Change Management in the Hospitality Industry
How can the management of a hotel apply change management to implement a strategic change in the company mission statement.
Glossary
1. Executive summary
2. Context and Objectives 2.1 Background 2.2 Purpose 2.3 Objectives 2.3.1 Analyse topic related literature. 2.3.2 Creating a fictitious scenario. 2.3.3 Identifying and analysing how the management of three hotels in Sheffield would react to the fictitious case. 2.3.4 Designing a change management process 2.4 Expected Results 2.5 Constraints 3. Instrumental literature review 3.1 Change management general theory (models) 3.2 Change management in the hospitality industry 3.3 Relevant existing UK disability legislation 3.4 British standard and lobbyist wish list 4. Method of investigation 4.1 Fictitious case (in view of the forthcoming para-Olympic games an international hotel group has decided to transform temporarily one of their subsidiary hotels into accommodation for disabled athletes.) 4.2 Questionnaires 4.2.1. Part 1 4.2.2 Part 2 5. Findings and analysis 5.1 Managerial behaviour regarding change management models 6. Conclusions 7. Bibliography 2. Context and Objectives 2.1 Background Disability law is often overlooked in the hospitality industry and managers are often not qualified in dealing with legal requirements and services in their hotel. In the UK impaired travellers account for 12% of all overnight trips (5.7 million) (E. Manson, 2009). During the practical placement year at the Hilton in Brussels, the hotel revealed itself with deficits in quality and security of hosting disabled people. These observations were confirmed by a guest. Mr. Robert Johnstone who was a regular guest, but also a lobbyist in the European commission for disabled rights. He also added that staff was very often not trained and unaware of how to handle a disabled or impaired guest. He was often shocked how he was treated whilst checking
Glossary
1. Executive summary
2. Context and Objectives 2.1 Background 2.2 Purpose 2.3 Objectives 2.3.1 Analyse topic related literature. 2.3.2 Creating a fictitious scenario. 2.3.3 Identifying and analysing how the management of three hotels in Sheffield would react to the fictitious case. 2.3.4 Designing a change management process 2.4 Expected Results 2.5 Constraints 3. Instrumental literature review 3.1 Change management general theory (models) 3.2 Change management in the hospitality industry 3.3 Relevant existing UK disability legislation 3.4 British standard and lobbyist wish list 4. Method of investigation 4.1 Fictitious case (in view of the forthcoming para-Olympic games an international hotel group has decided to transform temporarily one of their subsidiary hotels into accommodation for disabled athletes.) 4.2 Questionnaires 4.2.1. Part 1 4.2.2 Part 2 5. Findings and analysis 5.1 Managerial behaviour regarding change management models 6. Conclusions 7. Bibliography 2. Context and Objectives 2.1 Background Disability law is often overlooked in the hospitality industry and managers are often not qualified in dealing with legal requirements and services in their hotel. In the UK impaired travellers account for 12% of all overnight trips (5.7 million) (E. Manson, 2009). During the practical placement year at the Hilton in Brussels, the hotel revealed itself with deficits in quality and security of hosting disabled people. These observations were confirmed by a guest. Mr. Robert Johnstone who was a regular guest, but also a lobbyist in the European commission for disabled rights. He also added that staff was very often not trained and unaware of how to handle a disabled or impaired guest. He was often shocked how he was treated whilst checking
Bibliography: Emily Manson. (2009). New figures highlight economic importance of disabled customers. C. Godd (2000). French for Business. 2nd ed. London: Editions Hatier. Kale (2005). The International Law of Responsibility for Economic Crimes: Holding State Officials Individually Liable for Acts of Fraudulent Enrichment . 2nd ed. London: Ashgate Publishing Limited. 21 - 25. Anon. (2009). Change management process guide. IT Operational Process. 2 (3), 22-41. Anon. (2009). BS8300. British Standards Institute . 2 (2), 31-62. Books: J. Hayes (2010). The theory and practice of change management . London: Palgrace Mcmillan. 5-56. M. Green (2007). Change management masterclass: a step by step guide to successful change management. London: Kogan Page. 6-75. G R. L. Lynch (2012). Strategic management . 4th ed. Harlow: Pearson. Paton, A. Mccalman, J. (2000). Change management - a guide to effective implementation. 2nd ed. London: SAGE publications. 2 - 59 Buhalis, D Anon. (2008). Guidance on accessibility of large hotel premises and hotel chains. BSI. 1 (1), 1 - 8 Anon (2010)