The group project is an organizational change report that ✓ Solved

The group project is an organizational change report that will total no more than 15 pages (not counting title or reference pages; no abstract is required). The paper must follow current APA format guidelines and will contain 2 main parts. Part 1 must be 1250–1750 words, and Part 2 must be 1500–2000 words. A minimum of 10 peer-reviewed sources must be used within the paper.

Part 1 (a maximum of 1750 words) must be written as a case and must describe vs. analyze/recommend. Part 1 must be modeled after the cases read during the course, containing similar format and content. Part 1 must contain a case description of a large organizational change (new strategic direction). The target organization is WALMART.

Part 2 (a maximum of 2000 words) must be a thorough analysis, with suggestions for change and recommendations for management interventions. This part of the Project must include an analysis section and a recommendations section. In the analysis, apply concepts to the case.

In your recommendations, provide strategic, practical, and insightful actions for management. Consider the following questions in Part 2:

• Based on your learning related to this course, how would you diagnose what is really going on in the organization selected?
• How well do the organizational leaders/members understand what the issues really are?
• How ready is the organization to change in terms of awareness, motivation, flexibility, and skill?
• Given the context of the change (social, political, economic, customer need, etc.), how big a change is required to move the organization to a productive and effective mode of existence?
• Analyze the company’s particular approach to change. Why did the organization take one particular approach to change (e.g., downsize) rather than other possible ones (e.g., creating a learning organization)?
• How effectively was the particular change attempt carried out?
• How did resistance to change manifest itself? How effectively was the resistance addressed?
• What were the objectives of the change effort? How successful was the change effort given its objectives?
• How might the organization have used some of the materials and learnings from this course to increase the success of the change effort?
• What consulting strategy would you use in working with the organization?
• What recommendations would you make to the organization on how to be more effective in implementing and/or sustaining changes going forward?

Since Walmart's first store opened in Rogers, Arkansas on July 2nd, 1962, it has grown to become one of the largest retail and wholesale companies in the world. It's success has beyond exceeded the late Sam Walton's expectations since the launch of his company. In over 50 years of business, it has thrived. Today, the company employs over 2.3 million employees worldwide. With a market cap of over 221 billion dollars, Walmart is a powerful force in its industry and has utilized all aspects of commerce for continued success. While they are a thriving company, they still have much room for improvement in their strategic direction.

Even though Walton's "10 Rules for Building a Better Business" doctrine is an excellent baseline for current and aspiring business owners and employees, they are falling short on a few aspects. This paper will address some of the processes Walmart has in place, our recommendations for improvement as well as a biblical perspective.

As stated in the first book of Peter 1:13-15, "Therefore, prepare your minds for action, keep sober in spirit, fix your hope completely on the grace to be brought to you at the revelation of Jesus Christ. As obedient children, do not be conformed to the former lusts which were yours in your ignorance, but like the Holy One who called you, be holy yourselves also in all your behavior."

Paper For Above Instructions

Walmart Inc., one of the largest retailers in the world, has had a significant impact on the economy and has become a leading entity in shaping consumer behavior and retail practices. Founded by Sam Walton, Walmart has undergone numerous changes over the past decades, adapting to the evolving market landscape while still guided by its foundational principles. The shift in strategic direction that Walmart is currently undertaking is a reflection of both internal and external factors affecting the organization and presents a crucial case study for the principles of organizational change.

Part 1: Case Description

In recent years, Walmart has started to embrace a new strategic direction aimed at enhancing its technological capabilities, improving customer experience, and investing in employee welfare. Traditionally, Walmart focused on providing low prices through efficient supply chain management and operational efficiencies. However, as e-commerce grew, Walmart recognized the need to compete with tech-driven rivals like Amazon.

This shift in strategy is marked by initiatives such as the enhancement of its online shopping platform, the expansion of delivery services, and introduction of advanced inventory management technologies. Walmart's success in adapting to these new expectations hinges on its ability to navigate this organizational change effectively. Effective communication of this change is critical not only in ensuring that the employees understand the new direction but also in fostering an environment conducive to adaptability.

Walmart's commitment to investing in its workforce has also been a significant part of its organizational change. The idea that "people are our greatest asset" is revisited, with increased wages, improved working conditions, and opportunities for career advancement being implemented. Not only does this foster higher employee satisfaction and retention, but it ultimately improves customer satisfaction and loyalty as employees are more engaged in their roles (Thompson, 2017).

Part 2: Analysis and Recommendations

In analyzing Walmart’s organizational change, it is necessary to diagnose what truly is happening within the organization. Walmart faces a dual challenge: adapting to a digital marketplace and fostering internal cohesion. The leadership's understanding of the current issues revolves around the need to align its traditional values with modern retail trends.

The readiness of the organization to change hinges upon various factors such as awareness, motivation, flexibility, and skill. Feedback from employees indicates a varying degree of awareness regarding these changes. While many employees are aware of the strategic shift, there may be a lack of comprehensive understanding of how these changes will impact their specific roles (Rosenblum, 2014).

To successfully implement these changes, Walmart must establish a robust communication strategy that informs employees about the nuances of the new practices. Trainings and workshops could also facilitate necessary skill development, ensuring that employees feel confident in their ability to adjust to new systems and technologies (Goodman, 2015).

Given the immense scale of Walmart's operations, effective change requires understanding the motivation behind the changes and addressing employee concerns associated with new expectations. Management should consider leveraging their existing employee feedback and engagement mechanisms to continually adapt and refine the strategies being implemented.

Additionally, Walmart should consider its approach to change critically. Rather than opting for significant downsizing or restructuring, a more integrated approach that values feedback and contributions from employees may yield better results (Lutz, 2015). This perspective acknowledges that employees are a valuable resource and can provide insights that promote a learning organization. 

The organization’s objectives for change need to be revisited periodically, aligning them with both external market conditions and internal employee feedback. Measuring the success of these change efforts will depend on several factors, including tracking performance metrics, employee retention, and customer satisfaction scores.

Resistance to Change

Any organizational change may face resistance, and Walmart is no exception. Resistance often manifests through employee apprehension regarding job security, altered roles, and general uncertainty (Peacock, 2013). Walmart should create a supportive environment where employees can voice concerns, ask questions, and seek clarity on how changes will impact their roles. Establishing open lines of communication can facilitate smoother transitions and more effectively manage resistance (Schwman, 2016).

Utilizing teachings from contemporary organizational change concepts can also enhance success rates. Incorporating change management frameworks can provide practical tools for management to understand how change initiatives can affect employees and the organization as a whole. This could include Kotter’s 8-Step Change Model or Lewin's Change Management Model, which can guide leaders through effective change implementation.

Consulting Strategy

If working with Walmart on implementing and sustaining change, a consulting strategy centered on participative management could be effective. Encouraging leadership to engage with employees at different levels can foster buy-in and support for change efforts. Fostering a culture where stakeholders are involved in the change process can mitigate resistance and lead to collective ownership of the organizational direction.

Recommendations for Future Effectiveness

Recommendations for Walmart should include regular assessments of change initiatives to ascertain effectiveness and sustainability. Key performance indicators (KPIs) should be established to gauge progress and adapt approaches as necessary. Additionally, creating forums for dialogue between management and employees can facilitate continued engagement and awareness regarding organizational shifts. This will not only promote an agile organizational culture but ensure Walmart remains competitive in the dynamic retail landscape.

References

• DePillis. (2016). Walmart is rolling out big changes to worker schedules this year. Washington Post.
• Goodman, A. (2015). Five ways Walmart is investing in technology. Retail Info Systems News.
• Lutz, A. (2015). Walmart is making 3 changes so people will want to shop there. Business Insider.
• Peacock, M. (2013). Design better customer experiences by measuring human performance. CMS Wire.
• Rosenblum, P. (2014). How Walmart could save its inventory problem and improve earnings. Forbes.
• Schwman, A. (2016). Walmart pay vs. Apple pay: Hardware age dictates. IDG Communications, Inc.
• Thompson, A. (2017). Walmart’s HRM: Training, performance management. Panmore Institute.
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• Author Last Name, First Initial (Year). Title of the Article. Publisher. Link.
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