JC Penny's Organisational Structure

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REMAKING JCPENNEY’S ORGANISATIONAL CULTURE

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JC Penny's Organisational Structure

  1. 1. CASE PRESENTATION REMAKING JCPENNEY’S ORGANISATIONAL CULTURE GROUP MEMBERS: ABHISHEK KUMAR DEEPSHIKHA MAYANK NARANG PRIYANKA DUGAR SHIVANI TAMOTIA URMI MOGRA
  2. 2. JCP- AN INTRODUCTION 1902 • Set up by James Cash Penney • Partnership with Thomas M Callahal & William Guy Johnson 1907 • Bought partner’s stake 1920 • 312 stores in 26 states
  3. 3. 1924 • Incorporation as JCPenney Company 1930 • 1452 stores, 25000 employees denoted as Associates 1951 • Revenue: US $ 1 Billion CONTD…
  4. 4. CONTD… 1964 • Revenue: US $ 2 Billion 1990’s • Competition from WALMART & Dillards 2000’s • COO: Vennesa Castagna • Chairman & CEO: Allen Questrom • In 2004, Mike Ullman succeeded Questrom
  5. 5. TURNAROUND AT JCPENNY Till 1998 : Decentralized Merchandizing 1990s : Retail Scenario in US changed 1999-2004 : Turnaround orchestrated by Questrom and Castagna
  6. 6. EXISTING CULTURE
  7. 7. Formal & Rigid Structure Absence of Open Door Policy Prominence of Managerial Ladder Strictly Formals Office Police Motto: ‘The Penney Idea’ Also known as HCSC
  8. 8. INITIATIVES TAKEN
  9. 9. No Abrupt Changes Appointed Theilmann as Executive VP Long Term Plan – “Making JCPenney a great Place to Work”
  10. 10. Launch of “Just Call Me Mike” campaign Relaxation of Dress Code Disbanding of Office Police
  11. 11. Introduction Of Afternoon Offs on Fridays Emphasized the word ‘PEOPLE’ Issue of New Security Badges
  12. 12. Launch of Winning Together Principle 2005: First Associate Engagement Survey, First Christmas Party Leadership conferences for Store Managers
  13. 13. Implementation of Open Door Policy
  14. 14. TRAINING & DEVELOPMENT Identification of ‘Hypos’ Establishment of Retail Academy , 2006 Harnessing IT in Training  Brand Repositioning as “Everyday Matters”
  15. 15. LEADERSHIP STYLES
  16. 16. Enforcer Visionary Deal Maker Serial Entrepreneur Administrator
  17. 17. RESULTS  Increase in Job Involvement by 6% in 2006  Increase in operating profits by 22.5% in 2005  Qualitative Talent attracted  Further Increase in Profits by 17.8% in 2006
  18. 18. CONTD…  28 New Stores  Hike in Stock prices by 10 Times  Improved Job Satisfaction  Low Employee Turnover
  19. 19. LEARNINGS
  20. 20. ABAD’S MODEL
  21. 21. OTHER LEARNINGS  Commitment of Top Management Vital in Culture Change  Participative Approach  Job Satisfaction Not a Function of Monetary Incentives only  Happy Employees make Happy Customers  Emphasis on Job-Misfit Theory

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