Essays on Work and Organisational Change in the Hotel Industry Case Study

Download full paperFile format: .doc, available for editing

The paper "Work and Organisational Change in the Hotel Industry" is an outstanding example of a management case study.   Organizational change occurs is many businesses and has been identified as one of the driving force towards improved productivity and performance of organisations (Palmer, Dunford & Akin 2006, p. 3). Organisational change may take place within the workplace so as to respond to new opportunities. It can also take place for the purpose of avoiding impending threats that a company may experience in future. It is important to note that, change in an organisation may be a difficult task for managers and other employees within the business.

The reason is that managers, as well as employees, maybe faced new challenges of adapting to the change process or the newly implemented change (Yukl 2010, p. 14). Therefore, to effectively plan and implement change, managers have a responsibility of learning on how to make it easy for the transition process that may be difficult. Managers in an organisation are also required to have the skills and knowledge of managing change within the organisation. According to Palmer, Dunford & Akin (2006, p. 67), there are many factors that may lead to change within an organisation such as; competition, desire for growth, government regulations, need to improve processes and technology.

The continual evolvement and change of the business environment pose new demands for the organisation. To remain competitive, organisations have a responsibility of realising the emerging demands from the business environment and respond to those demands through the implementation of organisational change (Hayes 2010, p. 6). It is important for managers or leaders to understand that any emerging demands from the internal and external environment of business force the organisation to make changes so as to remain competitive (Cameron & Green 2012, p. 4).

Organisational capability to adapt to change is a strength that enables a business to continue surviving as well as thrive in a threatening environment (Thompson & McHugh 2009, p. 116). With this basis of organisational change and its importance, this assignment report uses a case study of The Lakeside Hall Hotel to compiling a force field analysis of the present situation at the hotel so as to identify the pressures and the tensions that are for and against bringing about change.

The force field analysis will also help in reflecting on ways of improving the equilibrium so as to facilitate change. The assignment report will also use a SWOT analysis as a diagnostic model for the Hotel situation while considering the wider external, internal as well as strategic implications of the proposed changes. The assignment will also make justifications of using the chosen model of diagnostic while identifying a number of priority actions that need to be taken. The assignment report will also consider particular types of change that can be used to help the hotel in planning, monitoring and implementing the proposed organisational change. Force Field Analysis People’ s activity within an organisation and its performance are affected by forces that surround the organisation.

According to Lewin’ s force field theory, it is important to analyse and distinguish the component parts of a field so as to establish forces that are driving or restraining change within an organisation (Cameron & Green 2012, p. 12). These forces are usually seen not to be in balance to allow the occurrence of the change.

According to Burnes (2009, p. 221), driving forces work for change while restraining forces work against the desired change within the organisation. Examples of driving forces include; goals, fears, ambition and needs that drive an organisation towards change. Restraining forces act to oppose driving forces instead of compromising forces that are independent in themselves. In relation to our case study, there are driving and restraining forces in The Lakeside Hall Hotel.

References

Adair, J, 2010, Develop Your Leadership Skills. London: Kogan Page.

Andriopoulous, C, & Dawson, P, 2008, Managing Change, Creativity and Innovation, London: Sage.

Burnes, B. (2009), Managing Change, Harlow: Financial Times/Prentice Hall.

Cameron, E. and Green, M, 2012, Making Sense of Change Management, 3rd Edition, UK: Kogan Page

Collins, D, 1998, Organisational Change – Sociological Perspectives, London: Routledge.

Fineman, S. Gabriel, Y, & Sims, D. (2010), Organizing & Organizations, Fourth Edition. London: Sage.

Grint, K, 2005, Leadership: Limits and Possibilities, 1st Edition. Basingstoke: Palgrave Macmillan.

Hayes, J, 2010, The Theory and Practice of Change Management, Third Edition. Basingstoke: Palgrave Macmillan.

Hughes, M, 2010, Change Management – A Critical Perspective, 2nd Edition. London: CIPD

Mills, J, & Dye, K, 2006, Understanding Organisational Change. London: Routledge

Mullins, L, 2011, Management and Organisational Behaviour, 9th Edition. Harlow: Pearson Education.

Palmer, I., Dunford, R, & Akin, G, 2006, Managing Organizational Change: A Multiple Perspective Approach, Boston: McGraw Hill.

Paton, R, & McCalman, J, 2008, Change Management: A guide to Effective Implementation, London: Sage.

Price, D, 2009, The Principles and Practice of Change. Basingstoke: Palgrave Macmillan.

Thompson, P,& McHugh, D, 2009, Work Organisations – A Critical Approach, Fourth Edition. Basingstoke: Palgrave Macmillan.

Yukl, G, 2010, Leadership in Organisations, 7th Edition. Harlow: Pearson Education.

Download full paperFile format: .doc, available for editing
Contact Us