Scenario: This Course Uses The CTU Professional Learn 282225

Scenario This course uses The Ctu Professional Learning Model Ctu PLM

This course employs the CTU Professional Learning Model™ (CTU PLM), which emphasizes hands-on, industry-related, problem-solving experiences that mirror professional environments and foster achievements leading to student and employer success. The CTU PLM is built on the premise that students learn most effectively by engaging with real-world, professional projects aligned with their chosen career fields. This approach enables students to develop the skills necessary to apply conceptual knowledge to produce effective results and navigate the complexity of real-world problems by selecting appropriate solutions, especially when multiple options exist. This learning method is known as Problem-Based Learning (PBL).

Throughout the course, students work with scenarios featuring background information about various companies. Each scenario positions the student as part of the story, involving a problem that must be addressed through a graded deliverable. The scenario herein involves Red Carpet LLC, a national hospitality and entertainment company, which is the focus of the PBL exercises to follow.

Paper For Above instruction

The scenario provided centers on Red Carpet LLC, an extensive hospitality and entertainment conglomerate headquartered in Philadelphia, PA, operating nationwide with diverse divisions including hotels, food service, cruise lines, and recently acquired movie theaters. The company's organizational structure is matrixed, with centralized departments serving each division and division VPs reporting to the CEO and President. Despite its historical success, Red Carpet faces a range of organizational challenges, including internal politics, communication breakdowns, HR deficiencies, supply chain disruptions, and performance issues, compounded by a culture that undervalues HR and employee relations.

Given this context, the role assigned is that of an Organization Development (OD) Consultant tasked with devising a strategic plan to facilitate meaningful organizational change. The goal is to address critical issues that threaten operational excellence and sustain competitive advantage. Key areas to focus on include improving internal communication, enhancing HR and training functions, resolving employee relations dilemmas, managing the fallout from federal investigations, enhancing product and service quality, strengthening marketing supports, redefining organizational structures, cultivating a positive culture, better integration of products and services, and resolving resource and supply chain bottlenecks.

Red Carpet's divisions include hotels, food service, cruise lines, and theaters—each with unique operational challenges. For example, hotels in need of refurbishment, high employee turnover at restaurant chains, a controversial cruise division with a history of accidents, and a highly regarded but culturally distinct theater chain acquired recently. The company's leadership, including Leroy Banks, the Director of Change Management, is seeking expert guidance to initiate and steer effective change initiatives across these diverse areas.

This scenario aims to simulate real-world organizational diagnosis and intervention planning. As an OD Consultant, you'll need to analyze the current organizational state, diagnose underlying issues, and develop strategic initiatives aligned with the company's vision of integrating and improving its divisions for sustained growth and employee satisfaction. Critical to success will be fostering a culture of accountability, strengthening HR functions, improving internal communication, aligning organizational structures with strategic goals, and managing stakeholder resistance during transformation efforts.

Ultimately, this assignment seeks comprehensive insight into organizational diagnosis, change management strategies, and intervention planning tailored to a complex, multi-divisional enterprise facing operational, cultural, and strategic challenges. Your deliverable should articulate a clear, actionable plan addressing Red Carpet's managerial and structural issues, supported by relevant theories, frameworks, and best practices in organizational development and change management.

References

• Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.
• Cummings, T. G., & Worley, C. G. (2014). Organizational development and change. Cengage Learning.
• Certo, S. C., & Peter, J. P. (2012). Strategic management: Concepts and cases: Competitiveness and globalization. Pearson Education.
• Hiatt, J. (2006). ADKAR: A model for change in business, government, and our community. Prosci Research.
• Kolb, D. A. (2014). Experiential learning: Experience as the source of learning and development. FT 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.
• Paton, R. A., & McCalman, J. (2008). Change management: A guide to effective implementation. SAGE Publications.
• Weick, K. E., & Sutcliffe, K. M. (2015). Managing the unexpected: Resilient performance in an age of uncertainty. John Wiley & Sons.
• Watkins, J. M. (2013). The first 90 days: Proven strategies for getting up to speed faster and smarter. Harvard Business Review Press.
• Burke, W. W. (2017). Organization change: Theory and practice. Sage Publications.