More often than not, businesses feel obligated to run head on into marketplaces, missing out on potential opportunities that come with planning. Industry leaders have long decided that the achievement of a business is dependent on its organizational structure (Burns & Stalker, 2010). Often times the company's structure is not given sufficient attention or overlooked, throughout the strategizing development. However the duty lies on the shoulders of executives to plan a basis that is able to survive the many trials and reservations of the organization's environment. The vagueness in an organizational environment can govern a business's structure (Burns & Stalker, 2010). Proper structure is an outline of associations that has been perceptively reflected and put into action. This structure comprises of a formal chain of command of control as well as rules and techniques and other thought-out efforts to control behavior.
The founder of Wal-Mart, Sam Walton, sought to gain status in retail through establishing a discount retail business in 1962 (Walmart Corporate, n.d.).
At first the retail stores begun in small cities in the southern states of The United States (Walmart Corporate, n.d.). Throughout that period these stores were considered as the least lucrative merchant; nonetheless it has expanded past much of its competition. Mr. Walton's mission was to have a daily low priced discount retail store. Now, his dream has evolved into a worldwide corporation provide work to more than 2.2 million people globally and approximately 10,130 stores and clubs across 27 countries (Walmart Corporate, n.d.). Actually, if one thinks about it from the point of view of the shopper, he or she want the whole kit and caboodle, a vast range of respectable quality products, the lowest probable costs, surefire satisfaction with what he or she purchase, pleasant, knowledgeable service,