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M2A1: Case Study – Green Mountain Resort
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Abstract
Review the following case study from your textbook: Case Study Green Mountain Resort (Dis)solves the Turnover Problem. Then, review the Case Analysis Rubric for assistance on how to write a case. Your case should be of sufficient length to address the issues and at least 3–5 pages, not including the title page and bibliography. Submit a Word document using correct APA formatting (6th edition).
M2A1: Case Study – Green Mountain Resort
The incorporation of a change image as a turnover strategy has its advantages, disadvantages, and implications on an organization. As a change strategy, the inclusion of a change image requires a thorough assessment to ensure that solves a problem that it’s designed to rectify. A turnover process entails an overhaul change of the management and employees’ structure in an organization. Applied in the Case Study of Green Mountains Resort, the change image required to be precise and focused on the turnover process to ensure it serves its right purpose. In the paper, we discuss how Green Mountains Resort (dis)solves the turnover problem to impact the resort into a success business venture.
The first change image to approach the turnover problem was the training of new employees to advance their hospitality career. The trainees are led and trained by Gunter – the mentor to new students. The role assumed by Gunter is one of the change image strategies that were implemented in an effort to manage the turnover problem (Certo, 2015). The process of training new employees aimed at gaining an outstanding reputation for being an excellent resort in staff training and quality hospitality services. The approach to hospitality training made great strides in reducing the effects of the turnover process making the resort to adapt to new changes accordingly.
In the process of the interpretation of the turnover problem, the change image structure failed to grasp the full context of the change to the problem. Boasting of the high number of employees the Green Mountains had trained, the management thought it would be easier to solve the turnover problem easily. The failure of anticipating the possible shortfalls to the mechanism of handling the turnover process hindered the success of the strategy (Durant, 1999). In turn, this required a new mantle of management to provide a new change image that can handle the turnover problem more efficiently.
Moreover, on the interpretation of the problem to Gunter, he assumed the role of a nurturer in which he opted to solve the problem. This introduced a change image that was attempting to address the issue of turnover. In the process of inducing change, Gunter took the problem in a positive turning it into an advantage. Therefore, he acquired a large number of young men in which he prepared them for training and teaching them on the new set of hospitality literature. The hospitality literature changed the tact to understanding the turnover problem as one to endured by anticipating the effects that were neglected in the first image. Hence, the anticipation process of the shortfalls of the changing structure of handling the turnover problem should allow the management to streamline the training, as well, simplify the jobs, and eliminate dependability on individuals. Thus, the efficiency of training and employee preparation made the management to induce a more proficient HR process.
Additionally, the choosing of another change image required Gunter as the head training to look at the turnover problem positively and as an obstacle to be overcome. The changing image was bound to bring in new insights about the turnover problem introducing a new measure to deal with the problem. The new change image enhanced the contracting of services from an agency – outsourcing of fresh eyes to engage and interact with the problem (Palmer, et a., 2009). The process influenced Gunter to reduce the number of full-time employees and use protracted services from the outsourcing agency. As a result, the Green Mountains Resort management was able to realize new challenges to the problem and implement alternative solutions.
The reaction and perception of the Green Mountains Resort to the turnover problem comprised of viewing the problem in different perspectives increasing their chances of cracking the problem. This increased the capacity of the management to fully contemplate the shortfalls and challenges of the problem as the induce various alternatives in solving the problem. The use of different frameworks strengthened the management’s capacity to spot the problem to its roots and provide viable solutions that can effectively manage the turnover issue. In the process, the organization increased the mechanism and resourcefulness of dealing with a problem head-on, rather than avoiding it. The efficiency of the management in change strategies is determined by its ability to solve various problems at difference occurrences.
Therefore, the turnover problem as an obstacle to the operations and functioning of the Green Mountain Resorts undermine its success and competitiveness in the industry. The perception of the turnover problem is interpreted in two different dynamics. First, the one to be seen as an obstacle to resort, hence, should be avoided. And the other, as an opportunity to assess the enterprises’ resourcefulness and ability in dealing with various problems. As well, the problem provided an opportunity for the organization to develop some of its operations and strategies, in turn, improving its competitive advantage with better services.
References
“About Us.” Green Mountain Resort, 2017, https://www.greenmountainresortcapiz.com/about-us-3/.
Certo, S. (2015). Supervision: Concepts and skill-building. McGraw-Hill Higher Education.
Durant, M. W. (1999). Managing organizational change. Credit Research Foundation Press, Columbia.
Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach. New York: McGraw-Hill Irwin.
