Page 237 - DCAP208_Management Support Systems

Management Support Systems

Notes
employees. An updated current summation of staff will comfort staff due to their frequent
performances. It is quite satisfying for the staff at the Wal-Mart when they receive Awards
and cash gifts from the manager to enhance their morals. Perfect performance is derived
by the Manager of Wal-Mart selecting the best employee of the year annually to lift up the
staff spirit and motivation by issuing gift vouchers as rewards. The conclusion for the
Wal-Mart is achieved by a thorough management checked by performance. Need to check
out behavioural perfection for all components blending in together.
At the Wal-Mart stores, staffs are a priority with union factors being checked out carefully,
plus added value to stakeholders for stability. There should be no interference with staff
due to less staff levelling. The recruitment should administer to correct quality and quantity,
who will be accountants, admits, producing items, selling and managerial. Unions thus
should be more co-operational to staff and managers. Staff priorities family even with
perfect packages given with benefits, whose expectation and goal is deemed important to
the firm. The staff are motivated properly and always focused for positivist throughout,
and not just qualifications stashed away in office metal cabinets.
Wal-Mart’s Concept Map
The need to have a sound knowledge management system is one key driving force behind
Wal-Mart’s success. The corporation maintains and acts upon awareness in a potentially
changing scope and as such, the directions of many of its investment projects has been the
major compelling factors in determining which strategy to best adopt. In this regard,
Wal-Mart regularly has established and regularly assesses the scope of its knowledge
management Endeavour. The corporation’s experience has shown that failure to keep
track of changes in knowledge management can lead to adverse elicitation effort that may
well go into directions that do not serve the goals and aspirations of the business
(Terreberry, 1968).

Wal-Mart’s actual elicitation of knowledge takes different forms and these can be categorized
broadly into those which are direct and the indirect. Direct methods of eliciting knowledge
occur in collaboration with expert programs and are very efficient in knowledge
management. These are chosen from a vast array of techniques some of which are based
upon interviews and analysis of familiar techniques. Indirect methods of eliciting
knowledge are on the other hand enhanced through study or use of relevant information
resources as can be identified by knowledge engineer. Knowledge management and
elicitation process as such leads to creation of concept maps that are included in the
corporation’s knowledge models.
Conclusion
Although knowledge management activities are all over the map in as far as Wal-Mart
stores is concerned particularity in regard to technology development and its subsequent
implementation, the stores have not yet fully reaped all the benefits that accrue from its
implementation. Recent analyses on the corporation’s pursuit of knowledge management
strategies have demonstrated on the relationship between technological investment and
improvement in business performance. All in all, the corporation seems to be faring quite
well with regard to the way in which it is implementing knowledge management not
only as a way of enhancing profitability and financial growth but also as away of remaining
competitive in a turbulent world of businesses.
As of now, the company is contend with its leading position in the retail business on the
global scale but still has more work ahead to ensure that it retains this commanding
position. The realization of this will no doubt depend on the corporation’s ability to
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