Feb 4, 2013
Tanglewood Stores Case Study
Current Environment Assessment
Due to fast growth rate and purchasing of smaller companies, legacy procedures are still found in HR practices among stores. Current polices and procedures managing the human asset must resonant with original mission statement. Competitors
The competitor list would be any company that does business in non-durable general retail industry. Specifically, listed in the case study has Kohl’s and Target as competitors but I think that Dillard’s and Saks should also be listed since they align with operating revenue, number of stores and employees. All of these businesses compete for middle to upper income customers. Structure
The organization has a tiered hierarchy with multiple levels of management reporting upward while maintaining a participatory management style even down to the departmental managers having the ability to create methods for running the department. Employees
There are approximately 215 employees per store. The employees are seen as an essential asset developing and maintaining the values and culture of the organization. Each employee is part of a team and encouraged to suggest operational improvements for the business. Financial rewards are provided to employees with improvements that are chosen for implementation. Leadership shows that every employee is seen as a member of the core work force by offering permanent positions over temporary. Culture and Values
The philosophy of the founders is taught at orientation; “If you tell someone exactly what to do, you’re getting half an employee. If you give someone the space to make their own decisions, you’re getting a whole person.” Through clear and honest communication (business health or otherwise) plus keeping performance and customer service in forefront, leadership has provided an avenue for employees to be engaged at every...