Home Depot Organizational Culture Paper

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The organizational culture at Home Depot provides the framework through which individuals and groups interact and behave in the company. A corporation’s organizational culture refers to the system of ideas, routine, traditions as well as expectations which impact on the behaviors of the company’s stakeholders including employees and the clientele base (Jha & Srivastava, 2014). At Home Depot, the workers demonstrate the firm’s organizational culture in a bid to maximize the level of customer satisfaction. Arguably the biggest retailer of home improvement in the U.S., Home Depot applies organizational culture to make certain that the work environment motivates the workforce and at the same time ensure that patrons feel welcome. Additionally, …show more content…

They’re physical manifestations of a firm’s culture (Alvesson, 2012) Examples of observable artifacts comprise of; employees’ manner of dress, and the vocabulary or jargon. The company’s products, physical set up of the company including the landscaping, the interior design and the building itself, the company’s published mission statement, ceremonies held in the company and stories told about the company among others. Home Depot’s employees’ reward system is a perfect observable artifact. For example, the company’s ‘Orange Juiced’ program aimed at rewarding front-line workers in stores that provided the best customer experience. While it is standard practice to incentivize workers basing on whether set sales objectives are reached, Home Depot chose to reward employees basing on how they treat customers. This element of organizational structure aims at attaining and maintaining peak service levels to capture customer …show more content…

Adopted values are central to a firm’s organizational culture and reflected in the way individuals behave. These are values that are significantly intertwined with the company’s ways of doing things such that people don’t normally recognize their influence (Alvesson, 2012). In Home Depot’s case, the company’s inverted pyramid demonstrates how a section of its stakeholders are prioritized in the firm’s strategies and culture. At the apex of the pyramid are customers who are given utmost priority by everyone in the company. Front-line associates follow the customers, and the corporate support comes after the field support. The last in the structure is the CEO. This prioritization has the effect of ensuring that the firm’s corporate values are ingrained throughout the workforce, particularly the front-line employees at the company’s

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