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 on a new outlook for turnover (Palmer, Dunford, & Akin, 2009, p.31). The assumptions influenced prescriptions for influencing prescriptions for dealing with the turnover issue by refocusing Gunter, he originally was combating turnover because he was looking at it being a negative impact to the business. After getting the insight from the consultant he was able to gather more information such as where did the employees go when they left and were they successful in their new role. This helped him transform the turnover problem into a positive solution around refocusing his vision around being a stepping stone for individuals looking to excel in the resort industry. If we applied the image of a nurturer looking at small changes having a large impact on turnover and management has little control over the outcome of these changes (Palmer, Dunford, & Akin, 2009, p. 32). Gunter could have started building rapport with the employees when they were newly hired and tried shaping them through the qualities and capabilities of the organization. Providing support and taking on more of an active role with the employees directly. This may have created more of a rapport where the employees would have come to him and opened up about whey they were looking to leave. This may have shed more light on the situation allowing Gunter to self-discover much sooner that turnover may not be such a bad thing and help with updating his vision around making Green Mountain a state of the art training resort. The conclusions I can draw from the statement “if we only draw upon one particular frame, then this will take us away from thinking about what is going on from an alternate perspective” is that you need to be able to look at things from different angles and from a bigger picture. If you are working at something and not achieving the results you want then you need to make a change in how you are looking at it instead of finding another way to solve the problem. I have learned that when you make changes and don’t get the expected results you may need to start over and look at the issue to identify if it is really an issue. The funny thing is we just lost a program due to turnover and we tried everything to make the employees stay. We worked on rapport building exercises with the team leaders, added more online and development for the agents and tried looking at recruiting to ensure we were getting the right agents. Our agents are leaving our call center to go to bigger call centers that have better benefits and pay higher hourly wages. Maybe we need to look at how we market ourselves to our clients and celebrate that bigger call centers take our employees because of the training and development they receive.

References
Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). Boston, MA: McGraw-Hill Irwin.