...Tanglewood Stores - Case 2 This print version free essay Tanglewood Stores - Case 2. Category: Business Autor: reviewessays 18 July 2010 Words: 6001 | Pages: 25 Tanglewood stores Case two Conduct an analysis of Tanglewood's staffing data and determine if their current staffing practices are sufficient to meet their ongoing needs, or if there will be problems in adequately staffing the organization in the near future. Recommend how Tanglewood should design its overall staffing mission and strategy based on their upcoming needs. Calculate representation statistics for various jobs within a single Tanglewood department store to determine where the most critical problems exist. Recommend what you would do in light of the information you obtain in the calculation of various demographic statistics both for this specific store and for the chain as a whole. Specific Assignment Details For the store manager group, you will analyze the information and prepare a report showing the results of the Markov analysis and the EEO investigation. The Director asked you to address these questions in your written report: 1. Currently the organization expects that their forecast for labor requirements is essentially constant from the previous year. Based on this assumption complete the five stages of the planning process: a. Currently the organization expects that their forecast for labor requirements is essentially constant from the previous year. This means...
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...1. Competitors. There are eight major competitors of Tanglewood: Dillard’s, J.C. Penny, Kohl’s, Macy’s, REI, Sears Holding Corp., Target and Walmart. On page 4 of casebook, it says “major concern for Tanglewood has been the westward expansion of companies like Kohl’s and Target”. Tanglewood has even more direct competition right now. It might be good to hire qualified staff to exceed the competition. Structure. Tanglewood is a retail business. It has clothing, jewelry, and non-clothing merchandise: sporting goods, bath, bedding and home décor. Company operates in the moderate price niche, targeting middle- and upper-income customers. Tanglewood is located in 12 geographical regions, with 20 stores per region. The breakdown of stores is: * Eastern Washington * Western Washington * Northern Oregon * Southern Oregon * Northern California * Idaho, Montana and Wyoming * Colorado * Utah * Nevada * New Mexico * Arizona Total number of stores is two hundred forty three. Employees. * Each store is managed by a single individual – store manager * He/she has three store managers working beneath him/her * The assistant managers for softlines, hardlines, and operations and human resources. * Department managers * Shift leaders * Associates Total: two hundred fifteen employees per store. Culture and values. * Tanglewood has emphasized employee participation and teams. * Vision for employee relations...
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...Introduction Tanglewood is a chain of general retail stores featuring items such as clothing, appliances, electronics, and home decor. The company operates in the moderate price niche, targeting middle- and upper-income customers. Tanglewood’s strategic distinction is an “outdoors” theme, with a large camping and outdoor living section in every store. The store also distinguishes itself by its simple, elegant, and uncluttered design concepts for the store and their in-house products. It was founded by two best friends in 1975 by Tanner Emerson and Thurston Wood and later renamed their store chain to Tanglewood in 1984. Initially it operated as a single store and as years went by, as the business developed from 1975 to 1984, the business had grown substantially with a strong base of employee participation, customer satisfaction, and profitability. The company grew to other parts of America and today has a total of 243 stores open in the states of Washington, Oregon, Northern California, Idaho, Montana, Wyoming, Colorado, Utah, Nevada, New Mexico, and Arizona. As an external consultant for Staffing Services I have reviewed your Organizational Structure as it pertains to staffing your new stores and your stores that are already in business. In my report you will find that there are many things that I agree that your organization does, however there are some that I feel that you could change to benefit your strategic staffing levels and quality. The staffing strategy...
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...Tyler Curto Professor S Effective Hiring 14 February 2016 Tanglewood Case 2 Analysis 1. Currently the organization expects that their forecast for labor requirements is essentially constant from the previous year. Based on this assumption complete the five stages of the planning process: a. Currently the organization expects that their forecast for labor requirements is essentially constant from the previous year. This means the forecast for next year will be taken as given. b. Fill in the empty cells in the forecast of labor availabilities in Table 1.1. Forecast of availabilities Next year (projected) 1 2 3 4 5 exit Current workforce Stores Associates 8500 4505 510 0 0 0 3485 Shift Leader 1200 0 600 192 0 0 408 Department Manager 850 0 0 493 102 0 255 Assistant Store Manager 150 0 0 9 69 12 60 Store Manager 50 0 0 0 0 33 17 c. Conduct an environmental scan. Based on the environmental data, what factors in the environment suggest Tanglewood might have difficulty filling their vacancies in the future? . After conducting an environmental scan, there are several factors that suggest Tanglewood might have difficulty filling their vacancies in the future. The first is that recent college graduates have little desire to work in retail. The long hours, low pay, and frequent conflict...
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...Case Analyses: Planning Base on the environmental data given there are several factors in the environment that might make it difficult for Tanglewood to fill their vacancies in the future. One of the factor include qualified workers unwilling to work because of long hours, low pay, conflict with other employees, and long waiting period to move up the hierarchy. Expansions in the professional and managerial sectors of the labor market may also be another factor in the environment that might make it difficult for Tanglewood to fill their vacancies in the future. There will be shortages for Store associate, Shift leader, Department manager, Assistant store manager, and Store manager. The data in table 1.1 shows that Tanglewood would need 4,845 store associates, 42 shift leaders, 105 department managers, 21 assistant managers, and 5 store managers for the upcoming year. A large number of new hires will be for store associate. 4867 new Store associate will be hire, and 40 store associate will be promoted to Shift leader and 30 new shift leaders will be hire and 35 shift leader will be promoted to Department manager. 30 new department managers will be hired, and 8 department managers will be promoted to Assistant store manager. 8 new assistant managers will be hired, and 5 assistance managers will promoted to Store manager. In the process of hiring, Tanglewood would need to provide higher pay and store discounts to the store associates. Tanglewood must also show how important...
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...●TANGLEWOODCASEBOOKfor use withSTAFFING ORGANIZATIONS●●6th Ed.Kammeyer-Mueller | TANGLEWOOD CASEBOOK To accompany Staffing Organizations, sixth edition, 2009. Prepared by John Kammeyer-Mueller Warrington College of Business University of Florida Gainesville, Florida Telephone: 352-392-0108 E-mail: kammeyjd@ufl.edu Copyright ©2009 Mendota House, Inc. Herbert G. Heneman III President Telephone: 608-233-4417 E-mail: hheneman@bus.wisc.edu INTRODUCTION TO THE CASE CONCEPT | Rationale for the Tanglewood Case Many of the most important lessons in business education involve learning how to place academic concepts in a work setting. For applied topics, like staffing, learning how concepts are applied in the world of work also allow us see how the course is relevant to our own lives. The use of these cases will serve as a bridge between the major themes in the textbook Staffing Organizations and the problems faced by managers on a daily basis. The Tanglewood case is closely intertwined with textbook concepts. Most assignments in the case require reference to specific tables and examples in the book. After completing these cases, you will be much more able to understand and apply the material in the textbook. With this in mind, it should be noted that the cases are designed to correspond with the types of information found in work environments. This means that for many important decisions, the right answers will not always be easy to detect...
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...Group Assignment (CASE ONE: TANGLEWOOD STORES AND STAFFING STRATEGY) * 2. Contents Introduction Staffing levels Staffing Quality Recommendation CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY * 3. Introduction CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY Tanglewood was originally founded in 1975 by two entrepreneurs and they are Tanner Emerson & Thurston Woods . Initially They were called originally as Tannerwood with only one store that sold outdoor clothing and equipment that they themselves designed * 4. Introduction CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY It was because of the unique merchandise (quality) and good customer service that won the heart of people, the business grew bigger In 1984 the two friends renamed the company to Tanglewood in 1984. Their business grew in the 90’s t0 243 stores in various parts of US, with Emerson being the CEO and Wood as the President. Regional Managers directly oversee day to day operations. * 5. Tanglewood’s Operating Environment CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY Competition and Industry This is a competitive and thriving industry in America, which provides jobs to 23 million people (approx.) and accounts to $3 million in annual sales . * 6. Tanglewood’s Operating Environment CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY Table 1: The ROR, ROA and ROI of Tanglewood which indicate corporate profitability (ROA) - efficiently managed its assets to revenue. (ROR) - Tanglewood is one of the...
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...Christian April 6, 2014 Wk 2 Dropbox Assignment TangleWood Case 2 Currently the organization expects that their forecast for labor requirements is essentially constant from the previous year. Based on this assumption complete the five stages of the planning process: Currently the organization expects that their forecast for labor requirements is essentially constant from the previous year. This means the forecast for next year will be taken as given. Fill in the empty cells in the forecast of labor availabilities in Table 1.1 Table 1.1 Markov Analysis Information Transition probability matrix Current year (1) (2) (3) (4) (5) Exit Previous year (1) Store associate 0.53 0.06 0.00 0.00 0.00 0.41 (2) Shift leader 0.00 0.50 0.16 0.00 0.00 0.34 (3) Department manager 0.00 0.00 0.58 0.12 0.00 0.30 (4) Assistant store manager 0.00 0.00 0.06 0.46 0.08 0.40 (5) Store manager 0.00 0.00 0.00 0.00 0.66 0.34 Forecast of availabilities Next year (projected) (1) (2) (3) (4) (5) Exit Current Workforce Previous year (1) Store associate 8,500 4505 510 0 0 0 3485 (2) Shift leader 1,200 0 600 204 (3) Department manager 850 0 493 138.90 (4) Assistant store manager 150 0 69 27.6 (5) Store manager 50 0 49.34 15.75 Gap analysis Next year (projected) (1) (2) (3) (4) (5) Year end total (column sum) 4505 600 493 69 49.34 External hires needed (current workforce-total) 3995 600 357 81 0.66 Conduct an environmental scan....
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...Tanglewood Casebook-Case 2 Planning I recently evaluated the store, Tanglewood, for an analysis of the Markov and EEO investigation. I conducted a report to address my suggestions for the store manager group when it comes to the employees. It is expected that the forecast for labor requirements will remain the same for the next year. By obtaining the information on the forecast, Tanglewood may have difficulties filling the vacancies. The reasoning of the difficulties are that the environment in Spokane, WA is that of college students and it is unlikely for the students to be willing to be with the company for years. The other reason for the difficulties would be that the individuals that are available for the job are going to lessen due to the expansion in professional and managerial positions. I developed an action plan for the hiring of employees for Tanglewood. By examining the Markov Analysis information the estimated external hires in the next year will be 3,995. There are a few ways that will ensure that Tanglewood will have all the staff needed to meet the projected staffing levels. I recommend that we use different forms of staffing, such as temporary hires or promoting within the company. By doing the following options, the store will accomplish the needed staff for the next year. Female employees at Tanglewoods seems to be out of line with the available workforce. The pattern suggests to availability of females has higher percentage than the actual female...
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...Tanglewood Case 1 Report Tanglewood is a chain of nondurable general retail stores and operates in the moderate price niche, targeting middle- and upper-income customers. Competition and Industry The retail industry accounts for over $4 trillion in annual sales. Recent estimates indicate that the retail industry employs approximately 15 million people. The financials show that Tanglewood is a moderately sized organization with strong growth potential. The company’s specific niche is similar to that occupied by Kohl’s or Target, appealing to middle- and upper-income consumers looking for convenience and reasonable prices. The company also has created its own brand merchandise. Its customers can search or purchase conveniently on Tanglewood's own web. Structure and Employees Tanglewood has essentially evolved to have a structure that looks something like the familiar organizational hierarchy. Employees at all levels of the corporation are encouraged to make suggestions regarding operations. Overall, with 1 store manager, 3 assistant managers, 17 department managers, approximately 24 shift leaders, and approximately 170 associates, there are around 215 employees per store. Stores are organized into 12 geographical regions, with approximately 20 stores per region. Each region has a regional manager who oversees operations of the stores. Organizational Culture and Values Tanglewood encourages employees involved in the decision process when possible. The most important...
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...PART 1 The Nature of Staffing Chapter One Staffing Models and Strategy The Staffing Organizations Model Organization Missions Goals and Objectives Organization Strategy HR and Staffing Strategy Staffing Policies and Programs Support Activities Legal compliance Measurement Job analysis and rewards Core Staffing Activities Recruitment: external, internal Selection: planning, external, internal Employment: decision making, final match Staffing System and Retention Management CHAPTER 1 STAFFING MODELS AND STRATEGY LEARNING OBJECTIVES After reading this chapter, you will be able to: • Define staffing and outline the implications of the definition • Explain how organizational effectiveness is determined by both staffing levels and the quality of labour • Describe the five models of staffing • List the 13 strategic staffing decisions that any organization is confronted with • Understand the complexity of ethics in staffing decisions and use suggestions to assist in making ethical staffing decisions Staffing is a critical organizational function concerned with the acquisition, deployment, and retention of the organization’s workforce. This chapter begins with a look at the nature of staffing. This includes a view of the “big picture” of staffing, followed by a formal definition of staffing and the implications of that definition. Examples of staffing systems for a Canadian Astronaut recruitment campaign, store level human resource managers, and direct sales...
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...Name : Jihane Ghenim Professor : D. Tamara Clark Class: HR594 Organizational Staffing Session: September 2010 Subject: Interviews’ questions related to Tanglewood case Question 1 Tell me about a time when you were working hard to complete a task and you were asked to leave that task before completing it and start a different job. Question 2: Describe a time when your workload was heavy Question 3: What was the last book you read or the last movie you saw and how did it affect you? Question 4: What major challenges and problems did you face? How did you handle them? Question 5: | How would you react if I told you that your interview, so far, was terrible? | Answer 1 I remembered one day I was in entry level position at the university that I am still working for and my boss asked me to make a list on excel of all current students with their identification numbers and others contact info. I remembered that it was a time consuming and it really made me nervous because I hate doing borings tasks and for a long time. Once almost done with that huge list, my boss came to me and asked me if I can stop and do something else which was as boring as the first task and takes as much time as well. He said that I do not have to worry about it because the list that I was doing was not important and not a priority. However, I remembered like to day when he mentioned that the list was important and that I have to hurry on that. I couldn’t believe what was happening...
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...------------------------------------------------- MGT 470: Organizational Staffing ------------------------------------------------- Spring 2012 Syllabus ------------------------------------------------- (This syllabus is subject to change at the instructor’s discretion.) Professor Dr. Cheri Becker Office: College of Business, Long Beach Campus Office Number: 228.214.3439 Cell: 228-216-8561 cheri.becker@usm.edu Office Hours: Tuesdays & Thursdays 9 – 10:30 AM or 1-2:30 PM Monday, Wednesday & Friday By appointment Course Description This course is designed to provide students with a working knowledge of the fundamentals associated with developing and implementing employee selection plans that are legally sound and valid predictors of the individual’s potential to perform in a given job. This is a three credit course. TEXTS: Staffing Organizations, Sixth or Seventh Edition. By H. G. Heneman, III and Timothy Judge (2009) or H. G. Heneman, III and Timothy Judge and John Kammeyer-Mueller (2012) McGraw-Hill Irwin. ISBN 978-0-07-353027-7. Tanglewood Case Study. Will be available on Blackboard. Course Objectives: At the completion of this course, students should be able to: * Understand the impact of the environment and the operating mission on the organization’s staffing strategies. * Identify the common approaches to job analysis. * Discuss the measurement methods utilized to assess job candidates and selection criteria. * Identify the various types of selection...
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...and work schedules, job descriptions and classifications, seniority provisions, promotions and transfers, layoffs and terminations, hiring pools, KSAO requirements, grievance procedures, alternative dispute resolution procedures, employment discrimination protection, and, very important, pay and benefits. Virtually all aspects of the staffing process are thus affected by negotiations and the resultant labor agreement. Labor unions thus have direct and powerful impacts on staffing and other HR systems. Even in nonunion situations the union influence can be felt through "spillover effects" in which management tries to emulate the pay and benefits, as well as staffing practices, found in unionized settings. HUMAN RESOURCE PLANNING Human resource planning (HRP) is a process and set of activities undertaken to forecast an organization's labor demand (requirements) and internal labor supply (availabilities), to compare these projections to determine employment gaps, and to develop action plans for...
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...Office Box 100582 Palm Bay, Florida 32910 www.ivyleagueadmission.com CD ROM Edition 10-digit ISBN 0977376443 13-digit ISBN 9780977376445 PDF Version 10-digit ISBN 0977376494 13-digit ISBN 9780977376490 Printed in the United States of America Disclaimers: (1) This book is a compilation of successful admission essays; it does not claim to be the definitive word on the subject of MBA admission. The opinions expressed are the personal observations of the author based on her own experiences. They are not intended to prejudice any party. Accordingly, the author and publisher do not accept any liability or responsibility for any loss or damage that have been caused, or alleged to have been caused, through the use of information in this book. (2) Admission to business school depends on several factors in addition to a candidate's essays (including GPA, test scores, interview and reference letters). The author and publisher cannot guarantee that any applicant will be admitted to any specific school or program if (s)he follows the information in this book. Dedication For students everywhere; may the size of your dreams be exceeded only by your tenacity to attain them. Acknowledgements...
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