External or Internal Hiring: Tanglewood should hire internally for management positions and externally for entry level positions. A successful organization should be grooming their future leaders from the start anyway, so that when the time comes, there is an ample amount to choose from. Core or Flexible Workforce: Tanglewood should keep a core workforce. I would strongly advise against them hiring temporary employees. Although helpful, temporary employees will not maintain the cohesive employee and company culture as would permanent employees.
Case One: Tanglewood Stores and Staffing Strategy To: Daryl Perrone, Staffing Service Director and Marilyn Gonzalez, Vice President of Human Resources From: Shanca Cooper, Staffing Consultant Memo: Tangelwood Staffing Strategy I want to thank you for giving me this opportunity to provide you with some excellent staffing strategies for your company. With the continuous growth of your company we must ensure your employees are not only knowledgeable but inefficient in all areas of the company’s mission. In order to complete this task I should explain to how we’re going to get there. Acquire or Develop Talent Acquiring talent would be utilized when the organization need people which require little to no training for existiting and new job opportunities. Developing talent is utilized when the organization have people which have the basic foundation, willingness for growth, and therefore the company develop skills need to complete job duties.
EXECUTIVE SUMMARY Lowe’s opened in 1952 in North Wilkesboro, North Carolina as a small town home improvement store. Lowe’s main customers were local contractors. Currently, Lowe’s is the seventh largest retailer in the United States and is the second largest retail home improvement retailer after Home Depot. Over the years, sales grew and they expanded all across the country and now operate stores not only in the United States, but also in Canada and Mexico. Lowe’s values have remained the same over the years, in which the company is committed to offering high-quality home improvement products at everyday low prices, while delivering superior customer service.
Direct competition following the westward expansion of companies like Kohl’s and Target presents a need for a workforce of committed, qualified individuals who will help carry the Tanglewood philosophy into the future C. Lack of centralized HR practices between regional managers which are counter to the Tanglewood philosophy D. Lack of strength in the corporate staffing function has led to the need for a central planning body in staffing as well as local leadership inefficiencies Tanglewood has accomplished goals by adhering to their core values. The companies mission statement: Tanglewood will be the best department store for customers seeking quality, durability, and value for all aspects of their active lives. We are committed as a company to providing maximum value to our customers, shareholders, and employees. We will accomplish this goal by adhering to the core values of responsible management, clear and honest communication, and always keeping performance and customer service in the forefront. Strength lies in the strong employee participation and dedication, which is critical to an organizations function and retention of their workforce.
Tanglewood Company believes that it is truly important to preserve the original mission that started the company as a strong culture. Tanglewood is deeply concerned about the expansion of two major companies like Kohl’s and Target, which they are creating a direct competition for the company. For this reason, Tanglewood must ensure they set themselves apart from there competitor, by having the best promising staff that is committed to their mission, and customers. In this case study of Tanglewood Company “the organization feels there absolutely must be a workforce of committed, qualified individuals who will help carry the Tanglewood philosophy into the future.” (Heneman, H. G., & Judge, T.A; Boston: Irwin McGraw-Hill, page 4) I definitely believe that they can achieve their goal by continuing to use strategies in the area of developing talent and internal hiring as well as employing core and flexible workforce quality. I also believe that these strategies are the most important for the company to use, because they will allow Tanglewood to distinguish themself from the competition, build a strong culture, save money by hiring internally and
This advantage is most especially important in the technologies sector, in which a definitive product of specific design or purpose sets the standards for which other organizations can find most difficult to match. Though designs may be similiar in style, the cause of entering into an untapped “arena” may provide unparalled precedence in the industry. Additionally, being a first mover provides the organization the ability to set pricing at whichever value suffices its tactical goals (primary goals), as well as an enhanced demand for a rather new and innovative product. However, the problem with being a first mover is actually based upon the contrary to what is mentioned above. Without prior market penetration of an organization’s competetitors, the usefulness and effectiveness of properly marketing a new product or service can be quite burdensome.
Running head: Technology Implementation 1 Technology Implementation MonaLisa Void TEC 401 February 5, 2012 Doug Brtek Running head: Technology Implementation 2 At some point change is inevitable in today’s organizations. In order to survive and stay competitive with the competing organizations, it is imperative to stay abreast of any new technology available. As a manager, it is imperative to follow the necessary steps when implementing new technology into an organization. It
There are hundreds if not thousands of tourist attraction in the United States that families go to each year as a destination vacation. Mall of America in Minnesota is one of those destinations. The mall features various genre of amusement, many, many different shopping facilities for everyone and offer a “one-stop” experience. What (a) retail and (b) consumer trends have occurred since Mall of America was opened in 1992 that it should consider when making future plans? Since the opening in 1992, technologies have greatly improved and the Mall of America has strived to grow and adapt to changes while still continuing to provide quality services yearly.
Every store prominently features a large camping and outdoor living section. When we think of a Tanglewood store and their product lines, we think of their signature “simple, elegant, and uncluttered design concepts” (Kammeyer-Mueller 2009, 4). Founded by best friends Tanner Emerson and Thurston Wood in 1975 and operated as a single store, the store was eventually renamed as Tanglewood in 1984. A focus on unique and quality merchandise and excellent customer service, along with encouraging employees to participate in decision-making was a successful formula for continual growth and profitability. With the acquisition of several smaller department store chains, Tanglewood’s business continued to grow into the 1990s and new millennium.
The business continued to grow organically until 2002 when it acquired nearly 200 further stores with the acquisition of Business A from the business B Group. Nearly all of the stores retained from this acquired portfolio have subsequently been converted to the Company X fascia. In 2005, COMPANY X also purchased over 70 stores from the Administrators of Business C Limited thereby further consolidating its position as the leading UK retailer of fashionable sports and casual wear. COMPANY X operates in both the UK and Republic of Ireland. The Group also has a significant branded fashion offering, following the acquisition of Scotts in December 2004 and Bank Fashion in December 2007.