Resolving High Turnover
BUS661: Leading Organizational Change
Dr J: Jim Jeremiah
July 15th, 2013
“The images, metaphors, or frames that we hold, both of managing and of change, influence our ideas of what we think managing change is all about” (Palmer, Dunford, & Akin, 2009). As people we all see through our own eyes, we call see a different perspective and have a different reaction to what is coming next. As human beings we react differently to situations. Situations of change are transitions that some are able to adapt to quickly while others have a hard time. Being the leader of that change can be difficult and helping make a change does not come easily or effectively. Keep and Newcomer (2008) stated that leaders couldn’t effectively initiate or implement change unless they are full involved. The case study: Green Mountain Resort (Dis)solves the Turnover Problem talks about the solution(s) to help decrease or get rid of employee turnover since being bought out by the bank’s investment team and upper management. This paper will discuss the six change images discussed and incorporate it with the assumptions made. Out of the six change assumptions discussed in Chapter 2 of our book Managing organizational change: A multiple perspectives approach, the assumption that would be identified with Gunter would be Image 2: Change Manager as a Navigator. Now that Gunter was not just an employee of Green Mountain Resort, he was also an owner. He knew in order to keep the doors open and lights on to the community of Green Mountain Resort her would have to make a change in regards to employee turnover. “Green Mountain Resort was in a beautiful rural county, but that county was also the poorest in the state. That meant that it was hard to find good employees locally, and those that were good, whether local or imported, didn’t stay long” (Palmer, Dunford, & Akin, 2009, pg 40). Gunter being the core of the management team as well as...
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