Business WalMart v. Publix

Weisbords Six Box Model

WalMart

Publix

WalMart

Publix

Comparison of the Two Firms

Potential Areas of Resistance

Weisbords Six Box Model

The analysis of an organization with the use of Weisbords Six Box Model involves looking at the organization from six different dimensions, which are all interdependent (Burke, 1992). The dimensions are purposes, structure, relationships, rewards, leadership and helpful mechanisms. The leadership dimension (or box) is at the centre with the reaming five boxes surrounding. Each organization will be assessed separately.

WalMart

Purpose; WalMart is a for profit retail operation, with a large number of shareholders. The purpose may be extrapolated as operating successfully as a retail operation, creating profit for the shareholders. The mission statement for WalMart is simple, and positions the firm in terms of its strategy. The mission statement reads "we save people money so they can live better" (WalMart, 2014). The purpose of the firm is clear as offering consumers a value proposition. The mission statement build on the initial purpose statement by Sam Walton, the founder, which stated "if we all work together we'll lower the cost of living for everyone" (quoted Farfan, 2014). This is supported with a significant number of helpful mechanisms.

Structure; WalMart uses a divisional structure, which operates on a matrix basis. The divisions are based on functionality, and people of different division have the ability to work together across those divisions. In the stores there is a relativity flat hierarchy, with a store manager, a co-store manager in the lagers stores, an assistant manager and then department heads. The structure appears to be well developed for the retail industry, although the cross departmental aspects may create some ambiguity with employees unused to matrix structures.

Relationships; Relationships can be considered between individuals,...

Individual relationships may vary greatly, and will be impacted by local management and practices. However, respect for the individual and support for the employment relationship is provided with the firms' open door policy, and Sam Walton's value of "servant leadership," where leaders serve their departments. The matrix structure facilitates increased interdepartmental co-operation. The relationship of individuals with their jobs may be more problematic; the poor employee relations history of the firm, with low wages, and more recently job cuts and reduced hours and understaffing has placed stress in the relationship, with changes introduced recently aimed at changing those perceptions and improving the employment relationship (Marshall, 2012). There is also documentation that WalMart actively works to keep unions out of its stores (RT, 2014)
Rewards; Formal rewards include the wages, which remain low for hourly paid workers, but have included some improvements taking many workers off of welfare benefits. The formal rewards also include the potential for promotion, with 75% of management starting as hourly paid employees, and as well as compulsory benefits such as healthcare, the firm also offers additional benefits such as insurance, matching pension plan contributions, and a stock purchase plan (WalMart, 2014). The "Grass Roots Process" provides another source of recognition for employees, with a proactive suggestion scheme (Farfan, 2014).

Informally there is also a perception of punishment for those that speak out against WalMart as an employer; the National Labor Relations Board has made a formal complaint regarding the use of threatening and intimidating behavior, or even dismissal for employees that protest against the firm (RT, 2014).

Helpful mechanisms; The processes that are in place, including the control, planning and information sources include the Oracle database solution providing up-to-date information to the firm and…