Blue Mountain Resort

In: Other Topics

Submitted By bereka
Words 513
Pages 3
Gunter:
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…...

Similar Documents

Green Mountain Resort

...Week #1 Green Mountain Resort Lisa Brown- Dixon Leading Organizational Change Dr. Erick Aguilar March, 26 2012 Green Mountain Resort Mr. Gunter, one of the managers of change of Green Mountain Resort, had a vision for the resort; however he had a major problem retaining good employees, he had a high employee’s turnover problem that would interfere with his plan. The developers planned an excellent structure for the facility; however, they were unable to execute and facilitate growth that would take the company to the next level because the organizational leaders had not been able to carry out goals and visions for the future growth of the company. These major oversights made it difficult for the organization to prosper because they were spending more money on training and hiring new staffs (Palmer, Dunford & Akin, 2009, p. 40). As I examine Green Mountain Resorts, we will explore the identification of which image identified the assumption about changing. First I will start by discuss the six dominant Images a manager of change can use. He or she may utilize mental maps as a director of change, which can be a dictator, and one who has a plan and intend on caring it out, a navigator of change, and a care taker of change which falls under the category of management as control- historical characterization of management activities such as planning, organizing, commanding, coordinating, and controlling, and the organizational structure......

Words: 1114 - Pages: 5

Drowling Mountain Resort

...Drowling Mountain Resort Situation Drowling Mountain is a community resort, situated 45minutes away from Syracuse, New York, one of the larger cities in New York, with a population of 145,170 people in 2010. Drowling Mountain was also located near some surrounding communities in Onondaga County, which has a population of 321,830 people. Drowling Mountain offers snow related activities such as snowboarding and skiing, along with operating a full service chalet, which has equipment rentals, food and beverage for sale, ski instructions and lodging rentals available for overnight guests. Drowling Mountain has a close connection with the city of Syracuse and its local businesses, however, over the past couple of years, Drowling has been struggling to cover its fixed assets and operational costs, which is a reflection of their lower top-line revenue sources. Being a community resort, they find themselves competing against the other 34 resorts inside the state of New York and they need to establish some points of differentiation, “only here” type of activities and services that would make them unique and sustainable against the other rivaling resorts in the state. Objective Drowling Mountain needs to develop a new marketing plan, which is focused on top ling growth for the company. Increasing sales and having new pricing schemes would be very beneficial for the company, as they attempt to lower their financial debt and increase their cash flow on hand.......

Words: 2014 - Pages: 9

Blue Mountain Coffee

...service A. What is the business case for going online: In today’s society there is such a demand for coffee, not only in the United States, but worldwide. One highly increasing trend is the desire for specialty coffee. At Blue Mountain Coffee, they are right on track to meeting the growing consumer’s needs. They offer a wide line of specialty coffee made from the finest coffee beans. It appears that the Market and Sales potential for their specialty product line is vary vast. Consumers' purchase of gourmet coffee (specialty and premium) is increasing, according to the National Coffee Association, with over 40% of coffee consumed being gourmet. They currently are using a sales force to sell their coffee to a variety of wholesale locations, and have been very successful. Many customers already are loyal to their brand, and are even loyal to their coffee. With the desire to grow their business, they will need to make their company even more visible and easily accessible. By putting Blue Mountain Coffee online they will be able to achieve this task. B. Why does it make sense to go online: There are many types of businesses that currently have online exposure, and have found great success. Creating a website to sell Blue Mountain Coffee’s superior product line would be an endearing, but certainly a rewarding task. By putting their business online it amplifies their marketing voice and allows the company to not only be in front of their neighbors or......

Words: 6669 - Pages: 27

Green Mountain Resort

...Green Mountain Resort Case Study HRMG314 – Managing Organizational Change Green mountain resort was a small resort that was not expected to be in business very long. The resort manager had other plans, as part owner he had visions of making Green Mountain Resort a first-class resort. The issue he faced with achieving his vision was the resorts turnover problem. He had tried many different strategies to reduce turnover including focusing on streamline training, simplify jobs, don’t become dependent on individuals, and making HR processes more efficient (Palmer, Dunford, & Akin, 2009, p. 40). Despite his efforts his turnover problem still existed, he would lose the best service people and be left with the poorest performers. Gunter held the director image when managing turnover. Since he was the manager and part owner he was directing the organization in a particular way hoping to change the outcome of the turnover (Palmer, Dunford, & Akin, 2009, p.27). The hospitality literature took on the image of a coach. This literature was used to try and shape the organization to be successful (Palmer, Dunford, & Akin, 2009, p.30). The focus was highlighting the training and management development showcasing their capabilities. The consultant took on the role as an interpreter. The consultant listened to the problem and the previous attempts to fix the problem and was able to assist with making sense of the outcome and refocus......

Words: 730 - Pages: 3

Halina-Mountain-Resort-B

...Study: Halina Mountain Resort (B) Time Context September 1981 Abstract  Halina Mountain Resort, a family owned business, had been picking up during 1980 though it suffered a net loss of P335, 499.69 as shown in the financial performance of Blue Heights Realty and Development Corporation. Halina Mountain Resort is manage by Jun Herrera, son of the owner Victor Herrera together with his cousin Benjamin Estacio that acts as resort manager. Majority of the 32 permanent personnel are relatives of Herrera which reside in Calamba or in nearby towns. The family as a whole had been working together, thus creating a good team for the business. Halina Mountain Resort is in a good location, has first class facilities, observed cleanliness and has a cohesive personnel that make them outstanding and competitive among other resorts. Not all months of the year have the same operation level, during June, July and August are the low level, September, November, January, and February are in normal operation, while the peak season are the month of March, April, May, October, and December.     I. STATEMENT OF THE OBJECTIVE 1. Short-range Objectives:   To ensure Halina’s continuous growth and increased popularity. To make up for the decreased income during “low months”. 2. Long-range Objectives:  To be able to sustain Halina Mountain Resort’s growth even if it is no longer new to the public. II. CENTRAL PROBLEM   How will the management of Blue......

Words: 1125 - Pages: 5

Blue Mountain Resort

...Blue Mountain Resort Blue Mountain Resort (BMR) is a very labor intensive company. Their success is heavily influenced by their employees, many of them seasonal. A problem that has become evident is the lack of continuity between employees, departments, and customers. There exists a lack of infrastructure supporting interdepartmental cooperation. Dave Sinclair has an important choice ahead of him which if any recommendation to deploy. He has already won part of the battle by recognizing a problem, and asking those involved in frontline processes for suggestions. The following suggestions were made and will be analyzed in this report; a customer flow proposal, a speed of service proposal, and a proposal to deploy a universal operational information system. Customer Flow The first SWOT team suggested BMR implement a customer flow process, aimed at improving guest familiarization. This would be done by hiring additional staff in parking lots, retraining call center staff, having more information booths, and developing other multimedia methods. This proposal would do a good job at informing customers, addressing parking concerns, and managing capacity, all of which would increase efficiency of the customer flow process. A few weaknesses could surface in implementation and should be addressed before any decision is made. Is there a support structure behind the multimedia options, i.e. is the information readily available to place on an intranet, or standalone computer kiosk....

Words: 959 - Pages: 4

Blue Mountain Resort Analysis

...Write Up. Case 1: Blue Mountain Resorts. The Service Quality Journey. Dave Sinclair, vice-president of human resources at Blue Mountain Resort (BMR), was considering his options concerning the company's service quality program. He gathered together a team of 25 BMR managers to identify opportunities to improve service quality. They had provided Dave with a number of specific proposals he wanted to evaluate and decide on a course of action. From all, Dave identified three proposals that required careful consideration: costumer flow, speed of service and information technology (IT). BMR service is delivered in different aspects due to the variety of services that it offers, like winter sport, skiing and snowboarding activities and a variety of services related to these activities, hospitality and food and beverage services, call center, day care and conference facilities. Furthermore, it offers a number of other miscellaneous services to the customers. However, because of the growth and expansion, it began to develop a reputation for long line-ups and poor service. The lacks of service quality started to show up. In other words, guests were not experiencing what they were expecting. Since the employees were not giving a right service quality, it was also affecting their morale and job performance, showing this a lack of two of the service quality dimensions, empathy and responsiveness. After BMR started the service quality journey, the company itself started to change...

Words: 941 - Pages: 4

White Mountain Ski Resort

...White Mountain Ski Resort "White Mountain Ski Resort has the following demand equations for its customers.  The demand equation for the resort as a whole is: Q = 1,000 -30P; (P = 33.33 – 0.033Q with MR = 33.33 – 0.067Q) The demand equation for Out of Town Skiers is: Qo = 500 – 10P; (P = 50 – 0.1Q with MR = 50 – 0.2Q) The demand equation for Local Skiers is: Ql = 500 – 20P; (P = 25 – 0.05Q with MR = 25 – 0.1Q) And MC = $10 for all the skiers. a. Suppose that White Mountain Ski Resort (WMSR) charges one price for all skiers, local as well as out of town skiers, what would be that one price? Please use two digits after dollar, say $10.52 in your answer.  b. How many local and out of town skiers would White Mountain Ski Resort be able to attract at that one price for all? Please round up you number of customers in your answer. For instance, if your answer were 105.60, round it up to 106 customers and if 83.30, round it down to 83 customers. c. Who does WMSR attract more, local or out of town skiers at that one price for all and why? d. Assuming that there is no fixed cost involved for simplicity, what would be total profit from that one price strategy above? e. Would White Mountain Ski Resort be able to do better if the company chooses two different pricing strategy than one price strategy above, given the above information about its demand equations? Which part of the given information indicates that two different prices is better than one price for......

Words: 539 - Pages: 3

Gold Mountain Ski Resort

...GOLD MOUNTAIN SKI RESORT You work for a venture firm and have been asked to analyze a proposal from a group of investors interested in building a new ski area in Colorado. The demand for skiing is growing and existing resorts have raised prices and reported record profits for the last two seasons. Gold Mountain’s business strategy is to offer the ultimate ski experience; short lift lines, uncongested ski slopes, and spectacular scenery. With a 2,500 foot vertical drop, 10 trails, and one triple (three person) ski lift, it can provide a very uncongested ski resort. The planned triple-person lift delivers a chair every 20 seconds, 180 chairs per hour (3 chairs per minute, 60 minutes per hour), or 540 skiers per hour (180 chairs per hour, 3 skiers per chair). This puts an average of only 54 skiers per hour on each of the 10 trails. Some trails will be more popular than others, but this average number of skiers per trail per hour is still below the industry average. The cost to build the ski runs, parking lots, and buildings and to erect the chair lift is $52M. To raise this amount of capital requires an annual financing cost (debt service & dividends) of $8.3M. The annual fixed operating cost (land lease, utilities, labor, taxes, and insurance) of the ski resort is projected to be $4.1M. For each 100 skiers per day, additional employees must be hired to staff the ticket office, ski patrol, parking lots, etc. The daily cost of the additional labor is $200 per 100 skiers per......

Words: 601 - Pages: 3

Green Mountain Resort

...troubles facing the Green Mountain resort are to do with staffing issues /concerns and the problem with turnover. Although the location of the resort is not ideal (located in the poorest area of the state), the management had attracted a group of hard working employees. Yet due to lack of promotion and advancement at the resort, the excellent members of the staff have moved onto other resorts leaving behind the novices and poorer workers. This is where the underlying problem arises, as the staff turnover rate was so high due to new employees having to be hired, that the added training for the variety of assignments staff would undertake was crippling management. 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. Case Questions 1. From the six change images, which Gunter held? Gunter was an owner and the resort manager who......

Words: 1223 - Pages: 5

Green Mountain Resort

...endured and even could be only controlled little. Consultant: In this case the consultant is identified as an interpreter, because it was actually not an expert in hospitality industry but they may had a different thinking of handling the problem. Question 2) Gunter as coach tried to train his employees well, although he knew that there were only a few opportunities for promotion and to settle good staff. Furthermore he tried to keep them with special term contracts and benefits. So he only tried to deal with his problem in shaping his capabilities and made it even worse because these measures were seen as coercive and people would not stay. Even more they were out of character for Gunter and the resort. After the reinterpretation the word got around, because the Green Mountain Resort was a place to go having a great training and early responsibility. Gunter started to act like a coach and turnover seemed to be positive because he started to catch this chance for recruiting smart and ambitious people. The hospitality industry as a navigator tried to deal with the turnover problem in even more accepting this problem as change anything. So that was what they Gunter told, to minimize the debilitating effects and turnover is something to be endured. The consultant helped to reinterpret the situation and made it possible that Gunter changed his thinking about having the turnover problem. He started seeing the problem with its positives effects what made it possible to solve......

Words: 447 - Pages: 2

Mountain Resort Development Corporation

...I. Introduction Thomas Anderson, the president of Mountain Resort Development Corporation, is considering on purchasing a property(current date is January 1, 2014) for they intend to expand their business and earn additional profit by building and selling a complex of luxury condominiums. On the other hand, this property that is held for sale is currently zoned for single-family residences only. Thomas believes that in order to have an change in the zoning of the property; to permit the construction of the condominiums, he’d be placing a referendum on the voting ballot that is actually in time for the November election. Then if the majority of votes agrees the zoning change can be granted, but if the zoning change is rejected the best option for Mr. Anderson is not to proceed on purchasing the property. Another thing is that this property could only be attained and owned by the corporation through bidding. The bid requires a certified check, with is worth 10% of the amount bid, this will serve as an initial payment but if the bids are rejected, the deposits are refunded. Mr. Anderson is willing to bid P5 million to secure and purchase the property, for he relies on his initial judgment and experience. The deadline of submission of bids is on May 15, 2014 and the winning bid will be announced on August 1, 2014. Mr. Anderson had conducted a preliminary analysis and it showed that the referendum for a zoning change will be approved and it......

Words: 1267 - Pages: 6

Blue Mountain

...The case of Blue Mountain Resorts Jiahui CHEN Background: First of all, the scenery here is beautiful which back to the Niagara bluff and near Georgian Bay. Actually, it’s a huge hill—it’s a perfect combination with mountains and lakes. This is the reason why BMR can outstand among 250 000 lakes in Ontario. Secondly, it includes hotels, apartments, restaurants, shops and bars, and not far from each other. And BMW provide fixed-line shuttle bus to take if the customers are so tired. Thirdly, as you can see, BMW is famous for its skiing activities but it develops some other sports not only just ski to make sure the variety of activities and let the tourists come every season not only the winter . The family can book a day or a week’s activities include tennis, golf, ice-fishing and mountain biking as well as outdoor and indoor like swimming, rock climbing and so on. But it’s based on the complete system of skiing sports. No matter you are an experienced ski or a first try, BMR is the ideal choice because they provide private lessons for all levels as well as the specific lessons to U-tube and snow mound. More than 300 career coach will ready to teach skill according to your level to make sure you can enjoy the fun in winter! The main problem: At the early age, BMR pursue the contact between staff and customers and do researches to compare the other resorts with their to make improvements and change the hiring war and annual service quality report to service......

Words: 646 - Pages: 3

Green Mountain Resort

...Green Mountain Resort Group 1. Which of the six change images discussed in this chapter can be identified in the assumptions about managing turnover that were held by? a. Gunter? In the case of Gunter, the change image that can best is Image 1 – Change Manager as Director. This best matches up with Gunter because he wanted to have the ability to have complete control over the actual turnover rate within the scope of his organization. Gunter viewed the turnover rate as having a negative impact on the organization. With the navigator image, the control is still seen as the crux of the management actions. However, at the same time, there are also a variety of external factors that will affect the turnover rate. This means that, despite Gunter doing everything he can to attempt to minimize the turnover rate himself, there will still be other situations that will arise that he cannot control that will contribute to the turnover rate. Therefore, Gunter wanted to be at the control of a situation that he ultimately could not find a viable solution to as he attempted to find different solutions to keeping the turnover rate low but was unable to do so. b. The hospitality literature? The hospitality literature ultimately plays the role of a navigator. This is due to the fact that the literature had identified turnover as a chronic problem that the industry continues to endure and made a number of suggestions as to how to help reduce the effects of turnover. c. The......

Words: 923 - Pages: 4

Green Mountain Resort

...Turnover at Green Mountain Resort Matthew J. Riley Colorado State University – Global Online Campus Which of the six change images discussed in this chapter can be identified in the assumptions about managing turnover that were held by; Gunter: I believe Gunter took more of an image of change as a director in the beginning. Acting as a director, he immediately identified vast turnover as a problem at Green Mountain Resort and set a goal to fix the “problem” he realized. As Gunter enlisted help from a consultant he also became a mentor for the staff to change the turnover problem. As he worked with the consultant Gunter continued to be mentor but also became a coach within the organization. As Gunter and the consultant dug into the problem, they found the resort was setting the standard in training for the hospitality industry. This new found information was the shift in looking at turnover as a good thing instead of a problem. The hospitality literature: I believe the literature took on the role of a navigator. It identified the turnover as a major problem which needed to be addressed in the hospitality industry. The literature also makes several suggestions on how an individual can help to reduce or eliminate the effects of the problem. 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......

Words: 829 - Pages: 4

American Paratrooper | 11x09 Doctor Who | Kotchanan Grubbmo