frans organisational change

Francis William LeeG20573072Word Count: 6,169

Francis William Lee

G20573072

Bsc (hons) Fire and Leadership Studies

Year 2

Work and Organisational Change – Assignment 1

Lakeside Hall Hotel Report

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1.0 Table of Contents2.0 Introduction 4

3.0 Analyse of current situation 5

3.1 force field analyse model results 5

3.2 recommendations to facilitate change – force field analyse model 7

4.0 diagnostic model to propose change 8

4.1 mckinsey 7s model – proposed change interdependency 9

4.1.1 Structure 9

4.1.1.1 About the Structure 9

4.1.1.2 Issues with the Structure 9

4.1.2 Strategy 11

4.1.2.1 About the Strategy 11

4.1.2.2 Issues with the Strategy 11

4.1.3 Systems 13

4.1.3.1 About the Systems 13

4.1.3.2 Issues with the Systems 13

4.1.4 Skills 15

4.1.4.1 About the Skills 15

4.1.4.2 Issues with the Skills 15

4.1.5 Shared values 17

4.1.5.1 About the Shared values 17

4.1.5.2 Issues with the Shared values 17

4.1.6 Styles 19

4.1.6.1 About the Styles 19

4.1.6.2 Issues with the Styles 19

4.1.7 Staff 20

4.1.7.1 About the Staff 20

4.1.7.2 Issues with the Staff 20

4.2 Recommendations for change 22

5.0 Stakeholder Analysis 23

6.0 Conclusion 24

7.0 Bibliography 25

8.0 Appendixes 26

8.1 Appendix 1 - Force Field Analysis 26

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8.2 Appendix 2 - Lewins 3 step Model 27

8.3 Appendix 3 - Model for Change 28

8.4 Appendix 4 - Trap of Success 29

8.5 Appendix 5 - Mckinsey 7s 30

8.6 Appendix 6 - Clampett et el ‘5 communication strategies ’31

8.7 Appendix 7 - Greiners ‘5 phases of growth’ 32

8.8 Appendix 8 - Kotler’s 5 P’ 33

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2.0 Introduction

This report has been compiled together for the hotel owner of Lakeside Hall Hotel,

Windermere, Lake District, England. Change Management consultants have been

drafted in to carry out investigations and analysis on the hotel, Lakeside Hall Hotel has

been a highly recommended, successful organisation, very favourable by many and

highly spoken of by their guest, with an excellent reputation to be maintained. However

recent complaints and poor reviews of the hotel being reported as well as on four

occasions guests leaving prematurely due to their dissatisfaction of their stay causing a

noticeable blip to the popularity and reputation of Lakeside Hall as well as failing two

standards in their recent reassessment conducted by accredited standard assessors (the

areas being Performance Measurement and Continuous Improvement) this becoming a

big worry for the business , with little understanding from the management of the

establishment as to why this is occurring.

In noticing these problems the hotel have recognised the need for change and began the

change process which leads to the assignment of the external change agent being

introduced to help with the process. During this report the best possible pattern of

change will be defined and implemented to best suit Lakeside Hall’s structure to the

organisation. By using the process of change model (found in appendix 3) it will be

followed step by step as the report recognises the need for change, outlining the issue

within the business and conducting a force field analysis outlining the driving forces for

change and restraining forces resisting the changes taking place. The next step of the

report will be by carrying out the diagnosis of the Hotel, by using the McKisley 7s’s model

an investigative review of the present state of the organisation will be found, this

including the structure, the strategy, the systems of work, skills, shared values, style and

the staff as a whole. By noticing the issues in these fields of work and using vision, the

future states of the organisation can be shared and a movement towards conducting

change can proceed. At this point of the report recommendation will be made by the

Change Management consultants of the changes found needed to reinstate the

reputation of Lakeside Hall Hotel. Before these changes can even start to take

implementation, the managing of peoples issues will have to be taken into account and

further recommendation will be set, moving widely onto the Power, Politics and

Stakeholder management for the hotel. After this point of the report, instructions will be

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allocated in reference to the planning and preparing for implementations of the

recommended changes to take place.

3.0 analyse of current situations

after analysing the current situation of Lakeside Hall Hotel (LHH) and noticing the key

issues involved with the downslide of reputation and the negative feedback from recent

reviews, an overall accumulation of the issues have been brought forward and compiled

into a force field analysis study, the figure is designed to identify the driving forces

pushing for and assisting change, against the stable quasi-stationary equilibrium state

which being the existing comfortable behaviour at the hotel, the equilibrium also receives

restraining forces from the opposite direction resisting the changes. the driving and

restraining forces found within LHH are noted below which cause the pressure on the

stationary equilibrium state.

3.1 force field analyse model results

Driving Forces

Relationships with the Local educational institutions can benefit and offer

routes for change

Opportunities to develop the Hotel website, and take operations to the

global network.

With only around 61% of the hotel being occupied that leaves another

39% to work with and offer something new

Only busy at weekends, midweek schedules can be manufactured and

offer something new.

Work standards slipping and room for improvement

With reputation jeopardised and complaints arising, changes needed to

saver and build reputation and avoid further complaints

High morale colleagues being excited for change within the company.

Restraining Forces

Low morale staff not being interested and not delighted with the ideas to

change.

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Staff members being stuck in their ways- due to work being the same for

so long.

No-one will accept fault (snake pit environment)

Scared of change

Existing regular customers to the hotel may not appreciate the changes

and prefer the hotel as it is.

Some colleagues may too old to adapt to change.

Loss of business- while the change’s take place. Fear of losing valuable

custom to market competitors.

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3.2 recommendations to facilitate change – force field analyse model

A balance in forces maintains the stable quasi-stationary equilibrium and upholds

practice at work as the same without change, Lewin states ‘’Behaviour can

change by either adding forces for change in the desired direction or by

diminishing the opposing or resisting forces’’. This meaning if the desired route

management wants to take with their business is following the driving forces

towards change then they would either need to overpower the resisting forces or

remove them completely.

An example of this would be simply in reference to Lakeside Hall Hotel if the

restraining force against the desired changes would to be low morale of staff not

wanting to support the changes, then by diminishing this restraint, management

would look to compromise with the staff or look for other methods to carry on to

move forward with the changes without these resistances pulling process back.

When changes are introduced to the equilibrium and forces begin to occur

pushing for changes to take place, tension will be found, the higher the tension

between the forces creates a higher level of aggression from both forces, this

resulting in possible disputes, and high emotion within the organisation.

Removing the restraining forces from the tension, creates a more comfortable

process of change and allows change to become easier to be enforced

permanently, being able to diminish the restraints from the opposing force against

the change depends on management and how they decide best to tackle the

situation whether it be with an individual, group or organisation.

A great model was designed by Kurtt Lewin with his ‘3step model for change’

which identifies the 3 steps needed to take place to conduct the required task for

change. these steps being a process of unfreezing the equilibrium and breaking

the strength it offers to follow onto the next step being the moving process which

is the change being implemented moving it from one state to another then the

third step is simply re-freezing it and adapting the change to a comfortable state

and adapt the company to accept the change so they can regain the equilibrium

feel. The model can be found in appendix 2 along with a diagram and a short

explanation on how its carried out in more depth.

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4.0 diagnostic model to propose change

the change management consultants make it clear that diagnosing the issues within

business and studying the behaviour of different fields of the hotel is essential, for a

person of an organisation to maintain awareness of all areas of work is quoted

impossible, and therefore diagnostic models have been introduced by many theorist over

numerous years to support an ability to maintain close attention on behaviours within

these areas. A range of different model are found to support all kind of structures used

by organisation, depending on the type of business it is and the structure they carry out

will determine the type of model best suits their work.

The model designed by Robert H. Waterman, Jr. and Tom Peters named the McKinley

7s model has been found best for use when examining Lakeside Hall Hotel with its wide

variety of area analyses, by studying the organisations Structure, Strategy, Systems,

Skills, Shared Values, Styles and Staff.

Carrying out investigations in these seven areas creates a full picture for the Change

management consultants, being able to get a full grasp on the behaviours and functions

of the business as a whole enables the opportunity to identify the problems the move on

to offer recommendations of how to change and avoid further issues occurring, and

harvest a vision of the possible outcomes after enforcing the recommended changes.

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4.1 mckinsey 7s model – proposed change interdependency

4.1.1 Structure

4.1.1.1 About the structure

Examination on the structure of the Hotel and how Mr. Davies

has ran the establishment for the past 5 years, shows that he

has two Duty-managers working under his rain of

management, both duty managers both having split control

over the department head of the 6 departments within the

Hotel, these being; Reception, Kitchen, Leisure Club,

Housekeeping, Restaurant and Bars.

There are over 100 members of staff employed at Lakeside

Hall Hotel, spread between each six of the departments, each

trained in their areas of work and offered the opportunity to

follow a route to study an NVQ qualification in their specific

area of work, this offered by the local college due to the hotels

close connection with the college and local council.

The Hotel also has a Sales team working in the fields outside

of the hotel, the sales team is structured in hierarchy starting

with the Sales manager who is directly responsible to the

Owner of the hotel Michael Davis, who co-ordinates the

Marketing activities along with his/her two sales staff, and

another two ‘remote’ sales staff who cover field over in

Newcastle and Manchester.

4.1.1.2 issues with the structure

issues found with the structure of the hotel mainly lays

between the management of the staff, reports previously show

that training of the management has been ‘ad-hoc’ and a thing

of the past, realising there is need for change and room for

improvement. Lack of management skill and disability to

manage their specific areas, is a deep issue resulting in other

problems arising. Within the structure of staff the first

recommendation would be to efficiently train each member of

management with the skills and knowledge which is needed for

the ability of carry out operations and effectively manage a

group of colleagues/team.

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There is no clear evidence that there are clear lines of

communication between the management of the hotel and

where the decision making process takes place. Decision

making is important, but making the correct decision is vital, a

clear line of communication between departments has to be

imminent, if the communication is lost between departments or

members within the organisation then imperative messages

can be lost in transit. The introduction of integration within a

firm can benefit in many ways, it can strengthen the

communication and also introduce a unity of work between the

different areas of work and create connections and

relationships between departments. Communication is found to

be difficult for managing personnel of an organisation as some

employees find it easier to openly communicate between other

colleagues at the same level but more difficult to open up to

their managing subordinates, This making it difficult for

managers to build a close working relationship with their staff.

(hayes’

A model designed by Clampett et al, called the ‘5

communication strategies’ is a model which highlights 5

specific approaches to communicating between managers and

their staff and the methods used to assign messages to staff

members and build on their communication barriers. The

model will be expanded on more in appendix 6, it is found the

best approach for managers to follow when relating to

Lakeside Hall Hotel would be the ‘underscore & explore’

method or the ‘withhold & uphold’.

The underscore and explore communication strategy limits the

amount of issues arisen and jobs set and gives employees the

ability to ‘explore the implications’ and deliver more effectively.

Whereas the ‘withhold & uphold’ method’ allows the managers

to have a sterner role, more clear on delivery and what they

want from their staff, including what he requires from their staff.

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4.1.2 Strategy

4.1.2.1 about the strategy

from taking notice of the Strategy at LHH its became apparent

that the Hotel has had great success in its prime, and due to

this the organisation as a whole has become comfortable with

the normative traditions of work, with no change noticed over

the past years, the Hotel has had a great reputation built with

families looking for a relaxing weekend stay and couple

breaks, primarily targeting the 55+ age range, due to this

managing to pick up regular custom and residence returning

again and again. The Hotel has ran extremely smoothly over

the past up until present and this the reason for such

achievements. The strategy of a business is a document that

clearly explains the directions and goals the organisation wish

to accomplish with set goals and intensions for the business

and clear methods of accomplishing these goals. The main

intension of a business is to draw in custom and gain profit

whilst offering excellent service to maintain the custom from

external source. For relevance to Lakeside Hall Hotel the

strategic goals should be offering the best service to their

customers, maintaining high standards of work and accomplish

a successful reputation.

4.1.2.2 issues with the strategy

Of recent as explained previously in the report the hotel has

collected troubles with their reputation being endangered by

collect numerous complaints and unhappy custom, this

highlighting issues within the business. Also with the

reassessment results conducted by accredited standard

assessors and failing in their ‘performance measurements’ and

‘continuous improvements’, warning signs have highlighted

that change is needed. Every businesses main target within

the organisations strategy is custom and succeeding profit.

Lakeside Hall is coming under pressure from market

competitors and with recent custom of the hotel reported

unsatisfied and disappointed with the service they receive from

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LHH the threat of rival competitors attracting the custom away

is looking likely unless change is enforced to take place.

By introducing new strategies to LHH an attempt to captivate

and attract new custom to the hotel can be managed as the

fresh policies may open the doors to a wider range of

generation and diversity as well as an effort of drawing

previous residence back to the hotel, reassuring them of the

changes what ‘are’ and ‘have’ taken place within, and reinstate

the high reputation they once owned.

with little structure to the Hotel and little communication

between departments it is found within the hotel and often with

other organisation that certain managers have different visions

and goals to others and may take a project into their own

hands and take it into a certain direction without feeling to

inform others personnel within the business and this causing

issues for the end users (page 51) so again the need for

integration is vital. A perfect model to use for managing the

strategic issues within the hotel would be by implementing the

Greiner five phases of growth, this being a model used to

focus on the growth with specific areas such as the business

creativity, direction, delegation, coordination and collaboration

between colleagues, by using this model it will highlight certain

issues with the hotel evolving around the Leadership which

takes place as well as the autonomy, control and a crisis

named the ‘red tape’. Also having a big relation to

management styles and in identifying the issues found giving

management to fix the problems and allowed the ability to

move forward and proceed to grow through the business. The

model for Greiners five phases of growth will be expanded on

in appendixes 7.

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4.1.3 Systems

4.1.3.1 about the systems

Systems within the organisation are an essential enforcement

to be put in place, without the systems a business will find it

hard to run at all, they support the running of workforce, by

storing and sharing information and documentation, as well as

supporting communication among the work place.

Lakeside Hall Hotel is found to have a number of systems in

place already but with open opportunities to upgrade and

change many of these systems. The systems found within the

hotel relate to room reservations for customers, booking details

and guest information all stored manually within the hotels

computer database, systems within the hotel also relates to

guest or visitors bookings, this referring to the restaurant

reservations, leisure and sports facilities bookings.

Marketing’s main system used by the sales team would be the

Hotel website, this is in vital need of updating due to it being a

huge potential to become a successful booking tool or

brochure requesting system for potential guests who are

interested in a stay at the hotel. Other systems used by the

sales team are the mail-shots what are sent to the previous

and potential guest twice a year by electronic methods or

standard delivery.

4.1.3.2 issues with the systems

Issues with the systems, are the market sales team with the

website developments as explained previously, room for

improvement is to be made as it is a great potential to become

a successful booking tool for guests.

Other issues are that the Hotel is not advertised enough and

with just under 40% of the hotel rarely being occupied this

needs to improve, midweek offers could be a great success as

the hotel is very quiet during midweek.

Older generation members of staff, this mainly highlighting the

sales manager, who are not confident in using new

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technologies and do not have full understand of the benefits

they may lead to for the organisation, so training is to take

place to ensure staff are aware of the importance of these

systems and are fully trained in handling the technologies, if

these requirements cannot be met then further sanction and

action may be needed to take place. Hayes, J. (2010).

A great model to use when referring to business systems in

place would be to use Philip Kotler’s ‘Marketing mix - four Ps’

which focuses on the target Market and the custom of the

business, in relation to the hotel, identifying the benefits of the

hotel and selling them appropriately is essential the four Ps

Kotler uses are promotion, Place, product and price. In using

this model a great focus on the sales team will be given, as

this identifies the qualities of the hotel and noticing the

customer’s interest when looking for the perfect hotel and then

being able to sell the hotel in the correct method with the

appeals to drive the target market toward Lakeside Hall Hotel.

A diagram of this model with further relevant information on the

process of the theory can be found appendix 8

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4.1.4 Skills

4.1.4.1 about the skills

Skills within a department are essential in all businesses,

having the crucial skills to be able to conduct your work to the

set standards are a necessity. Depending on the role you have

within an organisation decided the types of skill which are

needed to manner your day to day work.

In failing to recognise the skills needed within their role or

failing to apply them in the correct circumstances can lead to

poor service and performance, so for this reason it’s off high

importance each staff member realises the skills which are

needed in perfecting their role and being able to meet and

excel the standards expected of them in their work.

Being able to developing and learning new skills is also an

important attribute to have in modern organisation, working

within a constant changing environment requires the capability

to be able to adapt to what pressure you face within your line

of work, the correct training being put in place will support the

ability to learn and develop such new skills needed, not being

able to learn these new skill efficiently or refusing to learn as a

whole can lead to problems, causing issues for the business.

For this reason motivation of staff will required to be enforced

by managing personal, to encourage to staff to want to

change, want to learn the new skills.

4.1.4.2 issues with the skills

With the skills becoming an issue at the hotel, it simply raises

with the staffs personal skills which have been developed

through time.

Skills can be developed and strengthened through training, but

some members of staff may have joined the business already

having their specific skills.

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having the required skills and knowing when to carry them out

in practice is an essential measure of work, sustaining

continuous training in developing these skills and possibly

learning new ones is also essential, in not training can lead to

complacency and failure to perform skills at expected times,

resulting in poor performance and potentially unsatisfying

guests of the hotel.

Many areas of the hotel departments requires qualified training

certificates to be acquired by employee’s working in the

particular positions, without these qualification conducting the

work cannot take place. By law the correct documentation,

training records and qualifications to carry out the job roles are

non-negotiable and without the member of staff is not legally

authorised to conduct their work. Hayes, J. (2010).

Keeping track of staffs training is critical for managers within

the organisation, as it has been noticed over recent time a slip

in standards amongst the performance of staff has taken place

as defined previously, this due to complacency of the staff and

falling comfortable within their role, lack of training and

monitoring skill performances has lead to these problems

taking place, and for that reason, new systems are required to

be put in place in relevance to skills and change to be

enforced, in correcting training method and being set to take

place more frequently to maintain high level of performance

and skills of the colleagues to be at the highest of their

abilities.

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4.1.5 Shared Values

4.1.5.1 about the Shared values

Shared values are positioned at the heart of the mckinsey 7s

model, due to it being the part of the process what brings all

areas of the model into cohesion. The shared values at

Lakeside Hall are or should be ‘ultimate service to the

customers and guests of the hotel’. The custom of guests is

the upmost priority and spine of the business, as they

purchase into the hotel, they pay for a high standard service

and as a hotel with great expectation and a big reputation the

staff are expected to deliver such services and meet every

expectation of the guests.

4.1.5.2 issues with the shared values

a high quality service is top priority within the hotel, delivering

what is expected of them is the main goal of the business and

whatever needs to be done should be done to make sure

these standards are met. The staff of the hotel have been

found entering the death spiral over time, the death spiral is

found in the ‘trap of success’ model designed by Nadler and

Shaw, 1995:11 (a diagram and full description of the trap of

success can be found in appendix 4) as to relating it to

Lakeside Hall Hotel the traps of success all begins when a

company once had great success which LHH did, ‘’the

organisation may behave as if the solution is to do more of

what led to success in the past.’’ Hayes (2010:61) this is

referred to as ‘success syndrome’ in the model which lead

management to arrogance and complacency, this then leads

further to a decrease of customer focus this affecting the

shared values of the hotel as the focus of customers is their

main intension, other outcomes from success syndrome are

loss of performance speed and less innovation from

colleagues, this overall causing a decline in the performance of

the business as a whole and issues arising. Matali (2010:11)

When these steps have taken place the model finalises the

process and expresses the denial of the organisation and

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rationalization which causes the death spiral to take place and

this is simply a recurring process of all the steps to carry on

taking place mean performance to gradually weakening more

and more. This has to be noticed by the hotel and realisation

that this is taking place has to be identified by the managing

personnel and staff within the business to avoid it carrying on,

change has to take place to avoid falling into this complacent

behaviour and deterioration of performance. Senior, B., &

Fleming, J. (2006).

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4.1.6 Styles

4.1.6.1 about the styles

When referring to styles within an organisation you are looking

at Leadership and Management styles. Both seen in many

people perspectives as being very similar Tichy and Devanna

(1986) and Kotter (1990) both argue differently ‘’ that

management is concerned with maintaining the existing

organisation, whereas leadership is more concerned with

change’’ basically verifying that managing is about ‘doing

things right’ and leaderships is more directed to ‘doing the right

thing’. Hayes (2010)

Managements set the intended goals for the business and

enforce a route to follow to achieve these goals as effectively

as possible with little expenditure involved and appropriate

planning strategies, whereas leadership is a style of directing a

team in the correct track and achieving the intended goals of

what set by management.

4.1.6.2 issues with the styles

the issues found with the styles at Lakeside Hall Hotel is that

management has not set many goals for the departments, this

leading to not much progress being made with work, as well as

this the department heads and team leaders leadership skills

have become very slack and fell into a laissez-faire style

meaning the work produced is half-hearted and low morale

amongst the team has arisen, due to this further issues rise

with staff and the quality of work created.

This has all causes a laid back approach to business, staff

have engraved into their ways of carry out their day to day job

as its became the normative way of work, following forward,

standards of performance have dropped causing complaints

from guest of the hotel to creep in and jeopardising the

reputation of Lakeside Hall Hotel.

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4.1.7 Staff

4.1.7.1 about the staff

Within an organisation the staff are the single most important

factor to keep the business afloat, without staff you struggle to

have a business. Keeping the staff happy and interested in

their field of work is important as a colleague who loses

interest in their work can cause issues for the whole

department they work in. Maintaining a high morale within the

work place can prove vital for all business.

Maintaining staff to be fully trained, on track, happy, motivated

and interested in their field of work is essential, if your staff do

not meet these needs then it leaves open a possibility for

problems or failure to creep in. it is within the managements

best interests to stomp this out as best they can.

4.1.7.2 issues with staff

A number of issues have become noticeable with the Hotel

Staff members which need to be corrected as this is leading to

sever problems for the business of the hotel, starting with the

cleaning staff and the tidying of rooms, a number of complaints

have arisen with the condition of the rooms when first being

assigned. One complaint from a female guest was that a

pornographic magazine was found lying about the room when

first moving in, this upsetting her so much to the point she

refused to stay in the hotel for the duration of her stay, this as

a business is unacceptable for a hotel with such high

standards of work and presentation, as well as this it has been

recorded to have happened four times over the last 12 months

which again is totally unacceptable. This issue may be due to

the complacency of the cleaning staff but also the

communications between departments which was highlighted

earlier in this report again causing issues with business, some

sort of communication could have taken place between the

front desk who assign the rooms and the cleaning staff, with

communications in place they could make sure that the rooms

they wish to assign to guest have been appropriate cleaned

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and verified by the cleaning staff, so problems like this can be

avoided from taking place.

Other problems found with the hotel and complaints forwarded

from guests where to do with the food quality from the

restaurant, and the service standards as a whole also rising as

a concern. McCalman J, P. R. (1992)These problems have been noticed due to the lack of

motivation found with staff and falling complacent in their day

to day work routines, due to previous successes the hotel have

accomplished in the past, little change has been found around

the hotel, causing staff to become comfortable in their

performance and find it a normality of what they have to do.

This again is found to occur in the death spiral model. As

motivation deteriorates so does the performance of the

colleagues work and performance, keeping a member of staff

motivated in their work relies with the managing personnel of

the business, and enhancing motivating can be done in a

number of ways, explained in the next section of the report.

Lack of motivation is found in all areas of the hotel affecting the

performance of the whole establishment, on reassessment by

the accredited hotel assessors it was also brought up that two

areas failed in meeting expectations, one being the

performance measurements of the organisation, this being a

huge issue for the hotel and the management, these issues

noted have all arisen from deeper problems in the heart of the

hotel, mainly caused by the leadership of managing personnel

and the team leaders of departments, as discussed the once

high quality performance has deteriorated slowly falling into the

death spiral resulting in injuring the reputation. Implications

have to be introduced to amend these issues taking place and

causing further disruption to the business, recommendation for

doing so will take place in the next section.

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4.2 recommendation for change

Train managing personnel in their specific areas, maintain a strong

working force and make sure each manager meets requirements to

successfully manage a team.

New menu in the restaurant.

New classes in the leisure centre.

Integration between departments, motivate for more communications

between staff.

introduce Ipads to staff to encourage the communications

make sure all staff are trained in their areas of work and fully able to carry

out their work effectively

if this requirement cannot be met, are further changes needed.

Demotions, redundancies, or department relocation.

Motivate staff with rewards for their performances. give staff the motive to

want to work hard for business and benefit with accepting change.

update website, encourage sales staff to be more driven and sell the hotel

more

introduce offers online (e.g. Groupon Apple App)

keep previous customers and potential updated on the offers being

offered and the changes being made

Build a relationship with the college, take them up on the NVQ scheme

offered by the college. as well as come to an agreement if possible and

allow the college to use and benefit from the hotels facilities (e.g. sports

courts)

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5.0 stakeholders analysis

Stakeholders play a vital part in any company, keeping them happy is an essential

priority, at lakeside Hall Hotel they have many stakeholders varying from personnel

within management, staff as a whole, media, charities, sponsors, customers, suppliers,

local authorities and even the local nearby college.

All playing crucial roles in the business of the hotel, main stakeholders are the staff of the

hotel, the customers of the hotel and the suppliers.

Staff are the whole backbone of the organisation and without them the business would

not able to run and keeping them motivated to perform to the best of their abilities is

again vital for the customers of the hotel to be able to experience the full expectation of

Lakeside Hall.

this the explaining the importance of customers, the customers are where the business is

made and if the hotel have no custom they have no reason for business, so keeping

every customer happy is a difficult but essential need for the business. to maintain a

successful reputation and appeal to future custom of the hotel.

the suppliers are the ones who deliver the required needs of the hotel, without the

suppliers again there is a struggle to offer everything they can, this can be with food

deliveries for the business of the restaurant to the room essentials (this including

bedding, towels etc).

Every stakeholder has a massive say in the performance of the business and how it

functions as whole, the power they hold on the hotel can be costly so the need to keep

stakeholders happy and on the positive side of the organisation is found highly

beneficial.

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6.0 conclusion

in bringing this report to a close a round of what has been spoke about and analysed

was the study of the current situation of the hotel and noticing the needs for change

which lead to the carrying out of a force field analysis which highlights the driving and

restraining forces affecting change to take place at Lakeside hall hotel. This moved onto

brief recommendations to facilitate the required changes in relation to the force field

analysis.

The report then followed on to diagnose the issues within the hotel by using a model

designed by Robert H. Waterman, Jr. and Tom Peters named the ‘McKinley 7s model’

paying close attention to the companies Structure, Styles, Staff, Shared Values,

Systems, Skills and Strategies. highlighting the issues and using model from theorist to

find an ability to influence change has been included in the main body where the

diagrams and brief explanations have been found within the appendixes.

After diagnosing the issues at hotel, recommendations made by the Change consultant

team have been found toward the end of the report in section 4.2 where offers to the

manager of the hotel what have been seen for areas for change, with what can be

changed to benefit business and reputation of the hotel.

24


7.0 bibliography

Amy carlson. (2014). The mckinsey 7S Framework. Available: http://www.mindtools.com/pages/article/newSTR_91.htm. Last accessed 28/01/2014.

C, Beers. (2012). greiners Curve. Available: http://cassreflections.com/2012/03/12/cass-reflections-wk7-greiners-curve/. Last accessed 22/01/2014.

C Helens. (2011). Mckinsey 7S framework. Available: http://www.competetowin.co.uk/know-how/strategic-planning/mckinsey-7s-framework/. Last accessed 24/01/2014.

Claire Adams. (2011). Generic Process /model of Change. Available: http://unchange.pbworks.com/w/page/26958422/Generic%20Process%20Model%20of%20Change. Last accessed 25/01/2014.

Jaap zwart. (2011). sharepoint and soft systems model of change. Available: http://www.sharepointchange.com/1/category/lewins%20three%20steps%20model%20of%20change/1.html. Last accessed 21/01/2014.

Hayes, J. (2010). The theory and Practice of Change Management. Palgrave Macmillan.

Mark Connelly. (2010). Force field analysis - kurt Lewin. Available: http://www.change-management-coach.com/force-field-analysis.html. Last accessed 22/01/2014.

McCalman J, P. R. (1992). Change Management Guide to Effective Implementation. London P.C.P

Mellisa Matali. (2010). Trap of Success. How companies sustain effective leadership while implementing organisational change. 1 (2), 11.

Phillip G. Clampitt, Lauren Berk and Lee Williams. (2002). LEADERS AS STRATEGIC COMMUNICATORS . Available: http://iveybusinessjournal.com/topics/leadership/leaders-as-strategic-communicators#.Uu8zFiocGFk. Last accessed 23/01/2014.

Senior, B., & Fleming, J. (2006). Organizational Change (3rd ed.). FT/Prentice Hall.

Wordpress. (2009). marketing mix | 4 P's of Marketing. Available: http://www.notesdesk.com/notes/marketing/the-marketing-mix-4-ps-of-marketing/. Last accessed 23/01/2014

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http://www.change-management-coach.com/force-field-analysis.html.%20Last%20accessed%2022/01/2014

http://www.change-management-coach.com/force-field-analysis.html.%20Last%20accessed%2022/01/2014


8.0 appendixes

8.1 Appendix 1 - Force field analysis

26

Figure 1 FORCE FIELD ANALYSIS. Connelly (2010)


8.2 Appendix 2 - Lewins 3 Step Model

27

Figure 2 Lewins 3 step model. Zwart (2011)


8.3 Appendix 3 - Model for Change

28

Figure 3 Model for change. Adams (2011)


8.4 Appendix 4 - Trap of Success

29


8.5 Appendix 5 - Mckinsey 7’s

30

Figure 4 McKinsey 7S. Helens (2011)


8.6 Appendix 6 - Clampett et el ‘5 communication strategies’

31

Figure 5 5 Clampitts 5 communication strategies. Clampitt, Burt and Williams (2002)


8.7 Appendix 7 - Greiners ‘5 phases of growth’

32

Figure 6 greiners 5 phases of growth. Beers (2012)


8.8 Appendix 8 - Kotler’s 4 P’s

33

Figure 7 Lewins 4 Ps, Marketing Mix. Wordpress (2009)

frans organisational change

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