Robert Nardelli Leadership Jennifer Ball BUS 610 – Organizational Behavior Prof. Murad Abel August 26, 2013 Throughout history, the organizational landscape has been highly competitive. Effective leadership aligned with the core corporate strategy can serve as a powerful lever to achieve success in a fast paced business environment. We have seen great leaders taking their businesses to new heights. They knew how to build great companies while treating their employees well, how to improve
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November 3, 2013 Introduction Robert Nardelli was heavily criticized for his leadership style and methods he used during his tenure as CEO of Home Depot. The purpose of this paper is to describe Robert Nardelli’s style of leadership and take a position on whether or not his actions rose to the levels of unethical. This paper will attempt to incorporate the trait theory, behavioral theory, and situational and contingency theories then determine whether Roberts’ Nardelli’s actions were ethical
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above mentioned companies areas of leadership, management, organizational learning (training), and culture and compare and contrast to the structure The United States Army and Macy’s Department Store. Home Depot Leadership: In 2000 Marcus and Blank were replaced with Robert Nardelli, who pushed hard to make the company more efficient, bringing with him many new metrics to centralize operations, and to meet quarterly goals he even cut jobs of associates. Nardelli, a former General Electric top executive
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make operations more sound and profitable, provision of internet shopping facilities to customers, and expanding the market geographically and locally, as well as targeting new market segments. It should be quite important to note that during the Nardelli era, the slogan Home Depot used was “Improve everything we touch”. Threats included declining home sales and market share, a looming credit crunch, a dip in the level of customer service and product knowledge hitherto offered due to poorly trained
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Fiat into a global competitor he has taken on Chrysler. But, can he perform his magic again? Can he save yet another company whose circumstances in many ways, but not all, are strikingly similar to those faced by Fiat just five years ago? Can his leadership style as well as the Fiat 500 be successfully exported to the other side of the Atlantic? If we look at Marchionne's record by itself, not only is it impressive, but it suggests that he might be the right person at the right time. But,
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Cover Story Renovating Home Depot; Skip the touchy-feely stuff. The big-box store is thriving under CEO Bob Nardelli's military-style rule By Brian Grow, with Diane Brady in New York and Michael Arndt in Chicago 6 March 2006 BusinessWeek 50 Volume 3974. Don D. Ray is one tough hombre. The 39-year-old Kentucky native spent three years with the 82nd Airborne Div., one of the U.S. Army's elite units, serving at the head of a maintenance crew during the first Gulf War and an additional seven years on
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TAVIS COBURN Deep, lasting culture change requires an integrated approach that remodels a company’s social systems. The leadership team of Home Depot employed a remarkable set of tools to do that. by Ram Charan W hen Robert Nardelli arrived at Home Depot in December 2000, the deck seemed stacked against the new CEO. He had no retailing experience and, in fact, had spent an entire career in industrial, not consumer, businesses. His previous job was running General Electric’s power systems
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CHAPTER CLOSING CASE FROM CHAPTER ONE: PLAYING HARDBALL AT HOME DEPOT BRIEF SUMMARY: This case was mainly about Home Depot’s turning point on its sales increases after the new CEO Robert Nardelli had taken charge of the corporation. The way which Nardelli applied to change the old fashion of running the business was highlighted in the text. Described as command-and-control, the method he used which can be traced back to 1950s was simple and straight and it can be characterized as emphasis on
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brands and services, and offering clinics to patrons assisted in Home Depot dominating the do-it-yourself home improvement market. Throughout the lifecycle of Home Depot there have been numerous changes; markets, consumers, direction, and leadership to name a few. Home Depot made adjustments along the way and endured the constant waves of change and in the process developed the orange blooded culture enjoyed by employee and customer. Things change and the Home Depot understand this simple value
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Introduction Whether you own your home or rent, chances are that at some point you will find yourself looking for something that will lead you to one of these two retail giants. The home improvement industry has evolved from small regional and locally owned hardware stores to these superstores. The top two in the industry are Home Depot and Lowe’s. Each has their eye on moving into international markets, each has superstores in all 50 states and each has evolved along different paths to reach
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