Change Management Strategies for Hospitality Businesses

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Understanding and leading
Change

TABLE OF CONTENTS
Introduction......................................................................................................................................1
LO 1.................................................................................................................................................2
P1: Compare different organisational examples where there has been an impact of change on
an organisation’s strategy and operations....................................................................................2
M1: Assess the different drivers for change in each of the given examples and the types of
organisational change they have affected....................................................................................3
LO 2.................................................................................................................................................5
P2: Evaluate the ways in which internal and external drivers of change affect leadership, team
and individual behaviours within an organisation.......................................................................5
P3: Evaluate measures that can be taken to minimise negative impacts of change on
organisational behaviour..............................................................................................................6
M2: Apply appropriate theories and models to critically evaluate organisational response to
change..........................................................................................................................................8
LO3................................................................................................................................................11
P4: Explain different barriers for change and determine how they influence leadership
decision-making in a given organisational context...................................................................11
M3: Use force field analysis to analyse the driving and resisting forces and show how they
influence decision-making.........................................................................................................12
LO4................................................................................................................................................14
P5: Apply different leadership approaches to dealing with change in a range of organisational
contexts......................................................................................................................................14
M4: Evaluate the extent to which leadership approaches can deliver organisational change
effectively..................................................................................................................................15

Conclusion.....................................................................................................................................16
References......................................................................................................................................17

LISTT OF FIGURES
Figure 1: Continuous improvement.................................................................................................7
Figure 2: The hierarchical structure of factors as per Burke Lewin model.....................................8
Figure 3: elements as per Mc Kinsey model...................................................................................9
Figure 4: force Field Analysis.......................................................................................................12

Introduction
The present report provides that sustainable growth and success of an organisation can be
attained with the essential changes within it, whether it can be associated with the technology,
personnel, internal management or any other factors. In the report, what necessary changes are
required to be made in Oakman inn and Leon restaurants are identified along with the analysis of
forces that can influence the overall performance of both the organisation. Both the organisations
are medium sized enterprises and belong to the hospitality sector. However, organisation may
face difficulties in implementing any minute changes, and hence, the measures are discussed in
the report that can eliminate the negative outcome of organisational changes.
In addition, two forces: restrictive and driving forces are discussed in the report which are
required to be balanced to gain high benefits of changes. Besides, leadership approaches and its
effectiveness are discussed that support Oakman inn in accomplishing its change management
goals.
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LO 1
P1: Compare different organisational examples where there has been an impact of change on an
organisation’s strategy and operations
Introduction
Within an organisation, change is a crucial element to bring innovation, improvement, and high
growth. Change refers to the process through which organisational strategies, procedures,
culture, technologies, and other organisational aspects are changed with an objective to attain
competitive benefits and high growth (Küng, 2013). However, change may impact the financial
position and overall performance of the organisation adversely, and therefore, it is essential to
develop appropriate approaches, strategies and formulate plans to ensure successful
implementation of changes.
Organisational change in Oakman inn
It is a medium size restaurant in the UK which is committed to offer great and delicious food to
the customers along with the high quality of hospitality services. However, the organisation
needs to expand its accessibility, and increase its brand value, and therefore, it is introducing
changes in respect of information technology (Lozano et al., 2015). Presently, consumers are not
more aware of the food products and services offered by Oakman inn, and hence, it is improving
its presence on the digital platform through its website and social media with the availability of
all the details, menu card, food prices, and offers.
Organisational change in Leon restaurant
This organisation is a well known medium size restaurant in the UK that offers tasty fast food
products to meet out the requirements of customers in their fast forward life. However, high
competition in the UK market has declined the sales of Leon restaurant and customer base. This
requires organisation to bring innovative changes and differentiation in its present food services.
Customers are nowadays cautious about their health and therefore they try to find those food
products that consider their health (Waddell et al., 2016). Hence, it is introducing innovation in
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terms of healthy elements in its fast food products so that instant healthy food can be available
for the customers.
M1: Assess the different drivers for change in each of the given examples and the types of
organisational change they have affected
The change can be driven through internal and external mode. Internal change may be associated
with relates to the human resources and their capabilities. The external drivers include the
demand and expectations of customers, that forces the organisation to make improvement in its
production process and service quality to ensure their satisfaction. Further, competition in the
market drives the organisation to make distinct and recognisable identity in the market to
maintain and improve the market share. Other external driver is the changing technology that
support firm in brining creativity, innovation, and differentiation in its product and services.
Impact of key drivers of change and their impact on firms
Internal drivers
The new changes in the Oakman inn and Leon restaurant can be made effective only with the
contribution of employees and their hard work. Hence, for example, the Oakman inn is needed to
focus on the involvement of employees so that they can come with the new ideas pertaining to
the improvement of brand recognition and value. Also, Leon employees’ engagement is essential
at the Leon restaurant to bring innovative and healthy for the customers (Lozano, 2013). The
creativity and value addition of employees can make the firm, a highly competitive and efficient
organisation in the market. Also, for the successful implementation of change, the organisations
are required to provide appropriate training to their employees so that they can better improve
their service quality.
External drivers
The major element of the external drivers of change is the market competition that has drive both
the organisations to make changes in its internal and external process to gain high market share
and attain their objectives (Davies, 2018). Further Oakman inn is focusing on technological
changes, and hence it requires arranging appropriate finance to make effective changes. On the
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other hand, customer demand is the major concern for the Leon restaurant and therefore, to fulfil
their demands and to enhance their connectivity with the restaurant it is essential to bring healthy
food in the food product line.
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LO 2
P2: Evaluate the ways in which internal and external drivers of change affect leadership, team
and individual behaviours within an organisation
Drivers of change affect leadership
The change within organisation through internal drivers is largely associated with the employees’
efforts and willingness. Hence, the efficiency and dedication of staff can be improved the
effective leadership practices and supervision (Grant, 2014). For example, the leaders of Oakman
inn and restaurant are needed to guide its staff in making new technological changes. The
working environment of the restaurant is influenced by its shared values, standards and beliefs.
Therefore, leaders have to develop good relations with their employees so that they can willingly
participate in the organisational change and support the organisation in appropriate decision
making. Also, the external force of technological changes within Oakman inn influences the
leadership practices and hence impacts the internal capabilities of the restaurant.
Team working influenced by drivers of changes
Any change within organisation can be implemented with the help of team efforts and positive
team dynamics. For example, the technological change at Oakman inn can be introduced with the
effective efforts of technical engineers, leaders and other talented team members. The combined
efforts of human resources will support the organisation in developing a better website and social
media interactions (Salas and Rosen, 2013). Further the external driver of technology will make
the team members more efficient and experienced in their field with the application of change.
also, it support them a better and stress free working environment where every team member
learn from each other and make effective use of scarce resources to get positive outcome.
Change in individual behaviour with the effect of drives
Participation of every individual is necessary in implementing changes at Oakman inn.
Individuals within organisation have their own perception and beliefs and that might not match
with their colleagues. Hence, this may tends to disputes among them and leading to resistance of
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any changes within organisation (Georgalis et al., 2015). Motivation is essential to influence the
mindset of those individuals who refrain to organisational change. Also, the managers of
Oakman inn are required to boost the morale and dedication of its internal stakeholders to
improve their job satisfaction.
P3: Evaluate measures that can be taken to minimise negative impacts of change on
organisational behaviour
Although technological changes may bring wide benefits to the Oakman inn but it may impact
negatively if appropriate measures are not taken to manage the internal and external change
drivers.
Measures
Proper communication: The higher management of Oakman inn is needed to involve employees
in the decision making process of technological changes (ASE, 2013). This can be made by
conducting meetings in which employees must be aware about approaches to the change,
softwares and hardware required to make the changes effective, and must consider their views to
identify what they feel about the organisational changes. It is a major strategic approach of
management through which negative attitude and resistance of employees can be reduced or
eliminated.
Continuous improvement: Oakman inn is needed to focus on quality improvement on a
continuous basis in respect of business process, employees’ capabilities strategies, and product
quality to attain its long term goal of growth and high market share. The application of this
model requires managers and leaders of Oakman inn to keep an eye on all the activities and
performance of staff and business procedures (Lozano et al., 2016). If managers found any
deviations of actual actions against the standards developed, then preventive actions will help to
minimise the negative impact of organisational changes.
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Figure 1: Continuous improvement
(Source: https://www.creativesafetysupply.com)
Burke Lewin model: This model focuses on analysis of different factors that may disrupt the
business operations and ultimately impact the outcome of changes at Oakman inn. If a change is
initiated in an organisation, then this model will help the managers to identify what specific areas
will be highly affected with it and how it is related to the organisational success. For example, if
the Oakman inn have high employees turnover then implementation of change will be difficult,
and hence, effective strategy, like motivation, rewards and benefits, employee relations etc are
essential to improve the employees’ retention. Also, this model supports the effective analysis of
external environment with the help of market research so that organisation can make necessary
changes to meet out the challenges prevailing in the external environment.
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Figure 2: The hierarchical structure of factors as per Burke Lewin model
(Source: https://www.accipio.com)
M2: Apply appropriate theories and models to critically evaluate organisational response to
change
An effective model that Oakman inn can adopt is Mc Kinsey model which is effective in
evaluating the organisational ability of accepting and responding to change (Ravanfar, 2015).
Following are the components of Mc Kinsey model:
Strategy: The strategy of making changes at Oakman inn is to improvise the appearance and
services of interface application of website along with the existence of organisation at social
media. This strategy is intended to make customers aware about the tasty food and other
hospitality services offered by the organisation with an extreme good ambience. This strategy is
also associated with the marketing of Oakman inn brand to enhance its value.
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