Transforming an Organization

Sam Walton is the founder of Walmart that follows his own principle where, “true leadership depends on willing service.” Walmart was inspired by the early success of a dime store in 1950s that Walton owned. Sam opened Walmart in 1962 in Rogers, Kansas. Sam Walton thought of Walmart as a way to earn profits through volume of sales by making prices low as possible and give great service for the consumers. The strategy they built was based on a foundation where they provide the lowers prices anytime and anywhere. Competitors thought that Walmart would not succeed with this strategy, but in 1970s the business went public and Mr. Sam decided to make Walmart widespread around the nation to earn more publicity. Their business was not just relied on lower cost to attract the customer, but also the associates who work there and provided respect to individuals. The business was able to offer stocks at $16.50 per share in 1970 as it became a publicly traded company. This helps the company raise money to expand their business. In 1983, the business opened their first Sam’s Club to support small businesses and individuals who can sign up for membership to receive quality products at an incredible value. In 1988, they opened their first Walmart Supercenter which combines general merchandise and a full-scale supermarket which competes against other traditional supermarkets. This provides consumers the ability to go to just one-stop convenience

Change is an ever present thing. It is through change, that people and organizations are able to progress further. However, there are so many problems which stand in the way of successful changes which take place in an organization. For this reason there is a complete branch which handles the different barriers which occur during changes in a company.

Businesses are facing a dichotomy between wanting to chalk out an all-time structure and strategy for their organization, and recognizing that their world is in a constant state of flux [3]. For most of the 20th century they were largely focused on the static elements of this dichotomy. However, in the last decade changes have become more frequent and more dramatic, so much so that a whole branch of management is now devoted to the subject of change itself.

There are many reasons that change can or must occur within and organization. The key will be in understanding the organization and the prospective change. According to Mangundjaya (2015) "there are many variables that can influence the success of organizational change, such as the content of the change, the process of the change, individual characteristics, leadership, external environment and organizational context" (p. 67). Organizational change has the potential to successfully align an organization with its goals or completely derail any future success and progress. It is important that the organization takes the proper steps to prepare for, implement, and evaluate change.

Organizational change is often used to improve all or part of an organization, such as a process. Organizational change may occur as the organization changes its strategy for success or when there were decisions made to change the entire environment that the organization is currently functioning under (Cawsey, Deszca, & Ingols, 2011). Change can also occur as the organization evolves while moving through life cycles. In order for organizations to grow and develop, there must be change at various stages of this process.

Change in an organization can be and usually is difficult for various reasons. Much of the difficulty is in the approach used to initiate change and the willingness to stay engaged and stamina to sustain change through to the end. Organizations can choose to lead by recognizing and implementing change, follow in the shadow of organizations leading the market, or get out of the way by standing still and eventually going under. With this said; if change was easily done and successful for every organization there would be no need for change management specialists and years

Organizational change encompasses many challenges to both the individual, and the organization. An organization is a living system, as Flower (2002) states “living systems cannot survive without change, challenge, variety, and surprise” (Flower, 2002, p. 16). An organization requires the ability to adapt in to survive as Darwin states in The Origin of Man, “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change” (Read Me First, 2013, p. 1). It must adapt to the changing market, global economic pressures, stakeholder demands, and the diverse needs

John Everet will act as the playboy by displaying a lack of involvement through his

Change is an ongoing and never ending organizational process. Change is often planned because of conflict between the desired and actual state of affairs. Conflict may arise because of difficulties in reaching performance goals or because new goals have been created (Sullivan & Decker, 2009). Making these changes in the workplace is stressful for everyone involved including the staff, the management, and the consumer. The role of the staff is vital for the change process to be smooth and the staff may be resistant to the changes, causing a systematic breakdown. It is the

Walmart continues to offer very low prices, and this is possible due to (1) its huge volume of sales that 's possible due to the spread of its operation and its wide customer base, (2) a supply chain management system that maximizes efficiencies and reduces outlays, (3) minimization of overhead and operational costs, and (4) leveraging of its bargaining power to force suppliers to lower prices:

Organic structures are flexible and decentralized and communication lines are more fluid and flexible (David et al., 2013). Employee job descriptions are broader and employees are asked to perform duties based on the specific needs of the organization. Organic structures tend to be related to higher levels of job satisfaction on the part of employees. These structures are conducive to entrepreneurial behavior, continuous improvement and innovativeness.

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

Many companies emphasize a culture of continuous improvement. While never being satisfied with the status quo can drive

For any business in the rapidly evolving world of business, planning and implementing successful organizational change is indispensable. Essentially, organizational change refers to a process whereby an organization strives to optimize performance in order to achieve its ideal state characterized by high performance and profitability (Côté & Mayhew, 2014). Any business would be more likely to lose its competitive edge, as well as fail to meet the demands of its loyal consumers if it doesn’t plan and implement change. Weiss (2012) emphasizes that all organizations ought to embrace change, and it’s imperative to note that successful organizational change doesn’t involve simple process of adjustments; instead it requires appropriate change management capabilities.

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