netrashetty
Netra Shetty
Organisational Structure of Belk : Belk is a department store chain founded in 1888 in Monroe, North Carolina, today part of the Charlotte metropolitan area. After the founding of the first Belk store, the company grew in size and influence throughout the South via the chain in the USA,[1] with its stores primarily located in the Southern USA.
The chain has four flagship locations:
* SouthPark Mall, in Charlotte, North Carolina, houses the chain's largest store, with more than 330,000 square feet (31,000 m2). The store was built in 1970 as one of the mall's original anchor stores. The mall was co-developed by the Belk and Ivey families.
* Crabtree Valley Mall. in Raleigh, North Carolina, is where Belk built a similarly elaborate 251,000-square-foot (23,300 m2) store in 1972 (subsequently expanded to 320,000 square feet (30,000 m2) in 2007) in North Carolina's high-tech Research Triangle.
* The Summit, in Birmingham, Alabama, houses the third flagship, built in 1997, which opened as a Parisian store and one of the lifestyle center's original anchors. Its intended conversion to a Belk flagship was officially announced on April 25, 2007, with the reorganization complete by September 2007.
* Phipps Plaza, in Atlanta, Georgia, contains the fourth flagship, which also opened as Parisian, part of a 1992 expansion of the mall in which the store became the third mall anchor. Like the store at The Summit, it converted to a Belk by September 2007, although its conversion to flagship wasn't officially announced until November 2, 2007.
CEO
Mark Reynoso
Chairman of the Board
Chet Pipkin
CIO
DJ
2
COO
Tom Park
Asia
AS
Public Relations
MC
ltures are dependent on man's capacity for conceptual thought and articulate speech. Primitive cultures no less than technologically advanced civilizations are competent bodies of beliefs and interrelated devices for the communication of meanings adapted to the ends of the society or derived from traditions which were once adapted, or seemed to be adapted, to those ends. They are tested, when questions or conflicts arise, by the consequences to which they have been related and for which they should account, against rival meanings and beliefs suggested by the internal movements and the external contacts of the culture ( 1971). Through studying the culture of Western and Asian countries a better comparison and understanding of their leadership styles can be made. Culture plays a big part on how people, societies and nations act. Through studying the culture of countries a better understanding of why they societies act in such way.
Cultures shape Organizational Structures
Although the impacts of cultures on organizational structures have long been recognized, their relationship and compatibility have not been realized until recently. The changing times have much to contribute to this realization. Based from various authors (, 1997) the manner in which cultures shape organizational structures is no longer considered as options for most industries. Various driving forces such as the increasing popularity and utilization of technology, worsening globalization and the constant transformation of the economic landscape are among those that encourage organizations to adapt to changes in their organizational structures. Nowadays, firms tend to discard old strategies such as decreasing costs, stiff organizational hierarchies and administrative management styles. Currently, enhancing customer value, adopting the latest innovation and developing flexibility are the latest focus of the industries. At this time, when competition is very strict and cultural change occurs rapidly, firms try to come up with new and effective practices that their systems can adopt and implement. Since competition, technological influence or increasing customer demands were not as significant before, the convergence and divergence of culture were not realized earlier.
The chain has four flagship locations:
* SouthPark Mall, in Charlotte, North Carolina, houses the chain's largest store, with more than 330,000 square feet (31,000 m2). The store was built in 1970 as one of the mall's original anchor stores. The mall was co-developed by the Belk and Ivey families.
* Crabtree Valley Mall. in Raleigh, North Carolina, is where Belk built a similarly elaborate 251,000-square-foot (23,300 m2) store in 1972 (subsequently expanded to 320,000 square feet (30,000 m2) in 2007) in North Carolina's high-tech Research Triangle.
* The Summit, in Birmingham, Alabama, houses the third flagship, built in 1997, which opened as a Parisian store and one of the lifestyle center's original anchors. Its intended conversion to a Belk flagship was officially announced on April 25, 2007, with the reorganization complete by September 2007.
* Phipps Plaza, in Atlanta, Georgia, contains the fourth flagship, which also opened as Parisian, part of a 1992 expansion of the mall in which the store became the third mall anchor. Like the store at The Summit, it converted to a Belk by September 2007, although its conversion to flagship wasn't officially announced until November 2, 2007.
CEO
Mark Reynoso
Chairman of the Board
Chet Pipkin
CIO
DJ
2
COO
Tom Park
Asia
AS
Public Relations
MC
ltures are dependent on man's capacity for conceptual thought and articulate speech. Primitive cultures no less than technologically advanced civilizations are competent bodies of beliefs and interrelated devices for the communication of meanings adapted to the ends of the society or derived from traditions which were once adapted, or seemed to be adapted, to those ends. They are tested, when questions or conflicts arise, by the consequences to which they have been related and for which they should account, against rival meanings and beliefs suggested by the internal movements and the external contacts of the culture ( 1971). Through studying the culture of Western and Asian countries a better comparison and understanding of their leadership styles can be made. Culture plays a big part on how people, societies and nations act. Through studying the culture of countries a better understanding of why they societies act in such way.
Cultures shape Organizational Structures
Although the impacts of cultures on organizational structures have long been recognized, their relationship and compatibility have not been realized until recently. The changing times have much to contribute to this realization. Based from various authors (, 1997) the manner in which cultures shape organizational structures is no longer considered as options for most industries. Various driving forces such as the increasing popularity and utilization of technology, worsening globalization and the constant transformation of the economic landscape are among those that encourage organizations to adapt to changes in their organizational structures. Nowadays, firms tend to discard old strategies such as decreasing costs, stiff organizational hierarchies and administrative management styles. Currently, enhancing customer value, adopting the latest innovation and developing flexibility are the latest focus of the industries. At this time, when competition is very strict and cultural change occurs rapidly, firms try to come up with new and effective practices that their systems can adopt and implement. Since competition, technological influence or increasing customer demands were not as significant before, the convergence and divergence of culture were not realized earlier.
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