Tanglewood, Inc. ------------------------------------------------- Human Resources Consultant March 11, 2012 Case 1 Donald Penchiala Staffing Services Director Tanglewood Inc. Per your request I have reviewed the case study of your company, Tanglewood, Inc. for purposes of developing an efficient staffing strategy that meets current and future organizational goals. Identification of Business Strategy & Goals Adhering to your mission statement; Tanglewood is dedicated to being “the best department store for customers seeking quality, durability, and value for all aspects of their active lives.” Their business strategy and goals are to provide maximum value to their customers, shareholders, and employees “by adhering to the core values of responsible financial management, clear and honest communication, and always keeping performance and customer service in the forefront.” Tanglewood’s rapid expansion over the past five years has compromised their 1984 vision of having each of their stores being a small and personable shopping experience based on strong employee participation, customer satisfaction and profitability. Although aesthetically each store looks the same – an outdoor theme with real wood décor and use of natural colors – the lack of uniformity among organizational practices, management styles, human resources practices and company culture is adversely affecting their ability to successfully meet their mission and organizational goals. Taking this into consideration - Tanglewood’s rich history, its competition, current staffing strategy and desire to grow and maintain a strong internal culture - I have detailed my recommendations below.
Case Study 1 Midsouth Chamber of Commerce (A): The Role of the Operating Manager in Information Systems Introduction In order to increase efficiency and productivity of the Midsouth Chamber of Commerce (MSCC), Leon Lassiter, Vice President of Marketing, decides that MSCC could benefit from a systems and software upgrade for each division. However, Mr. Lassiter’s effort to accomplish this failed as additional steps were not taken in order to ensure a smooth and seamless transition. Background Leon Lassiter, Vice President of Marketing for the Midsouth Chamber of Commerce (MSCC), conducted an assessment of each division within the organization. His findings concluded that information systems were limited in capability and lacking in operational capacity to better support its members. Mr. Lassiter realized that new information systems for MSCC would have to be eventually implemented.
Lastly, sound research plan has to be implemented and adhered to, to ensure that the proposal is sound and does not go off-topic. Bibliography Shank, M. (2004). Sports Marketing, A Strategic Perspective(international edition) (3rd ed). Gillis, R. (2010, November 1). Soccer's Biggest Signings.
1. What opportunities are there for advancing the ideas of self-management in BladeTech? a. Who reports to whom: Replace the top-heavy management hierarchical model with a flat organization without human bosses. This would mean employees would not have titles and instead of reporting to a boss, they would report to each other by means of open communication regarding the commitments that each of them makes regarding their work.
Supervisor-Subordinate Communication Effect on Performance, Trust and Morale Successful communication between supervisor and subordinate determines the success of employees. What happens if there is a lack of communication between supervisors and employees? This paper explores the perception of lack of communication between supervisor and subordinate and how this affects an employee’s performance, trust and morale. My research will identify, partially through the use of an employee questionnaire, specific situations where employees perceive a lack of communication. My study will help develop my managerial skills as well as offer alternative training ideas for newly developing managers within my organization.
Talent management is the processes of helping an organization generate a continuous supply of highly productive individuals in the right job, at the right time (Sullivan, 2004). Talent management is also a continuous process that help organizations build an image to attract the very best prospects, ensure that new hires are immediately productive, be able to retain the very best, and assist the continuous movement of talent within the organization to where it can have the most impact (Sullivan, 2004). Why is Talent Management Important to RIM: As mentioned above, RIM is engaged in an industry that is continuously changing and improving the way we communicate wirelessly (Vuong, 2008). In order to keep up with the competition, RIM will need to effectively employ and integrate a talent management strategy on a global scale. By adapting this new strategy, RIM will not be limited in their recruiting process.
A transactional leader generally does not look ahead in strategically guiding an organization to a position of market leadership; instead, these managers are solely concerned with making sure everything flows smoothly today. Transformational Leadership A transformational leader goes beyond managing day-to-day operations and crafts strategies for taking his company, department or work team to the next level of performance and success. Transformational leadership styles focus on team-building, motivation and collaboration with employees at different levels of an organization to accomplish change for the better. Transformational leaders set goals and incentives to push their subordinates to higher performance levels, while providing opportunities for personal and professional growth for each employee. 1.
The reasons are as follows. Firstly, from the perspective of customers, the sales department only explains the new technology to fabricators, so the customers are not aware of the new production process, wondering whether the new product has the same dimensional and physical properties and the same cross section as a rolled wide-flange beam. Besides, they cannot understand why Steelco makes extra efforts for something unfamiliar with no price advantage. So it is extremely important to use certain promotion method to inform customers the new
This includes acquiring and training brand new staff, locating unused facilities, installing phone and computer terminals, and building required links to the company’s computer system. The customer service function is not considered by employees to be a critical job function so companies routinely hire sub-par employees which lead to problems with constantly recruiting new employees and train them. A company can avoid this issue by giving the task to a supplier. The optimal suppliers have good recruiting skills to select right kinds of people, pay and benefit levels calculated to retain their existing staffs, and ongoing training programs designed to maintain the quality of their staffs. An important reason for using a customer service supplier is that the company is dealing directly with the customer through this function and must present the best possible face to the customer.
I believe that employees want to be able to go to work and be themselves and not act the way the “company wants them to” this makes employees “uptight” and in returns makes more mistakes in the workplace. If you are uncomfortable at work you are more tolerable to making mistakes, saying something that you did not want to say. If you are having “fun” at work you are being yourself and more work will get done with less mistakes. Southwest Airlines does not offer any incentive pay to their employees or pay based on performance. Instead Southwest offers employees ongoing opportunities to learn and treating their employees with the same level of respect the company expects to give to their passengers, generous profit sharing and flexible benefits programs that allows for a