Change Management Models: Lewin and Kotter

SCENARIO 2
Change management models
Lewin change model is one of the most important innovative change model which will enable Rosewood hotel to bring on wide
changes within hospitality industry services and functional paradigms where targets is to productively leverage wider rational goals
and factorize higher synergy of effective change process. Rosewood with this change model where there are there phases to bring on
vast effective change paradigms will be able to develop new rational synergy of innovation and also examine with detailed
fundamentals where changes are required.
 Unfreezing: At this phase identification of all old techniques are focused as the step develops wide focus to bring before
new steps which needs to be undertaken further for bringing on advanced functional standards and how rational new
training of all employees will be focused.
 Freezing: At this phase new standards and higher focused investment planning shall be focused by Rosewood company as
determined by hospitality industry where new rational working progression shall be kept in mind. The freezing step will
take care that all changes are built with wide planning and training of all employees by leaders through which new
paradigms shall be undertaken for bringing on wider new profitability goals.
 Refreezing: Last phase of refreezing will focus to bring on new fundamental check to examine how various investment
tools and productive developed zones, also gain analysis onto how customers goodwill is focused by gaining on wider
access among their cooperative stable work operations.
Evaluation of how change management process and leadership skills in company has responded to using talent management
The change management process and leadership skills in Rosewood company has been actively responded to use talent management
procedure as it is one of the most active demand among global b business scenario and within wider rational dynamic progressive world where
consumer’s awareness is also widely going under continuous change. The talent management is recognized as one of the high potential working
tool where copay is able to bring on new regulations of advanced training among employees working strength which will keep them motivated
to showcase wider functional abilities
The Kotter change model has 8 phases and steps which has been
recognized as one of the major innovative change model for factoring
wide components for bringing wide advanced effective changes
among all levels:
Step 1: Create urgency
Step 2: Form powerful vision
Step 3: Create vision for change
Step 4: communicate the vision
Step 5: Remove the found obstacles
Step 6: Create short term wins
Step 7: Build on the change for wider time period
Step 8: Anchor the changes into corporate culture
Rosewood hotel through these 5 changes and phases of
Kotter change model will enable to bring before new
regulations with wide rational goals of higher synergy and
competitive structure to program onto new technical
levels. Comparison enables us to examine that kotter
change model will enable company to gain strong
productive working arenas of higher profitability with best
innovation, target marketing and higher keen focus onto
larger consumer market preferences as worked out by
Rosewood hotel
Impact of various management and leadership styles in view of talent management
across age profiles
The various management and leadership styles in view of talent management
across age profiles in Rosewood company were the company aims to develop wider
focus and paradigms focused as per high radical structure through which Rosewood
hotel will be able to develop strong presence within the hospitality industry. Young
employees who wish to join Rosewood will be recruited and trained productively for
gaining on high expertise with professionalism and strong experience to rationally
work onto wider business scenario demands, through which keen focus can be
developed. Superior employees within the company have been gaining strong impact
with high focus of talent management for gaining onto keen synergy of innovation
where they coordinate with subordinates with new functional paradigms. The
leadership styles are also correlated with continuous focus to bring on best synergy of
gaining wider rational operations and to promote stronger working paradigms through
which new goals can be further impactful developed among employees.