Green Mountain Case Essay

Introduction green Mountain lose 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 turn all over rate. In such a small surgical process and the type of indus correct, the opportunities for promotion were few and Gunter was faced with the irony that if he reduced the overturn, there would be eventide 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 fixChange ImagesThere are six spay images each Gunter, the hospitality writings 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 ace who wants to change the employee turnover rate. The assumption is that change is a strategic choice that mangers make and the excerpt and general well-being of the memorial tablet 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 aiming 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 away 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 place turnover as a chronic conundrum 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 utilisation as a way to recruit talent.Assumption -Turnover ProblemEach of these assumptions influenced prescriptions for dealing with the turnover problem. For example, Gunter merely seemed to make the problem worse when he played the director when he attempted to solve the turnover as a problem, scarcely when he changed the way he tanged at the issue he became the coach and turned the problem in to an advantage. The hospitality literature was the navigator as it defined turnover as a problem that was considered chronic and something that must be endured in the industry. Its prescription for dealing with the turnover problem included streamlining training, simplifying jobs and making the HR process more efficient. The consultant seemed to make the allow Gunter to look at the problem from a different perspective. He mentioned in that if you do not try, try and try again, but if at last you dont succeed then try something different and that is scarcely what Gunter had to do.Chang e Image- Turnover ProblemAnother image that can be applied to the turnover problem is the nurturer. Like a parents relationship with a child, future outcomes are nurtured or shaped, but the ability to produce intended outcomes at the end of the day is severely limited because of the impact of very much wider, sometimes chaotic forces and influences (Palmer, Dunford & Akin, 2009). The turnover problem is something (like a child) that is not going away, especially in the hospitality industry. Gunter had to accept the issue and try and work with it rather than against it. With the new insights to advertise Green Mountain Resort as a company that they recruit high-potential people, offering them promise of rapid career learning helped bring new insight to the turnover problem (Palmer, Dunford & Akin, 2009).ConclusionConclusions that I drew from the statement if we precisely draw upon one particular frame, then this will take us away from thinking intimately what is going on from an alternative perspective? would be that a single structure can in effect make it impossible to come up with innovative solutions. The Green Mountain case showed that it is not decent to believe that a problem can have different solutions. Rather the problem can be enhanced rather than gone completely.ConclusionThis case has changed the way I look at problems. You cannot continuously make a problem go away and there are times where you may fatality help and calling someone in to give the problem a fresh set of eye to see what they suggest may be exactly what the problem needs. Gunter at first was looking at the high turnover rate as a problem and that he wanted to lower the rate. organism in the hospitality industry high turnover is almost a given. After calling in the consultant Gunter realized that he need to change how he handled the turnover rate. He did this by advertise his company and a company that hired well educated employees that were likely to advance their career quic kly. By doing this he helped employee grow and always had applicants wanted to be hired so they could grow as well.ReferencesPalmer, I., Dunford, R., & Akin, G. (2009). Managing organization change. (2nd ed.). New York McGraw-Hill/Irwin