The document examines the cultural transformation of Wal-Mart through fundamental changes that have created a shift in how it treats employees and customers. It provides an insider view of the traditional culture, the programs that promoted employee development, and management's role. Additionally, it addresses how Wal-Mart dismantled the traditional culture by reducing identification and indoctrination processes, gaining more control over employees, and implementing technological changes.

2.  Examines the cultural transformation of Wal-Mart
embodied in a series of fundamental changes which
have collectively created a paradigm shift in the ways
Wal-Mart treats both its employees and its
customers.
 To understand the dynamics involved in recent
transformation, this thesis provides an insider’s view
of the traditional Wal-Mart culture, its components
and structures that supported it, and the extensive
makeover that has markedly reduced its influence.

3.  Looks at the various programs that promoted
associate development within the stores, and the
 identification process that created dedicated loyal
associates.
 It also addresses the role of store level management
in promoting the culture, managing associates, and
home office support.

4.  Wal-Mart Culture in terms of its emergence and
influence through charismatic leadership within a
bureaucratic organizational structure.
 Weber’s notion of power & authority
 Ritzer’s McDonaldization
 The effect and significance of an ideological culture
on the WM workforce during this transformation.

5.  Originally premised on hometown, family values,
the company has been significantly redefining or
eliminating altogether major components of its
traditionally focused-culture.
 Wal-Mart continues to extol the virtues of Sam
Walton, despite the fact that most of the recent
changes that have been implemented are clearly
inconsistent with the philosophy that he promoted.

6.  Wal-Mart literature, company websites, media
reports, in-depth interviews conducted by various
commentators, and
 MSN internet groups
 A substantial amount of data were generated
through interviews with local associates employed
with the company.
 Former associates were also interviewed for the
sake of establishing background and for ensuring
consistency with the researcher’s understandings.

7. testimonials from depositions of current and former
female employees involved in a class action sex
discrimination lawsuit.
Major source of information was extracted from
personal experience as a Wal-Mart associate.

8.  Dismantling the foundation of the Wal-Mart
Culture: The Partnership
 Identification - Indoctrination to the Wal-Mart culture was essential for
generating employee buy-in to this partnership. Conventional wisdom among associates held
that the longer employees remained with the company, the more dedicated they became in
preserving workplace culture.
 The Reduction Process
 Gaining Control
 Technological Change
 Employee Response to Change

9.  1. Respect the Individual
"Our people make the difference" is not a
meaningless slogan it's a reality at Wal-Mart.
 2. Service to Our Customers
 3. Strive for Excellence
Sam Walton was never satisfied ...
Source:
http://walmartstores.com/GlobalWMStoresWeb/navigate.do?catg=252

10. “If you have an idea or concern, you can talk to your
supervisor about it without fear of retaliation.
Problems may be resolved faster if you go to your
immediate supervisor first. However, if you feel your
supervisor is the source of the problem, or if the
problem has not been addressed satisfactorily, you
can go to any level of management in the company.
This policy promises that you will be heard, but it
cannot promise that your opinion will always
prevail.”
Source: Wal-Mart 2006 Associate Benefits Book, Effective January 1, 2006

11. Give me a W!
Give me an A!
Give me an L!
Give me a squiggly!
Give me an M!
Give me an A!
Give me an R!
Give me a T!
 What's that spell?
Wal-Mart!
 Whose Wal-Mart is it?
It's my Wal-Mart!
 Who's number one?
The customer! Always!
Source: http://walmartstores.com/AboutUs/320.aspx

12. The corporate culture of Wal-Mart is one of the
biggest contributing factors that make it one of the
world's most admired companies. When Sam Walton
founded the company, he instilled in his people and
his business a belief system that is still very much in
place today.
Source: (http://walmartstores.com)

13. The Wal-Mart culture demanded observation as the
company began to transform.
In transformation, it created perhaps inadvertently
or intentionally, a massive shift from the traditional
culture and established a new culture that is only
beginning to take form

14. Growth no longer depends on some ideological “buy
in” to “keep customers coming back.”
Wal-Mart maintains a systematic tracking of its
customer base and their research shows that 85
percent of all Americans are in a Wal-Mart store
during the year.
Source: Charlie Rose Transcript, Interview with Lee Scott

15.  http://wakeupwalmart.com/
 http://walmartwatch.com/
 http://walmartworkersrights.org/
 http://www.aflcio.org/corporatewatch/walmart/
 http://walmartwork.org/
 http://www.walmartclass.com/public_home.html
 http://thewritingonthewal.net/
 http://walmart.bravenewfilms.org/
 http://www.walmartmovie.com/
 http://www.pbs.org/wgbh/pages/frontline/shows/walmart/
 http://www.reclaimdemocracy.org/walmart/
 http://walmartsucksorg.blogspot.com/

16.  http://www.walmartassociatescentral.com/
 http://community.livejournal.com/walmart_emplo
ye/
 http://www.unfairwalmart.com/
 http://walmartassociateblog.blogspot.com/
 http://groups.msn.com/W-WAssociates
 2005 CNBC Special, The Age of Wal-Mart