Red Carpet Scenario: This Course Uses The CTU Professional L

Red Carpet ScenarioThis Course Uses The Ctu Professional Learning Mode

This course uses the CTU Professional Learning Model™ (CTU PLM) to teach students with hands-on, industry-related, problem-solving experiences that model the professional environment and encourage achievements that lead to student and employer success. The CTU PLM is founded on the idea that students learn best by working on real-world, professional projects related to their chosen career fields. By working this way, students develop the expertise to apply conceptual knowledge to get effective results. Through professional learning, students experience the complexity of real-world problems and learn to select an appropriate approach to a problem that has more than one solution.

This method of learning is called Problem-Based Learning (PBL). PBL assumes that you will master content while solving a meaningful problem in each assignment. Throughout the course, you will work with a scenario in which some basic, background information is provided about a company. (This information could apply to any company that provides products or services of this 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.

Paper For Above instruction

The case of Red Carpet LLC exemplifies the multifaceted challenges faced by large, diversified hospitality and entertainment corporations in a rapidly evolving industry landscape. As a newly acquired entity with a complex organizational structure and cultural dynamics, Red Carpet is at a critical juncture in its strategic development, seeking to integrate its various divisions—hotels, food service, cruise ships, and movie theaters—while addressing internal and external challenges. This paper discusses the strategic approaches necessary for Red Carpet to navigate its current issues by leveraging change management principles, organizational development strategies, and effective leadership practices.

Introduction

Red Carpet LLC’s expansion through acquisition of Sparkstar theaters signifies a strategic intent to diversify and enhance its operational portfolio. However, integrating a highly successful, HR-centric organization like Sparkstar into a company characterized by informal culture, weak policies, and poor employee relations presents significant challenges. The organization’s performance issues, high turnover, reputation problems with suppliers and partners, and pending federal investigations demand comprehensive change initiatives. As the Director of Change Management, it is imperative to develop a structured plan that aligns organizational culture, processes, and strategic goals to foster sustainable growth and operational excellence.

Organizational Challenges and Strategic Implications

One of the critical issues faced by Red Carpet is its fragmented organizational culture compounded by structural and managerial weaknesses. The headquarters’ informal and organic culture contrasts sharply with Sparkstar’s HR-intensive, development-driven culture. This cultural mismatch undermines integration efforts and hampers the organization’s capacity to deliver quality services uniformly across its divisions. Moreover, the lack of accountability among General Managers and the tendency to blame employees amid performance issues further exacerbate organizational dysfunctions.

Additionally, operational inefficiencies such as supply chain disruptions, poor marketing, and declining service quality threaten the company’s market position. The high employee turnover, especially in divisions like Burger Blast and Buoy Bay, signals deeper issues related to management practices, work environment, and employee engagement. Furthermore, external challenges such as federal investigations stemming from the cruise division’s past mishaps threaten legal and reputational risks.

Change Management Strategies

Addressing these multifaceted issues necessitates a comprehensive change management strategy rooted in Lewin’s Change Model, Kotter’s 8-Step Process, and McKinsey’s 7S Framework. The first step involves unfreezing the current organizational state by communicating the need for change clearly and engaging stakeholders at all levels. This can be achieved through transparent communication channels, town hall meetings, and involvement of frontline managers to foster buy-in and reduce resistance.

Secondly, the transition or change phase requires targeted interventions to reshape organizational culture, improve HR practices, and overhaul leadership approaches. Initiatives such as leadership development programs, HR process modernization, and employee engagement efforts should be prioritized. As Sparkstar exemplifies a high-trust culture with strong HR involvement, incorporating similar practices can accelerate cultural transformation across divisions.

Finally, refreezing involves embedding new behaviors, policies, and processes into the organizational fabric. This includes establishing accountability mechanisms, performance metrics, and continuous improvement cycles. For instance, implementing comprehensive training programs tailored to each division’s needs can foster a performance-oriented environment and reduce turnover.

Organizational Development Initiatives

Effective organizational development (OD) strategies should focus on aligning structure with strategy and cultivating a culture of accountability and shared purpose. Red Carpet must rethink its organizational structure by moving toward a more hybrid model that balances divisional autonomy with centralized oversight. This will enable division leaders to innovate while maintaining strategic coherence.

Developing a robust HR function is paramount. Red Carpet should establish an internal HR team that adopts best practices in talent acquisition, training, and employee relations. Regular training programs and leadership coaching can enhance managerial capacity, especially among General Managers. Creating a performance management system that links outcomes to recognition and accountability can significantly improve service quality and employee morale.

The implementation of a company-wide communication platform can facilitate better internal communication, reduce siloed thinking, and enhance collaboration. Furthermore, adopting employee-centric policies, recognizing achievements, and promoting work-life balance can help curb churn and foster a positive organizational culture.

Supply Chain and Partnerships

Enhancing supplier relationships and supply chain efficiency is critical to operational stability. Red Carpet should pursue strategic partnerships with key suppliers through negotiations that emphasize mutual value rather than rigid control. Adopting supply chain management systems integrated with real-time data analytics will improve inventory control, reduce costs, and enhance product quality across divisions.

Addressing External Risks and Regulatory Compliance

Given the pending federal investigations related to the cruise division, Red Carpet must prioritize compliance and risk mitigation. Establishing an internal compliance unit, conducting regular audits, and fostering a culture of transparency will reduce legal liabilities and restore stakeholder confidence.

Furthermore, proactive crisis communication plans should be developed to manage potential public relations fallout and legal challenges effectively. These initiatives, combined with a strategic review of safety protocols and operational standards, can mitigate future risks.

Conclusion

Red Carpet LLC stands at a strategic crossroads that requires deliberate and sustained organizational change. Leveraging change management principles, fostering a strong culture of accountability, and implementing OD initiatives focused on leadership development, process improvements, and stakeholder engagement will position the company for future growth. The role of an Organization Development Consultant is crucial in guiding this transformation, ensuring that strategic initiatives are embedded into everyday operations, ultimately turning Red Carpet into a resilient, performance-driven organization that capitalizes on its diversified portfolio.

References

• Cummings, T. G., & Worley, C. G. (2015). Organization Development and Change (10th ed.). Cengage Learning.
• Kotter, J. P. (2012). Leading Change. Harvard Business Review Press.
• Lewin, K. (1947). Frontiers in group dynamics: Concept, method, and reality in social science; social equilibria and social change. Human Relations, 1(1), 5-41.
• McKinsey & Company. (2018). The 7S Framework. Retrieved from https://www.mckinsey.com
• Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government, and Our Community. Prosci.
• Burnes, B. (2017). Managing change: A strategic approach to organizational dynamics. Journal of Organizational Change Management, 30(2), 172-182.
• Heath, C., & Heath, D. (2010). Switch: How to Change Things When Change Is Hard. Broadway Books.
• Hayes, J. (2018). The Theory and Practice of Change Management (5th ed.). Palgrave.
• Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.