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Essay / Research Paper Abstract
Holiday Inn, the international hotel chain, has faced many changes. This 14 page paper looks at the way change has occurred at the company and considers this in line with the theory of organizational change. The bibliography cites 12 sources.
Page Count:
14 pages (~225 words per page)
File: TS14_TEHInnchng.rtf
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Unformatted sample text from the term paper:
with a high turnover of low paid staff in many of the employment positions. For Holiday Inn, many of the hotels bearing the brand name are franchises and not owned
by the company, and itself is part of the Intercontinental Hotels Group which has operations in more than 100 countries and includes more than 3,600 hotels. The approach had been
one of focusing on the profit margin with a short term attitude which focused on the hierarchy and power within the hierarchy. This resulted in a short term approach being
adopted. However, there has also be a period of change over the last ten years, especially where there has been increased competition in the hospitality trade and events such as
9/11 and SARs have also taken a toll on hotel income in different areas. If we look at Holiday Inn management at the beginning of this period they were
having a more short sighted approach to business, based on an almost autocratic system of management in the hotels and not as autocratic but still very bureaucratic at higher levels.
There was a recognised need for change and a strange period of instability started after the departure of Timothy Lane the CEO in 1997 when he had only been in
the role for 7 months. The management style changed, we see a more group management style emerge with reassurance of the companies future being reiterated by the parent companies management
in the form of Ian Prossner and the role of the chairman,, Bryan Langton, was also stressed as giving a measure of security and stability (Crabb, 1997, Nozar, 1996).
Thomas R. Oliver the CEO that took over from Lane can be seen to both lead from the front, but also be more of
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