Abstract This paper discuss Wal-Mart's organizational culture, organizational structure and humanresources practices. First, the paper discusses how Wal-Mart's founder, Sam Walton shaped it's culture from a belief system, which inspired him and which is preserved by the company to this day. It consists of the three basic beliefs, the sundown rule, the 10-foot rule, Sam Walton's 10 rules for building business, equality of opportunity and diversity. Secondly, the paper looks at how Wal-Mart is lifting its business to a new level through new initiatives in fields, like merchandising, marketing, supply chain, store operations and environmental stewardship. Lastly, the paper discusses Wal-Mart's response to the criticism that it offers low prices to consumers at the expense of its 1.8 million employees it calls "associates".
From the Paper " Wal-Mart set up new policies, which confined wages in certain positions only, hire more part-time employees in place of full-time, and change schedules, which would force some employees to an on-call status only (Mittal 2007). The company has been the respondents since 2002 to lawsuits for unfair labor practices and policies. These lawsuits included class-action charges of sexual discrimination in pay and promotion for 1.6 million current and former female employees. The lawsuit asserted that 92% of Wal-Mart's cashiers were female but only 14% of them were managers. The wage gap was wide from the highest levels between female and male vice president downwards. Accusations hurled against Wal-Mart included wage abuses, the omission of contraceptive coverage in insurance plans, child labor and disabilities violations, sexual orientation and coercing employees to file for public benefits to hide the company's inadequate wages and benefits. This new wage and work rule policy would reduce or eliminate higher-paid fulltime employees and replace them with part-timers with lower wages and no benefits. Requiring them to be on-call on a 24-hour basis would discourage employees with families. Most of them are women and long-time employees, who would have to give up salary increases or forced to work at unreasonable or difficult hours. National Organization of Women vice president Olga Vives commented that Wal-Mart's claims of valuing its employees could only underscore a solid intention to further enrich the Waltons, the company's executives and shareholders at the expense of the workers (Mittal)."
Abstract This paper refers to the film "Wal-Mart: The High Price of Low Cost" that paints a picture of atrocious humanresources practices at Wal-Mart. The paper describes how Wal-Mart pays poverty-level wages, withholds benefits from most of their employees and practices all kinds of systemic discrimination. The paper explains that this results from the power they have as well as their primary goal of making money for shareholders, regardless of humanitarian or ethical considerations. The paper asserts that the implications of this are enormously frightening for workers all over the world.
From the Paper "The film Wal-Mart: The High Price of Low Cost (Greenwald, 2005) gives an overview of what the director sees as the damage done by Wal-Mart. It argues that despite the Wal-Mart commercials that portray Wal-Mart a great place to work, Wal-Mart is in fact a terrible place to work. Essentially, what emerges is a picture of an employer-employee relationship in which the employer uses its power to bully workers, resulting in extremely unfair treatment. The opening scenes of the film show Wal-Mart's CEO, Lee Scott, being treated as if he is a god, with thousands of workers cheering him. This creates an initial impression that this must be a wonderful company. However, this impression is quickly dispelled."
Abstract A paper on Wal-Mart's operations focussing on marketing, MIS and humanresources. The paper is a case study and provides complete details of the company infrastructure.
Abstract This paper explains that, for the retail industry, globalization, the integration of the global supply chain and improvements in transportation and logistical planning are making it easier to ship products from different facilities and warehouses to any outlet point around the world. The author points out that the Wal-Mart stores use centralized warehouses, electronic data interchange (EDI) systems and a cross-docking strategy to maintain the required inventory levels. The paper relates that Wal-Mart uses high technology (1) to plan effectively and schedule workers shifts, which permits a larger usage of part-time workers, and (2) to identify products that are preferred by the customer and offering them at prices much below departmental and specialty stores through consumer information systems.
From the Paper "Technology and common platforms for information transfer also require greater transparencies in operation from the supplier. In turn, this allows retailers greater knowledge of the operations and the costing offering them insights into the manner in which the supplier conduct their business and in some cases forcing some changes to better suit their own retailing operations. Wal-Mart mandates that all its suppliers ship their products with radio-frequency identification (RFID) tags on them to the three Wal-Mart distribution centers in the Dallas, Texas. Kerry Pauling, director of Wal-Mart Information Systems Division, pointed out that the new RFID tags would "determine simply if we have merchandise that is in the back room of a store, or if that merchandise has been moved out to the sales floor and what the status of that is."
Tags: operations, consumer-information, human-resources, edi, rfid
Abstract According to this paper, businesses are often judged not only by the profits they make, but they way in which they treat their employees in the face of changing circumstances. Based on this theory, the paper then examines one of Canada's most successful business operations, Wal-Mart Canada. It looks carefully at the manner in which the opening of superstores in Canada, impacts on how it manages, motivates and compensates its humanresources. In addition, the paper reviews the businesses' productivity, the quality of the company's products and services, the over-all financial strength and stability of the organization, the revenues of the company and the general profitability of the business.
Abstract This paper analyzes the rise and slight fall that Wal-Mart has taken since its founding in 1962. It gives a breakdown of the company's holdings and their balance sheets for January 31, 2000. One of the problems Wal-Mart has to deal with is meeting political demands from several groups and institutions. It also details another problem regarding Wal-Mart's growth and a petition that has been distributed to hundreds of people in the United States. It concludes that in order to survive, Wal-Mart must consider the environment in which they have stores.
From the Paper "Since its founding in 1962 by Sam Walton, Wal-Mart has had a nearly flawless track record of growth, eclipsing all other U.S. department store retailers by the early 1990s and succeeding during both lean and flush economic times. However, even Wal-Mart has begun to look a little battered in the recent economic downswing: In the spring of 2001, Wal-Mart showed a huge market capitalization of over $230B, down from nearly $300B in early 2000 (www.walmart.com). Much of the loss in its capital was due to its recent struggles in its Internet-based operations as it tried to make a transition to the Internet ? and found (as have so many other companies) that the transition would not be nearly as smooth as it would have liked. During the last year, Wal-Mart has continued to experiment with both its Internet and corporate strategy. It remains a strong company, however, with much of its strength deriving from its shareholding structure as well as from the fact that the company has always invested very deeply in infrastructure, being among the first to use point-of-sale Uniform Product Codes scanning, and intra-store radio frequency transmission of product UPC to allow exchange of information between central store inventory systems and personnel with scanners on the store shelves along with a satellite system connecting each store, headquarters, and distribution centers, and suppliers."
Tags:Wal-Mart, petition, Balance, Sheets, Consolidated, Sharehoders, shares, company
Abstract This paper examines Wal-Mart's strong anti-union stand. The paper looks at why Wal-Mart has such a virulent anti-union stance and examines the steps the company takes in order to prevent successful unionization. In addition, the paper provides a brief history of Wal-Mart and describes the ways in which Wal-Mart's operations affect the economies in which the company participates.
From the Paper "The recent strike by grocery workers in California was attributed in part to the influence of Wal-Mart. Wal-Mart intends to expand its Super Centers into the Southern California area these stores that sell groceries as well as traditional discount store items will compete directly with the stores that were struck by workers The supermarkets claimed that they had to keep wages down in order to compete with Wal-Mart a notoriously non-union employer This is only one instance of ways in which Wal-Mart's operations
Abstract This paper discusses Wal-Mart's strategic complexion in the years 2000 through 2002. It explains that while Wal-Mart has been successful throughout this period it suffered some serious performance issues as well as a reduction in revenues. It contends that Wal-Mart's strategies of moving forward should be based on its aggressive growth strategies with an emphasis on international expansion. The paper claims that Wal-Mart should also continue to rely on its industry leading implementation of technology to create separation from its competitors in the market.
From the Paper "Wal-Mart Stores, Inc. operates retail stores in various retailing formats in all 50 states in the United States. The Wal-Mart Stores segment includes its discount stores, SuperCenters, and Neighborhood Markets in the United States (Wal-Mart, 2004). The SAM's CLUB segment includes the warehouse membership clubs in the United States. The International segment includes all of its operations in Argentina, Brazil, Canada, China, Japan, Germany, Korea, Mexico, Puerto Rico and the United Kingdom. For fiscal year 2002 Wal-Mart reported total sales of $217,799m, net income of $6,671m, and total assets of $28,246m (Wal-Mart, 2004). Strategic Posture Mission. Wal-Mart's mission has been focused on maintaining its growth trajectory without interruption. Objectives. The objectives are to maintain revenues through the economic downturn in a fashion that supports its growth strategies. Strategies. Wal-Mart's strategy is to grow organically in ..."
Abstract This paper discusses improving Wal-mart's image in the community. The author explains the history of discount stores and Wal-Mart. The paper defines Wal-Mart's advantages to the community in which the store is located.
From the Paper "Wal-Mart did not change the way that Americans shop for goods; there were discount stores such as Kmart that preceded Wal-Mart. Wal-Mart, however, took a different approach in that it established stores in rural areas that were not served by nationwide discounters. In this way, it was able to use its size to its advantage by offering lower prices than other retailers in these remote areas. Eventually, Wal-Mart expanded into suburban and urban settings bringing low prices and competing more intensely."
Abstract This paper analyzes of the retail climate in India preparatory to the entry of Wal-Mart into that market, noting that India is a country with a huge population, and Wal-Mart would like to serve a population of that size concentrated in a moderate-sized country. On the other hand, this paper points out that India has been beset by poverty for some time and was a backward country when under British rule. The latter situation has changed in part, but it is not clear if economic growth has been sufficient to support a retail market of the size Wal-Mart needs.
From the Paper "In deciding whether or not to open Wal-Mart stores in India, it is important to ascertain as much information as possible about the Indian economy and the state of retail in India in particular. On the one hand, India is a country with a huge population, and Wal-Mart would like to serve a population of that size concentrated in a moderate-sized country. On the other hand, India has been beset by poverty for some time and was a backward country when under British rule. The latter situation has changed in part, but it is not clear if economic growth has been sufficient to support a retail market of the size Wal-Mart needs. India today has a diverse economy that includes traditional village farming, modern agriculture, handicrafts, a wide range of modern industries, and a variety of services."
Abstract This paper compares the two major players in the retail industry - Wal-Mart and K-Mart. It discusses the differences between the two chains and then goes on to discuss why Wal-Mart has been so much more successful than K-Mart. It also discusses the sales trends within the stores and changes over time.
From the Paper "Wal-Mart Case Study Executive Summary: The Big Box retail industry currently has two significant players. Wal-Mart, with 4,414 stores in 2001 and a net income of 46,671,000, and K-Mart, with 2,114 stores and a net income of $2,418,000. Wal-Mart and its numerous subsidiaries have far surpassed K-Mart in the large retail chain store venue. Wal-Mart's corporate strategy was two-fold. First the company desired to "treat others they way they wanted to be treated", and second, the company desired to give customers products that they needed in their lives at a considerable value. This concept was a successful approach to Wal-Mart's business strategy for many years. However, as of the end of the 2000 holiday season, and the events of September 11th, 2001, Wal-Mart sales have been declining."
Abstract This paper is analyzes the role that the large company Wal-Mart plays in insuring diversity in the workplace.
The premise is that Wal-Mart considers diversity an important issue and continually takes measures to ensure the growth of minority employees and keep stock of the types of merchandise that minorities are looking to purchase. Wal-Mart maintains diversity in all areas of operations control, which the paper focuses on.
From the Paper " "Making sense of the prospects for the future of work and employment in a fast changing global economy is a formidable task" (Nolan2005). This is especially true for large companies and organizations such as Wal-Mart. "Each week, more than 100 million people patronize Wal-Mart Stores and Sam's Clubs, with more than 50 percent of this customer base being minorities" (Top 10 Best Companies 2005). Wal-Mart recognizes the importance in diversity in the workplace and continues to take measures that will continue the growth of minority employees as well as focusing on the merchandise and needs of minorities. Today, Wal-Mart considers the problems with diversity as important and continues to take a look at operating management plans, strategic work team utilization, diversity in employees and management, and diversity in managing conflict and stress, strategic appraising and rewarding employees and management, and diversity in all areas of operations."
Abstract This paper focuses on Wal-mart's entry into toy retail. The paper looks at what it means for other toy retailers and explains why toy manufacturers should support retailers other than Wal-mart by offering those retailers products they do not sell to Wal-mart. The paper defends this position by describing the situation with which the toy industry is confronted and discusses three distinct areas that may represent challenges for toy manufacturers. The paper looks at the issue as an ethical dilemma and considers the disadvantages and advantages of this position (if any) and the effect it could have on an organization.
Abstract This paper discusses the Wal-Mart company and expresses the author's opinion that Wal-mart represents the epitome of the American company. According to the author, Wal-Mart is significant not only because it is the largest retailer in the world but because it is innovative, having combined discount with supermarket and a host of other retail and foodservice segments in a way that had not been conceived of prior to its period of market dominance.
From the Paper "I entered Wal-Mart several weeks ago to grab some miscellaneous items and while vacillating between the food aisles and the clothing aisles to the electronics aisles, I realized Wal-Mart's format is truly unique. In Wal-Mart's Supercenter format an individual can truly enter one location and leave with every article the average lifestyle requires including banking, pharmacy, entertainment, grocery, clothing, household, furnishing, toys, pet, as well as automotive. The average person can enter Wal-Mart on a given morning and literally spend all day in the same location getting the oil changed, filling a prescription, grab a haircut, get a bite at McDonald's, buy a new shirt, have the eye's checked, and make a deposit. Wal-Mart created a unified consumer experience in its expansive big-box retail and foodservice environment that few other retail operators, national or international, have been able to mimic."
Abstract This paper analyzes and criticizes Wal-Mart's promotion strategy. The paper talks about how while many justifiable criticisms have been fired Wal-Mart's way by those displeased with the company's treatment of its employees, almost no one can argue against the success of the company in popularizing its brand name (as it pertains to cost savings, that is) and in gobbling up market share at an astounding rate. This paper argues that Wal-Mart's greatest promotional failure is that the company has historically done a poor job of trumpeting the positive benefits packages and compensation plans it offers employees.
