gifts to include trainer identification clothing, “swag” and other gift related items are taxed, and the taxes are taken from the associates paychecks; so many associates refuse the “free” items. Can a company grow to the point where they lose focus? Has Walmart outgrown and outpaced their own culture? Have they reached the point of maximum velocity and are they now free falling into superstore oblivion? The rapid growth of Amazon, the resurgence of Target and the reenergizing of Dollar General as well as the forecasted downfall of brick and mortar stores could all be announcing a major shift in the power structure and the imminent breakdown of the Walmart brand. Developing and implementing a solution to Walmart’s growing divide is not an easy one. In order to replicate a culture that was once one of the strongest organizational structures in the world; for a business that has grown to encapsulate over two million employees is a monumental task at best. Walmart should utilize the systems approach to organizational behavior. (Newstrom, 2015). The organizational improvement outcomes must include improved individual leadership involvement, value-added employee engagement, increased levels of communication, augmented technological advancements and highly developed process controls. Strategically to attack the most important of all the improvement outcomes would be the best way to start; utilizing a systems approach to organizational behavior. We must first assess or sense the baseline of the organizational issue in its totality. Through this measurement and
15 Case Study Final benchmarking phase; gaps between the current state and the desired state will be identified. Conducting customer surveys for the end product produced by Walmart store employees and store surveys for the end product of Walmart Distribution Centers will help to assess and establish inputs into the baseline we seek. Next, we will need to analyze these inputs and determine how to effectively utilize them for overall organizational improvement. This will require thoughtful leadership guidance, active employee engagement, process improvements as well as higher and lower level communication. This would be the time for leaders at all levels to reintroduce and reinforce the organizational vision, “To be the best retailer in the hearts and minds of our consumers and employees,” (Ferguson, 2017). As well as reenergize the strategic plan to realize this vision; “cost leadership, market penetration, market development, and product development,” (Ferguson, 2017). This focus should also include continuous dialogue and foster two-way communication opportunities. In response to the resurgence of focused, thoughtful and attentive leadership as well as improved communication, we expect an increase in employee involvement; a renewed spirit of cooperation, leading to creative contributions for future improvements. During this phase training opportunities for leadership personnel as well as employees should be offered.
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