Gm586 Unit 4
Unit 4: Wal-Mart Innovation
Deena Rothwell
GM586: Transformational Leadership
September 27, 2011
Professor George Sparks
Wal-Mart began its climb to become the largest retail company in the world in 1940. Throughout the years Wal-Mart stores values and mission statement has remained the same, respect customers and peers, quality service to the customers, strive for excellence and build team players of its associates. Wal-Mart teams have common characteristics, they have technical expertise, good at problem solving and decision making and interpersonal skills. Wal-Mart leaders expect their associates to perform in a team spirit and unity. Wal-Marts CEO has a vision to build transformational leaders of all of its managers through …show more content…
Wal-Mart management should encourage customers and associates to think outside the box about what will enhance the stores to provide quality products and customer support, provide satisfaction to the customers and empower associates to help the stores grow and meet goals and …show more content…
Idealized influence involves Wal-Mart management not only clearly articulating the company’s vision and mission to the store associates and customers but visibly through their day-to-day activies reflecting their commitment and belief in Wal-Mart leadership and its vision and mission. The managers can not say one thing to the customers and associates and then do or say something else that contradicts everything. It is no longer ‘do as I say, not as I do’, customers and associates are paying attention to management for guidance and anything that takes away from that can result in negative outcomes. Wal-Mart has three competencies that has helped to build it to become the retail giant it is: excellence in how it operates, customer satisfaction, and supplier product relations. Wal-Mart’s CEO understands to continue having a successful retail business it is important to “coordinate a complex information management and distribution network and to efficiently manage supplier relationships” (Bender, Howell, Lavin, and Torgerson, 2001, p.
Deena Rothwell
GM586: Transformational Leadership
September 27, 2011
Professor George Sparks
Wal-Mart began its climb to become the largest retail company in the world in 1940. Throughout the years Wal-Mart stores values and mission statement has remained the same, respect customers and peers, quality service to the customers, strive for excellence and build team players of its associates. Wal-Mart teams have common characteristics, they have technical expertise, good at problem solving and decision making and interpersonal skills. Wal-Mart leaders expect their associates to perform in a team spirit and unity. Wal-Marts CEO has a vision to build transformational leaders of all of its managers through …show more content…
Wal-Mart management should encourage customers and associates to think outside the box about what will enhance the stores to provide quality products and customer support, provide satisfaction to the customers and empower associates to help the stores grow and meet goals and …show more content…
Idealized influence involves Wal-Mart management not only clearly articulating the company’s vision and mission to the store associates and customers but visibly through their day-to-day activies reflecting their commitment and belief in Wal-Mart leadership and its vision and mission. The managers can not say one thing to the customers and associates and then do or say something else that contradicts everything. It is no longer ‘do as I say, not as I do’, customers and associates are paying attention to management for guidance and anything that takes away from that can result in negative outcomes. Wal-Mart has three competencies that has helped to build it to become the retail giant it is: excellence in how it operates, customer satisfaction, and supplier product relations. Wal-Mart’s CEO understands to continue having a successful retail business it is important to “coordinate a complex information management and distribution network and to efficiently manage supplier relationships” (Bender, Howell, Lavin, and Torgerson, 2001, p.