The most feasible strategy for companies in the retail industry can develop competitive advantages against their close rivals in the development of an organizational culture that is enshrined in a systems theory that is holistic. For instance, if Wal-Mart intends to maintain its lead in the retail market, it needs to incorporate a comprehensive business strategy that will be integrated into every area of operations. This paper looks to develop a systems theory that is viable enough to maintain high productivity at Wal-Mart and any other major retail company in the industry. To improve the productivity of the human assets of an organization, the management function must implement continuous motivational programs.
Predictions and anticipations/Cycle of change
The implementation of the proposed systems theory in the retail company is expected to increase the rate of the company’s functional flexibility. The model is designed to ultimately organize a general system into a highly coherent system. The model depends on the smooth articulation of values within the organizational culture of the retail company; hence, the ability of the management to implement the proposed changes plays a big role in determining the outcomes (Harris & Mossholder, 1996). The changes proposed in the model should be implemented in a cycle of progressively shorter cycles for the purpose of change management.
Definition of purpose
The purpose of this model is to provide the human assets in an organization with the deep-seated intrinsic motivation to derive the sense of emotional pleasure out of their affiliation with a particular professional career within the retail industry. The model also serves the purpose of enlightening management and leadership functions about the requirements of their employees as far as performance improvement is concerned. Fostering motivation and satisfaction among employees improves organizational efficacy and competitiveness in business (Hsiu-Fen, 2007). The model refers to a strategy that takes into account the highly interactive nature of how workers go about addressing their duties in the workplace.
Rules of operation/Culture
The proposed model is deeply rooted in the espoused values of the companies in the retail industry. It calls for management functions to ensure that the employees are motivated to assume the required levels of accountability in their respective tasks in the workflow. The model also dictates the development of team approaches to handling different tasks because the retail industry in the modern world requires continual enhancement of the services offered to customers. The model dictates that employees in different departments of operations within the organization must develop ultimate cohesion with each other. The emotional and professional lines of thought of the human assets should attain parallelism through the development of rules that are applicable to everyone affiliated with the company. Equality among the employees should be attained as a motivational pillar.
Throughout the course of the strategy’s deployment, the extent of the company’s commercial efficacy should remain the subject of continual improvement. The performance of the company is a function of the endowment of the employees with a sense of corporate solidarity. Their professionalism and output levels will be subject to continuous evaluation, and the relevant countermeasures shall be applied to optimize their individual competencies. The model is designed to continually improve the commitment of the employees to the company; hence, the management will be compelled to continue implementing ideas to foster emotional attachment for the employees to their areas of expertise.
Feedback and evaluation
A steady flow of information from the employees to the management and leadership functions in the market must be promoted during the implementation of the strategic systems model. Since the qualitative subtleties of these transactions directly affect the overall effectiveness of such a company, as an organization, it is important for the management to get feedback from every member of the organization (London, 2014). The psychological response of the human assets to the new motivational values of the company must be indicated to determine the effectiveness of the model. Evaluating individual and group performance will form an integral part of analyzing the potential of the model in enhancing business performance for the retail company.
The systemic model looks to ensure that employees are acquainted with the skills for a prompt response to internal and external pressures in business. The current status of the global retail market dictates that the decisions made by the employees are the core determinants of the satisfaction level of customers. Following this development, it is essential for the management and leadership functions in different companies to train their employees in decision-making skills. Behavioral ethics must be learned by the entire human asset base to ensure the employees make decisions that are in line with the codes of ethics governing their professions. The company should transform into a learning organization to facilitate accurate responses to internal and external pressures on the employees (Marquardt, 2011). Continual qualitative improvements in the services offered by the employees should remain the focus of the human resource management function. Training and development programs should be provided regularly for employees to facilitate constant knowledge and skill development, especially for the employees in the service department.
Accountability is one of the building blocks of the systemic approach to be used in the retail company. The employees must be compelled to portray their highest competence levels by taking up their respective responsibilities. The objectives set by the company can only be attained if the entire workforce is committed to performing tasks accurately and effectively. The management should develop measures to ensure that employees are held accountable for their behavior at work. This should be tied together with the espoused values of the company. Change management should be the primary focus of the human resource management function, and the associated personnel should be held accountable for the approaches they choose to effectively attain the same. The approaches used must consider diversity factors present in the workforce of the company.
Implementing a systemic model for managing Wal-Mart or any other company in the retail industry would ultimately motivate the employees, and foster continuous organizational growth. Unlike the non-systemic approaches of running organizations, systemic models are bound to influence constant qualitative transformations for organizations. In the current state of competition in the retail industry, companies have to possess the ability to respond to internal and external pressures accurately. The systemic model proposes the empowerment of the employees to become decision-makers as they handle their tasks. Transforming the company into a learning organization will ultimately equip the entire human capital with the relevant knowledge and skills in handling challenges at work. The motivational effect of empowering the employees will foster teamwork and efficiency at work, which will subsequently lead to an increase in the output level of the company.
Harris, S. & Mossholder, K. (1996). The effective implications of perceived congruence with culture dimensions during organizational transformation. Journal of Management, 22 (4), 527-547.
Hsiu-Fen, L. (2007). Effects of extrinsic and intrinsic motivation on employee knowledge sharing intentions. Journal of Information Science, 33 (2), 135-149.
London, M. (2014). The power of feedback: Giving, seeking, and using feedback for performance improvement. New York: Routledge/Taylor & Francis Group.
Marquardt, M. (2011). Building the learning organization: Achieving strategic advantage through a commitment to learning. Boston: Nicholas Brealey America.