Organizational Development and Change at Barnacle Bay Hotel

This report provides an analysis of change management and organizational development at Barnacle Bay County House Hotel, situated in a rural area on the Scottish coast. It explores the implementation of change using Lewin's Change Management model, which involves unfreezing, changing, and refreezing stages. The report discusses the impact of unplanned and emergent changes on the hotel, such as increased competition and workforce morale. Guidance is provided to Rita, a manager, on undertaking a planned approach to change, considering organizational development approaches. Potential conflicts that Rita might face during the implementation of changes, including improper communication and employee confidence issues, are also assessed. The report concludes with recommendations for effectively managing changes, such as offering rewards, implementing dynamic pricing, and fostering a new organizational culture to ensure long-term success, employee retention, customer loyalty, and enhanced productivity.

Barnacle Bay County
House Hotel

EXECUTIVE SUMMARY
This report about change management and organisational development is made on
Barnacle Bay County House Hotel. The company is established in Scottish coast in rural area.
Change management are methods and practices where a firm implements changes in its process
to effectively deal with competition in market. Organisational development is a critical
procedure which aids companies to build their capacity to attain higher efficiency. This report
covers change implementation through Lewin's Change Management model which allows chane
in three steps that are unfreezing, change and refreezing as well as discusses some conflicts that
may arise while initiating change.

Contents
EXECUTIVE SUMMARY ............................................................................................................2
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
CHANGE THEORIES AND MODELS.....................................................................................1
What impact unplanned and emergent changes had on hotel......................................................1
What guidance would be given to Rita for undertaking a planned approach to change, with
consideration to organisational development approaches............................................................2
What conflict might Rita face from implementing any changes.................................................4
CONCLUSION................................................................................................................................5
RECOMMENDATION...................................................................................................................5
REFERENCES................................................................................................................................6

INTRODUCTION
A systematic approach to manage the transition of company's objectives or processes is
termed as change management. It is a process of readying, employing and solidifying changes in
company. Its purpose is to utilise strategies for bringing efficient change, maintaining it and
helping staff to adapt to change (Baek, Chang and Kim, 2019). Organisational development is
termed as continuous process of implementing affirmative and impelling organisational changes.
Positive change management assists in reducing waste which further helps in minimising costs. It
helps companies to make smart choices to effectively deal with competitors.
This report covers case study of Barnacle Bay County House Hotel. It highlights change
management theories, strategies and tactical options for organisational development. It evaluates
impact of unplanned and emergent changes on hotel. This report assess conflicts hotel may face
after implementing any changes.
MAIN BODY
CHANGE THEORIES AND MODELS
What impact unplanned and emergent changes had on hotel
Any type of transition which impacts key operations of organisation is termed as change.
Organisational change are actions where companies bring in major attributes in terms of culture,
structure or technologies. Unplanned changes are those modifications which are not foreseen
before the need of change, generally made necessary by transformation in business environment.
Whereas, emergent change suggested that change is a uninterrupted and unforeseeable process of
aligning as well as realigning enterprises to its dynamic environment (Buschow and Suhr, 2022).
These type of changes have an strong impact on Barnacle hotel as these results in increased
competition. Moreover, unplanned change can impact performance level of workforce and have
the capacity to reduce their morale to work. With that, it can also bring affirmative results by
providing hotel with the opportunity to attract more number of people by implementing
improved services. This will assist firm to employ more qualified workforce who can handle
diverse backgrounds guests.
Within Barnacle Bay County House Hotel, emergent and unplanned change effected
adversely as the hotel have to deal with direct competition from local brands. The hotel employs
majority of its workforce from nearby localities. The hotel decides to bring significant unplanned
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change as it decides to employ workforce from Europe. With this emergent change, hotel face
direct competition from transactional organisations as its employees will aid in building robust
image of hotel in market (Zamfir, 2020). Unplanned changes may also result in positive impact
for Barnacle Bay County House Hotel as employing people at global level will reduce employee
turnover and will provide guests with quick as well as enhanced services. In addition to that,
majority of staff of hotel have been working for five years thus they are highly committed, loyal
and well motivated to bring in any emergent change for the betterment of hotel. Emergent
changes bringing in by HR manager will be new carpets, new furnishings, new décor and new
indoor pool with gymnasium close by. It will positively impact hotel as it will result in
improving customer satisfaction as well as allows them to visit more often. Therefore, the hotel
will be affected positively by unplanned and emergent change if these will be carried out in
significant and strategic manner.
What guidance would be given to Rita for undertaking a planned approach to change, with
consideration to organisational development approaches
In order to implement and adapt to changes effectively which are bringing by
organisation to increase its performance, it is essential to bring it with planned approach. In
Barnacle Bay County House Hotel, managers have to maintain change perspective by employing
necessary resources, creating advance abilities, supporting new attitudes and reinforcing new
system to effectively novice changes (David, 2020). Planned change approach can be applied to
organisational changes by using Lewin's Change Management model. It is a change management
model which can perfectly fix to existing scenario. Issues faces by hotel includes high number of
slack time, employees inactiveness in some parts of day, staff running off their feet on busy days,
under staff on weekends or festivals, poor standards of cleanliness, no attention to small details,
wrong served dishes etc. Thus, the model allows hotel to bring in necessary change to deal with
the issues. Three stages of model along with guidance to Rita to implement practices while
considering development are mentioned below:
Unfreezing- The first phase to bring planned approach in change involves in preparing
organisation and its workforce to accept that change proposes are necessary to maximise
productivity. It comprises breaking down current measures of operations and working before
building new ways of operations. It facilitates spreading awareness within firm about need to
change to motivate employees to effectively carry out changes for improved results. In order to
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effectively face competition from local hotel, it is advised to Rita have an open and transparent
communication with workforce of hotel to attain desired support and their maximum engagement
in change practices (El Emary, Brzozowska and Bubel, 2020). It is important for Rita to maintain
employees morale and confidence in hotel throughout the process of change. Some employee
may resist changes, so it is crucial for Rita to allow employees to express their thoughts and
opinions as well as tries to make them understand company's point of view. Rita can highlight
how important it is for hotel to achieve competitive advantage in terms of best hospitality
services in market. Rita can unfreeze all its employees by forming a compelling message on why
change has to happen.
Change- At this stage, employees of organisation starts to resolve their uncertainties and
explore new measures to do same things to effectively deal with increased competition. It is not a
simple process as employees may take time to embrace new direction and take part proactively
in change (Faupel and Süß, 2019). It allows them to see a bigger picture about how will changes
benefit them and company in longer run. In Barnacle Bay County House Hotel , Rita would
undertake necessary change practices with strategic planning to encourage engagement of people
to reinforce change effectively. This stage brings in many uncertainties making employees
fearful of risk associated with change process. Time and communication are two major elements
required to bring in change successfully. Rita would allow the workforce to appropriately
comprehend changes and also allows employees to highly connect with hotel through transition
period. Rita can guide the managers to encourage employees to increase their participation in
change process and provide them with necessary guidance as well as direction.
Refreezing- When employees accept transitions and start to embrace new measure of
operations, the organisation can unfreeze its workforce (Huffington, Cole and Brunning, 2018).
This step ensures that implemented changes are being utilised all time and are incorporated in
business activities everyday. It provides new sense of stability to employees thus they feel
confident in new ways of working. In Barnacle Bay County House Hotel, Rita can guide people
to maintain effectiveness of new ways by continuous practice. New process, objectives and
structure of hotel should be freeze to allow employees to work on new practices. Rita should
strive to align employees behaviour with new business practices and culture to maintain its brand
viability in market as well as loyal customer base.
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The issues of lack of staff on weekends and festivals creates problem of unattended
assistance to guests. Thus, it required by Barnacle Bay County House Hotel to recruit more
people and bring in effective strategies to overcome issues. Rita can provide necessary training
and development to existing and new employees so that they can properly understand how to
initiate changes.
What conflict might Rita face from implementing any changes
There are possibilities that Rita might face conflicts and chaos while implementing
changes in practices. Several conflicts and issues which Rita might face in undertaking changes
are described underneath:
Improper communication- Communication played a significant part in any organisation.
If managers failed to communicate effectively carried out change plan within all department of
organisation, them it may create situations of conflicts (Savall, Savall and Zardet, 2018). As it
right of every employee of firm to have full knowledge of all practices at workplace. In Barnacle
Bay County House Hotel, while bringing necessary changes, Rita might face issue of
miscommunication that can hinder employees acceptance to change. Rita must update all the
workforce about the proposed changes and the reasons behind it. Improper communication may
lead to resistance form employees in adapting to transitions.
Confidence of employees- It has been seen often that employees of an organisation do
not like to practice changes and wishes to work on same patterns as they became comfortable
with them (Singh and Ramdeo, 2020). In relevance with Barnacle Bay County House Hotel, Rita
must allow its employee necessary time and training before initiating new changes as it might
lead to reduce their confidence and productivity. If an employee do not understand their share in
changes, they will not feel confident to undertake those. Low confidence level can lead to
dissatisfaction and dissension with transformation which can cause conflicts within workplace.
This can result in negatively impacting performance of hotel in long run.
Thus, it is assessed that Barnacle should adopt properly planned tactics to allow its
workforce to understand why transition is important for hotel. Planned approach of change can
assist hotel manager to effectively overcome issues and conflicts it might face after
implementation (Stary, 2018). In addition to that, effective human resources policies can also
positively impact relationship of employees with hotel and further assists managers to bring in
necessary changes supported by positive behaviours of employees.
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CONCLUSION
From the information presented above, it has been concluded that change management
and organisational development provides structure to manage workforce in transition period.
Properly executed change management can benefit organisations to succeed in long term, ensure
employee retention, maintains customer loyalty, enhances productivity as well as performances
and minimise operational costs. Continuous organisational development helps companies to gain
competitive advantage in changing business environment. Unplanned and emergent changes
allows organisation to bring in transitions at any time by planned approach. These changes can
results maximising confidence and morale of employees so they work with full potential.
RECOMMENDATION
In order to manage changes effectively in organisation, certain suggestions have been
make to hotel managers to use strategies mentioned below:
Allowing Rewards- It has been recommended to managers to offer proper rewards and
incentives to employees to motivate them to accept changes for organisation success. It will lead
to their increase engagement in company with new directions. In Barnacle Bay County House
Hotel, it is advised to Rita to provide rewards to employees to encourage required behaviour and
actions to keep hotel competitive with local businesses.
Dynamic pricing- Organisations should revisit their pricing plans and occupancy
prediction on regular basis. As demand is not constant, companies should adapt to dynamic
market conditions. In Barnacle Bay County House Hotel, it is recommended to Rita to
implement dynamic pricing strategies as on weekends and festivals, the hotel see huge increase
in number of guests which also demands extra workforce.
New organisational culture- New policies and culture should be implemented in
organisation to undertake operations in significant manner. Culture should be reinforced by
assessing issues and challenges facing by company. In Barnacle Bay County House Hotel, it is
imperative to develop culture that gives employees freedom to bring in any ideas and changes for
betterment of hotel. Thus hotel must take in above recommendation to improve its performances
and productivity as well as to achieve desired outcomes.
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REFERENCES
Books and Journals:
Baek, P., Chang, J. and Kim, T., 2019. Organizational culture now and going forward. Journal of
Organizational Change Management.
Buschow, C. and Suhr, M., 2022. Change management and new organizational forms of content
creation. In Media and change management (pp. 381-397). Springer, Cham.
David, D. A., 2020. Organizational Justice and Organizational Change: Managing by Love.
Routledge.
El Emary, I. M., Brzozowska, A. and Bubel, D., 2020. Management of Organizational Culture as
a Stabilizer of Changes: Organizational Culture Management Dilemmas. CRC Press.
Faupel, S. and Süß, S., 2019. The effect of transformational leadership on employees during
organizational change–an empirical analysis. Journal of Change Management. 19(3).
pp.145-166.
Huffington, C., Cole, C. and Brunning, H., 2018. A manual of organizational development: The
psychology of change. Routledge.
Savall, H., Savall, A. and Zardet, V., 2018. New trends in organizational challenges and need for
change: the ISEOR research programs. Organization Development Journal. 36(4).
pp.41-54.
Singh, R. and Ramdeo, S., 2020. Leading Organizational Development and Change: Principles
and Contextual Perspectives. Springer Nature.
Stary, C., 2018. Transactional Value Analytics in Organizational Development. Analytics and
Knowledge Management, pp.241-270.
Zamfir, F. E., 2020, July. The impact of knowledge transfer on the Organizational performance.
In Proceedings of the International Conference on Business Excellence (Vol. 14, No. 1,
pp. 577-588).
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