HRMT440 Leroy Scenario Assignment, Red Carpet
Order ID 53563633773 Type Essay Writer Level Masters Style APA Sources/References 4 Perfect Number of Pages to Order 5-10 Pages
HRMT440 Leroy Scenario Assignment, Red Carpet
This scenario will be the basis for this assignment. SEE ATTACHMENT FOR DETAILS.
Fill in the blanks with your opinions, ideas, and observations on the scenario below. Make your points clearly and concisely, and back them up with research.
Leroy has invited you to attend a preliminary meeting with the VP of HR and other members of the organization to explore change now that you have a better knowledge of Red Carpet. Because many employees are unaware of their involvement in the transformation process, the meeting is crucial. In fact, the VP of HR has yet to decide what type of change is required or how to begin the transformation. Leroy has invited you to join the conversation in order to assist clarify details about the transformation process.
Review the Red Carpet scenario for this course and debate the following questions with your peers to gain insight into the transformation process:
What, in your opinion, should Red Carpet change? Is it better to make a transformational, developmental, or transitional change, and why?
Why should certain individuals or groups of employees be included in the change process?
What would you advise Red Carpet to do to start the transformation?
The CTU Professional Learning ModelTM (CTU PLM) is used in this course to provide students with hands-on, industry-related problem-solving experiences that replicate the professional environment and foster successes that contribute to student and employer success. Students learn best by working on real-world, professional projects relating to their chosen job sectors, according to the CTU PLM. Students gain the ability to apply conceptual information to produce effective solutions by working in this manner. Professional learning exposes students to the complexities of real-world problems and teaches them how to choose the best approach to a problem with multiple solutions. Problem-Based Learning is the name of this type of learning (PBL). In each assignment, PBL assumes that you will master content while solving a meaningful challenge.
You will deal with a scenario throughout the course in which some fundamental background information about a corporation is presented. (This information could apply to any company that sells or offers similar products or services.) You play a part in the scenario; you are a character in the story. Each assignment’s conversation presents the difficulty that must be solved. It is your responsibility to answer to the problem and provide a graded deliverable.
As you work through the PBL process, keep the following situation in mind.
Scenario for Problem-Based Learning (PBL): Red Carpet LLC
Red Carpet LLC is a national hospitality and entertainment corporation based in Philadelphia, Pennsylvania, with operations across the United States. The corporation has had three sections in the past: hotels, food service, and cruise lines. It did, however, recently finalize the acquisition of Sparkstar Theaters, a movie theater firm that would become its fourth division. Red Carpet presently owns 200 hotels in 48 states, four restaurant brands with a total of 1776 sites, four Buoy Bay cruise ships, and 300 Sparkstar theaters.
Each division is served by a central HR, accounting, business development, sales, marketing, and research and development department, all of which are housed at the company’s headquarters in Philadelphia. Each division is led by a VP who reports to the President and CEO and is based in a separate section of the United States. A group of investors and investment groups own the company.
Red Carpet employs 16,000 people, with 1000 working at its corporate headquarters. The headquarters’ organizational culture is casual and organic, with minimal policies and processes to regulate staff behavior. Because the corporation as a whole does not value human resources, employees face a variety of employee relations and employment law issues. All of the company’s training is outsourced to one of the investor group’s companies, however this training is frequently not suited to Red Carpet’s needs.
Red Carpet has a reputation for being nonnegotiable, which makes it difficult to work with business partners and suppliers. Rather than partnering for the supply chain resources it requires, Red Carpet will rather disrupt the quality and availability of its only products and services. Similarly, Red Carpet does not hold many of the General Managers of its hotels, restaurants, and cruise ships accountable for performance, preferring instead to rely on a weaker political approach of scapegoating and gotcha games.
Recognizing these difficulties, Red Carpet purchased Sparkstar for their excellent industry reputation and financial performance, hoping to improve the organization’s structure and culture by combining the two companies’ structures and cultures. Red Carpet has a long history of success, but in recent years, mismanagement has resulted in substantial reductions in product and service quality, as well as the company’s bottom line.
Hotels: Red Carpet branded hotels are mid-priced semi-luxury hotels with a high standard of excellence. Upon check-in, each customer receives a red velvet cupcake. The hotel is micromanaged by Red Carpet’s General Managers. Despite the fact that its corporate parent owns a food business, there are no restaurants at Red Carpet hotels. The headquarters of the Red Carpet division are in Sedona, Arizona. Many of the hotels are in desperate need of renovation.
Chicken Heaven is a fast-food franchise with a long history of excellence, a significant client base, and over 1000 outlets. It’s a good all-around performance for Red Carpet, with a high level of employee satisfaction. Burger Blast is a new fast-food business that aims to appeal to premium customers looking for gourmet-style burgers. It has 200 locations, but General Managers are having financial and supply issues, which is producing poor customer service and excessive employee turnover. Food Park is a 500-location buffet-style restaurant that has recently struggled due to excessive competition and poor marketing. Delicacy is a high-end, urban-themed restaurant. It is the oldest of Red Carpet’s food service operations, with 76 locations, and offers consumers a unique eating experience. Delicacy, on the other hand, has a significant turnover of General Managers because to the demanding schedule. Burke, Idaho is home to the food service section.
Buoy Bay cruise ships offer low-cost, short-term voyages to the US Virgin Islands only from Port Canaveral, Florida. Customers may enjoy accommodations of medium quality and cuisine from Chicken Heaven, Burger Blast, and Food Park at Buoy Bay. It does not, however, provide a non-buffet formal dining alternative like Delicacy. Despite their reputation for extravagant entertainment, they have a high employee turnover rate, relying primarily on seasonal employees who are inadequately educated. Buoy Bay has sparked a lot of debate. The Garland of the Sails, a Buoy Bay cruise ship, hit a reef, partially sank, and had to be recovered in a 1.5 billion dollar effort just 5 years ago. A federal inquiry was launched as a result of this, which is still ongoing. Lapsowanne, Oregon is home to the Buoy Bay division.
Sparkstar cinemas were recently purchased for 2.3 billion dollars from the Vegamega group. Sparkstar is the top-rated movie theater chain in the United States. It boasts a high level of customer and employee satisfaction, as well as a well-organized organizational structure and solid financial outcomes. Sparkstar has a significant training and development department, Sparkstar Institute, and a high HR participation culture. Sparkstar has a customer rewards program that gives customers a complimentary movie rental of a movie they watched in the theater, which has proven to be quite popular and has helped the company grow its strong client base. Sparkstar’s divisional headquarters are located in Pasadena, California.
Red Carpet hopes to reinvent its operations in the next five years after purchasing Sparkstar theaters. It sees potential to better serve its customers and employees by integrating its divisions, products, and services. Here’s a quick rundown of some of the difficulties Red Carpet needs to address in its strategic plan:
Communication and internal politics
HR and training have been improved.
Problems with employee relations
Investigations by the federal government
Quality of product and service
Problems with performance
redefining the structure of the organization
Improving the culture of the company
Bringing products and services together
Issues with resources and the supply chain
Red Carpet’s Director of Change Management, Leroy Banks, is looking for an Organization Development Consultant to help with the company’s change efforts. He’s just given you a consultancy contract to help him put together a plan to aid Red Carpet. You’re enthusiastic about the prospect and eager to get started on this project. You’re well aware that your expertise will aid Red Carpet in managing organizational change.
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