please answer 1-3

BEST BUY'S ALMOST TRANSFORMATION Yoa may know Best Bay as the mega soere for electicnici ar the pluce you ie ayte, the U.S. workplace, in 2005 and allowed its carporate repleyors te decile aten ind vere they wanted to work and evaluated them of the revals of their werk sot the trevithen in at the office (CultureRx, 2013). The program not cely ctanged bon perple work to 18 percent more orders than those not in the peopran (Coelis Joogit ad a let iv 8 percent decrease in tumover, thereby redscing hirifg coots. Than CEO Bries Durs at "The improvements is turnover were nationwide and at all kevelh" (Eventz, 2mos. No more. With less fanfare and Jess press covenge than a simiter decisese ty. Yadx Best Buy did away with ROWE in early 2013. New CEO Huben Jaly cesitered incenE. be flawed from a leadership standpoint because it tock a-dy masagerent cienel an are delegation as the only method of making decisions (Schafer, 2013). Matt Fammax, the an pany poblic affairs officer, believes that organimations sbowld focur oe both ite tat iol and the process by which things get done, which royeires everywe to of uracht to nect and colluborite (Pepitone, 2013). Company spolespervon leff Sherinas furter akel that working from bome used to be a tighe, but now it will be a dricinsioe "we beloes a employee flexibiliry but it needs to come in the coetert of a cocvenation. abeet wta tr enesults are and how the work gets done" (Stuart, 2013). The decision, although not officially linked to it, comes at the beels of sevenl yeind poor performance at Best Buy (Mathicws, 2013). The change for Bes Boy cnpl-yos sa) drastic as it was in 2005 when the program was instituted. While for most manquen ad a porate employees, the clock extends well beyood the t0-hoer wetk and being seen, grtige are all considered a badge of honor and necessary to succeis in corpocate Antrin Ber Buy had bucked that trend, at least for a few years. Throogh the ROWE propem, wipnos employees of the Minnesota-based electronic store threw eut the time cleck, and se tor own work schedule. "No one at Best Buy really keows where I ami, wal Sice Hack. Bor Buy's cimployee relations manager (Kiger, 2006). This tevolutionary appoact fcoed evaleating enployees based on meeting their gouls rather than werying aket bos mat face time they put in the office. The difference between ROWE and eany ins grams Best Buy instituted was that ROWE started wome-here in midale and ment, was intentionally kept secret from upper management, tested in a fire is after it had been implemented in some of the corporate offices wirh ROWE was the brainchild of two Best Buy HR employess Jodi ROWE was the brainchild of two Best Buy HR enployees Jodi Tenmpes at Ressier, who discovered they shared simalar siests about woiking it cubicles zod has nalogy and wireless access could change bow people work (Conlin. 0006 . Thy rejot results of a 2001 survey that indicated widespread employec 0 . The results were positive, and word got out about the neste work proprami a perteoplionn under ROWE guarded their secret, fearing a reversal from way to wort. niose working, didn't convinced their managers to join the program, slowly spreedishetheme. Those who throughout Best Buy's corporate office. In the carly days, Thoming word abom row row viewed by some as subversives who were "infecting" the companys iCond Renler werte traditional managers felt threatened that they are losing coomitrol (Coedin,20060). Morete about employees never being able to get away from work. Thosed power. Obhen worriod and the company clearly benefited. But Thompson and Resses who were in the prowerne their own consulting firm CultureRx, have taken their ROwE lefi Best Buy and founted are working on spreading the unique work model to other or concept outside Bes Buy. and By all accounts, having employees spend more timer organizations (Cuhturekr, 2013) Best Buy. Instead, analysts blame the leadership and the compe office is not going to belp corporate culture of the company and suggest that cutting ROwE (Upbin, 2012) and be affect turnover, trust, and the company's ability to groom future may actually negatively Questions 1. What are the internal and external forces for change at Best Buy? 2. How were the two changes (ROWE and its removal) implemented? 3. What role did leaders play in each of the changes