Essays on Change Management at Hotel Ink Case Study

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The paper "Change Management at Hotel Ink" is a good example of a management case study.   Change is inherent in any environment and organizations have to integrate change models and frameworks in managing businesses. However, the lack of effective change management strategies inhibits the effectiveness of an organization. Change management is a continuous process that incorporates efforts, dedication, expertise and time to implement and run. Change requires the inclusion of the employees and the strategic approach to ensuring the adoption process is effective and guided by internal and external requirements for an organization.

Hotel Ink operates in Australia and in the past decade (2003-2013), the revenues, reputation, and profitability have been commendable. However, competition and external environmental requirements are changing meaning that the hotel has to integrate the changes into its respective operations. In addition, the Managing Director of the hotel term was expiring meaning a new Managing Director was required to continue leading the organization. In the last three years, Hotel Ink has been experiencing challenges because of the external and internal considerations. For example, newer legislations and regulations requiring sustainability and reviewing the labor requirements have affected the company.

The revenues and profitability are decreasing while complaints about poor service and quality of service are numerous and growing. The social media and other media channels are filled with information on the poor state at Hotel Ink. The solution to these numerous problems is effective to change management to incorporate the regulations requirements and management changes. The change process at Hotel Ink employed different theories and models. Change is unavoidable in any organization whether in terms of management or strategic approach to accomplishing the goals and objectives (Boella & Goss-Turner, 2013).

Hotel Ink first change was the hiring or picking of the new Managing Director to lead the organization (Anderson and Anderson, 2010). Through a board meeting and after numerous consultations, a new Managing Director was picked and tasked with transforming the organization (Higgs & Rowland, 2010). The goals and aims of the new Managing Director were to improve revenues, generate more profits, create an effective team and to address the numerous complaints (Boella & Goss-Turner, 2013). It meant the Managing Director should be visionary and be able to integrate the different processes and systems. The Managing Director had experience in different sectors and had worked for a long time in the hospitality industry.

Moreover, the Managing Director understood the changing regulatory environment and the strategic objectives of the organization (Varkey & Antonio, 2010). The Managing Director employed consultation and brought together the different employees in different management levels to present their views on the challenges facing the organization and propose strategies to address the problem (Anderson and Anderson, 2010). The consultation process was appropriate because the employees understood the requirements of the consumers and the weaknesses of the current system.

Moreover, engaging the employees creates positive teamwork and the employees feel or perceive they are involved in change requirements (Thompson & Martin, 2010). Hence, effective change management is viable through seeking the support of employees and other team members (Boella & Goss-Turner, 2013). The Managing Director also introduced a different type of leadership. The MD embraced both transformative and situational leadership styles. The MD encouraged other members of the management unit to use this two leadership style to advance the requirements of the organization.

The aim of these leadership styles is to ensure the context and situation are incorporated in the decision making. The leaders should understand the operational environment is dynamic meaning transformative leadership is important. The management had to change with the changing scenarios ensuring the Hotel Ink is updated based on changing environmental requirements: both internal and external.

References

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Boella, M., & Goss-Turner, S. (2013). Human resource management in the hospitality industry: A guide to best practice. Routledge.

Gill, A., Fitzgerald, S., Bhutani, S., Mand, H., & Sharma, S. (2010). The relationship between transformational leadership and employee desire for empowerment. International Journal of Contemporary Hospitality Management. 22(2), 263-273.

Higgs, M., & Rowland, D. (2010). Emperors with clothes on: The role of self-awareness in developing effective change leadership. Journal of Change Management. 10(4), 369-385.

Kusluvan, S., Kusluvan, Z., Ilhan, I., & Buyruk, L. (2010). The human dimension a review of human resources management issues in the tourism and hospitality industry. Cornell Hospitality Quarterly. 51(2), 171-214.

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.

Mader, C., Scott, G., & Razak, D. A. (2013). Effective change management, governance and policy for sustainability transformation in higher education. Sustainability Accounting, Management and Policy Journal, 4(3), 264-284.

McCarthy, C., & Eastman, D. (2013). Change Management Strategies For An Effective EMR Implementation. New York: Himss.

Ngcobo, T., & Tikly, L. P. (2010). Key dimensions of effective leadership for change: A focus on township and rural schools in South Africa. Educational Management Administration & Leadership. 38(2), 202-228.

Shaw, G., Bailey, A., & Williams, A. (2011). Aspects of service-dominant logic and its implications for tourism management: Examples from the hotel industry. Tourism Management. 32(2), 207-214.

Thompson, J. L., & Martin, F. (2010). Strategic Management: Awareness & Change. Sydney: Cengage Learning EMEA.

Varkey, P., & Antonio, K. (2010). Change management for effective quality improvement: a primer. American Journal of Medical Quality. 25(4), 268-273.

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