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Instructions:
HRMT440 Scenario for Problem-Based Learning
This scenario will be the basis for this assignment.
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. Red Carpet would rather disrupt the quality and availability of its only products and services than partner for supply chain resources. 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.
Divisions
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.
The Problems
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
Employee relations concerns have improved as a result of improved HR and training.
Investigations by the federal government
Quality of product and service
Assistance with marketing
Problems with performance
Redefining the organization’s structure while also improving its culture
Bringing products and services together
Issues with resources and supply chains
Your Function
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 knowledge will aid Red Carpet in managing organizational change.
Please respond to the following questions: 400600 words is the length of the deliverable.
Further information:
Red Carpet, a national hospitality and entertainment firm, employs Leroy Banks as the Director of Change Management. Because Red Carpet recently acquired a movie theater firm and wants to oversee the change process, he has hired you as an OD Consultant. External forces for change are those that originate from beyond an organization’s walls. Internal factors for change are those that originate from within the organization’s workforce. Leroy has instructed you to start by evaluating the forces of change.
Review the Red Carpet scenario with your peers for this lesson; talk about the following:
Identify and describe an example of a change-inducing external force.
Identify and describe an example of a change-inducing internal factor.
What, in your opinion, are the most difficult aspects of working as an OD Consultant at Red Carpet?
RUBRIC |
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Excellent Quality 95-100%
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Introduction
45-41 points The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned. |
Literature Support 91-84 points The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned. |
Methodology 58-53 points Content is well-organized with headings for each slide and bulleted lists to group related material as needed. Use of font, color, graphics, effects, etc. to enhance readability and presentation content is excellent. Length requirements of 10 slides/pages or less is met. |
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Average Score 50-85% |
40-38 points More depth/detail for the background and significance is needed, or the research detail is not clear. No search history information is provided. |
83-76 points Review of relevant theoretical literature is evident, but there is little integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are included. Summary of information presented is included. Conclusion may not contain a biblical integration. |
52-49 points Content is somewhat organized, but no structure is apparent. The use of font, color, graphics, effects, etc. is occasionally detracting to the presentation content. Length requirements may not be met. |
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Poor Quality 0-45% |
37-1 points The background and/or significance are missing. No search history information is provided. |
75-1 points Review of relevant theoretical literature is evident, but there is no integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are not included in the summary of information presented. Conclusion does not contain a biblical integration. |
48-1 points There is no clear or logical organizational structure. No logical sequence is apparent. The use of font, color, graphics, effects etc. is often detracting to the presentation content. Length requirements may not be met |
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HRMT440 Scenario for Problem-Based Learning |
HRMT440 Scenario for Problem-Based Learning