The current workplace culture at Barnes & Noble is exceptionally strained and stressful. The company has undergone several changes in CEOs as well as changes in the executive management level. The company has struggled with its identity a specialty retailer as well as its position in the retail market. Earlier this year, Barnes & Noble executed a staff reduction of approximately 1800 personnel, all of which were department heads, including staff who were responsible for key areas of operations of the daily operations of the store. A typical day of work as a manager includes being directly responsible for all facets of operating a large retail operation. Upper-level senior management has provided little support or resources necessary for the continued growth and prosperity of the company, resulting in a turnover rate on all levels of not previously experienced in the company. The most difficult part of the job is attempting to execute company initiatives for increased sales and an outstanding customer experience with limited resources, direction and vision. Conversely, the most enjoyable part of the job is interacting with customers and the booksellers, driving sales, effective merchandising. Among some of the things I have learned is that both individuals and organizations alike need to anticipate and respond to changes in that marketplace and make strategic changes in order to capitalize on and succeed in a competitive environment.
Employee discount, 401K, Health benefits available
Lack of clear vision for the company future, job uncertainty