Tall Pines Case

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Web Case 05: The Tall Pines Hotel and Conference Center Gordon McGregor sorted through his morning mail to find the report from Natalie Sharp about the open house sponsored by the hotel for job applicants. With the sounds of hammering and the smell of fresh paint all around, he was eager to get a picture of his new staff as he neared the opening of the hotel in about two months. He pushed aside samples of carpeting left by a subcontractor this morning to read the five-page report from Natalie. As hotel manager, Gordon was faced with the last of the major hurdles in getting Tall Pines open—the filling of about 315 positions ranging from bellhops and butchers to clerks and chambermaids. The grand opening scheduled for the first of May made it imperative to bring his full staff on board and get them trained and operational quickly. He had brought in most of his managerial and supervisory staff over the past six months. Many had come from other hotels in the nationwide chain. Some he had worked with in other parts of the chain in his 15 years in the system, so there was a sense of excitement about being together as a team to create something brand new. Today marked the beginning of the final phase of his plan to successfully manage his own hotel. The Tall Pines Hotel Gordon had been involved in the planning of the hotel for about two years. Corporate management had selected the site four years ago on the basis of a careful study by its market research staff. They were interested in launching a new concept in hotels and had chosen the city (pop. 95,000) located in the suburbs of a major Canadian city. The entire metropolitan area had grown dramatically since the early 1960s to a total population of about 1.9 million, with further growth forecast for the next 15 years before a levelling off would occur. Growth in population, wealth, and industry had

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