netrashetty
Netra Shetty
Dollar Tree, Inc. (NASDAQ: DLTR) is an American chain of discount variety stores selling every item for $1.00 or less. A Fortune 500 company, Dollar Tree is headquartered in Chesapeake, Virginia and operates 4,009 stores[1] throughout the 48 contiguous U.S. states. Its stores are supported by a nationwide logistics network of nine Distribution Centers. The Company operates one dollar stores under the names of Dollar Tree and Dollar Bills. The Company also operates a multiprice-point variety chain under the name Deal$
Dollar Tree competes in the dollar store and low-end retail markets with the national chains Family Dollar, Big Lots and Dollar General together with regional chains such as 99 Cents Only Stores, Fred's and many independent dollar stores nationwide.
ob Characteristics Model
Hackman & Oldham proposed the Job Characteristics Model, which is widely used
as a framework to study how particular job characteristics impact on joboutcomes , including job satisfaction. The model states that there are five core
Foreign subsidiaries and joint ventures are structured and managed much like their parent companies, but usually both have expatriate and local managers, making the management of the performance of international assignees more complex and difficult than with domestic operations. Performance management system (PMS) is a critical component in the development of international management. International performance management plays an important role in performance feedback, individual job assignments, development planning and identification of training. In the global context, performance management encompasses three processes to which international PMS relies: defining performance, facilitating performance and encouraging performance.
From the manager’s perspective, performance ensures that individual employees or teams know what is expected of them and they stay focused on effective performance (as cited in Stahl, Bjorkman and Cebula, 2006, p. 179). The performance of expatriates is based on three key elements such as goals which direct performance toward higher levels of performance, measures that quantifies accomplished goals and assessment of the progress toward goals attainment. One of the responsibilities, further, of the managers is to eliminate roadblocks to successful performance. It is also important for managers to provide adequate resources in getting a job done right and a third is to pay careful attention to selecting employees. In encouraging performance, it is also the manager’s responsibility to provide sufficient rewards which employees value, do so in a timely fashion and do so in a fair manner (pp. 179-181). According to Schuler and Jackson (2007), there are performance problems which cause damage to international mobility, productivity and global leadership development. For Shell, there is the need then to enhance global business skills. Building global business competencies among Shell expatriates aids directly in the achievement of Shell’s global business strategies
Riches notes that any large-scale change requires the large issue of culture to be confronted, and that this
can be a daunting task–even identifying culture, that invisible and often complex system of beliefs and
practices that determines how people act in organizations, is fraught with difficulty. Her organization
change and leadership development website reproduces 10 cultural components that one writer (Timothy
Galpin HR Magazine March 1996) says must be considered when implementing change:
1. Rules and policies - eliminate rules and policies that hinder the change and create new ones that
reinforce the desired way of operating. Develop and document new Standard operating
procedures.
2. Goals and measurement - develop goals and measurements that reinforce the desired changes.
3. Customs and norms - replace old ways of doing things that reinforce the old ways with new
customs and norms e.g., replace written reports with face-to-face meetings.
4. Training - again replace training that reinforces the old way of doing things with new training.
Develop experiential training that provides real time and hands-on experiences with new
processes and procedures.
5. Ceremonies and events - put in place ceremonies and events that reinforce the new ways.
Recognize individual and team contributions to making the changes work.
6. Management behaviors - publicly recognize and reward managers who change by linking
promotion and pay to the desired behaviors. Do not promote or pay increases to managers who
do not come on board.
7. Rewards and recognition - make rewards specific to the change goals that have been set. Ensure
that the performance management system recognizes and rewards the desired ways of operating
and does not simply reinforce the old ways. For example, a performance management system
that measures only individual behavior will undermine any attempts to inculcate a culture of
teamwork.
8. Communications - deliver communications in new ways to show commitment to change. Use
multiple channels to deliver consistent messages at all stages during the transition, before, during
and after the change.
9. Physical environment - make sure that the physical environment reflects the change. If
knowledge and information sharing is the goal, get people out of offices and into open, shared
areas. If you want them to talk to their customers, create ‘virtual’ offices so that people are
encouraged to work outside the office with customers.
10. Organizational structure - make sure that the structure reinforces the operational changes.
Combine overlapping divisions; reorganize around customers as opposed to functions.
DIVERSITY MANAGEMENT
To retain their reputations for excellence, Centers need to create work environments that support the
productivity, career development, and job satisfaction of women and men of diverse backgrounds. The
fundamental proposition for diversity in the CGIAR, as articulated by the CGIAR Gender & Diversity
(G&D) Program, is that expanding the pool of skills, talents, perspectives and ideas within the
organization will strengthen the performance of the Centers. A diverse workforce is seen as enabling
the Centers to better develop effective partnerships and to respond rapidly and successfully to challenges
in the external environment. Research on R&D teams at CSIRO and Stanford University found that
diversity-rich teams outperform homogenous ones, especially for innovation (Wilde and Shields, 2002).
Centers that fail to effectively exploit the opportunities presented by developing and maintaining a
diverse workforce run the risk of losing in the competition for the “best and brightest” in key disciplines,
failing to match the quality expectations of investors, and ultimately suffering financial downturn.
In its most recent summary of systemwide human resources data, the G&D Program reported that “by
most criteria relating to diversity of origin, the CGIAR appears to be in a healthy state. The situation
relating to gender balance is, in contrast, disappointing” (Jayasinghe and Moore, 2003).
The G&D Program works with individual Centers to establish model policies and programs that support
gender and diversity balance. The Program reports that progress has been mixed-some Centers are
missing critical policies, others have exemplary policies in some areas but outdated policy in others.
Dollar Tree competes in the dollar store and low-end retail markets with the national chains Family Dollar, Big Lots and Dollar General together with regional chains such as 99 Cents Only Stores, Fred's and many independent dollar stores nationwide.
ob Characteristics Model
Hackman & Oldham proposed the Job Characteristics Model, which is widely used
as a framework to study how particular job characteristics impact on joboutcomes , including job satisfaction. The model states that there are five core
Foreign subsidiaries and joint ventures are structured and managed much like their parent companies, but usually both have expatriate and local managers, making the management of the performance of international assignees more complex and difficult than with domestic operations. Performance management system (PMS) is a critical component in the development of international management. International performance management plays an important role in performance feedback, individual job assignments, development planning and identification of training. In the global context, performance management encompasses three processes to which international PMS relies: defining performance, facilitating performance and encouraging performance.
From the manager’s perspective, performance ensures that individual employees or teams know what is expected of them and they stay focused on effective performance (as cited in Stahl, Bjorkman and Cebula, 2006, p. 179). The performance of expatriates is based on three key elements such as goals which direct performance toward higher levels of performance, measures that quantifies accomplished goals and assessment of the progress toward goals attainment. One of the responsibilities, further, of the managers is to eliminate roadblocks to successful performance. It is also important for managers to provide adequate resources in getting a job done right and a third is to pay careful attention to selecting employees. In encouraging performance, it is also the manager’s responsibility to provide sufficient rewards which employees value, do so in a timely fashion and do so in a fair manner (pp. 179-181). According to Schuler and Jackson (2007), there are performance problems which cause damage to international mobility, productivity and global leadership development. For Shell, there is the need then to enhance global business skills. Building global business competencies among Shell expatriates aids directly in the achievement of Shell’s global business strategies
Riches notes that any large-scale change requires the large issue of culture to be confronted, and that this
can be a daunting task–even identifying culture, that invisible and often complex system of beliefs and
practices that determines how people act in organizations, is fraught with difficulty. Her organization
change and leadership development website reproduces 10 cultural components that one writer (Timothy
Galpin HR Magazine March 1996) says must be considered when implementing change:
1. Rules and policies - eliminate rules and policies that hinder the change and create new ones that
reinforce the desired way of operating. Develop and document new Standard operating
procedures.
2. Goals and measurement - develop goals and measurements that reinforce the desired changes.
3. Customs and norms - replace old ways of doing things that reinforce the old ways with new
customs and norms e.g., replace written reports with face-to-face meetings.
4. Training - again replace training that reinforces the old way of doing things with new training.
Develop experiential training that provides real time and hands-on experiences with new
processes and procedures.
5. Ceremonies and events - put in place ceremonies and events that reinforce the new ways.
Recognize individual and team contributions to making the changes work.
6. Management behaviors - publicly recognize and reward managers who change by linking
promotion and pay to the desired behaviors. Do not promote or pay increases to managers who
do not come on board.
7. Rewards and recognition - make rewards specific to the change goals that have been set. Ensure
that the performance management system recognizes and rewards the desired ways of operating
and does not simply reinforce the old ways. For example, a performance management system
that measures only individual behavior will undermine any attempts to inculcate a culture of
teamwork.
8. Communications - deliver communications in new ways to show commitment to change. Use
multiple channels to deliver consistent messages at all stages during the transition, before, during
and after the change.
9. Physical environment - make sure that the physical environment reflects the change. If
knowledge and information sharing is the goal, get people out of offices and into open, shared
areas. If you want them to talk to their customers, create ‘virtual’ offices so that people are
encouraged to work outside the office with customers.
10. Organizational structure - make sure that the structure reinforces the operational changes.
Combine overlapping divisions; reorganize around customers as opposed to functions.
DIVERSITY MANAGEMENT
To retain their reputations for excellence, Centers need to create work environments that support the
productivity, career development, and job satisfaction of women and men of diverse backgrounds. The
fundamental proposition for diversity in the CGIAR, as articulated by the CGIAR Gender & Diversity
(G&D) Program, is that expanding the pool of skills, talents, perspectives and ideas within the
organization will strengthen the performance of the Centers. A diverse workforce is seen as enabling
the Centers to better develop effective partnerships and to respond rapidly and successfully to challenges
in the external environment. Research on R&D teams at CSIRO and Stanford University found that
diversity-rich teams outperform homogenous ones, especially for innovation (Wilde and Shields, 2002).
Centers that fail to effectively exploit the opportunities presented by developing and maintaining a
diverse workforce run the risk of losing in the competition for the “best and brightest” in key disciplines,
failing to match the quality expectations of investors, and ultimately suffering financial downturn.
In its most recent summary of systemwide human resources data, the G&D Program reported that “by
most criteria relating to diversity of origin, the CGIAR appears to be in a healthy state. The situation
relating to gender balance is, in contrast, disappointing” (Jayasinghe and Moore, 2003).
The G&D Program works with individual Centers to establish model policies and programs that support
gender and diversity balance. The Program reports that progress has been mixed-some Centers are
missing critical policies, others have exemplary policies in some areas but outdated policy in others.
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