PROBLEM-SOLVING APPLICATION CASE Best Buy...The Best House on a Bad Block The tt

Question

PROBLEM-SOLVING APPLICATION CASE Best Buy...The Best House on a Bad Block The ttte of this case is the way some analysts charac experiences with the company, and prices were n he online store was unreliable, with inac and online orders took days Many shoppers saw no ct enined Best uy's position in the retail electronics in competitive st uy's CEO, seemed to or even weeks to arrive beca centers even if a nearby store business Mubert Joly Bes agree when he said the ollowing Just after taking the centralized distribution This is the most dysflunctional organization Ive had the needed item value in actually purchasing from the s rea, stead they went to learn about & mes is good news because this is self- s from another source (often Ane ever seen nficted, and so this is something we can correct The company was indeed in dire straits. The key per they wanted and returned tormance merics for most retailers-same-store sales and proft margins-had been declining over a period When Sharon McCollam, the new CFO hired by Joly attended her first staff meeting, the room was worked from home, and on any given day 20 to contracting and 35 percent of corporate employees were absent Deci haif-empty. Many of her corporat onine providers Amazon and Wby layers of management. Also notable was the amount particular of e-mail clutter received by store managers; they CAUSES OF PAIN The electronics industry had been bagmenting for a number of mortar retalers were ever sion making was bureaucratic and slowed by multip vears, and brick-and. were taking an increasing share of business from ev eryone in the electronics market AN this led Best Buys three closest store-based competitors to go out of Were barraged with reminders of the latest program corporate. Store-level employees were confused about which activities they should prioritize: Was it get more credit card sign-ups, selling extended- reminding customers about the City. CompUSA, and RadioShackservice policies, or rem Having fewer competitiors might be a good thing, but it ning nature of the industry Geek Squad (Best Buy's in-home tech experts)? Shari nerna forces that were Ballard, the US retail president, wanted every store previous CEO, Brian Dunn, was employee to know and focus on revenue per hour ship And yet, despite all the data the company possessed t dldnt know what distinguished top-performing em- borced to resign after having an inappropriste relations with an employee, and founder Richard Schuize had made an unsolicted attempt to buy the company and take it private Leadership wos in directors had allowed ineffective if not unethical conduct to continue, from the executive level to the store level, ployees and top-performing stores from the rest. Last but not least, Best Buy had less-than-productive products online. However, it also wanted other retail two companles was not nearly as strong as it could be disarray. The board of relationships with manufacturers and vendors. Apple, for instance, had its own retail stores and also sold its ers, including Best Buy, to sell Apple products. But at the time Joly took over, the relationship between the The same could be said of Samsung. It's one of the urther eroding Best Buy's performance and reputation What remained in 2012 was a company with lower rooms, and lapsed maintenance, because it had run tion elsewhere. However the company product dirty rest- t low on cash and management had focused its atten- y still paid for pri e World Economic Forum in Davos, Switzerland, sponsorship of NASCAR and the Super World's largest electronics manufacturers, yet by its Own estimate Best Buy was not meeting its potential as a retail channel for Samsung's products. Employees Bowl, and color printers at headquarters. did not have sufficient knowledge about different sup- pliers' products, the products were not well distin- guished from one another, and in-store displays and CUSTOMERS, EMPLOYEES AND VENDORS Customer preferences for products, price, and location marketing were insufficient had changed, and Best Buy mo you are Hubert Joly and have just taken up. Some customer the CEO proach to identify the problems and their causes, and job. Use the 3-Step Problem-Solving measured customer service s had poor formulate the actions you'd take. PART3 Organizational Processes

Explanation / Answer

Answer:

No, employers ethically force us to change and be healthy, because of the following reasons

Employers cannot force employee: Employers cannot force employees for change because employees are not under control of employer and they will not accept the forceful behavior of the employer. Employees are working with employer; they are not slave and cannot force to change as per employer. The employer may recommend for change or suggest for change and employees may accept the suggestions or recommendations.

Forceful Change is not recommended: the forceful change is not recommended by the employer on employees. This will make the culture and environment of the organization non-suitable for working. The employees will not be happy and motivated to work in the organization.

Employees are independent and they may not want to change as per employer: Employees are independent and they have the right to change or not change. So the employees may not want to change as per the force of the employer. Thus employer may not force employees to change and be healthy.

Employees may not want to be healthy on the cost of change themselves: The employees may not want to change for becoming health. Some of the employees may accept but most of them will not accept to change to become healthy employee in the organization.

Ethical change are self accepted changes and not required to be forced: Generally the ethical changes are logical changes and people accepts them as they supports the people. Such changes are not recommended to be forced, but they are required to be suggested.

Related Questions

Navigate

• Browse (All)
• Browse P
• Subjects

---

---

Integrity-first tutoring: explanations and feedback only — we do not complete graded work. Learn more.