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Rowe Program At Best Buy Essay

1660 words - 7 pages

The culture of Best Buy reflects a traditional business to being a more contemporary, flexible work schedule. Before the ROWE program, many workers were tired of being overworked, not being able to spend quality time with their families. It seemed like the employees worked on their day off, come in early, leave late to make deadlines and it was just overall stressful. As stated the company’s culture used to embraced long hours and sacrifice (Hellriegel/Slocum, 2011 p. 553).
With all of this coming into play Best Buy chose to implement a new structure to help motivate the workers called the ROWE program. The number of people in the United States who say they are overworked as been ...view middle of the document...

553). The Best Buy’s values are to have fun while being the best, learn, from challenge and change, show respect, humility and integrity and unleash the power of the people. Strong values are essential to guide employees for corporations who are serious about empowering the edge. (wordpress.com).

The approach to organizational change that the ROWE program illustrates is that it does not focus on time clock and how many hours worked, but that the job is getting done, completed. The employees can get up and leave throughout the day, come late, and not be questioned due to trust. At first many employees had to adapt to it, because it is something new, and wanting to take baby steps, many of the questions was, “Can I really do this? Do I need to stop and tell someone? What would people think of me?” (Hellriegel/Slocum, 2011 p. 554). There was an online calendar that was put in place, in which everyone entered exactly where they were at any given time, shortly after a few weeks the employees abandoned the calendar and now just use a combination of out-of-office messages and trust.
There at Best Buy there is no typical day, no mandatory meetings, and no schedules. As long as the work is getting done, it’s ok to do what you want, go where you want and have fun doing it. According to the text, on any given day to find people, you may see, “in the office today, out of the office this afternoon, available by email.” The unplanned meetings are gone, but doing the job by cell phone is a plus. According to Tobias, “you can still have those meetings/conversations but not always in person.” Now emails have become more concise and meaningful, everyone is starting to rethink their priorities. There are fewer times in meetings, if they don’t need to meet, they don’t. This process of change produced a lot of stress and changing of attitudes. The baby boomer generation broke down when realizing what they gave up to get ahead in the workplace, their families. It didn’t have to be that way, men were thankful to spend more time with their families, and to just be there for them. (Hellriegel/Slocum, 2011 p. 554). Some changes were ugly, when the mentioning of extending the flexibility to hourly workers, the managers resisted, saying, “there are certain people that need to be managed differently than other people.”Some need to be there to serve their bosses. To me that’s not a good way to think, if everyone can do what they want and when they work, why shouldn’t it apply here? As long as the job is being done, that’s what was stated in the principles, if its good for everyone else, why not the hourly employees?

The resistance in the organization and individual that ROWE had to overcome was first managers having to put up with the most resistance. According to Tom Blesener, was accepting responsibility for the stress his employees felt. He had to learn how to stop treating his employees as if they were “unruly children.” There were 20 hourly...

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