University of Dhaka
Case study- Management
“Playing Hardball at Home Depot.”
Course Name: Principles of Management
Course Code: 102
|Submitted to: |Submitted by: | |Mr. Md. Abdul Jabber |Group name: Harbinger | |Lecturer, |Md. Moshiur Alam (Roll: 72) | |Department of Management Studies |Md. Sumsuddin (Roll: 37) | |University of Dhaka |Md. Yasin Hossain(Roll: 34) | | |Avijeet Sarkar (Roll:64) | | |Prokash Kumar (Roll: 44) | | |Saidur Rahman (Roll: 98) | | |Md. Masum Billah (Roll: 86) | | |Department of Management Studies | | |Batch No: 19th | | |B.B.A 1st year- 1st semester | | |Section: A | | |Session: 2012-‘13 | | |University of Dhaka |
Alhamdulillah, fast of all we would like to thank Allah as finally we were able to finish our assignment that has been given by our management lecturer Mr. Md. Abdul Jabber to us. This task had been done with all afford by group members even though a little bit problem were happened among us while doing this assignment. Luckily, all the problems can be settled down and we were able to adapt properly and wisely.
We would like to thank Department of Management Studies, University of Dhaka for providing updated education system in Bangladesh.
The Home Depot is an American retailer of home improvement and construction products and services. Headquartered in Vinings, just outside Atlanta, The Home Depot employs more than 331,000 people and operates 2,193 big-box format stores across the United States (including the 50 U.S. states, the District of Columbia, Puerto Rico, the Virgin Islands and Guam), Canada (ten provinces), Mexico and China. The world’s second-largest Home Depot (as of the end of 2007) opened November 14, 2007 on the island of Guam. The Home Depot is the largest home-improvement retailer in the United States, ahead of rival Lowe’s, and the second-largest general retailer in the United States, behind only Wal-Mart. Nardelli became CEO of The Home Depot in December 2000 despite having no retail experience. Using the Six Sigma management strategy used at GE, he dramatically overhauled the company and replaced its freewheeling entrepreneurial culture. He changed the decentralized management structure, by eliminating and consolidating division executives. He also installed processes and...
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