Identify and briefly describe a large organisation from Hospitality and Events sector.

Assignment Brief

Leadership and Change Management

Assessed Learning Outcomes

1. Critically evaluate leadership theories and assess their utility in the management of change
2. Explore and critically appraise the strategies and methods used for the planning and management of change
3. Utilise appropriate analytical and evaluative skills to solve complex change management challenges
4. Develop an effective plan to effectively manage a specified change

Write a report in which you:

1. Identify and briefly describe a large organisation from Hospitality and Events sector, which has recently undergone significant organisational change in the last 5 years. Ensure you clearly articulate what the organisation’s change programme is aiming toachieve. Also use academic concepts to analyse and identify the type of change this organisation has experienced/is experiencing. (20 Marks)
2. Use Lewin’s Force Field Analysis to model and evaluate the forces drivingchange, and the forces acting as barriers to change, in this organisation. You should link appropriate PESTEL and SWOT factors into your analysis where appropriate. You should ensure you clearly summarise and justify the single biggest driver for change, and the single biggest barrier to change in this organisation, at the end of your debate. (70 Marks)
3. Use the correct format for an report, and ensure the text is supported by academic theory and other robust sources. Ensure sources are cited correctly and that a full reference list is included at the end of the assignment, both of which should conform to Harvard Referencing conventions. The text should demonstrate high standards of grammar and spelling, and use of professional terminology. (10 Marks)

Sample Answer

Leadership and Change Management Report: Marriott International

Introduction

In today’s dynamic business environment, organisations in the hospitality and events sector face constant pressure to adapt to market changes, consumer expectations, and technological developments. Effective leadership and strategic change management are critical for maintaining competitiveness and sustainability. This report examines Marriott International, a major global player in the hospitality industry, and its recent change programme. The report analyses the nature of the organisational change, evaluates the forces influencing the change using Lewin’s Force Field Analysis, and draws conclusions regarding the effectiveness of the change initiative and its implications for the sector.

Organisational Overview and Description of Change

Marriott International is one of the world’s largest hotel chains, with over 8,500 properties operating across 138 countries. It manages a wide portfolio of brands, including luxury names such as The Ritz-Carlton and JW Marriott, as well as mid-scale and budget-friendly options. As a leading provider of accommodation and event services, Marriott’s operations span multiple segments of the hospitality market.

Between 2020 and 2023, Marriott implemented a substantial change programme in response to several internal and external pressures, notably the global COVID-19 pandemic, changing customer preferences, and a growing emphasis on environmental sustainability. The programme aimed to achieve digital transformation through the enhancement of mobile technology and contactless services, operational restructuring to improve efficiency and financial resilience, and the implementation of environmental and social governance initiatives, including a commitment to achieving net-zero carbon emissions by 2050.

From an academic perspective, the change can be characterised as transformational, as it involved a fundamental rethinking of Marriott’s operational model, service delivery, and strategic priorities. Burnes (2017) defines transformational change as one that reshapes the organisational culture and structure, often requiring significant shifts in leadership style and employee engagement. Moreover, Marriott’s change process followed the principles of planned change, as articulated by Lewin (1951), with distinct phases of preparation, implementation, and consolidation. It also involved elements of developmental change, as Marriott sought to enhance existing processes through innovation and technology rather than merely responding to crises.

Analysis of Change Using Lewin’s Force Field Analysis

To understand the dynamics of Marriott’s change programme, it is useful to apply Lewin’s Force Field Analysis, which identifies and evaluates the forces that drive change and those that resist it. In Marriott’s case, several key driving forces can be identified.

First, technological advancement played a central role in prompting change. The rise of digital services and customer demand for contactless experiences compelled Marriott to invest in mobile applications, digital check-in, and smart room technologies. Second, the COVID-19 pandemic created an urgent need to adapt service delivery, enhance health and safety protocols, and introduce flexible booking policies. These developments constituted a major social and health-related external pressure, influencing consumer behaviour and expectations.

Environmental concerns and the increasing emphasis on sustainability formed another driving force. Marriott faced mounting pressure from investors, regulators, and consumers to align its operations with environmental standards, prompting it to commit to long-term sustainability goals. In addition, competitive pressures, especially from digitally agile companies like Airbnb and from traditional competitors adopting advanced technologies, forced Marriott to respond proactively to maintain its market position.

Despite these compelling drivers, the change programme encountered several barriers. Employee resistance emerged as a significant challenge, particularly in relation to job security and the impact of automation. The introduction of digital services threatened existing roles, and the workforce expressed concerns about the pace and nature of change. Financial constraints also posed a challenge. The investment required for digital transformation and sustainability initiatives was substantial, and Marriott had to manage these costs amid revenue losses during the pandemic.

Organisational complexity further complicated the change process. Marriott’s global operations meant that change had to be implemented across diverse markets, each with unique cultural, legal, and economic conditions. Ensuring consistency and effectiveness in such a diverse environment proved difficult. Additionally, cultural resistance within the organisation itself, particularly among long-standing staff accustomed to traditional service models, hindered the smooth adoption of new technologies and practices.

The analysis reveals that the single most significant driver of change was the demand for technological innovation, driven by shifts in customer expectations and competitive dynamics. Conversely, the greatest barrier was employee resistance, particularly concerning job security and acceptance of new operational models.

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