Monmouth Case Solution

Tanglewood would like to formulate a more efficient policy for screening. This is especially important in light of the large number of potential new predictors that have been included in the system as part of Marilyn Anchley and Donald Penchiala’s new procedures. They ideally would like to develop a sequence like that shown in Table 8.3 in the textbook that moves each applicant from the stage of being an applicant to an offer receiver.

Our recommendation is to take Sears Holdings Corp. (SHLD) private through a private equity buyout. After doing so, we recommend implementing a centralized management structure and recruiting retail-savvy executives for the upper management team. We then recommend focusing on increasing value by capitalizing on SHLD’s real estate holdings through leasing agreements and increasing partnerships with complementary enterprises. Also, we recommend improving employee retention rates and retaining exclusive rights to private brands. Finally, we recommend focusing on a long-term strategy to continue to maximize SHLD’s ecommerce platforms. We believe these recommendations will lead to long-term stability through increases in customer base and

A merger offer would raise the stock prices of Massey-Ferguson, if the deal is perceived as synergic for the company in the long run, and would infuse financial resources and flexibility into the company in the short term. In the light of Massey-Ferguson’s negative performance, however, a merger offer from any company seems highly unlikely due to

Tanglewood has organizational plans to staff open store associate positions on an ongoing, continuous basis. The first stage staffing plans must take into consideration is recruiting from the labor market. Tanglewood management team must clearly consider the different methods available as well as the associated cost benefits of each. This case study will provide Tanglewood with a recruitment guide for its open store associate position, describe the best targets for its recruitment, estimate the yields and costs of each method, and finally offer proposed recruiting messages. The organizational date provided was used to determine what Tanglewood’s best method for recruiting are.

EEO states which is that EEOC is responsible for enforcing federal laws that make it illegal to discriminate against a job applicant or an employee because of the person 's race, color, religion, sex (including pregnancy), national origin, age (40 or older), disability or genetic information. These laws apply to all types of work situations, including hiring, firing, promotions, harassment, training, wages, and benefits.

Northern Oregon also uses Media recruitment; applicants are 2686, Kiosk 3896, and Agency Recruitment 1290. The overall rate is Media at 41%, Kiosk at 43% and Agency of 48%. Cost per set up; Media at $10,000, Kiosk at $40,000 and Agency of $50,000.

The following will discuss the Human Resource functions of Tanglewood Stores. The paper will discuss the staffing strategies required by Tanglewood in order to maintain its corporate culture and niche market while remaining competitive. The paper suggests strategic staffing decisions regarding the nine staffing levels and four factors of staffing quality.

1. Start by developing a recruitment guide like that shown in Exhibit 5.3 in the textbook. Note that the current situation differs from the example provided in the book because there is no specific timeline for hiring; this is a continuous recruiting effort because even as positions are being filled, new positions are becoming available. It is also different because Tanglewood does not have a specific list of minimal educational requirements as qualifications.

Open and close cash registers, performing tasks such as counting money, separating charge slips, coupons, and vouchers, balancing

Even so, there is a large discrepancy between the size of Robertson, with an Enterprise Value of $29 million, and the average comparable company, with an Enterprise Value of $1.5 billion. There may be little relevance towards Robertson, which carries significantly more risk due to its small size; it is evident from the information available that bond rating correlates well with company size.

Bruce got into more and more troubles, which he even did not know yet when he tried to maintain the business with Chuck. The higher position that Chuck got, the higher the demand that he ask for from Bruce Maitland. Bruce was unaware of the consequences and kept trying to please Chuck and his family. He thought easily that the closer he is to Chuck’s family, the more business deal that he could get. True to be told that Maitland Motor got many leasing agreement from their relationship with Chuck. However, every time Maitland Motor got a leasing agreement from Mid South Tool and Die, Bruce had to provide not only Chuck but also others, who involved in making decision process something to make these deals done. In the beginning, Bruce only had to please only

Cartwright is a retail distributor of lumber products. It built its competitive edge based on pricing and having a careful control over its operations. The company reported an operating income of $86,000 and $111,000 in 2003 and 2004, respectively. This is a 29% increase in operating income in one year, which shows the firm’s strong ability to generate cash. The firm’s account receivables and inventory are increasing from year to year which is a good sign of a growing business. Cartwright is not an asset intensive company. It does not have to have huge fixed assets; most of its assets are cash, accounts receivable and inventory which all depend on future sales. Sourcing of materials is managed very well, purchased at discounts most of the time and contribute to having lower prices.

In the midst of a global recession, Clayton Industries is challenged by a diminishing demand for their product and rising variable costs. These issues are further compounded by stiff market competition that

Hill County operates in a very competitive market where new potential entrants can be a threat to its operation either through lower price offering or lower production cost. Competition from peer companies has significant effect on its operation, because Hill County is price taker in the market, that is, increase in prices is not one of the choices it can implement. Also, due to the fact that its profitability relies heavily on cost management, an intense competition can worsen the situation of Hill County in the future. Hence, the company needs to be very efficient in order to compete with other low-cost production firms. In addition, cost

Second, if we look at the individual businesses of Suez Lyonnaise after the merger, all of them except for “Other” (non-core) have demonstrated a consistent increase in revenues, EBITDA, and net earnings, which again provides greater value to its shareholders. The “Other” businesses