Case Green Mountain Resort
Case: Green Mountain Resort
Gustavo Molina
Cristián Rasmussen
1)
a) Gunter matches with a director image because he wanted to stop the turnover thinking in an old fashion way. He wanted to have the ability to have the complete control of the turnover rate, doing whatever it takes. He did not succeed with this image, so he had to call a consultant.
Probably later, Gunter turn into a Coach shape because we wanted to shape the organization´s capabilities in particular ways, coaching the employees to be better, not caring about reducing the turnover and making more trained employees.
b) I think the hospitality literature of the organization has a navigator; the literature had identified the turnover as a chronic problem that the industry continuous to endure.
c) The consultant was clearly a coach because he was doing the job of a change consultant which means that the organization will be able to succeed. He was a good one, because he worked very well with Gunter being a very active manager, and taking actions working with the organization (Gunter) to find a way to solve the turnover problem and be able to move on and improve the whole organization.
2) The assumptions clearly helped to influence Gunter enlightening him to see what the organization was able to offer to his employees. Gunter saw that the organization had a value and the turnover was not a problem, was an opportunity to offer very attractive jobs to employees who clearly wanted to improve. And it didn’t matter even if they stay less time, the will work hard to be recommended for other future jobs, so they were motived to work very hard and happy to be coached.
3) The interpreter image could help the manager to make sense which change are affecting the organization, to be able to understand in the future the necessary changes that are coming. Like I said before, anticipating these changes can provide new ideas, ideas that happened in the case; the turnover was suddenly a positive
Gustavo Molina
Cristián Rasmussen
1)
a) Gunter matches with a director image because he wanted to stop the turnover thinking in an old fashion way. He wanted to have the ability to have the complete control of the turnover rate, doing whatever it takes. He did not succeed with this image, so he had to call a consultant.
Probably later, Gunter turn into a Coach shape because we wanted to shape the organization´s capabilities in particular ways, coaching the employees to be better, not caring about reducing the turnover and making more trained employees.
b) I think the hospitality literature of the organization has a navigator; the literature had identified the turnover as a chronic problem that the industry continuous to endure.
c) The consultant was clearly a coach because he was doing the job of a change consultant which means that the organization will be able to succeed. He was a good one, because he worked very well with Gunter being a very active manager, and taking actions working with the organization (Gunter) to find a way to solve the turnover problem and be able to move on and improve the whole organization.
2) The assumptions clearly helped to influence Gunter enlightening him to see what the organization was able to offer to his employees. Gunter saw that the organization had a value and the turnover was not a problem, was an opportunity to offer very attractive jobs to employees who clearly wanted to improve. And it didn’t matter even if they stay less time, the will work hard to be recommended for other future jobs, so they were motived to work very hard and happy to be coached.
3) The interpreter image could help the manager to make sense which change are affecting the organization, to be able to understand in the future the necessary changes that are coming. Like I said before, anticipating these changes can provide new ideas, ideas that happened in the case; the turnover was suddenly a positive