Wal-Mart Management and Leadership Case Study by Nicky

Wal-Mart Management and Leadership
An in-depth analysis of the management practices at Wal-Mart.
# 128512 | 3,137 words | 8 sources | APA | 2010 | US
Published on Jul 26, 2010 in Business (Companies) , Business (Management)

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The paper aims to evaluate how Wal-Mart is effectively using managerial and leadership strategies to deliver profitable performance. The paper discusses one of the most difficult aspects of the managerial and leadership strategies at Wal-Mart, that is the retention and growth of subordinates. The paper also focuses on the staffing of a Wal-Mart SuperCenter that never closes. The paper looks at the marketing concept regarding a SuperCenter and shows how of the many challenges in running a Wal-Mart SuperCenter, the most significant is ensuring that the supply chain-to-retail processes get executed correctly and with a great degree of accuracy. The paper includes tables and diagrams.

Managing SuperCenters to Alleviate Attribution
Department Staffing Forecasting in a 24/7 Environment
Essential Lessons Learned From Managing SuperCenters
Managing Payroll and Productivity At A Wal-Mart SuperCenter
Benefits Analysis for Wal-Mart SuperCenter Staffs

From the Paper:

"The intent of this analysis of management practices at Wal-Mart is to evaluate how the company is effectively using managerial and leadership strategies to deliver profitable performance. The impetus behind this is Wal-Mart's strategic initiative to significantly increase workforce productivity while re-defining their corporate brand through more equitable and effective management (Marquez, 2006). This is a complex set of objectives for any mass-merchandiser to accomplish, with Wal-Mart often pulled in the opposing directions of having to increase workforce productivity across the entire organization while also minimizing costs on a per-store basis. The dichotomy maximizing revenue organization-wide while reducing cost per store is a paradox that all mass merchandisers face, with Wal-Mart particularly challenged with attaining profitability on a per store basis as a result (Davis, Freedman, Lane, McCall, 2006)."

Sample of Sources Used:

  • Janet Adamy (2008). Wal-Mart's Employee Health Benefits Come Under Fire. Knight Ridder Tribune Business News,1. Retrieved November 3, 2008, from ABI/INFORM Dateline database. (Document ID: 425264391).
  • Cherie Blanchard, Clare L. Comm, Dennis F.X. Mathaisel. (2008). Adding value to service providers: benchmarking Wal-Mart. Benchmarking, 15(2), 166-177. Retrieved November 2, 2008, from ABI/INFORM Global database. (Document ID: 1487917171).
  • Elizabeth E Davis, Matthew Freedman, Julia Lane, Brian McCall, et al. (2006). SUPERMARKET HUMAN RESOURCE PRACTICES AND COMPETITION FROM MASS MERCHANDISERS. American Journal of Agricultural Economics, 88(5), 1289. Retrieved November 2, 2008, from ABI/INFORM Global database. (Document ID: 1174862211).
  • Richard Drogin, Ph. D. (2003) - STATISTICAL ANALYSIS OF GENDER PATTERNS IN WAL-MART WORKFORCE, February, 2003 Drogin, Kakigi & Associates, Berkeley, CA
  • Maira, Arun N, Scott-Morgan, Peter B. (1997). Lessons in leadership. Human Resource Management International Digest, 5(2), 19-21. Retrieved November 5, 2008, from ABI/INFORM Global database. (Document ID: 186292591).

Cite this Case Study:

APA Format

Wal-Mart Management and Leadership (2010, July 26) Retrieved November 13, 2019, from https://www.academon.com/case-study/wal-mart-management-and-leadership-128512/

MLA Format

"Wal-Mart Management and Leadership" 26 July 2010. Web. 13 November. 2019. <https://www.academon.com/case-study/wal-mart-management-and-leadership-128512/>