Tanglewood Case 1: Tanglewood Stores and Staffing Strategy
Introduction: Tanglewood has experienced success and very fast growth over the years, due to the involved efforts of its founders, its core workforce and strategies around participative style of management. This report looks at the Tanglewood strategy and goals for the future, the two key elements of staffing decisions, namely staffing levels and staffing quality, to come up with recommendations on these elements which will help Tanglewood achieve its strategic staffing objectives.
Tanglewood Strategy and Goals: A lot of growth for Tanglewood in the recent past has been by acquisition of existing stores, which combined with a regional structure empowered with autonomous decision making is creating challenges of driving Tanglewood’s unique culture which is a key ingredient of its success. Due to acquisitions, and with the regional structure, there is autonomous decision making at each of the regions, due to which there is a lack of consistency in implementation of corporate policies. Also there is much inefficiency due to lack of common and corporate wide policies and processes which have been identified as areas of improvement. The founders and leaders of Tanglewood realize that unless the company is able to is able to address these issues, and very tightly couple the organizational culture as part of their operations, it would be tough for them to succeed in the new competitive scenario and also take advantage of the opportunities present in the market. The company also has to ensure that it is able to create a motivated and robust work environment with loyal employees, so that they do not go away to competition who would be soon entering the regions that Tanglewood has presence in. In order to continue the very successful growth story of Tanglewood, the management and owners realize that the culture present in the organization is a core element they have to maintain, and have it ingrained in the new larger organization of the future. Organizational strategy for Tanglewood includes expanding into newer areas and opening many more stores, while keeping the culture and value system intact. For this they want to ensure that take a very hard look at existing process and systems and redesign them in such a way that the company is able to align all functions and employees in the same direction, which would make for an unified organization. Currently Tanglewood is organized is such a manner that a lot of its operational decision making and processes are decentralized and autonomous, due to which the company faces many inefficiencies, dilution in its culture and core values and inability of corporate to enforce strong governance. In terms of recruitment and staffing as well, the company has to look at revising its staffing and recruitment policies to align with the new corporate strategy, and create processes for employee recruitment, retention and development which would allow the company to create a very motivated and passionate workforce, that has the Tanglewood culture ingrained into them, and which would help the organization succeed in its future objectives. The company goal is to have a look at these aspects as well and come up with a strategy that aligns the entire organization with the future strategic objectives of the company.
Strategic Staffing Decisions: Strategic staffing requires the company to make key decisions about the acquisition, deployment and retention of the company’s workforce. Thirteen of these decisions, grouped by decisions on staffing levels and staffing quality are discussed in relation to Tanglewood context Staffing levels -
1. Acquire or Develop Talent – Given that the major objectives of the company is to bring about uniformity in its staffing and human resources practices across its regional units, and there is lot of inconsistency in decision making and operations across the organization, Tanglewood has to ensure that it...
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