Columbus Custom Carpentry Is A Family Owned Business Operating Essay

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Columbus Custom Carpentry is a relatively small family-owned business that was started in 1946. The organization is rooted in the Midwest area of the country and focuses mainly on the production of antique and custom contemporary style doorwork. The organization currently has four locations and employs 135 employees. Even though the company operates in a niche market, Columbus Custom Carpentry has experienced great success resulting in annual sales of 15 million dollars. The organization is composed of several different departments, which are grouped into four different units. These units are administration, marketing, manufacturing and warehousing. Columbus Custom Carpentry has numerous problems dealing with internal and external compensation equity. The following team research conducted will examine identified human resource management issues dealing with topics such as pay equity, turnover rates, market pricing, and pay structure. The research will offer

Columbus Custom Carpentry (CCC), a family-owned company founded in 1964, operates in a niche market that produces semi-custom doors for the residential market. The company has taken the non traditional approach of not competing with mass manufactures, nor selling their products through popular market stores. The company finds their success and profitability through the development of various jigs and specific tools that aid them in the production of replacing antique-styled doors for the restoration market. They also have a relevant source of business in a line of contemporary doors that have a more distinct and dynamic style than someone would find from mass-market competitors. The company’s tools and systems that are used to

The salary structure is inconsistent with people carrying out identical jobs having pay differences of up to £3,000 pa. This may cause friction within the team. Even when the company promotes an incentive bonus scheme for the production staff, the targets have not been met. And so the bonuses have never been paid. We do not know from the information given whether the targets are unrealistic or the workers do not see the scheme as being worthwhile. The production workers seem to be on a different path to the company’s.

b) ESOP’s: Incentives that allow the employees to buy the share of the firm they are working at lower rates which creates the sense of ownership.

Despite this, the company has encountered problems over the years with its employees, leading to high turnover rates and lawsuits. While some employees are very happy with the way company

The main reason for Ohio Art Company’s decision to move its production to china was simply to stay in business. When asked if it was an ethical decision, you must look at the company as a whole and not just the sake of their employees. Even though OAC does have moral obligations to its employees, they also have moral obligations to there stakeholders as well. OAC’s main goal was to keep overall costs for its most popular product the “Etch-A-Sketch” under $10 or else lost money. On an economic perspective, with the move to China Americans would achieve lower prices plus lower overall cost while the move would give Chinese villagers a higher paying job and possibly a better life. A win/win situation if you ask me. Under the Friedman

CVS Caremark established 1963, has been expanding every year since their inception. With over 7,000 retail locations they face many human resources challenges. It essential for CVS to understand what HR challenges they face to make informed decisions; beneficial to the company stakeholders and employees. Hr decisions affect not only the employee’s but the company’s social opt squat. These resolutions include recruitment of highly skilled workers, company policies, labor relations, training and diversity, management of multiple locations, global business environments, employee compensation and benefits,

What I also discovered was there were several problems in the amount of pay several employees were paid. The employee’s genetic makeup for the company over the last 10 years were two females, one which as Hispanic as two years younger than myself, the other around twenty years older than myself who was office manager. There were two male employees, the secretary, a Caucasian in his late sixties along with myself a Caucasian in my late

The employee’s morale is low, they feel undervalued and unappreciated. With inflation rates and lack of raises their take home pay is less than before and the employee’s perception is that the company is doing well. During some tough years before, the employees that remained had pulled together and working harder to help keep the company open, they now feel that since business is good, they have not been appreciated or recognized for their commitment. They are concerned about their benefits plan and pension changes that may be happening.

CMR, originally Mike’s Cabinets, is an architectural millwork business that competes in two different market segments: commercial and residential. In order to effectively compete in both markets, the nature of CMR’s business varies slightly between them.

The company 's analysis has determined that over the last 15 months they have lost three very large contracts that were worth over 18 million dollars. The company has also seen a spike in permanent employees that are leaving the company for varied reasons such as for jobs that are paying more, for jobs with better benefits, and for jobs that do not require as many hours a week. Additionally the company has lost several critical employees to include one mid-level manager from the Quality Control Department due to the birth of a child and subsequently opted out, or more expressly, she has a family with income and decided to leave the work force. This is becoming a common trend but it only applies to a small group of women who are mostly

The company Steel Co, which has been established for around 30 years, has been in a steady decline during the current recession and although a Divisional Director has been employed by the owner the fortunes of the company have not improved. The staff is unhappy, unproductive and unimpressed by the Human Resource system that currently exists in the company. The pay structure that currently exists within the organisation has been much debated

Your company revolves in a product market, which means you offer goods or services and have to compete with your competitors for customers. The goods your company offers, motherboards, are popular in the electronics industry. Based on the reputation your company’s products are basically flawless, you already charge a higher price than some of your competitors. Part of what comes with higher priced item, is quality of the item and superior customer service. Based on the size of your company, employees pay is significantly below the market and below your large competitor. We have some recommendations for you in this area, as you have an amazing team, some of which are unhappy with their current pay. After conducting a benchmarking study, our suggestions include a minimal base salary increases for some, and a nominal incentive program for others. Your salary will suffer slightly at first; however, included in this is the creation of a marketing plan to focus on obtaining new clients in new fields, which will increase overall profit for the company. For your employees, they will feel their concerns were addressed, how significant their contributions are to the company and demonstrate how much they are valued by you.

“I learned construction and carpentry from my father at a young age, so I felt very comfortable and I felt very satisfied when I worked in that field.” – Michael Cudlitz. Knowing carpentry from a young age is a really good way and Michael say's that his father taught him and that he is comfortable entering that field. This paper is going to explain the history, training, materials used, and health and safety of carpentry.