Report on Organizational Development and Change: Hospitality Industry

This report delves into the multifaceted aspects of organizational development and change, examining key concepts and strategies within the context of leadership and management. It addresses the importance of organizational culture diagnosis in facilitating transformation, providing insights on realigning culture with a new vision. The report further explores environmental trends in the hospitality industry that drive the adoption of organizational development programs. Different types of restructuring interventions are discussed, along with management strategies for addressing related challenges. The report also examines strategies for managing employee resistance during planned change, including the formation of leadership teams and effective communication. Furthermore, it compares and contrasts organizational learning and knowledge management interventions, using examples from the airline industry. Finally, the report highlights innovative approaches for reducing resistance to organizational change programs, with hypothetical examples from the hospitality sector. Part B provides definitions of organizational change and leadership within the context of organizational development.

ORGANIZATIONAL DEVELOPMENT AND CHANGE
0
ORGANIZATIONAL DEVELOPMENT AND CHANGE
System04121
3/30/2020

ORGANIZATIONAL DEVELOPMENT AND CHANGE
1
Contents
Answer 1:...................................................................................................................................2
Answer 2:...................................................................................................................................2
Need for seamless technology................................................................................................2
Sustainability rules.................................................................................................................3
Destination promotion............................................................................................................3
Answer 3:...................................................................................................................................3
Slump Sale:............................................................................................................................3
Joint Ventures:.......................................................................................................................3
ANSWER 4................................................................................................................................4
Communication and Input Reduce Resistance.......................................................................4
Forming a Leadership Team..................................................................................................4
Answer5:....................................................................................................................................5
Organizational Learning:.......................................................................................................5
Knowledge Management:......................................................................................................5
Answer 6:...................................................................................................................................6
Empower Employees to Contribute.......................................................................................6
Create a Feedback and Improvement Loop...........................................................................7
Part b..........................................................................................................................................7
Answer 1....................................................................................................................................7
Answer 2....................................................................................................................................8

ORGANIZATIONAL DEVELOPMENT AND CHANGE
2
Answer 1:
The organizational culture regulates the manner in which workers behave with
themselves and with those outside the business. Culture defines the relationships between
workers at work. It also helps to turn organisation in this way.
Ways manager can realigning the organization's culture with the new vision of the
transformed organisation
1. 1. Request involvement from workers. It is necessary to ask will employee for his or
her contribution to the effective introduction of this transition after the transition has
been revealed. They will always guarantee that the client needs to know about them
whether there are issues. When you are not asked by a hostile person, they may warn
other workers that the reform does not work (Langley, Smallman, Tsoukas, & Van de
Ven, 2013).
2. Expand lines of contact. The cycle of transition typically implies the organization has
to expand the standard contact networks. Your workers are now more curious for
knowledge and feedback than ever before. You should interact with "beef up." Have
the opinions and responses of workers to alter. Hold your exposure and prove that you
are an open leader. Above everything, he is a good listener. Secondly, retain staff
periodically updated.

ORGANIZATIONAL DEVELOPMENT AND CHANGE
3
Answer 2:
Need for seamless technology
Seamless application and system integration is becoming increasingly necessary.
Many hotel companies provide wireless and smartphone check-in facilities. Guests collect
high tech keys at Aria Resort and Casino in Las Vegas, which sense their arrival and unlock
the doors before they even get there (Linnenluecke, & Griffiths, 2010).
Sustainability rules
Environmental activity is becoming standard, when clean energy supplies and water scarcity
become the subject of property. For several hotels solar panels and upgrades are built to
automatically turn off air conditioners and lighting as visitors exit their rooms.
Destination promotion
Hotels are involved in destination and self-promotion as social networks destructive. Some
show photographs and messages of their visitors on their websites; others utilize the content
throughout their advertising campaigns.
Answer 3:
Slump Sale:
When an organization sels or disposes of the whole business for a fixed lump sum, the
selling volume is referred to as a slump selling factor.

ORGANIZATIONAL DEVELOPMENT AND CHANGE
4
The investor might be involved in purchasing a corporation or a section of it as an
continuing business and the seller does not have the whole firm as part of the deal.
Joint Ventures:
Usually, a joint venture is characterized by two or more undertakings connected by a
shared-control contractual arrangement. Joint management of the joint venturers is given by
the collective arrangements. Such an agreement assures that no particular contractor will
monitor the operation independently.
The joint enterprise can grant the parties to the undertaking security or participation
rights. Protective rights only require a coventurer, if its interests are likely to be adversely
affected, to defend his interests in a company (Tushman, Smith, Wood, Westerman, &
O’Reilly, 2010).

ORGANIZATIONAL DEVELOPMENT AND CHANGE
5
ANSWER 4
Communication and Input Reduce Resistance
Any employee has the potential in a best-case situation to speak about, have feedback and
effect improvements. Rationally, the magnitude and the amount of citizens impacted by the
transition rely on this.
The employee's feedback is more likely to determine how the adjustments are implemented at
the departmental level in a company-wide reform initiative, not to evaluate whether or not the
improvements are produced first. Senior officials, who sought input from their monitoring
staff, provide general advice in these situations (Gonzalez, 2010).
Forming a Leadership Team
For certain situations, a management committee is formed to guide the improvements in the
company. Such teams may have an hierarchical cross-section of workers. Or, administrators
and senior executives frequently operate with a significant portion of the company, and have
important oversight.
When the organisation's contact is a asset, the opportunity to get input into the frontlines
might have hit. Yet sometimes, this is not the case, since all the filters provided by
intermediate management are open to suggestions and data.
Answer5:
Organizational Learning: the cycle of information creation, usage and sharing within a
organization or business

ORGANIZATIONAL DEVELOPMENT AND CHANGE
6
The concept of organizational learning was long founded. In management research,
however, it is not until a decade that the notion is widely recognized. The critical aspect of
this work involves ideas regarding mechanisms for organizational resilience, direction
evaluation, creative ability, and the will to revisit environmental concepts in order to
recognize human expertise and cognitive capacities of an organisation.
Empirical research has shows that the aviation industry remains the target of various
crisis management challenges that have been ravaged by risk. However, it is necessary to
note that crises that occur as important factors for progress, awareness and opportunities of
learning.The findings indicate that airlines will have in-depth and established crisis-
understanding procedures and that although disaster situations as well as traditional airline
incidents remain uncommon, the training and education Indeed, it recommends that airlines
utilize dual-loop learning to resolve their instrumental and political questions and insure that
they become more proactive and constructive while collecting data on the success of the
obligation process.
Knowledge Management: the process of capturing, distributing, and effectively using
knowledge (Davenport 1994)2
When market operations grow internationally and become more dynamic, information
management has become an significant subject for managers. Knowledge management of
organizations, beginning from the development of corporate strategies and finishing with the
enhancement of consumer service, impacts many areas of industry. In the area of information
management in the airline sector, the size and scope of the market is taken into account.
British Airways handle information efficiently through a range of resources inside the
company and provides an fascinating case in its sector. The paper explores how information
is being handled and how it impacts the industry in the British Airways.

ORGANIZATIONAL DEVELOPMENT AND CHANGE
7
Answer 6:
Empower Employees to Contribute
Four of the five major reasons why workers choose to take ownership over their own work.
This dimension of regulation is accompanied by the minimization of transition resistance.
Allow it easier for workers to monitor whatever shift they may handle.
You also given the course, reasoning, goals and the criteria defined by your organisation if
you interacted in a straightforward manner. Your duty is to help the workers to make the
change function in that sense (Ghorbanhosseini, 2013).
Conduct an appropriate delegation and establish the vital route to suggestions for the
initiative to change — and get away from it.
Create a Feedback and Improvement Loop
Would these measures mean that the improvements which have been made are right or
optimal? Not for sure. So guarantee criticism hits the hands of the workers who handle the
bill, you provide an transparent contact within the company.
Changing data, developing constantly and changing is a normal and expected aspect of every
transition in organizations. While certain modifications are unrealizable (planning,
performing, learning, taking additional measures), they will be ready to analyze the
adjustments.

ORGANIZATIONAL DEVELOPMENT AND CHANGE
8
Part b
Answer 1
The definition of an organisation, identified as two or more entities collaborating
towards one or more specific goals, is at the heart of OD. The idea of an company becoming
more successful in attaining its targets over time is established in this sense. OD is a
multitude of initiatives aimed at enhancing organizations 'troubleshooting and replacement
systems, especially by making the corporate community more productive and cohesive, often
with the aid of the agent or the impetus for improvement and utilizing applied behavioral
science and technology (Cooperrider & Srivastva, 2017).
CHICAGO — Hyatt Hotels Group is experiencing internal adjustments that endorse its
guiding approach through the creation of distinctive brand experience, including transforming
the global operational system, creating an expanded team heading the select-service sector
and developing the global operational framework.
The analyst explores the organization's transition from the conventional organisation's model
to the innovative structure, focused on professional staff as well as Internet technology, of the
Hilton International hotel company.
Answer 2
In recent years, the hospitality industry has experienced major improvements
(Hartley-Leonard, 1993). A growing, complex world may demand a leadership that focuses
on transition or transformation
(1) to lift the consciousness of the organization's purpose and mission, and

ORGANIZATIONAL DEVELOPMENT AND CHANGE
9
(2) to encourage it, for the organization's sake, to overcome its own self-interest and
(3) activate their specifications. The strong vision of a revolutionary leader encourages
supporters by having them feel part of the organization, adding purpose to their jobs.
It allows employees to assess what is good or bad, necessary or not in the organization and
boosts decision-making speed and continuity, increases efforts and boosts workers 'versatility
(Oreg, Vakola & Armenakis, 2011).
According to Burns (1978), Bass and Avolio spoke about dynamic leadership in traditional or
transactional leadership. Nonetheless, Bass and Avolio insisted that these types of leadership
do not automatically preclude each other, and in some conditions the same individual can

ORGANIZATIONAL DEVELOPMENT AND CHANGE
10
References
Cooperrider, D., & Srivastva, S. (2017). The gift of new eyes: Personal reflections after 30
years of appreciative inquiry in organizational life. Research in organizational change and
development, 81.
Ghorbanhosseini, M. (2013). The effect of organizational culture, teamwork and
organizational development on organizational commitment: The mediating role of human
capital. Tehnički vjesnik, 20(6), 1019-1025.
Gonzalez, J. A. (2010). Diversity change in organizations: A systemic, multilevel, and
nonlinear process. The Journal of Applied Behavioral Science, 46(2), 197-219.
Langley, A. N. N., Smallman, C., Tsoukas, H., & Van de Ven, A. H. (2013). Process studies
of change in organization and management: Unveiling temporality, activity, and
flow. Academy of management journal, 56(1), 1-13.
Linnenluecke, M. K., & Griffiths, A. (2010). Corporate sustainability and organizational
culture. Journal of world business, 45(4), 357-366.
Oreg, S., Vakola, M., & Armenakis, A. (2011). Change recipients’ reactions to organizational
change: A 60-year review of quantitative studies. The Journal of Applied Behavioral
Science, 47(4), 461-524.
Tushman, M., Smith, W. K., Wood, R. C., Westerman, G., & O’Reilly, C. (2010).
Organizational designs and innovation streams. Industrial and corporate change, 19(5),
1331-1366.