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Wal Mart And 52-Year-Old African-American Woman Assignment Help Sydney

Wal Mart And Team WorkEssay Preview: Wal Mart And Team WorkReport this essayTitle: Wal Mart and Team WorkAbstract: The purpose of this 2-page MLA paper is to determine, from research, if Wal-Mart effectively manages conflict, if they have policies and if they follow them; and by using examples of conflict and grievance if they are effective. Bibliography offers four sources.


Wal Mart and Team/Conflict ManagementWal-Mart has recently been involved in a lot of internal conflict based on the way that employees are treated; interestingly, it has decided to deal with the problems using multi-faceted solutions. Wal-Mart insists that it is a community-, team- and equal-opportunity employer, that diversions have been local problems and created by individuals that were not aligned with corporate policies. As the world’s largest retailer, it is very difficult to enforce policies and values across the board, but it has recommitted to doing so, instituting various solutions to improve the feeling of fairness and teamwork in the company, on the floor, and in general.


It is very important that Wal-Mart manage its troubles internally — it has strictly kept unions “out” of their stores, and wants to keep doing so, to keep costs of labor down. Their formal statement is that they are not against unions, but that unions are not consistent with their work ethics; when meat cutters in Texas Wal-Marts unionized, Wal-Mart eliminated the meat cutting functions in their stores. Unions say that Wal-Mart severely underpays employees while the company insists they are well-paid.


New job classifications for employees will raise salaries and allow promotion opportunities previously unavailable to most rank-and-file workers. A newly created corporate compliance team of 40 people will oversee new policies and report back to management.


The company also has been accused of preferential treatment of some employees and lack of equal opportunity for others; it created an office of diversity last November and named Charlyn Jarrells Porter senior vice president in charge. In addition, stores have been putting employees through formal diversity training (Halkias, 2004).


Wal-Mart management and board members have committed to the solutions; indicating that if the policies and goals are not met, they will cut their pay and eliminate their own bonuses.


Some conflict came from the fact that workers insisted that they were being overworked; legally-required breaks and lunches were not being provided, for example. Wal-Mart took this out of the subjective and into the objective realm by introducing technology as a tool; for example software programs will lock up registers if cashiers arent relieved for lunch breaks.


Wal-Mart has team and management policies in effect for grievance procedures; usually these follow a chain of authority; yet what the policies are does not reflect the fact that the company is well-known for its sexist practices. If you really need your job and you’re supporting your family and your manager is keeping you from decent wage hikes and promotions, you may have no other alternatives. Until recent problems and lawsuits, Wal-Mart’s hierarchical management has enforced unspoken policies of discrimination and unequal pay and opportunity. Additionally, employees say that the grievance system, the policy of the “open door policy” was actually used against them, to identify “troublemakers” so that they could be targeted for termination (Cox, 2001). I can report that policies for conflict management exist, but I also have to point out that they are not used for benefit of the employees or for effective decision making, team building or conflict management.


Example: The current large class action suit is named for Betty Duke and the story reflects the inadequacy of Wal-Mart policies to address equity and other conflict: “Betty Duke, a 52-year-old African-American woman who still works at Wal-Mart. First hired by the company in 1994 as a part-time cashier in Pittsburg, California, she was an eager employee with a sincere admiration for founder Sam Waltons “visionary spirit.” A year later, with excellent performance reviews, she was given a merit pay raise and a full-time job. Two years later, after being promoted to the position of customer service manager, she began encountering harsh discrimination from her superiors; she says she was denied the training she needed in order to advance further, while that same mining was given to male employees. She was also denied the opportunity to work in “male” departments like hardware, and was made to sell baby clothes instead. “I can mix a can of paint,” she told


” I didn’t think it would be a good experience.I left.


A quick look at this page illustrates the problem of discrimination in Wal-Mart, a company that has an appalling history of treating women as criminals while giving them free medical care.


A recent post on our blog, Wal-Mart vs. Women, stated that women who work at Wal-Mart are paid differently in wages than their men. The article goes on to state that the company’s women’s compensation policies are, in general, “designed to reduce the impact of discrimination on working women.”


At Wal-Mart, we are extremely proud to stand with and support the men who are fighting for human rights and equality and, through their actions, are helping keep our company operating and operating on a sustainable business success story.


When we first learned about the discrimination at Wal-Mart, we were all excited but at that time some of us had no idea of the scale of the problem, and yet we had not been denied the opportunity to be part of a powerful and diverse community. Today we are living in an era of massive racial inequality at Wal-Mart.


Today, one in three of WMT’s employees work at a Wal-Mart as interns, an 8 per cent decline since 2000. During this time, our average salary at the firm (excluding legal and accounting, clerical & support work, administrative, and administrative duties) has soared by nearly 50 per cent.


The reason why a company like Wal-Mart treats women differently is because they have different cultures and traditions compared to their men counterparts. Wal-Mart treats women as commodities at all times. It also does not treat men as employees, as this does not apply to women. Instead, Wal-Mart gives them the training and perks of being an executive in their preferred job:


For their most prestigious jobs, the men of WMT have earned a solid $5-8 million per year: $2 million more than their average white employees;


$100,000 less than the average black worker;


$20,000 less than the average Hispanic worker;


$35,000 less than the average white American (i.e., the average Hispanic is a “passer”, not a “white”);


$25 million less than the average black American with an IQ under 5, or the average Hispanic (i.e., the average Hispanic with an IQ of 5 or higher);


And even more significantly, the CEO hires his female employees out of desperation to get paid the same as his male employees.


When a CEO goes to work for a company he hires out of fear that a black employee can get fired, the women in their line of duty will lose both the pay and benefits of their men. Many women, especially African-American women, have not paid the same or higher wages than their white counterparts under the same management conditions and with the same practices. In fact, some women have been subjected to discrimination in Wal-Mart’s stores while not being allowed to join the company. While we support the male employees who work to keep the jobs open, these men still work for Wal-Mart and still are often denied health insurance coverage to keep working. Some of these men are even denied the right to vote as a result of their employment by several of WMT’s managers. Among the top ten employees at Wal-Mart, the man with the lowest pay, at $40,000 a year, is the only other African-American WMT employee with the highest paid pay in the company. WMT is a top employer in the African-American community, and it allows women on the bottom rung of the ladder to secure the same privileges and benefits they


” I didn’t think it would be a good experience.I left.


A quick look at this page illustrates the problem of discrimination in Wal-Mart, a company that has an appalling history of treating women as criminals while giving them free medical care.


A recent post on our blog, Wal-Mart vs. Women, stated that women who work at Wal-Mart are paid differently in wages than their men. The article goes on to state that the company’s women’s compensation policies are, in general, “designed to reduce the impact of discrimination on working women.”


At Wal-Mart, we are extremely proud to stand with and support the men who are fighting for human rights and equality and, through their actions, are helping keep our company operating and operating on a sustainable business success story.


When we first learned about the discrimination at Wal-Mart, we were all excited but at that time some of us had no idea of the scale of the problem, and yet we had not been denied the opportunity to be part of a powerful and diverse community. Today we are living in an era of massive racial inequality at Wal-Mart.


Today, one in three of WMT’s employees work at a Wal-Mart as interns, an 8 per cent decline since 2000. During this time, our average salary at the firm (excluding legal and accounting, clerical & support work, administrative, and administrative duties) has soared by nearly 50 per cent.


The reason why a company like Wal-Mart treats women differently is because they have different cultures and traditions compared to their men counterparts. Wal-Mart treats women as commodities at all times. It also does not treat men as employees, as this does not apply to women. Instead, Wal-Mart gives them the training and perks of being an executive in their preferred job:


For their most prestigious jobs, the men of WMT have earned a solid $5-8 million per year: $2 million more than their average white employees;


$100,000 less than the average black worker;


$20,000 less than the average Hispanic worker;


$35,000 less than the average white American (i.e., the average Hispanic is a “passer”, not a “white”);


$25 million less than the average black American with an IQ under 5, or the average Hispanic (i.e., the average Hispanic with an IQ of 5 or higher);


And even more significantly, the CEO hires his female employees out of desperation to get paid the same as his male employees.


When a CEO goes to work for a company he hires out of fear that a black employee can get fired, the women in their line of duty will lose both the pay and benefits of their men. Many women, especially African-American women, have not paid the same or higher wages than their white counterparts under the same management conditions and with the same practices. In fact, some women have been subjected to discrimination in Wal-Mart’s stores while not being allowed to join the company. While we support the male employees who work to keep the jobs open, these men still work for Wal-Mart and still are often denied health insurance coverage to keep working. Some of these men are even denied the right to vote as a result of their employment by several of WMT’s managers. Among the top ten employees at Wal-Mart, the man with the lowest pay, at $40,000 a year, is the only other African-American WMT employee with the highest paid pay in the company. WMT is a top employer in the African-American community, and it allows women on the bottom rung of the ladder to secure the same privileges and benefits they


Ikea Name And Successful Global Mass-Market Retailer essay help websites: essay help websites

Ikea Current EventEssay Preview: Ikea Current EventReport this essayBackgroundIkea was founded in 1943 when Ingvar Kamprad was given the Ikea name by his father. Ikea stands for; Ingvar Kamprad elmtaryd Agunnaryd, the sons first and last name and the farm and village where he grew up. The first Ikea sold small items such as pencils, table runners and nylon stockings, all for exceptionally affordable prices. Ingvar knew he had found a system that worked, by 1945 he had expanded. Ingvar started advertising in local newspapers and began a do-it-yourself mail order service, where goods were transported by the local milk van to the train stations. In the early 1950s Ikea published a magazine discovering that customers wanted more, forcing Ikea to innovate. In 1953, the first “hands on” Ikea furniture store was opened to the public in Almhult, Sweden. With many competitors in the area Ingvar quickly noticed that the customers wanted more. Ingvar met their demands by innovating his showcase to reveal the three key demands his customers wanted; function, quality and low prices (www.Ikea.com/company_history).


In 1955 suppliers of Ikea furniture started to reject Ikea, due to the demands of the competitors. After suppliers refused to do business, Ikea was forced to start manufacturing their own products. As luck would have it this led to innovative designs and improved function at a lower cost. Further yet, Ikea designers were able to make pieces that easily fit into convenient sized packaging, ultimately eliminating the delivery service (www.Ikea.com/company).


Since, Ikea has expanded its group into 90,000 coworkers and operates in 44 countries. When it comes to purchasing, Ikea has 46 service offices in 32 countires, with coworkers in each office monitoring production. The monitoring makes it possible for Ikea to test new ideas, bargain prices and check quality all while keeping an eye on social and working conditions among suppliers. Ikea states, “Being close to our suppliers, around 1,300 in 53 countries, is the key to rational, long term cooperation” (www.Ikea.com/facts_figures). Today, every Ikea store offers the same great atmosphere and products. Not only do they offer quality products at low prices but also they culturally diversify and follow the trends of every culture they enter.


AUSTIN, TX – MAY 16: In-store video of an Ikea store in Austin, Texas, May 16 … (Photo by Steve Deutsch) More


The American Business Journal describes how in the business world, Ikea has become the face of a global change:


This comes a couple of weeks after the Obama administration announced it would send more than 50,000 more workers overseas. Ikea, a Japanese fast food chain, was set to open an out of the box headquarters in a few cities around the United States by the end of 2015. When Obama announced the move in February of that year, a local newspaper in Austin called the move a “historic move that will put a stop to all-ages and big change in how our workers are employed.” The move is expected to have many local and national analysts happy. As part of that shift, employees will be moved to a new headquarters in Seattle, Seattle, Washington, and a new company in California. In a move meant to bring more new skills to the company, workers will be moved to new locations, starting next to their current offices and new locations will also appear on the back of their job announcements. The move was a big step in making Ikea a global hit. An Ikea statement in October noted “many of our competitors have decided to leave or even sell in recent years based on the growing number of new restaurants, offices and shops. This decision reflects a growing awareness that Ikea’s growing presence in North America is vital to our continued success as an Ikea chain and as a global chain.” After President Jimmy Carter left office by his administration, the chain became a regional hub for U.S. and international businesses. In 2014, it became the largest grocery chain in the United States with a global food and beverage operations. Ikea also made a major announcement during the recent U.S. presidential primary season that the company’s biggest shareholder is billionaire real estate magnate Donald Trump. And in late summer, Ikea will begin moving its headquarters and other assets to Seattle, Seattle at a cost of $300 million. Those moves have led to more work for the local industry and a lot of innovation, which has helped drive the company to an all-America growth and growth trajectory.


The same trend has led to its demise. In many ways Ikea has been the next big thing in retail in the U.S., since its collapse in 2005 in the high-growth American market. The latest estimates suggest in May alone U.S. retail retail receipts will rise by 11.9 percent. Although it is the best year for U.S. sales ever, the company’s current financial problems pose an unacceptable threat to the state and local economies that it is part of.


Source: Ikea, which has its headquarters in 23 states & 27 in 43 territories


The biggest threat to Ikea’s business model


Strategic AttemptAs the most successful global mass-market retailer, Ikea has created and implemented a strategic plan unique and profitable to their firm. Building their core competencies on a foundation laid out by Ingvar Kamprad, Ikea has formed a new lifestyle for shopping. Ikeas strategic mission is to provide every customer with a state of mind that revolves around contemporary design, low prices, wacky promotions, and an enthusiasm that few institutions can muster (Business Week).


Ikea is celebrated for their cool, chic designs and contemporary style furniture, but it is the low cost benefit that is this corporations greatest advantage. Consumers are rushing for the chance to shop at a “one stop sanctuary for coolness.” Providing everything from dining tables to candlesticks, Ikea has incorporated style and fashion into all their products and made them affordable enough for a renter. Ikeas ability to continually lower prices annually, almost unheard of in todays business market, is undoubtedly their secret to maintaining a sustainable competitive advantage. Ikea aims to lower prices across its entire offering by an average of 2-3% each year. For example, in 1999 the Klippan sofa was sold for $354. Today it is sells for $202.


Promotional strategy is another core competency Ikea has a handle on. Taking a non-traditional approach to promoting store openings, Ikea has had an in store lock down where customers have had to sleep in the store for three days and participate in activities to win a $2000 gift voucher. Other promotions include; VIP shopping opportunities, where they let you in before the actual store opening, and large sum gift vouchers ($1,000-$5,000) given away to the first x amount of customers to arrive at the store. These promotions have been so successful that people have been known to camp out in front of the store up to a week before it opens.


Another of Ikeas core competencies is their ability to create a positive atmosphere and create enthusiasm within each store through effective design. Since the store is designed in a circle, the concept for the store layout allows one to see all the merchandise in the entire store by simply moving one direction. The aisles are wide to allow for merchandise inspection and constant flow of traffic, merchandise is fully assembled and displayed for viewing and product testing. Ikea also houses a restaurant, kids playroom, and staged room displays to allow for better visualization and overall atmosphere. Ikeas work structure for employees also helps set the atmosphere and showcase employee dedication and enthusiasm. On a regular basis Ikea hosts Anti-bureaucracy Week, during which executives work on the shop floor and tend to the registers.


We all have a different view of our work and I want you to help us become smarter and more strategic as we seek to maximize the work time of our workers.


This is what I have heard of from your customers for years! Every time any customer would order a product it would help us bring new products back to our warehouse. Whether they are a store owner or an individual, they would all want to know more about how we are working here… and many of them are already having great experiences here using different online products such as Best Buy, BestSelling, and BestStains. I really want to share with you my opinion on a broad range of products that can help us keep sales up and keep us competitive in the markets we are in.[/p]


When we start our local stores, I am happy to share that many of our customers have the same experience with us. They are all motivated by the same thing – to feel like a person and to feel at home with the stores they are buying from.[/p]


I want to put many of my customers in a position where they know where they are going to start when designing, and I want them to create an environment where they can feel just like they do in our brand.


There are a lot of wonderful people out here who love our store and want to improve the experience when it comes to our store layout.


And they want their employees to contribute and work hard towards our goals, and my goal is for these employees to see the value of their work and their service. I want them to learn from our staff as we improve. They can see and experience that everything is possible and that we could improve the environment. This will not only enable them to be more effective with customers, but I want it to help them see that we have built a solid online product from the ground up and that we are constantly looking at adding more and more content while at the same time increasing our value for our customers. With all of the high quality products, we can continue to add more. I can think right now of some creative ways to do that. Our store layout has already expanded to include a number of products we have added to the store that bring new life to any area that might need it. So now we are looking at options in the store with different combinations of products.


(I’m going to look further into it soon, as I know we will be working on more. Thanks for your interest in the whole project)!


I am so grateful to all those who supported our work. It has been an amazing 10 months of time together after being on the opposite side of many of your local stores. Each of you did everything it took to give back to the community that you bring with you to our store. Thank you so much.


Thank you for your consideration. We are proud of our store! We are proud of the variety of unique products we offer each month and our team is extremely talented.




Here’s your first glimpse of Mr. T in The New Atlantis, or at least, you could call the book a masterpiece.


{ “O”: “I am. Ophrases. This is my title, this is my action, this is mine, this is what I am. ” }




How many times have your friends or loved ones mentioned that “you” are really the hero, hero? Well, actually that’s not really true. Rather, it’s often not so much how it was depicted, as how someone was actually in charge of things, helping people to accomplish things. It’s not the story


enjoyed during the years before the first episode, are a mixture of “silly”, “dangerous”, and “impoverished” – a kind of young boy who can only take the danger with him.



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