Scenario: This Course Uses The CTU Professional Learning Mod

Scenario This course uses the CTU Professional Learning Modelâ„¢ (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

This course employs the CTU Professional Learning Model™ (CTU PLM), which emphasizes experiential learning through practical, industry-related projects that simulate real-world professional environments. The model is designed to help students develop applied skills and competence by engaging in authentic, complex problems reflective of their future careers.

The core methodology underpinning CTU PLM is Problem-Based Learning (PBL). PBL encourages students to master content by actively working on meaningful problems aligned with their career interests. Unlike traditional lecture-based teaching, PBL immerses students in scenarios where they analyze real-world problems, formulate solutions, and develop critical thinking and problem-solving skills.

This particular course utilizes a detailed scenario involving a fictional company, Red Carpet LLC, to facilitate PBL. Students, assuming roles within the scenario, engage with provided background information and a narrative dialogue that presents challenges needing resolution. The assignment tasks students with responding to these challenges through a deliverable that demonstrates applied knowledge, analytical thinking, and strategic problem-solving. The goal is to foster an understanding of organizational dynamics, strategic decision-making, and change management in a simulated but realistic business context.

Paper For Above instruction

In modern organizations, applying a problem-based learning approach, such as the CTU Professional Learning Model™, is pivotal for developing students’ practical skills and strategic thinking. This paper explores the integration of PBL in organizational change management, using the detailed scenario of Red Carpet LLC as a case study. The objective is to analyze the challenges faced by Red Carpet, recommend strategic solutions, and demonstrate how PBL fosters experiential learning aligned with industry needs.

Red Carpet LLC, a multi-divisional hospitality and entertainment conglomerate, exemplifies the complexities faced by contemporary organizations. Its recent acquisition of Sparkstar theaters signifies a strategic move to redefine its operations amidst internal and external challenges. The scenario provides a rich context to apply change management principles, organizational development theories, and problem-solving techniques. This analytical approach aligns with the core tenets of the CTU PLM—learning through real-world problems that demand integrated knowledge and critical thinking.

Understanding the organizational culture at Red Carpet is essential. The headquarters in Philadelphia exhibits an informal and organic culture with minimal policies, leading to employee relations issues and legal concerns. Such a culture hampers effective HR management and organizational accountability. Additionally, the company's reputation is strained by poor supplier relationships, high employee turnover in certain divisions, and safety controversies—most notably the incident involving the Garland of the Sails cruise ship. These issues necessitate a strategic overhaul founded on comprehensive change management practices.

The diversification of Red Carpet’s divisions—hotels, food service, cruise ships, and theaters—each faces distinct challenges. For instance, the hotel division struggles with refurbishment and performance accountability, while the food service division grapples with high turnover and supply chain issues. The cruise division’s history of safety controversies and high reliance on seasonal staff with inadequate training further exemplify operational vulnerabilities. Conversely, Sparkstar theaters stand out with high customer and employee satisfaction, advanced training programs, and robust financial health, illustrating the benefits of effective HR practices and organizational culture.

Utilizing the PBL framework, students explore strategic solutions tailored to each division’s context. For example, improving HR practices and organizational culture at the headquarters could address morale and legal concerns. Implementing performance management systems and accountability measures can enhance operational efficiency in the hotel and food service divisions. Addressing supply chain issues requires negotiation strategies and partnerships to ensure product quality and availability. Safety protocols and crisis management plans are critical for restoring confidence in the cruise division after the safety incident.

Furthermore, integrating Sparkstar’s successful HR and operational models into other divisions offers a pathway to organizational transformation. This can be achieved through targeted training, fostering a culture of accountability, and enhancing internal communication channels. Strategic change management initiatives should follow models such as Lewin’s Change Theory or Kotter’s 8-Step Process to facilitate sustainable transformation. Students learn to diagnose organizational issues, formulate strategic interventions, and evaluate outcomes—skills vital to effective organizational leadership.

In conclusion, applying the CTU PLM through PBL provides an immersive learning experience for students to develop competencies in organizational analysis, strategic planning, and change management. The scenario of Red Carpet LLC demonstrates the importance of culturally sensitive interventions, stakeholder engagement, and innovative problem-solving. As future organizational leaders, students equipped with these skills will be better prepared to navigate complex change environments, driving sustainable growth and operational excellence in their respective careers.

References

• Burnes, B. (2017). Managing change (7th ed.). Pearson Education.
• Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
• Lewin, K. (1951). Field theory in social science. Harper & Row.
• Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
• Cameron, E., & Green, M. (2015). Making sense of change management (4th ed.). Kogan Page.
• Heifetz, R., & Laurie, D. (2001). The work of leadership. Harvard Business Review, 79(11), 131-141.
• Appreciative Inquiry: For Change Management. (2020). Center for Appreciative Inquiry. https://www.aicaresearch.org
• Grote, D. (2011). How to be good at performance appraisal. Harvard Business Review, 89(1-2), 83-88.
• Paton, R. A., & McCalman, J. (2008). Change management: A guide to effective implementation. Sage Publications.
• McKinsey & Company. (2018). Embedding change: The McKinsey change management approach. https://www.mckinsey.com