SUPERVISION IN THE

HOSPITALITY INDUSTRY
Sixth Edition
13
Competencies
MANAGING CHANGE

1. Define change and distinguish external forces of change

from internal forces of change. (pp. 342–345)

2. Explain how a model for change can guide supervisors in

planning and implementing change. (pp. 345–347)

Supervision in the Hospitality Industry, 6th Edition

13
Competencies
MANAGING CHANGE

3. Describe actions that supervisors can take to minimize

employee resistance to change. (pp. 347–352)

4. Describe steps supervisors can take when communicating

change to employees. (pp. 352–357)

5. Explain why indicators of effective change are essential to

the evaluation of the change process. (pp. 357–359)

Supervision in the Hospitality Industry, 6th Edition

13 MANAGING CHANGE

13.1 The Forces of Change

• Work environment
• Physical facility and equipment
Stability • Basic guest needs
Factors • Relationships between
departments
• Employee resistance to change

Supervision in the Hospitality Industry, 6th Edition

13 MANAGING CHANGE

13.1 The Forces of Change

•Social
External •Economic
Forces
•Political
of
Change •Legal
•Technological
Supervision in the Hospitality Industry, 6th Edition
13 MANAGING CHANGE

13.1 The Forces of Change

•Employees
Internal •Technology
Forces
•Organizational structure
of
Change •Work procedures
•Work assignments
Supervision in the Hospitality Industry, 6th Edition
13 MANAGING CHANGE

13.2 A Model for Change

Refreeze Unfreeze
the the
Situation Situation

Work
Toward
Desired
Change
Supervision in the Hospitality Industry, 6th Edition
13 MANAGING CHANGE

13.2 A Model for Change

A need for change might be developed by:

Increasing
Explaining Taking action
pressure
reasons for to reduce
(rewards or
change resistance
punishments)

Supervision in the Hospitality Industry, 6th Edition

13 MANAGING CHANGE

13.3 Overcoming Resistance to Change

1. Identify the employee’s concern

2. Supply the proper information

3. Explain how the change will be

beneficial to him or her

Supervision in the Hospitality Industry, 6th Edition

13 MANAGING CHANGE

13.3 Overcoming Resistance to Change

To minimize resistance to change:

• Stress how the change is in line with the organization’s values, vision,
and mission.
• Maintain open communication.
• Time the introduction of the change appropriately.
• Involve employees in the change process.
• Build and maintain a high level of trust with employees.
• Help employees with issues that arise during the change process.

Supervision in the Hospitality Industry, 6th Edition

13 MANAGING CHANGE

13.4 The Supervisor as Change Agent

Three options for communicating change to employees:

Meet with each

Tell the work group Meet with informal
employee
as a whole leaders first
individually

Supervision in the Hospitality Industry, 6th Edition

13 MANAGING CHANGE

13.4 The Supervisor as Change Agent

Step 1 • Explain the details

Step 2 • Ask for opinions/listen for feelings
Step 3 • Solicit ideas to accomplish change
Step 4 • Request commitment and support
Step 5 • Follow up after change
Supervision in the Hospitality Industry, 6th Edition
13 MANAGING CHANGE

13.4 The Supervisor As Change Agent

Step 1 • Explain the details

Step 2 • Ask for opinions/listen for feelings
Step 3 • Solicit ideas to accomplish change
Step 4 • Request commitment and support
Step 5 • Follow up after change.
Supervision in the Hospitality Industry, 6th Edition
13 MANAGING CHANGE

13.4 The Supervisor As Change Agent

Step 1 • Explain the Details

Step 2 • Ask for Opinions/Listen for Feelings
Step 3 • Solicit ideas to accomplish change
Step 4 • Request commitment and support
Step 5 • Follow up after change.
Supervision in the Hospitality Industry, 6th Edition
13 MANAGING CHANGE

13.5 Evaluating Change

Other aspects of evaluating change include:

Determining Assessing whether Analyzing the

whether any the change has procedures by
additional changes created any spinoff which changes
are necessary problems have been made

Supervision in the Hospitality Industry, 6th Edition

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