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MANAGING CHANGE IN TOURISM AND HOSPITALITY ORGANISATION, meeting, TQM3,…
MANAGING CHANGE IN TOURISM AND HOSPITALITY ORGANISATION
ORGANISATIONAL CHANGE: changes that need to be made to the managerial and operational procedures of organisations as they adapt to the changing demands of customers.
TYPES OF ORGANISATIONAL CHANGE
DOWNSIZING
DOWNSIZING ATTEMPTS TO IMPROVE QUALITY,EFFICIENCY AND EFFICACY BY MAKING ORGANISATIONS SMALLER AND MORE EFFECTIVE.
REENGINEERING
THE PROCESS AND PROCEDURES IN AN ORGANISATION ARE COMPLETELY REDESIGNED.
TOTAL QUALITY MANAGEMENT
TQM IS CONCERNED WITH THE IMPLEMENTATION OF QUALITY AND EXCELLENCE , IT NATURALLY IMPLIES THAT AN ORGANISATION NEEDS TO CHANGE IN ORDER FOR TQM TO BE FULLY EFFECTIVE.
ORGANISATIONAL CULTURE: IS THE DISTINCTIVE PATTERN OF SHARED ASSUMPTIONS, VALUES AND NORMS THAT SHAPE THE SOCIALISATION ACTIVITIES, LANGUAGES, SYMBOLS,RITES AND CEREMONIES OF ORGANISATION. :silhouettes:
ELEMENTS OF ORGANISATIONAL STRUCTURE
KNOWLEDGE OF THE LANGUAGE OF THE ORGANISATION
KNOWLEDGE ABOUT THE ARTEFACTS AND SYMBOLS OF THE ORGANISATION
KNOWLEDGE OF NORMS,VALUES AND BELIEFS
STRONG AND WEAK ORGANISATIONAL CULTURES :black_flag:
A STRONG ORGANISATIONAL CULTURE PROVIDES EMPLOYEES WITH CLEARLY ARTICULATED GUIDELINES AND BEHAVIOURAL NORMS ON WHAT IS IMPORTANT TO THE ORGANISATION. :
WEAK ORGANISATIONAL CULTURES DO NOT PROVIDE THESE CLEARLY ARTICULATED GUIDELINES AND BEHAVIOURAL NORMS,WHICH RESULTS IN EMPLOYEES NOT BEING SURE OF WHAT IS EXPECTED FROM THEM.
LEVELS OF ORGANISATIONAL CULTURE
LEVEL 2: VALUES AND BELIEFS
LEVEL 3: ASSUMPTIONS
LEVEL 1: ARTEFACTS AND CREATIONS.
OVERCOMING RESISTANCE TO CHANGE
DIFFERENT METHODS THAT CAN BE USED TO OVERCOME RESISTANCE TO CHANGE :smiley:
MANAGEMENT MUST BE THE DRIVERS OF ORGANISATIONAL CHANGE AND SET THE EXAMPLES FOR EMPLOYEES. :star: :silhouettes:
SELF-REFLECTION SHOULD BE STIMULATED :silhouette:
INFORMATION SESSIONS, MEETINGS, POSTERS, DISCUSSION FORUMS AND STORYTELLING. :star:
JOB STRESS: IS THE PHYSICAL AND EMOTIONAL RESPONSES THAT OCCUR WHEN THE JOB REQUIREMENT DOES NOT MATCH THE AVAILABLE CAPABILITIES AND RESOURCES
TWO TYPES OF JOB STRESS: FUNCTIONAL AND DISFUNCTIONAL STRESS
MAIN CAUSES OF JOB STRESS ARE:
ORGANISATIONAL CAUSES: TASK DEMANDS AND WORKLOAD, PHYSICAL DEMANDS,ROLE DEMANDS,ROLE CONFLICT,ROLE AMBIGUITY,A LACK OF COHESION,A LACK OF SOCIAL SUPPORT
INDIVIDUAL CAUSES: TYPE A AND B PERSONALITIES
MANAGING JOB STRESS:
A PERSON'S DIET AND DRINKING HABITS SHOULD BE MONITORED. :check:
ANTI-STRESS TECHNIQUES SHOULD BE IMPLEMENTED. :check:
INDIVIDUALS SHOULD COME TO TERMS WITH WHAT THEY CAN AND CANNOT CHANGE. :check:
A NETWORK SUPPORT SHOULD BE CREATED. :check:
EMPLOYEES SHOULD BE TAUGHT ABOUT THE SYMPTOMS AND EFFECTS OF JOB STRESS. :check:
COUNSELLING SHOULD BE MADE AVAILABLE . :check:
CHANGE! :check:
