Week 7 assinment foe GM 591 8/21/2011 1 GM 591: Leadership and Organizational Behavior Course Project Introduction Starbucks is an international coffee and coffeehouse chain based in Seattle Washington. Starbucks is the largest coffeehouse company in the world, with 17,009 stores in 50 countries, including over 11,000 in the United States, over 1,000 in Canada, and over 700 in the United Kingdom. Donald, Jim (2007) Starbucks sells drip brewed coffee, espresso-based hot drinks, other hot and cold
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or Develop Talent Tanglewood will benefit from acquiring talent. The company is expanding yearly, opening new stores nationwide. Acquiring new talent for Tanglewood will speed up the process of expansion. Employees being hired will already possess the necessary KSAO’s to perform the job without new training. Another benefit is time constraints and investment in training. Training new employees can be costly, and take several weeks or months to develop an employee. Tanglewood department stores will
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Developing talent is developing the skills of the employees that are already part of the organization in order to save money and benefit the growth of an organization. There seems to be an inconsistency in management styles between the original Tanglewood stores and the newly purchased stores. The best way to find new talent will be to acquire it by hiring candidates that enjoy participating in teams. By acquiring new employees that already embody participation and teamwork, they will be able to
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Manager position a full 100% hired were white. These numbers suggest that the company did not meet the 4/5th ratio used in determining disparate impact, in other words, greater than 80% of the applicants hired were white. This number strongly suggests Tanglewood would be found guilty of disparate impact. Reviewing the total number of Department manager positions reveals the number of whites employed at this level begins to rise over that of non-white or African American. At the next level of Assistant
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Services RE: Tanglewood Retail Case January 18, 2012 Every organization in the global economy has to develop a strong staffing strategy if they wish to remain competitive and be successful. Tanglewood Retail Stores is one of the largest retailers among 12 regions locally and oversees. After examining the report that you provided me, I have analyzed the staffing strategy and would like to provide you with my recommendations. Acquire or Develop Talent: After reviewing the Tanglewood Case along with
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“Tanglewood is a generic chain store, which features items such as men and women’s clothing, appliances, home décor, and electronics. The company initially targets middle and upper income costumers and provides a distinct “outdoors” theme in every store. Tanglewood’s mission statement clearly focuses on implementing maximum value to not only their customers, but to the employees and shareholders as well. The company will accomplish the desire to maintain their goals by developing good communication
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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
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first decisions that Tanglewood needs to choose is to acquire or develop talent. Tanglewood should try to develop their current talent because one of their focal points of having a successful business is having exceeding customer service, and there is no need to go out and acquire new talent when Tanglewood already has the staff capable of developing their KSAOs. However, Tanglewood will need to acquire new talent if the company decides to open up a new store. Should Tanglewood look for new employees
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Tanglewood Case Report #1 Tanglewood is a conglomerate of stores that started out as one store founded in 1975 by friends Tanner Emerson and Thurston Wood in Washington State. They specialize in outdoor clothing and equipment catering to middle- and upper-income consumers. Each store showcases a simple but elegant outdoors camping/living section which allows consumers to observe the focus of the store. By purchasing existing stores rather than building new ones, Tanglewood has grown rapidly with
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Tanglewood Case One Alex Cohen Keller Graduate School of Management (Strategic Staffing) (HRM-594) Dr. Pilkington Tanglewood Case One Tannerwood, founded in 1975 by Tanner Emerson and Thurston Wood, began as a humble outdoor clothing and equipment outfit, and advanced to the multi-million dollar retailer known today as Tanglewood. In 1990, Tanglewood’s operations included a total of 243 stores operating throughout 12 regions. Across the regions, application of policy and procedure are
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