The Wal-Mart Culture is Distinctive

There are several unique aspects of Wal-Mart’s culture, Johnnie Roebuck, dean of the graduate school at Henderson State University in Arkadelphia, found when she studied the corporate management of Wal-Mart for her doctoral dissertation.

She said some characteristics of Wal-Mart culture when she studied it in 1989 and 1990 were:

Rituals. Ceremonies — almost pep rallies — at the beginning of the day at corporate headquarters and each store. Mangers would focus on individual accomplishments and recognize birthdays and anniversaries with the company, then talk about goals for the day.

Recognition. “It was the individual worker who made Wal-Mart what it was,” Roebuck said. “People are motivated more by worth and recognition rather than the money.”

Ownership. Wal-Mart employees, many of whom owned shares in the company, felt a sense of accomplishment by contributing to the success of Wal-Mart.

“They felt like they actually owned that company,” Roebuck said. “A single worker in a Wal-Mart store feels ownership. Soderquist fueled that.”

Leadership. Wal-Mart managers acted as leaders rather than managers. The difference, Roebuck said, is that managers give assignments for the day and check back later with employees. “Leaders are down in the trenches saying, ‘Together, we will achieve our goals.'”

It wasn’t unusual for the top brass at Wal-Mart to don aprons and grill food at company picnics or to join in softball games with the interns.

For years, Wal-Mart store managers didn’t have an office. Roebuck said that was to keep them from losing touch with the customers and tore employees.

Story telling. Many cultures have traditionally told stories for inspiration and, Roebuck said, Wal-Mart is no exception. When Wal-Mart employees tell stories about their managers or the executives, they would frequently break down and cry because they were so moved, she said.