Organizational Behavior: The Case of Home Depot

Paper Summary:

This paper examines the historical development of Home Depot's notoriously effective corporate culture. More than that, the paper also looks carefully at the sort of behavior that this kind of culture engenders in employees. In particular the paper argues that the cult-like environment within the Home Depot franchise elevates to messianic status the company's original founders and creates a family atmosphere which at least if the company retention rates are any indication seems to convince many employees that being at Home Depot is where they want to be.

From the Paper:

"It may be said with a fair degree of confidence that few American businesses have progressed so rapidly from modest beginnings to spectacular success in quite the same way as Home Depot. With this in mind, the following paper will explore how this organization created its vaunted corporate culture and this paper will also explore the sort of behavior this corporate culture nurtures in employees. As will soon become apparent, Home Depot's organizational culture is a direct outgrowth of the personalities of its original owners Bernie Marcus and Arthur Blank - which is both good and perhaps more than a little bad. In any case, the slightly more than quarter-century that Home Depot has been in business has been a time in which the organization has relentlessly pursued the nourishment of a peculiar culture."

More papers on Organizational Behavior: The Case of Home Depot:

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• Case Study # 147050 : "Strategic Audit of Home Depot"
• Comparison Essay # 52303 : "The Business of Home Improvement"

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