It is also a "what" problem, however, because the major issue Mr. McNerney, (and others at the company) need to address is "what needs to be changed." It is a "why" problem, moreover, because 3M executives need to endeavor to discover how 3M "lost its groove" (so-to-speak) in the first place, and how it might now go about getting it back. So the problem of #M's organizational leadership problem is a three-part problem (or, perhaps, three separate yet related problems).
3. One strategy Mr. McNerney is using is to attempt to get everyone onboard, and in favor of the changes he envisions, rather than simply ordering change. Mr. McNerney is using persuasion with subordinates, rather than coercion. As one 3M employee, having watched McNerney in action, observes: "Jim doesn't say, 'You've got to do this.' Instead he says, '3M has this tremendous reputation and global presence and great technology, and I see all these opportunities we can leverage if we get on the same page and help each other.'" That is a strategy of "we're all in this together, working toward the same goals for our the long-term benefit of our company." Mr. McNerney has also begun asking managers to rank their employees, something not done before at 3M; to award stock options only to top performers (not everyone, as had been previously done); and to ask engineers to account for their R & D. dollars. In essence, he is "running a tighter ship," with more checks and balances, and more accountability measures, than before at 3M. Mr. McNerney is also being very careful, however, not to sap the creativity, or the entrepreneurial, spirit at 3M. He is aware that this remains the company's lifeblood.
4. I think that Mr. McNerney will be successful, overall, in bringing about change in the organizational atmosphere at 3M. This is because he is, first, making efforts to work with the company...
Robson Walton - Chairman of the Board of Directors of Wal-Mart Stores, Inc. Stephen P. Whaley - Senior Vice President and Controller Eric S. Zorn - Executive Vice President and President, Wal-Mart Realty III. INTERNAL ENVIRONMENT: STRENGHTS and WEAKNESSES A. CORPORATE STRUCTURE Wal-Mart's retail division is formed from four major subsidiaries: Wal-Mart Discount Stores, Wal-Mart Supercenters, Wal-Mart Neighborhood Markets and Sam's Clubs. (Wal-Mart Facts, 2007) Wal-Mart Discount Stores more than 1,000 in U.S. alone average
Wal-Mart's Competitive Advantage 2003 Wal-Mart stores are the largest retailer of discounted products across the globe with numerous superstores primarily in small towns throughout the United States. It consists of discount stores, supercenters, and neighborhood markets. About 75% of its stores are in the U.S. And due to awakening of globalization; Wal-Mart is also expanding in global markets. (Wal- Mart annual report, 2003) Nature of competitive strategy According to Daniel MillSap,(2009), every business
The Price-Sensitive Affluents, Wal-Mart has learned (Wal-Mart Annual Reports) is more interested in finding an exceptionally good deal and not necessarily concerned about the shopping experience. This is particularly true as one of the strongest factors influencing the execution of their strategy, the emerging global recession during this timeframe, takes hold. Again as with the Price Value Shopper and the paradoxical purchasing patterns of the Brand Aspirational segment show,
In a controlled market, the monopoly company will be capable of running the business without paying any attention to the affected parties (customers, employees, suppliers). Americans themselves have initiated a movement against the colossal power of Wal-Mart, suggesting that it should change its business conduct. "The truth is that Wal-Mart has let America down by lowering wages, forcing good paying American jobs overseas, and cutting costs with total disregard
Bargaining power of customers: Our main question here is whether Wal-Mart customers can walk away from buying a product at Wal-Mart and find it cheaper elsewhere. For the most part, the answer is no. Wal-Mart has built its reputation by providing products at a considerably lower price than its competitors (Is Wal-Mart good, 2005). Certainly, customers can try to find lower prices at other retailers; and the proliferation of the
Wal-Mart and Employee Rights Labor cost is always considered as the main issue, mostly in case of employees' unionization at Wal-Mart. This was noticed when Wal-Mart showed a remarkable earning at the rate of 44% per annum for its labor working on hourly basis. Another point which brought this issue ahead was when the sales clerk of Wal-Mart in 2001 earned wages below Federal Poverty Scale. According to an issue of
Our semester plans gives you unlimited, unrestricted access to our entire library of resources —writing tools, guides, example essays, tutorials, class notes, and more.
Get Started Now