Green Mountain Resort used to be a small resort in the Appalachians. It offered minimum facilities which included skiing, golf and tennis. It was far from major population centers, and the main reason for its erection was to entice buyers from its environs. Many, if not all, property owners got membership to the resort and they were happy about it. However, as soon as the real estate sold out, Green Mountain needed to operate as a normal resort this time, without the easier access to the property buyers. Once completed, real estate sell-out, the investment bank sent in its representatives to sell the resort. However, the rural beauty of the resort had suprisingly attracted the workout team who ended up buying the resort and were now the ones calling the shots. The former bankers were -needless to say- determined to run the resort by themselves and ensure that Green Mountain and its surrounding would seldom be affected when the land are sold out.
Gunter, is now an owner of the resort; he has a vision to make Green Mountain a first-class mountain resort.
1. Which six change images discussed in this chapter can be identified in the assumptions about managing turnover that were held by •
b) The hospitality literature?
c) The consultant?
Initially, Gunter held the image of a director but later when the company became his, he changed to a manager. This is evidenced by the fact that he started introducing term contracts and incentives due to the high turnover. His mission was to discourage staff from leaving the company. Yes, he discouraged them by offering them incentives. Both his perception and approach were wrong. According Esther & Mike (2012), anyone who ...
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...how we respond to events or change. One can easily conquer a person after understand their personalities. Temperaments determine where one draws their strengths from. For instance, extroversion tends to draw their energy from outside. That is external. They are motivated by what is happening outside of them but introversion’s energy is inside. They are best self-motivated. Knowing this will help a great deal in dealing with change.
Cameron, E., & Green, M. (2012) - Making Sense of Change Management(3rd ed.)
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Weick, K., E., & Sutcliffe, K. M. (2011) Managing the Unexpected: Resilient Performance in an Age of Uncertainty (2nd ed.) San Francisco CA: Jossey-Bass
House, K.,K.,, House H., K., & Sandahl ,P. (2011) Co-Active Coaching: Changing Business, Transforming Lives (3rd Ed) Boston MA: Nicholas Brealey
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