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Organisational Structure of Best Buy

Organisational Structure of Best Buy

Discuss Organisational Structure of Best Buy within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Best Buy Co., Inc. (NYSE: BBY) is a specialty retailer of consumer electronics in the United States, accounting for 19% ...

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Organisational Structure of Best Buy
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Netra Shetty
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netrashetty
Student of PGDM at Mats Institute of Management and Entrepreneurship
Bangalore, Karnataka
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Organisational Structure of Best Buy - February 2nd, 2011

Best Buy Co., Inc. (NYSE: BBY) is a specialty retailer of consumer electronics in the United States, accounting for 19% of the market. It also operates in Mexico, Canada, China, Turkey and the United Kingdom.[2] The company's subsidiaries include Geek Squad, Magnolia Audio Video, Pacific Sales, and, in Canada operates under both the Best Buy and Future Shop label. Together these operate more than 1,150 stores in the United States, Puerto Rico, Canada, China,[3] Mexico, and Turkey. In addition, the company has rolled out over 100 Best Buy Express Automated Retail stores or "ZoomShops", operated by Zoom Systems, in airports and malls around the U.S. [4] The company's corporate headquarters are located in Richfield, Minnesota.

Best Buy was named "Company of the Year" by Forbes magazine in 2004,[5] "Specialty Retailer of the Decade" by Discount Store News in 2001,[6] ranked in the Top 10 of "America's Most Generous Corporations" by Forbes magazine in 2005 (based on 2004 giving),[7] and made Fortune magazine's List of Most Admired Companies in 2006.[8]

On March 9, 2009, Best Buy became the primary electronics retail store (online and bricks and mortar) in the eastern United States, after smaller rival Circuit City went out of business. Fry's Electronics remains a major competitor in the western United States. Many locations feature in-store pickup, which can be arranged through the company's website.[9]



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3
CEO
Brian Dunn
Chairman of the Board
Richard Schulze
2
Vice Chairman of the Board
Bradbury Anderson
Director
Matthew Paull
2
Director
Ronald James
2
Director
George Mikan
2
Director
Rogelio Rebolledo
Director
Kathy Higgins Victor
Director
Frank Trestman
2
Director
Gerard Vittecoq
Director
Lisa Caputo
3
Director
Sanjay Khosla
Director
Allen Lenzmeier
Director
Hatim Tyabji
7
International
Roger Taylor
2
CFO
James Muehlbauer
CIO
NR
2
Mobile Worldwide
TM
Marketing
BJ
Connected Digital Solutions
DM
Customer Operations Groups
MV
Enterprise Retail Operations
TS
Human Resources
JP
Retail Channel Management
SB
2
Secretary
Elliot Kaplan
Legal & Assistant Secretary
JJ
Asia
KP
3
Canada
Michael Pratt
International Retail Operati...
SS
2
International Finance
John Noble
US, SBU CFO, Treasurer
RR
Control & Accounting
SG
Human Resources Communication
DG
Human Resources
LA


Methods of evaluation of organizational framework could include monitoring, measuring effectiveness, or comparison of elemental frequency with original baseline measures gained during the internal organizational analysis. An increase in the key element frequency combined with a stagnation of organizational effectiveness could mean that the key elements were not defined correctly. The culture, in other words, has changed with minimal or detrimental impact on organizational effectiveness. It is clear, however, that culture can either facilitate or severely hinder a chosen strategy and further understanding of cultural influences may be paramount to full understanding of effective strategic change.

There is a general organizational framework of cultural modification that gives broad theoretical reasoning for an overall process which will necessarily for tailoring a particular situation. Culture modification should not be evaluated as a process for its own sake, but its success or failure should he determined by whether or not this change will enhance organizational effectiveness under a new strategy (, 2006) as it allows practitioners to understand and organize the constellation of variables that could influence or adversely affect successful business change. Success and failure in a business context are rarely clearly defined and are perhaps the extremes for the business to survive and grow, before succumbing to the temptation of changing the way things are done is increasingly becoming the central challenge facing managements that have enjoyed long-term performance success.
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