ORGA 333 Case study

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Grant MacEwan University *

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333

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Management

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Apr 3, 2024

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Change Management Analysis of Such a Little Change 1 Change Management Analysis of Such a Little Change Caden Inaba, Saksham Kapoor, Gurjot Kular, Navroop Singh Bhinder MacEwan University ORGA 333: Managing Change Prof. Theresa Chika-James March 23, 2024

Change Management Analysis of Such a Little Change 2 Executive Summary As Claire D.'s journey is analyzed, she has reached a pivotal point where her implementation of a new and updated room system faces heavy employee resistance from the room attendants of Le Luxueux Hotel. Throughout her implementation of change, she failed to manage the human aspect of change by not engaging employees in the decision making process, and failed to promote participation and involve employees for a successful transition into the system. Without taking a step back, she must initiate a process to reform the mistakes she has made and use specific strategies to mitigate the risk posed by the employees. Claire D. must focus on communication, participation, involvement, feedback, and incentives to decide the fate of such a little change and steer towards the desired state of successful implementation of a new room assignment system. Introduction This case study explores the intriguing journey of Claire D., a head supervisor at the Le Luxueux hotel, as she navigates through complex challenges while implementing change in the housekeeping department. A new room assignment system proves to be a small change that faces many obstacles from employees due to Claire D.’s lack of effective change management. The current situation is critical due to heavy employee resistance and protest, and Claire D. must take important actions to set the stage for the future of the housekeeping department. While she can take varying decisions to tackle the current situation, it will be most effective if she promotes open two-way communication, a work culture of transparency and involvement, while focusing on monitoring progress, feedback and incentives to promote positive change implementation and resolve the current tension.

Change Management Analysis of Such a Little Change 3 Background The Le Luxueux hotel in Toronto has long been regarded as a respected four-star establishment noted for its fantastic service and reputation. The hotel, recently acquired by the SuperHigh Hotels & Resorts network, is experiencing a significant change as it adjusts to the high standards assessed by its new parent business. While Le Luxueux has traditionally held a strong market position, growing competition and shifting consumer demands necessitate strategically reorganizing its operations and service offerings. Furthermore, with Toronto's growing tourism industry, the hotel has both chances for expansion and challenges in satisfying the raised demands of its customers. This transitional era is critical for Le Luxueux, requiring cautious planning and strategic decision-making to guarantee its long-term success in the dynamic hospitality market. As the hotel aims to maintain its reputation for excellence while still achieving the stringent requirements set by SuperHigh Hotels & Resorts, it must traverse a complicated combination of elements, including organizational reorganization, operational improvements, and cultural changes. With access to fresh financial and human resources due to the acquisition, Le Luxueux is well-positioned to seize upcoming opportunities and establish itself as a market leader in the competitive hospitality industry. However, reaching this goal will necessitate a planned effort to align stakeholders' interests, stimulate innovation, and become the best they can be. Evaluation of the Case In evaluating the case of Le Luxueux Hotel's Housekeeping Department, it is essential to view various perspectives on managing change effectively. Drawing from the Harvard Business Review (1993) insights, the case highlights the importance of strategic planning and

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Change Management Analysis of Such a Little Change 4 communication in navigating organizational transitions. The conflicts and operational inefficiencies within the Housekeeping Department highlight the need for a structured approach to change management, providing clear communication of goals and expectations to all stakeholders involved. By aligning the change initiatives with strategic goals and fostering open discussion among employees, the hotel can mitigate resistance to change and enhance the likelihood of successful performance. Insights from the University of Arizona Global Campus highlight the importance of effective leadership and resource distribution in driving organizational performance. Within the context of the case, this perspective underscores the role of hotel management in providing guidance and support to the Housekeeping Department during times of transition. By giving resources strategically and empowering frontline supervisors with the necessary tools and training, the hotel can facilitate smoother transitions and minimize disruptions to daily operations. This approach ensures that change efforts are well-planned and sufficiently resourced, enabling the organization to achieve its desired outcomes effectively. Considerations from Robert Walters' article on embracing change in the workplace shed light on the importance of developing a culture of adaptability and innovation within the organization. The challenges encountered by the Housekeeping Department highlight the demand for a cultural shift toward assuming change and fostering employee engagement. Fostering a culture of constant learning and encouraging employees to contribute ideas for progress, the hotel can harness its workforce's collective expertise and creativity to manage operational challenges more effectively. This approach improves employee confidence and

Change Management Analysis of Such a Little Change 5 satisfaction and produces a more resilient and agile organization capable of thriving in busy environments. Combining insights from these sources into evaluating the case makes it clear that managing change effectively requires a multifaceted strategy that addresses the organization's strategic, leadership, and cultural aspects. By leveraging these perspectives and implementing tailored strategies, Le Luxueux Hotel can successfully guide the challenges within its Housekeeping Department and reach its desired outcomes of improved efficiency and service quality. Proposed Solutions/Changes Given the evaluation and background of the case, it would be necessary to provide solutions and possible changes that Le Luxueux could implement to help make the transition effective and with less resistance. This section of the report will detail many proposed solutions and changes that could be applied in the given scenario, with the options increasing in recommendation. The weakest suggestion, which may be suggested by stakeholders and those in managerial positions but is not recommended, would be to maintain and continue the plan as is and hope it resolves itself. This would be extremely unadvisable, as Deszca states in Organizational Change - An Action-Oriented Toolkit, that delaying the process and an effort that is not fully committed will “decrease the likelihood of a successful transformation.” (Deszca, p. 74) Change is expensive, and undergoing the massive system overhaul like Le Luxueux has gone

Change Management Analysis of Such a Little Change 6 through is an enormous commitment for all involved in the organization. Not fully committing to the process would be foolish and should be avoided at all costs. One suggestion recommended to an extra to an implementation plan would be to reinforce the importance and necessity for change continually. As Deszca states in Organizational Change - An Action-Oriented Toolkit, the first step towards Kotter’s Eight-Stage Process is to “establish a sense of urgency” (Deszca, p. 117) for change. If your employees don’t understand the importance of the change, there will be no urgency or intrinsic motivation to push toward change. The lack of this suggestion was a fault of Claire’s as nowhere in the report mentioned that she put a distinguished effort into establishing a sense of urgency but disseminated her information and delegated it to her employees. So, while Claire saw that change was necessary, the employees saw no need or understanding. While this is a strong concept, one issue of this strategy is that it will be tough to establish, especially later in the change management process. Similarly, this approach could potentially backfire, as when focusing on benefits, if they are only to benefit senior management, there inevitably will not only be increased apathy towards the change but potentially even revolting amongst coworkers. It is understandably a tricky balance and needs to be done properly. Establishing a plan such as a meeting that shows the efficiency of the current plan vs. the efficiency of the new plan, how the employees' jobs will become easier as a result of the change, why the business needs to make a change etc., would be recommended and focusing from an employee-centered narrative. Similarly, one way to get the employees on board with the change plan would be to implement incentives and rewards for employees who are effectively participating and improving the change. One primary issue of Claire’s was a sheer lack of incentives; her plan consisted of just informing the employees without offering any incentives. The change proved inconvenient

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Change Management Analysis of Such a Little Change 7 and difficult for certain housekeeping employees, so to go forward with, for example, the “12” dial system is understandably nonsensical from their positions. This essentially works as a plan as employees are directly given motivation beyond simply telling them why the change is important. While the change may seem important to certain employees, other employees, such as casual employees who may not have as much of an attachment or necessarily want to help grow the business but rather see it as a free paycheck, would be unable to convince through the previous strategy. This is where incentives come into play, and employees can be rewarded for behavior that aligns with the motive. The strongest alteration to the change management plan would be prioritizing employee feedback on the change process. As discussed in the case, Claire is not mentioned to have once surveyed the employees and asked for feedback on why they have been resisting change, their opinions on the change overall, what they think could make it easier for them, etc. Instead, Claire’s process has been to operate as if her plan is perfect in execution and is essentially doing what was heavily advised against in slide one, which was to operate under the status quo of the plan. Jack Wiley performed a study that surveyed 31 HR practitioners, asking what makes an effective employee survey and what needs to be valued to achieve “maximum ROI” (Wiley, p. 270). Amongst the results, the best advice given by the HR practitioners was the following: 1. Effective Processes 2. Communication 3. Accountability 4. Executive Sponsorship The four topics will be discussed in depth later in the implementation plan, and all three strategies discussed in detail will be recommended.

Change Management Analysis of Such a Little Change 8 Recommendation and Implementation Plan Prioritizing employee feedback is the best modification to the change management plan, considering the variety of issues that the housekeeping department of Le Luxueux Hotel faces. Both articles highlight the vital role that employee involvement and communication play in effectively managing organizational changes. Through proactive employee involvement in the change process, Le Luxueux may cultivate a culture of cooperation, creativity, and accountability, ultimately resulting in increased adoption and durability of the suggested modifications. The Implementation Plan Foster a Culture of Transparency and Cooperation Start a culture shift by creating an atmosphere where staff members are encouraged to express their thoughts, voice issues, and offer suggestions for enhancements. Organize training sessions about effective leadership and communication. Training will allow managers to encourage candid discussion and involve staff members in critical dialogues (Deszca, 2012). Establish Comprehensive Feedback Mechanisms Use a range of channels for gathering input from staff members at all levels, such as online questionnaires, suggestion boxes, focus groups, and one-on-one meetings. According to research, it informs the creation of feedback mechanisms that prioritize executive sponsorship, effective communication, and accountability to maximize impact and participation ( Poglianich, A. and Antonek, M.,2009 ). Promote Two-Way Communication

Change Management Analysis of Such a Little Change 9 Provide a communication plan that prioritizes transparency, honesty, and active listening to build mutual respect and trust between management and staff. Promote frequent feedback sessions where management addresses staff concerns, updates the change process, and accepts feedback on decision-making procedures. Analyze Feedback and Drive Action Create a specialized team to gather, examine, and summarize employee feedback to find recurring themes, problems, and areas that could use improvement. Utilize insights from feedback analysis to inform decision-making, prioritize initiatives, and develop tailored action plans to address specific challenges and enhance the effectiveness of the change process. Recognize and Reward Employee Contributions Implement incentive programs that recognize and reward employees for actively participating in the change process, sharing constructive feedback, and contributing innovative solutions.Design incentives aligned with desired behaviors, organizational objectives, and recommendations to foster employee engagement and commitment to the change initiative (Deszca, 2012). Monitor Progress and Iterate Establish key performance indicators (KPIs) to monitor the effects of change initiatives and their advancement over time.Maintaining persistent staff engagement and support requires regular reviews of feedback systems, communication plans, and incentive schemes to spot problem areas and implement the required fixes. Conclusion

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Change Management Analysis of Such a Little Change 10 In summary, it is in the best interests of Claire and SuperHigh Hotels and Resorts’ team to implement this proposed plan for the Le Luxueux Hotel. In the report, a case summary was conducted to ensure an optimal understanding of the issue. Similarly, a successful diagnostic of the issues present at Le Luxueux Hotel consisted of an ineffective change management plan with conflicting/lackadaisical employee performances and glaring inefficiencies. A detailed discussion of the makings of Claire’s failing business model toward achieving a seamless change process was also conducted. Along with this, a change management plan that emphasizes employee feedback, incentivization programs, and establishing urgency amongst the employees to enable and work towards proactive change in the organization was encouraged and will be one that will achieve greater results than the current plan.

Change Management Analysis of Such a Little Change 11 Reference s Cawsey, T. F., Deszca, G., & Ingols, C. (2012). Organizational change : an action-oriented toolkit . Sage. Harvard Business Review. (1993, November). Managing Change: The Art of Balancing. https://hbr.org/1993/11/managing-change-the-art-of-balancing#:~:text=Managing%20cha nge%20means%20managing%20the,are%20essential%20for%20any%20transformation . Poglianich, A. and Antonek, M. (2009), Rules of engagement in turbulent times: How Verizon Wireless uses a robust HR portal for employee communication. Glob. Bus. Org. Exc., 28: 29-35. https://doi-org.ezproxy.macewan.ca/10.1002/joe.20265 Robert Walters. (n.d.). Embracing Change in the Workplace. https://www.robertwalters.com.au/insights/career-advice/blog/embracing-change-in-the- workplace.html University of Arizona Global Campus. (n.d.). What Is Organizational Management? https://www.uagc.edu/blog/what-organizational-management#:~:text=Organizational%20 management%20refers%20to%20the,efficient%20operations%20and%20optimal%20per formance Wiley, J. (2012). Achieving change through a best practice employee survey. Strategic HR Review , 11 (5), 265–271. https://doi.org/10.1108/14754391211248675

ORGA 333 Case study

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