WAL-MART ORGANIZATIONAL BEHAVIOR

Wal-Mart Organizational Behavior

Abstract

In this study we try to explore the concept of organizational behavior at Wal-Mart in a holistic context. The main focus of the research is on Wal-Mart organizational behavior and its impact on the employees. The research also analyzes many aspects of employee discrimination at Wal-Mart and the protest of employees against the company.

Wal-Mart Organizational Behavior

Introduction

Wal-Mart is the business world. The data showing the size of giant Wal-Mart do not miss its great contribution in the retail industry. Wal-Mart is the world's largest company, the largest private employer in the world, the eighth buyer of Chinese products (to Russia and the United Kingdom). The turnover of the Wal-Mart exceeds the GDP of Switzerland, its IT budget greater than that of NASA, the financial wealth of the heirs of Sam Walton that is the founder is two times higher than Bill Rates but behind these superlatives lies the story of a very unique company in Arkansas that, in the space of 40 years, has revolutionized the old Fordist models of work organization and largely reconfigured friend reports producers and retailers the entire U.S. economy. The success and political influence of this giant company allow it to redraw the city plans to determine the real minimum wage, to break unions, to define the contours of popular culture to influence capital flows in world, and maintain what amounts to diplomatic relations with dozens of countries. While the margin of man moving works of governments remains limited, Wal-Mart now seems to have more influence than any institution, not only on whole sectors of American social and industrial policy, but also on the model of life and global consumption, extremist and family owned. This paper will discuss the organizational behavior and its impact on employees at Wal-Mart.

History

Wal-Mart was founded in 1962 by Sam Walton in Rogers, Arkansas. Walton pursued a budget retail strategy from the outset, sourcing from only the cheapest suppliers and locating Wal-Mart stores outside regional centers. Wal-Mart's organizational culture bore the mark of its founder and its rural origins. Wal-Mart praised small-town and (to some degree) Christian values, including loyalty, hard work, conformity, and patriotism, and it maintained a gendered division of labor such that most service-oriented employees were women while most managers and executives were men. Although it has changed significantly since its establishment, Wal-Mart continues to reflect important features of its early beginnings.

Over the past fifty years, Wal-Mart has grown rapidly such that it now employs upward of 2 million people across the world in 8,692 stores. Were it a national economy, Wal-Mart would be roughly the size of Sweden (though growing at a faster rate), and it would be one of China's leading trade partners. While discussion about Wal-Mart's growth continues, business analysts generally suggest three factors as crucial to its success, namely, Wal-Mart's early adoption of advanced information and logistics technology, its capacity to restrain labor costs, and its skill in micromanaging suppliers.

In contrast to its unqualified success in North America, Wal-Mart's international ...