Case 4: Massengill's Department Store

Corporations booming affected the Americans in different ways. The industrialized cities begin to attract more people. Urban transportations were improving and this led to the making of department stores. Document I talks about a novel where a woman talks about the department stores in a city. How department stores were the most effective retail organisation. how

In the past, JCP had, on average, one price campaign every day. The stores were full of sale signs and retail rise was getting out of control. JCP partnered with numerous exclusive collaborations which was hoped to bring about an expansion for the firm. However, due to the economic slump, the oversaturation of the market, and an expected lack of quality in the goods from the consumer perspective, JCPenney’s success was degrading in contrast to its competitors. (Sloan, 2010).

Of course, the board does not confess to satisfying the greed for higher profits by taking these unpopular steps; they present all the process as catching up on the competitors. “GM has to do what it has to do in order to stay competitive, even if it means laying off thousands of people”, says a member of the board, and thus makes it more than clear that in a capitalist society the managers and the directors are concerned only with the profit maximization and with their own welfare, whereas the employees have to fight for their jobs in more and more unfavorable conditions. More than 30 000 workers have now lost their jobs, whereas the company’s chairman Roger Smith has just made $2 millions himself. The unions are no help at all in this moment. Supposed to increase the workers’ bargaining power, the unions have now become useless, since “too many people in the unions friends with the management”, whose interests, in this case, are completely the opposites to those of the workers.

The employees being laid off are major stakeholders as their means of living in jeopardy. In addition, as a result of the layoffs, the local economy will be effected. The culture of inclusiveness was one of the things that attracted Dennis to the company and the layoffs could seriously damage the institutions culture (Gentile, 2009).

This memo is intend to present appropriate treatment of the ARO estimation problem experienced by the Lack of Information (LOI) based on the findings from interviews with all 50 of the warehouse managers and on-site visits at each of the 50 locations of its warehouses countrywide. The onsite observations search for any evidence of damages in both the on-site property like the roof, walls, floors and general conditions. The interview with the managers obtains information about the characteristics of the warehouses that are not readily observable. The information obtained is very important in the preparation of the fiscal

The industry we have chosen is the department store-retail industry. Within this industry, we have chosen the department stores of JCPenney and Macy’s. We find this industry, as well as these two companies, interesting from a strategic perspective. JCPenney has recently undergone a massive strategic restructuring in regards to its pricing, brand offerings, and store layout, pushing it away from the typical department store strategy of discounts and coupons. Its new strategy has become much closer to Wal-Mart’s strategy of every day low prices. Macy’s, on the other hand, has restructured with a push from the economic

Another lawsuit filed in 2009 against Arthur T. caused Rafaela Evans to switch her allegiance from Arthur T. to Arthur S after the lawsuit was settled in June 2013. The allegiance shift caused a personal rift between Evans and Arthur T. and Evan’s vote switched the balance between the two cousins. When the time came for the board of directors to elect executives in 2014, Arthur T. was voted out. Although Rafaela Evans did not have the power on her own to fire Arthur T., this example of interpersonal conflict exemplifies how relationships between individuals can affect the grand scheme of organizations.

Ideally, his decision must maintain the firm’s no-layoff history, encourage the tight-knit company atmosphere, and draw as little negative attention as possible. As a new employee in his grandfather's business, he must prove himself worthy of the position he was recently controversially given. His first challenge is dealing with the declining performance of veteran employee, Russell Campbell, a strong-minded subordinate with a significant amount of influence within the firm. To make his dealings even more complicated, Russell is a

A "reality check" at the annual stock holder's meeting where many employees voted to have Harold Wallace removed prompted him to call in a consultant by the name of Frances Rampar to find out what exactly is going on within the company. The information gathered from interviews with key employees within the Wallace Group screams for change.

Department stores are not easy to manage, and take a whole team of individuals to run daily operations smoothly. Dillard’s success at the turn of the century came from balancing finances properly, incorporating a friendly atmosphere, and building its reputation as a welcoming upscale department store. In recent years, however, Dillard’s Inc. has surfaced in headlines for being listed as one of the worst companies in the nation to work for. With stiff competition and acquisition factors, the department store industry is not one to lag behind in and

“Trader Joe’s has designed jobs to increase job satisfaction by showing appreciation in providing more benefits to their employees than other chain grocers. They provide starting benefits including medical, dental, and vision insurance, company-paid retirement, paid vacation, and a 10% employee discount, Pg. w-100.” Traders Joes also recruits people with certain personality traits that the company wants in their stores. They are able to enrich their employees with knowledge of their products that they are selling, as well as inducing customer involvements. As a result, they are able to have higher job performance because they are able to train and

Opposition from Unions in different subsidiaries against the layoff could cause serious problems like high severance package and possible strikes

Macy's Inc. is one of the nation's largest and well known department store chains. Started over 150 years ago, Macy's has continually generated excellent returns for its shareholders and employees. Currently, in the midst of a global recession, Macy's has generated huge profits with same store sales increasing 5.3% year to date. In 2012 same store sales increased 4.6% in the month of February alone (Macy's Inc., 2012). In fact, throughout the duration of 2012, Macy's is projecting even larger profits for its underlying business operations. Even though Macy's has experienced success with both its assortments and brand, its competitors haven't faired so well. Sears, due in part to part to a lackluster holiday season, has been forced to close nearly 120 locations to generate excess liquidity in an effort to shore up its balance sheet (Isidore, 2011).Other competitors who cater specifically to the middle class consumer have also lost significant amounts of market share as consumers trade down due to the economy. This performance is primarily due to the core functions and operations of the business. Planning, organizing, leading, and controlling. Macy's excels at these forms of management, which has allowed the company to perform at a higher level relative to its peers in the industry.

The reorganization of Company B (a small restaurant chain, with 13 locations) resulted in the loss of 30 jobs. The corporate management decided to put several restaurants up for sale, in an effort to refocus the organization's emphasis onto a particular area of the country. One particular restaurant was sold on April 30, 1999. The company did not inform the employee that the restaurant had been sold. Operations ceased on May 16, 1999. Corporate management came to the restaurant location to hold a staff meeting on May 17, 1999 (a Monday, which is a day on which the restaurant was always closed), and notified employees that the preceding day had been their last day of employment for the restaurant. Employees who wanted to continue to work for the restaurant were asked to assist in a one-day packing workday, after which they would be let go permanently.

Just eight months after the fire, three of the four production lines at Malden Mills were fully operational and all but 500 of the nearly 2,400 employees were back to work in the factory. But unexpected downturns in the apparel industry challenged the wisdom of Feuerstein’s actions. By 1998, employees at Malden Mills experienced steady layoffs and the firm acquired $120 million in debt. Under the leadership of new chief operating officer Gerald Bowe, following the values of the company’s founder, Malden Mills experienced a turnaround in 1999. Hourly employee recalls numbered 1,500, bringing the total number of employees back to the level at the time of fire. Government and overseas contracts countered the decline in sales in the competitive domestic market, and Malden Mills appeared to be recovering from its financial setbacks as the firm entered the twenty-first century. Aaron Feuerstein’s commitment to both the company’s economic and social mission and goals appeared to have emerged from ashes intact.