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Organisational Structure of Dollar Tree

Organisational Structure of Dollar Tree

Discuss Organisational Structure of Dollar Tree within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Dollar Tree, Inc. (NASDAQ: DLTR) is an American chain of discount variety stores selling every item for $1.00 or less. ...

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Organisational Structure of Dollar Tree
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Netra Shetty
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netrashetty
Student of PGDM at Mats Institute of Management and Entrepreneurship
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Organisational Structure of Dollar Tree - February 4th, 2011

Dollar Tree, Inc. (NASDAQ: DLTR) is an American chain of discount variety stores selling every item for $1.00 or less. A Fortune 500 company, Dollar Tree is headquartered in Chesapeake, Virginia and operates 4,009 stores[1] throughout the 48 contiguous U.S. states. Its stores are supported by a nationwide logistics network of nine Distribution Centers. The Company operates one dollar stores under the names of Dollar Tree and Dollar Bills. The Company also operates a multiprice-point variety chain under the name Deal$

CEO

Bob Sasser

Chairman of the Board

Macon Brock

Director

Lemuel Lewis
Director

Carl Zeithaml

Director

Arnold Barron
Director

Mary Citrino

Director

Thomas Whiddon
Director

Ray Compton
Director

Conrad Hall

Lead Director

Thomas Saunders

Chairman Emeritus

Douglas Perry
CFO

Kevin Wampler

Logistics

Stephen White

Merchandising

Robert Rudman
COO

Gary Philbin
Control

KM
But the second part of assessment involves taking a realistic look at your organization's technology and readiness before making your final decision. This type of analysis and assessment may turn up things that you might not want to hear, but you'll be more prepared to roll your system when you know that it's right for the organization. In other words, you may be looking for the "bells and whistles" but the organization may not quite be ready for that.

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.

The most frequently discussed static element of structure is size, which is also a determinant of structure. It is obvious that large organizations influence the people in them (and outside of them) differently than do small organizations. People in large organizations, however, protect themselves from influences of monumental size by subdividing. Size thus influences both horizontal and vertical differentiation, two facets of complexity, another structural characteristic. Successful organizations born in basements and garages find themselves not only expanding but subdividing into production, marketing, personnel, and other departments.
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Last edited by netrashetty; February 4th, 2011 at 11:03 AM..
   
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