Green Mountain Resort

This case study on Green Mountain Resort describes the unique change management problems that directly impacted the future of the resort. The first issue for Green Mountain Resort encountered was the resort was created to stimulate the sale of vacation homes. Once all the properties are sold it was evident the resort eventually would go out of business since the intent of the resort was to draw vacation homebuyers to the area. The second issue the Green Mountain resort was challenged with was a high rate of turnover within the staff. The area where the resort was located was a rural area that lacked the pool of experienced employees for the resort. These two issues proved to be challenging hurdles for the Green Mountain Resort management.

The Green Mountain Resort management and investment bank had a consolidated vision to ensure the success of the resort. The investment bank had made it clear that they wanted the resort sustainable even after all the homes were sold in the area. In order to facilitate this demand Green Mountain Resort would need to ensure the resort would become a first class operation according to (Palmer, Dunford, & Akin, 2009). Green Mountain Resort would have to ensure the resort operations, and amenities were a top priority.

Green Mountain Resort management quickly realized their biggest challenge was the ability to maintain competent and experienced staff. Gunter manager for Green Mountain Resort demonstrated the image of the director by recognizing the problem of the high turnover rate within the staff. According to (Palmer et al., 2009) the director image identifies management as control based and seeing the outcomes where change is achievable. Once the high turnover rate was identified by Gunter do to the lack of qualified employees in the remote area he had to develop a plan to fill the void. Gunter first addressed the problem by interfacing with a consultant to identify possible solutions to the problem.