Organizational Change Management at the Lakeside Hall Hotel - Case Study Example

Work and Organisational Change Name Institution Case Study – The Lakeside Hall Hotel Introduction The 4 Star Lakeside Hall Hotel is situated on the shores of Windermere in the English Lake District. The hotel has wonderful views of the surrounding fells, the perfect location for hiking, sailing and leisurely walking in the countryside. It is worth noting that Michael Davies owns the hotel, a local business executive who has managed the establishment for the past five years. The business has attained remarkable success over the past few years. The key to the business success has been maintaining a high quality of service and maintain a highly trained workforce that lures clients Weick, K. E., & Quinn, R. E. (2009.p.361p.386). This resonates to a high flow of clients even during the off-peak seasons. People often stay at the hotel at least twice a year for two to three days at the time with weekends being the busiest period, even during the winter months. Statistics in the business indicate that the establishment is extremely popular with families, couples requiring a relaxing break and the over 55’s. The premise offers competitive rate as a two-night stay starts from £190.00 per person for dinner, bed and breakfast. Currently, the hotel has over 100 employees who undergo conclusive training and development to ensure that they offer quality services thus retain clients in the long haul. Hotel Facilities It is worth indicating that the 4 Star Lakeside Hall Hotel is an establishment that is thriving in the hospitality industry. Apart from a dedicated workforce and adequate managerial practices, the hotel has adequate facilities that ensure clients are accorded the desired comfort. First, the 4 Star hotel is set in 60 a acres farm with lake frontage. This implies that the 4 Star Lakeside Hall Hotel has an expansive area that can accommodate massive expansion as well as offer space for recreational services. The 4 Star Lakeside Hall Hotel has 60 En-suite bedrooms used to host guest. For entertainment, the 4 Star Lakeside Hall Hotel has a Cocktail bar as well as a Lake view restaurant. In seeking to lure corporate clients, the 4 Star Lakeside Hall Hotel has a Conference suite for up-to 100 delegates (Gilmore, 2005). Additionally, the hotel has Public rooms with log fires. The 4 Star Lakeside Hall Hotel like any other hospitality centre has a Leisure club with swimming pool, sauna, gym & coffee bar. Finally, there are Croquet, tennis court, pitch & putt offered at the expensive facility all aimed at ensuring that the guests have a wonderful time. Operations The hotel has established exhaustive operations that ensure everything is in place, as it should be and in good time. First, there are two-duty managers who bear the responsibility to co-ordinate the day-to-day operational management of the hotel. One manager has the mandate to oversee the personnel and front of house activities while the other manager co-ordinates the food and beverage operation. It is worth noting that both managers have responsibility for six department heads in the hotel. These departments include; the Reception Manager, the Head Chef, the Leisure Club Manager, the Head Housekeeper, the Restaurant Manager, and the Bars Manager. In Lakeside Hall Hotel, each department head has responsibility for their department and to ensure that all staff members are totally focused on customer service. Customer service is the most essential element in the hospitality industry and for Lakeside Hall Hotel to retain its glory; the management has to be relentless. This element is among the strongholds of Lakeside Hall Hotel as the customer service offered indeed exceeds the expectations of the guests. Training is important at the hotel and all employees have the opportunity to study for NVQ qualifications in their particular area, this is co-ordinated by the local College. This implies that the workforce undergoes adequate training to ensure that service offered meet the client’s expectations. Additionally, management training has been ad-hoc and a potential area for improvement. It is prudent to indicate that all new staff members attend ‘Welcome Host’ a customer service course that is delivered by Cumbria tourism. This among other training and career development courses are offered by Lakeside Hall Hotel to the human resource team seeking to ensure that standards will be maintained. Problem Statement Overall, it is evident that Lakeside Hall Hotel operates smoothly as everything seems to fall into place as expected. However, recently there is a reliable report indicating a number of problems that call for urgent redress to negate further detriment. The Lakeside Hall Hotel has Invested enormously in the workforce seeking to attain national quality standard. This is because of the fact that, it places the training and development of employees as a vital prerequisite for the organisation to achieve its business goals. The main detriment emanates from the fact that after gaining accreditation for the standard over the past three years at a recent re-inspection the Lakeside Hall Hotel failed to retain two critical standards. The two standards failed include the performance measurement and continuous improvement set by the assessors. In addition, a number of serious complaints have been drawn to the attention of the owner who is now extremely concerned about the decline in standards. Complaints include One irate woman guest complained that the hotel is like a brothel. To this effect, the woman indeed left the hotel after pornographic magazines were found in the room. It is worth noting that this scenario has happened on four occasions over the past twelve months. It was also pointed out that the leisure club lacked the ambience of a high-class establishment with cleanliness problems and an un-imaginative set of activities classes. A recent complaint regarding food quality and restaurant service standards has been another clear cause for concern. The Lakeside Hall Hotel l has embarked on aggressive marketing seeking to lure the higher end of the holiday and short break market. This endeavour intends to seize potential clients, together with attracting conference and corporate hospitality. The Lakeside Hall Hotel occupancy figures indicate a 61% residence rate as at April 2012. The hotel sales manager who co-ordinates the marketing activities is responsible directly to Michael Davies. . Gioia, D. A., Thomas, J. B., Clark, S. M., & Chittipeddi, K. (2004.p363-383). The activities of the hotel sales manager interrelate with two sales staff within the department and two remote sales staff who work in the field one based in Newcastle and the other in Manchester. The remote sales team’s role is to target potential corporate business in the North East and North West. It is felt that the remote employees need to be much more performance-focused and provided with realistic goals and development opportunities. This is because of the fact that the remote employees offer remarkable services hence a corner stone to Lakeside Hall Hotel. Mail shots (electronic and standard delivery) to previous and potential guests take place twice a year, advertisements in relevant holiday publications have proved useful. Given the modernization techniques adopted in a global perspective, the Lakeside Hall Hotel has sought to indoctrinate internet usage to better their services. The Lakeside Hall Hotel uses some high-end internet sites seeking to lure the millions of internet users coupled with a weekly advertisement is placed in the ‘Sunday Times’. The internet site has the potential to become a positive tool for bookings and brochure requests. However, the Sales Manager has worked at the hotel for over forty years and does not realise the potential or indeed have the understanding of electronic media. Management Change Model A Greek philosopher had it that change is the only constant element in the world today. This implies that change is a necessity not only in the business fraternity but also encompasses all other frameworks. It is worth highlighting that what was true 2,000 years ago is still true today (Louis, 2004). This affirms that change is a fundamental part of the humanity setup. It is worth noting that competition, which is synonymous with business, endeavors to create an edge that will attract and retain potential clients. In a bid to achieve this, organizations seek to indulge in technology improvements, new initiatives, or project-based working all aimed at ensuring corporations outperform their competitors (Andrews, Cameron & Harris, 2008). Through these innumerable formulations, companies and humanity changes seeking to conform to new scenarios and cope with any new development. It is prudent to indicate that regardless the nature, scale, or magnitude of the change, humanity resists change. This implies that when considering change, it is inherent that some stakeholder will reject the ideology vehemently. In the instance of inadequate planning, change models fail. Organizational change is a managerial approach seeking to transform teams, individuals, and organizations to a preferred state into the future. It is worth noting that organizational change is a structured approach that spearheads changes seeking to ensure that the desired changes flow smoothly and are implemented successfully (Weick & Quinn, 2009). This is because of the fact that organizational change focuses on achieving lasting benefits. Organizations face rapid changes in the modern business environment compared to the past endeavours. For instance, globalization and the prevalent technological advancements resonate to a revolving business environment. With the emergence of phenomena such as social media and mobile adaptability, the business fraternity has revolutionized. There is a notable effect on business as the need for change is an ever increasing, hence calling for change management. Growth in technology has outreaching effects that pave way to increasing the availability and accountability of knowledge. For instance, with the modern advancements, critical information is easily accessible to stockholders and the media. This in turn results to in-depth scrutiny emanating from all quarters putting the business executives on edge. With the business fraternity experiencing prevalent changes, organizations have to arrange their affairs such that they conform to the new environment. It is hence apparent that the ability to manage, adapt, and conform to organizational change is a prerequisite in the modern business environment (Bommer, Rich & Rubin, 2005). Given the prevalent growth of technology, it is apparent that exterior innovations rather than internal moves largely motivate modern organizational change. When such developments occur, the organizations can adapt the quickest that creates a competitive edge. For organizations that fail to cope with these changes, foreclosures and immeasurable losses are inevitable (Bruch, Gerber & Maier, 2005). In all scenarios, before determining the latest techniques to adopt, four key factors require conclusive considerations. First, an organization has salient levels, goals, and strategies that underpin its performance. Secondly, a practical measurement system requires to be inculcated in the evaluation. Thirdly, the sequence of steps is an essential element followed by the implementation and organizational change (Rojas, 2006.p. 2147-p2166). It is prudent to highlight that, regardless of the many types of organizational change, an organization requires the prompt ability to formulate and implement practical changes that are cohesive with the workforce. Managing organizational change effectively is a four-step process: The first step involves recognizing the changes in the business environment that affect the organization. Secondly, develop the necessary adjustments that would suit the company needs efficiently (Armenakis, 2003). Thirdly, it is vital to train the employees ensuring that they are aware of the changes. The final step entails winning the support of employees with adamant persuasiveness of the appropriate adjustments. Organizational change management is a multidisciplinary practice emanating from aggressive scholarly research. Academia experts indicate that organizational change requires a systematic diagnosis of the current situation seeking to evaluate the need for change as well as the capability to change. This implies that organizations undergoing change require a conclusive Change Management plan that highlights all the objectives, process, and content of change. Organizational change management processes entails creative marketing that fosters articulate communication between the changing audiences, and the deep understanding about group dynamics and leadership’s styles (Weick & Quinn, 2009). Organizational Change Management endeavours to align groups’ expectations, integrates teams, communicates, and manages employee’s training. To ensure successful organizational change, performance metrics, for instance operational efficiency, and the leadership commitment are essential in ensuring that organizations attain their desired change targets. This avails a mechanism to resolve troubled change projects or avoid change failures. Prerequisites to Successful Change Management First, effective communications is fundamental that endeavours to inform stakeholders the reasons for the change. This communication answers salient questions that emanate from the change procedures. For instance, why is the change essential? It is vital to communicate the benefits emanating from successful implementation of the change process. This answers the question of what is in it for everyone. Finally, the communication relays fine details of the change answering questions like; When? where? who is involved? How much will it cost? (Suchan, 2006). Secondly, it is vital to device counter resistance strategies targeting employees ensuring that they are in line with the new developments. This will entail assuring them that the change will not bear negative repurcations in any way. For instance, counselling may be a prerequisite that will address fear emanating from the change initiative. It is prudent to devise an effective training, career development scheme for the organization that will alleviate any work related challenges. Thirdly, it is beneficial to account for all risks, benefits, limitations or any effect that will emanate from the preferred change. This way, the entire organization will be well aware of the change and the effects that will emanate from the development (McMahan, & Kacmar, 2001). Finally, it is vital to monitor of the change implementation and fine-tune any new development to conform to the new initiatives. The Probable Change Model for Lakeside Hall Hotel The Lakeside Hall Hotel is facing a myriad of challenges that threaten its performance. This is because of the fact that, with the decline in performance standards as well as the complaint emanating from clients poses a dire threat to Lakeside Hall Hotel. Additionally, the hospitality industry vehemently indicates that cleanliness is a virtue as well as a necessity. It is evident that Lakeside Hall Hotel faces inalienable challenges that call for urgent and timely redress. This implies that the company’s management has to redesign or re-strategize their work formulas to ensure that the problems are resolved (Gioia, Thomas, Clark & Chittipeddi, 2004). In the instance that Lakeside Hall Hotel wants to reacquire the lost glory as well as market share, the formulated antics have to feasible. In most instances, stakeholders and management alike are aware of the change needs require in the workplace. Conversely, they rarely know how to deliver the change, where do you start? whom to involve? or how to implement the change and monitor the developments to the end. The Kotter change model is among the many formulations forwarded by scholars in the field of academia. A professor at Harvard Business School forwarded the theory involving an eight-step change process. As indicated, the Kotter change model has eight steps that would aid Lakeside Hall Hotel alleviate the current detriment (Kotter, 2007). Step 1: Create Urgency It is apparent that changes only happen in the instance that the whole company wants the change to take place. This implies that a sense of urgency is essential as it creates the need for change. This is because of the fact the urgency sparks the initial motivation to resolve the current gridlock. In the instance of Lakeside Hall Hotel, it is not a matter of showing people poor standards or deteriorating performance (Gioia, Thomas, Clark & Chittipeddi, 2004). This implies that an honest and convincing dialogue regarding what is happening is vital. This will resonate to creation of the urge to undertake change emanating from the key stakeholders. It is imperative to develop scenarios indicating possibilities into the future in the instance that no action is taken. Additionally, the management team has the mandate to examine opportunities that could be, exploited in the future. Additionally, honest discussions, giving dynamic permitting convincing reasons gets people talking and thinking. This is essential as it jump starts the change process. Lakeside Hall Hotel is a key player in the hospitality industry. As the business norm dictates, the hotel should seeks advice from clients and other stakeholders on the best way forward to avert further losses (Margulies & Raia, 2008). It is worth noting that, Kotter suggests that for change to succeed, 75 percent or more of a company's management needs to be entrenched into the change idea. This is because of the fact that it is essential to spend significant time and energy building urgency, before moving onto the next steps. Step 2: Form a Powerful Coalition This entails convincing people that change is necessary. This calls for visible support and leadership from stakeholders within the Lakeside Hall Hotel. It is worth noting that managing change is not enough, as leadership is a prerequisite (Burke & Ng, 2006). Lakeside Hall Hotel management has to formulate a team of sensational leaders who will propagate the change. The leaders have to bring together a coalition, of influential people whose power comes from their expertise, job title, status, or even political importance. Once organized, the change coalition has to work as a team seeking to create urgency and spearhead the change initiative. It is vital to identify the true leaders in the Lakeside Hall Hotel and solicit for emotional commitment from the selected individuals. Within the coalition, team-building skills are a prerequisite while investigating on any weak areas that require redress (Kotter, 2007). Step 3: Create a Vision for Change Once the idea of change is forwarded, there are innumerable ideas that spark from the different quarters. It is the mandate of the Lakeside Hall Hotel management to link up the ideas and crate a formidable vision that will spearhead the change agenda (Kotter, 2009). It is paramount that the vision will be easy to remember as well as understandable by all stakeholders. In most instances, a clear vision can assist organizational members understand the need for change. This implies that in the event people see the change directive, they have the mandate to take it upon themselves to act upon the change initiative. It is vital to determine the values that are central to the change. Then formulate a short summary that capture the expected future in the organization (Fernandez & Rainey, 2006). Thirdly, create a strategy to execute that vision and ensure that the change coalition is aware of the vision. Step 4: Communicate the Vision Communication is a vital element in the change process. The message should be entrenched in the other day-to-day communications within the company, hence relayed frequently and powerfully. The Lakeside Hall Hotel management should negate calling special meetings to communicate the vision (Armenakis & Harris, 2009). The frequent communication retains the information raw in the minds of the stakeholders. It is imperative that the management team in the Lakeside Hall Hotel walks the talk. This is because of the fact that what is done is far more important and believable than what is said (Suchan, 2006). This implies that the management team should demonstrate the kind of behavior that they expect from others. Lakeside Hall Hotel should talk often about the change vision the openly address peoples' anxieties and concerns. Secondly, apply the vision to all aspects of operations from training to performance reviews then tie everything to the vision. Leading by example is a prerequisite. Step 5: Remove Obstacles The major hindrance to change is the resistance emanating from employees. This is because; employees bear a significant blunt from change (Head, 2010). Employees fear losing their positions and at times have unknown fears. In light of these sentiments, Lakeside Hall Hotel should put in place the structure for change, and continually check for barriers to it. Removing obstacles will empower workforce harnessing its ability to execute the vision, hence helping the change move forward. The management team in Lakeside Hall Hotel should identify change leaders whose main roles are to deliver the change (Stanley, Meyer & Topolnytsky, 2005). It is prudent to review the organizational structure, job descriptions, and performance and compensation systems seeking to ensure that they conform to the company vision. It is vital to recognize and reward people for making change happen. Resistance to change is inevitable. The organization has to identify people who are resisting the change, and help them see what is needed. Finally, quick action to remove the prevailing barriers will benefit the change process. Step 6: Create Short-term Wins Nothing motivates more than success. It is vital for the change team to accord Lakeside Hall Hotel a taste of victory early in the change process. Within a short time frame, the staff requires motivational results. Without this, critics and negative thinkers might interfere with the progress. This involves creating short-term targets that are achievable in the foreseeable future. The change results are meant to indicate that indeed the vision is achievable and that every stakeholder is working towards the desired goals (Andrews, Cameron & Harris, 2008). Lakeside Hall Hotel should look for sure-fire projects that are implementable without help from any strong critics of the change. It is beneficial to ignore expensive early targets. It is vital to justify the investment in each project. Thoroughly analyze the potential pros and cons of your targets. Note that missing early targets can injure the whole organization and the entire change process. People who meet the targets should be rewarded (Kotter, 2007). Step 7: Build on the Change Kotter argues that many change projects fail because victory is declared too early. Real change runs deep. Quick wins are only the beginning of what needs to be done to achieve long-term change (Kotter, 2009). This implies that for Lakeside Hall Hotel to alleviate the performance standards, improve sanitation and restore consumer confidence, a lot has to be done. Each success provides an opportunity to build on what went right and identify what you can improve. The management team should analyze what went right and what needs improving after every achievement. Additionally, set goals to continue building on the momentum achieved through the idea of continuous improvement forwarded by Kaizen. Finally, keep ideas fresh by bringing in new change agents and leaders for your change coalition. Step 8: Anchor the Changes in Corporate Culture It is worth indicating that the corporate culture determines what gets done, so the values behind your vision depict the day-to-day operations (Head, 2010). Finally, to make any change stick, it should become part of the core of your organization. It is imperative to make continuous efforts to ensure that the change is seen in every aspect of the Lakeside Hall Hotel. This will entrench the desired change in the organization's culture. The company leader’s have a mandate to continue supporting the change. In the event that the support of these people is lost, there is a possibility that the entire process collapses. The management team should talk about the progress expounding on any unresolved issue (Kotter, 2009). Secondly, include the change values when recruiting, hiring and training new staff. Thirdly, publicly recognize key members of your original change coalition, and make sure the rest of the staff remembers their contributions (Palthe & Kossek, 2003). Finally, create amicable and long lasting plans to replace key leaders of change as they move on. This will help ensure that their input and legacy is maintained for the long haul. References Andrews, J., Cameron, H., & Harris, M. (2008). All Change? 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