Green Mountain Resort located in the Appalachians home to many new buyers of land and homes surrounding the resort, homeowners receive discounts on the amenities that the resort has to offer if they buy a home. Green Mountain Resort is not exactly what you would call a vacation style resort because the Resort was made to populate the land of Green Mountain, an attraction to bring in clients, the center for hospitality and an attractive amenity of home ownership to buy the land, which offers Golf, Tennis, and Skiing with machine made snow for the public. The down fall of this resort is that when the home buyers are finished buying the amount of attraction it would bring would actually limit the amount of service of the resort because “the function of the resort as a sales tool would disappear along with the sales staff, and, if this were like other similar developments, the resort would lose its luster and perhaps even go out of business (Palmer, Dunford, & Akin, 2009).
Which of the six change images discussed in the chapter can be identified in the assumptions about changing turnover that were held by: • Gunter? • The hospitality literature? • The consultant? While Gunter, was previously in management of the resort was now acting owner of the resort and wanted to find a way to fix the challenges of turnover because of the economy of Green Mountain, Gunter in the beginning took the role as the Change manager as director because of his leadership in the company; he identified the issues of turnover and attempted to solve the problems. As the story continued he took the role of change manager as coach because he started to mentor alongside with the consultant, as his resort became the training ground that other resorts looked for when hiring associates. He also became a mentor for others who were seeking training in providing excellent service in the hospitality industry.
The Hospitality literature set up a role of a change manager as navigator because it identified turnover as a problem needing treatment (Palmer, Dunford, & Akin, 2009) and that it was a chronic problem for the industry and suggested several ideas on how to help reduce the effects. The consultant led the role of change manager as interpreter, he stated to Gunter ““If at first you don’t succeed, try, try again,” to say, “If at last you don’t succeed, don’t just try again, do something different (Palmer, Dunford, & Akins, 2009).” Seeing from the outside in, why did the good employees leave and how can Gunter fix the issues when most of the good employees whom Gunter wanted to keep left for better jobs that offered training, he notice a pattern in the ones that left getting promotions on their new found jobs because of the experience they had at green mountain. Gunter with the help of the consultant used that to elaborate within the company use the problem turnover a way to recruit talent because of the development of recent workers being promoted after they left.
How did these assumptions influence prescriptions for dealing with “the turnover problem?”
In the preparations for dealing with the turnover, Gunter seemed to make the problem worse when he used the role of change manager as director, because he tried to solve the turnover problem as a problem itself. However, when he used the role of change manager as coach, his perspective changed to take the problem into an advantage, for example, why did the people in this company leave, when they left what did they do, and finally seeing the perspective behaviors with promotion after leaving Green mountain resort he knew what he could use that for, implementing mentorship with new workers to promote better careers. The hospitality literature was the navigator and said that the turnover as a problem needing treatment, and defined it as a chronic, something to be endured. Its remedy for dealing with the problem included streamlining teaching, abridging jobs and creating the HR