Gunter, who is now an owner of the resort, has a vision to make Green Mountain a first-class mountain resort. B. Issues The main problem with Green Mountain was the high turnover rate of competent staff. It was difficult enough to find good employees and the matters was made worst that the good ones did not stay long in the company and move on to other jobs. Gunter tried to keep the good employees by offering term contracts and better benefits, but was not successful.
Under this situation, the hard working did not earn any appraise for him, instead of reward, the unexpected discontinue made him feel not being fully respect. Therefore, he felt “lose face” and being distrust. However, on the other side, Charles Tang perceived different message through the lack of communication. In Charles mind, Yong Li, as a talent manager, disobeyed the corporate norms and culture. In reality, stereotypes are sufficiently subjective that emotions can negatively distort the meaning of an opponent’s actions, thereby gradually generating perceptions of conflicts (Sandra, 2009).
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.
Analysis: Although Green is willing to achieve a high selling growth for the company, he concentrated too much on achieving the goal instead of observing the surrounding situation. Moreover, Green did not have enough managerial experiences so he was not able to deal with issues based on a structural and long-term view; that's why he decided to avoid interactions with Davis instead of making improvements or rebuilding his relationship with Davis after Davis first criticized him. Their divergence in work style and personalities also contributed to the problem. For example, Davis prefers using memos or presentations when a meeting is set up, while Green would rather talk to his client directly or talk about things face to face. In addition, lack of communication further deteriorated the situation between Davis and Green.
In most cases I would also agree that a high turnover rate can be less attractive to employees. “In the navigator image, control is still seen as at the heart of management action, although a variety of factors external to managers mean that while they may achieve some intended change outcomes, others will occur over which they have little control” (Gib Akin, 2009) . So Gunter wanted to be the navigator in this situation so that he can take control of the turnovers. No matter the changes Gunter tried to make he was unable to lower turnover rates. Gunter offer one of the top training available to employees and they all would leave to go on to bigger and better position and they took the training and knowledge of the hospitality system from Gunter’s hospitality organization.
In fact, those “growing” companies are not truly “growing” because that even if they are still making profit, they are losing consumers and market at the same time. Especially those companies who owns irreplaceable resource and products for now, they should have a clear cognition that no product is indispensable forever. In addition, companies always narrow themselves to a limited area so that it is hard to have extraordinary improvement in their products. In order to keep their competitiveness in this rapidly developing age, asking for trouble is necessary so that companies will be pushed to develop products to reach higher level of consumer satisfaction. It is important to focus on customers and customers’ needs instead of just persuading customers to make the exchange.
There are six change images that are discussed in Chapter 2 of Managing Organization Change. Gunter, the resort manager turned owner, reflected a lot of navigator image characteristics. Navigator image recognizes that control is important and you can achieve intended goals, but there are unintended change outcomes that you have little control over. Gunter is rational and believed he could turn Green Mountain into a first-class mountain resort. However, he realized there would be issues, such as turnover, that while he wanted to control, knew that it was the nature of the business.
PMP Certification: an add-on on the PMs for better career future: Today the jobs are based on various projects and the success of that projects depend upon the Project Manager. But there have many situations in the companies where even the experience manager fail to lead a project or the project is a complete failure. There are many times that projects are handled in proper way, but it always better to have your experience formalized with a certification. And the Project Management Professional (PMP) certification would be the best choice for you. There are few people who would ask why to have a PMP when you earn a good pay and is at good post.
Even though the leaders contended that conflicts between its auditing and consulting missions had no impact on the quality of its work but actually they do. The two roles rarely mix well--a fact Arthur Andersen himself warned about as far back as the Great Depression. The culture changed where the auditor was no longer the guy people respected in the '80s and '90s. Even as many of its partners and staff continued to uphold a high standard, others compromised in the interest of generating fees. Andersen's remaining leadership disputed that the firm emphasized the selling of services over audit quality, replacing partners who were strong auditors but didn't generate enough revenue.
>> Describe the lessons learned from this case. The case study is about B&D that lose out their market share to competitor in the Professional-Tradesmen segment. In spite of having powerful brand name and high product quality, the company still failed in the Tradesmen segment due to other factors. Since B&D tools were highly regarded in the demanding Professional-Industrial segment, the problem of loosing share was obviously not related to product quality. This was proven with thorough laboratory and onsite testing that B&D products are not mechanically inferior to any of the competing power tools.