Working at Wal-Mart

Hello everyone,

Please see information below regarding the case study.

Individually, you are expected to have done your research on the topic and have prepared to discuss the case with your group members. For this particular case, there are reflection questions you may answer as you prepare for the case analysis.

On December 15, you will work in groups (see below) on the case study. Also, please note that for those of you (the group) who decide to type your report during class, you may submit your final report by email at the end of class.

The following is the group list.

Last Name First Name Group Hayes Christian 1 Langille Jordan 1 Melo Alexander 1 Osborne Isaac 1 Abrams Casey 2 Logie Lucas 2 Zuana Alexander 2 Alfaqeery Faisal Fahad H 3 Alqahtani Mohammed Ayidh M 3 Alshammari Mamdouh Lafi H 3 Twalah Omar Alhamid A 3 Adamson Callie 4 Lobb Keananne 4 Maclellan Kaitlyn 4 Alghamdi Abdullah Hashim M 5 Alwesaibie Ahmed 5 Asiri Sultan Ali 5 Hablayn Ibrahim Majed M 5 Amell Shane 6 Horsman Alek 6 Nelson Tyler 6

There are two elements to the case method: the first is the case itself - the problem or situation presented for analysis; the second is the group discussion of the case which is conducted in class.

Individual analysis must be done prior to meeting.

In class, constructive discussions around the case is expected. The best discussion requires:

1. well prepared individuals 2. class members willing to participate 3. sharing of ideas and perspectives 4. an unwillingness to permit sloppy arguments 5. individuals who challenge each other's viewpoints

Guidelines for case preparation

How to approach a case:

First Reading - A rapid first reading of the case is helpful in getting a general idea of what the case is about. The objective in the first reading is to become familiar with the type of business, the apparent problems, the kinds of information, the people, their roles and responsibilities, and other major factors involved in the case.

Determine Perspective – In case analysis, you must assume an active role by taking the perspective of the decision-maker in the case. Your approach should be, "What would I do if I were this person?" Remember that it is about “what would I do now, given what has transpired” – it is not about “What should I have done”. Certainly you will need to analyze the past to make sense of the situation, but your goal is NOT to figure out who to blame. Rather, it is about what options should I consider and what should I do now.

Second Reading - The second reading is conducted slowly and carefully in order to gain a comprehensive grasp of the facts. A thorough second reading facilitates the organization and analysis of the facts and the identification of any inconsistencies in the case.

Application of case analysis elements - After the careful second reading, the focus moves to completing the case analysis format outlined below.

Elements of case analysis:

Identification of problems and issues - Problems and issues in the case need to be identified and prioritized. This step is crucial as it will provide the basis of your analysis. When identifying problems and issues it is useful to ask yourself the following questions:

1. Have I listed the problems and issues in order of importance and immediacy? 2. Have I identified underlying problems or merely symptoms of problems? 3. Are the problems I have identified free of judgement and evaluation, i.e., have I been objective?

Analysis of the situation - In this step, application theory is utilized to determine the causes and implications of the identified problems: The following questions may prove helpful in your analysis:

1. What are the facts? (Distinguish between case fact and someone's opinion).

2. What inferences can I make from the facts? Do the facts support the inferences I have made? 3. What theories or models could I apply to this data in order to better understand what is going

on and why? 4. Have I made good use of theory/models? 5. Have I examined the apparent consistencies and inconsistencies in the case? 6. Are there multiple causes to the identified problems? 7. Have I drawn clear implications and conclusions from my analysis?

When developing your analysis, ensure that you are NOT rehashing the case or evaluating what should have been done or who is to blame. Your task in analysis is to understand why things have happened as they have.

Decision criteria - Decision criteria provide a means of assessing alternative solutions, as they consist of the factors which must be addressed by any final recommendation. Decision criteria may be qualitative or quantitative; however, they must be specific and clearly stated. An example of decision criteria would be: minimum 15% return on investment with no loss in job satisfaction of organizational members.

Generation of alternatives - Viable and relevant alternatives should be considered. (Don't make the mistake of considering highly improbable or worthless alternatives). They are then evaluated in terms of:

1. possible consequences (positive and negative and mixed) 2. the realities of the situation or context described in the case 3. stated criteria

When generating alternatives, pros and cons, and consequences, don't settle for only one or two or confine yourself to the obvious; in all cases, a reasonable number and range should be examined. Alternatives should represent the major possible options the decision maker needs to consider and not be a laundry list of possible actions. If there is no real choice amongst alternatives, you probably do not have a good list of alternatives! These more detailed elements of the alternative that is selected can be set out in the recommended action plan.

Decision - This step consists of a statement of your decision and a brief rationale for that decision (which alternative or combination of alternatives you recommend and why). Your decision should be consistent with your analysis and with the stated criteria.

Recommendation(s)/Action plan - An action plan is the means of implementing your decision and consists of a "timed sequence of conditional moves". The action plan specifies who does what, when they do it and how it is to be accomplished (timed sequence). The plan also anticipates the consequences of particular actions and suggests contingencies (conditional moves) should things not unfold as originally planned. A decision tree is helpful in illustrating contingencies. You can evaluate your decision and action plan by asking yourself:

1. Do my recommendations fit my analysis? 2. Am I consistent? 3. Have I addressed all the identified problems and issues in my proposed solution? 4. Have I identified the implications of my recommendations? 5. Have I been specific and clear in my recommendations?

6. Would I know what to do to implement my plan if I were reading the analysis for the first time?

In developing your action plan, remember that you are addressing what you should do now - NOT what you should have done.

This case provides you with an opportunity to think about: (a) what you would recommend to Claude; and (b) what managers can do in situations where the goodwill of employees toward the organization is eroding.