© 2007, Educational Institute Chapter 13 Managing Change Supervision in the Hospitality Industry Fourth Edition (250T or 250)

© 2007, Educational Institute 1 Competencies for Managing 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 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)

© 2007, Educational Institute 3 External Forces of Change Social Economic Political Legal Technological Changing needs of guests

© 2007, Educational Institute 4 Internal Forces of Change Anything “new” Tasks Equipment Employees Supervisors/Managers Processes Procedures Policies

© 2007, Educational Institute 5 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.

© 2007, Educational Institute 6 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.

© 2007, Educational Institute 7 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.

© 2007, Educational Institute 8 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.

© 2007, Educational Institute 9 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.

© 2007, Educational Institute 10 Step 3—Ask for ideas Identify negotiable items. Involve employees. Focus discussion. Invite input.

© 2007, Educational Institute 11 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.

© 2007, Educational Institute 12 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.

© 2007, Educational Institute 13 Evaluating Change Determine whether any additional changes are necessary Assess whether the change has created any spin–off problems