Summary Of Human Resources At Tanglewood

Human Resources at Tanglewood

For Tanglewood to be successful we must redefine what it means to manage our human resources we must focus on “quality and meeting the customers’ requirements, continuously improveing productivity, actively encouraging and rewarding innovation and creativity, and promoting flexibility in the design of our work processes (York, Pg. 6, 2010).” With these directives in mind let me break down some of the issues that I see as well as what I feel the goal needs to be and how I suggest the company gets to the goal. (more explanations will follow)

Improvement to Tanglewood

1. Issue- Keep those driving forces in mind Tanglewood is seeking to centralize planning due to inefficient leadership because of such growth.

Goal-

2. Issue-Solving the disconnect between regional managers.

Goal-Issue needs to be dealt with in a positive way, in no way do we want these changes to alter the culture of the organization.

Suggested Solution- slow implementation of and IT system that can bring a sort of social network between each level of management.

3. Issue-A certain standard is needed for mass amounts of employees verses potential customers.

Goal- To follow the founders’ image of always having employees that are knowledgeable of the store to help and greet potential customers.

Suggested Solution- recruiting previous employees for a small incentive and rehiring employees during each high traffic time. This way they have already been trained in the Tanglewood way and can just be updated on any new pertinent information.

4. Issue- Tanglewood shares the same strategy as competitors and needs to develop strategic objectives.

Goal- Create a unique strategy that helps to improve the market niche.

Suggested Solution- Hiring an individual or add to an existing job description devoted to making the company’s niche more outstanding and beyond the competition. Aswell as development of strategic

Tanglewood already prides itself on giving employees the opportunity to make suggestion regarding operation why not take it a step farther and eliminate the middle man. Give lower level employees the tools to succeed while saving the costs associated with mid-level department managers. Train shift leaders to manage departments and save training costs as well as any benefit costs associated with the 17 positions and give a pay raise to shift leaders. There is also a choice to use some temporary employee during high sales