Leadership and Management for Service Industries

This article discusses the impact of change management systems on leadership and management styles in service industries, specifically focusing on Marriott. It explores the Lewin's Three Step Model and Kotter's Eight Step Model for managing organizational change. Additionally, it examines how talent management and leadership skills have responded to using talent management within Marriott. The article provides references to relevant books and journals.

Leadership and Management for Service Industries
Service Sector Change Management Systems
Change management systems bring about changes within a sector by making use of available technologies.
One of the most prevalent organisational issues pertains to the constantly navigating around organisational change.
This relates to Marriott as well. This is why there are several models have been created in order to manage
organisational changes such as the Lewin's model and Kotter's model.
Lewin's Three Step Model:
The Lewin's Three step model proposes that in order for an organisation such as Marriott to successfully
conduct change within their organisation, they are required to follow three steps as follows:
Unfreezing: Based on the model, there are three ways through which an equilibrium state can be unfrozen.
Decreasing the restraining forces towards organisational change, which hamper movement from equilibrium.
Increasing the driving forces towards change, which direct behaviour away from traditional status-quo and a
combination of the two.
How Changes Affect Management and Leadership
Styles in View of Talent Management Across
Different Age Profiles
Changes have different affect on the
management and leadership styles across different age
profiles within Marriott, in view of talent management.
Recruited employees belonging to younger age profiles
are effectively trained in order for them to gain
necessary skills and experience through which they are
able to effectively perform the various roles and
responsibilities within Marriott. While, employees
belonging to older age profiles place increased focus on
the talent management operations of Marriott and
coordinate effectively with their co-workers in order for
Marriott to operate with optimum productivity and
profitability.
How Change Management and Leadership Skills
Have Responded to Using Talent Management
Change management and leadership skills have
responded effectively to using talent management,
within Marriott. The leadership skills and change
management are now exceedingly focused on creating
challenging organisational goals and objective through
which not only the operations, but also the brand can
benefit, with the employees recruited from talent
management operations being skilled and talented
enough to achieve these challenging goals and
objectives.
REFERENCES
Books and Journals
Rosenbaum, D., More, E. and Steane, P., 2018. Planned
organisational change management. Journal of
Organizational Change Management.
Hussain, S.T. and et.al., 2018. Kurt Lewin's change
model: A critical review of the role of leadership and
employee involvement in organizational
change. Journal of Innovation & Knowledge. 3(3).
pp.123-127.
Hayes, J., 2018. The theory and practice of change
management. Palgrave.

NOTES
Service Sector Change Management Systems:
Movement: During this step, new policies and practices are implemented at an organisational level, with the
movement being the actual implementation of organisational change. All employees of the organisation are
effectively trained in relation to the organisational change in order to be able to continue operating to optimum
standards after change has been implemented.
Refreezing: Final step, at which the newly implemented policies and practices are supported and encouraged at an
organisational level, in order for them to be effectively incorporated into the daily activities of the employees.
Additional efforts such as training, mentoring and coaching can be used in order to reinforce the use of new policies
and practices.
Kotter's Eight Step Model:
Kotter's eight step model expanded upon the three step model of Lewin in order to design a more detailed
model of managing change within an organisation such as Marriott. Kotter assessed that there existed various
situations where the Lewin's three step model failed and created his detailed model in order to satisfy the
shortcomings of Lewin's model by eight following steps:
1. Creating a sense of urgency.
2. Building a guiding coalition.
3. Forming strategic initiatives and vision.
4. Enlisting a volunteer army.
5. Removing barriers in order to facilitate action.
6. Generating short term wins.
7. Sustaining acceleration.
8. Implementing change.
In Kotter's eight step change management model, the first four steps relate to the unfreezing phase of Lewin's
model. Fifth to seventh step relate to the movement phase of Lewin's model, while eight step is parallel to the last
refreezing phase of the Lewin's model.
On the basis of the comparison, it can be evaluated that through the use of the eight steps showcased by the
Kotter's model, Marriott will be able to effectively manage its operational changes and conduct its operations with
increased performance, efficiency, productivity and profitability within the global hospitality industry. Use of
Kotter's change model by Marriott is justified towards effectively managing their organisational changes as Kotter's
model is fundamentally more detailed that Lewin's model and also is capable of operating under various
organisational situations.