Comparison of Change Management Systems in Service Sector

This article compares and contrasts the Kurt Lewin and ADKAR models of change management in the service sector, specifically in the hospitality industry. It discusses how these models address resistance to change and the role of desire and awareness in driving change. The article also evaluates the impact of change management and leadership skills on talent management, including communication, decision-making, planning, problem-solving, and interpersonal skills. Additionally, it explores how changes in the organization affect leadership and management styles in relation to talent management across different age profiles. References are provided for further reading.

LEADERSHIP AND MANAGEMENT FOR SERVICES
INDUSTRIES
Compare and contrast service sector change management systems
Kurt Lewin and ADKAR model are two different types change management
systems that can be use in hospitality industry, both are different from each
other. It can be said that Lewin three stage model emphasizes more on
resistance from employees in firm while ADAKAR concept is focuses on
desire that exists among staff which is quite beneficial for growth of business.
Both models have different ways of overcoming resistance from applicants in
Premier inn hotel. For instance, in Adkar model resistance is eliminated in
first three phases where desire, knowledge and awareness are developed. On
the other hand, in context of Lewin's model employee resistance in Premier in
hotel is reduced in first stage that is unfreezing where individual are prepared
by manager or leader for change that is to take place in firm.
Furthermore, Lewin model assumes that any change in company is
planned and emerges from individual. On the other side, Adkar concept
assumes that change is implemented according to employees needs.
Changes affect leadership & management styles in view of talent
management across different age profiles
Changes always affect current and further leadership as well as management
styles in view of talent management. For example, organizational change put
negative impact on management style, manager according to change need to
analyse overall situation in workplace which make them able to manage
different age profiles workers effectively. They feel high pressure from top
authority sides to adopt the best management styles which drive them towards
satisfying people belongs to different backgrounds and age profile.
It can be said that organizational change also put negative impact on
leadership styles of leader in Hilton, which they can use for talent management.
Instead of autocratic, leaders should use democratic style as it help to manage
employees performance and motivate them. In workplace diverse age and
experience of people are working together. It is manager and leader
accountability to make them all comfortable while they are working with firm.
Many workers resist for change, that affect overall business activities and
practices. With good styles both leader and manager effectively manage talent.
Critically evaluate how change management & leadership skills respond
to using talent management
Communication, decision-making, planning, problem solving and
interpersonal skills in hospitality sector respond to utilizing talent
management. With planning skill manager can develop strong team who are
able to contribute in gaining competitive benefits. With same skill manager
develop plan to improve talent in company, they can create training system
for all people who are working in firm. Leader with the help of
communication skill identify needs of employees and provide training to
them in systematic manner that help in talent management activities.
REFERENCES
Galli, B.J., 2019. Comparison of Change Management Models: Similarities,
Differences, and Which Is Most Effective?. In R&D Management in the
Knowledge Era (pp. 605-624). Springer, Cham.
Mensah, J.K., 2019. Talent management and talented employees’ attitudes:
mediating role of perceived organisational support. International Review of
Administrative Sciences, 85(3), pp.527-543.