Green Mountain Resort
Organizational crisis is a common occurrence in today’s society. Change is always needed, and it is never a straight forward process. If it was, businesses would always be able to meet their goals. If each and every corporation does not keep up with the changes they will not survive. Change, whether big or small can be extremely challenging and requires a well thought out plan, clever ideas, patience and good leadership. No single method of change management fits every company, but there is a set of practices, tools, and techniques that can be adapted to a variety of situations to (Jones, J, Aguirre, D, Calderone, M, 2004) Change management initiatives are mainly focused at improving organizations effectiveness. This in turn, helps in ensuring the well being of the organization’s employees, customers and stakeholders. A company has to remain competitive in the tough business climate after all.
Organizations quite often believe that change can only be managed through six images of managing changing (Drazen, 2011). Each and every image for managing changes has its own particular kind of pattern and formula of implementing the change which is different from one to another. Change image concepts impact an organization according to the person who implements these images. Naturally image concepts show a manager how change should be managed. Furthermore it gives the manager an overview of their role as a manager of change. Image concepts affect the way an individual approaches change and how they also approach the outcomes that are perceived possible. In the case study Green Mountain Resort shows a unique change management problem that directly impacted the future of the resort. The first issue that the Green Mountain Resort was worried about was the resort was initially created to boost the sale of vacation homes around the resort. Once all the properties were sold it was expected that 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 resort drew buyers to the vacation homes as it intended; it was an amenity and a symbol of commitment initially and ended up as a vital part of the community once it transitioned from a sales office to solely a resort. This happened due to the bank workout team the management company loved the place and bought it themselves with a plan to keep the resort operation permanently. The resort manager was a part owner and was motivated and had a vision to make it a first class business permanently (Palmer, Dunford & Akin, 2009). As far as the turnover issue, Gunter knew what the issue he was faced with and knew it needed to change but didn't know how to do it. I believe Gunter took more of an image of change as a director in the beginning. Acting as a director, he immediately identified the vast turnover as a problem at Green Mountain Resort and set a goal to fix the problem he realized. Gunter was in control, yet he couldn't control the turnover rate because of internal and external issues. He couldn't control the poor economic situation that surrounded Green Mountain. He couldn't control the lack of advancement within the company. It was known that turnover was always there and there was nothing you could do (Palmer, Dunford & Akin, 2009). This can be change manager as navigator. As Gunter enlisted help from a consultant he also became a mentor for the staff to change the turnover problem. As he worked with the consultant Gunter continued to be mentor but also became a coach within the organization. As Gunter and the consultant dug into the problem, they found...
References: Drazen (2011). Images of Managing Change. Retrieved from http://businessinflux.weebly.com/1/post/2011/08/images-of-managing-change.html
Jones, J., Aguirre, D., Calderone, M. (2004). 10 Principles of Change Management. Retrieved from http://www.strategy-business.com/article/rr00006?gko=643d0
Palmer, I., Dunford, R., Akin, G. (2009) Managing Organizational Change (2nd ed.) New York, NY: McGraw-Hill
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