For upper level management positions, Tanglewood should hire internally because of the people culture and value from each region; this is due to the similarity between the employee and their society. For entry-level positions they should obviously hire externally. In my opinion, Tanglewood should focus on Core Workforce during the selection of employees. This business is based on a “team” philosophy that will be easily accomplished through core workforce. It will be difficult to maintain a cohesive employee and company culture with flexible employees throughout the year as opposed to full and part time employees working year around.
So they believed that local market would not have need in as much services and complexity as contrary markets. Also they believed that the local markets would give to company much higher margins and other benefits. But by being small company, Logoplaste for faraway locations needed a huge number of senior managers to control new firms at new markets. Unfortunately Logoplaste did not have enough senior managers to enter new markets. And as well, it was very difficult from financial perspective due to financial crisis, when banks were not giving out loans and funds for every single company.
B. (1) (2) (3) (4) (5) Exit Current Workforce (1)Store associate 8500 3655 510 0 0 0 4335 (2)Shift leader 1200 0 648 192 0 0 360 (3)Department manager 850 0 0 544 51 0 255 (4)Assistant store manager 150 0 0 9 78 12 51 (5)Store manager 50 0 0 0 0 33 17 C. Currently in the state of Washington the staffing for managerial employees is complex. The environment scans surrounding the Washington area have shown us the labor markets are very soft. The unemployment rates are high and that reveals to us that it is difficult for individuals finding jobs. This can really benefit the Tanglewood Company.
4.) The primary problem for the company in this case is moving to a new location because the current location is too small. 5.) These problems have emerged because the current location right now is too small to meet the growing demand. The ingredient prices are high because she sells higher end breads that cost more, and the labor costs are high due to hand production techniques, and possible increase of debt would be due to whether or not she expanded and bought another location.
The JITD will be most successful with larger customers, so they should start out by getting the largest ones to sign up first. Statement of Issue The main problem with Barilla’s supply chain is their inability to accommodate the fluctuations in demand. There is seasonal demand for certain products, as well as promotions that may influence demand, but those are the only factors that Barilla has to make their decisions with. They receive an order from the DO and GD seven to eleven days before they need to be delivered. Because it’s so complicated to change production at the facilities, from one type of pasta to the other, it’s not always easy to meet the fluctuating demand.
Critical Issues The obvious problems that exist in BTC include staffing and decline in sales. Staffing has become a strenuous issue in the company, since there are many locations that have physical store buildings built but are sitting unstaffed. This problem not only involves in having a high labour demand, but extends to hiring the right employees that meet their standards – which increases the difficulty to meet the labour supply. In addition to that, the company has a high turnover rate due to the constant change in compensation, which consequently results in sales decline in the organization. To summarize, the critical issues with BTC are the following: - High Labour demand - Low Labour (that meets the standard) supply - High turnover rate - Sales decline Analysis Recruitment Staffing the stores, as stated by Nkere Udofia, the vice-chairman of Montreal BTG, is BTG’s most challenging issue.
Introduction The troubles facing the Green Mountain resort are to do with staffing issues /concerns and the problem with turnover. Although the location of the resort is not ideal (located in the poorest area of the state), the management had attracted a group of hard working employees. Yet due to lack of promotion and advancement at the resort, the excellent members of the staff have moved onto other resorts leaving behind the novices and poorer workers. This is where the underlying problem arises, as the staff turnover rate was so high due to new employees having to be hired, that the added training for the variety of assignments staff would undertake was crippling management. This sort the management to find a solution to fix their high turnover rate.
But this irreprehensible customer service does not come easily. It requires very dedicated employees that go above and beyond to ‘wow’ the customers. Ironically, the same elements that enabled Nordstrom’s success are responsible for its current misfortune. The controversial Sales Per Hour System (SPH), the decentralized management structure, and the not very clear distinction between working hours and non-working hours, have had very damaging consequences for Nordstrom. This firm’s significant earnings growth came to an end in the late 80’s when employee complaints, union allegations, law suits and regulatory orders began to arise.
Not only are employers faced with filling critical positions, but the added expense of hiring and training a new workforce. One of the largest expenses for a firm is the marketing, hiring, and training of new employees. For those companies with high turnover rates, the cost is even more. With so many candidates vying for fewer and fewer positions, most businesses have no shortage of potential employees. The key is recruiting the right candidates and retaining them.
As a company try to grow and expand their business, the proper team must be in place that specialize in key areas they want to expand in. Korvette was not able to contain the proper team to specialize in new business areas. Lack of knowledge in these new areas cause those businesses to shutdown and lose more profit. The inability to cope with the amount of stores opening up in further locations from the original in New York made it very difficult for them to oversee the particular activity that was going on. Weak channels of distribution were very poor and made it difficult for them to transfer merchandise.