Organizational change and developement


The Last Resort is a 4-5star integrated hospitality and tourism resort situated in regional Tasmania. It developed from a wildlife park and then progressively from standard to luxury accommodation
and a range of tourist activities including high-end walking tours, game fishing and an 18-hole golf course with a reputation for both beauty and difficulty.
The business has had success marketing to local, state and interstate customers with an emphasis on a tourism but also attracting corporate clients and locals (who help maintain customer levels
during the quieter winter months). It is a providing a well-established business and has the following accommodation facilities;
• 25 x 5 star rooms (Recent/new additions)
• 15x 4-star self -catering chalets styled units (1 & 2 bedrooms)
• 80 x 4 star units
Its range of services includes conference/function facilities, 3 restaurants, bars, gym, pool/spa, golf pro shop, small marina and guided 4WD tours (including night wild-life tours).
The current business environment is mixed with increases in international tourists and from ‘grey nomads’. These groups split into three market segments that are either:
• Having a short break (2-3 days) and wish to cram as much as possible into that time;
• People with an environmental focus who stay 5-7 days;
• Those focused on sporting activities such as game fishing and golf.
There is overlap between these groups, but the ‘experiences’ sought are different and require employees who can effectively cater for the differences. Recently, the Last Report has become the major
venue for weddings in the region. This has upset some of the existing venues which have lost business. Challenges include airline and ferry service schedules which sometimes limit total numbers but
also are not always attractive to the more ‘high end’ customers. There is a current application proposing a helipad and a landing strip.

Organisational context
The GM grew up locally and had a 15- year international career in luxury hotels and cruise ships prior to returning to Tasmania 5 years ago to take up the GM role.
The Last Resort has enjoyed a relative integrated and comprehensive human resources approach (by hospitality industry standards). This was developed by the previous GM (who had an HR background)
and supported by the current GM although she is a bit sceptical of whether the value of the HR function is worth the cost.
The senior management team (outside of the GM) consists of:
• The Hotel Manager (who is also the Deputy GM);
• Tourism and Development Manager;
• Functions and Events Manager (new to the Last Resort);
• Chief Financial Officer (who started an accounts clerk when the business first opened)
• Transport and Logistics Manager (all visitor transport and all supplies for the Resort)
There has been good corporate culture with ‘team work’ at its core. A stable management team leads a somewhat constant part-time and full-time core crew that is augmented over the peak season with
casual labour. During the softer season the staff numbers are around 150 however, that can swell to above 250 during the peak season.
The macro level outlook for the labour market in regional Tasmania is tight despite unemployment being above the national average. Skills shortages in key areas such as chefs, tourism professionals
and HR together with an ageing workforce are exacerbated by the relatively low image of hospitality/tourism as a positive long term career option. The Last Resort has been increasingly employing
people from interstate, those on ‘working holidays’ and those on 457 Visas.
The GM believes that it is time for The Last Resort to thoroughly review its current approach and plan to become the premier tourism destination in Tasmania in the next 5-7 years. The senior
management team has conducted a diagnosis of the current opportunities and threats prior to developing a change strategy and the key findings are:
• Whilst the current reputation is strong, there is a declining percentage in return customers and a view that Tasmania may be starting to lose some attractiveness as a destination. There are
also some proposed new developments, that are targeting high-end tourists, and new golf courses;
• There is an opportunity to target the Last Resort as a honeymoon destination for couples from North Asia and India;
• There are challenges in selecting and developing employees who can consistently produce high-end service to customers who appear to be increasingly demanding. There have been a couple of
recent poor reviews on ‘Trip Advisor’: one alleging food poisoning and the other that employees were ignorant and insensitive to cultural practices and preferred cuisine;
• A linked issue is increasing complaints from Local Councillors and candidates for the next State Elections arguing that the Last Resort is a poor corporate citizen for not employing and
training many locals (too many 457 visa employees) and by environmental concerns about activities of game fishing, 4WD tours and that the proposed helipad and airstrip will destroy the habitat of
local wildlife.
• Whilst corporate culture has been strong, there are signs this may not last as turnover has been increasing, the level of cooperation between Departments is reducing and the effectiveness
of internal communications has declined: this was managed by the previous Functions and Events Manager but the new appointee is still coming to grips with the scope of this role. As a result, there
has been a marked increase in rumours and speculation about restructuring and redundancies.
The GM is keen for the change process to proceed quickly but has a strong commitment to a transparent, inclusive and ethical process. As HR Manager (who has been at the Last Resort for 2 years),
you have the task to develop a project plan for the change strategy to be delivered to the senior management team in four weeks.
write a report detailing a change management strategy (intervention) for Case Study as provided

After a brief Introduction, from the diagnosis included in the Case Study, provide an in-depth and clear analysis of the problems and opportunities that are relevant to a change strategy. You are
required to utilise at least two (2) change management models/frameworks to support your analysis; (8 marks)
Please note that although the Case Studies are only 2 pages long, they include a substantial number of problems and opportunities. Some of these are outside the points provided in the ‘diagnosis’
provided. You may choose to limit the number of areas covered in your analysis provide you clearly explain the reasons for your choice;
2. A justification for a change strategy (including a communication strategy) that will address the problems and opportunities identified. (8 marks)
The change strategy is essential a project plan for developing and implementing a change intervention that covers the areas identified in criterion #1.
3. An analysis of the issues and barriers you may face in implementing your intervention and how you will address them (including relevant aspects of resistance to change by various levels in
the organisation); (8 marks)
4. An analysis of the ethical issues implied from the Case Study and that your intervention may create and how they could be effectively addressed. This criterion includes an outline of how
the change intervention could be evaluated and a brief conclusion. (8 marks)