...Courtney J. Owens Ashford University Green Mountain Case Study BUS661: Leading Organizational Change (MFV1350A) Instructor: Dr. Thuong Nguyen December 17, 2013 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? In this particular case study Gunter can be identified as the coach. Gunter began to look at his turnover problem from a different perspective and he was able to build on this notion. He became a mentor within the resort because he focused on the reputation that the resort had built for putting out some of the most skilled and qualified workers. Gunter embraced his gift for putting out quality employees and accepted the fact that his workers were qualified enough to attract the likeness of others. -The Hospitality Literature? The hospitality literature is seen as the navigator in the change image. The literature specifically explains what the problem is within the resort was. It was pointed out that turnover was a chronic problem that will always be there, but it has to be endured. The literature also suggested ways to solve to problem such as: streamline training, simplify jobs, don't become dependent on individuals, make HR processes more efficient (Palmer, Dunford and Akin, 2006). -The consultant? The consultant is seen as the interpreter in this case. The consultant took the problems that were explained to him by Gunter and offered him a different perspective...
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... | | | 37 Mountain Cut, Foulah Town, Freetown, +232, Sierra Leone | | | +232-78-680069 [pic] +232-77336415 [pic] +232-76-395920 | | | Radiga1982@gmail.com , RafieuM@unops.org | | |Sex: Male | Date of birth 27 July 1982| Nationality Sierra Leonean | | | | | | | |JOB APPLIED FOR |ADMINISTRATION, PROJECT & PROGRAM MANAGEMENT, LOGISTIC, TRANSPORT AND OPERATIONAL RELATED ROLES | |POSITION | | |PREFERRED JOB | | |STUDIES APPLIED FOR |...
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...Running head: Turnover Problem Green Mountain Resort (Dis)solves the Turnover Problem Introduction The beautiful Green Mountain Resort was a doomed business from the beginning. As the developer failed, the investment bank took it over to fix it up and resell it to at least get their money from it. However, they fell in love with it and made the decision to create a first class operation. The manager and part owner Gunter had a vision of the first class resort. The one thing that was halting this vision was the problem he faced with turnover. The resort was located in the poorest area of the state. That being said, it is hard to find and keep good help when there is little to choose from. When he did find some great help they quickly moved on for better opportunities, because he just did not have much more than entry level positions being a small business. So the problem he faces is what the turnover creates. Gunter cannot expect to provide outstanding service as he seems to be constantly in training mode. The great employees that he wants to have on staff end up leaving for more opportunity. Case Questions Change Images used by each Gunter’s change image was that of a coach. The image or reputation of Green Mountain became that of being an excellent place to obtain training to advance one’s career. Gunter mentors those that provide outstanding service and helps them to become even better. The hospitality literature’s change image was that of the navigator...
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...Luana Bulseco Professor Joseph G. Smith MGMT 3100 May 2, 2013 Green Mountain Coffee Roasters: A Good Cup of Java In the beautiful mountains of Vermont, you will find the home of Green Mountain Coffee Roasters, Inc. (GMCR). In 1981, Robert Stiller, the company founder, while vacationing at a ski resort in Waitsfield, VT found a cup of coffee so good that he bought the company. At the time, Green Mountain was a small, specialty coffee store, and nobody would have imagined that GMCR would become one of the world's leading specialty coffee makers. Today GMCR is recognized for its award-winning coffees, innovative brewing technology, and socially responsible business practices. Reaching this point, however, was not easy and forced GMCR to master their marketing strategies in order to survive the competition. In a time and age when 'environmentally responsible' has become the latest buzzword in social and environmental responsibility is not a trendy marketing move. It is a key concept that has been part of the company's core commitment and values from the time when it was housed in a tiny storefront cafe. In fact, Green Mountain has been named one of the Top 100 Most Socially Conscious Corporations by Business, Inc. for two years running. The company's production plant has been certified organic since 1997, and they remain committed to offering high quality, completely organically grown coffee as a major part of their offerings. In addition to their commitment to organically...
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...Green Mountain Case Study XXXXX CSU Global University Organizational Innovation and Change XXXX XXXXX Defined by PsychCentral, “Cognitive reframing focuses on thinking differently by “reframing” negative or untrue assumptions and thoughts into ones that promote adaptive behavior and lessen anxiety.” (Grohol, 2011) The intent of this writing is to explore the change images found in the Green Mountain Resort Case Study. The specific goals are to identify the change image portrayed by Gunter, the hospitality literature, and the consultant. Also covered is how the change image influenced how to deal with the turnover problem. The next challenge is to select a different change image and describe how it would influence the situation described in the case study. Finally, this writing will summarize the benefits of reframing the change manager’s perspective to solving or not solving a problem. According to Cha-International, the employee turnover rate is the highest in the hospitality Industry. (Cha-International, n.d.) In Green Mountain study, Gunter, the partial owner of the resort, believed the high turnover rate was a major problem, and he was determined to change it. Gunter believed he could fix his “chronically sick organization” by using benefits and promotion opportunities as incentives to convince employees to stay. As described in the book, Management Organizational Change, Gunter performed as a director of change by believing his change action would...
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...wealth of literature on managing change but much of this is devoted to describing key ideas and offering theoretical models of the process. Empirical studies, which use rigorous methods to answer questions about what works in managing organizational change are relatively rare. Furthermore judgments about success tend to be conditional on who is doing the assessment and when the judgments are made (Pettigrew et al., 2001). Nevertheless, there are models available to assist those charged with managing change, and some of these have a body of evidence to support their effectiveness. Different managers will have different images of what managing change means for them (Palmer and Dunford, 2002). These images are likely to be based on the assumptions they make about what can be achieved (intended, partially intended and unintended change outcomes) and how they think they should approach the change task (controlling activities or shaping capabilities). At least six images of change management can be and these are: directing, navigating, caretaking, coaching, interpreting and nurturing. Application Analysis Green Mountain Resort (Dis) solves the Turnover Problem is a case study found in the textbook: Managing Organizational Change: A Multiple Perspectives Approach written by Ian Palmer, Richard Dunford, and Gib Akin (2006). Green Mountain Resort and resort manager Gunter were confronted with a worker retention problem. To solve the turnover problem, three series of image changes have...
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...COMPANY INFORMATION Name :: Green Mountain Coffee Roasters, Keurig Coffee Website :: www.greenmountaincoffee.com, www.gmcr.com, www.keurig.com Industry :: Processed & Packaged Goods- Coffee Makers BACKGROUND & HISTORY Green Mountain Coffee Roasters, Inc. (GMCR) was founded in 1981 as a small café and combined with Keurig in 2006 (About GMCR, 2004-2009). GMCR produces specialty coffee and coffee makers; Keurig is the maker of a single cup coffee maker as well as specialty teas and coffees. Keurig was founded in 1998 on the concept that one should be able to make coffee one cup at a time rather than one pot at a time (Coffee.org, unknown). Today, GMCR has acquired and merged with several specialty coffee brewers and Keurig licenses the patents for creating single cup, or K-cup, coffee packages including Dunkin Donuts and Starbucks coffee (Dess, Lumpkin, Eisner, & McNamara, 2012). SWOT ANALYSIS Strengths - Brand strength - Unique & large variety of products - Customer loyalty - Environmentally conscience, socially responsible - Innovative products and research - Strong growth potential - Product consistency Weaknesses - Not a strong online presence - Supplier dependence - Concentrated customer base - Single product line - Returns - Keurig defects - Capacity constraints Opportunities - Expanding to new markets - Collaborations - Increased purchases - Keurig Acquisition - Expansion to hotels and businesses - Expand suppliers Threats - Intense...
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...Green Mountain Resort Green Mountain Resort Organizational crisis is a common occurrence in today’s society. Change is always needed, and it is never a straight forward process. If it was, businesses would always be able to meet their goals. If each and every corporation does not keep up with the changes they will not survive. Change, whether big or small can be extremely challenging and requires a well thought out plan, clever ideas, patience and good leadership. No single method of change management fits every company, but there is a set of practices, tools, and techniques that can be adapted to a variety of situations to (Jones, J, Aguirre, D, Calderone, M, 2004) Change management initiatives are mainly focused at improving organizations effectiveness. This in turn, helps in ensuring the well being of the organization’s employees, customers and stakeholders. A company has to remain competitive in the tough business climate after all. Organizations quite often believe that change can only be managed through six images of managing changing (Drazen, 2011). Each and every image for managing changes has its own particular kind of pattern and formula of implementing the change which is different from one to another. Change image concepts impact an organization according to the person who implements these images. Naturally image concepts show a manager how change should be managed. Furthermore it gives the manager an overview of their role as a manager of...
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...1. Two commonly used methods of financial analysis are payback and present value. Payback determines the length of time for an investment to return its original cost (1). Using the assumptions stated below the payback of the Jiminy Nick wind turbine with a cost of about $3.3 million would return the investment in about four years time. Net present value summarizes the initial cost of an investment, the estimated annual cash flows, and expected salvage value, taking into account the time value of money (1). A NPV calculation for the scenario SED is reviewing equals $7,697,286 minus the investment costs of $3,318,000 totaling $4,379,286. The capital budgeting analysis reflects the assumptions stated in the case scenario that the initial investment cost and installation of the wind turbine is $3,900,000 and there is a grant available from the Renewable Energy Trust Fund in the amount of $582,000. A bank loan of $3,300,000 at 7.3% will be obtained leaving an $18,000 difference. The turbine will follow MACRS double-declining balance depreciation schedule for a period of five years including half-year depreciation in the first and last recovery years. Jiminy Peak has an income tax rate of 40%. The company has sufficient taxable income to benefit from any deductions and credits available, and the after-tax weighted average cost of capital of 6%. The turbine’s useful life is 25 years with no terminal disposal value. There will be $100,000 net cash inflow from extended operations and...
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...Case Study Report COMPANY NAME/WEBSITE/INDUSTRY Green Mountain Coffee Roasters (GMCR) Maker of specialty coffee and coffee makers ~www.gmcr.com and Keurig Inc. (Proprietary company of GMCR) Maker of the Single cup brewing system in North America BACKGROUND/HISTORY GMCR is a specialty coffee company based in Waterbury, Vermont. This company went public in September 1993. Green Mountain Coffee Roasters began in 1981 as a small café in Vermont. The demand grew with requests being made by local restaurants. The company then moved its headquarters to Waterbury Vermont which makes up the 90,000 square foot roasting and distribution facility. GMCR primary business is as quoted by the president and CEO Lawrence J. Blanford, GMCR’s strategy of aligning with the strongest coffee brands to support a range of consumer choice and taste profiles in an innovative Keurig Brewing System. Keurig was launched in 1990 by Peter Dragone and John Sylvan. These two individuals built Keurig on the bases that coffee should always be served fresh and fast. Their endearing concept was “Why do we brew coffee by the pot when people drink it by the cup? Henceforth this revolutionary idea brought about the Keurig K~Cup portion pack. Then in 1994 Keurig secured a patent and then created a prototype. It was not until some investors came along with money and demanded that Nick Lazaris, a veteran executive, be brought on to assisting them in creating a model. After eight years of development...
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...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 turnover...
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...COMPANY NAME/WEBSITE/INDUSTRY Green Mountain Coffee Roasters, Keurig Coffee/ www.gmcr.com, www.keurig.com / Specialty Coffee-Coffee Makers BACKGROUND/HISTORY Green Mountain Coffee Roasters, Inc. is a leader in specialty coffee and coffee makers, is highly recognized for its award winning coffees, environmentally and socially responsible business practices, and innovative brewing technologies. Green Mountain Coffee Roasters was founded in 1981 by Bob Stiller in Waitsfield, Vermont. In 1993 GMCR goes public and stock opens at $10. In 2006 GMCR acquires Keurig Incorporated, a single cup brewing system for coffees, teas, hot chocolate and apple cider. Green Mountain Coffee Roasters has teamed up with some of the strongest beverage companies and have acquired and merged with several specialty brands such as, Starbucks and Dunkin Donuts. They have also have Keurig licensing the patents for creating the single-serving unit called a “K-cup.” In 2007 Larry Blanford took the position of CEO and President of GMCR while Bob Still remains as Chairman of the Board. 2012 Brain Kelley joined GMCR and was named President and CEO and still holds that position today (www.gmcr.com). Michelle Stacey is currently the president of Keurig Inc. As of December 28, 2013 GMCR net sales were $1,386,670 and their gross profit was $464,047(http://finance.yahoo.com). SWOT ANALYSIS Strengths: * Strong brand name. * Unique and large variety of products in the coffee market. * Environmentally...
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...Destination Management: A Case Study of the Himalayas For a long time the mountainous region of South Asia has captured the imagination of tourists. It is known for its breath-taking beauty and is home to some of the highest mountains in the world. It has been a closed region for a number of centuries. Nearly 446 million which is half the world’s 969 million poor call South Asia their home and all of them live on less than US$ 1 per day. This is almost two times than the quantity of poor that live in Sub-Saharan Africa (298 million poor living under US$ 1 each day. (Ahmed et al. 2007). A complete appreciation of the poverty condition and the way that tourism can address this conditioninvolves an acceptance of the wider social forces that play a part in the socio-economic system of the mountains. It has not gone undetected that the area is going through anage of unbelievable environmental and politicalalteration, which is giving rise to socio-economic consequences. It has been claimed that tourism is the most likely approach to these changes and can generate much desirable means for the reworking practice building upon the assets of the area. Although tourism may be the answer to these changes but the real test is to ensure that it is managed well and that its profits are shared by all. The remarkable mountainous regions of Central Asia, the Hindu Kush and the Himalayas now captivate ever-increasing amounts of international travellers enticed by the distinctive natural beauty...
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...1. Using pertinent information from the case text, prepare a capital budgeting analysis of the wind turbine project using the payback and net present value or internal rate of return models. a. 2. Identify and evaluate the environmental advantages of the wind turbine project. b. Wind energy is friendly to the surrounding environment, as no fossil fuels are burnt to generate electricity from wind energy. c. Wind turbines take up less space than the average power station. Windmills only have to occupy a few square meters for the base, this allows the land around the turbine to be used for many purposes, for example agriculture. d. Newer technologies are making the extraction of wind energy much more efficient. The wind is free, and we are able to cash in on this free source of energy. e. Wind turbines are a great resource to generate energy in remote locations, such as mountain communities and remote countryside. Wind turbines can be a range of different sizes in order to support varying population levels. f. Another advantage of wind energy is that when combined with solar electricity, this energy source is great for developed and developing countries to provide a steady, reliable supply of electricity. g. 3. Identify and evaluate the environmental disadvantages of the wind turbine project. h. The strength of the wind is not constant and it varies from zero to storm force. This means that wind turbines do not...
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...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 Gunter...
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