Managers do meet challenges when operating in a diverse environment, because Wal-Mart has traditionally been an organization that has spent a lot of time in court in discrimination suits. “WM Mart ceo Lee Scott said in an analyst conference that management had failed in its efforts to repair the company’s reputation, which has been tarnished by dozens of discrimination cases and charges of worker mistreatment in recent years. ” (Allen, 2005). But Wal-Mart has also committed to changing this status quo and moving forward towards more diversity. Scott was selected to bring this kind of culture change to Wal Mart internally.
In terms of arguments for Wal-Mart managers accepting and embracing diversity, even though a heightened training program would supposedly cripple the company, they would give workers basic rights and improved standards of living and continue Wal-Mart’s pledge and perception of being an employee-centric organization. “Wal-Mart spokeswoman Mona Williams said ‘Being the low-cost leader is the core of our business model… Changing that model would make our business less successful, our jobs less secure” (Effinger, 2004). There are many sides to this complicated argument.
Another aspect that deals with the subject of diversity’s benefits at Wal-Mart in training programs specifically is the necessary aspect, which also looks at factors of communication in the workplace which can be related to theories of social fragmentation. According to this point of view, a more effective cultural stance needs to be taken by managers at Wal-Mart planning training and human resource management strategies so that these managers are seen to be respecting diversity and decreasing the likelihood of ineffective management at Wal-Mart by highlighting positive communication.
As a result, one thing that a manager could do if as in the example, their workplace had a high degree of cultural conflict for which they had supposedly adequately prepared and managed, is to work more on getting the employees to cooperate in the workplace and establishing an environment in which managers can address employees’ cultural and ethnic needs, as well as their social, academic, and cognitive needs. This can be called culturally responsive management which may build more trust and communication bretween the Wal-Mart managers and employees.
There may be more challenges and obstacles to diversity management in some Wal-Mart chains compared to other environments, due to factors of cultural multiplicity and differing or expanding demographics. Therefore, it’s important that the Wal-Mart manager wanting change focuses on alternative diversity training tactics that can be used by employees to improve their cultural sensitivity and social skills as they are found in various cultures, not just the mainstream.
Allen, J. “Wal-Mart begins defining image on its own terms. ” DSN Retailing Today, 2005. Effinger, A. “Wal Mart spares no effort to defeat unionization. ” LA Business Journal, 2004. “Wal-Mart releases diversity information. ” Created 2006, accessed 2008: http://www. employmentblawg. com/2006/wal-mart-releases-diversity-information/