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Organisational Structure of Dollar General

Organisational Structure of Dollar General

Discuss Organisational Structure of Dollar General within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Dollar General Corp. is a chain of variety stores operating in 35 U.S. states. The chain operates over 9,000 stores[2] ...

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Organisational Structure of Dollar General
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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 Dollar General - February 4th, 2011

Dollar General Corp. is a chain of variety stores operating in 35 U.S. states. The chain operates over 9,000 stores[2] and is headquartered in Goodlettsville, Tennessee, a suburb of Nashville. The stores were founded in 1939 by Cal Turner in Scottsville, Kentucky as J.L. Turner & Son, Inc. In 1968 they changed the name to Dollar General Corporation. As of the third fiscal quarter of 2007, the company was acquired by Kohlberg Kravis Roberts & Co. (KKR), a private equity firm, who took the company public in 2009.[3][dead link]
Dollar General stores are typically in small shopping plazas or strip malls in local neighborhoods. The company acquired the 280 stores of the P.N. Hirsh Division of Interco, Inc. (now Furniture Brands International, Inc.) in 1983 and in 1985 added 206 stores and a warehouse from Eagle Family Discount Stores, also from Interco, Inc. In recent years, the chain has started constructing more stand-alone stores, typically in areas not served by another general-merchandise retailer. In some cases, stores are within a few city blocks of each other.
Dollar General offers both name brand and generic merchandise — including off-brand goods and closeouts of name-brand items — in the same store, often on the same shelf.

CEO

Richard Dreiling

Director

William Rhodes

Director

David Rickard

Director

Warren Bryant

Director

Adrian Jones
Director

Raj Agrawal
Director

Michael Calbert

CFO

David Tehle

Merchandising

Todd Vasos
Legal

SL
Store Operations & Developme...

KG
Strategy

DB
Human Resources

BR
Supply Chain

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

The first step in this level of assessment is to examine the technology that exists within the organization right now. If you're planning on using the LMS heavily for online training, especially training with videos and graphics, you'll need plenty of bandwidth for the LMS and its learners. Plus, keep in mind that you may roll out quite a bit of training to begin with and these courses may hit a large population, who, in turn, will make a big hit on the organization's technology infrastructure. Another aspect of this technical assessment is the users themselves: is there a large number of remote learners who will log in using a remote portal? Or are all of the learners in locations that are serviced by a large server? These items could have an impact on which LMS you choose. One of the best ways to accurately access the organization's technical readiness is to involve the IT department from the very beginning. This way, you can plan your LMS choice and rollout together - and avoid any surprises.
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Last edited by netrashetty; February 4th, 2011 at 11:02 AM..
   
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