TERMINAL 5 HEATHROW AIRPORT Case Study Example | Topics and Well Written Essays - 3000 words

TERMINAL 5 HEATHROW AIRPORT - Case Study Example that is normally associated with systems failure, human error as well as insufficient controls and procedures during business related transactions as well as the negative effects on reputation brought about by the inability to correctly implement the processing. (Loader, 2007) This risk can also be further subdivided into technology risk, operations risk, malicious risk, regulatory risk as well as reporting risk. The number of airline passengers as increasing globally at a rate of 5%. (IATA, 2008)This means that volume of baggage is also fast increasing at roughly the same rate. This will undoubtedly pose new challenges to many airline companies as well as airports. With baggage volumes and traffic ever increasing, this leads to stiffer security regulations as well as increases in cost pressures year after year. Due to these factors, baggage has become a much more critical factor before, during as well as after flights. This means that identification of baggage has to be reliable, accurate as well as economical in the long term. Several solutions and innovations have been introduced for this purpose like the Radio Frequency Identification (RFID) that is in the UHF range that offers the advantage of contact less writing as well as reading of bags tags. The terminal makes use of a system that has been manufactures by the Vanderlande industries. The aviation industry ships around two billion bags annually and the costs that the industry has to pay due to mishandles bags currently stands at about U.S$ 3.7 billion per year. This however excludes the costs due to delayed flights, refunds of the passengers’ parking fees that were necessitated by baggage delayed flights. If these were factored in, the costs would increase to more than US$4 billion annually. In the list of customer complaints, baggage problems are ranked as the second most common complaint. (U.S Department of Transportation, 2006) This therefore means it has a very significant impact on customer

Italian Unification between 1815-1848 Essay Example for Free

Italian Unification between 1815-1848 Essay To what extent is it true to say that there was absolutely no movement or prospect of Italian Unification between 1815-1848? Between the years 1818 and 1848 there were many revolutions in Italy starting in the year 1821. The statement above states ‘absolutely no movement or prospect,’ therefore I strongly disagree with this due to the fact that there must have been some movement to achieve what Italy were finally able to. The following essay will give different points on the statement. In my opinion, I do not agree with the statement, one main reason being there were enough people in Italy that wanted it to be unified and that fought for what they believed in. For example the secret societies. During the times Italy was under the ruling of Metternich, many secret societies were formed, with passwords, mutual protection and sometimes even semi-religious rituals. The Carbonari, the most well known society and so consequently the most important. There were approximately 60,000 members involved, and it was particularly active in South Italy, especially in Naples. There aims were relatively mild, in Piedmont and Naples for example they hoped to establish a constitutional monarchy. It is already possible to see that there was some movement in Italy from secret societies that were hoping for Italian Unification. Another reason I disagree with the statement is due to Italy being under the ruling of Metternich. Although it was difficult living under the Austrians, and they were clearly putting an obstacle in the way of unification, I believe that it was actually a large contribution to the happening of unification. For example, due to Metternich trying to belittle the country by separating it into small constituencies, it made the Italian public want to fight back, and therefore as a consequence start revolutions. Three major revolutions occurred in Italy in the years, 1820-21, 1831-32, 1848-49. I believe this proves that things were being done to help unification rather than there being ‘absolutely no movement’. Additionally there is Giuseppe Mazzini, who is said to be a key figure in the history of Italian Unification. Mazzini was born in 1805, he had one overriding aim being ‘the brotherhood of people’. He believed in the equality of human beings and of races. In 1831, Mazzini founded ‘Young Italy’, this being Italy’s first real political party. Mazzini described the party as, ‘a brotherhood of Italians who believe in a law offreemen and equals.’ Those in the party had to swear to commit themselves to make Italy ‘one free, independent, republican nation.’ Mazzini’s ideas were incredibly radical for that period of time, for example, his ideal was that the people should rise up agains their oppressors, there should be unification ‘from below.’ Eventually there was unification however it came more from above. Yet Mazzini proves once again that there was movement and prospect towards Italian unification, Young Italy being another example. Although Mazzini may not have been successful at that precise moment, we can now see that unification was actually reached. Linking to my previous point, it has been proven that Mazzini was not only famous for his radical beliefs but also for converting people to the cause. This point firstly proves that some movement was being made in the form of attracting people to the challenge that was Italian unification, but furthermore, proves further movement in the fact that there must have been an incredible number of supporters that were in favour of unification, and therefore plans must have been made to try and succeed. Finally, by seeing that Italian Unification was attained eventually, we can ultimately say that there must have been enough movement and enough prospect for the aim to be successful. For these reasons, i disagree with the statement ‘To what extent is it true to say that there was absolutely no movement or prospect of Italian Unification between 1815-1848?’ On the other hand, there are many events from this period of time that may agree with the statement previously specified. For example, after the French revolution, Metternich reinstated the previous monarchs of each constituency. Most of the monarchs were reactionary and therefore there was a large obstacle blocking the path to unification. Being such a large predicament, one can assume that there was ‘absolutely no movement.’ In addition, the lack of progress that went into uniting the country through language may have been seen as lacking and therefore lead ones opinions to believe once again no progress was being made. Furthermore, even with the countless revolutions that were attempted not one succeeded permanently. So, although this particular example goes against there being absolutely no movement, due to the fact there was clearly movement in the form of revolutions, it does agree however with there being no prospect of unification, seeing as every individual revolution from each specific country failed inevitably. This was in consequence of the Austrians suppressing the revolutions and then re inviting the previous leaders to come and transform the constituence to the way it had previously been. Following this, it is now possible to appreciate the separation between the North and South of Italy. The Northern half containing the wealthier half of the population, whilst the Southern half being populated with the poorer families. Due to this large partition, it is hard to see any prospect in Italian Unification and therefore one can easily agree with the statement above. In relation to the previous point is the division of the Apennine Mountains. In those times, the Apennine Mountains were practically the back bone of Italy, until it was partitioned into North-East and South-West by Metternich. It is understood that without a back bone, a body would be unable to stand, hence the fact that without the Apennine Mountains it would be incredibly challenging for the population of Italy to achieve the prospect of unification. Overall, one can see that there are many justifications for both sides of this argument. Although from this essay it seems the statement is in fact true, I strongly disagree. Understanding that there may be proof to support the statement, at the end of the day Italian Unification was achieved, and therefore it is impossible to say that there was ‘absolutely no movement’ because the aim was fulfilled and therefore some movement must have taken place. In conclusion, I disagree with the statement ‘to what extent is it true to say that there was absolutely no movement or prospect of Italian Unification between 1815-1848’ because this declaration clearly states that there was ‘absolutely no movement’ towards Italian Unification between those years, yet unification was completed, thus whether there was a lot of movement, or in some case a little, there was undoubtedly more than none, and for this reason I forcefully disagree with the statement.

Organisational behaviour for Woolworths

Organisational behaviour for Woolworths Introduction Woolworths Woolworths was a high-street retail chain, which at its height operated more than 800 stores nationwide, and employed more than 30,000 staff. In late 2008, Woolworths entered administration, and subsequently closed in 2009. Each branch employed a mixture of full time and part time employees, and there was a distinct hierarchy apparent. At the top of the hierarchy was the head of branch responsible for the overall performance of the store. Then there were senior managers usually two present each day, they were responsible for the management of the general day to day operations of the branch. This included stock control, staff rotas, and the cashing of money at the end of the day. Full -time employees were next, and they tended to be middle aged, who worked week days. They were regularly delegated tasks by the management. At the bottom of the hierarchy were the part -time employees. They were often students, who worked during the evenings when the store was closed and at the weekends when the shop was busier. They were given little responsibility, as the majority of them were apathetic to the performance of the organisation. They were mainly there for financial reasons, rather than to pursue a career in retail. As the majority were students, the staff turnover was very high and this resulted in the management giving these employees few opportunities. This hierarchy was on the whole effective, as part time employees were happy to follow orders from full time employees and senior managers. Management at Woolworths were somewhat removed from their staff. Because of the informal hierarchical system in place, head of branch had little communication with part time employees. This meant that the management didnt know many of their staff on a personal level, which in turn resulted in a poor application of motivational methods. This report will look at the effects that management has on employee motivation at a particular branch of Woolworths. It will assess the different techniques used by the organisation as a whole, and by the branch managers, to motivate the employees. This report will also make a number of recommendations for ways in which management can motivate these employees more effectively in Woolworths future enterprises. HR/Organisational Behaviour Motivation In times of recession, the need to motivate staff is probably as strong as ever. As many employers wont have a large budget for recruiting and training staff, they will want to hang on to their most talented and skilled workers to ensure their business survives the recession and remains competitive in the upturn (Sullivan, 2009). Employees in any organisation need something to keep them working to the best of their ability. In most cases employees are driven by money. However, sometimes just a salary is not enough to stay at an organisation. An employee must be motivated to work for a company or organization. If an organisation fails to motivate its staff effectively, then productivity and quality of work will deteriorate. Keeping someone working to the best of their ability is the ultimate goal of employee motivation. There are many methods to help keep employees motivated, this report will look at a number of theories involving the effect that management has on employee motivation, and will aim to apply these to a branch of Woolworths. Motivating staff is one of the most important responsibilities for a leader in an organisation; however it is also one of the most difficult. Doing so goes a long way toward ensuring a professionally healthy and productive work environment (Staren, 2009). Because there were a large number of part-time student employees working at the branch of Woolworths, managements biggest challenge was to keep these particular staff motivated. It is common for younger employees to see this kind of job as simply a means to make money. As they have few financial responsibilities, they are less likely to feel the need to impress management and work to the best of their ability to keep their job. It is of the opinion that a low quality of service was a key factor in the ultimate failure of Woolworths. Because many staff were not motivated by their work, there was a knock-on effect on the quality of work carried out. This resulted in a poor customer feedback and most importantly a poor reputation. The emphasis was therefore on the management to try and change this impression. The following is a literature review of motivational theory. It will begin by looking at the factors of an employees job that most motivate them, followed by an in depth analysis of the effect of management on motivation. Literature Review What motivates an employee? In the early part of the 20th Century, employees were considered just another input in the production of goods and services. When Henry Ford first developed his assembly line for the Model-T, workers were treated as though they were another machine in the process, their skills reduced to a single task out of the 84 steps Ford had divided Model T production into. However this view of thinking changed after the publication of the Hawthorne Studies. Professor Elton Mayo examined the impact of work conditions in employee productivity, and following experiments conducted over six years, came to the conclusion that employees are motivated not only by money, and that employee behaviour is related to other behaviour. Studies in this area showed that â€Å"interesting work† has been the most important motivational factor. It is maintained by Hackman (1975) that interesting and challenging work inspires people to perform better than required, exerting additional effort in order to experience a sense of fulfilling their potential and accomplishing worthwhile ends. Creating interesting work might be a challenge for organisations however. According to Kovach (1989), its hard to make all work in an organisation interesting, as its on a personal level, and what may be interesting to one person may not be interesting to another. Situation plays an important role and motivation varies over time and situation as well. Kovachs study shows that younger workers with low incomes in non-supervisory positions were most concerned with money, job security and prospects of promotion while older workers with higher incomes and higher organisational positions were motivated more by the work and its quality. There have been many surveys conducted on the factors for employee motivation. The first of which was by the Labour Relations Institute of New York in 1946, on industrial employees. Appreciation of work done was most important motivating factor in the first survey, as well as in 1997. But in the last decade, good wages became the most common factor. Demographics, such as income and location, should be considered when analysing these attitudes, according to Wiley (1977). One of the key factors of a motivated workforce is the leadership they are given. Good management of staff can ensure an organisations employees work to the best of their ability. The role of leadership when motivating staff McGregor (1960) maintained that there are two fundamental approaches to managing people. Many managers tend towards theory X, and generally get poor results. Enlightened managers use theory y, which produces better performance and results, and allows people to grow and develop. With theory X, a manager has little respect for their employees skills and considers that they need to be closely supervised and that comprehensive systems of controls developed. A hierarchical structure is needed with narrow span of control at each and every level. They assume that the average person dislikes work and will avoid it they can, therefore employees must be forced towards organisational objectives, with the threat of punishment. They also assume that employees prefer to be directed, to avoid responsibility and wants security above all else. Beliefs of this theory lead to mistrust, highly restrictive supervision, and a punitive atmosphere. With theory Y, management believes employees to be ambitious, self-motivated and exercise self-control. It is believed that employees enjoy their mental and physical work duties. Theory Y managers believe that employees will learn to seek out and accept responsibility and to exercise self-control and self-direction in accomplishing objectives to which they are committed. An additional theory, Theory Z, was developed by William Ouchi, in his book 1981 Theory Z: How American management can Meet the Japanese Challenge. It promotes a combination of theory Y and modern Japanese management, which places a large amount of freedom and trust with workers, and assumes that workers have a strong loyalty and interest in team-working and the organisation. McGregors work can be related to McClellands achievement model. Due to their high task focus, achievement-motivated people have a tendency towards X-Theory style; however an nAch manager can be trained to see the value of employing Theory Y style. NPow managers are almost definitely Theory X and nAffil are typically Theory Y and if not can relatively easily be trained to be so. McGregors work was based on Maslows hierarchy of needs. This theory is one of the most widely discussed theories of motivation. The original Hierarchy of Needs model was developed between 1943 and 1954, and first widely published in Motivation and Personality in 1954. It concerned the responsibility of employers to provide a workplace environment that encourages and enables employees to fulfil their own unique potential (self-actualization). He proposed that each of us is motivated by needs, and that these most basic needs are inborn. Maslows Hierarchy of Needs states that we must satisfy each need in turn, starting with the first, which deals with the most obvious needs for survival itself. Only when the lower order needs of physical and emotional well-being are satisfied are we concerned with the higher order needs of influence and personal development. Conversely, if the things that satisfy our lower order needs are swept away, we are no longer concerned about the maintenance of o ur higher order needs. McGregor suggested that management could use either set of needs to motivate employees. As management theorists became familiar with Maslows work, they soon realized the possibility of connecting higher level needs to worker motivation. If organizational goals and individual needs could be integrated so that people would acquire self-esteem and, ultimately, self-actualization through work, then motivation would be self-sustaining. Today, his Theory Y principle influences the design of personnel policies, affects the way companies conduct performance reviews, and shapes the idea of pay for performance. David McClelland proposed that an individuals specific needs are developed over time and are fashioned by ones life experiences. The majority of these needs can be classed as either achievement (nAch seek to excel), affiliation (nAff need harmonious relationships with other people and need to feel accepted by others), or power (nPow seek to benefit either themselves or the organisation). An employees motivation and effectiveness in certain job functions are influenced by these needs. Management should seek to understand their employees needs in order to achieve maximum motivation. The importance of each of these needs will vary from one person to another. If management can determine the importance of each of these needs to an individual, it will help them decide how to influence that individual. By using these theories to address an individual employees needs, management could increase motivation by utilising Management by objectives (MBO). MBO is a systematic and organized approach that allows management to focus on achievable goals and to attain the best possible results from available resources. It was first outlined by Peter Drucker in 1954 in his book The Practice of Management. It aims to increase organizational performance by aligning goals and subordinate objectives throughout the organization. Ideally, employees get strong input to identify their objectives, time lines for completion, etc. MBO includes ongoing tracking and feedback in the process to reach objectives. With MBO, managers focus on the result, not the activity. They delegate tasks by negotiating a contract of goals with their subordinates without dictating a detailed roadmap for implementation. Management by Objectives (MBO) is about setting objectives and then breaking these down into more specific goals or key results. Application of OB theory to its organisational practice This review of management practise has a number of implications for Woolworths management. Recognising the needs of individuals within the workforce can help management develop their methods and will enable them to get the best out of each individual employee. By using Maslows Hierarchy of needs, management might be able to profile their full time and part time employees effectively. By applying McClellands principle at the beginning of an employees career, management can get a deeper understanding of the profile of their employees. In the past, it could be assumed that all part-time staff have the same desires and needs from their job. It is fair to assume that they are all there for financial reasons only. However by applying this theory, it might be found that there are employees who wish to pursue the job and turn it into a career. They would fit into the nAch group of McClellands theory. Recognising this will give the management the opportunity to develop this employee and to hand them more responsibility in their work. This will motivate the employees which in turn will benefit the organisation. The majority of the part time workforce would fit into the nAff character, as they seek to have harmonious experiences and would seek to make their job as straightforward as possible by forming friendly relationships. It is the managements responsibility to ensure that the working environment is suitable for these employees, as they make up the majority. It is vital that the management recognises McGregors X and Y theory. At the branch of Woolworths in question, there were a number of managers who would fit the theory X character. In this particular field, where one of the key roles of management is communicating with their staff, this had a very negative effect. Although it would be fair for a manager to assume that many of their part time staff are apathetic to the organisations success, this is not the case. By not offering them any responsibility would not be a pragmatic decision, as it would simply deter staff further from reaching their potential ability at work. A theory Y character on the other hand may not be suitable for this type of work force as well. As accepted in this report, the majority of the part time workforce is there simply for financial reasons. Giving them too much responsibility may result in a lack of effectiveness, as they feel they can get away with doing a lacklustre job without being held responsible. Instead a mixture of theories X and Y might be the most suitable to manage a retail workforce, where the management might delegate responsibility to employees and give them some independence at work, whilst still keeping a close eye on their progress. The MBO style is appropriate for knowledge-based enterprises when your workforce are competent. It is appropriate in situations where you wish to build employees management and self-leadership skills and tap their creativity, tacit knowledge and initiative. Therefore it may not be suitable for the majority of employees at Woolworths. However the head of branch should have used this style to set regular objectives for their senior managers. This would have a positive effect on all employees in the hierarchy, as the senior managers will become more motivated and will in turn motivate the staff more effectively. Conclusion Lessons for management Successful work environments are characterized by open communication at all levels. The effective manager realizes that identifying positive motivators requires knowing his staff on an individual basis. He recognizes that what motivates one member, even in the same role, may not be the same for another (Staren, 2009). Woolworths management should have considered indentifying each of their employees needs and motivating factors early on in their role and ensured that they treated their workforce as individuals. Woolworths management should take advantage of incentive based motivational methods in which performance is guided by objectives. By meeting regularly with staff to determine mutually agreed upon goals and objectives, this could have considerable motivational effects on its workforce. The managers should have ensured that the staff members had appropriate authority or are otherwise empowered to proceed as they deem necessary to accomplish their jobs. Giving staff more responsibility will only have a positive effect on their motivation. The key is understanding the type of responsibility they desire.

Advantages of a Public Limited Company (Plc) :: Business and Management Studies

Advantages of a Public Limited Company (Plc) Tesco is a public limited company (plc). A lot of big companies go public. This is because unlike a private limited, a plc is able to advertise the sale of shares and sell them to members of the general public though the stock exchange. Advantages of a Public Limited Company (Plc)  · Shares can be advertised  · Shares can be sold through the stock exchange  · Large plc’s may find it easier to borrow from banks  · Shareholders have limited liability  · Cheaper borrowing and bulk purchasing Disadvantages of a Public Limited Company (Plc)  · Going public can be expensive  · Some plc’s can grow so large that they may become difficult to manage effectively  · Risk of takeover by rival companies who have bought shares in the company A lot of companies go public. This is because of all the advantages on top. The shares can be advertised so that means more people will see it and might invest in it. The shares can be sold through the stock exchange. This means it is open to the public and it’s not only the people who get invited can by its share. Tesco can find it easier to borrow from banks because the banks know that they will get their money back with there interest. There are several different types of owner ship. They are: * Sole traders * Parternership * Private limited companies * Public limited companies (Tesco’s) * Co-operative * Not for profit or a charity * Franchise Sole trader A Sole Trader is a business that is owned by only 1 person. They are responsible for everything that goes on in the business. An example of a sole trader is usually an off licence, taxi driver, sweet shop etc. Advantages of a Sole Trader ---------------------------  · Easy to set up – no legal formalities of fees  · Own boss and can make all the decisions  · Keep all profits  · Can be set up with relatively little capital  · Personal contact with customers can encourage consumer loyalty Disadvantages of a Sole Trader ------------------------------  · Owner have limited funds and may find it difficult to borrow money from banks  · Owner have to work long hours and cannot afford to be sick  · The owner have unlimited liability  · The owner must be a ‘jack of all trades’  · Small businesses are often unable to benefit from bulk purchase discounts. Partnership ----------- A partnership is a business owned by two or more people. There can be a maximum of 19 people in a partnership. Forming a partnership is one solution to overcoming certain disadvantages associated with running a

Piri Thomas’ “Alien House” Essay

Throughout the short story Alien Turf, Piri, a little Puerto Rican boy who just moved to an all-Italian neighborhood encounters many obstacles. Piri will face rejection and inadequacy. He gets teased, and beaten up, but still, he stays strong and acts older than he really is. At the end of the story, Piri is encountered with a strong sense of compassion from Rocky, an Italian boy who had previously beaten him up. The boys realized that racism is only skin deep, but each person may be a kind, caring human being. In the beginning of the story, all Rocky saw was a Puerto Rican invading his Italian neighborhood. According to him, only Italians belonged in the neighborhood, and Puerto Ricans, like Piri and his family, should be ultimately banned. Racism is a belief that one race is the primary determinant of human traits and capacities. Racial differences may produce an inherent superiority of a particular race. Rocky fully lived by this in the beginning, and even throughout most of the story. What is compassion? According to the Merriam-Webster Dictionary, compassion is sympathetic consciousness of others’ distress together with a desire to alleviate it. Some other people may see compassion as being sympathetic toward someone or something when they are struggling or having some sort of problem. If this is what compassion means, then Rocky truly showed compassion for Piri at the end of the story. During the last fight that the Italian boys got into with Piri was when everything changed. One of the boys screamed to Piri from down the street, â€Å"You even buying from us paisans, you must wantta be an Italians.† Usually, he would just run away from them, but this day was different. Piri, sticking up for himself, screamed back to them, â€Å"I wouldn’t be a guinea on a motherfucking bet!† Rocky and his gang were shocked that he said this. The boys started fist fighting and Piri hit Tony in the stomach as hard as he could, watching him fall to the ground. Tony grabbed a handful of asphalt and threw it in Piri’s face. Rocky hit Tony in the face, knowing that his friend had crossed the line. Rocky showed compassion by sticking up for Piri. He took Piri’s hand saying,  Ã¢â‚¬Å"Comon kind, lemme take you home. Rocky recognized that yes, Piri was a little bit different because he was Puerto Rican, but he was also a human being. He realized that racism is only skin deep, and everybody has feelings. Piri was also touched in this instant. He never would have thought that any of the boys, especially Rocky, the leader of the gang, would ever stick up for him. To his amazement, not only did Rocky yell at his friend, but he also threw a couple of punches at him. Compassion was displayed in this because Rocky new that even though he really didn’t like the fact that there was a little Puerto Rican boy that moved into his neighborhood, he could not dismiss the fact that what his friend did was wrong. He was going to help this little boy out. Rocky experienced a true epiphany during this part of the story. His views about everything were disregarded in that instant when his friend threw the asphalt in Piri’s face. He knew that if they really wanted to, they could have beaten Piri up real bad since he couldn’t see, but Rocky knew that it would not be a fair fight. Rocky also recognized the fact that Piri needed his compassion and care in that instant, and that was exactly what he was going to do.

buy custom Wal-Mart as a Company essay

buy custom Wal-Mart as a Company essay Wal-Mart as a company is successful. They have been able to meet the needs of the consumer and at the same time get high returns for their business. Their big secret for this is making use of the latest technology and low prices for the consumer. Debates and interviews have been made on whether the company is good for America or not. Many people see the benefits of Wal-Mart as a firm and attribute it to the economic transformation that America has experienced. Wal-Mart as a firm has brought a great transformation in the American economy. The consumers have always demanded goods that they could afford in the consumer market. Unfortunately, they have been subject to exorbitant prices from the retailers, who have had no option due to high prices passed on to them by the manufacturer. Wal-Mart has therefore come in as a great relief for both the retailer and the consumer. As we speak, the retailer has the greatest say, with the manufacturer having to adjust the costs. This is a big step into better business, with better products and great bargains for goods and services. The consumer also has more choices. They can buy goods that come from the global market unlike earlier on when they would have to make a lot of effort to receive such goods. Other nations have been able to succeed forming the move. For example the suppliers such as China and Asian countries have doubled up their returns, making it more attractive for many other nations to move towards the same direction. It has also made it easy for the balance of payments to reduce due to the heavy transactions carried out everyday. The deficits that once existed and looked impossible to do away with them have truly been reduced. Therefore many nations may want to get business deals with such companies. The market in China for example has become busy, their ports full of activity and more of this is expected in the future. However some other people argue that the Americans want better standards of living than they want low priced goods. They want to be kept in a formal employment with a decent salary at the end of the day, something that Wal-Mart has done away with. They feel that the profit the company makes is nothing comparable to the many needs of the American citiz en. Wal-Mart has brought in a great economic benefit to the Americans. The critics of the same may have genuine concerns but the company cannot be done away with. The benefits are away above what has been the expectation of the majority. However, the disadvantages must be checked to ensure that Americans are able to embrace the companys ideas and efforts wholeheartedly. Buy custom Wal-Mart as a Company essay