Learning and Growth Perspective

Learning and Growth Perspective

Wal Mart is one of the most successful and biggest organizations of the world. It is the world's biggest employer of the world. It has started its operation in Asia too, and has developed significantly within two decades. It also plans to double the size of its outlets and to significantly increase the sales. The organization lays important focus on valuing its employees and protecting their rights. These practices help the organization to achieve high levels of efficiency as the employees of the organization show great dedication towards their work. It pays strong attention on the learning and development of the employees that help the organization to achieve sustained growth.

Mission and Growth Objectives of the Company

When self-service and discounts have become big business in the 60's, Sam Walton defined the rules and explained them incessantly to his employees, called associates. And it established a new paradigm so powerful. Only a few years in its early stages, the average discount stores were nearly doubled and tripled their sales. In 1992, the year of the death of Sam Walton, Wal-Mart had 1,900 superstores with more than 430,000 employees. Sales reached U.S. $ 55 billion with earnings of close to two billion. Thus was formed the world's largest hypermarket. In 1985, Forbes revealed that Sam Walton was the richest man in America. And Wal-Mart won praise for being one of the best-managed companies in the U.S (Mullins, 2006).

With Wal-Mart the power shifted from manufacturers to distribution channels. Then the same pattern was seen in Home Depot and Toys "R" Us. A similar change could be to CarMax or Amazon.com in the near future. And like McDonald's, Toyota and others have become inefficient competitive advantage by repairing weak links in their value chain, Wal-Mart fixed the link forming a partnership with its largest supplier, "Procter & Gamble to align objectives coordinate and share information. No supplier could do business with those companies, unless they wanted to become a strong link, and for some competitors, represented an opportunity to fill the space. Firms that wanted to do business with Wal-Mart had to change their business models improvements in systems, electronic data interchange and just-in time.

From 1972 to 1990, the "stock" far exceeded the wildest dreams of those who bought it. Hundred shares, acquired in 1970 for $ 1650, were worth 2.6 million in 1992. ...