Tanglewood Case 3

  • Tanglewood Case 1

    Tanglewood Case One Rebecca Cassady With reference to Exhibit 1.7 in the textbook, I think that of the staffing quantity and staffing quality strategies listed; that developing talent, internal hiring, and exceptional workforce quality are the fundamental strategies to implement. By utilizing these differentiation strategies, Tanglewood would continue its strong culture. Tanglewood must differentiate themselves from their competition; companies like Target and Kohl’s. Tangelwood can

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  • Tanglewood Case 2

    Heather R. Zobel Personal Selection and Evaluation Tanglewood Case Study 1 January 22, 2011 Charles Dull, PhD TABLE OF CONTENTS I. Introduction A. Staffing Levels 1. Acquire or Develop Talent 2. Hire Yourself or Outsource 3. External or Internal Hiring 4. Core or Flexible Workforce 5. Hire or Retain 6. National or Global 7. Attract or Relocate B. Staffing Quality 1. Exceptional or Acceptable Workforce Quality III. References IV. Conclusion INTRODUCTION

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  • Tanglewood Case #

    22, 2010, http://www.allbusiness.com/human-resources/workforce-management- hiring/682299-1.html Daft, R. L. (2008). New Era of Management. Canada: South-Western, Cengage Learning. Heneman, H., & Judge, T. (2009). Staffing organizations. New York, NY: McGraw-Hill. John A. Pearce II, R. B. (2010). Strategic Management Formulation, Implementation, and control. New York: McGraw-Hill/Irwin. Kammeyer-Mueller, J. (2009). Tanglewood Casebook. Retrieved August 3, 2009. Reeves, C. S. (2000). Assessing and Improvinf Staffing and Organization. Chicago: American Medical Association Press.

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  • Tanglewood

    Team #2 Professor Eisner Team Case Analysis 11/16/10 Article N3/1: “Management Women and the New Facts of Life” Introduction: The main points of this article include the details of employing men versus women regarding cost of maternity and the two career paths that women are faced with; career-primary and career-family women. Key problem or opportunity related to managing gender at work in case: A key problem consists of the difficulties of establishing which women are career

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  • Tanglewood Case 1

    Rachael Jones Human Resources Consultant 1/24/2011 Case 1 Donald Penchiala Staffing Services Director Tanglewood Inc. Mr Penchiala, I am replying to your request to review Tanglewood’s current strategic staffing decisions. After researching the company’s history as well as Tanglewood’s current and potential competitors, I have broken down the 13 sections you asked me to review. Each section will be weighed differently based on the company’s mission and values: Acquire or Develop

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  • Tanglewood Case 1

    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

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  • Tanglewood Case 1

    |CASE ONE: TANGLEWOOD STORES AND STAFFING STRATEGY | Letitia Pinkney HRM 434-24—Employee Selection & Staffing Background Tanglewood is a chain of general retail stores featuring items such as clothing, appliances, electronics, and home decor. It was originally founded by best friends Tanner Emerson and Thurston Wood. The company’s mission statement is: Tanglewood will

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  • Tanglewood

    Environmental Scan While running an environmental scan, it has been found that Tanglewood could possibly have problems when it comes to placing employees in vacant positions for several reasons. Reviewing the scan shows that there are candidates that would be able to fill the positions but the policies that are required meaning they have to start out at the bottom and work their way to the top so these employees could take the positions but the policy needs to be changed. Our goal is to hire

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  • Tanglewood Case 3

    , organizations cast a wide net to identify potential applicants for specific job openings Very little effort is made in segmenting the market into applicants with the most desirable KSAO’. Targeted recruitment approach is one whereby the organization identifies segments in the labor market where qualified candidates are likely to be. (Heneman & Judge, p. 214 2009). Targeted recruiting isn’t a reasonable method for Tanglewood because the qualifications aren’t specific enough to only source in certain

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  • Tanglewood

    HR594- Strategic Staffing Tanglewood Case 6 January 27, 2011 Tanglewood, founded in 1975, has undergone rapid growth over the years. The rapid growth, however, has caused issues across the organization. Each store manager has their way of doing things when it comes to running the store. Because of the differing of attitudes across stores and the unstructured staffing process, Tanglewood has experienced significant turnover and financial loss. Tanglewood primarily hires internally

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  • Tanglewood Case 1

    To: Donald Penchiala, the Director of Staffing 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

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  • Tanglewood Case 1

    Beth Favaloro Tanglewood Case 1 MWF 10:30-11:30 MGT 4322 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

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  • Tanglewood

    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. This means that Tanglewood uses a layout and provides the same products offered of general merchandise retailers. Tanglewood also focuses on stocking quality products, providing customer service, and a more designer appearance than discount stores. This strategy is further supplemented by the company’s trademark “look” which

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  • Tanglewood Case

    within the customer service realm. Also considering there are no set qualifications to work as a Sales Associate open recruitment would be the best recruiting method. 3. After reviewing the data presented in Appendix B it looks as if all regions utilize media, referrals, and provides the kiosk for applicants to visit Tanglewood onsite completing their application. The only region offering all four recruiting methods is the Western region of Washington, which includes the offering of job services

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  • Tanglewood

    * 1. RECRUITMENT & SELECTION 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

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  • Tanglewood Case

    Tanglewood Case 1 HR594: Staffing Strategic Instructor: Travis Deur November 6, 2011   Tanglewood Tanglewood is a chain of retail of stores that sells clothing, appliances, electronic and home accents. Tanglewood was originally founded in 1975 by Tanner Emerson and Thurston Wood. The original store opened in Spokane Washington and the named was TannerWood. TannerWood also sold outdoor clothing and equipment that Tanner and Thurston had designed themselves. According to the text “Tanner

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  • Tanglewood

    over $3 trillion in annual sales. Recent estimates indicate that the retail industry employs approximately 23 million people. A comparison of several top retail stores is presented below. The operating revenues indicate total sales for these organizations, and the compound growth rate tracks changes in the sales for each retail chain. The financials show that Tanglewood is a moderately sized organization with strong growth potential. Operating Revenues (in millions) Compound Growth

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  • Tanglewood

    Tanglewood’s focus on reducing turnover makes sense for three key reasons: It is costly to us. It is affecting the performance of our organization. It may become increasingly difficult for us to manage as the availability of skilled employee’s decreases in the future. Tanglewood is struggling to come up with a generous plan to retain employees. Based off the responses given during the exit interviews, our company can come up with a way to produce a better retention plan. Immediate changes

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  • Tanglewood Case 1

    “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

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  • Tanglewood Case 1

    Tanglewood Case 1 Dear: Daryl Perrone, My name is Andreina Polanco I am an external consultant for staffing services. Below please find my recommendations of where Tanglewood should position itself along the continuum: 1. Acquire vs. Develop talent- In my opinion Developing talent is a better strategy for Tanglewood than acquiring talent for many reasons. First Acquiring talent from other companies costs more money. Employees who are new to working in retail can start fresh and learn

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  • Tanglewood Case Study 1

    Person/Organization Match model, applicants are often assessed concerning how well they will fit into the organization, in addition to how well they match the specific job’s requirements and rewards. In this case, other issues are taken into account, including organization values, new job duties, multiple jobs and future jobs. As explained above, we would recommend Person/Organization Match strategy for Tanglewood. At this specific period of company expansion, maintaining the company’s

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  • Tanglewood Case 1

    . They work with quite a few charitable organizations and are a huge part of the communities that they are in. Starbucks was brought into the market to offer the Coffee drinker a new and pleasant experience. Since Starbucks came into the market coffee became friendship, comfort, quality beverage, and a moment of pleasure. The different strategies that they used in order to make the customer feel comfortable enhanced the whole coffee drinking experience. Moore, John (2006) 3 I worked at Starbucks

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  • Tanglewood Case 3

    highlights the key factors of what Tanglewood represents. After completion of this case study, Tanglewood has a well-designed recruitment structure. Branded Recruiting Message This type of message develops an image of “being a great place to work” or “employer of choice” (Heneman 237). By using this methods organization not only save money and attract top talent but they also give employees a good knowledge of company culture.  Organizations save money using this method because they will have less in

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  • Tanglewood Case 2

    Tanglewood Case Ans. b) Forecast of availabilities Job Category Current -1 -2 -3 -4 -5 Exit (1) Store associate 8500 3655 510 0 0 0 4335 (2) Shift leader 1200 0 648 0 0 0 552 (3) Department manager 850 0 0 367 0 0 383 (4) Assistant store manager 150 0 0 0 82 0 68 (5) Store manager 50 0 0 0 0 27 23 10750 Ans. c) The environmental scan suggests that staffing managerial employees in the state of Washington are quite complex. The environment seems to be quite healthy

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  • Tanglewood Case

    1. Generate a recruiting guide for the store associate job. Position: Store associate Reports to: Shift leaders Qualification: Prior experience in sales, customer service and other areas interacting with the public. Relevant labor market: Washington and Oregon Timeline: Ongoing Activities to undertake to source well-qualified candidates: 1. Local Newspaper advertising 2. Request company referrals 3. Use of kiosks 4. Contact staffing agencies and service-job agencies Staff members

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  • Tanglewood Case

    going back to college to earn an M.B.A, the bottom drops out of a smooth operation. Two of the assistant managers start competing for her position and Tricia becomes extremely defensive. The case ends with Tricia wondering what she can do to manage the situation and improve relationships. Finding of Fact #1: Heather Munson did not like Tricia because of the fact that Heather did not have a part in the hiring process. Recommendation: Finding of Fact #2: The Sioux City store had the lowest

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  • Tanglewood Case Case3

    Tanglewood case Case3 1. Generate a recruiting guide for the store associate job Position: Store job associate Reports to: Regional mangers Qualification: College graduates or individuals who have extensive experience in another store chain directly into the assistant store managerial position Relevant labor market: Washington and Oregon Activities to undertake to source well-qualified candidates: 1. Regional newspaper advertising 2. Request company referrals 3. Contact kiosks and

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  • Tanglewood Case 1

    . Maintaining the company culture is also an important key for the organization, hiring internally the manager does not have to see if the employee “fits” within the organization. * Core or Flexible Workforce Tanglewood will benefit from a core workforce. Having temporary workers can benefit many organizations, however in the case of Tanglewood it will not. The company is seeking to retain employees that are dedicated to the brand that will help promote their unique ideas and processes. Having a

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  • Tanglewood Case 1

    Successful Case Performance Successful case performance involves several key concepts. Each case should be prepared in the form of a report to be given to the top management team at Tanglewood department stores. The following guidelines for successful case performance are useful for checking your work: 1. Is the report easy to read? a. Correct grammatical errors and eliminate confusing sentences. b. Break the text into subheadings so it is easy for the reader to find relevant

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  • Tanglewood

    motivate the new sales representative to meet and exceed their objectives and provide them with the opportunity of increasing their profits. 3. What kind of sales incentive plan do you recommend? Why? United Fleet Service will recommend the salary-plus-commission plan. The new sales representative will be guaranteed a base salary but also earn an indeterminate amount of commission based on the quantity of sales made. This method will motivate the new sales representative to perform highly by

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  • Tanglewood Case 1 Report

    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

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  • Tanglewood Case 1

    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

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  • Tanglewood

    a broader service range are benefits of a diverse workforce. It is also very benefitial to have a variety of viewpoints, and this is a good thing, considering Tanglewood likes to take opinions on their operations from their employees. WORK CITED Heneman, Herbert Gerhard, and Timothy A. Judge. Staffing Organizations. Middleton, Wis. [u.a.: Mendota House [u.a., 2009. Print. http://www.slideshare.net/annesunita/tanglewood-review-for-case-study-chapter1

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  • Tanglewood Case 2

    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

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  • Tanglewood Case 4

    Christina Campbell HRM 710: Recruitment and Selection Tanglewood Case 4 Dr. Sayeed Islam Assess the practical and statistical significance of a proposed set of hiring tools, and make recommendations regarding how adopting these new hiring methods might benefit stores. Retail Market Knowledge Exam: Is a exam that was created in-house by Tanglewood’s staffing services and marketing divisions. I believe it is a good idea because who would know the company’s needs better than the

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  • Tanglewood Case 1

    workload if they know they will be attending various training sessions. It will also be beneficial for Tanglewood to attract candidates by indicating on job descriptions that there is a need for a high quality of education experience. Overstaff of Understaff Overstaffing occurs when there are dips in demand for the organization’s products or services that the organization chooses to ride out. Or when the company is stockpiling talent just in case of a sudden surge in employees quitting, retiring

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  • Tanglewood Case 2

    Tanglewood Case 2 Table 1.1 Markov Analysis Information Transition probability matrix Current Year Previous year: ( 1 ) ( 2 ) ( 3 ) ( 4 ) ( 5 ) Exit 1. Store Associate 0.43 0.06 0.00 0.00 0.00 0.51 2. Shift Leader 0.00 0.54 0.16 0.00 0.00 0.30 3. Department Manager 0.00 0.00 0.64 0.06 0.00 0.30 4. Assistant Store Manager 0.00 0.00 0.06 0.52 0.08 0.34 5. Store Manager 0.00 0.00 0.00 0.00 0.66 0.34 Forecast of Availabilities Next Year (projected) ( 1 ) ( 2 ) ( 3

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  • Tanglewood Case 2

    1. Answer b) Forecast of availabilities Job Category Current – 1 -2-3-4-5 Exit (1) Store associate 8500 4505 510 0 0 0 3485 (2) Shift Leader 1200 0 600 192 0 0 408 (3) Department Manager 850 0 0 493 102 0 255 (4) Assistant store manager 150 0 0 9 69 12 60 (5) Store Manager 50 0 0 0 0 33 17 Answer c) According to data some factors show that Tanglewood will have some difficulty with hiring because retail work is not what recent college graduates are looking for

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  • Tanglewood Case 1

    Tanglewood Case 1 02/17/2015 Tanglewood is in need of an update to their human resource functions. As the company has grown, they have found that their human resource system may be archaic. Tanglewood is in need of a new plan that will be modern but will still match their mission statement that they set out to follow even in modern times. Tanglewood's mission is: “Tanglewood will be the best department store for customers seeking quality, durability, and value for all aspects of their

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  • Tanglewood Case 1

    Staffing Level In the Tanglewood Case One study we are to take into consideration the company mission and values as we are looking at the thirteen staffing decisions. These thirteen staffing decisions are acquire or develop talent, hire yourself or outsource, external or internal hiring, core of flexible workforce, hire or retain employees, national or global outsourcing, attract or relocate employees, overstaff or understaff employees, use short-or-long term focus, person/job or person

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  • Tanglewood Case 1

    Develop or Acquire Tanglewood should develop talent that is already within their organization. By developing existing talent Tanglewood stands the chance of keeping employees on a more long term basis because they see that they can move forward within their organization. Also by developing internal talent Tanglewood can really get an employee to adapt and fit into the corporate culture they want to maintain. Hire yourself or outsource Tanglewood should hire themselves. By hiring

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  • Tanglewood Case Study 5

    Tanglewood Case Study 5 Disparate Impact Penny Ross HRM301-F1WW Jennifer Martin October 25, 2015 Tanglewood Case Study 5 Historical Hiring and Promotion Data: Applicant Flows Occupational category | | | Total | White* | Total Non-White | African-American* | Store Associates | External hires | Applicants | 18226 | 15436 | 2790 | 594 | | | Hires | 3832 | 3221 | 611 | 135 | | | Selection ratio | 21.02% | 20.87% | 21.90

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  • Tanglewood Case

    Zoraida Bergan MGMT 479/Strategic Management Homework #3 November 25, 2015 1. Explain why the concept of competitive advantage is central to the study of strategic management. Answer: The strategic management involves developing and maintaining competitive advantages. These competitive advantages need to be created and sustained effectively to overcome the 5 competitive forces. Only by overcoming competitive forces can firms achieve above average returns. Because it’s always about

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  • Tanglewood Case 2: Planning

    Tanglewood Case 2: Planning To: Dr. Grace From: Tanisha Yorrick Date: 9/16/2015 Subject: Tanglewood Planning Introduction Tanglewood is trying to conduct a hiring plan for its upcoming year. They need to meet certain numbers and plan for expected shortages and surpluses. They are seeking assistance in identifying the trends in their labor market, filling vacant positions, reducing turn overs and updating their affirmative action plan. Key Points This section contains the key

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  • Hrm 594 Strategic Staffing - Tanglewood Case - Assignment #1 (Case 1)

    HRM 594 Strategic Staffing - Tanglewood Case - Assignment #1 (Case 1) Purchase here http://devrycourse.com/hrm-594-strategic-staffing-tanglewood-case-assignment-1-case-1 Product Description Tanglewood Case – Assignment #1 (Case 1) – Due Week 2 Objective The goal of Part 1 is to help you learn more about the basic environmental concerns the Tanglewood Department Store chain is facing. This information will help you to understand how competition, strategy, and culture jointly form

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  • Hrm 594 Strategic Staffing - Tanglewood Case - Assignment #2 (Case 3)

    HRM 594 Strategic Staffing - Tanglewood Case - Assignment #2 (Case 3) Purchase here http://devrycourse.com/hrm-594-strategic-staffing-tanglewood-case-assignment-2-case-3 Product Description Tanglewood Case – Assignment #2 (Case 3) – Due Week 4 Objective Recruiting is the first stage in which organizational plans for staffing come into contact with the labor market for employees. Before making any new recruiting effort, an organization needs to carefully consider the methods

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  • Tanglewood Case Study 1

    Kristine Prais MGT210 W01/Case #1 3/29/2016 Tanglewood: Staffing Levels and Staffing Quality 1. Staffing Levels a. Acquire vs. Develop Talent i. Whether a company chooses to acquire or develop talent within the organization both options have positive and negative outcomes. Developing existing talent within the organization would be a way for the company to slow down and concentrate on making sure they hold on to their strong company culture. Tanglewood stores want to

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  • Tanglewood Case 2

    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

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  • Tanglewood Case 8

    , individual data, and the exit interviews, focusing on the types of people who seem to be leaving as well as the costs and benefits of voluntary turnover described in your textbook. Do you think the evidence suggests that Tanglewood has primarily functional or dysfunctional turnover? What evidence led you to that conclusion? a. Based on the information provided, I would suggest that Tanglewood has a dysfunctional turnover. 3. Compare the suggestions for developing exit interviews from your textbook

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  • Tanglewood

    explaining what the jobentails.In targeted recruitment, the organization identifies the qualified candidates. Under this, state job services can fall. The employment service is provided with a set of qualificationsrequired for work, and the employment services agency assists in providing initial screeningand hiring recommendations. 3 . Evaluate data related to Tanglewood¶s historical recruiting methods to determinethe effectiveness for each method .

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