The paper "Recommendations for Organisational Change at the Lakeside Hall Hotel" is a great example of a management case study. This report presents recommendations for organisational change at the Lakeside Hall Hotel. It has been developed following the request by the owner of the hotel, Mr. Michael Davies, for a comprehensive report on how the business can improve its performance in the market. The vision of the organisation can be seen in the light of what defined its success in the past. Overall performance of the organisation was built on two pillars: excellent service and investment in employee training and development.
Because of this, the report is based on the need to restore the organisation into the position of a market leader in the holidays and short break market. The report is built on how to re-establish the organisation in this position by improving quality of service and investment in the employees. Situation analysis for the organisation is based on McKinsey’ s 7-S model. The current state of affairs at the hotel is presented in line with the different factors of this model.
Generally, the report observes that the hotel is in need of an episodic change process. This is necessary as a way of restoring the organisation to a state of equilibrium with changes in the business environment. The report presents recommendations on what needs to be done to achieve this end. These recommendations are based on the Burkhard and Harris model of the change management process. Generally, the report recommends that the hotel addresses three key areas: employee performance, service and employee training. Implementation of the recommendations will depend on how the organisation deals with risk areas that are common during the process of organisational change.
Since the recommendations presented in this report will affect all members of the staff in the hotel, it is recommended that the management of the hotel takes extra care in addressing the overall costs of implementing the change in terms of emotions and employee attitudes. This report presents recommendations for improving the performance of the Lakeside Hall Hotel. It is divided into three key sections. The first section contains an analysis of the current situation at the hotel.
It answers the question of where the business is at the present time. The second section contains information about the desired vision of the hotel. It answers the question of where the hotel has to go. Lastly, section three gives information on how the hotel will get to the desired position. The Lakeside Hall Hotel has been marketed as a leader in the high-end holiday and short break market. Success in this market segment has been supported by superior physical facilities and a good strategy that has led to good performance. That the hotel has failed in its performance in the recent past as compared to its initial successes in performance and service standards is an illustration of how urgent the need for change is.
Lakeside Hall Hotel has fallen into a situation in which the practices and approaches that proved highly successful in the past are no longer effective for the organisation. This is not a new phenomenon at all. According to Cummings and Worley (2009, p. 16), organisations accumulate knowledge about what is effective and what is not.
Using this knowledge, they develop systems, procedures and decision-making frameworks that exploit both the accumulated knowledge and past success (Burke 2012, p. 161).
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