MBA6001 Columbia Southern Organizational Design Hiring Very Best Article InstructionsIn the CSU Online Library, using the Business Source Complete database

MBA6001 Columbia Southern Organizational Design Hiring Very Best Article InstructionsIn the CSU Online Library, using the Business Source Complete database,
search for and read the article titled “Hiring the Very Best,” by Tracy Mullin
(2005). Based on the article, consider the approaches to organizational design.
Analyze the effects and applications of the various organizational structures
and levels of authority. Given the benefits and motivations mentioned in the
article, share an analysis of the referenced company’s impact on employee
motivation, morale, and organizational culture. Your response should be two pages in length, not including the title page or reference page. You are required to cite at least one article from the CSU Online Library (not including the referenced case study article). All sources used must be referenced; paraphrased and quoted material must have accompanying in-text citations in the proper APA format FEATURE
ASSOCIATION FORUM
Hiring tiie Very Best
How to increase your employees’ morale and productivity
By Tracy Mullin
I
Tracy Mullin is
president and
CEO, Nationai
Retail
Federation,
Washington,
D.C,
muliint@nrf.com.
34
remember a quote from former ABC execuiive Thomas Murphy, who said. “If you hire
the best people and leave them alone, you
don’t need to hire very many.” While I think retailers should be hiring the best people possible,
and treating them well, it may not always be best
to leave them alone. Especially during the holiday season.
With the holidays almost upon us, retailers are
scrambling to hire the best seasonal workers—
more than 520,000 of them—while retaining
their top performers. And during the most crucial selling period of the year, there is no time
for mistakes. Executives know that good employees ean bolster the image of a store and
unsatisfactory employees can be disastrous.
More often than not. finding good workers is
high on the list of challenges facing retail executives. And keeping those people is even more
difficult.
Turnover in the retail industry is nothing new,
and it is not a problem that will disappear anytime soon. After Sept. 11, many retailers experienced low turnover as employees waited for the
job market to improve. Now that the economy is
back on traek, workers are keeping an eye out
for new opportunities, and many are moving on.
Statistics reinforce that theory: According to
the 2005 NRF/Mercer Retailer Compensation
and Benefits survey, released last month, turnover for store managers rose 20% last year over
2003.
Leading HR experts seem to agree that traditional approaches to management haven’t been
working. Author Bruce Tulgan. a consultant
who spoke in June at the National Retail Eederation’s Loss Prevention Conference, talked
about the mind-set of the new American worker
and said that the best way retailers could keep
their employees was to find out what people
want and use it to drive performance.
Best Buy is one of those retailers. Nearly half
of the 3.500 employees at Best Buy headquarters
have embarked on a radical strategy that enables
www.cbainstoreage.com
employees to work where and when they
as long as their job gets done. The approach
seems to be working, as executives maintain that
this new program has reduced turnover and
increased productivity at the same time.
Other retailers, such as Costco, believe that
the way to their workers” hearts is through their
wallets. Costco’s employees earn an average of
$17.41 an hour and receive some of the most
generous health benefits in the industry. Perhaps
that’s why they are able to maintain a low
turnover rate of about 17% per yean
However, money isn’t everything. In his pre,sentation, Tulgan also featured several non-financial elements, such as people needing to be satisfied with their jobs. One of those basics, giving
employees control over tasks, is an area where
Trader Joe’s has an upper hand. Instead of giving employees specific instructions on how to
merchandise and what to feature. Trader Joe’s
trains the staff on their products and gives them
the green light to handle the rest. By offering
workers some creative authority, the environment tends to be more personal, more original
and more fun.
But not all retailers are quick to paint their
entire employee base as worthy of keeping
around. Applebee’s recently implemented a program that ignores overall turnover but instead
rewards managers for keeping turnover low
among top-performing employees. They call it
“Mix Management”: the idea is that not all
employees perform equally, nor should they be
mourned equally when they leave. By focusing
on the top tier, Applebee’s has been able to keep
turnover low among their very best performers.
Retailers don’t need to be reminded that
employees are always an extension of their
stores, or tbat keeping turnover low can reduce
overhead costs in the long run. But as the retail
landscape becomes more competitive, turnover
will start to matter more, and the retailers with
the best employees will win. Maybe we don’t
need to be leaving our employees alone, but we
might want to think about giving them a little
more leeway.
CHAIN STORE AGE, OCTOBER 2005
UNIT I STUDY GUIDE
Organizational Structures and
Levels of Authority
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Analyze the effects and applications of various organizational structures and levels of authority on
employee motivation, morale, and culture.
1.1 Examine approaches to organizational design.
Reading Assignment
Using the CSU Online Library, search the ABI/Inform Complete database to read the following articles:
Buhler, P. M. (2011). Changing organizational structures and their impact on managers. Supervision, 72(2),
24-26. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.c
olumbiasouthern.edu/docview/195594682?accountid=33337
Giberson, T., Resick, C., Dickson, M., Mitchelson, J., Randall, K., & Clark, M. (2009). Leadership and
organizational culture: Linking CEO characteristics to cultural values. Journal Of Business &
Psychology, 24(2), 123-137. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.c
olumbiasouthern.edu/docview/196874211?accountid=33337
Hurley, R. F., Gillespie, N., Ferrin, D. L., & Dietz, G. (2013). Designing trustworthy organizations. MIT Sloan
Management Review, 54(4), 75-82. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.c
olumbiasouthern.edu/docview/1399095518?accountid=33337
Unit Lesson
Click here to access the PowerPoint version of the Unit 1 Lesson.
Click here to access the note slides and transcript for the unit lesson presentation.
Suggested Reading
Using the CSU Online Library, search the ABI/Inform Complete database to read the following articles that
focus on the topics of this unit.
Feurer, R., & Chaharbaghi, K. (1997). Strategy development: Past, present and future. Training for Quality,
5(2), 58-70. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.c
olumbiasouthern.edu/docview/212111783?accountid=33337
Murshed, S. T. H., Uddin, S., & Hossain, L. (2015). Transitivity, hierarchy and reciprocity of organizational
communication network during crisis. International Journal of Organizational Analysis, 23(1).
Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.c
olumbiasouthern.edu/docview/1657283172?accountid=33337
MBA 6001, Organizational Research and Theory
1
Verle, K., Markic, M., Kodric, B., & Gorenc Zoran, A. (2014). Managerial competencies
and organizational
UNIT x STUDY
GUIDE
structures. Industrial Management & Data Systems, 114(6), 922-935. Title
Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.c
olumbiasouthern.edu/docview/1650583955?accountid=33337
In the video below, Dr. Peter Senge, director of the Center for Organizational Learning at the MIT Sloan
School of Management, sits down with SBC’s Pierre Bismuth and Opoku Danquah at Schlumberger-Doll
Research Centre to shed light on the topic of understanding a company’s unique strategic capabilities and
how to use them to gain a competitive edge.
SchlumbergerSBC. (2013, February 7). Dr. Peter Senge speaks on organizational dynamics, culture, and
generational leadership [Video file]. Retrieved from https://www.youtube.com/watch?v=AAkJqzJYHJc.
Learning Activities (Nongraded)
Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.
Review the Forbes list of the most ethical companies using the site link below:
Adams, S. (2015, March 19). The world’s most ethical companies 2015. Forbes. Retrieved from
http://www.forbes.com/sites/susanadams/2015/03/19/the-worlds-most-ethical-companies2015/#6bf83efc2bed
Examine these companies, and analyze their business practices, their giving to communities, and their social
responsibility.
MBA 6001, Organizational Research and Theory
2
Changing organizational structures and their impact on managers
Buhler, Patricia M
SuperVision; Oct 2000; 61, 10; ABI/INFORM Collection
pg. 15
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.

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