Home Depot's Organizational Culture

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mee | The Home Depot | Memo To: | Supervisory Team | From: | Midlevel Manager | Date: | November 4, 2013 | Re: | Organizational Changes | | | | | “Organizational culture is a complex adaptive system that uses coherence as a potent binding force” (Leban & Romuald, 2008, p. 100). Just like in social cultures, business cultures program the workforce of a company with a common set of standards, and attitudes. Corporate cultures are responsible for a company’s organizational behavior. In December 2000, Home Depot’s leadership was the responsibility of Robert Nardelli. Although Home Depot was already a profitable company, there was a financial and operational worry putting in danger the company’s…show more content…
This culture creates acceptable and predictable behaviors to better guide associates through their daily job functions. The corporate cultures serve an organization by enabling the organization to be flexible and adapt to the ever-changing competitive landscape (Leban & Romuald, 2008). Home Depot’s leader Robert Nardelli, determined that Home Depot was in need of a culture change. He wanted to change the organizational culture from a laid back, interconnecting organization, to a tough-minded approach to develop power, growth and volume. The Nadler congruence model would be the best option for this type of cultural change. Cultural change in an organization can be one of the most difficult leadership challenges (Denning, 2011). Since cultural change is very different from implementing new technology, or changing a manufacturing process, the best approach to use is Nadler’s Congruence model. Nadal’s model is an “organizational performance model that is built on the view that organizations are systems and that only if there is congruence between the various organizational subsystems can there be optimal performance” (Leban & Romuald, 2008, ch.2). Using this approach would allow for Nardelli to implement the new cultural at the leadership level and slowly change the subsystems within the organization. Nadler’s model is dynamic, not static and would allow for flexibility in implementation, as the organization works to change the cultural beliefs within the

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