Change At Green Mountain Resort

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Change at Green Mountain Resort Green Mountain Resort was a hospitality organization which underwent significant change after its original purpose vanished and the need to become more independent became key to its success (Palmer, Dunford, & Akin, 2009). Due to the demographics of the county which Green Mountain Resort was located, the resort management faced a challenged concerning human capital (Palmer, Dunford, & Akin, 2009). The new owner and manager, Gunter, identified human capital turnover as a problem, the hospitality industry claimed turnover as a chronic problem, and a newly hire consultant brought up an entirely new perspective to the so called turnover problem (Palmer, Dunford & Akin, 2009). We 'll first review Gunter 's perspective and approach. Initially, Gunter 's image of change outcome was that of a controlling director. He identified a potential problem area (turnover) and assumed through intended control, change could be achievable (Palmer, Dunford, & Akin, 2009). After further analysis, Gunter also identified limitations from outside factors, such as available human capital resources making him somewhat of a navigator with only partially intended outcome. As a director, Gunter intended to simply fix the turnover problem. As a navigator, he recognized the outside factors. This led him to seek further analysis through further industry research (Palmer, Dunford, & Akin, 2009). Hospitality industry research indicated turnover was a chronic problem
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