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Chapter 13 Managing Change. Supervision in the Hospitality Industry Fourth Edition (250T or 250). Competencies for Managing Change. Distinguish external forces of change from internal forces of change. Explain how a model for change can guide supervisors in planning and implementing change.
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Chapter 13Managing Change Supervision in the Hospitality Industry Fourth Edition (250T or 250)
Competencies forManaging Change • Distinguish external forces of change from internal forces of change. • Explain how a model for change can guide supervisors in planning and implementing change. • Describe actions that supervisors can take to minimize resistance to change. (continued)
Competencies forManaging Change • Describe steps supervisors can take when communicating change to employees. • Explain why indicators of effective change are essential to the evaluation of the change process. (continued)
External Forces of Change • Social • Economic • Political • Legal • Technological • Changing needs of guests
Internal Forces of Change Anything “new” • Tasks • Equipment • Employees • Supervisors/Managers • Processes • Procedures • Policies
Model for Change • Unfreeze existing situation: generate the need for change. • Work toward desired change: modify behaviors. • Refreeze the situation: create a new status quo.
Minimizing Resistance to Change • Stress the values, vision, and mission of the change. • Maintain open communication relating to the change. • Time the introduction of the change appropriately. • Involve the employees in the change process. • Build and maintain a high level of trust with your employees.
Communicating Change • Step 1—Explain the details. • Step 2—Ask for opinions/listen for feelings. • Step 3—Solicit ideas on how to accomplish the change. • Step 4—Ask for commitment and support. • Step 5—Follow up.
Step 1—Explain the details • Emphasize how employees benefit from the change. • “What’s in it for me?” • Stress to employees what will not change. • Allay fears.
Step 2—Ask for opinions/listen for feelings • Respond to an employee’s negative feelings without becoming defensive. • Demonstrate acceptance of an employee’s feelings • Listen and observe. • Reflect the employee’s feelings and opinions. • Check for understanding.
Step 3—Ask for ideas • Identify negotiable items. • Involve employees. • Focus discussion. • Invite input.
Step 4—Ask for commitment and support • Ask for help. • Emphasize positive past performance. • Offer help and support yourself. • Express confidence in the employee’s ability to adapt.
Step 5—Follow up • “Newness” of change can create stress. • Use positive reinforcement for even small improvements. • Things may get worse before they get better. • Keep asking for opinions and listening for feelings.
Evaluating Change • Determine whether any additional changes are necessary • Assess whether the change has created any spin–off problems