Green Mountain Resort
Mr. Gunter, one of the managers of change of Green Mountain Resort, had a vision for the resort; however he had a major problem retaining good employees, he had a high employee’s turnover problem that would interfere with his plan. The developers planned an excellent structure for the facility; however, they were unable to execute and facilitate growth that would take the company to the next level because the organizational leaders had not been able to carry out goals and visions for the future growth of the company. These major oversights made it difficult for the organization to prosper because they were spending more money on training and hiring new staffs (Palmer, Dunford & Akin, 2009, p. 40). As I examine Green Mountain Resorts, we will explore the identification of which image identified the assumption about changing. First I will start by discuss the six dominant Images a manager of change can use. He or she may utilize mental maps as a director of change, which can be a dictator, and one who has a plan and intend on caring it out, a navigator of change, and a care taker of change which falls under the category of management as control- historical characterization of management activities such as planning, organizing, commanding, coordinating, and controlling, and the organizational structure hierarchical. The next three images of managing, image of change coach, interpreter, and a nurture, which fall under the category management as shaping. Which has a recent origins, and one that sees managing as shaping and what happen in it, participative style of managing in which people are encouraged to be involved in decisions and treats the organization like an living, breathing, organism or person ( Palmer et al, 2009, p.25).
Mr. Gunter change image can be identified as a Director of change – The Director of change is one who believes he