ROWE Program at Best Buy
Best Buy has taken an organizational change for the improvement of its employees' competence. This paper will talk about Best Buy's culture, the ROWE program implemented and the resistance to the change as a result of the ROWE program. This paper will also talk about the stress that occurred and whether or not the organizational culture has helped with the change.
Describe the culture of Best Buy.
Best Buy's culture involves all chains of authority. Employee's from salary to hourly share responsibilities to satisfy their client needs. The company's culture has changed to a new flexible program to accommodate employee's personal life. Culture is defined as "the shared and learned values, beliefs, and attitudes of its members"...
Best Buy also believes in satisfying employees who invest time in their job and make personal efforts to get the job completed. Unfortunately Best Buy wants to change their organizational strategy to be more flexible, particularly for working women.
2. Discuss the approach to organizational change that the ROWE program illustrates.
Organizational development approach refers to developing employees' competencies to resolve problems by allow them to recognize and become emotionally committed to improving the performance of the firm. It stresses the forming of trusts, dealings and employee commitment (Slocum & Hellriegel, 2007). Best Buy determined to reconsider the idea of work as oppose to the work-life balance program most companies use. The ROWE program was developed as a result of this re-evaluation. ROWE stands for Results-Only Work Environment. The ROWE program demonstrates trust in the employees to get their jobs done without having the fixed work schedule, less meetings, and no focus on how many hours worked.
The change procedure started with…
At which point, everyone can begin to engage in actions that would contribute to improving productivity, while enriching the overall levels of happiness among the staff. (Hellriegel, 2011, pp. 524 -- 527) Discuss the resistance, both organization and individual that the ROWE program had to overcome. Inside the organization many managers were resistant to the changes being proposed by the ROWE program. As they felt that this would undermine the ability
Also, a sense of teamwork encourages employees to set new benchmarks for themselves, in their desire to succeed and best the competition in the next cubicle and also in competitor organizations. ROWE creates a more atomized workforce, but the company culture was cohesive enough so that the newly flexible schedules did not damage corporate morale. Along with its commitment to excellence, the Best Buy's willingness to solicit input from employees
ROWE Results-Oriented Work Environment Is the concept of ROWE (a results-oriented work environment) really feasible in a global marketplace? Is it a threat to teamwork or is it the reality of a 24/7 world with guild barriers between work and private life? The results-oriented work environment (ROWE) model has gained a significant amount of attention in recent years and many companies have tried to implement it at different levels. The primary tenet of
Organization Structure ROWE Model With each organization looking for the most efficient ways of getting work done, there has a risen a necessity to try out several modes of operation that would enable the intended results in an organization to be realized. This was one of the driving forces that prompted Best Buy to change their mode of operation to the ROWE model. The other very significant reason behind the ROWE model is
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Organizational Behavior What influence tactics and power bases are evident in this case? Explain. In the first place, the owner of the company has all of the power, if she wants it. Of course, she is bounded by her employees and the law to an extent, but when making a change such as this it would seem that she first used legitimate power. She saw a need to radically change the way