Case study Green Mountain Resort

Casestudy: Green Mountain Resort

Casestudy: Green Mountain Resort

TheGreen Mountain Resort is a hospitality facility that was originallystarted to serve people who bought vacation homes at the GreenMountain. The resort offered a wide range of recreational services tothe property owners who patronized it, which include tennis, golf,and skiing games. However, the resort is worried that it will have toclose down after all pieces of land are sold out. This case studywill address change images that an be used to manage turnover, theinfluence of assumptions on prescriptions for handling the challengeof turnover, the selection of another change image and itsapplication to the turnover problem, and conclusions.

Changeimages that can be identified in the postulations about themanagement of turnover

Gunter:

Theapproach used by Gunter to manage the resort took the image of apredominant caretaker. However, the case study depicts Gunter as amanager whose actions were consistent with those of conventionalchange manager. Gunter’s efforts to exercise control were notfruitful because any change outcomes that were obtained allunintended. This is confirmed by the fact that the control measures(including the term contracts) put in place by Gunter failed to bringthe intended outcome. It is evident that Gunter played the role of ashepherded in the resort.

Hospitalityliterature:

Thechange approach used in the management of turnover as depicted in thehospitality literature is comparable to the nurturer image adopted bythe change managers. The hospitality literature depicts the challengeof turnover as being outside the influence or the control of thechange manager. Instead of proposing alternative control measures thehospitality literature makes a suggestion of process changes(including training, streamlining, and simplification for jobs) thatcan help in building capabilities in the firm. The objective of theseprocess changes is to develop effective and fixed systems in spite ofthe challenges associated with the high turnover rates. From theliterature, nurturing organizations helps the change manager to setup infrastructures with the ability to handle future changes.

Theconsultant:

Theconsultant assumed the interpreter image of change after observingthat the measures proposed by Gunter and the hospitality literatureto address the problem of turnover did not succeed. The interpreterimage helped the consultant in seeing things beyond what Gunter andthe hospitality literature could manage. The consultant focused onthe possible positive side of the turnover instead of using thetraditional assumptions that hold that turnover is always negative.Although the consultant could not make changes pre-determinable, theuse of a different perspective made changes partially intentional,which helped in rebuilding resort’s capabilities.

Theinfluence of assumptions on prescriptions for handling the problem ofturnover

Thecaretaker and the nurturer change images are founded on theassumption that the challenge of turnover is beyond the control ofthe manager. In both types of change image, the outcome attained bythe resort was unintended since both of them assume that theinfluence coming from the external is fixed, which is derived ontheir respective theoreticalbasis. The interpreter change imagemakes a departure from the conventional assumptions, which means thatthe external forces should not be seen as obstacles, but asopportunities to help the management do things differently. Forexample, the manager can use the sense making approach to reframe thechallenge and comprehend the challenge from different perspectives(Ferguson, 2014).

Selectionanother change image and its application to the turnover problem

Director:

Thedirector is an alternative change image. The director would beexpected to apply more controlling functions with the objective ofcontaining the issue of employee turnover. The main concern for thedirector would be how to give answers on how the organization shouldbe changed by controlling its elements related to the externalenvironment (Gupta, 2009). The main objective of the director wouldbe to facilitate a full realization of the desired change. Thedirector can use a contingency approach to develop some strategiesthat can help the organization address the challenge of turnover byincreasing employee retention. The contingency approach holds thatthe effectiveness of the management is dependent or contingent uponthe interplay between specific situations and the application ofdifferent management behaviors (Lister, 2014). This implies that thestrategies developed by the director should be determined byprevailing circumstances.

Conclusionsthat can be drawn from the first statement

Thestatement gives a perspective of the existing differences betweenbeing open-minded and closed minded. The statement indicates thatpeople who take much time and energy to focus on one task are quitelimited and have no capacity to see other things around them. Thestatement creates a notion that people can become more creative andfeel motivated to succeed if they take some time to evaluate what isaround them instead of focusing on what they are working on all thetime. Thinking outside the box can help people discover new positionswithin the organization instead of deciding to quit.

References

Ferguson,J. (2014). Sense making theory. SlideShare.Retrieved July 11, 2015, fromhttp://www.slideshare.net/jdfergu/sensemaking-theory

Gupta,A. (2009). Organization’s external environment. PracticalManagement.Retrieved July 11, 2015, fromhttp://practical-management.com/Organization-Development/Organization-s-External-Environment.html

Lister,J. (2014). Contingencyapproach use in business.Santa Monica: Demand Media.