Owing to the idea that Wal-Mart strives to integrate the international market and to fix its position their, it also should encourage continuous changes within the organization. In this respect, the main method of adjusting to the new environment is enforcing the new technological and strategic management.
Concerning technological advancement, a course should be taken on the so-called scientific management. Living in the epoch of continuous scientific and technological innovations, Wal-Mart should not lag behind computer equipment and software novelties that can greatly improve the quality of employees’ work. The introduction of this model of management is composed of two parts. The first one involves the awareness of the variety of activities that can be handled by people, thus involving industrial and philanthropic services.
The second point is that those activities can be identified as guiding principles for establishing and learning the essential skills needed to face changes. In order to keep company afloat, Wal-Mart managers should strictly identify the duties and responsibilities of each member of the company. More importantly, they should devise alternative models of knowledge management and training programs for employees.
While entering to NZ market, Wal-Mart managers should face people’s reluctance to face changes. This is explained by the unique cultural and social environment in the country. Therefore, the company must take persuasive steps for changing the employees’ philosophy and proving that those changes greatly contribute to social welfare. In this case, it is necessary to work out a three-phase plan consisting of unfreezing stage, moving and refreezing stage.
At first, it is necessary to identify the problem of the concrete change that is going to be implemented and to conduct a force field study for outlining the restraining and driving forces. Both, the leader and the target group should analyze the issue, and design the strategies directed at eliminating the restraining changes and strengthening the driving forces. The moving phase suggests that the goals are achieved due to the organization movement toward the coveted change. The final stage is aimed at employees’ adaptation to the change. In general, such approach will promote the company’s goals and will improve its sustainability.
Another important requirement of Wal-Mart sustainability is constructing a more socially oriented structure within the organization as well as outside. Therefore, it is necessary to change the style of leadership aimed at centering the people on a particular goal. Hence, Wal-Mart leadership should be a person- rather than product-oriented thus recognizing and satisfying the employees’ needs.
Leaders should be more concerned with their workers’ motivations and, therefore, they should inspire them for advancing their competency. What is more important is managers should serve as a model for their subordinates thus showing their desire for constant improvement. In our situation, it is still necessary to make an accent on meeting the needs and anticipation of the personnel to achieve the company’s goals since the company faces a culturally and socially diverse environment.
Pertaining to the human capital orientation, Maslow’s hierarchy of needs should be introduced to improve the company’s reputation and sustainability. According to it, human management should be tackled, especially due to the idea that Wal-Mart strives to create an ethically responsible company with pivotal leadership.