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Walmart Essay

2118 words - 9 pages

A Research Paper on Wal-Mart Management, Leadership and Organizational Culture I. Differentiate Between Management and Leadership At Wal-Mart, management is a mixture of controls and standards with a certain degree of freedom for everyone to be able to test on new things and continue to innovate for improvement. The company has excellent controls and they make the company good. Management strategy is built on teams and the leaders go through the process of working with their team members. Leaders go with the group and after every major operation, they all sit down together to analyze the strengths and improve on the weaknesses of the endeavor. Sam Walton, founder of Wal-Mart, introduced some ...view middle of the document...

Members are called associates and leaders are very active in implementing the organization's plans. Walton used the charismatic style of leadership which creates wonderful morale to the staff by giving all the kinds of support for the whole team in accomplishing its goal. Walton also uses a leadership that involves any person at any level in the organization to become a leader and this leader tries his best to meet the needs of the team. This is called the servant leadership style. And it is manifested in the way the teams in the organization get together and help each other with the goals of improving team performance. Leaders also encourage their team members to be open with any concern that they have. To differentiate the two terms, Management is the planning and organizing of the company's vision and mission which shapes their organizational culture while Leadership is the way their leaders implement their management plans. The management and leadership styles at Wal-Mart contribute so much to the success of the organization. II. The Roles and Responsibilities of Organizational Leaders in Organizational Culture. Sam Walton developed the principles for which Wal-Mart Stores, Inc. are going to carry out every day in order to create a unique corporate culture which is the key to Wal-Mart's competitive advantage. Management believes that the opinion of every associate is respected and valued as managers are considered "servant leaders" who help their associates develop their potentials. According to Lichtenstein (2006), "The 1991 Sam's Associate Handbook declared that Wal-Mart "believes management's responsiblity is to provide leadership that serves the associate. Managers must support, encourage and provide opportunities for associates to be successful. Mr. Sam calls this 'Servant Leadership.'" That phrase, with its subtle Christian connotation, has increasingly appeared in Wal-Mart publications and spread to a growing number of company vendors. Another principle is that the customer is the boss hence; all is done to make shopping at Wal-Mart a friendly and pleasant experience. The leaders, together with their associates, do everything to give the best for their customers. Wal-Mart leaders and associates share an exceptional commitment for customer satisfaction by gathering regularly to cheer and review sales and discuss goals. These three principles help in shaping a unique corporate culture that is instilled in the hearts and minds of the leaders and associates. A company's organizational culture is responsible for a company to sustain its entrepreneurial spirit for decades. Walton's successors have been spending most of their time on strengthening the culture, rather than trying to spread the culture themselves. Senior managers also strive hard to keep the core values alive in the company. Walton has known to project Wal-Mart as the embodiment of a more virtuous and earthly enterprise. Instead of technology, Walton preferred hard work,...

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