Home Depot Case Study

Home Depot Case Study

Answer # 1)

`The changes implemented by the Home Depot's team were of changing the employee beliefs, behavior, the way employee's socially interacted and the decision making of employee's, this in turn contributed to change and to the stability of Home Depot's overall complex cultural transformation.

In order to implement these changes there were certain tools and mechanisms that used were; these mechanisms include metrics, processes, programs and structures.

Through the use of metrics new cultural priorities set were for the organization's employees i.e. the use of quantifiable data, that analyzed the customer's perception about shopping at home depot, made it clear that some deeply held beliefs like low lighting, needed were to be reassessed. The quantitative analysis of employee performance management previously in place at Home Depot was not providing to be successful; thus, Donovan introduced quantitative analysis, for better results.

This in turn, helped people to know about their faults and weaknesses thus, to allow each person to take responsibility of where he/she lacks at instead of putting the blames on others (Charan, 2006).

In order to increase productivity and effectiveness of the executives at Home Depot, there were alterations made to the mechanism of processes previously followed at Home Depot. Nardelli made alteration himself by introducing the concept of Monday morning calls with the 15 top executives (Charan, 2006). This addition of Monday morning calls showed a lot of positive results as Nardelli started to get familiar with what work he would have to deal with and as the executives themselves announced their week's targets, which made them liable to report weekly success to Nardelli and other executives in the next Monday morning call.

Not just this there were other several prominent steps taken through the mechanism of processes like the implementation of the process of SOAR (Strategic Operating and Resource Planning) which combined human resource planning, operations and strategy (Charan, 2006). There was also a process to analyze which procedures within HR were working fine and which needed improvements, for which the process of toll gates was introduced, which were designed by Donovan and his staff that included the sequenced tasks for an HR process to be completed successfully.

There was also a mechanism of a program which used to establish supports for the cultural changes that were taking places within Home Depot. The purpose of the change in this mechanism was to exterminate or reduce the negativity of employee's towards the initiated organizational change procedure. Donovan, conducted several five days learning workshops for the store and district managers, in which the manager's stood in Nardelli's place, and they tried to make decisions based upon the given scenario. These workshops, gave the manager's the far sightedness needed to understand Nardelli's taken decisions, for the change.

The mechanism structure drafted framework for the newly introduced culture in the organization. There was a main change of centralizing the operations of nine different purchasing offices, which gave rise to much disruption in the day to ...