Memo Essay

826 WordsNov 25, 20134 Pages
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 growth and future stability, unless Nardelli took a proactive approach fast. “Culture is the values and beliefs of an organization; the standards by which employees set priorities that enable them to make a judgment” (Leban & Romuald, 2008, p. 100). High rank executives understand that to have a valuable corporate culture management must work hard, persistently, and have concrete strategies that outline company goals and objectives. Prior to Nardelli's arrival at Home Depot; the business corporate culture was a laid-back and interconnected culture. Nardelli’s job was to reform Home Depot’s corporate culture to a tough-minded approach to develop volume, power, and growth on a safe competitive position within the industry. Charan (2006), “Nardelli tackled the challenge partly through personal leadership, mixing encouragement with ultimatum and fostering desired cultural norms like accountability through his own behavior” (para. 4). Naderlli’s goal was to inspire a positive organizational environment by setting clear goals and encouraging open communication. He believes that to change the organization’s culture he had to

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