|and development departments located at the headquarters in Pladelpa that serve each division. Each division is located in a different part of the US and lead by a VP that reports to the President and CEO. The company is privately owned by a consortium of investors and investor groups. Red Carpet has 16,000 employees, 1000 of wch work|
Respond to the scenario below with your thoughts, ideas, and comments. Be substantive and clear, and use research to reinforce your ideas. Now that you have gained an understanding of Red Carpet, Leroy has asked you to join in on a preliminary meeting with the VP of HR and other members of the organization to discuss change. The meeting was very tense because many employees are unsure of their role in the change process. In fact, the VP of HR has not settled yet on what type of change is needed or how to start up the change process. After the meeting, Leroy asked you to prepare an executive summary that could be provided to the VP of HR that would help to address these concerns. Review the Red Carpet scenario for ts course and prepare a executive report that includes the following: PLEASE FOLLOW ALL INSTRUCTIONS!!! Throughout the course, you will work with a scenario in wch some basic, background information is provided about a company. (Ts information could apply to any company that provides products or services of ts sort in general.) You have a role in the scenario; that is, you are part of the story. The dialogue in each assignment presents the problem that must be solved. It is up to you to respond to the problem and submit a deliverable that will be graded. Problem-Based Learning (PBL) Scenario: Red Carpet LLCRed Carpet LLC is a national hospitality and entertainment company with headquarters in Pladelpa, PA with national operations in the US. storically, the company has had 3 divisions: hotels, food service, and cruise lines. However, it recently completed the acquisition of Sparkstar theaters, a movie theater company, that it is slated to become its 4th division. Red Carpet now owns 200 hotels in 48 states, 4 brands of restaurants with 1776 locations, 4 Buoy Bay branded cruise sps, and 300 Sparkstar theaters. Its matrix organizational structure consists of a central HR, accounting, business development, sales, marketing, and research and development departments located at the headquarters in Pladelpa that serve each division. Each division is located in a different part of the US and lead by a VP that reports to the President and CEO. The company is privately owned by a consortium of investors and investor groups. Red Carpet has 16,000 employees, 1000 of wch work at its corporate headquarters. The organizational culture of the headquarters is informal and organic and there are few policies and processes that guide employee behavior. The company, as a whole, does not value HR so employees struggle with many employee relations and employment law concerns. The company outsources all of its training to one of the investor group companies, however ts training is commonly not customized to the needs of Red Carpet. As a whole, Red Carpet struggles with its business to business partners and suppliers because of its reputation for being nonnegotiable. Red Carpet would rather disrupt the quality and availability of its only products and services rather than partner for the supply chain resources that it needs. Likewise, Red Carpet does not hold many of the General Managers in its hotels, restaurants, and its cruise sps accountable for performance, opting instead for a weaker political strategy of blaming and gotcha games. Being aware of these challenges, Red Carpet acquired Sparkstar for their strong industry reputation and financial performance in the hopes that merging the structure and culture of Sparkstar into Red Carpet would change the organization for the better. storically, Red Carpet has been a ghly successful company, however in recent years, its mismanagement has created noticeable effectives in product and service quality and its bottom line. Red Carpet branded hotels are mid-price semi-luxury hotels known for gh quality. Each customer is given a red velvet cupcake upon checking in. Red Carpet relies on its General Managers to micromanage the hotel. Despite its corporate parent owning a restaurant division, no Red Carpet hotels have restaurants. The Red Carpet division headquarters are in Sedona AZ. Many of the hotels are in need of refurbishment. Ccken Heaven is a fast-food chain with a long tradition of quality, large customer base, and 1000 locations. It is a solid overall performer for Red Carpet with gh employee satisfaction. Burger Blast is another fast-food chain recently launched to cater to upscale customers who seek customized, gourmet-style burgers. It has 200 locations, however General Managers are struggling with budget and supplies causing a poor customer experience and gh employee turnover. Food Park is a buffet-style restaurant with 500 locations that has been recently struggling because of gh competition and poor marketing. Delicacy is a gh-end restaurant with an urban theme. It has 76 locations, is the oldest of Red Carpet’s food service operations, and provides a unique dining experience for customers. However, General Managers have a gh turnover at Delicacy because of the grueling schedule. The food service division is located in Burke, ID. Buoy Bay cruise sps offer low-cost, short-term cruises from Port Canaveral, FL only to the US Virgin Islands. Buoy Bay offers customers average quality staterooms and food from Ccken Heaven, Burger Blast, and Food Park. However, it does not offer a non-buffet formal dining option such as Delicacy. Although they are known for their over-the-top entertainment, employee turnover is very gh relying primary on seasonal employees who are poorly trained. Buoy Bay has had much controversy. Just 5 years ago, the Buoy Bay cruise sp, Garland of the Sails, t a reef, partially sank, and had to be salvaged in a 1.5 billion dollar operation. Ts resulted in a Federal investigation that is still pending. The Buoy Bay division is located in Lapsowanne, OR. Sparkstar theaters were recently purchased from the Vegamega group for 2.3 billion dollars. Sparkstar is the ghest rated movie theater chain the US. It has gh customer and employee satisfaction, an efficient organizational structure, and solid financial results. Sparkstar’s culture is one of gh HR involvement including a strong training and development department, Sparkstar Institute. Sparkstar has a customer rewards program that provides a free movie rental of the film that the customer saw in the theater wch has been very popular and has increased its strong customer base. Sparkstar has its divisional headquarters in Pasadena, CA. With the purchase of Sparkstar theaters, Red Carpet is hoping to redefine its operations in the next 5 years. It sees opportunities to integrate its divisions, products, and services to better serve its customers and employees. Here is a summary of some of the issues that Red Carpet must address in its strategic plan: Leroy Banks, the Director of Change management at Red Carpet is seeking an Organization Development Consultant to address Red Carpet’s need for change. You’ve just received a consulting contract from m to help prepare a plan to assist Red Carpet. You’re excited about the opportunity and are motivated to work on ts project. You know that your insight will assist Red Carpet with managing organizational change.