Green Mountain Resort
Green Mountain Resort
BUS661: Leading Organizational Change
Instructor:
Green Mountain Resort
1. Which of the six change images discussed in this chapter can be identified in the assumptions about managing turnover that were held by • Gunter? • The hospitality literature? • The consultant?
The change image that can identified in assumptions about manager turnover would have to start with change image #2. This particular change image the change manager as navigator. Gunter wanted to be able to control the actual turnover rate that where happening within his organization. Gunter seen the turnover as being a bad look for the company. 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” . 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.
The change image that the consultant had was change image number where the change manager was the coach. Since Gunter had tried all he could to change the organization the consultant came in as a coach to help Gunter find a way to turn things around. The way the consultant was able to do was coaching Gunter through the turnover process ensuring him that these turnover can be seen as positive. The consultant expressed to Gunter that he had to look at thing differently and he help Coach Gunter through that. Allowing him to see that his
BUS661: Leading Organizational Change
Instructor:
Green Mountain Resort
1. Which of the six change images discussed in this chapter can be identified in the assumptions about managing turnover that were held by • Gunter? • The hospitality literature? • The consultant?
The change image that can identified in assumptions about manager turnover would have to start with change image #2. This particular change image the change manager as navigator. Gunter wanted to be able to control the actual turnover rate that where happening within his organization. Gunter seen the turnover as being a bad look for the company. 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” . 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.
The change image that the consultant had was change image number where the change manager was the coach. Since Gunter had tried all he could to change the organization the consultant came in as a coach to help Gunter find a way to turn things around. The way the consultant was able to do was coaching Gunter through the turnover process ensuring him that these turnover can be seen as positive. The consultant expressed to Gunter that he had to look at thing differently and he help Coach Gunter through that. Allowing him to see that his