© 2007, educational institute chapter 13 managing change supervision in the hospitality industry...
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© 2007, Educational Institute 2 Competencies for Managing Change 4.Describe steps supervisors can take when communicating change to employees. 5.Explain why indicators of effective change are essential to the evaluation of the change process. (continued)TRANSCRIPT
© 2007, Educational Institute
Chapter 13Managing Change
Supervision in the Hospitality IndustryFourth Edition(250T or 250)
© 2007, Educational Institute 2
Competencies forManaging Change
1. Distinguish external forces of change from internal forces of change.
2. Explain how a model for change can guide supervisors in planning and implementing change.
3. Describe actions that supervisors can take to minimize resistance to change.
(continued)
© 2007, Educational Institute 3
Competencies forManaging Change
4. Describe steps supervisors can take when communicating change to employees.
5. Explain why indicators of effective change are essential to the evaluation of the change process.
(continued)
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External Forces of Change
• Social
• Economic
• Political
• Legal
• Technological
• Changing needs of guests
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Internal Forces of ChangeAnything “new”• Tasks• Equipment• Employees• Supervisors/Managers• Processes• Procedures• Policies
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Model for Change
1. Unfreeze existing situation: generate the need for change.
2. Work toward desired change: modify behaviors.
3. Refreeze the situation: create a new status quo.
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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.
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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.
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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.
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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.
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Step 3—Ask for ideas
• Identify negotiable items.
• Involve employees.
• Focus discussion.
• Invite input.
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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.
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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.
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Evaluating Change
• Determine whether any additional changes are necessary
• Assess whether the change has created any spin–off problems