Green Mountain Resort Assignment Example | Topics and Well Written Essays - 750 words

special K Mountain Resort - Assignment ExampleHis style of managing change imply his innate desire to do what is good for the future of the disposal but that there are diverse factors, both internal and external, that are beyond his control. According to Palmer, Dunford & Akin (2009), change managers who are caretakers have teentsy influence over the direction of change (p. 30) likewise, as a nurturer, he recognized the ability of the organization to facilitate projecting a positive self-organizing expandment, by harnessing the organizations strengths. When Gunter aimed to address the turnover as a problem, he sought other sources of credible information to assist him in solving it through and through validating the perspectives of the hospitality literature and by seeking the advice of a consultant. As such, he did not gossip any form of coercion or autocratic control to steer change nor did he tolerate indifference to set in. As such, since it was initially noted that Gunte r, as part of the initial management and now, a property owner, he had genuine intentions for envisioning Green Mountain as a first-class big money resort. The hospitality literature? The hospitality literature exemplified the material body of an interpreter, by creating meaning for other organizational members (such as Gunter), helping them to make sense of various organizational events and actions (Palmer, Dunford, & Akin, 2009, p. 31). ... As emphasized, change managers as coach do not direct action towards members of the organization, but relies upon building in the right set of values, skills and drills that are deemed the lift out ones that organizational members, as players, will be fit to draw on adeptly in order to master desired organizational outcomes (Palmer, Dunford, & Akin, 2009, p. 31). By treating turnover as an asset, instead of a liability, the consultant capitalized on the strengths of bringing up that has been consistently accorded by Green Mountain personn el as a means for recruited personnel to develop enhanced knowledge, skills, and competencies in their areas of endeavors. As noted, the turnover adds or problem, as it was initially pegged, was dissolved and therefore, there is no evident need to solve it. 2. How did these assumptions influence prescriptions for dealing with the turnover problem? These assumptions enabled Gunter to see the turnover issue from different perspectives and by seeing potentials for change using the six images, as proposed. When taking roles and images of change managers from these points of view, Gunter was able to turn what initially was identified as a problem, into an opportunity and as an asset and strength of Green Mountain Resort. In so doing, there was no problem to solve, in the first place, and instead, these assumptions opened a new way of seeing things, of thinking outside the box and thereby classified the scenario as a second-order change where the change interventions are directed at the solution (Palmer, Dunford, & Akin, 2009, p. 42). 3. Choose another change image and apply it to the turnover problem. To what new