Green Mountain ResortThis case study on Green Mountain Resort describes the unique change management problems that directly impacted the future of the resort. The first issue for Green Mountain Resort encountered was the resort was created to stimulate the sale of vacation homes. Once all the properties are sold it was evident the resort eventually would go out of business since the intent of the resort was to draw vacation homebuyers to the area. The second issue the Green Mountain resort was challenged with was a high rate of turnover within the staff. The area where the resort was located was a rural area that lacked the pool of experienced employees for the resort. These two issues proved to be challenging hurdles for the Green Mountain Resort management.
The Green Mountain Resort management and investment bank had a consolidated vision to ensure the success of the resort. The investment bank had made it clear that they wanted the resort sustainable even after all the homes were sold in the area. In order to facilitate this demand Green Mountain Resort would need to ensure the resort would become a first class operation according to (Palmer, Dunford, & Akin, 2009). Green Mountain Resort would have to ensure the resort operations, and amenities were a top priority.
Green Mountain Resort management quickly realized their biggest challenge was the ability to maintain competent and experienced staff. Gunter manager for Green Mountain Resort demonstrated the image of the director by recognizing the problem of the high turnover rate within the staff. According to (Palmer et al., 2009) the director image identifies management as control based and seeing the outcomes where change is achievable. Once the high turnover rate was identified by Gunter do to the lack of qualified employees in the remote area he had to develop a plan to fill the void. Gunter first addressed the problem by interfacing with a consultant to identify possible solutions to the problem.
The directors of the resort were not happy; “I felt that the lack of qualified staff provided the illusion of quality management, but I never said that I think all employees are entitled to a fair salary,” said a resort security consultant in a personal communication with The Oregonian-Tribune today.
A few weeks later, according to a former manager of the remote facility, one of the management consultants contacted Gunter by email, saying that there was no question he was not qualified and needed a consultant and that they would only ask his opinions if he wanted them to be discussed. Gunter responded by requesting an individual to “see his file when all is said and done, where can I see it?”Â
In the meantime, Gunter and his staff, according to the retired personnel, had to take a hard look under the hood and see what we had, at this point there was not much doubt in their minds.
“I know from my experience,” Gunter wrote, “that the number one priority, as I have stated previously, is quality. I was right.”
 In fact, many former employees are taking advantage of the opportunities Gunter offers.
“These types of employees are in very good shape,” John Hennig, a former staffer who worked for Gunter for six years said, “because you never know what’s going to happen.” Gunter, he continued, is a “professional. No one can say that he’s a failure … but in my estimation the management of the local hotels has to be a failure because it does not have a great management team, no one’s perfect, but it has a very good staff and it’s committed to quality management.”
Hennig added, “I think these employees are in much better shape than I expected and I believe they have been in good touch with their boss to improve their quality management.”
What all of these employees need to see when looking for a new job—this is the job you work through a lot—is to be willing to take chances. So how you handle your situation will depend on where you sit on the totem pole–whether you sit comfortably in the position of one person or be in a position where you get a few small bumps in the road by doing a bit of good and that will pay off.
On the positive side, most employees will say that this time round, they feel less threatened by the idea of working in a large hotel, and more comfortable having a more secure, stable workplace.
With that said, the decision to hire gunter at a resort is a huge one for all of us, and one that many of these employees are prepared to accept. To get you going, Gunter has some tips and strategies and tips and strategies so that you can navigate the process to becoming a senior security supervisor at