Green Mountain Resort

Green Mountain Resort

Green Mountain Resort has had a problem with turnover; which is due to the location and population of the resort. The turnover rate has many implications on the business as a whole because the suffering service dictates the outcome of the resort as a destination spot for locals and tourists alike. Therefore, solving this problem is the manager’s main focus in the upcoming year. However, as the problem continued to persist an outside consulted is called upon. Together, the manager, consultant, and hospitality literature will reflect upon the six images of management change. According to Palmer, Dunford, and Adkin (2009) these images includes: change manager as director, change manager as navigator, change manager as caretaker, change manager as coach, change manager as interpreter, and change manager as nurturer.

First, we will focus on Gunter, the manager. Gunter’s ambition was to control and lower the turnover rate of the resort. He did this while using the caretaker image of the change manager’s images. Gunter’s initial reaction to the high turnover rate was to control it by offering benefits that took time to achieve and long term contracts. The assumption, of course, was that the best employees would take advantage of these benefits and stay with the organization. However, it had the inverse effect. According to Palmer et al (2009), the caretaker image is one that requires control, yet cannot accomplish the desired result. Gunter is relentless in issuing his comprehensive knowledge of the business to his associates, but is unable to acquire the desired results.

Next, we will focus on the consultant’s role in changing and dissolving the organization’s turnover rate problem. Per Palmer et al (2009), when discussion the coach image of organizational change, “the coach relies upon building in the right set of values, skills, and ‘drills’ that are deemed to be the best ones that organizational members, as players, will be able to draw on adeptly in order to achieve desired organizational outcomes” (p. 31). In this case, the consultant acts as the coach of the organization by concentrating on how to dissolve the problem, rather than fixing it completely. Quite simply, “no more fix: no more problem” (Palmer et al., 2009, p. 42). The consultant offered a way to turn the high turnover rate into an important facet of the organization by marketing the resort as a training facility. This attracted better associates; and thus, better customer service and higher revenues.

Thirdly, the hospitality literature can be identified with the navigator image. The leader in this scenario would change the format of the organization in response to the problem, navigating the associate through new initiatives. In this case, the literature tells managers that the correct initiative is to simplify the working process (Palmer et al., 2009). This