Cultural Analysis 2: Culture Can Be Described ✓ Solved

CULTURAL ANALYSIS 2 Cultural Analysis Culture can be described

Culture can be described as the foundation upon which the organization is built. The culture of the organization is developed for an extended period, and it consists of the values, beliefs, norms, and traditions which are important in guiding the organization, as well as the employees, on how things are supposed to be done and how they are required to act. Therefore, culture is the personality of the organization, and it can usually be traced back to the personal values held by the founder, or it can even give a reflection of the upper management (Hogan & Leonard, 2014). This paper aims at collecting and carrying out the analysis of the data from the Wal-Mart organization.

The data would be collected through observation because as an employee for four years, I possess knowledge and information regarding the activities or the operations of this organization. Additionally, the data is gathered through secondary sources, i.e., the historical data and information to provide a brief history of the selected organization. The analysis of data collected through observation would be based on the three dimensions: artifacts, values, and underlying assumptions. Examples of behavior, speech, and symbols will illustrate my findings.

Brief History of Wal-Mart

The first store of this firm was opened in 1962 within a small town known as Rogers, Arkansas. The founder of this store was known as Sam Walton, a military veteran. By 1964, the number of stores owned by this firm increased to 24, which brought about a total of $12.7 million in sales yearly. In 1966, the Wal-Mart store was established, marking the success story of this world-known firm (Brea-Solis, Casadesus-Masanell, & Grifell-Tatje, 2015). This organization has gained recognition for being the nation’s top retailing shop, especially after its Supercenter was made to offer products at lower prices in 1990. By 2000, this organization moved into the digital age, providing clients with a seamless shopping experience in-store, on personal computers, and mobile devices.

Currently, this firm employs more than 2.3 million associates globally and serves approximately 200 million customers a week in its more than 11,000 stores across 27 nations (Wal-Mart Stores, 2013). With the inclination in the cost of living, many people seek affordable products to sustain life. For instance, when advised that one can furnish their house and still treat their family to a nice vacation on a fixed income, the possibility arises through becoming a client of Wal-Mart stores. The organizational motto of Wal-Mart is "Save money. Live better."

Observations

Having worked in this organization for the past four years, I have observed various methods through which this firm attempts to help clients save money. Several customers argue that it is the smallest things that matter, and with Wal-Mart, that has never been true. The philosophical idea of saving money extends beyond merchandise prices to encompass the daily operations of the store.

Observable Artifacts of Wal-Mart

This organization demonstrates a strong organizational culture resulting from the model provided by Sam Walton. The values and priorities advocated by Walton are conveyed to store managers and associates through policies, meetings, and shared experiences. Managers and associates are committed to upholding the initial commitments exemplified by Walton. The adoption of shared vision and attitudes evolves into core beliefs and assumptions within the organization.

The associates display cooperation in addressing challenges faced in daily operations. Behavioral patterns are encouraged by all stakeholders. Positive reinforcement is facilitated through associate meetings, motivational posters, and a corporate pledge to the team, thus promoting collective assumptions. The organizational culture of Wal-Mart also stems from the environmental climate of the company. Aspects such as willingness to match competitors' prices and daily pricing influence the values of Wal-Mart members. The culture is portrayed in three basic levels: artifacts, values, and underlying assumptions.

At Wal-Mart, observable artifacts include the physical layout of stores in 27 countries, characterized by spacious interiors and stable departmental structures. Promotional materials that advertise products and the use of commercials featuring the whistling smiley face evoke a sense of fun, leading to the preferred informal environment among Wal-Mart customers. The attire at Wal-Mart, primarily blue collar T-shirts and khaki pants, contributes to a friendly atmosphere, making staff approachable. Teams also don blue vests for easy recognition, and their nametags emphasize accessibility. The front of the vest states, "Proud Wal-Mart Associate" alongside the phrase, "Wal-Mart Our People Make the Difference," serving as a source of pride for associates.

Observable Wal-Mart Values

One core value of this organization is serving customers, placing their needs as a priority. Associates are encouraged to serve customers effectively while ensuring connection with local communities. Another critical value is respect for individuals, valuing and appreciating every associate's contributions. Ownership is emphasized, urging members to act with a sense of urgency and fostering effective communication. A third observable value is striving for excellence, urging innovation and collaboration among staff for improved performance.

Underlying Assumptions of Wal-Mart

The organizational culture of Wal-Mart is illustrated through the recounting of stories surrounding cheerful events, Saturday mornings, and promotional stunts intended to create a fun atmosphere for both associates and customers. Among employees, there is a shared belief that teamwork and building relationships are paramount. Workers enjoy collaborating and consistently strive for excellence. Personal achievements enable employees to embrace leadership roles, contributing to the overall success of the organization.

Conclusion

Wal-Mart's localization strategy, spaciousness, and clean, air-conditioned stores symbolize globalization and modernization. The behavior of leaders, including managers, supervisors, and associates, reflects the principle that effective leadership fosters relationships. Greeting customers using the 10-foot rule enhances customer perceptions of value.

References

• Brea-Solis, H., Casadesus-Masanell, R., & Grifell-Tatje, E. (2015). Business model evaluation: Quantifying Wal-Mart sources of advantage. Strategic Entrepreneurship Journal, 9(1), 12-33.
• Hogan, S. J., & Leonard, C. V. (2014). Organizational culture, innovation, and performance: A test of Schein's model. Journal of Business Research, 67(8).
• Wal-Mart Stores. (2013). Wal-Mart Stores. Retrieved from [URL]