Organisational Structure, Change, and Performance: Holiday Inn

This report provides a comprehensive analysis of Holiday Inn's management and organizational behavior. It begins with an overview of the hotel's organizational structure, detailing its hybrid approach and the types of structures employed, including divisional, functional, and hybrid models. The report then delves into the company's organizational culture, focusing on the role culture and its impact on decision-making. Key aspects of the report include an examination of the hotel's goals and recent change initiatives, particularly those implemented in response to the COVID-19 pandemic, such as health tracking measures and revised booking policies. The analysis incorporates Kurt Lewin's change management theory, outlining the stages of unfreezing, change, and refreezing. Furthermore, the report explores Holiday Inn's strategic change initiatives, including the use of Porter's generic strategies, such as cost leadership and differentiation. The report concludes with a discussion of the hotel's business performance, including the use of KPI metrics, to assess market position and industry dynamics. The report references books and journals to support its findings.

Management and
Organisational Behaviour

TABLE OF CONTENT
• Introduction
• Organisation structure, culture, goals
• Change initiatives
• Organisation strategic change & business performance
• Conclusion

INTRODUCTION
In business sector change is the part of process and
procedures which is to be focused and adapted with
changing period of time (Redelinghuys., 2020). It is
important for enterprise to understand the importance of
change with the management and organisational behaviour
so that goals are achieved appropriately. Holiday inn hotel, a
British multinational hospitality firm headquartered in U.K.
The hotel is located at global level and has many
subsidiaries such as Holiday Inn express, etc. This
presentation comprises of organisation structure culture and
goals, recent changes initiatives and impact and
organisation setting direction with current business
performance.

Organisation structure
An organisation structure is a type of a structure which reflects how
activities are to be carried out with purpose of achieving goal within a
management. There are three types of organisation structure which are
discussed below-
• Divisional structure- Divisional structure is a type of structure in which
different divisions are divided into different departments on the basis of
which process is being carried out.
• Functional structure- A functional structure is defined as structure in
which management is being divided into different areas of speciality such
as finance, operations, marketing etc.
• Hybrid structure- In this type of structure, organisation focuses on both
functional as well as divisional structure simultaneously with purpose of
achieving higher work efficiency.
• In context of Accor hotel, they prefer and follow hybrid structure within
their hotel as they operate at large level and have large number of
employee size.

Organisation culture-
An organisational culture is defined as set of practices values ethics and
principles that guides team members as well as employees contribute to
business environment in effective manner. According to Charles handy
model of organisational culture, they are basically four types of culture
which are being focused and adopted by enterprise which are further
explained the below-
•Task culture-
It is a type of a culture in which teams are being formed with aim of
delivering better output and achieving targets within a period of time. In
this, teams are divided on the basis of their skills knowledge and
capabilities.
•Role culture-
This is another culture which is being adopted by enterprise in which roles
and responsibilities are being assigned to a specific individual depending
upon educational qualification and interest

Continue..
• Person culture-
A person culture is one in which subordinates feel that they are being
considered as an asset of the company and have more importance then
the organisation (Wehn, 2018).
• Power culture-
In most of the business organisations there are many types of companies
in which power is present within the hand of few individuals on the
basis of which they are liable to take decisions with management.
From the above specified culture it has been seen that in relation with
Holiday Inn hotel they prefer and follow role culture as decision
making with an enterprise is undertaken. Purpose of following this
culture is that it helps them to analyse and examine the inner
capabilities of an individual which is beneficial for achieving long and
short term objectives.

Organisation goals & changes
Main goal of Holiday Inn hotel is to accelerate hotel development through
both organic growth and acquisition.
•Recent changes initiatives
Changes are uncertain and bound to occur within this organisation.it is
important to aware about the changes which are being used at different
situations. Due to this on-going pandemic situation of covid-19, Holiday
Inn hotels has changed their policies, rules regulations and inner structure
of hotel. Changes which have been initiated are health tracking and
checking tools at entrance of hotel, prices and room booking and
cancellation procedure etc.
•Impacts of changes
Changes made by Accor hotel have been impacted upon the workflow as
because due to Covid-19 situation, customers of guests who visited hotel
has to wear mask and get checked them by hotel management regarding
their health. This has increased goodwill of a company.

Kurt Levin change management theory-
According to this theory it states that changes encounter several stages
and conditions when they are being adopted. So, types of stages are
discussed below-
• Unfreeze-
It is the first page of our country in which it states that movement of a
people from static position to the new one. In this readiness as well as
values of a people to accept the changes focused. (Redelinghuys, 2020).
• Change-
It is another state in which the actual implementation of change which
has been identified is being carried out and new things are accepted.
• Refreeze-
During this stage changes which have been made are accepted and
assurance has been made that people are willing to work with new
change continuous level.

Organisation strategic change
Organisation status change defined as a moment of a company from
present position to a new position with new change. In context of
selected hotel, they use porter generic strategy to implement these
strategic changes-
• Cost leadership-
It is a type of strategy in which low cost is being focused and
organisation aim to be the lowest cost producer in a market. In
relation with Accor hotel, they consider themselves a premium brand
and only use this strategy and the time of higher competition market.
• Differentiation leadership
In this type of strategy, large market is being targeted and with
purpose of achieving competitive advantage. This strategy is being
adopted by Holiday Inn hotel, as they are located globally and
expanding the business more foreign countries.

Business performance
It is important to be aware about business performance
within market so that strategies and decision making are
implemented accordingly. Moreover to determine business
performance attar hotel uses KPI Metrics such as operating
margin gross profit margin net profit margin and return on
capital. Through using of these Metrics it is easier for or hotel to
determine their business performance and industry rivalry.
(Wellin, 2016.).

CONCLUSION
After a brief analysis of the above presentation it has
been concluded that managing organisational behaviour is
essential as it help in achieving goals in a proper way. This
presentation gives a brief knowledge about how changes within
our enterprise are being managed and are impacted by changes.
It has been also evaluated that it is important to be focused and
active within a specified market so that problems and market
trends are determined.

REFERENCES
Books & Journal:
Wehn, 2018. Knowledge transfer dynamics and innovation:
Behaviour, interactions and aggregated outcomes. Journal of
Cleaner Production, 171, pp.S56-S68.
Redelinghuys., 2020. Outcomes of leader empowering behaviour
in a retail organisation. South African Journal of Business
Management, 51(1), pp.1-6.
Wellin, 2016. Managing the psychological contract: Using the
personal deal to increase business performance. CRC Press.
Cummings, S., Bridgman, T. and Brown, K.G., 2016. Unfreezing
change as three steps: Rethinking Kurt Lewin’s legacy for
change management. Human relations, 69(1), pp.33-60.