Paul frankenhauser

Michael Meeks

BUS661: Leading Organizational Change (MFV1314A)

Green Mountain Resort

Instructor: Paul Frankenhauser

April 7, 2013

Image of Change

[Use 1-inch margins at the top, bottom, left, and right of every page (unless advised otherwise by your instructor).]

[Your paper will benefit from an introduction. The introduction provides you with an opportunity to capture your reader’s attention by indicating what the paper will be about and how you will be describing something or arguing a point. Begin your introduction with an attention grabber i.e.; summary information, anecdote, or startling information. If the attention grabber is only a sentence or two, add one or two more sentences that will lead the reader from your opening to your thesis statement. Usually a statement at the end of your introductory paragraph delineates your thesis, such as: This paper is about/will show…(add your paper’s main points)… ; will suffice]

1. a. Gunter – Gunter portrays the caretaker image of the change because though he is in control of the resort, he is unable to [Writing suggestion--Simplify the sentence by shortening "unable to" to "cannot," "could not," etc.] exercise control explicitly because of restraining internal factors such as high turnover of employees (Palmer, Dunford, & Akin, 2009). Gunter has deployed several strategies and efforts to minimize the turnover to stabilize the operations and service standard at the resort; however [Place comma after "however"] the turnover event is independent of the Gunter’s actions. The inability of Gunter to control turnover rate has convinced him this exercise is failing continually and attempts to take assistance from external sources such as hospitality literature and consultant. Referring to the life-cycle theory, the resort is presently at the elaboration stage with the environmental domains expected to change soon and Gunter is attempting to stabilize the operations of resort so that it could survive on its own. He’s also planning for renewal of resort though restricted severely by turnover rate of employees.

b. Hospitality Literature – The hospitality literature conforms to the nurturing image of the change. The literature specified the problems such as the turnover always present in the organization and advised to makes the processes of HR more efficient to reduce its impact on the organization (Palmer, Dunford, & Akin, 2009). The literature recommended that Gunter should nurture the resort by establishing robust processes, despite of his limited capability to influence turnover. The literature defines some problems such as turnover as being [If not a noun (as in "human being"), the word "Being" is hard to imagine; it means "existing." Try to rewrite this without using "being"--with action words like "attending," "working," "living," "experiencing," simply "as"--or even removing "being" completely] wider and those chaotic influences that could not be removed completely.

c. The Consultant – The consultant in the case study portrays the image of an interpreter of change. He defines the problem of turnover in the resort in a new way and identifies new questions that could be the causes for turnover in resort. This leads to gathering of new information that converts the problem into the strategic solution for Gunter to ensure a high service quality from highly motivated employees. The interpreter introduced new dimensions into the scenario by elaborating the hidden causes of the problem that were [Writing suggestion: rewrite the sentence to remove "that were"] otherwise not apparent (Palmer, Dunford, & Akin, 2009). The consultant provided an alternative interpretation of the turnover that despite of employees being dissatisfied by the resort, they could use it as the stepping stone to get employed at bigger resorts.

2. The assumptions derived from the varied change images provides the solution that Gunter should assume the role of a mentor, coaching talented employees that are [Writing suggestion: rewrite the sentence to remove "that are"] highly motivated and willing to acquire excellent and polished skills that would help them grow in their career. The resort was to be promoted as the stepping stone towards [The preferred spelling is "toward"] great [Writing suggestion: "great" is an overworked word, too frequently seen, and too vague. It has too many meanings: huge, superior, numerous, etc. Use a more specific adjective] careers amongst the employees because of the work experiences and training it provides to the employees. With the realization and implementation of this dimension of turnover problem, Gunter used this to hire highly motivated and talented employees that provided excellent customer service. The turnover of the employees was not treated as the problem rather a regular phenomenon as the resort had ample candidates available for replacement.