Organizational Communication and Cultural Vision at Wal-Mart

Managing Change at Wal-Mart

Wal-Mart is among the unique success stories in the business world. Founded by Sam Walton in 1962, the company has expanded to become the largest corporation in the world. The success of this company can be attributed to a range of strategies culminating to higher productivity and reduced costs than competitors. These strategies allowed Wal-Mart to earn a high turnover while charging low prices. Regardless of all the success, the company is experiencing problems. Even with the long-term held belief that workers must be treated well; the corporation has been a target of the workers, citing discrimination and working for long hours without overtime pay. All these warrant the need for change.

Understanding shared vision and organizational culture is a key determinant of success in introducing change. It is certain that in the organization, there will be resistance to change. Employees' basic way of life is likely to change, and their familiar work environment will be altered. Basic organizational aspects will be challenged so change will generate stiff resistance. Communicating the vision for the change, thus is a crucial vehicle to help generate commitment and overcome resistance. Understanding why the change is beneficial and necessary will be the most vital move in obtaining employee commitment. According to research, employers have a tendency of explaining "why" to subordinates they hold in high esteem. Therefore, explaining "why" will communicate both esteem and caring for employees touched by the change process (Kezar & George Washington University, 2001).

The issue is that most Wal-Mart employees are part of the previous way of life as well as part of the future change. Previous criticisms diminish employee commitment because it is perceived as a criticism of the previous best efforts of Wal-Mart's employees. Wal-Mart's leadership must communicate a straight and clear vision about the future because change must have a clear picture of the future. Lack of organizational vision will make it difficult for Wal-Mart to achieve a successful change. According to Kotter (1995), it is very vital for Wal-Mart's leadership to communicate a shared vision by explaining it.

Organizational culture also has a role in developing changes within Wal-Mart. Culture is the most powerful tool for managing and controlling employee behavior in the face of change. Rules and regulations may not be effective; instead, creative culture of innovation will accomplish better results by motivating employees to know that the company priorities are clear. Leaders are required to develop and manage change by fostering a suitable environment within Wal-Mart to adopt change (Mohan, 2013). Leaders are obliged to generate new strategies to develop and manage culture. The culture includes the values and beliefs that lead Wal-Mart to innovation. They include the unwritten disciplines and rules, and the leadership role will be consultative, supportive, and instructive. In Wal-Mart's case, the most important role of the managers in change management is supporting a shared vision and organizational culture. Therefore, the ability to understand the organizational culture is a vital aspect for Wal-Mart to have in its toolkit when implementing their change process.