...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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...GREEN MOUNTAIN CAMP: ITS MORE THAN A SUMMER JOB Case Summary: Nick and Carol Randall purchased Green Mountain Camp in Vermont to live out their dream of raising their two boys in a summer camp. But the camp was not all that it seemed to be, and it took extensive repair work to bring the physical facilities up to code. Now Nick and Carol are faced with a more daunting task hiring new employees. They want to hire people who will be motivated to stay with the job for more than one summer, and although they cant offer much in the way of salaries and benefits, they are promising their new employees a welcoming positive atmosphere with opportunities for forming new camp programs, social time, and more comfortable accommodations. so Candidates far have included school teachers, recent college grads, and even one retired business man who wants to spend his summers outdoors teaching kids to kayak and sail. Chapter Topics Related to the Case: Discuss the concept of motivation. Define ways to create jobs that motivate. List principles for setting goals that motivate employees. Discuss the impact of needs on motivation. Summarize how to reward good performance effectively. Discuss ways in which peoples individual needs affect their behavior. Identify causes and consequences of a satisfied workforce. Case Discussion Questions: 1. What steps might the Randalls take to design motivating jobs for the camp staff?Suggested Response: The Randalls can do two things to create motivating jobs....
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...1.Which of the six change images discussed in this chapter can be identified in the assumptions about managing turnover that were held by Gunter: Gunter can be identified with caretaker image. He attempt to exercise control and he used control measures and other actions (term contracts) to control the change but these didn´t have the desire effect and the change was produced outside the manager´s intentions. The change outcomes were unintended. The hospitality literature: the hospitality industry can be identified with nurturer image of change managers. The literature didn´t try to control the change and assumed that the problem of turnover was outside the influence of the change manager. The literature suggested some actions to minimize the debilitating effects such as training, streamlining and simplifying jobs. The consultant: the consultant can be identified with the interpreter image. He saw the problem of turnover in a different view: He noticed that, since nothing worked and some reasonable tactics just made things worse, they ought to try something different. He helped Gunter to look the turnover in a different perspective, seeing the advantages of high turnover. 2.How did these assumptions influence prescriptions for dealing with “the turnover problem”? These assumptions helped Gunter to see his organization in a new perspective. He now see the organization as a training organization where smart and ambitious people can work hard, learn a lot and...
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...Background and History GMCR was formed in 1981 as a small café and later in 2006 merged it operations with Keurig. GMCR’s Keurig recognized as the market leader particularly in coffee industry just because of its quality standard and implementation of inventive techniques for brewing and fulfilling different socially responsible practices of business. The specialty of the business is beverages in K-cup portion packs and to sells various kinds of teas, cocoa and coffee. GMCR’s portfolio of brand comprises Van Houtte, Brûlerie Mont-Royal, Brûlerie St and Orient Express. In addition to this organization is also providing wide range of ground coffee and beans in fractional packs which can be easily used by customers of Away-from-Home (AFH) and At-home (AH) markets. This is because AFH and AH has extreme growth potential as no brand of coffee has been doing this to target the attractive markets. Currently, organization is operating with more than 5,600 employees. From the case study it is clear that GMCR announced to form a relationship by mixing the Starbucks and Tazotea brand and basic aim is to give premium quality single cup coffee (GMCR, 2011). So this assignment includes financial analysis, SWOT analysis, Porter’s Five Forces and Key Success Factors. Income Statement The case study shows that GMCR is making growth in financial market so effectively just because of its wide range of quality products. The basic aim of this financial data analysis is represent the horizontal...
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...Introduction The 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...
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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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...Green Mountain Coffee Case Porter 5-force model Rivalry: a strong force Green Mountain coffee as a premium coffee maker, has only two current large threats, Starbucks, and Seattle’s best coffee. The leader of the premium coffee industry is Starbucks and does have the necessary resources to effectively compete with Green Mountain Coffee. Another issue facing Green Mountain Coffee is the threat of new entry. Since the premium coffee industry is a growing market, and with a relatively easy entrance into the market, this in turn increases the overall amount of product in the market and creates an overabundance in product. To combat rivalry as well as ensure supply Green Mountain as been very active in starting up coffee bean farms in South America to ensure quality and availability in the future. One strong point that Green Mountain possesses is that as far as premium coffee producers go, they are highly visible in work place offices as well as available at many gas stations in which they lend or lease coffee making equipment to these establishments and offer superior service, train, and perform preventative maintenance on this equipment. The potential switching costs for the buyers of Green Mountain would make it unattractive for them to switch to another supplier. Threat of Substitutes: A weak force The reasoning behind why the threat of substitutes is a weak force is that on general the reason people drink premium coffee is not to satisfy thirst, it is to enjoy a tasty...
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...Week #1 Green Mountain Resort Lisa Brown- Dixon Leading Organizational Change Dr. Erick Aguilar March, 26 2012 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...
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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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...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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...Luana Bulseco Professor Joseph G. Smith MGMT 3100 May 2, 2013 Green Mountain Coffee Roasters: A Good Cup of Java In the beautiful mountains of Vermont, you will find the home of Green Mountain Coffee Roasters, Inc. (GMCR). In 1981, Robert Stiller, the company founder, while vacationing at a ski resort in Waitsfield, VT found a cup of coffee so good that he bought the company. At the time, Green Mountain was a small, specialty coffee store, and nobody would have imagined that GMCR would become one of the world's leading specialty coffee makers. Today GMCR is recognized for its award-winning coffees, innovative brewing technology, and socially responsible business practices. Reaching this point, however, was not easy and forced GMCR to master their marketing strategies in order to survive the competition. In a time and age when 'environmentally responsible' has become the latest buzzword in social and environmental responsibility is not a trendy marketing move. It is a key concept that has been part of the company's core commitment and values from the time when it was housed in a tiny storefront cafe. In fact, Green Mountain has been named one of the Top 100 Most Socially Conscious Corporations by Business, Inc. for two years running. The company's production plant has been certified organic since 1997, and they remain committed to offering high quality, completely organically grown coffee as a major part of their offerings. In addition to their commitment to organically...
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...Assignment 4-4 Shane Rittenhouse Acct.310 Ann Remely 6/5/13 Issue During the fourth quarter of 2010 Green Mountain Coffee Roasters had some accounting irregularities become known to the public. Green Mountain’s problems all started from how they recognized income, though intercompany inventory and third party vendor. After the SEC inquiry, Green Mountain’s accounting irregularities spanned three fiscal years and three fiscal quarters. Starting with fiscal year 2007 and running through the third fiscal quarter of 2010. In total Green Mountain had five areas of their financial statements in which they did not follow GAAP. The first issue overstated $7.6 million dollars of inventory during the time period, because of an incorrect standard of cost (Dulong, 2010). Next they had a $1.4 million overstated income, because of incorrect accrual amount of incentive programs expenses. Third issue overstated income by $1 million dollars, because of timing classification of historical revenue royalties from third party vendors. Fourth issue overstated $800,000 of income, because of incorrect standards for intercompany inventory cost. Fifth is an understated income of $700,000, because of a failure to reverse accrual customer incentive program. All amounts in this report are amount of pre-income tax earnings. Rule During this time period Green Mountain has violated three rules from the FASB accounting standards codification: inventory measurement, revenue recognition...
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...Overview The Green Mountain Company first started as a little cafe in Waitsfield, Vermont. Green Mountain Company was founded in 1981 by Robert P. Stiller. Robert P. Stiller found the coffee store while on vacation. He liked the coffee so much that he decided to buy the store. The company has grown into a large corporation and now has its headquarters in Waterbury, Vermont where they also house a roasting and distribution facility that is over 90,000 square feet. Green Mountain Coffee Roaster has had many accomplishments. In 1993 the coffee company first went public. Green mountain coffee roasters in 1996 the invested in Keurig, Inc. When the company invested in Keurig the owned 35% interest in that company. By 2002 they agreed to sell their product as fair trade coffee. In 2003 the coffee company increased its stake in Keurig, Inc. up to 43%.Green Mountain Coffee roasters then obtained Keurig, Inc. in 2006 and by 2009 they bought the wholesale division of a Canadian coffee provider Timothy world Coffees. The coffee company the bought and sold part of another Canadian distributor known as Van Houtte. In 2011 Green Mountain Coffee made agreements with Starbucks and Dunkin Donuts to sell their coffee in single serve pods and in return these companies would offer the Keurig brewing machine for...
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...COMPANY NAME/WEBSITE/INDUSTRY Green Mountain Coffee Roasters, Keurig Coffee/ www.gmcr.com, www.keurig.com / Specialty Coffee-Coffee Makers BACKGROUND/HISTORY Green Mountain Coffee Roasters, Inc. is a leader in specialty coffee and coffee makers, is highly recognized for its award winning coffees, environmentally and socially responsible business practices, and innovative brewing technologies. Green Mountain Coffee Roasters was founded in 1981 by Bob Stiller in Waitsfield, Vermont. In 1993 GMCR goes public and stock opens at $10. In 2006 GMCR acquires Keurig Incorporated, a single cup brewing system for coffees, teas, hot chocolate and apple cider. Green Mountain Coffee Roasters has teamed up with some of the strongest beverage companies and have acquired and merged with several specialty brands such as, Starbucks and Dunkin Donuts. They have also have Keurig licensing the patents for creating the single-serving unit called a “K-cup.” In 2007 Larry Blanford took the position of CEO and President of GMCR while Bob Still remains as Chairman of the Board. 2012 Brain Kelley joined GMCR and was named President and CEO and still holds that position today (www.gmcr.com). Michelle Stacey is currently the president of Keurig Inc. As of December 28, 2013 GMCR net sales were $1,386,670 and their gross profit was $464,047(http://finance.yahoo.com). SWOT ANALYSIS Strengths: * Strong brand name. * Unique and large variety of products in the coffee market. * Environmentally...
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...Courtney J. Owens Ashford University Green Mountain Case Study BUS661: Leading Organizational Change (MFV1350A) Instructor: Dr. Thuong Nguyen December 17, 2013 1. Which of the six change images discussed in this chapter can be identified in the assumptions about managing turnover that were held by -Gunter? In this particular case study Gunter can be identified as the coach. Gunter began to look at his turnover problem from a different perspective and he was able to build on this notion. He became a mentor within the resort because he focused on the reputation that the resort had built for putting out some of the most skilled and qualified workers. Gunter embraced his gift for putting out quality employees and accepted the fact that his workers were qualified enough to attract the likeness of others. -The Hospitality Literature? The hospitality literature is seen as the navigator in the change image. The literature specifically explains what the problem is within the resort was. It was pointed out that turnover was a chronic problem that will always be there, but it has to be endured. The literature also suggested ways to solve to problem such as: streamline training, simplify jobs, don't become dependent on individuals, make HR processes more efficient (Palmer, Dunford and Akin, 2006). -The consultant? The consultant is seen as the interpreter in this case. The consultant took the problems that were explained to him by Gunter and offered him a different perspective...
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