Explain how the manager of a hotel can use Lewin’s Change Management model to restructure the work schedules of categories of workers mentioned above to ensure that they continue to work effectively. B. Consider TWO (2) forces that a hotel must grapple with when making necessary changes in order to remain viable. C. Indicate TWO (2) sources of individual resistance to change for those categories of workers in the hotel industry who are now asked to work three days per week instead of six.
The COVID-19 crisis has made unprecedented demands for immediate and far-reaching organisational change in every sector of society. Executive to frontline staff is grappling with the pace, breadth and depth of such demands. Practices of organisational change are being heavily challenged in terms of need for change and pressure to make it happen more quickly than before. In the hotel industry, many food and beverage workers such as chefs, male and female servers, dining room supervisors and cleaners are affected by changes made to their work schedules which include number of days to report for work as well as duties assigned.
A. Explain how the manager of a hotel can use Lewin’s Change Management model to restructure the work schedules of categories of workers mentioned above to ensure that they continue to work effectively.
B. Consider TWO (2) forces that a hotel must grapple with when making necessary changes in order to remain viable.
C. Indicate TWO (2) sources of individual resistance to change for those categories of workers in the hotel industry who are now asked to work three days per week instead of six.
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