ORGA 333 Part A Individual document

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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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pdf

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Uploaded by BrigadierRaven1620

Part A Individual by Saksham Kapoor 3094625 Identifying the Problem(s) Requiring Change: SuperHigh Hotels & Resorts recently purchased the La Luxueux hotel and is confronted with issues like discord among housekeeping personnel, ineffective room assignment methods, and poor customer service because of delayed room availability. These issues call for strategic change initiatives to improve organizational effectiveness and conform to SuperHigh's exacting customer service standards. Current Situation and Desired Future State: The hotel must deal with obsolete procedures causing operational inefficiency and employee unhappiness. The ideal future state entails streamlining operational procedures, enhancing customer support, and cultivating a happy workplace to fulfill SuperHigh's criteria and accomplish organizational goals. Change Strategy: The change strategy includes a thorough approach to dealing with organizational issues, such as modernizing the system for assigning rooms, improving departmental communication, and reducing employee resistance by implementing efficient change management techniques. Claire D. took the lead in initiating improvements, an example of proactive efforts to improve service quality and streamline processes. Possible Solutions/Changes Needed: Some suggested answers include a new room assignment system, improved departmental communication, staff training and support for change adaptation, and resolving concerns about job security and workload distribution. These modifications aim to improve organizational procedures and conform to SuperHigh's service requirements. Best Solution: The best course of action is implementing the new room assignment system to fully address employee concerns and promote buy-in through solid communication, training, and support systems. The

organization can successfully move toward increased efficiency and service excellence by prioritizing employee engagement and change readiness. Possible Challenges: Expected difficulties include obstinate employee opposition to change, a lack of knowledge about the advantages of the new system, ingrained routines that make adaptation difficult, and possible disruptions during the transition period. These difficulties highlight the importance of using proactive change management techniques to lessen opposition and guarantee successful adoption. Mitigation Strategies: Examples of mitigation solutions are proactive tactics, including ongoing communication, focused training programs, employee feedback requests, and including stakeholders in the change process. Through effective problem-solving, transparent communication, and provision of essential resources, the company may effectively traverse obstacles and enable the seamless implementation of change. The organization may effectively traverse the transition and achieve its desired future state while preserving employee engagement and organizational effectiveness by following these principles and utilizing best practices in change management. Part A Individual: Navroop Singh Bhinder: 3121362 Individual: 1. The problem encountered in the case is resistance from employees during the change process. While trying to improve the housekeeping department's flaws and efficiency at Le Lexueux, Claire D. updated the outdated room assignment system (Marnen) and faced backlash from the room attendants. The room attendants, many of whom have been in their roles for over a decade, are not supporting the change due to various reasons such as fear of job loss, increased workload, loss of comfort, and loss of autonomy. There seems to be a lack of trust between the room attendants and the management, and there seems to be a lack of effective change management implemented by Claire D. to manage the human aspect of change. 2. The current situation of the case organization revolves around chaos in the housekeeping department. While the system has been updated, the employees are unwilling to work with it or see its benefits. The room attendants are testing the authority of management by not abiding by the rules they implement. They are protesting for the

return of the older, inefficient, and outdated system to remain autonomous and in their comfort. They are protesting by not listening to clear instructions (ending with code 12), which does not allow the front desk to know when rooms are ready for occupancy, and hence, customers are waiting for more. Employees are also not putting in effort, missing work, and taking extra long breaks to retaliate against the new change. The desired future state of the case organization is one where the room attendants accept the Marnen system, and the hotel can enjoy the system's benefits. One where there is no resistance from the employees, and there is a shift from the previous work environment to a culture that looks at change as an improvement opportunity rather than a threat and uses change as a tool to progress forward and grow. A positive work environment where employees show interest in working again, abide by their regulations and requirements and cooperate with management. This work environment will result in an efficient room assignment system with better communication with the administration so waiting times are lower, and customer satisfaction is at an all-time high. 3. The current situation of the case organization can be changed into the desired future state by effective change management methods. What Claire D. has done is simply inform the employees and communicate to them about the changes being introduced but never consult the employees about their opinions. From the case study, it seems there is a lack of proper communication because the employees do not see the benefits of change, even though she has tried to tell them on multiple occasions. Kotter’s 8-step change model highlights the importance of having good communication with employees for the required reasons for change, promoting urgency, engaging employees in change and giving them empowerment through short-term wins to contribute their efforts toward change. To successfully implement change, Claire must also promote a sense of urgency so all employees are on board for change as she communicates the benefits. She can also use incentives as the employees hit short-term change to keep them strong and moving in the right direction. Since she missed it from the beginning, she needs to use participation and involvement to help mitigate resistance and make the employees feel they are not forced to change. She needs to involve the employees in the decision-making process while using collaboration to address their needs and provide training on their journey. Participation is only effective when employees feel valued, which is lacking as they are not communicating their problems with management. Management needs to make the decade-old employees feel valued, and the company is looking for their benefits. Kurt Lewin’s Force Field Analysis shows that the current state can only reach the desired state when restraining forces are tackled and driving forces are reinforced. To tackle resistance, Claire can use the driving forces of communication, participation, involvement, and incentives to motivate the employees, steer them toward the desired state, and decide the fate of change. 4. Some possible solutions to the current situations include providing strong communication, fostering employee involvement and engagement, provide training and support, and address the social aspect of change. Strong communication would involve

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establishing communication channels such as promoting open dialogue and suggestion boxes, communicating the benefits and reasons for change (with urgency), and receiving feedback from employees about their concerns and ideas. Fostering employee involvement and engagement includes involving employees in the decision making by having advisory committees of representatives from all levels of employees, provide opportunities for employees to take charge of change, and reward them through incentives to recognize their achievements and promote them. Providing training and support would include helping the staff get comfortable with the new system and offering resources to help them overcome any challenges with the system. Addressing the social aspect of change would include promoting a positive work environment by having a culture of trust and respect where employees feel comfortable expressing their concerns, communicate empathy and understanding by making showing empathy to employees feelings of uncertainty and make sure they feel they are being heard, and provide emotional support wherever necessary. 5. Based on the specific complex scenario of the case, a mix of all solutions will be the best solution. The employees require positive motivation and addressing these 4 aspects of change will bring it. Claire needs to put more effort in communication other than holding staff meetings and stating benefits such as having open dialogue with employees and encourage them to share their concerns and suggestions. In this way, the employees will feel a shift in the environment, feel that they are being heard, and try to listen to what the new system offers. Many misconceptions they are facing will also get cleared up, such as how this system will replace their decade old jobs. If this can also be done with a sense of urgency, it is best. Although it is alittle too late to involve employees in the decision-making process, Claire can still set up advisory committees of employees and have them collaborate to find common ground on the system and celebrate their efforts through initiatives. The new system is rather simple, so little to no training is required, but what can be worked on is how old employees get all their old preferences, and they are trained on how their old habits are inefficient and require them to do more work. Another important aspect will be handling the emotional and psychological aspect of change by promoting a culture where employees are respected and there is trust between management and employees. Reassurance of employees concerns and needs being addressed is essential to move forward and they should feel included in the work environment and valued. Onwards, they should value their employees and involve them in the who change process so there is less resistance and their adjustment to change is more smoother. 6. Some factors that can hinder the effect of our solution include a lack of trust, employee misconceptions, the work culture, and peer pressure. A lack of trust can severely undermine the solution because without employees trusting management, there is a large unfilled gap that will cause misunderstandings and a lack of open communication. Without trust, any amount of reform measures will be of no use as no effects will be seen and employees will not want to engage in the change process. Another factor could be employee misconceptions because employees might think of the system as a negative

change based on misconceptions of job loss or other wrong assumptions that will make employees against change. The work culture can also act as a factor because if the culture is not ready to support change or promote employee involvement because of prior cultural norms, resistance will be extremely difficult to tackle. Peer pressure is also a large factor because even though some employees might be ready to accept change, they may be forced by others to follow the common decision or feel left out. 7. To mitigate a lack of trust, the company must build trust through transparency, strong communication, active listening, and empathy. Management must positively address the current scenario, make employees feel valued and work towards a culture of collaboration and trust. Misconceptions can be addressed through clear communication about the need for change, its benefits, and the positive impact it will have on the employee’s roles. Private and public ways of communication should be held to answer questions/concerns, and specific Q&A sessions should be held. To transform the work culture, management will need to work hard on promoting positive cultural values, through actions and policies that will work toward achieving these goals.A commitment and continuous improvement are needed to see differences in work culture and a shift towards an open and positive work environment. Peer pressure can be tackled by having a supportive environment where employees express their opinions without fear, voice their concerns, and challenge the norms. In most cases, if the employee group is educated about the benefits and their anxiety is eliminated, they should all welcome change. Gurjot 1. Problem(s) Requiring Change: As illustrated in the case study, the inefficiencies and issues inside the Le Luxueux hotel's Housekeeping Department are the root cause of the problem that requires adjustment. These difficulties include disagreements with cleaning staff, an out-of-date room assignment system, and departmental communication bottlenecks. The present room assignment system, based on an antiquated Marnen system, needs to be revised for more manageable workloads, delays in room availability, and unhappiness among visitors and employees. Employee resistance to change hinders new system implementation by reflecting concerns about job security and interruptions to established routines (Jamnik,). To successfully handle these difficulties, The hotel must take a

complete approach that considers staff characteristics, uses technology to improve operational efficiency, and promotes an open communication and cooperation culture. 2. Current Situation and Desired Future State: The Housekeeping Department of Le Luxueux Hotel faces internal issues exacerbated by antiquated systems and worker demographics. The current room assignment system, Marnen, is inefficient and causes disagreements between room attendants, reducing organizational efficiency and visitor pleasure. Additionally, the agency is dealing with interpersonal issues and resistance to change among its diverse workforce. However, with SuperHigh Hotels & Resorts' recent acquisition and access to additional resources, the hotel intends to exceed industry norms in customer service and efficiency (Caron and Bareil). 3. Change Strategy: In response to the challenges confronting Le Luxueux Hotel's Housekeeping Department, a detailed change management plan must be developed to address the highlighted issues and support organizational improvement effectively. Using insights from PI Mid-Atlantic's guidelines for change management planning, the hotel can implement a structured strategy adapted to its specific environment. Initially, it is critical to clearly show and express the need for change in the hotel's leadership, focusing on issues such as deteriorating cleaning standards and worker morale. This approach is consistent with the guideline to convey the reasons for change to company executives, assuring their buy-in and support (PI Mid-Atlantic). Subsequently, the hotel

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should identify champions of change and potential resistance within the Housekeeping Department, Using staff surveys or evaluations to determine employees' attitudes and preparedness for change. The hotel may reduce resistance and build a collaborative atmosphere by actively including staff in the change process and addressing their concerns. A thorough plan for executing change management should be created, including team creation, communication techniques, and resource allocation. Furthermore, the hotel should evaluate its current human resources to identify skill gaps and training needs and develop a strategy for integrating new talent into the organizational culture through recruitment and onboarding tactics. Through these strategic efforts, Le Luxueux Hotel may effectively manage its change path, producing excellent outcomes and cultivating a culture of continuous improvement. 5. Best Solution: To effectively manage the transformation inside Le Luxueux Hotel's Housekeeping Department, a comprehensive approach incorporating insights from change management theory and industry best practices is required. Using the ideas mentioned in the Indeed article on effective workplace change management, the hotel can develop a multi-step strategy that is adapted to its specific circumstances. One critical component of this technique is acknowledging the usefulness of traditional ways before introducing changes. By recognizing the contributions of current and former employees to the hotel's success, the organization may build a sense of appreciation and respect among employees, improving their openness to new initiatives. Additionally, integrating executives in the transformation process is critical for getting support and instilling confidence in staff. Ensure that decision-makers understand their position in the transition plan and can

successfully convey its benefits to others. This will assist in the smoother adoption of new practices. 6. Possible Challenges: Several potential issues may develop during the execution of the suggested modifications in Le Luxueux Hotel's Housekeeping Department. For starters, resistance from existing workers, particularly long-term employees acclimating to established processes, could be a substantial impediment. These employees may be unwilling to embrace change due to concerns about job security, troubles with established routines, or discomfort with unfamiliar systems. Communication obstacles and interpersonal disputes within the varied workforce may hamper the transformation process, resulting in additional resistance or misconceptions. Moreover, the reliance on an old room assignment system and technological adaptation challenges may result in operational bottlenecks and impede the effectiveness of the planned improvements. Addressing these problems will require a nuanced approach that prioritizes good communication, staff engagement, and extensive training to allow a smooth transition while reducing disruptions and increasing employee buy-in. 7. Relief Strategies: Proactive communication, stakeholder engagement, and change management efforts will be essential to mitigate these challenges. Providing transparent and regular updates on the change process, addressing employee concerns, and soliciting feedback throughout the implementation phase can help foster a sense of ownership and minimize resistance. Additionally, offering comprehensive training and support programs, establishing contingency plans for potential

disruptions, and prioritizing employee well-being and morale will be crucial to navigating the transition effectively and ensuring the long-term success of the change initiative. These paragraphs comprehensively analyze the business case study "Such a Little Change!" and outline potential solutions, challenges, and mitigation strategies to address the identified problems within the Housekeeping Department of Le Luxueux Hotel.

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