Change Process on Landmark Hospitality - Case Study Example

Change Process on Landmark Hospitality Name Institution Name Date Table of Contents Introduction 3 Overview of Landmark Hospitality 3 Engaging people about change and motivating the people to own the process 4 Building a rational and emotional case for change 5 Encouraging the management to support change 5 Embed change in the organization 6 Improvement of productivity 6 Improved morale and teamwork 6 Creating sustainable business 7 Customer satisfaction and positive customer perception 7 Training and developing the employees 8 Creating a continuous and transitional kind of change ideology 8 Incorporating sustainable measures 9 Focus on customers and other stakeholders 9 Effective communication 10 Employee Training, Development, and Engagement 10 Mapping Consumer Requirements, Expectations, and Perceptions 10 Auditing the Market Environment 10 Inclusion Ideology and Cultural Diversity 11 Productivity 11 Design Instruments for helping monitor the change 12 Utilization of survey tools 12 Utilizing internal data to monitor change such as financial records 12 Effective communication and open door policy 12 Force field analysis 13 Suggest methods for reinforcing the change 13 Engagement with different stakeholders 13 Provision of appropriate resources 14 Evaluation of the implement processes 14 Transformative leadership and learning organization 14 Conclusion 15 References 16 Introduction Change management and the process is a set of interventions and capability that delivers a people-oriented side of change. Successful change management targets management and people while adjusting other variables such as performance management. It assists the employees to a new phase, which contributes to post-transformation enterprise. Organizations have to change to embrace the dynamics within the business environment, and organizations have to institute processes and approaches to support the requirement. The aspect of change incorporates numerous variables ranging from sustainability requirements to employee engagement to customer satisfaction. The dynamisms within the hospitality industry means organizations have to continuously change and adapt to the changing business environment. Landmark Hospitality is an example of an organization in the industry that aims to advance the transformational aspect of improving business processes. Numerous problems are witnessed at Landmark Hospitality because of minimal dynamism in adapting to the changing business processes and practices. The aim of the report is to analyze the Landmark Hospitality from the prism of organizational development and change ideologies. The report presents an overview of the Landmark Hospitality, discusses OD intervention mechanisms, identification of planned outcomes from change, identifies what the Landmark Hospitality has to do to advance change, identification of instruments to monitor change, recommending the kit for change, and identification of methods to reinforce change. Overview of Landmark Hospitality Landmark Hospitality is premised on the ideology of “Perfecting the Art of Hospitality.” The business is managed by Frank and Jeanne Cretella who have extensive experiences in the hospitality industry. The operation perspective of Landmark Hospitality is of corporate team building, creativity and creating memorable experiences. Some of the activities that Landmark Hospitality accomplishes including catering, corporate events, weddings, fine dining and off-site events (Landmark Hospitality, 2016). The offsite activities and events are offered on international and exotic locations. Some of the establishments that Landmark Hospitality owns include Landmark Destination Weddings, Crave Events Group, Logan Inn, Hotel Du Village, Celebrate at Snug Harbor, and The Ryland Inn. Others are Boathhouse at Mercer Lake, Stone House at Stirling Ridge and Liberty House Restaurant. In addition, Landmark Hospitality has entered into exclusive catering partnerships with Starland Ballroom, Cherry Grove Farm, Mana Contemporary, Alba Vineyard and Prallsvile Mills, which are located in NJ: another international partnership is the Saint John the Divine that is located in New York. Analyzing the business environment and consultation with some employees, change requirements are evident. For example, the industry requires a sustainable business model that incorporates the community and environmental measures in running the business. Even through Landmark Hospitality appreciates this requirement, it has not been implemented effectively (Landmark Hospitality, 2016). The employees have appropriate skills and experiences, but further training and development are required to raise the competency of these individuals. Landmark Hospitality has entered into a partnership with different stakeholders meaning the engagement model and strategies have to be updated to address the changing environment and working conditions. These are some of the problems and issues that affect the Landmark Hospitality, which have to be addressed through integrating change processes. The Process/OD Intervention for Managing Change There are numerous processes and approaches, which can be employed in managing change requirements. The following are some of the intervention for managing change at any organization: Engaging people about change and motivating the people to own the process An effective change program lies on the impact it will have on the various stakeholders. An assessment has to be done to identify the scale and the type if changes that affect each segment of the employees (Harkison, Poulston & Ginny, 2011). The assessment also enables communication with the team members, identification of the role of each individual, directing the transformation program to address change requirements (Bonilla, Najera & Font, 2011). The people have to appreciate the importance of change and provide proposals on measures and strategies on methods of implementation of change program (Wang et al. 2012). Through the process, it motivates the employees to embrace the change requirements, and support the change ideologies (Nadiri & Tanova, 2010). If the employees embrace the change requirements, it makes it easier to implement the strategies, and the employees can provide additional support. If the employees do not own or support the program, the employees can create hurdles and internal politics to inhibit the implementation of the change program. Building a rational and emotional case for change Leaders and management leaders have to appreciate the rational requirement and appealing the employee’s emotional core (Harkison, Poulston & Ginny, 2011). The employees can appreciate rational for change, but the employees may lack the emotional component to contribute to the implementation of change (Bonilla, Najera & Font, 2011). The rationality of the change should be communicated to the employees creating a subjective view on the entire change objective (Wang et al. 2012). The change aspect has to be communicated to the employees, and informed on the wider benefits of the program rather than benefiting the organization alone (Kusluvan et al. 2010). For example, the rational may improve the productivity, and the management has to create a wider image and impact of the change including improved salaries and retaining jobs (Nadiri & Tanova, 2010). The employees would understand that without embracement of change; the organization may fail to result in unemployment. Hence, understanding the actions and consequences of the actions from a rational and emotional perspective enables effective implementation of the change program. Encouraging the management to support change The change program should be supported by the entire organization. The management is an integral component of the change strategy, and the management has to support the change requirements (Jeou-Shyan et al. 2011). The management has to provide or create mechanisms for providing resources supporting the change process. The management has to have the goodwill and motive of supporting the change program (Wang et al. 2012). Employees base their decisions on the management role in the management of the organization, and owning of the change program by the management and providing appropriate support means that the implementation of the change program is viable (Harkison, Poulston & Ginny, 2011). Thus, encouraging the management to support the change program is crucial in ensuring it is formulated and implemented effectively. Embed change in the organization Embedding change should incorporate and acknowledged the lessons learned. The sponsor usually declares victory diverting focus, commitment, and leadership from the ongoing effort. It is imperative noting human resource plays a crucial role in the process and all the HR incentives, processes, structure, and systems have to be aligned and consistent with the expectations of the transformation (Bonilla, Najera & Font, 2011). Other sectors within the organization have to integrate and align the organizational processes with the change program (Nadiri & Tanova, 2010). The change has to advance the learning organization requirements in that acknowledging the benefits of change, and continuously integrating into organization management and employee activities may contribute to the transformative organization (Bonilla, Najera & Font, 2011). It means the organization will continue to develop without the requirement of starting another change program since the current change program would create a lasting framework upholding change requirements. Planned Outcome from Change and Effectiveness of Change Improvement of productivity Most change programs target to improvement productivity. The productivity can be employee’s role in the organization, the financial details, and even the market share. In addition customer, perception and satisfactions are important in the entire process (Nadiri & Tanova, 2010). For example, introducing approaches through doing business such as the use of technology improves efficiency to reduce the reliance on human labor (Wang et al. 2012). Incorporating sustainable measures also means that the productivity is improvement through reduction of overall costs to the business (Harkison, Poulston & Ginny, 2011). Hence, improved productivity translates into improved returns, which are important to any organization. It may also result in improvement of incentives to the customers because of improved productivity while reducing the costs of operation. Improved morale and teamwork The current situations and processes may affect the morale and teamwork of individuals. For example, the employees within the team are not in resonance meaning tuning and engaging the relationship among the employees is important in improving morale (Asree, Zain & Rizal, 2010). The change program normal targets different areas including the perception of the employees. For instance, before pursuing any change program, the views of the employees are integrated into the development and implementation (Wang et al. 2012). It means the moral and team dynamics are integrated into the system, and the employees realize their purpose in advocating the requirements of the organization. Improved morale translates in the improvement of production and cohesion among the team members (Harkison, Poulston & Ginny, 2011). Therefore, the organization can only operate effectively provided the employees have morale and are ready to support the requirements of an organization (Bonilla, Najera & Font, 2011). Thus, these change program can contribute to the improvement of morale and teamwork. Creating sustainable business Synchronizing the different processes and activities that form an organization is crucial. For example, aligning the aligning the finance and human resource is important when it comes to financial matters (Bonilla, Najera & Font, 2011). Aligning the organization with environmental and community matters are also important (Harkison, Poulston & Ginny, 2011). Therefore, understanding the fundamentals that form an organization is important and creating a framework to support the different processes contribute to sustainable business (Nadiri & Tanova, 2010). The sustainability of a business incorporates profits, planet, and economy. For instance, environmental degradation affects the organization and organizations that do not embrace sustainability measures (Harkison, Poulston & Ginny, 2011). Hence, a change program focusing on sustainability measures can reduce the costs of operations while creating a sustainable business framework. Customer satisfaction and positive customer perception Change programs target the overall transition development and operational requirements. The existence of any organization is to satisfy some requirements the customer needs or something missing in the market (Harkison, Poulston & Ginny, 2011). However, instances exist where more than one supplier of the service or product exist, and the requirements of the customers are different (Wang et al. 2012). Therefore, the change program may target activities that target to improve the customer satisfaction and positive customer perception (Bonilla, Najera & Font, 2011). It includes creating and improving service provision, and quality of the products. For example, quality and convenience are some of the variables customers are after, and ensuring these components are addressed, the chances of customers becoming satisfied are higher (Nadiri & Tanova, 2010) Hence, the wider business operation has to be analyzed, and framed in a manner that addresses the concerns of the customers. A wider perspective and customer-focused programs and activities employed in service and product provision. Activities that Landmark Hospitality has to Continue Improving Training and developing the employees Landmark Hospitality has to improve the competency of the employees. It includes training and developing the employees to acknowledge the importance of new processes, and measures, which can improve implementation of duties and tasks (Landmark Hospitality, 2016). Landmark Hospitality has to train the employees to know how different cuisines are prepared, how a variety of events are held, the perception of the customers and customer satisfaction (Bonilla, Najera & Font, 2011). The training and development are also targeted at aligning the different sectors, creating a learning environment, and integrating the learned experiences (Nadiri & Tanova, 2010). Landmark Hospitality employees can be exposed to different cultures through seminars, workshops and other forms of improvement of competency (Bonilla, Najera & Font, 2011). The training and development should be a continuous process, which incorporates the employees in understanding the dynamism of the hospitality industry. Creating a continuous and transitional kind of change ideology Landmark Hospitality continues to expand through opening new establishments and entering into partnerships (Landmark Hospitality, 2016). These experiences and situations require the employee to understand the change requirements and the difference in the environment it operates. Landmark Hospitality has to create a framework that encourages continuous learning without the need of creating a change framework (Asree, Zain & Rizal, 2010). It means the change ideology should be owned by the organization and support the changes targeted towards the improvement of the organization (Harkison, Poulston & Ginny, 2011). Incorporating sustainable measures Landmark Hospitality has to embrace sustainable measures. The environment is a crucial component to Landmark Hospitality since it relies on the environment to receive the raw materials and define the number of customers visiting the location (Nadiri & Tanova, 2010). The landscape and overall environment should encourage the customers to visit the location. Therefore, Landmark Hospitality has to embrace measures targeted towards protecting and preserving the environment (Landmark Hospitality, 2016). For instance, waste management is one of the strategies that can be used to create a sustainable organization and utilization of light sensors in the rooms reduces waste of energy (Pereira-Moliner et al. 2012). In addition, reducing the size of toilet flushing system reduces water wastes while incorporating risks management strategies means litigations are minimized (Harkison, Poulston & Ginny, 2011). Hence, the sustainability framework in the change program should incorporate numerous approaches to ensure the organization achieves its respective goals and objectives (Bonilla, Najera & Font, 2011). Focus on customers and other stakeholders Landmark Hospitality has to continue focusing on different stakeholders. For example, customers’ requirements and needs have to be understood to create appropriate products and services based on quality, pricing and other factors associated with the product and service (Pereira-Moliner et al. 2012). In addition, understanding the requirements of the stakeholders such as suppliers and creating an effective communication process contributes to an appreciation of each stakeholder leading to creating policies to achieve the requirement (Harkison, Poulston & Ginny, 2011). Hence, Landmark Hospitality has to understand the requirements of the customers and other stakeholders and create products and services that satisfy the customer. Recommend a Tool Kit for Effective Implementation of CARE at Landmark Hospitality The Tool Kit contains the following components to advance the Landmark Hospitality when it comes to change and organizational development: Effective communication The employees, management, and other stakeholders are required to champion effective communication (Harkison, Poulston & Ginny, 2011). The effective communication includes addressing conflicts and misunderstanding, appreciating each other weaknesses and creating a mechanism to address the problem, and utilizing appropriate channels to advance communication purposes (Bonilla, Najera & Font, 2011). Employee Training, Development, and Engagement The management and employees at Landmark Hospitality have to appreciate the importance of employee training and development (Landmark Hospitality, 2016). It ensures the employees continues to improve the skills while giving the customers and other stakeholders quality services. Customer satisfaction is integral to Landmark Hospitality and improving the competency of the employees is important (Harkison, Poulston & Ginny, 2011). In addition, employee engagement is crucial since it provides mechanisms of understanding the requirements and expectations of the employees, and creating avenues in which these requirements can be fulfilled (Pereira-Moliner et al. 2012). Therefore, balancing the training/development with engagement, fulfilling the requirements and expectations of the employees becomes easier. Mapping Consumer Requirements, Expectations, and Perceptions Landmark Hospitality services the different customers and some of the customers have unique requirements and needs (Landmark Hospitality, 2016). For example, some customers may appreciate the fine dining while others may require event hosting services. Mapping these different services and aligning the services with products enable identification of the pertinent customer needs, resulting in Landmark Hospitality developing products and services to addresses the requirement. Mapping also enables Landmark Hospitality to position services and collect feedback from the customer creating an aspect of learning organization (Harkison, Poulston & Ginny, 2011). Auditing the Market Environment The preference needs and wants of consumers keep changing because of a competitor, customer perceptions and customer behavior (Harkison, Poulston & Ginny, 2011). Auditing of the market enables collecting data about the competitors, understanding the strategies the competitors employ to win the customers, and the market share. Auditing avails Landmark Hospitality with voluminous information informing on the appropriate strategies to undertake to address the market requirements. Internal data can also be used to qualify the external information; for example, the sale records and financial data can illustrate the direction in which the organization is going (Talib et al. 2011). Inclusion Ideology and Cultural Diversity Landmark Hospitality operates in a diverse business environment whereby it accesses and engages with different customers from different backgrounds (Landmark Hospitality, 2016). The company should advance a cultural diversity strategy that includes the different stakeholders and creating an environment, which appreciates the contribution of different cultures. Landmark Hospitality should also encourage internal diversity through employing individuals from different backgrounds because employees from diverse backgrounds can improve the position of the company. It means that the inclusion ideology and cultural diversity should be championed in advancing the requirements of the organization and other stakeholders. Productivity Collecting metrics based on sections and departments has to be gathered and analyzed to determine the effectiveness of strategic direction. The strategic direction should uphold productivity and base strategies on measurable outcomes (Nadiri & Tanova, 2010). The productivity should also target the individual contribution to the development of the organization. For example, the role and responsibilities of each of the employees have to be documented and frequently analyzed to determine whether these individuals meets the goals (Wang et al. 2012). The use of technology and factoring into consideration consistency are also important in marinating the high standards the customers expects (Pereira-Moliner et al. 2012). Hence, productivity has to be tied to numerous processes including the use of technology, individual contribution, and different metrics used to determine the effectiveness of the organization. Design Instruments for helping monitor the change Numerous tools and approaches exist that allows monitoring the change process, which includes the utilization of survey tools, collection and analyzing internal data, effective communication and use of force field analysis: Utilization of survey tools Survey tools will be used to collect the data and response from different stakeholders (Frey & George, 2010). For example, questionnaires can be used to collect information from employees and other stakeholders (Harkison, Poulston & Ginny, 2011). In addition, other tools such as transition model checklist can be used to monitor change. Utilizing internal data to monitor change such as financial records The internal processes can be used to determine the direction of change and whether the expectations of change have been achieved. For example, targeting productivity, it means that financial statements and sales can be used to gauge change (Frey & George, 2010). In addition, each department is supposed to provide information regarding their sectors, and the information compared with original strategic objectives (Harkison, Poulston & Ginny, 2011). For instance, if the change targets customer satisfaction, the information should indicate the perception of the customers towards Landmark Hospitality services. Effective communication and open door policy Effective communication is another strategy that may be used not monitor change. It is premised on the understanding that the employees have firsthand information about the organization since the employees engage with the customers and the communities (Frey & George, 2010). During sells or serving the customers, the comments from the customer are received by the employees. Engaging these employees about their views based on the communication with the customers can inform whether the changes are effective and whether alternative approaches are required (Nadiri & Tanova, 2010). It also means an open door policy should be maintained in which the employees are required to engage with the management at any time. For example, an employee can engage the management without the need of booking or scheduling requirements (Frey & George, 2010). Such approaches ensure the change process can be monitored and the shortcomings of the changes can be addressed and the entire process aligned to reflect the changes identified. Force field analysis It is a method used for evaluating, discussing and listing the numerous forces against and for a proposed change (Tarí et al. 2010). During the planning of change, the force field analysis assists in helping an individual to look at the larger picture and weighing the cons and pros of a strategic action. The tool is appropriate because it identifies the threats to change, strengths to change, and how strengths can be used to mitigate the threats and shortcomings (Nadiri & Tanova, 2010). Since it employs pictorial settings, it is easier to understand the different forces, and elimination of the disadvantages of the process means it is easier to achieve the change expectations. Moreover, the use of force field analysis provides a clear methodological approach to advance change through analyzing different variables and factors affecting the entire change. Suggest methods for reinforcing the change Numerous methods exist, which can be used in reinforcing the change process. Some of these methods include engagement with different stakeholders, provision of appropriate resources, evaluation of the implementation process, and the type of leadership. Engagement with different stakeholders Landmark Hospitality can engage with different stakeholders ranging from the employees to the community members (Landmark Hospitality, 2016). Collecting the views from these stakeholders enables redefining the strategy taken, and measures of improvement of the strategy proposed. In addition, it allows identification of whether the goals are achieved and areas requiring tuning. The stakeholders have a better understanding of the organization meaning inclusion of these stakeholders enables improving the operation environment (Asree, Zain & Rizal, 2010). For example, the employees contribute to the success of the organization and the solution is collecting the views from these individuals. The employees are able to contribute towards the change process and reinforcing change is only possible through engaging the stakeholders. Provision of appropriate resources Change is only possible when appropriate resources are provided. For example, compensation to the employees is one of the strategies while providing supporting equipment is another strategy. Employees should be provided with tools and other resources important to the advancement of the change process and other operational requirements (Asree, Zain & Rizal, 2010). The resources may include human resource and development of competency through attending seminars and other learning environments (Asree, Zain & Rizal, 2010). The employees are tasked with advancing the requirements of the customers, and the provision of resources is important. Hence, reinforcing of change relies on the provision of appropriate resources in advancing strategic objectives and goals. Evaluation of the implement processes The implementation of the strategies including the change process requires evaluation. The purpose of evaluation is to determine whether the strategies implemented contributes to the achievement of the objectives of the entire process (Nadiri & Tanova, 2010). Numerous processes are involved in change management, and documenting and qualifying each of these identifies movement to the achievement of the goals. The evaluation also highlights the weaknesses and strengths of each of strategic actions meaning the implementation process can be understood (Asree, Zain & Rizal, 2010). The evaluation process enables identification of mechanism and methods to improve implementation process. Transformative leadership and learning organization Leadership plays an important role in the change process, and the Landmark Hospitality leadership should lead. The leadership should provide directions and support in the formulation and implementation process. The leadership that includes the management have the resources and other supportive requirements to achieve the objectives of change (Wang et al. 2012). The leadership has to bring together the different players, encourage and motivate the players, and ensure each individual contributes to change process. The shortcomings of the players should be addressed through encouragement rather than criticizing alone (Nadiri & Tanova, 2010). In addition, the supportive mechanisms and approaches are important since the employees feel motivated towards achieving the goals. Moreover, leaders have to encourage the employees to own the project or plan, and also to provide resources to advance change philosophy. Learning organization is an organization that encourages the employees to learn and continuously transform. The importance of the approach is the employees having the skills and experiences to advance the requirements of the organization (Nadiri & Tanova, 2010). It includes identifies the strengths and weaknesses of the opportunities and enabling the employees (Wang et al. 2012). Through such processes, the employees continuously transform the organization to embrace the changes and other dynamism requirements (Asree, Zain & Rizal, 2010). Continuously transforming means that an organization embraces and integrates changes and other fundamentals evident in running and operating the business. Conclusion In conclusion, Landmark Hospitality is a large establishment made of different facilities located in different parts. Landmark Hospitality has also entered into a partnership with other facilities and stakeholders. Such associations and engagement mean that a continuous change policy is important to be updated with the changing requirements. Numerous change requirements exist such as sustainability, customer requirements, employee engagement, and other developmental requirements. These different activities and processes can be achieved through an effective framework that supports the change process. For example, effective communication and provision of the right resource are crucial in driving the organization to achieve its predetermined goals and objectives. Moreover, a learning organization and transformative leadership are also important in ensuring the organization understands the operation dynamics and proposal of measures of achievement of operation goals and aims. 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