Wal-Mart Remains Term Paper

Pages: 4 (1327 words)  ·  Bibliography Sources: 4  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business - Management

SAMPLE EXCERPT:

[. . .] There is also significant effort when it comes to talent development. The company boasts important successes in the number of women, for example, that attended management-trainee programs, as well as underrepresented groups in general. Its direct action policies have also increased the number of female store managers (39% at present), as well as store managers from other minority categories. This is partly a result of the company's policy to promote from within, to development its own human resource etc.

A final note in this analysis on the existence of several diversity-related structures in the company, such as the global women's leadership council comprised of senior leaders from the 15 countries in which it operates. Such structures obviously encourage and sustain diversity throughout the organization by assigning women and other minorities more visible, preeminent roles.

One important element about diversity management that Wal-Mart seems to implement is essential top executive support.

The importance of this support comes from the need for diversity programs to have overall acceptance in the organization as a strategic objective for the corporation. Wal-Mart appeared to have understood the necessity for this type of implication: it has CEO commitment, but, as seen previously, also a dedicated managerial position for this.

This managerial support for diversity also helps another key requirement for the successful implementation of diversity practice: the organizational culture

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. To a certain degree, the management team, by setting principles and approaches, helps drive the organizational culture. Integrating diversity into the organizational culture is something that the company needs to commit to before implementing concrete programs.

Term Paper on Wal-Mart Remains One of the Assignment

One important aspect (and perhaps a problem that Wal-Mart has) that should be emphasized is that some authors see diversity management as a way to adapt management policies depending on each employees' characteristics and particularities. In a complex organizational and business environment, this seems correct. With this in mind, it may be that Wal-Mart has always aimed towards creating a strict, rigorous structure on all issues, including diversity. Some of the legal problems it has could have come out of this attempt to impose a "one fits all" approach for everybody involved, something that did not function well.

Conclusion

Wal-Mart has been recognized as a committed organization to implementing diversity programs. As shown in Chapter 12 of the book, attracting and retaining workforce that reflects diversity is correlated to financial success in the marketplace and Wal-Mart is one of the companies that has already recognized that this is a business necessity.

However, at the same time, it has significant legal issues that are also diversity problems. Its challenge remains to analyze its existing approach in terms of diversity and identify the potential areas for improvement.

This paper's conclusion is that the company has emphasized too much a unique policy, applicable in all situations. Certainly, the mentor-mentee program is an excellent idea, but maybe it is not necessarily the right idea, depending on a particular situation. The company should aim to improve its mechanisms of feedback and control, particularly feedback from the employees, who are most fit to provide relevant answers as to how well diversity programs function at Wal-Mart.

Bibliography

1. How Walmart's Chief Diversity Officer Gets Talent-Development Results. Diversity Inc. On the Internet at http://www.diversityinc.com/leadership/diversity-management-how-walmarts-chief-diversity-officer-gets-talent-development-results/. Last retrieved on October 18, 2013

2. Ruigrok, Winfried. January/February 2012. Overcoming the triple hurdle of diversity management. The European Business Review.

3. Bernardi, Erika; De Toni, Alberto. 2009. Managing Cultural Diversity: Integration Values and Management Skills. POMS 20th Annual Conference. On the Internet at http://www.pomsmeetings.org/confpapers/011/011-0559.pdf. Last retrieved on October 18, 2013

How Walmart's Chief Diversity Officer Gets Talent-Development Results. Diversity Inc. On the Internet at http://www.diversityinc.com/leadership/diversity-management-how-walmarts-chief-diversity-officer-gets-talent-development-results/. Last retrieved on October 18, 2013

Ruigrok, Winfried. January/February 2012. Overcoming the triple hurdle of diversity management. The European Business Review.

Bernardi, Erika; De Toni, Alberto. 2009. Managing Cultural Diversity: Integration Values and Management Skills. POMS 20th Annual Conference. On the Internet at http://www.pomsmeetings.org/confpapers/011/011-0559.pdf. Last retrieved on October 18, 2013 [END OF PREVIEW] . . . READ MORE

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