Brief description of major issues needing attention:
This case gives a somewhat vivid description of a range of the factors that The Men’s Wearhouse managers and CEO as well as the author presume as critical to the success of their business. When this case was put together, the clothing industry of men was becoming fiercely competitive with most companies exiting business due to substantial financial strains. Fortunately, The Men’s Wearhouse continued operating. The case study also tries to address the issues of what contribute to the success of this company especially in a rather difficult and highly competitive environment. It also answers what ensures that the high level of success continues and is maintained. In that time period, the main factors to the success and growth as highlighted include the organization’s commitment to the welfare of the employee (M. A. P. Bovens, Hart & Peters, 2001). It also includes the overall commitment to servant leadership as a management strategy. Commitment to the employee involvement and inclusion in decision making makes the ownership and implementation of decisions in the organization much easier.
The CEO views the ‘untapped and rich human potential’ of his group of employees as the main asset as compared to plant, property, and equipment. According to the CEO, the company’s main stakeholder groups are employees, customers, vendors, communities and the shareholders. The top management also observes that that the ultimate way towards maximizing shareholder value is through putting shareholders at the base of the consideration hierarchy (Rodrick & Rosenzweig, 2009). This way, major interests are only focused on long-term shareholder development and growth unlike in short-term and quick growth. It is believed that once employees receive first hand and predetermined care, they in turn reciprocate the care to the customers, which is a viable approach to taking care of the top-line growth.
In my view, this is a brilliant strategy for most company in this industry as long as they are not only provided with lip-service but putting in place viable forms of systems. Subsequently, The Men’s Wearhouse takes sufficient of its employees through implementing equitable management systems including fair career development and promotion, staffing and compensation, performance appraisals, good firing and hiring policies, and favorable communication channels between employees of all levels. This is not the first formal category of hierarchy that puts the shareholders last in importance. As the case study points out, unlike The Men’s Wearhouse, most clothing retailers do not consider employees first of all.
A culture of undivided commitment to servant leadership is one of the assets that the organization accrues for its success. With time, The Men’s Wearhouse has assumed the title a ‘high touch’ due to its high performance and acceptability among competing organizations. Mentor-ship and training are highly emphasized and valued in the company’s procedures. In fact, the top leadership believes that continuous employee mentoring is the key to the success of the company. At the company, an employee can get fired if an exceptional performer and producer but is not doing a thorough job in developing and mentoring others or worse still, not a team player (Cassia, Fattore & Paleari, 2006). In The Men’s Wearhouse case, servant Leadership means that one puts the organizational success and goal at a given level as the main comparative for personal success. They expect all managers to mentor lower level employees personally which explains why the executive managers visit stores for personal mentoring and training.
References:
Cassia L., Fattore M., Paleari S.,(2006) Entrepreneurial Strategy: Emerging Businesses in
Declining Industries. New York: Edward Elgar Publishing
M. A. P. Bovens, Hart P., Peters G., (2001) Success and Failure in Public Governance: A
Comparative Analysis. New York: Edward Elgar Publishing
Rodrick D., Rosenzweig M., (2009) Handbook of Development Economics. New York: Elsevier
