The hoteling system

The hoteling system

Q.1 Based on your understanding of Lewin’s planned change model, explain how the partners of Royce Consulting could convince its managers to accept the “hoteling” system regarding the assignment of offices? (2 Marks). (Lo 1.1)

The hoteling system is bound to bring in a lot of controversy along with the managers because they think the system is only a representation of the Status Quo for the mangers in the company and, therefore, should not be implemented. The partners will have to use the three stages Unfreezing, change or move, and refreeze to convince the managers to implement the system. The first step in the change theory is called “unfreezing.” The key in this stage is to facilitate effective communication and empower staff to new ideas and ways to perform. As part of the initial Unfreezing step, partners have to prepare the organization to accept that change is inevitable. They have to disintegrate Royce’s status quo before setting up the new system. The partners have to point out the figure in terms of the increasing real estate costs, the work patterns of the managers in terms of hours spent in offices, and projections on the increased need for offices. Additionally, cost control strategies, need for flexibility, and centralized filing system by the state of the art technology need to be considered.

The second step involves moving or changing thoughts, behaviors, and feelings. In doing so, the theory is that it will make the individual or group more productive. Here, given motivation developed in the first stage, the managers begin to believe in the necessity of the innovation change and will move towards the new direction. The transition should take time for the entire staff and managers explicitly to embrace the new direction and proactively participate in the change. Lastly, there is the step of “refreezing.” This last step is the establishment of a new habit or mindset. This sets the new standard. During refreezing, the firm has to establish the unique office system descriptions and stress rebuild an appropriate culture concerning the use of the technological system, including descriptions relating to the new centralized filing system, control, and privacy particulars. The partners have to put in efforts to ensure that the managers internalize and institutionalize the changes to a level that the new changes begin to be part of the company norm.

Q.2 Discuss how the organizational culture of Royce Consulting can impede or support the decision for the required changes? (1.5 Marks) (Lo 1.2 & 2.4)

Royce Consultancy’s organizational culture is a stable culture with the leadership having a clear picture of what the organization is planning. Everybody is directing efforts to the clients and their reputation. The strong client-centered philosophy and efficient communication strategies, the consultants’ relationships and norms that revolve around high performance and job involvement, and finally, the manager-staff relationship substantially define the organization. However, the proposed change may split or support these elements of the company’s influential culture, all depending on the way partners will initiate the change. Managers are only feeling ready to adopt the change if compelled by the partners, signs showing that given their free will to choose, the majority will dismiss the shift.

Q.3 Based on your analysis, what would you predict will be the outcome if the partners proceed with the plan? (1.5 Marks) (Lo 1.2 & 2.4)

If the partners proceed with the plan, I believe that though the plan will realize its targets such as cost-effectiveness and efficiency of operations, it will negatively impact the organization’s behavior, particularly the managers’. This is because, from the interview, managers seem not to have been consulted nor better motivated with the idea. During the interview, many of the managers asked Sahrean if that was her idea. A question that most supposed to have been consulted if at all, the idea came from partners. Secondly, having all but two managers respond to second shared offices instead of the hoteling system suggests a lack of motivation from the majority. The interview by the planning team also points out that the majority of the managers confirmed that their output or productivity would be affected negatively by the shift to the office reservation system.