How can I change management process at my retail company?

My retail company is stuck in old management habits. They're especially difficult for the bottom-of-the-rung sales clerks, like me. What can I do to change management process so that entry-level employees get more respect and equal treatment?

In my experience, I have always found that all Retail companies have a 'personality'. This also reflects the nature of the owner/promoter. A lot of internal processes,policies and procedures would reflect the individual owner's perception and vision he wants to achieve in his retail company.

It is good for an individual to have a business vision. However, many successful (entrepreneurs) retailers often start believing that their 'vision' is the best.Hence, psychologically, they tend to close his mind on 'thinkers' to be employed.They feel that employees are mere a tool to achieve his 'vision' or dream...Sub consciously they build the middle level management also imbibing this character and close their minds to receiving innovative thinking / suggestions or highly charged subordinates. Hence the acceptance of 'intelligent' and 'enthusiastic' entry level staff is very low...
You mentioned 'old' management habit... this is the exact reflection of this 'one' person's vision/ambition. Sometime it is also confused as 'company policy' or 'tradition' and hence no one attempts to question or challenge it

Ironically, it is the bottom of the rung sales clerk who actually deliver the 'vision' of customer.To imbibe the same spirit is the real challenge faced by the middle / senior management team. The percolation of this 'spirit' of service dedication more often fails. Hence the new employees do not get the same respect and equal treatment.

Solution: As long as middle / senior management have closed minds and are afraid of 'empowerment' it would be difficult to achieve this. But, if highlighted properly in a suitable manner, the management would accept this and over a period of time,will change their outlook towards the new entrants.

Regard

V Muralidharan