netrashetty
Netra Shetty
Barnes & Noble, Inc. is the largest book retailer in the United States, [4][5] operating mainly through its Barnes & Noble Booksellers chain of bookstores headquartered in lower Fifth Avenue in Lower Manhattan, New York City.[6] Barnes & Noble also operated the chain of small B. Dalton Booksellers stores in malls until they announced the liquidation of the chain. The company is known for large, upscale retail outlets, many of which contain a café serving Starbucks Coffee, and for competitive discounting of bestsellers. Most stores also sell magazines, newspapers, DVDs, graphic novels, gifts, games, and music. Video games and related items were sold in the company's GameStop retail outlets until October 2004, when the division was spun off into an independent company. Barnes & Noble is also known for selling the Barnes & Noble Nook, as well as a teddy bear named "Barnsie".
The company operates 717 stores (as of October 30, 2010) in all 50 U.S. states and the District of Columbia in addition to 637 college bookstores, which serve nearly 4 million students and 250,000 faculty members across the country.[7]
On Aug 3, 2010, the company announced that its board was considering a sale of the company, possibly to an investor group led by its chairman, Leonard Riggio.
CEO
William Lynch
3
Chairman of the Board
Leonard Riggio
Vice Chairman of the Board
Stephen Riggio
7
Director
William Reilly
2
Director
George Campbell
3
Director
Lawrence Zilavy
4
Director
Patricia Higgins
Director
Margaret Monaco
3
Director
William Dillard
4
Director
Irene Miller
4
Director
Michael Del Giudice
Barnes & Noble Retail
MK
CFO
Joseph Lombardi
CIO
CT
Merchandising
JC
E-Commerce Operations
KF
Distribution & Logistics
WD
2
Barnes & Noble Publishing Gr...
AK
Sterling Publishing
ML
Corporate Communication & Pu...
MK
2
Development
David Deason
Stores
MB
Legal & Secretary
GD
Human Resources
MS
Investor Relations
AM
Control
AL
The matrix structure is used and implemented in an organization when there are standard and innovative products or services, or stable and changing markets (2004), and based on a dual chain of command. In this regard, the matrix structure is seen as a way of bridging the advantages of the functional and divisional structures (1986). The change process would be done through constant group discussions that would remind the top management of the new proposed structure, thus, allowing continuous coordination and communication among the members. Through the passage of time, members would be practicing communication and coordination among the other members of the organization.
The matrix structure is recommended for several reasons (2000; 1985). Primarily, the matrix structure would allow the company to focus on multiple business goals. As the company further develops and expands, division of labor and the formation of different business groups tend to happen, leading to multiple business goals. In this regard, the matrix structure would enable the company to pursue multiple business goals with equal focus. Second, the matrix structure would facilitate effective management of information. This is because this structure allows rapid communication across products and geographies to resolve technical and customer issues (1998). In the current traditional hierarchical structure of the company, information flows vertically through selected communication points that filter and distribute relevant information to appropriate recipients. In this regard, because communication is selected, information is not entirely maximized by the entire organization.
Leadership is not limited just to singular measure of effectiveness – it is a multidimensional phenomenon. Values-based leadership is different from other modes in that it includes all the three factors:
1.
Effectiveness – measuring the achievement of the objectives
2.
Morality – measuring how change affects concerned parties, and
3.
Time – measuring the desirability of any goal over the long term
Major Leadership Schools: Correlation
Values-based leadership is not simply about style, how-to, following some recipe, or even mastering "the vision thing". Instead, it is about ideas and values.
It is about understanding the different and conflicting needs of followers, energizing followers to pursue a goal than they had never thought possible. "In practical business terms, it is about creating conditions under which all followers can perform independently and effectively toward a single objective."1
Put Values First
Why Values-Based Leadership?
Values-based leadership is a must in modern flat organizations characterized by transparency and easy availability of information.2
Why the Focus on Values?
A vibrant, living set of values provides the basis for forming and regenerating community. Values "can provide a context that facilitates and enables local, independent action. In today's fast pace, effective self-management and opportunism create a competitive advantage."5
Inspiring Culture
Case in Point General Electric (GE)
Nowhere GE shared values take on importance greater importance than on a small, wallet-size card that GE employees now carry with them. GE's values are so important to the company, that Jack Welch had them inscribed and distributed to all GE employees, at every level of the company. But before the cards were furnished to the staff, GE had come to consensus on which core values it wanted to cultivate in its employees. Many hours were spent at GE's Leadership Institute and elsewhere deciding on exactly what those values should be. "It became a badge of honor not only to carry the card but also to uphold the values."4 As Jack Welch notes: "There isn't a human being in GE that wouldn't have the Values Guide with them. In their wallet, in their purse. It means everything and we live it. And we remove people who don't have those values, even when they post great results
The company operates 717 stores (as of October 30, 2010) in all 50 U.S. states and the District of Columbia in addition to 637 college bookstores, which serve nearly 4 million students and 250,000 faculty members across the country.[7]
On Aug 3, 2010, the company announced that its board was considering a sale of the company, possibly to an investor group led by its chairman, Leonard Riggio.
CEO
William Lynch
3
Chairman of the Board
Leonard Riggio
Vice Chairman of the Board
Stephen Riggio
7
Director
William Reilly
2
Director
George Campbell
3
Director
Lawrence Zilavy
4
Director
Patricia Higgins
Director
Margaret Monaco
3
Director
William Dillard
4
Director
Irene Miller
4
Director
Michael Del Giudice
Barnes & Noble Retail
MK
CFO
Joseph Lombardi
CIO
CT
Merchandising
JC
E-Commerce Operations
KF
Distribution & Logistics
WD
2
Barnes & Noble Publishing Gr...
AK
Sterling Publishing
ML
Corporate Communication & Pu...
MK
2
Development
David Deason
Stores
MB
Legal & Secretary
GD
Human Resources
MS
Investor Relations
AM
Control
AL
The matrix structure is used and implemented in an organization when there are standard and innovative products or services, or stable and changing markets (2004), and based on a dual chain of command. In this regard, the matrix structure is seen as a way of bridging the advantages of the functional and divisional structures (1986). The change process would be done through constant group discussions that would remind the top management of the new proposed structure, thus, allowing continuous coordination and communication among the members. Through the passage of time, members would be practicing communication and coordination among the other members of the organization.
The matrix structure is recommended for several reasons (2000; 1985). Primarily, the matrix structure would allow the company to focus on multiple business goals. As the company further develops and expands, division of labor and the formation of different business groups tend to happen, leading to multiple business goals. In this regard, the matrix structure would enable the company to pursue multiple business goals with equal focus. Second, the matrix structure would facilitate effective management of information. This is because this structure allows rapid communication across products and geographies to resolve technical and customer issues (1998). In the current traditional hierarchical structure of the company, information flows vertically through selected communication points that filter and distribute relevant information to appropriate recipients. In this regard, because communication is selected, information is not entirely maximized by the entire organization.
Leadership is not limited just to singular measure of effectiveness – it is a multidimensional phenomenon. Values-based leadership is different from other modes in that it includes all the three factors:
1.
Effectiveness – measuring the achievement of the objectives
2.
Morality – measuring how change affects concerned parties, and
3.
Time – measuring the desirability of any goal over the long term
Major Leadership Schools: Correlation
Values-based leadership is not simply about style, how-to, following some recipe, or even mastering "the vision thing". Instead, it is about ideas and values.
It is about understanding the different and conflicting needs of followers, energizing followers to pursue a goal than they had never thought possible. "In practical business terms, it is about creating conditions under which all followers can perform independently and effectively toward a single objective."1
Put Values First
Why Values-Based Leadership?
Values-based leadership is a must in modern flat organizations characterized by transparency and easy availability of information.2
Why the Focus on Values?
A vibrant, living set of values provides the basis for forming and regenerating community. Values "can provide a context that facilitates and enables local, independent action. In today's fast pace, effective self-management and opportunism create a competitive advantage."5
Inspiring Culture
Case in Point General Electric (GE)
Nowhere GE shared values take on importance greater importance than on a small, wallet-size card that GE employees now carry with them. GE's values are so important to the company, that Jack Welch had them inscribed and distributed to all GE employees, at every level of the company. But before the cards were furnished to the staff, GE had come to consensus on which core values it wanted to cultivate in its employees. Many hours were spent at GE's Leadership Institute and elsewhere deciding on exactly what those values should be. "It became a badge of honor not only to carry the card but also to uphold the values."4 As Jack Welch notes: "There isn't a human being in GE that wouldn't have the Values Guide with them. In their wallet, in their purse. It means everything and we live it. And we remove people who don't have those values, even when they post great results
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