...Green Mountain Resort Case Study HRMG314 – Managing Organizational Change Green mountain resort was a small resort that was not expected to be in business very long. The resort manager had other plans, as part owner he had visions of making Green Mountain Resort a first-class resort. The issue he faced with achieving his vision was the resorts turnover problem. He had tried many different strategies to reduce turnover including focusing on streamline training, simplify jobs, don’t become dependent on individuals, and making HR processes more efficient (Palmer, Dunford, & Akin, 2009, p. 40). Despite his efforts his turnover problem still existed, he would lose the best service people and be left with the poorest performers. Gunter held the director image when managing turnover. Since he was the manager and part owner he was directing the organization in a particular way hoping to change the outcome of the turnover (Palmer, Dunford, & Akin, 2009, p.27). The hospitality literature took on the image of a coach. This literature was used to try and shape the organization to be successful (Palmer, Dunford, & Akin, 2009, p.30). The focus was highlighting the training and management development showcasing their capabilities. The consultant took on the role as an interpreter. The consultant listened to the problem and the previous attempts to fix the problem and was able to assist with making sense of the outcome and refocus Gunter...
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...Turnover at Green Mountain Resort Matthew J. Riley Colorado State University – Global Online Campus Which of the six change images discussed in this chapter can be identified in the assumptions about managing turnover that were held by; Gunter: I believe Gunter took more of an image of change as a director in the beginning. Acting as a director, he immediately identified vast turnover as a problem at Green Mountain Resort and set a goal to fix the “problem” he realized. 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 the resort was setting the standard in training for the hospitality industry. This new found information was the shift in looking at turnover as a good thing instead of a problem. The hospitality literature: I believe the literature took on the role of a navigator. It identified the turnover as a major problem which needed to be addressed in the hospitality industry. The literature also makes several suggestions on how an individual can help to reduce or eliminate the effects of the problem. The consultant: In taking the role as the interpreter, the consultant interpreted the problem of turnover to Gunter and was able to change his perspective in a manner which actually helped solve the problem. Gunter now looked at turnover...
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...troubles facing the Green Mountain resort are to do with staffing issues /concerns and the problem with turnover. Although the location of the resort is not ideal (located in the poorest area of the state), the management had attracted a group of hard working employees. Yet due to lack of promotion and advancement at the resort, the excellent members of the staff have moved onto other resorts leaving behind the novices and poorer workers. This is where the underlying problem arises, as the staff turnover rate was so high due to new employees having to be hired, that the added training for the variety of assignments staff would undertake was crippling management. This sort the management to find a solution to fix their high turnover rate. A consultant (although not an expert in the industry) was brought in to help fix this problem. The consultant aided the management in figuring out what they were actually looking for and the execution. The management found that older employees spoke so highly of the training and opportunities given to them by their resort that word got around creating a platform of newer ambitious people began to apply for positions with Green Mountain. This allowed the management to embrace not only the high employee turnover rates, but also the companies new title of being a building block, in return for high employee work and service rates. Case Questions 1. From the six change images, which Gunter held? Gunter was an owner and the resort manager who had been...
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...Green Mountain Resort Group 1. Which of the six change images discussed in this chapter can be identified in the assumptions about managing turnover that were held by? a. Gunter? In the case of Gunter, the change image that can best is Image 1 – Change Manager as Director. This best matches up with Gunter because he wanted to have the ability to have complete control over the actual turnover rate within the scope of his organization. Gunter viewed the turnover rate as having a negative impact on the organization. With the navigator image, the control is still seen as the crux of the management actions. However, at the same time, there are also a variety of external factors that will affect the turnover rate. This means that, despite Gunter doing everything he can to attempt to minimize the turnover rate himself, there will still be other situations that will arise that he cannot control that will contribute to the turnover rate. Therefore, Gunter wanted to be at the control of a situation that he ultimately could not find a viable solution to as he attempted to find different solutions to keeping the turnover rate low but was unable to do so. b. The hospitality literature? The hospitality literature ultimately plays the role of a navigator. This is due to the fact that the literature had identified turnover as a chronic problem that the industry continues to endure and made a number of suggestions as to how to help reduce the effects of turnover. c. The consultant...
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...endured and even could be only controlled little. Consultant: In this case the consultant is identified as an interpreter, because it was actually not an expert in hospitality industry but they may had a different thinking of handling the problem. Question 2) Gunter as coach tried to train his employees well, although he knew that there were only a few opportunities for promotion and to settle good staff. Furthermore he tried to keep them with special term contracts and benefits. So he only tried to deal with his problem in shaping his capabilities and made it even worse because these measures were seen as coercive and people would not stay. Even more they were out of character for Gunter and the resort. After the reinterpretation the word got around, because the Green Mountain Resort was a place to go having a great training and early responsibility. Gunter started to act like a coach and turnover seemed to be positive because he started to catch this chance for recruiting smart and ambitious people. The hospitality industry as a navigator tried to deal with the turnover problem in even more accepting this problem as change anything. So that was what they Gunter told, to minimize the debilitating effects and turnover is something to be endured. The consultant helped to reinterpret the situation and made it possible that Gunter...
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...Running head: Turnover Problem Green Mountain Resort (Dis)solves the Turnover Problem Introduction The beautiful Green Mountain Resort was a doomed business from the beginning. As the developer failed, the investment bank took it over to fix it up and resell it to at least get their money from it. However, they fell in love with it and made the decision to create a first class operation. The manager and part owner Gunter had a vision of the first class resort. The one thing that was halting this vision was the problem he faced with turnover. The resort was located in the poorest area of the state. That being said, it is hard to find and keep good help when there is little to choose from. When he did find some great help they quickly moved on for better opportunities, because he just did not have much more than entry level positions being a small business. So the problem he faces is what the turnover creates. Gunter cannot expect to provide outstanding service as he seems to be constantly in training mode. The great employees that he wants to have on staff end up leaving for more opportunity. Case Questions Change Images used by each Gunter’s change image was that of a coach. The image or reputation of Green Mountain became that of being an excellent place to obtain training to advance one’s career. Gunter mentors those that provide outstanding service and helps them to become even better. The hospitality literature’s change image was that of the navigator...
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...product will thrive in the market because the last time we attempted to launch a product like this if failed miserably. Also, we still need to figure out a way to make our product have instant chill. Our Customers will not buy if the don’t have cold Coke. On the other hand, we have some large opportunities to excel our company as a whole. The first decision is if we partner with Green mountain coffee roasters Inc.; they can really improved our chances of being successful because they put their Keurig coffee maker in 10% of us homes. People will pay for convenience and easy to use machine. The next decision is if we decided to produce this product it would lower many transportation and extra product costs with bottling. The last decision we would have to make is if we should use co2 canisters. This was tried before and customers thought it was inconvenient. In the rest of the memo, I will show how this company can be even more successful but also more efficient by making decisions. Full Analysis Sense we tried to make this home soda maker before, I believe that we should partner with Green mountain coffee roasters Inc. because they are in 10% of us homes already and they have a trusted brand name. The stakeholders might have a different idea about partnering because it’s going to come with a price tag. We just have to educate them in the sense of how much more profit we could make from using more resources. Moving on to the second decision, if we commit to product this product...
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...Green Mountain Coffee “Brewing a Better Day” Milestone One Kim Hureau Southern New Hampshire University Green Mountain Coffee “Brewing a Better Day” The purpose of this paper is to provide a comprehensive analysis on Green Mountain Coffee. This analysis will cover an overall market, cost and production and supply and demand analysis for Green Mountain Coffee, including Keurig. Green Mountain Coffee provides single serve brewed coffees in a variety of flavors and brewing styles to both the at home as well as corporate consumers. Green Mountain has an extreme focus on sustainability and green business practices and was the first company in the coffee industry to support the United Nation’s Global Reporting Initiative (GRI) mission to develop globally accepted sustainability reporting guidelines (Sustainability, n.d.). History of the Company Purchased by Robert Stiller in 1981 while vacationing in Waitsfield, Vt., Robert thoroughly enjoyed the coffee he bought when he stopped in at the small specialty coffee shop so much that he bought the store. In 1989, Green Mountain Coffee formed an environmental committee to address conservation concerns Robert Stiller had, this conservation program has remained a consistent social program through the many changes at Green Mountain. The Company changed their name to Green Mountain Roasters in 1993 and became a publically traded in company in September of that same year. In the late 1990’s, Green...
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...User Manual Critique Week 4 Assignment Gregorio Cisneros ENG/221 07/17/2014 Joseph Aguirre The following review and critique will be on the Keurig, Inc., Keurig® K-Cup™ K70/K75 Platinum Brewer Owner’s Manual. The document is available online via the following website link: http://www.keurig.com/~/media/Files/Keurig Brewer Manuals/2013 Use and Care Guides/Platinum Use Care Guide.ashx This review will cover the purpose and function of the manual, format and design, manual usability, the uses of written communication and appropriate usage of visual and technical elements. This critique will demonstrate how this manual is both concise and effective manual. Purpose and Function The purpose of the manual is clear to the reader as to help product owners know how to setup the unit, use the device correctly. The manual also informs readers of the device controls and features, how to clean and maintain the device, knowledge of troubleshooting topics and solutions, and informing the end user of warranty specifications. The fundamental function is to educate the consumer how the Keurig product works and provide additional available support content pertaining to the device. Format and Design The manual format is both pre-printed physical copy or available online for viewing and downloading. The document dimensions are smaller than 8.5 in. x 11 in. letter size. The manuals custom size of 8.5 in. x 5.5 in. size makes it compact and economical. The cover is a 4-color process scheme...
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...Case Study Report COMPANY NAME/WEBSITE/INDUSTRY Green Mountain Coffee Roasters (GMCR) Maker of specialty coffee and coffee makers ~www.gmcr.com and Keurig Inc. (Proprietary company of GMCR) Maker of the Single cup brewing system in North America BACKGROUND/HISTORY GMCR is a specialty coffee company based in Waterbury, Vermont. This company went public in September 1993. Green Mountain Coffee Roasters began in 1981 as a small café in Vermont. The demand grew with requests being made by local restaurants. The company then moved its headquarters to Waterbury Vermont which makes up the 90,000 square foot roasting and distribution facility. GMCR primary business is as quoted by the president and CEO Lawrence J. Blanford, GMCR’s strategy of aligning with the strongest coffee brands to support a range of consumer choice and taste profiles in an innovative Keurig Brewing System. Keurig was launched in 1990 by Peter Dragone and John Sylvan. These two individuals built Keurig on the bases that coffee should always be served fresh and fast. Their endearing concept was “Why do we brew coffee by the pot when people drink it by the cup? Henceforth this revolutionary idea brought about the Keurig K~Cup portion pack. Then in 1994 Keurig secured a patent and then created a prototype. It was not until some investors came along with money and demanded that Nick Lazaris, a veteran executive, be brought on to assisting them in creating a model. After eight years of development...
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...Green Mountain Resort 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...
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...likely to be based on the assumptions they make about what can be achieved (intended, partially intended and unintended change outcomes) and how they think they should approach the change task (controlling activities or shaping capabilities). At least six images of change management can be and these are: directing, navigating, caretaking, coaching, interpreting and nurturing. Application Analysis Green Mountain Resort (Dis) solves the Turnover Problem is a case study found in the textbook: Managing Organizational Change: A Multiple Perspectives Approach written by Ian Palmer, Richard Dunford, and Gib Akin (2006). Green Mountain Resort and resort manager Gunter were confronted with a worker retention problem. To solve the turnover problem, three series of image changes have to be implemented with the hospitality literature playing the role of the navigator, Gunter the manager as a coach and the consultant as the interpreter. Gunter In this case Gunter's role can be identified as that of the coach. He becomes a mentor to new students who provide excellent service at his resort so that they get good training. The training helps them...
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...1. Two commonly used methods of financial analysis are payback and present value. Payback determines the length of time for an investment to return its original cost (1). Using the assumptions stated below the payback of the Jiminy Nick wind turbine with a cost of about $3.3 million would return the investment in about four years time. Net present value summarizes the initial cost of an investment, the estimated annual cash flows, and expected salvage value, taking into account the time value of money (1). A NPV calculation for the scenario SED is reviewing equals $7,697,286 minus the investment costs of $3,318,000 totaling $4,379,286. The capital budgeting analysis reflects the assumptions stated in the case scenario that the initial investment cost and installation of the wind turbine is $3,900,000 and there is a grant available from the Renewable Energy Trust Fund in the amount of $582,000. A bank loan of $3,300,000 at 7.3% will be obtained leaving an $18,000 difference. The turbine will follow MACRS double-declining balance depreciation schedule for a period of five years including half-year depreciation in the first and last recovery years. Jiminy Peak has an income tax rate of 40%. The company has sufficient taxable income to benefit from any deductions and credits available, and the after-tax weighted average cost of capital of 6%. The turbine’s useful life is 25 years with no terminal disposal value. There will be $100,000 net cash inflow from extended operations and...
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...Green Mountain Case Study XXXXX CSU Global University Organizational Innovation and Change XXXX XXXXX Defined by PsychCentral, “Cognitive reframing focuses on thinking differently by “reframing” negative or untrue assumptions and thoughts into ones that promote adaptive behavior and lessen anxiety.” (Grohol, 2011) The intent of this writing is to explore the change images found in the Green Mountain Resort Case Study. The specific goals are to identify the change image portrayed by Gunter, the hospitality literature, and the consultant. Also covered is how the change image influenced how to deal with the turnover problem. The next challenge is to select a different change image and describe how it would influence the situation described in the case study. Finally, this writing will summarize the benefits of reframing the change manager’s perspective to solving or not solving a problem. According to Cha-International, the employee turnover rate is the highest in the hospitality Industry. (Cha-International, n.d.) In Green Mountain study, Gunter, the partial owner of the resort, believed the high turnover rate was a major problem, and he was determined to change it. Gunter believed he could fix his “chronically sick organization” by using benefits and promotion opportunities as incentives to convince employees to stay. As described in the book, Management Organizational Change, Gunter performed as a director of change by believing his change action would...
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...Telluride is a small town nestled in Colorado’s Rocky Mountains. Many people come to Telluride to roam the small town’s streets. People file into small boutiques and dine at fine restaurants. During summer the vibrant colors of the greenery pop out against their backdrop. Waterfalls roar, spraying their cool mist into the air. In the winter, people ski down the snow covered mountains to the resort below. Telluride is a prime vacation spot due to its scenery, activities, and location. Mountains rise immediately on the left and right of Telluride. Behind the city, the mountains slowly come together; in the front they open up into a larger valley. Conifer trees cover the mountainsides in lush, vibrant greens. Waterfalls of freshly unfrozen water roar as they crash into the rocks beneath. Streams of cold, clear water fed by these waterfalls snake down the mountainside. This landscape changes drastically. In the winter the landscape changes immensely. The waterfalls lose their roar as the snow that once fueled them freezes over. Without the waterfalls to feed them, the rushing water of the streams dries...
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