Change implementation and management style

Change implementation and management style

Name

MMSL 6000 - Dynamic Leadership

Change implementation

According to Okumus (2003), one key reason why implementation fails is that hotel managers

and supervisors do not have practical, yet theoretically sound models to guide their actions

during implementation. Without adequate models, they try to implement strategies without a

good understanding of the multiple factors that must be addressed, often simultaneously, to make

or transition that change requires.

Change and transition are not the same. Change is the event and transition is the process of

getting there. People often avoid transitioning from what is known to what is unknown--from

how things are to how they will be, from saying good-bye to the old way of doing things and

saying hello to the new. Successful change implementers (such as leaders, managers, and change

agents) focus on the human side of change; the process of transition that groups and individuals

must go through for change to take effect. Thus, any model for leading or managing change

should focus on the transition process.

2.4.1 Styles of management.

One of the most important factors in the successful implementation of organizational change is

positive and have personal involvement in the implementation of change, there is greater

likelihood of their acceptance of change.

However too often management ignores human resistance issues, and the need to address them

in the implementation plan. According to McHugh et el (2005), the success of any change

depends on the willingness of employees to accept it with enthusiasm and implement it with

care. Yet business changes at times are undertaken without understanding how the human

element influences the success or failure of a project. Organisations are more likely to experience

metamorphosis where the change is led by relatively junior front line staff with senior

management acting as facilitators of organization transformation.

2.4.2 Change Implementation Model.

open, honest communication within each step of the process, and communication must connect

the steps to each other. Nothing can damage an effort toward change faster or more permanently

According to Cole (2002), the seven steps for effective transition include:

fosters uncertainty about the future, and engenders fears about a job loss or the ability to do

management's assurance that although things will change, workers will receive every

consideration, including the necessary training and time to learn to do things the new way.

Secondly, demonstrate Strong leadership throughout the Organization in which without strong

leadership, positive change won't happen. Every employee must be committed to the change and

work hard to make it happen. No longer can organizational leadership be the domain of a few

individuals, responsible employee must do what it takes to reach organizational goals. This is

especially true when change must occur. Many must step up and assume leadership. Spreading

leadership and decision-making responsibilities inspires and motivates everyone to take a role in

implementing change (Cole, 2002).

Thirdly, build trust in the leadership in which trust is simply the belief that you won't be harmed

when vulnerable. The level of mutual trust between labour and management or between

supervisors and subordinates affects the health of an organization. But trust of leaders by

subordinates is doubly important in times of change because workers feel especially vulnerable.

Jobs, self-esteem, community standing, and economic stability may be in the balance. Some

people dread relocation and face the decision of whether to stay with the hotel or move to a new

establishment. Even retirement-eligible employees want to depart on their terms rather than

being forced to do so, and those who have been told they will keep their jobs are often unsure

Fourthly, clearly articulate the vision to all in which although this statement is axiomatic, many

organizations struggle in implementing change because people fail to grasp the vision and

understand its implications. Change expert William Bridges outlines four steps necessary to

launch change steps that leadership should think through carefully before attempting to share the

vision.

Purpose. If you want to implement change, you must explain the reason or basic purpose for

change. People may not have a realistic idea of where the organization is or what problems it is

facing. You must tell them. They need to understand the purpose for the outcome you seek. Be

ready to answer questions on what the problem is, and what will happen if they don’t change.

People must understand the logic for the change before they can process the information and get

plan, the new system. And if some other organization or agency is already operating the way you

want to operate, take pictures or better yet arrange for a visit to see how the system works. Two

cautions: First, don't make the picture too difficult to grasp; second, don't expect to have the

picture take effect prematurely. Give people time to let go of the past.

find a way to the destination once they have the picture. However, most people are not this way;

they need a plan for how they will get from here to there. This isn't necessarily a plan for the

actual changes, details, or dates new equipment or systems will be in place; rather, it's a plan for

how they as individuals will make the transition. Remember, transition is about people.

A transition plan outlines such things as when the change will occur, what will be done to help

individuals adjust, when necessary training will be provided. The plan applies to them

personally; it tells them when and how their worlds will change. It takes people step by step

through the process.

Part. Even the best purpose, picture, and plan leave doubt in the minds of people if they don't

know the part they are to play. First, they need to know how they fit into the changed

organization; second, they need to know how they will interact with others; and third, they need

must come early. Four things to be considered here include:

Identify potential barriers. Early in the change process, cross-functional teams should use a

method such as force-field analysis to identify both driving and restraining forces that may affect

implementation. Whatever method of analysis is used, leadership should identify and address

forces that can cause barriers or obstacles and forces that can overcome them.

Break the old silos. Whenever change involves reorganization, consolidation of services, or

combining of functions, structural silos must be broken. Employees may want to do things the

new way, but organizational structure, old loyalties, and fragmented resources keep them from

doing so. Leaders must have the foresight and vision to see where old silos may be a problem,

and then they must do something about tearing them down.

Provide needed training. In some change scenarios, training is not needed. People may have the

skills and experience to do the job. Conversely, some efforts fail to start well and others never

reach their potential because of a lack of training.

Establish a listening post. From the time a planned change is announced until after full

implementation, personnel must have the opportunity to be heard and express their concerns and

frustrations. Sometimes they simply must be allowed to sound off. In other cases, they may

identify problems or issues that leadership hasn't considered. But in every case, personnel should

know they are being heard, that management cares. Not only will a listening post help employees

but also it will allow change implementers to learn important information and to be attuned to

employee feelings. Leadership must take great care to let people know that their comments

matter and that they won't be condemned for them.

change. Even with forced change, leaders must never give the reason "we are being forced into

it" or "we have no choice in the matter." Instead, true leaders should extol benefits of the change.

Don’t expect enthusiastic and committed support for change from people down in the

organization if top leaders and managers don't have it.

Sixthly, celebrate Success in which celebration recognizes accomplishment, motivates everyone

involved, and sends a positive message. Don't wait until the mission is accomplished and change

has occurred; celebrate milestones and short-term wins on the way to the goal. In his award-

improved customer feedback in a department that has implemented a process that will be adopted

organization-wide. Professor Kotter points out that a good short-term win has three

characteristics: It is visible, unambiguous, and clearly related to the change effort.

culture; however, culture is not easily changed. Some change consultants claim to produce

cultural change: changing the basic values, norms beliefs, etc., among members of the

organization in order to improve organizational performance .American business is full of

examples where change lasted only as long as current leadership. Change agents must look for

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