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Essay / Research Paper Abstract
A 4 page paper. Bob Nardelli took over as CEO of Home Depot in 2000 when the founders retired. This essay discusses Nardelli's leadership style and comments on why control is good and what happens when it is taken too far as Nardelli. The writer reports some of the changes he made and his eventual resignation. Bibliography lists 2 sources.
Page Count:
4 pages (~225 words per page)
File: ME12_PGhmdpn9.rtf
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Unformatted sample text from the term paper:
which was the opposite of the culture Bernie Marcus and Arthur Blank, Home Depots founders, had established and nurtured (Grow, Brady and Arndt, 2006). The founders operational approach was entrepreneurial
and collaborative (Grow, Brady and Arndt, 2006). Managers had the autonomy to run their own stores before Nardelli took over as CEO of Home Depot in December 2000. This was
not true under Nardelli. Nardelli came by his leadership style from his experience at General Electric under Jack Welch who turned GE around. Welch depended on metrics to bring GE
out of a very bad situation. He also would fire anyone who was not performing according to standards. That is the demeanor and mindset Nardelli brought to Home Depot. His
style is compared to a military style of leadership and given the number of former military officers he hired, Nardelli must certainly like that style (Grow, Brady and Arndt, 2006).
Half of all the people Home Depot approved for its two-year leadership program were former military officers (Grow, Brady and Arndt, 2006). The type of control Nardelli intended to
have over the company was revealed quickly as he began centralizing numerous operational activities that had previously been decentralized (Grow, Brady and Arndt, 2006). Other organizations had been involved in
decentralizing and creating a more autonomous operation during the years before Nardelli took over Home Depot. He was doing the opposite. Mathew Fassier, an analyst for Goldman, Sachs & co.
commented: "Bob believes in a command-and-control organization" (Grow, Brady and Arndt, 2006, p. 60). Since this is a military type leadership style, it is no wonder Nardelli hired so many
former junior military officers. He wanted to bring the discipline of the military to Home Depot. That makes sense in some ways. Home Depot had 2,048 stores at the time
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