Blue Mountain Resort

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Submitted By bereka
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Mr. Gunter, the organizational manager of Green Mountain Resort, contemplated over various issues that were hindering the growth process of his employee’s high turnover problem. As the developers begin planning the implementation of the facilities, the developers did not predict or foresee Green Mountain Resort staying in business for a long time (Palmer, Dunford & Akin, 2009). In the beginning Mr. Gunter was taking more of an image of change as a Director as he identified turnover as a problem and attempted to problem solve around this issue. As the story progressed Mr. Gunter also became a mentor for began to change with the help of the consultant to more of a Coaching role as his resort became the training ground that other resorts looked for when hiring associates. He also became a mentor for others who were seeking training in providing excellent service in the hospitality industry

The hospitality literature: The literature played a role of navigator as it identified turnover as a chronic problem that the industry endures and made several suggestions on how one can help reduce the effects The consultant: In taking the role as the interpreter, the consultant interpreted the problem of turnover to Gunter and was able to change his perspective in a manner which actually helped solve the problem. Gunter now looked at turnover as a good thing because of image the resort had in the hospitality industry as a great place to get training for the bigger resorts. This was a great example of turning a negative into a positive. Interestingly enough, the case study tells us the consultant initially didn’t think he had anything different to offer Gunter.

How did these assumptions influence prescriptions for dealing with “the turnover problem?”
The assumptions that Gunter made and those that were reflected in the hospitality literature prevented…...

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