Tanglewood Case Study
Case Study
Tanglewood Case Study– Week two Zina Jimada Keller University May 19, 2013
Introduction Tanglewood is a chain of retail stores that uniquely distinguish itself through it stores layout of outdoor theme. It was named Tanglewood in 1984 by Emerson and Wood who are the co-founders of the company. Tanglewood appeals to the middle and upper income group of consumers who look for convenience and reasonable prices. Tanglewood has experienced rapid growth since it opened its doors in 1975. The growth of the company can mostly be attributed to the company’s ability to create a blueprint that allows for expansion and acquisition. Presently the company has opened 243 stores. Further, Tanglewood has sustained an organizational culture that sets its core values around its employees. The company focuses its efforts in maintaining a positive work environment by practicing a culture of transparency through the organization. Employees at all levels are allowed to make suggestions at management level. Tanglewood sees its employees as assets to their company.
Business Strategy Goals
The first strategic goal for Tanglewood is to consolidate its current management strategy. Tanglewood has not been able to centralize its management styles across all its stores with its new acquisitions. The company needs to incorporate human resource (HR) central planning because the company presently has 20 regional managers handling HR practices differently. The second strategic goal for Tanglewood is to slow down on its acquisitions while building on its corporate culture. It becomes important for Tanglewood to centralize their management style because it ensures that human capital is used in the best way along with the philosophy of the company. The last business strategic goal is to revamp Tanglewood’s HR Polices
Tanglewood Case Study– Week two Zina Jimada Keller University May 19, 2013
Introduction Tanglewood is a chain of retail stores that uniquely distinguish itself through it stores layout of outdoor theme. It was named Tanglewood in 1984 by Emerson and Wood who are the co-founders of the company. Tanglewood appeals to the middle and upper income group of consumers who look for convenience and reasonable prices. Tanglewood has experienced rapid growth since it opened its doors in 1975. The growth of the company can mostly be attributed to the company’s ability to create a blueprint that allows for expansion and acquisition. Presently the company has opened 243 stores. Further, Tanglewood has sustained an organizational culture that sets its core values around its employees. The company focuses its efforts in maintaining a positive work environment by practicing a culture of transparency through the organization. Employees at all levels are allowed to make suggestions at management level. Tanglewood sees its employees as assets to their company.
Business Strategy Goals
The first strategic goal for Tanglewood is to consolidate its current management strategy. Tanglewood has not been able to centralize its management styles across all its stores with its new acquisitions. The company needs to incorporate human resource (HR) central planning because the company presently has 20 regional managers handling HR practices differently. The second strategic goal for Tanglewood is to slow down on its acquisitions while building on its corporate culture. It becomes important for Tanglewood to centralize their management style because it ensures that human capital is used in the best way along with the philosophy of the company. The last business strategic goal is to revamp Tanglewood’s HR Polices
References: Heneman. VitalSource eBook for Staffing Organizations, 7th Edition. McGraw-Hill Learning Solutions, 2012. <vbk:0077675401#outline(1.4.2.1)>.