DBN 601 Organisation Management: Kmart Analysis, Term 2 2018

This report provides an analysis of Kmart's organizational aspects, including its ethical, social, cultural, and professional behavior. It delves into the company's commitment to integrity, ethical sourcing, and corporate social responsibility, highlighting its efforts to minimize environmental impact and promote diversity. The report also examines the application of Maslow's Hierarchy of Needs and Herzberg's Two-Factor Theory to Kmart's employee motivation strategies. Furthermore, it discusses the importance of strategic decisions in ensuring the sustainability of Kmart's business operations, referencing the company's rebranding strategy in 2000 as an example. The analysis concludes that Kmart has successfully fulfilled its responsibilities in the industry by embracing local culture and prioritizing environmental sustainability.

Analysing the organizational aspects

Introduction
Kmart was opened in Henderson,
Auckland in the year 1988. The opening
and setting up of the entire store was
the start of a new revolution in the
retail sector of New Zealand. The
organization is known in the industry for
delivering products at the lowest prices
with the help of more than 200 stores
all across New Zealand and Australia
(Kmart.co.nz., 2018).

Ethical behaviour in Kmart
The organization has been operating
with the highest levels of integrity by
complying with the regulations and
obligations that are set by the
authorities. The company has been
following the ethical sourcing code
which is based on the ways by which
business operations can be conducted
in an effective and sustainable manner
(Durand, Grant & Madsen, 2017).

Social behaviour in Kmart
The corporate social responsibility
based report of the company has been
able to prove that Kmart has been
successful in fulfilling the
responsibilities that are related to the
impact of organizational processes on
the environment (Dyer et al., 2015).

Cultural behaviour in Kmart
The organization has included
aboriginal people in the workforce
which has enabled Kmart to become a
diverse workplace. The main aim of the
company is thereby to welcome
everyone and further ensure that the
team is able to reflect the communities
where the company has its operations
(Durand, Grant & Madsen, 2017).

Professional behaviour in Kmart
The professional behaviour of the
employees has provided satisfaction to
the customers. The services that are
provided by the company to the
customers are important to create a
position of the Kmart. The company has
further enhanced its professional
behaviour with the help of the loyal
customer base (Dyer et al., 2015).

Two motivational theories
Maslow’s Hierarchy of needs
Physiological needs – This stage of needs is related
to the basic requirements of employees.
Safety needs – These needs are based on the
safety that employees feel in the work
environment.
Social needs – These needs are based on the care,
love and affection of individuals.
Esteem needs – The internal and the external
esteem needs are a part of this stage.
Self-actualization needs – This stage is based on
the urge of an individual to achieve something
(Hill, Jones & Schilling, 2014).

Two motivational theories
Herzberg’s two factor theory
Hygiene factors – The factors play an
important role in providing motivation
to the employees.
Motivational factors – The motivational
factors are important to increase the
productivity of employees (Hill, Jones &
Schilling, 2014).

Sustainability of the business
operations
The strategic decisions are mainly
responsible for the sustainable
operations of a business organization.
The strategic decisions also affect the
long term operations of the organization
in the industry in which it operates. The
organizations are able to move forward
if they are successful in taking the
appropriate decisions that are based on
the strategies (Dyer et al., 2015).

Examples based on Kmart
Kmart had implemented the strategy of
rebranding in the year 2000. The
footfalls of the customers had reduced
and this had led to the lack of
profitability of the organization. The
management had taken decisions that
were based on the rejuvenation of the
organization and the brand name as
well (Kmart.co.nz., 2018).

Conclusion
The organization has also fulfilled its social responsibility to reduce the
impact of its operations on the environment. The culture of the company is
also based on the ways by which the employees are able to embrace the
local culture. Kmart has thereby been able to fulfil the responsibilities that
are necessary for operating in the industry.

References
 Durand, R., Grant, R. M., & Madsen, T. L. (2017). The expanding
domain of strategic management research and the quest for
integration. Strategic Management Journal, 38(1), 4-16.
 Dyer, J. H., Godfrey, P., Jensen, R., & Bryce, D. (2015). Strategic
Management: Concepts and Cases. Wiley Global Education.
 Hill, C. W., Jones, G. R., & Schilling, M. A. (2014). Strategic
management: theory: an integrated approach. Cengage
Learning.
 Kmart.co.nz. (2018). [online] Available at:
https://www.kmart.co.nz/about-kmart [Accessed 15 Jun. 2018].