Tanglewood was founded in 1975 by a pair of best friends. Today they have expanded well beyond their dreams and own 243 store fronts while offering online business as well. With expansion in brick and mortar and online business, Tanglewood needs to stay on top of their operations and strategic decisions for staffing levels to maintain quality and keeping their customer service top notch. Their current deficiencies within the company such as a weak Human Resource department and staffing environments being pretty much individually driven, Tanglewood must make some slight adjustments strategically to keep operational changes to a minimum, unless needed versus changing them each time a department or employee voices a suggestion. (pg 6-7, Tanglewood …show more content…
The thirteen decisions, 9 staffing and 4 quality, are as followed in no particular order; however, all very important; therefore, we must analyze each one and decide where our strategic decisions/ recommendations will align: 1. Acquire or develop talent- do we train or do we hire talent already in existence? This will be determined by the amount of time Tanglewood wants to set aside for this. Acquiring new talent to hit the ground running will be beneficial in some aspects of acquisition but developing the employees will create a stronger workforce and both can be detrimental to the continuous success of Tangle wood’s many brick and mortar locations. 2. Hire yourself or outsource- Tanglewood will have to determine if outsourcing is something they want to deal with and with what services. This can have some advantages for their company and disadvantages and must be weighed before determining. 3. External or internal hiring – looking into their study, Tanglewood should hire within moving employees up in position who have been with the company for some time. This will alleviate any outsiders who don’t know the atmosphere or working environment that Tanglewood has developed with their …show more content…
Hire or retain – definitely need to retain, retain employees for developing what you have already put into them. If you hire, which you can do situational dependent, you will have to retrain and add more time into someone new when you can retain who you have and build on what they know. As stated in the case “ if you let them make decisions, you get the whole person” which can mean retaining who you have to move upwards in position and them make decisions knowledgeably for the company will be a no brainer in retention. 6. National or global- considering they have grown nationally and globally while using internet sales, Tanglewood just needs to determine the culture behind each one of their stores. They have 12 regions and each region will nationally work differently. As long as each one understands the mission then each one will be successful. 7. Attract or relocate – Attract, attracting a workforce is much cheaper than relocating. Tanglewood has locations where there is ample workforce so attracting is not necessarily an issue; however, they want to attract “a workforce of committed, qualified individuals who will help carry the Tanglewood philosophy into the future.” (pg 4, Tanglewood case
In developing a transitional plan many concerns were presented to the management staff for consideration. First, Broadway Brokers has successfully grown and had not been ...
The Warren Court refers to the Supreme Court of the United States between 1953 and 1969, when Earl Warren served as Chief Justice. The Warren Courts were the catalyst for change in the areas of discrimination based on factors of faith, race or other categorizations was the catalyst for the evolution of reappointment and voting, established Maranda, and laid the ground work for woman to have the right to make decisions concerning own reproduction rights.
11. Kathryn M. Bartol & David C. Martin, Management 3rd edition (Boston, Massachusetts Burr Ridge, Illinois Dubuque, Iowa Madison, Wisconsin New York, New York San Francisco, California St. Louis, Missouri 1998),
If Beverly knew about this management styles before heading into the job at Gridlock Meadows she might have been more prepared for what was about to come. This paper might have come off a little bias but remember that each management style has its positive aspects as well as negative ones. The key is recognizing the management style and how to work with each one you may encounter.
The first step in reaching a long-term goal is to understand the S.M.A.R.T. goal process. Simply using the words specific, measurable, attainable, realistic, and time-bound can be a bit confusing. After a bit of research, I was able to better define the method. Using a S.M.A.R.T. Goal worksheet provided by Tatt (2012), I was able to understand the definition of each word in the acronym. In other words, specific stands for the who, what, where, why, and when of the goal. Measurable is explained by asking how much, how often, and how many. Attainable asks if the goal achievable. Relevant is defined as how it applies to your ultimate vision. Finally, time-bound is a time-restraint you establish to complete the specific goal. Furthermore, there is a section for intention or in other words, the long-term goal (Tatt, 2012). By filling out this worksheet I was able to first state my intention and then break it down further into smaller specific goals that would eventually lead up to the final picture. By choosing just one specific goal at a time and achieving that success, it becomes much easier to complete your overall dream.
Dan Locallo is a very contradicting man. When he began his career as a prosecutor he was anything but polite to the defense lawyers. Locallo himself describes himself as “kind of an asshole” towards defense lawyers (Courtroom 302, 59). During his time as a prosecutor, Dan Locallo became intrigued by the opportunity to become a judge. When Steve Bogira asked Locallo why he wanted to become a judge, his reply seemed simple. Locallo claimed that he never wanted to become a judge because of a “power-trip” he does claim that “the power of attraction was a great influence” (Courtroom 302, 59). However, Locallo admits that the real reason why he wanted to become a judge was because he would have the “ability to make decisions, to do justice” (Courtroom 302, 59). As a judge, Locallo seems to express three different personalities, which tend to change depending on the current case at hand. His personalities are being compassionate judge, being an understanding judge, or being a hard-nose tough judge. Each of these personalities are not only determined by the case, but also by whether Locallo will profit on the long run; whether or not he will get reelected as a circuit judge at the end of his term.
Some core competencies that must be exploited are: Brand Kmart is an existing well-known and trusted national brand in USA Kmart has private label and designer clothing that is well endorsed Infrastructure Kmart has a large number of well-located, low-cost, leased stores in urban far away from competitors through out the country ( Appendix B ). Staffing Confidence by the market in Kmart is created by the achievements of its staff and management. With the turn-around strategy in place, new blood has been put into the top management structures. In any renewal there will be retrenchment as unprofitable stores are closed. This can be used as an opportunity to retain and move high performing staff to where they are needed and to get rid of non-performing staff. Anderson the chairperson of Kmart is well supported by Wall Street and the board of Directors. These new staff members enter the company with needed skills to address problems in certain areas that previously were poorly managed such as inventory control and merchandising. Store locations, layout and Performance Stores conveniently located away from competitors like Wal-mart and Target therefore less to compete for customers face-to-face. There are 250 non-performing stores who have already been identified as being more cost effective to close than continue with running costs. Expertise exists in-house for the planning of store layout and appearance to meet different customer segments. This concentration of effort will enable focus on key areas Technology Kmart has already invested in good retailing systems. The system can be use to control inventory, supplier payments, track customer buying and monitor income versus profit margins across all stores. Research and Development The planning department is well established and in cross-functional to provide various perspective. The planning department to ensure that strategies at all levels are executed can further use the access to past data and knowledge of changes in buying patterns. Financial Backing JP Morgan Chase has agreed to support Kmart to avert the current threat of closure due to bankruptcy.
Robbins, S. P., Decenzo, D. A., & Coulter. M. (2013). Fundamentals of Management (8th ed.). Upper Saddle River, NJ: Pearson.
... Shop Management,revised 1947 and republished 1964 as scientific Managament,New York: Harper and Row 1903
British Telecom in the past has faced issues with their customer service division. They were managing resources was a big concern and the real challenge was to turnaround and reform the policies that could enable the organization turn into a world- class organization.
Managing a business can be very stressful especially being that most times one would be making decisions that could lift or drive their business straight into the ground. (Arensmeyer 3) One of the most important th...
The third component in strategic planning is defining how to accomplish the mission and vision and to correct any critical areas found during the examination of the organization. This is done by setting long term and short term goals related to each objective for continuous development. Setting goals focus on “…improving the overall organizational competitiveness, effectiveness, and growth” (Godiwalla, 2016, p. 11). Goals are extremely imperative because they offer a foundation for development and organizational guidelines for policymaking and justification for the actions that take place in an organization. The process of setting goals is well-organized, and should be defined for different groups of stakeholders. Goals should be realistic
Sears has seen many different changes in business and has had to adjust to t...
Short-term goals are generally smaller in scope and dollar amount with a definite target date for accomplishing them. Short-term goals could be the purchase of household furniture, minor home improvements
Considering that the Green River facility has been in operation as long as it has, major changes to the company’s methods of operation may prove to be difficult initially. The large number of employees may provide a need for some small changes in comparison to the way that the Aberdeen facility is able to manage successfully. The general idea of changing the values of “managing” employees, to incorporate the employees opinions, thoughts, feelings, to make the employee feel more a part of, and personally responsible for, the work produced, is an excellent idea, and despite the differences in the facilities, it should be something of an improvement for this, and any, company. This general idea starts the more involved process of improving an employee’s satisfaction with all of their job facets, and focuses on their abilities, desire to succeed, and other aspects of importance to a person in the workplace. An excessive amount of change, or rushed change, is a possible concern for a facility like Green River that has been established for a considerable length of time, as employees have grown accustomed to a certain atmosphere, and may initially feel uncomfortable with change. Again, it is also likely that this is not...