MGMT 802 – Talent Management – Fall2014
Staffing Plan Assignment
The
final paper, the Staffing Plan assignment, for the course is based on the
Tanglewood case. The Tanglewood casebook
appears on Blackboard. You will notice
that the casebook is 83 pages long (the final 28 pages are appendices) and that
it contains 8 cases. You are required to
focus on only THREE cases in the casebook, and you will
not need to read the entire case book. The assignment must be submitted on by Dec
12th(11:55pm). I decided to give another week for this assignment.
This way, you can enjoy your thanksgiving holidays much better without worrying
about your assignment. There won’t be a debriefing for this assignment as the
syllabus indicates-FYI.
Your
assignment is to respond to the NINE questions given for the following cases:
–
Case 3: Recruiting. Read pages 20 to 31 of the casebook and
answer questions 2, 3, and 5 on page 26 under “Specific Assignment Details.” Note that your answers should refer to the
Store Associate position.
–
Case 6: Interview. Read pages 40 through 45 of the casebook and
answer questions 1, 2, and 3 on page 44 under “Specific Assignment
Details” NOTE: for question 3, develop 3
behavioral questions and 3 situational questions.
–
Case 7: Selection Decision Making. Read pages 45 through 47 of the casebook and
answer questions 1, 3, and 4 on page 47 under “Specific Assignments Details”
for the position of Manager of the flagship store in Spokane, WA.
In
order to be able to answer the questions, you will also need to read the
Introduction on page 2 and the Staffing Strategy section on pages 3 through 11
of the casebook. Be sure to note that
you will need to access some of the information contained in Appendices A
through E (pages 56 through 83) for the three required cases.
There
is no required page count for this assignment, but be sure to answer all nine
required questions completely. Be sure
to indicate which question you are answering.
EXTRA CREDIT: If you would like to
be considered for extra credit, you can write on an additional case (listed
below) and earn additional points on this paper. If you have not been participating in class
discussions, have been absent from class frequently, or would like to improve
on the grade from your earlier papers, you may want to consider this option.
This is the only extra credit opportunity for this
course-Don’t miss it if you need extra credit.
Extra
credit will be available for answering:
–
All 4 questions for Case 4 – Measurement
& Validation (pg 32)
|
●
TANGLEWOOD CASEBOOK
for use
STAFFING ● ● 7th Ed. Kammeyer-Mueller |
TANGLEWOOD CASEBOOK
To accompany Staffing
Organizations, seventh edition, 2012.
Prepared by John
Kammeyer-Mueller
Warrington College
of Business
University of
Florida
Gainesville, Florida
Telephone:
352-392-0108
E-mail: kammeyjd@ufl.edu
Copyright ©2012
Mendota House, Inc.
Herbert G. Heneman
III
President
Telephone:
608-233-4417
E-mail:.wisc.edu”>hheneman@bus.wisc.edu
|
INTRODUCTION |
Rationale for the Tanglewood Case
Many of the most
important lessons in business education involve learning how to place academic
concepts in a work setting. For applied topics, like staffing, learning how
concepts are applied in the world of work also allow us see how the course is
relevant to our own lives. The use of these cases will serve as a bridge
between the major themes in the textbook Staffing
Organizationsand the problems faced by managers on a daily basis.
The Tanglewood
case is closely intertwined with textbook concepts. Most assignments in the
case require reference to specific tables and examples in the book. After
completing these cases, you will be much more able to understand and apply the
material in the textbook.
With this in
mind, it should be noted that the cases are designed to correspond with the
types of information found in work environments. This means that for many
important decisions, the right answers will not always be easy to detect, there
will be more than one correct solution, and often the very information that
would make decisions easy is missing. Remember that ambiguity in any case
corresponds to reality; although it may be frustrating at first, you should
remember that business problems are themselves often confusing and require
important judgment calls that don’t have any single “right” answer.
Successful Case Performance
Successful case
performance involves several key concepts. Each case should be prepared in the
form of a report to be given to the top management team at Tanglewood
department stores. The following guidelines for successful case performance are
useful for checking your work:
1.
Is the report easy to read?
a.
Correct grammatical errors and eliminate confusing
sentences.
b.
Break the text into subheadings so it is easy for the
reader to find relevant information.
c.
Explain your statistics in a way that an intelligent
reader who is not familiar with them could understand what is being reported.
d.
Present tables cleanly with relevant data highlighted
for the reader and with minimal extraneous information.
e.
Explainwhy
you chose to use information and data in the way that you did.
2.
Are your final recommendations and answers sensible?
a.
The final recommendations should be presented in a
clear, succinct manner.
b.
The recommendations should be feasible and directly
related to the information provided to the information provided in the case.
c.
Recommendation should take potential problems into
account.
CASE ONE: |
Case one principles:
- You will first
assess the current operating environment for Tanglewood in terms of it
competitors, structure, employees, culture, values, and human resources
function.
- Then you will
then develop recommendations for how the organization should staff its operations,
focusing on strategic decisions pertaining to staffing levels and quality.
Section
Objectives
The goal of this
section is to help you learn more about the basic environmental concerns the
Tanglewood Department Store chain is facing. This information will help you to
understand how competition, strategy, and culture jointly inform the effective
development of a selection plan.
Organization
Overview and Mission
