Sam's Club Case Study

1086 Words 4 Pages
The four culture beliefs of Sam’s are respect for the individual, service to our customers, strive for excellence, and act with integrity these help the company stay strong with people. Having respect for employees and its customer is a great way to show that a company not only cares about the money being made but the people contributing. This culture belief started when the company was small as a way to show its employees and customers they are valued. Ways to show respect is by listing to its employees and then being able to communicate back to them the results. Sam’s has a Sundown policy this is when an employee voices their issues to members of management the manager has until the end of the day to give that employee an answer.
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The organization that will be discussed in this paper is one filled with different personalities this could be what makes the company so successful. Sam’s Club does seem to have a horizontal differentiation way of getting work done meaning they divided the work load up (Andre, 2007). The organization having a flat structure which means the decision making is not done by one person it is a team effort. Located in Bentonville, Arkansas is where the main headquarters is this is where the hierarchy of the organization is kept. The hierarchy is the members of the origination that hold the most power in decision making for the business (Andre, 2007). The reason for the success of the company is the ability to integrate and coordinate the decisions; the model of the company is the customer is always right. This meaning giving the customer what they want lower pricing, easy access, and always keeping products in …show more content…
The company has been known for being over staffed with management at the distribution center they have one general manager over the center, two operations managers, and four arear managers to supervise over fifty employees. There are two shifts the members of management are split between those two shifts. When an employee has issues they report to the area manager, if not able to answer the employee’s question they can then report to the operational manager. The last resort would be the general manger; this person normally has the last say if things do not go to the head of the

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