1. Executive summary
2. Context and 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
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.)
4.2.1. Part 1
4.2.2 Part 2
5. Findings and analysis
5.1 Managerial behaviour regarding change management models
2. Context and Objectives
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 into a hotel with his wheelchair.
The most possible remedy would require capital investment. Disabled guests are a minority customer group and not a primary target (REFERENCE). Therefore investments have a long payback period or are not justifiable at all. So in result they are simply not done.
In some cases a remedy would be a change in the company's policy, strategy and attitude of the hotel group. One way to reach improvement on both levels (attitude and investment), would be to impose changes by legislation.
As such change cannot be expected in reality, for the purpose of the study, one can propose a fictitious scenario and study how a typical hotel would implement the required changed in terms of internal policy/strategy/attitude and capital investment, whilst remaining competitive.
The purpose of this paper is to identify the key factors of an organisational change on the operational performance when a hotel is confronted with an increase customer group. The findings will give a clear indication of how a management will consider an operational change when confronted with period of a certain customer group.
The results could be applied to hospitality manuals and contribute to already existing research in this domain. In 2000, projected expenditure on change management services were expected to exceed $6 billion by 2003 by International Data Corporation, a research firm (Goff, 2000). The many ways in which change can cost an organisation a fortune validate the priority of controlling costs throughout the process (Kale, 2005). A classified understanding of organisational change could enrich existing correlations to operational performance. Change management education offers a framework from which preparations may be constructed in order for on-going operations to achieve optimal smoothness. Some research emphasises the psychological impact of organisational change (Sullivan, 2004; Welch...