Posted: June 22nd, 2015

LEADING TRANSFORMATION AND CHANGE ANWAR ALMADINAH MOEVENPICK HOTEL

Table of Contents

Introduction. 3

Organizational Background and Stated Need for Change. 5

Description of Change Process. 6

PESTLE Analysis. 10

Political Aspects. 10

Economic Aspects. 10

Social Aspects. 11

Technological Aspects. 11

Legal Aspects. 11

Environmental Aspects. 12

Roles and Perspectives of Key Players. 12

Evaluation of Relevant Academic Literature. 14

Critical analysis. 20

Conclusion. 21

References. 23

 

 

Introduction

Change is the transformation, transition, adjustment, or the revolution of something so that it becomes different from the previously existing (Oxford English Dictionary, 2013). Change is inevitable in nature and follows distinct avenues to validate its course. This means that individuals expect changes in all spheres of life, then react to it in diverse ways. It is a clear fact that individuals cannot react to changes in the same way. Considering urgent needs for change in the society today, many companies, business venture and organizations uphold all that is associated with change simply because they understand the benefits that come along with embracing change. It is important to note that change is a progressive process that involves initial steps, middle steps and the final ones that ultimately depict the expected outcome. There are three fundamental aspects that are associated with the change process. These include the change processes, embraced culture as well as the people that initiate, interact, oppose or accept the change process.

Change undergoes three main processes including Unfreezing, Changing, and Refreezing. In the first process of Unfreezing, change may be introduced through a crisis that may occur in the organization, new demands or innovations that may be proposed by someone within the organization. The previous ways are exposed to questioning, and the changing climate exists. In the second process of Changing, change happens through a random process of seeking new solutions, or planned approaches that solve the problem. There is confusion, uncertainty, searching and probably conflict. In the final process of change; Refreezing, change slows as proposed new ways replaced the previous ones and implemented as the standard practice. Ultimately, the members accept and adopt the new situation. Several dynamics always accompany change. First, people will feel self-conscious, ill-at-ease and awkward. People will also think about what they are supposed to give up, and they can only handle little change. In addition, people will start thinking about what they are going to give up and will tend to feel alone even when everyone is in the process of change. People are at varying levels of the readiness for change, and they will have concern for what they feel they do not have sufficient such as money, skills and time. Furthermore, if the pressure is taken off people, they will have to revert to the old behaviors. Stakeholders involved in the change process vary depending on where the change is to take place. They may involve the employees, shareholders, managers, and associated public with interest.

Theory of change involves the articulation of the underlying assumptions and beliefs that guide a delivery strategy for service and are seen to be so critical for producing improvement and change. Theory of change can also be described as the on-going process of reflecting on something and exploring change and the way it happens. It locates a project or program within a broader analysis of the way change will come about (Buchanan, 2003). It also draws on the external learning about development and articulates our understanding of the change but also provokes challenge for us to explore it more. It is usually presented in the form of a diagram with the accompanying narrative summary and represents the beliefs about the need for the target population and the strategies that will enable them in satisfying those needs.

The current world needs business organizations that value change process and change their structures quite often. Competitive companies rank high in performance list because they change their structures after a short period of time like 3 years (Mayer & Whittington, 2002, 6). After initiating changes in any organizations, leaders need to create grounds that are necessary to support their employees that are determined to see the processes of change sail through. However, if this is not the case and managers fail to support their employees, change processes are doomed to fail. Leadership is therefore a vital agent for change in organizations. In the aspirations to come up with the necessary changes, individuals need to understand that failure is part of life and when a process fails, it becomes a lesson of how not to do it when expecting better results. When projects fail, they become insightful and make the responsible individuals make another move that is directed by experience. Sometimes it is even better to award intelligent failures in business organizations or companies that foster change for the betterment of the society (Edmondson, 2012, 45). .

This paper seeks to shade light on the aspects of transformation and change. To help in validating this, it will examine change necessity in one of the biggest hotels in Saudi Arabia called Anwar Al Madinah Moevenpick hotel. This is a 5 star hotel as will be discussed in the following section. Again, the paper will carry out an in depth analysis of the hotel as it exposes the urgency of transformation and changes. It will describe the change process for the hotel and define roles and perspectives of its key players in the management of the hotel. Moreover, the paper is determined to evaluate the relevance of academic literature that is appropriate for the transformation and change. It will further critically analyze the processes of change as applied to the hotel as well as those that are depicted in the academic literature relaying the same process of transformation and change.

The aim of the transformation and changes that need to be initiated in Anwar Al Madinah Moevenpick hotel is to:

  1. Restore a good rapport with its customers
  2. Generally renovate some parts of the hotel in order to accommodate the needs of clients and ultimately tap more profit
  • To better communication strategies that the hotel uses so as to reach many customers through advertisements in various media platforms.
  1. Describe an initiative involved with training program meant for the employees to improve their skill in handling customers and hotel facilities

Organizational Background and Stated Need for Change

Anwar Al Madinah Moevenpick hotel is an upscale 5-star hotel in Saudi Arabia that is among the International Swiss hotel chain that includes resorts, business/airport hotels and 5-star hotels. The hotel company owner is MoevenPick Holding owning 66.7% of the totals and the Kingdom Group holding 33.3% of the totals. This hotel chain serves about 5.8 million people per year. MoevenPick Hotels were started in 1973 when two hotels were opened near Zurich Airport in Regensdorf and Opfikon. The company was initially known as MoevenPick Hotel Group and it was among the MoevenPick group that started in 1948 by Prager Ueli. Currently, the company is one of the international up-scale hotel management groups that have different roots of existence in different parts of the world including Africa, Middle East, Europe and Asia.

In Africa, Anwar Al Madinah Moevenpick hotel is located in Egypt and plays similar roles of serving its customers and fulfill their diverse needs. For instance, tourists that visit one of the ancient cities in the world that is in Egypt find it necessary to visit the hotel and enjoy its facilities. Anwar Al Madinah Moevenpick hotel offers services that include accommodation to the tourists, food and entertainment among other needs. In Saudi Arabia, Anwar Al Madinah Moevenpick hotel serves to accommodate as many customers as possible. Their services are immeasurably good and many reviews from customers ascertain this claim.

However, there are many responses from customers that suggest that an in depth analysis, review and transformation be considered for the Anwar Al Madinah Moevenpick. One of the complains are that as much as the hotel facilities offer quality food and better servicers, the Saudi Arabia based Anwar Al Madinah Moevenpick hotel has some of the most ancient and displeasing furniture. Someone may wonder about the kind of comfort found in displeasing and old furniture in a spacious 5 star hotel. Other customers have complained in their reviews that some of the rooms for accommodations in the hotel do not satisfy them in terms of surrounding view. In fact, they claim that one of the rooms that they had a chance to spend a night in was spacious and comfortable but lacked a special view. The room is claimed to be looking at another guest room, a situation that forces its occupants to always close the door. The hotel’s location is good and this is an advantage to capture many visitors who seek to get luxurious accommodation. However, the hotels close earlier and cannot serve well those late night visitors.

Description of the Change Process and Application of Theories of Change.

The above complains and many others have triggered change and necessary transformations in the Saudi Arabian based Anwar Al Madinah Moevenpick hotel. In the first place, the hotel has identified problems that need to be addressed. These include the displeasing nature of its furniture as well as the special view that is lacking from some of its rooms. The management aspires to make necessary changes after which they will accomplish their vision and uphold their values of making the customers satisfied with the services that they provide. To make that possible, the management interacts with the three fundamental aspects of change that include culture, people and the change process.

Transformation and change for the Anwar Al Madinah Moevenpick hotel in Saudi Arabia are necessary because of various reasons. In the first place, the hotel was established along time ago in which some of the furniture were brought in. particularly, this hotel was initiated in 1948 by Prager Ueli as part of Moevenpick group as was mentioned earlier. As time went by, the Anwar Al Madinah Moevenpick hotel was officially started and was operational in Saudi Arabia in 1973. Probably, this was the time that its furniture was introduced. As much as many people like that ancient nature of things; say ancient culture and civilization, ancient paintings and ancient history, there are some aspect that are inapplicable when it comes to ancients view point. For instance, furniture of this big business organization needs replacement.

Moreover, the hotel has been trying to adjust its existing environment in all aspects to ensure that their esteemed customers have the desires handled. To achieve this, they have therefore involved different change programs such as the completed installations of Johnson HVAC controls and VAV boxes that provide an efficient air-conditioning. They do this in order to reduce their operation costs and improve energy efficiency in the hotel surroundings. The change was initiated because the hotel used old wiring and piping systems that were wasting energy as compared to the modern electric appliances. At one point, a customer complained that as big as the hotel is, it lacked electric appliances like an electric kettle in all rooms and it had to be borrowed from another room for them to use. These are initial places that were identified as having problems and needed transformational changes. Such changes in the appliances they use has helped them in effective reduction of water use and greenhouse gases reduction; a program that has earned them the Green Globe Certification (Farrell, 2014, 203).

Anwar Almadinah MoevenPick’ hotel has also transformed their way of communication with their clients in a way that clients can easily access the hotel and book rooms of their wish even at afar. The hotel has generally changed to a unique way of connecting with the clients; a factor that has attracted large numbers of visitors to their organization. Communication act as a vital tool for attracting customers to come into hotels like the Anwar Al Madinah Moevenpick hotel. It is through effective communication skills portrayed by employees that customers are sustained. Without these communication skills, many customers cannot be sustained in the hotel and those who visit for the first time may never want to return. This will be in contrary to what is expected of the hotel; to satisfy the customers as their main objective (Fyall & Garrod, 2004).

Considering change in the hotel’s communication system, the management looks at tools that they use for effective communication. For instance, telephones have been the major means that the hotel employees use to communicate with clients. Because there were necessary changes that needed to take course, the management considered the most recent form of communication aimed at attracting many customers to their facilities. For example, the current world is dominated by intensive use of the internet for communication. Many people are subscribers of social networks like FACEBOOK, Twitter, Google+ and many others. To reach out to these populations, the hotel made changes and transformations that included signing up for such like internet account, creating their page and keep people informed about their activities. This change is expected to market the products of Anwar Al Madinah Moevenpick hotel thus enabling people to visit them from all corners of the world.

Additionally, there are further changes that the hotel needs to put into consideration in order to attract many customers. People dwell in a cosmopolitan society that is dominated by technological advancements. For this reason, the hotel management needs to be keen to identify the most recent technology in electrical appliances like TFT monitors, computerization of their management system and use of digital speakers that are installed in the rooms. Relying on olden gadgets may make customer leave and not visit again, especially when they notice that there are other places, hotels that have the facilities that they require when they go on a vacation. This will act as an avenue for attracting customers to utilize the hotel facilities in an appropriate manner.

In terms of necessary changes for the employees, the hotel considered training program as part of transformation achievement. As much as many employees would say that they have experience and have been working for a longer period of time, training program is an initiative that bears much fruit not only to the company/firm, but also to the employees that undergo the training. The hotel therefore hosted Moevenpick Saudi Development Center‘s program involved in training selected employees that emanate from dissimilar Moevenpick Saudi properties (Arab News, 2013). The training program had an aim of educating the employees as it also enhanced the skills of its apprentices. This was achieved through intensive on-the-job training that focused majorly on hotel operation at the front office. It is from this training that employees of the hotel enhanced their skills regarding public relations and customer handling that eventually fulfilled the change aim of creating good rapport with the customers.

It is true that communication is a crucial tool for investigating the needs of customers in luxurious hotels the Anwar Almadinah Moevenpick hotel in Saudi Arabia. The staff is able to communicate with different people within their work frame and those that they interact with on a daily basis. Most importantly, communication helps staff of the hotel to understand the opinions given by their customers that visit and utilize their luxurious facilities (Peterhans, 2010). Moreover, through communication, an employee understands that guests come from different backgrounds and have dissimilar educational backgrounds. It means that they can when guests communicate with the employees; there is a greater possibility that the employees will contemplate their customers’ expectations as well as impacts that the expectations have on their work and improvement of the hotel facilities (Peterhans, 2010).

PESTLE Analysis

There is a need to consider political, economic, social, technological, legal and environmental aspects that the hotel experiences or impacts in Saudi Arabia. This will be done through the pestle analysis.

Political Aspects

As much as the hotel will want to thrive and make enormous amount of profits, it has to consider government policies that govern its operations. For instance, Anwar Almadinah Moevenpick hotel is obliged to tax payment that is levied to it. This is an inescapable business aspect that the hotel cannot overlook. Moreover, the government has its trade policies in place that the hotel follows and observes to the latter. Other like trade tariffs, fiscal policy affect the hotel operation appropriately to make it what it currently is.

Economic Aspects

Inflation rates affect the hotel in a great deal. During the change process, the hotel was rendered none operational and this meant that there was no income revenue but only expenditure. Additionally, the hotel experiences strains at some period of time when there are not many customers travelling and getting accommodated in the hotel facilities. This is such a blow to the hotel that experiences its peak operations during holidays and may be weekends for the local and international customers that utilize the restaurant facilities.

Social Aspects

The hotel is distinctive about the kind of employees that the management hires to work in its different departments. During the change initiation process, it was evident the staff that work in the hotel considers all ages with no gender disparities. Additionally, the hotel undertook plans that involved training its junior employees to enhance their general operation skills as well as expertise in handling clients.

Technological Aspects

Anwar Almadinah Moevenpick hotel embraces a great deal of technology. Without technology, the hotel cannot advertise its products effectively. It was noted that the hotel considers all aspects of technology that include internet and social media advertisement, TFT monitor projection in its lounges as well as digitized sounding systems that attract customers from all spheres of life. Additionally, the company utilizes technology at its advanced level to capture photos and pictures of their product and services. For instance, a customer’s attention is drawn when they see photos of luxurious beds; food offered the hotel as well as spectacular areas in the hotel yard and ultimately yearns to visit.

Legal Aspects

The hotel aspires not to show discrimination at any level. They formulated regulations and improved on the existing ones. The hotel ensures that its workers are insured in terms of their health and safety. They only employ workers that have attained the required age in accordance with the law.

Environmental Aspects

Environmental aspects are vital and sensitive with regard to the hotel nature of business. The change considered this aspect in details when it made changes in the appliances they use. This has helped them in effective reduction of water use and greenhouse gas reduction; a program that has earned them the Green Globe Certification.

Roles and Perspectives of Key Players

Anwar Almadinah Moevenpick hotel in Saudi Arabia is under the management of different key people that head its different departments. The management team played significant roles in fostering change and ensure that it occurred as was planned. The departments in the hotel are numerous because of the international nature of Anwar Almadinah Moevenpick hotel in Saudi Arabia. Moreover, change that was intended for the hotel needs the cooperation of all managers and executive leaders. Employees also had their part to play to help in the realization of these changes with regard to an outlined change plan. The plan followed all the process that will be discussed in the relevant literature below. The hotel company owner is MoevenPick Holding who owns 66.7% of the totals and the Kingdom Group holding 33.3% of the totals.

The following is a breakdown of the management of Anwar Almadinah Moevenpick hotel in Saudi Arabia:

  1. General Manager that is also referred to as the hotel manager
  2. Assistant General Manager
  • Director of Rooms
  1. Director of hotel operations
  2. Human Resource Manager
  3. Executive Hotel Assistant manager
  • Resident manager
  • Resort Manager
  1. Marketing Director

These key people are instrumental in the change process of the company. Any external or internal problems are handled by the key people in the management to ensure that business runs smoothly every day. Additionally, they ensure a great deal of accountability in the hotel and tackle issues regarding employees, customers as well as suppliers. This means that there are yet some other people that are significant in the hotel management like the customers, stakeholders and the above mentioned suppliers. For instance, the general manager ensures that all processes of change that are initiated are clearly undertaken according to the intended purpose. It is important to not that the managers of the hotel work together whenever there is an issue that seeks their attention for the betterment of the company, the customers and the employees.

In the entire process of transformation and change, management, employees and customers experienced and learnt a lot. They gained much knowledge from all aspects of the hotel, including various departments that work together to realize the set objectives. For change to take place, there were dissimilar perceptions, receptions and reactions according to the expectation of a change process feedback. These included shock, denial, anger, bargaining, and depression to acceptance, testing and moving on as in the graph below.

The graph above summarizes the stages associated with the change process. It explains the associated stages with regard to change initiation to its final acceptance stage.

Evaluation of Relevant Academic Literature

As McKenna (2000, 505) noted in his book, change undergoes three main processes including Unfreezing, Changing and Refreezing. In the first process of Unfreezing, change may be introduced through a crisis that may occur in the organization, new demands or innovations that may be proposed by someone within the organization. The previous ways are exposed for questioning and the change climate exists. Unfreezing process is the status quo. The second process refers to c hanging where the change happens over a random process of seeking new solutions, or planned approaches that solve the problem. There is confusion, uncertainty, searching and probably conflict. This process takes place through a set of actions.

Thomson & Martin (2005, 816) support the three process change notion an note that in the final process of change, refreezing, change slows as proposed new ways replace the previous ones and implemented as the standard practice. Ultimately, the members accept and adopt the new situation. Change is always accompanied by several dynamics. It is the process through which change is assumes its stable pattern. At first, people will feel self-conscious, ill-at-ease and awkward. People will also think about what they are supposed to give up and they can only handle little change. In addition, people will start thinking about what they are going to give up and will tend to feel alone even when everyone is in the process of change. People are at varying levels of the readiness for change and they will have concern with what they feel they do not have in sufficient such as money, skills and time. Furthermore, if the pressure is taken off people, they will have to revert back to the old behaviors.

As indicated in Handout 5, (n.d, page 5), change also is accompanied with different reactions including identity, cooperation, acceptance, support, commitment, apathy, neutrality, sabotage, complaints, attacks, foot dragging, and indifference. Most of these reactions are due to failure to accept what is being introduced to the system (Bate, 1996). There are several reasons that trigger these resistances for the change including the proposed change seeming to violate ethics or values. Proposed changes represent uncertainty and inertia exists in the system. In the same way misunderstanding of the proposed changes is evident because it poses danger to the organizational members’ security. It instills fear of loss and personal antagonism exists among the group members as there is lack of confidence for a change of sponsor (S). Finally, there is failure to notice the need for change and the timing is very poor.

Luke et.al. (1983) have considered the theory of change at a great depth. They have found out that it involves the articulation of the underlying assumptions and beliefs that guide a delivery strategy for service and are seen to be so critical for producing improvement and change. Theory of change has also been described as the on-going process of reflecting on something and exploring change and the way it happens (Luke et.al. 1983). It locates a project or programs within a broader analysis of the way change will come about. It also draws on the external learning about development and articulates our understanding of the change, but also challenges us to explore it more. It is usually presented in the form of a diagram with the accompanying narrative summary.

Brennan, Birdger & Alter (2013) discuss in their book the categories of the theories of change. These theories of change represent the beliefs about the need of the target population and the strategies that will enable them to satisfy those needs. A theory of change is composed of two broad sections. The first section involves operationalizing and conceptualizing the theory’s core frames (Brennan, Birdger & Alter, 2013). These frames define: Outcomes; what one intends to achieve, Populations; the person you are serving, and the Strategies; the tactics to use in achieving the desired outcomes. The second section of the theory of change incorporates generating an understanding of the associations between the three key elements and expressing those associations vividly (Brennan, Birdger & Alter, 2013).

Funnell & Rogers (2011) consider a purposeful program theory. Their book contains an in depth analysis of effective use of the change theories in logic models. It is necessary to develop a theory of change for numerous reasons. First, theories of change enable the stakeholders to move from being passive reporters and collectors of information to active information users for service delivery and system planning (Beer & Norhia, 2001, p1). Secondly, theories of change enable the program and system staffs to understand better the type of evaluation information that they require to make their day-to-day decisions. It is also necessary to develop theories of change so as to help the evaluator in developing research questions that focus on the change measurement that occur given the strategies that operate well at the program, system and client level. Since they facilitate the understanding of the link between the strategies and the accomplishment of the outcomes, theories of change foster data integration from the broader accreditation and evaluation requirements into the local efforts of evaluation (Buchanan, 2003). Ultimately, having the theory of change enables those implementing the strategies to understand the expectations and assumptions that guide their actions, decisions, and resulting accomplishment (Vego, 2007, 53; Angelika, 2005).

Berry, (2007, 30) identifies that theory of change follows a specific developmental process so as to accomplish the mission. In the same way, Ouchi (1981, 6-16) describes the theory in details the first to the thirteenth step that are involved in the change process. The first to the fourth steps cover the assumptions made for the process. They seek to understand the following concepts: the problem that is being addressed, the underlying cause of the problem or issue, the level or depth of working, and the impact aimed to be achieved and how the solution for the problem looks like. Step five and six are concerned with the target groups and seeks to understand the ideas on who would be impacted and how could the identified groups be reached or influenced.

Step seven to twelve are concerned with the strategies involved to create the change. They give the following information: the processes or tools needed to impact the identified groups, the resources (time, skills, knowledge and financial) needed to employ these processes and tools to effectively impact the target groups, the already available resources, the knowledge, skills and other resources needed to be developed, any other person working in the field, the likely competition with others and whether there is need to work in partnership with others or the resources and skills to borrow from others.

Step thirteen reflects on the outcome and seeks to find details on how to recognize the success, what may count as success after some period and the indicators used to measure the impacts or achievements. Moving forward, step fourteen and fifteen choose to reflect on the overall change process and presents details on the reviews and answers of each step, whether the organization will be in agreement and comfort with the proposal. Once the development tool is complete and the theory of change is created, then creation of the strategic plan for the organization can be made or the current plan can be updated to reflect on this new thought.

Welfens (1999, 64) considers the competitive nature of business organizations and notes that organizations are currently going through a constant process of change that is brought about by economics, business innovation, competition and the realization that stagnating may imply organization death. As the environment for business increases in its complexity, it rapidly changes. Management and organization consequently experience a significant transformation to withstand these changes. On a company level (micro-level), these transformations would involve changing of the enhancements in human resource management and the internal corporate culture in response to the evolving requirements of the workforce and the increasing diversity in the workplace. Therefore, the ability to bring change is a significant component of the business environment of the organization while the ability to enable it to withstand the change is similarly a crucial business challenge for the organizational leadership.

Organizational change is a significant part of the organizational management and the leaders cannot ignore the certainty of having to manage the change in their organizations. Furthermore, a global study conducted with more than 2,000 organizations indicates that 82% had executed major changes on the information systems that entailed other changes in technology, people, as well as structure (Robbins, Coulter, 2007). It is imperative that organizations and their managers understand the way of increasing the chances of having successful programs of change the programs in the hotels need to improve its quality as well its efficiency that ultimately reduces cost for higher demand of its products and service (Mazzucato, 2002, 133).

Rouse & Sage (2007, 83) clearly ascertain all that is necessary in the market. For a mature business organization to have an impact in the market, it has to undergo transformational changes that render it competitive. A need for the growth of any organization so as to remain a viable entity in the market must occur because organizational change is as inevitable as cultures or anything in life that needs constant preparation and attention. In order to progress or succeed in any market, the organization has to transform itself and ensure that it has the ability to satisfy the needs of its customers according to market demand. These may be described as internal needs of the customers that the organization is obliged to satisfy and meet accordingly (Rose & Sage, 2007, 83). Managers need to move everyone to the proposed new behavior through demonstration, motivation, empowerment, and the learning principles of training. Managers constantly face choice on how to respond better to the forces behind change (Cameron, Green, 2009).

There are numerous types of changes that the managers can implement to enable their organizations accomplish the desired status of the future. In general, these two types of change are categorized as revolutionary change and evolutionary change. Revolutionary change is dramatic, rapid and broadly focused. It happens usually when the current method of operation cannot fulfill the external environment demands, and a big change needs to be created within a short period to maintain the working of the organization. Evolutionary change is intermittent, narrowly-focused, and intermittent (George & Jones, 2007). Its major purpose is to make a continuous improvement so as to cope up with the environmental changes. Finally, there must be a feedback on the way change occurred, and then the necessary adjustments made by reinforcing the new behavior and eliminating the old habits.

Critical analysis

When an issue arises in the management of luxurious hotels, that does not make customers cease looking for alternative ways of satisfying their wants. And when customers come to a hotel and are dissatisfied, they can raise their issues according to their personalities. Some customers will share their experience in the luxurious hotel and expose their highlights as well as drawbacks that they meet in the hotel rooms, restaurants or in the hotel yards. All these are triggers of change that exert their effect in the hotel industry. As much as the field requires radical changes to satisfy the needs of their customers, it is also true that change is a process that progress in a systematic ways that finally reaches its peak to give a response or the intended feedback.

Among the three main processes of change, freezing serves little or no function at all in the hotel change process. This is because the world is fast evolving technologically and freezing does not efficiently match the ever changing business conditions (Senior, 2006). Between the two approaches regarding the change process, transactional or transformational, hotel management applied a higher percentage of transactional as opposed to lower percentage of transformational. All in all, it depicted a blend of both to ensure that it reacts immediately to the customers’ needs in the case of transactional and also transformational change owing to the fact that the management reveals their interest in continuous change (Myers, et.al, 2012). Even when an organization tries t change and fails, they learn from their mistakes and finally adapt to show significance of failure (Paton, 2008, p4).

Conclusion

Changes in an organization are therefore important issues and the managers responsible for the change create a valuable contribution to the organization. It is indeed a process where the organization optimizes its performances while working towards its ideal state. It occurs as a reaction directed towards an ever-changing environment of business, a response to an emerging crisis situation, or may be triggered by a leader in associate to the organization.. From a passive perspective, change in an organization occurs due to an ever-changing business environment or due to a response towards a crisis situation. Conversely, a more proactive viewpoint of change is that it is initiated by a progressive manager. In addition, organization change is usually evident when an organization has just had a transfer of the executive power (Haveman, Russo & Meyer, 2001).

As has been seen from the discussion above successful change is not always an adjustment process, but also sufficient capabilities of management. It involves change processes, embraced culture as well as the people that initiate, interact, oppose or accept the change process. For an effective change to occur in an organization, it requires an initial step involves with the preparatory phase of the change, which is problem identity and scrutiny. The paper has also considered change triggers that include fast rising technology, customer demands and need to gain competitive value in the market. Communication has been found to be a vital tool that establishes the relationship between the customer and the hotel. The change process has highlighted how communication is elevated and incorporated in the hotel management system so to depict efficacy. All in all, Anwar Almadinah Moevenpick hotel is a perfect example of a business organization that embrace change as it comes, by being reactive and flexible to blend in appropriately.

Lessons learnt: personal and organisational

The following lessons I have learnt after I completed the work:

  • increased my knowledge of leading
  • understood how implementing change in organisations
  • I have learnt the initiatives which control the organizational change
  • Learnt the critical success factors which have influances in changing process in an organization.
  • Different success factors are contribute toward organisational change such as the type of       management support, the form of an organisational strategy, how the employees are envolving in such change.
  • I learnt how to apply SWOT analysis on the organization in order to study the change required

Finally, for the hotel where I gained my first work experience, It was very important to understand organizational structure and then plan for change because not every single change can be done in any organization could be successful. Moreover, personal trainings and ICT equipments update are key factors to have a successful transformation and change.

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