Wal Marts Organizational Profile Management Essay

Wal-mart’s esteemed growth can be illustrated as a financial zenith, but not all has been a smooth ride for Wal-mart. It has failed in its strategy implementation in country like Germany and South Korea, where they failed to recognize the micro and macro economical factors. It has been subject to criticism by various groups and individuals. Labor unions, community groups, grassroots organizations, religious organizations, and environmental groups protest against Wal-Mart, the company’s policies and business practices, and Wal-Mart customers. Other areas of criticism include the corporation’s foreign product sourcing, treatment of product suppliers, environmental practices, the use of public subsidies, and the company’s security policies

ORAGANIZATIONAL PROFILE

Wal-mart is an American public corporation that operates a chain of large, discount department stores. In 2009 it was the world’s largest corporation in the terms of revenue according to fortune 500 for the year. The company was a brain child of Sam Walton, which was found in 1962, it was incorporated in 1969 and listed in the New York stock exchange in the 1972. it opened its home office and first distribution center in Bentonville, Arkansas. In the 1980s, Wal-mart continued to grow rapidly, and by its 25th anniversary in 1987 there were 1,198 stores with sales of $15.9 billion and 200,000 associates Wal-mart is the largest private employer and the largest grocery retailer in the United States. It also owns and operates Sam’s club retail warehouse in North America.

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Wal-mart facilitate its business around the globe, it operates in Mexico as Walmax, in the United Kingdom as ASDA, in Japan Seiyu and in India Best Buy. It has wholly owned business ventures in Brazil, Argentina, Canada and Puerto Rico. Its operation outside America have had mixed results. Business in United Kingdom, China and South America has largely been successful. Wal-Mart Stores U.S. is Wal-Mart’s largest division, accounting for 67.2% of net sales for financial year 2006. It consists of three retail formats that have become commonplace in the United States: Discount Stores, Supercenters, and Neighborhood Markets. The retail department stores sell a variety of mostly non-grocery products, though emphasis has now shifted towards supercenters, which include more grocery items. This division also includes Wal-Mart’s online retailer, Wal-Mart’s international operations currently comprise 2,980 stores in 14 countries outside the United States. According to Wal-Mart’s 2006 Annual Report, the International division accounted for about 20.1% of sales, with 1.8 million employees worldwide, the company is the largest private employer in Mexico, and one of the largest in Canada.

OBJECTIVE ONE

A retailer’s decision to export a retail-format to an alternate environment may require a drastic modification of. The ability to adapt to overseas market conditions largely determines success of international operations of these firms. The key question in this regard is how a MNC can convey its competitive advantages and experiences from domestic market to a new foreign market, which may have significantly different expectations and market conditions. Wal-Mart’s international expansion showed mixed performance. Although the proportion of international sales has grown substantially from 9% of total sales in 1998 to 22% in 2007, Wal-Mart’s market positioning in different markets resulted in different outcome. While it had considerable success in Mexico, Canada, UK, Wal-Mart faild to position itself in several oversea markets such as Germany and South Korea. Wal-Mart has retreated from Korea, however, by selling its 16 stores to a major local discount chain, Shinsegae Co. at $882 millions in May 2006, and exited from Germany in July 2006. Wal-Mart’s stores in Korea lost about $10 million in 2005 on sales of $720 million . Wal-Mart’s exit from these markets showed that the American Way of marketing did not translate well in every market. This raises an important question from an international marketing perspective; how can Wal-Mart localize its products and services to foreign market’s tastes and preferences when the core existence of Wal-Mart is primarily associated with marketing and retailing the “American way”?

ANALYSIS

An organization’s success depends on the people who populate it Individual development, employee empowerment, and socialization are important topics related to organizational behavior and the speed at which a company can use personnel for maximum effectiveness. Competition is a method by which opposing elements bid for resources and power. From victories earned at the Olympic Games of centuries ago through which men gained status and riches, to contemporary trade shows at which manufacturing companies compete for emerging markets, competition leads to winners and losers. What separates the winners from the losers in corporate America is the ability to provide customers exactly what they want in a manner that is profitable. Staying competitive means maintaining a constant focus on market demands and rival forces. Increased pressures due to globalization and participants once foreign to U.S. markets have necessitated a re-evaluation of the key behaviors in an enterprise that can lead to success.

Wal-Mart’s main competitive advantage has been its ability to offer the most competitive price to consumers by having a cost efficient operating system that ensures low costs. Wal-Mart’s expense structure, measured as a percentage of sales, was among the lowest in the industry. This cost savings were used to promote its “Every Day Low Price” (EDLP) strategy which ensured the lowest price among competitors. The EDLP strategy led to a high volume sales and higher earnings and company growth. The earnings were reinvested into further advancement of the operating system, and resulted in further reduction of the operating cost. This “Productivity Loop” was a key driver in Wal-Mart’s rapid success in the U.S. Wal-Mart managed to set the competitive retail price with its EDLP strategy in the US and acquired its market dominance in the US retail industry for past few decades. Wal-Mart was price competitive and successful in attracting price conscious shoppers who were willing to compromise customer service and quality for the low price in the US. Given its previous success in the US market, Wal-Mart intended to employ this EDLP strategy in the Korean and Germany market as its core value proposition to their consumers. But this strategy failed drastically. The company failed to understand the limitation of these two markets and failed to be competitive in these regions.

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There are three elements crucial to staying competitive: maximum quality, minimum cost, and on-time delivery. This triumvirate of quality, cost, and delivery, often referred to as QCD, is what allows companies to thrive, whether they are service industries or manufacturers. The key organizational behaviors that affect QCD are abundant and offer an endless supply of opportunities for improvement. Some of these behaviors include:

Incremental continuous improvement and innovation

Change management

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Unification of the culture

Measuring critical variables

Individual development, employee empowerment, and socialization

Wal- marts cookie cutter strategy faces huge threat from foreign economies. The company’s innovation techniques have to be redeveloped when entering hugely innovative markets.. In Germany and South Korea, the low price market existed before the entrance of Wal-mart. The likes of Netto and LG superstores respectively had introduced low price models to these countries. Does failure in these countries prove that Wal-mart cannot survive in an exhausted market?

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Consumer need changes frequently, the black box model in behavior is valid example of consumer need changes. The Japanese believe that innovation alone leaves a company unstable. Although innovation offers a one-shot, large scale improvement, a company is destined for a steady decline in performance until the next innovation arrives, which may never happen. The Kaizen approach offers in generating new ideas and deliver to the needs of the customer by eliminating waste. It is a daily activity, the purpose of which goes beyond simple productivity improvement. It is also a process that, when done correctly, humanizes the workplace, eliminates overly hard work

KAIZEN APPROACH

Wal-mart decision to invest into these countries was hugely derived out of successful operations in other countries. But when entering into new complex countries like Germany and South Korea where industries are largely prominent, change is an eminent factor. Effective change management is vital to any organization. Typically, vast amounts of resources are expended to adjust employees to a new way of achieving the corporate mission. Frustration can abound when a manager is not prepared to deal with the inevitable resistance to change. Many different models for change attempt to provide a path for facilitating change and affording a company the opportunity to go quickly from idea generation to implementation.

The most ideal change model that Wal-mart could implement

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1. Establish a sense of urgency

2. Create a guiding coalition.

3. Develop a vision and strategy.

4. Communicate the change vision.

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5. Empower employees for broad-based action.

6. Generate short-term wins.

7. Consolidate gains and produce more change.

8. Anchor new approaches to strategy

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A 180 degree change is required to for certain highly volatile environments. This change model

was created by John Kotter, the Konosuke Matsushita Professor of at the Harvard Business School. The model perceived by Wal-mart in these environments was mere focusing on physical management change; this model synchronizes all the factors which help an organization to address change in all their managerial departments. It highlights on the employees, customers, vision statements and strategic implementation

Culture is something about which many managers don’t give a second thought, and yet, it is the window to the soul of a company. If you want to predict what a company will give you, whether you’re a prospective customer or an interested candidate for employment, look at the company’s ability to adapt for insight

CONTINGENCY APPROCH

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Aligning the company culture to the goals of the business is a matter of necessity, not choice. How one goes about doing that can represent a monumental challenge. Wal-Mart attempted to penetrate the German and Korean market by building stores in distant areas where land prices were low, replicating the US strategy of smaller city store build-up. Wal-Mart had only negligible stores in all of these markets with just one in the metropolitan area and hence could not achieve the economies of scale. Wal-Mart expected the consumers to drive to its stores for price shopping as the American consumers do. However, this location strategy did not match well with their consumer lifestyle and shopping habits. Consumers have substantially different shopping styles and preferences compared to North American consumers. They prefer to purchase smaller units on a more frequent basis and to have accessibility to a store in walking distance.

However adhering to culture is an important challenge for any organization; hence companies have a contingency approach to face this challenge. Mc-donalds entered into the Indian market in late 1995, but it was speculative on the Indian market as they were a customary chicken dwellers or vegetarians (cow is worshiped in Hindu religion). Mc-Donalds omitted beef burgers from their menu and produced surplus of chicken burgers, with research and development; they introduced veggie burgers as their main product.

Another key organizational behavior that directly affects competitiveness in the marketplace is the measuring of critical variables The actual metrics available are often quite confusing, and choosing the correct ones to be used can be a challenge. The balanced scorecard approach was developed to correlate results with their associated drivers, leading one closer to the root cause of key processes. In addition, the balanced scorecard promotes the analysis of critical variables outside of the financial arena, bringing greater emphasis on customer, operational, innovation, and learning as well as human resource metrics.

balanced scorecard

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BALANCED SCORECARD APPROACH

 

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The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. Wal-mart’s vision statement is based on price, but in a market with most of their competitors operating on the same line with higher cost, Wal-mart had no competitive edge over this territory. The variables involved should have been revised before entering these markets. The “new” balanced scorecards would have transformed the organization’s strategic plan from an attractive but passive document into the “marching orders” for the organization on a daily basis. It would have provides a framework that not only provides performance measurements, but helps planners identify what should be done and measured. It enables the management to truly execute their strategies.

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5) Individual development, employee empowerment, and socialization are three important topics related to organizational behavior and the speed at which a company can utilize its personnel for maximum effectiveness. Training and increased responsibility are not burdens on the employee. These things give an increased sense of self-worth, pride, and ownership to individuals who often feel positioned too far down the corporate ladder to be of much influence to their company’s success or direction. Efforts to place workers in positions of influence such as quality control circles or incentive suggestion programs empower them and often allow them to contribute far beyond what was expected at the time of hire. Toyota has a formal incentive suggestion program called “Soikufu” that has been successful since it was introduced in 1951. According to Yasuhiro Monden, writing in Toyota Production System, in 1985, “each worker suggested an average of more than 40 improvement plans each year, most of which (95 percent) have been adopted.” As they do at Toyota, empowerment programs can add to the paycheck in addition to the morale. Socialization – how quickly and adequately employees adjust to the culture should be an area of focus for companies. The time between the hire date and the time an employee is fully adjusted equates to a considerable amount of loss to most firms. After relocation expenses, training, and other accepted costs, some companies don’t recover their hiring expense or consider an employee an asset until a year or two after the hire date. Therefore, minimizing the effect of socialization has a tangible benefit to the bottom line as well as the value of the individual employee.

Optimizing the team’s performance is critical to gain full participation by all members and make the best use of the human resources in the team environment. Ways to do this include reflection, actively asking questions, and discussing errors. It’s also a great benefit if team members share the belief that open communication should not be dampened and clear team goals should be compelling. Another natural element to teams that starts as a challenge until mastered is conflict resolution. Every team has differing personalities; therefore, every team has conflict. Dealing effectively with conflict is where some teams falter while others become effective. Unless the organization has a monopolistic hold on a segment of the market and no intentions of branching out into uncharted waters, the individuals who lead the organization will be continually tasked with formulating strategy to address the competitive nature of their market. The risks associated with a failure to do this are enormous. Conversely, the benefits associated with altering organizational behavior in an effort to remain competitive are immense.

A company needs to re-evaluate how it approaches a multitude of behaviors, the cumulative effect of which separates world-class enterprises from those destined for failure. As W Edwards Deming stated more than 15 years ago in his first of 14 points for management,

“Create a constancy of purpose toward improvement of product and service with the aim to become competitive and to stay in business, and to provide jobs.”

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OBJECTIVE TWO

Labor unions, Christian organizations, and environmental groups have criticized Wal-Mart for its policies and/or business practices. In particular, several labor unions blame Wal-Mart workers’ unwillingness to join their organizations on the company’s anti-union stance. Others disapprove of the corporation’s extensive foreign product sourcing, treatment of employees and product suppliers, environmental practices, and use of public subsidies, and the impact of stores on the local economies of towns in which they operate In 2005, two labor unions launched campaigns portraying Wal-Mart negatively. These included Wake Up Wal-Mart (United Food and Commercial Workers) and Wal-Mart Watch (Service Employees International Union). In the past, Wal-mart has been accused of locking night-shift workers in at night, paying employees below minimum wage, and exposing employees to health hazards. Full-time Wal-Mart employees earn an average of $10.78 per hour, but critics point out that the starting pay can be far lower – placing some employees with children below the poverty line – and that pay rates do not rise as quickly as with unionized companies. Other grievances regard poor working conditions, unfavorable employer-employee relationships, and anti-union policies. Many suggest that Wal-Mart’s high annual turnover-rate of 70% shows that workers are dissatisfied and maltreated. Along with these allegations Wal-mart faces the charge of discrimination. They were charged that female employees were discriminated against in matters regarding pay and promotions. If the class action is certified, it would be the largest such lawsuit in history, covering 1.5 million women.

ANALYSIS

Wal-mart faces all the above problems because of dis-satisfied employees. It maybe true to say Wal- mart has exploited their workers, but their willingness to change has been sighted. On March 20, 2009, Wal-Mart announced that it is paying a combined $933.6 million in bonuses to every full and part time hourly worker of the company. An additional $788.8 million in profit sharing, 401(k) contributions, and hundreds of millions of dollars in merchandise discounts and contributions to the employees’ stock purchase plan is also included in this plan. In January 2006, Wal-Mart announced that “diversity efforts include new groups of minority, female and gay employees that meet at Wal-Mart headquarters in Bentonville to advise the company on marketing and internal promotion. There are seven Business Resource Groups: women, African-Americans, Hispanics, Asians, Native Americans, Gays and Lesbians, and a disabled group. Wal-marts sudden interest on employees maybe a welcome to them but are they satisfied?

Emotional intelligence has received considerable attention over the last few years as the concept has been identified as a key aspect of managing people effectively. Researchers indentify that EI predicts top performances and accounts to more than to 85 per cent of outstanding performance in top leaders. Emotional intelligence describes the ability, capacity, skill or, in the case of the trait EI model, a self-perceived grand ability to identify, assess, manage and control the emotions of one’s self, of others, and of groups. Different models have been proposed for the definition of EI and disagreement exists as to how the term should be used. Despite these disagreements, which are often highly technical, the ability EI and trait EI models enjoy support in the literature and have successful applications in different domains.

EMOTIONAL INTELLIGENCE COMPETENCE MODEL

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SELF – AWARENESS

Emotional awareness: Recognizing one.s emotions and their effects. People with this

competence:

Know which emotions they are feeling and why

Realize the links between their feelings and what they think, do, and say

Recognize how their feelings affect their performance

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Have a guiding awareness of their values and goals

Accurate self-assessment: Knowing one’s strengths and limits. People with this

Competences are:

Aware of their strengths and weaknesses

Reflective, learning from experience

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Open to candid feedback, new perspectives, continuous learning, and self development

Able to show a sense of humor and perspective about themselves

Self-confidence: Sureness about one’s

Self-worth and capabilities. People with this competence:

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Present them with self-assurance; have .presence.

Can voice views that are unpopular and go out on a limb for what is right

Are decisive, able to make sound decisions despite uncertainties and pressures

SELF – MANAGEMENT

Self-control: Managing disruptive emotions and impulses. People with this competence:

• Manage their impulsive feelings and distressing emotions well

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• Stay composed, positive, and unflappable even in trying moments

• Think clearly and stay focused under pressure

Trustworthiness: Maintaining standards of honesty and integrity. People with this

competence:

• Act ethically and are above reproach

• Build trust through their reliability and authenticity

• Admit their own mistakes and confront unethical actions in others

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• Take tough, principled stands even if they are unpopular

Conscientiousness: Taking responsibility for personal performance. People with this

competence:

• Meet commitments and keep promises

• Hold themselves accountable for meeting their objectives

• Are organized and careful in their work

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Adaptability: Flexibility in handling change. People with this competence:

• Smoothly handle multiple demands, shifting priorities, and rapid change

• Adapt their responses and tactics to fit fluid circumstances

• Are flexible in how they see events

Innovativeness: Being comfortable with and open to novel ideas and new information.

People with this competence:

• Seek out fresh ideas from a wide variety of sources

• Entertain original solutions to problems

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• Generate new ideas

• Take fresh perspectives and risks in their thinking

RELATIONSHIP MANAGEMENT

Achievement drive: Striving to improve or meet a standard of excellence. People with

this competence:

Are results-oriented, with a high drive to meet their objectives and standards

Set challenging goals and take calculated risks

Pursue information to reduce uncertainty and find ways to do better

Learn how to improve their performance

The Consortium for Research on Emotional Intelligence in Organizations EI Framework

Commitment: Aligning with the goals of the group or organization. People with this

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competence:

Readily make personal or group sacrifices to meet a larger organizational goal

Find a sense of purpose in the larger mission

Use the group’s core values in making decisions and clarifying choices

Actively seek out opportunities to fulfill the group’s mission

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Initiative: Readiness to act on opportunities. People with this competence:

Are ready to seize opportunities

Pursue goals beyond what’s required or expected of them

Cut through red tape and bend the rules when necessary to get the job done

Mobilize others through unusual, enterprising efforts

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Optimism: Persistence in pursuing goals despite obstacles and setbacks. People with this

competence:

Persist in seeking goals despite obstacles and setbacks

Operate from hope of success rather than fear of failure

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See setbacks as due to manageable circumstance rather than a personal flaw

SOCIAL AWARENESS

Empathy: Sensing others. feelings and perspective, and taking an active interest in their

concerns. People with this competence:

Are attentive to emotional cues and listen well

Show sensitivity and understand others. perspectives

Help out based on understanding other people.s needs and feelings

Service orientation: Anticipating, recognizing, and meeting customers. needs. People

with this competence:

Understand customers. needs and match them to services or products

Seek ways to increase customers. satisfaction and loyalty

Gladly offer appropriate assistance

Grasp a customers perspective, acting as a trusted advisor

Developing others: Sensing what others need in order to develop, and bolstering their

abilities. People with this competence:

Acknowledge and reward people strengths, accomplishments, and development

Offer useful feedback and identify people needs for development

Mentor, give timely coaching, and offer assignments that challenge and grow a

Person’s skills.

Leveraging diversity: Cultivating opportunities through diverse people. People with this

competence:

Respect and relate well to people from varied backgrounds

Understand diverse worldviews and are sensitive to group differences

See diversity as opportunity, creating an environment where diverse people can thrive

Challenge bias and intolerance

Political awareness: Reading a groups emotional currents and power relationships.

People with this competence:

Accurately read key power relationships

Detect crucial social networks

Understand the forces that shape views and actions of clients, customers, or

Competitors

Accurately read situations and organizational and external realities

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