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Essay / Research Paper Abstract
An 8 page paper. Much is written about Wal-Mart and its success and about its founder but little is written about the actual management of employees. Actual management practices must be concluded from other evidence. This essay discusses practices at the executive level, general human resource practices, lawsuits against the company, recent wage caps and scheduling changes, the company's uses of technology, including an example of supply chain management and other aspects of management at this company. Bibliography lists 10 sources.
Page Count:
8 pages (~225 words per page)
File: MM12_PGwlmt12.RTF
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Unformatted sample text from the term paper:
its industry and because of this, volumes have been written about the company and about Sam Walton, its founder. Publications both praise and criticize Wal-Mart with the majority of the
criticism focused on how Wal-Mart treats its employees. While the literature discusses Waltons leadership and management styles, virtually nothing is written about store managers and how they manage. This is
not surprising because each store is autonomous. Walton himself was the recipient of many high accolades. For example, in 1999, the Wall Street Journal named Sam Walton one of
the top ten entrepreneurs of the century (Center for Management Research, Sam Walton, 2003). The Wall Street Journal also placed Sam Walton on their top ten list of "The Minds
That Transformed Entrepreneurship in the 20th Century" (Center for Management Research, Sam Walton, 2003). In 2000, Time Magazine placed Walton among the top ten most influential people of the 20th
century under the field, Builders & Titans (Center for Management Research, Sam Walton, 2003). Walton was a visionary and an entrepreneurial leader who encouraged entrepreneurialism among his employees (Center
for Management Research, 2003). He believed in encouraging and supporting employees, working from the premise that anyone could advance in the company (Businesspundit, 2004). While specific management styles of
the managers of each outlet may not be available, we do know that Wal-Mart has more employee-initiated class-action lawsuits against it than any other company. At the same time, employees
have been "referred to as Walmartians by outsiders" (Center for Management Research, 2003). When we know that Wal-Mart employees earn a very low wage and receive few, if any benefits,
this kind of loyalty becomes a mystery. It is apparently the result of the inclusion of employees in so many other aspects of the operation. Analysts suggest the consistent double-digit
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