Walmart Change Implementation Analysis: Visional Change

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Walmart Change Implementation Analysis Summary
Walmart was started on a large visionary change. Sam Walton, the founder, started Walmart when no other stores existed like the Walmart we know and appreciate today as consumers. The company was founded on a change. Walmart was created to change how retail worked and no other retail store had yet offered lower prices with great service like walmart was created to aim towards. As Walmart is approached with a merger of BIGGER Company, Inc., there is a specific process that needs to be followed to make for a successful culture change in the organization. Before any specific approaches are used to create the merge, it needs to be established that the leaders of the company play a very vital role
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How and when the are changed will be clearly established in the merge for the success of the future company. Diagnosis of Case
During a merger, the company wants to improve the financial standing and grow the company faster through increasing the productivity in employees. The merger can cause a dramatic impact on employees with layoffs and increased workloads. During a merger, it can also be established, that the new company wants to completely change the organizational culture. There are pros and cons to all of the opportunities of a merger. Socialization can become an issue in the company and also the use of socialization as an integration strategy can arise. When the new company comes into the organization there can be new leadership roles with different expectations as before, and new norms and rituals of the new company that may confuse the employees who were used to the culture of the previous company. It is crucial that the new and old employees of the organization should be introduced to new and old ideas through a socialization process model. There are three phases of the socialization process. In the first part there is the anticipatory socialization phase. This is what happens before the employee end
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Resistance is the root of several problems that can happen such as stress, dissatisfaction with job role, increased turnover, and increased negative work behaviors. Stress is defined as an adaptive response controlled by an individual 's psychological processes that is created by an external situation. Escaping stress is not a possibility and stress should be managed and not ignored (Kreitner 551). Turnover is increased if there is a heightened resistance to change in the upper level. With turnover it is established that the higher the turnover rate is, the more need for new employees the company will have to take on. In the previous year, the turnover rate for Walmart was excessively higher than its competitors, so Walmart 's existing culture responded to this issue by increasing hourly pay wages and found the turnover rate decreased. Negative work behaviors are listed as counterproductive work behaviors (CWB’s). Through these CWBs, they are acts that are harmful to employees and in return, harmful to the organization as a whole. Theft, gossiping, and backstabbing other employees or leaders are classified as CWBs (Kreitner 173). If employees are resistant to change, they might retreat to CWBs that go against their own values to “get back at” the organization for forcing a change on the employees. Depending on where the employee is in the hierarchy of

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