preferred budget” for employment which would allow managers to staff their stores so that managers can staff their stores at adequate levels but there is always a gap between the preferred and the actual budget. The stores are always understaffed and the difference between the two budgets tells the managers how much more work they need to extract from their workforce (Head, 2004). The medical plan of Wal-Mart for their employees was too expensive and the Associates had to manage through Medicaid on their own. In 2003 it was evident that they were trying to squeeze their suppliers. To save costs, they usually dealt with unbranded suppliers. They did use technology to link themselves with their suppliers so that they could exchange real-time information. Wal-Mart had already come under criticism for its labour standards, as they insisted that their suppliers comply with the standards concerning child labour, workplace safety and any other local laws (Ghemawat, Bradley & Mark, 2004). The 2001 audit revealed that more than half of the international suppliers’ factories violated the norms. Even though the company claimed that finally all the suppliers had complied but in 2003 they were voted as the “Sweatshop Retailer of the Year”. Wal-Mart faces strategic social challenges such as weaving their social and political awareness into their corporate strategy. Reviewing and Revising Wal-Marts Benefits Strategy.
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