Green Mountain Case
Introduction Green Mountain Resort is a small resort that gives people a choice to buy vacation homes with the added luxury of golf, tennis and skiing. With Gunter as the new owner, his main issues were the high turnover rate. In such a small operation and the type of industry, the opportunities for promotion were few and Gunter was faced with the irony that if he reduced the turnover, there would be even fewer openings for advancement (Palmer, Dunford & Akin, 2009). This was due to the type of industry and the fact that the resort was a rural area.
Green Mountain Resort
Change Images
There are six change images; each Gunter, the hospitality literature and the consultant have been described by an image. Gunter is the director (during the beginning of the story), he is the owner of the resort and he is the one who wants to change the turnover rate. The assumption is that change is a strategic choice that mangers make and the survival and general well-being of the organization depends on them (Palmer, Dunford & Akin, 2009). As the story went on Gunter became a mentor and began to change with the help of the consultant to more of a coaching image. The hospitality literature falls under the navigator. In the navigator image, control is still seen as at the heart of the management action, although a variety of factors external to managers mean that while they may achieve some intended change outcome, others will occur over which they have little control (Palmer, Dunford & Akin, 2009). The literature played a role of navigator as it identified turnover as a chronic problem that the industry endures and made several suggestions on how one can help reduce the effects. Lastly the consultant, he played the role of the interpreter as he was able to interpret the problem of turnover and how he was able to change the perspective of Gunter in a way that dissolved the problem. Instead of a problem turnover instead, became a way that the resort could
Green Mountain Resort
Change Images
There are six change images; each Gunter, the hospitality literature and the consultant have been described by an image. Gunter is the director (during the beginning of the story), he is the owner of the resort and he is the one who wants to change the turnover rate. The assumption is that change is a strategic choice that mangers make and the survival and general well-being of the organization depends on them (Palmer, Dunford & Akin, 2009). As the story went on Gunter became a mentor and began to change with the help of the consultant to more of a coaching image. The hospitality literature falls under the navigator. In the navigator image, control is still seen as at the heart of the management action, although a variety of factors external to managers mean that while they may achieve some intended change outcome, others will occur over which they have little control (Palmer, Dunford & Akin, 2009). The literature played a role of navigator as it identified turnover as a chronic problem that the industry endures and made several suggestions on how one can help reduce the effects. Lastly the consultant, he played the role of the interpreter as he was able to interpret the problem of turnover and how he was able to change the perspective of Gunter in a way that dissolved the problem. Instead of a problem turnover instead, became a way that the resort could
References: Palmer, I., Dunford, R., & Akin, G. (2009). Managing organization change. (2nd ed.). New York: McGraw-Hill/Irwin