Gunter

1. Gunter’s assumptions regarding Green Mountain’s high turnover rate led to some unintended consequences including loss of good employees. Gunter saw the high turnover rate as a problem that needed a solution and assumed that he had the power to fix it. Gunter’s assumption that the turnover rate could be fixed, regardless of the hospitality literature’s view on the matter, reflects the director image.

The hospitality literature addressed the high turnover rate, but defined it as “chronic, always there, something to be endured”. The literature felt that all managers had the power to do in the case of turnover was to minimize the debilitating effects of high turnover. I believe the hospitality literature’s view on the matter reflects the caretaker image in that they accepted it as a chronic issue, but felt managers really only have control over minimizing the effects of high turnover.

The consultant felt that since Gunter’s efforts to fix the problem were met with failure that he should try to look at the issue from a different angle and, instead of viewing high turnover as a problem, embrace it. This view, I believe, falls under the nurturing image. While Gunter couldn’t lower the turnover rate, he could take that as part of the industry and make it work to his advantage. He could nurture his employees and make Green Mountain Resort a stepping stone in the industry that only employed those individuals willing to learn and work.

1. Gunter’s assumptions led to him taking actions (not defined in the text) that eventually made the problem worse. The hospitality literature’s assumptions led to an almost complacency on the issue itself and instead made dealing with the effects of the turnover the main issue to be handled by management. The consultant’s assumptions eventually led to the embracing of the turnover rate and the use of it to the Resort’s advantage.