Reflection on Change Management on the Hospitality Industry

The reflections may include any combination of the following:
Applying the core concepts to your experiences. This might take the form of 1-2 specific but brief examples from your work or personal experiences that demonstrate (or challenge) the ideas in the learning materials. If you do this, be very clear about how/why this example relates to particular concepts. For instance, if the topic is ‘communicating change', do not simply give an example of a miscommunication incident. Instead, briefly describe the incident but then use the specific concepts or theories that are introduced in the learning materials to diagnose, explain or make sense of what happened, and/or to propose an alternative (i.e. improved) outcome might have been achieved. Avoid stating your opinions without supporting it by theories introduced in the learning materials. In short, focus on using ideas in the learning materials as ‘tools’ that can be practically applied to things that you experience, observe or become aware of;
Brief responses to 1-2 of the following questions which you find especially relevant to you. Don't just 'go through the motions' of answering every question. Choose carefully question/s relevant to you and respond thoughtfully in ways beyond the obvious. For instance, discuss the implications of the question and the theories to your experiences, to other topics that we have studied, and/or to content from other subjects:
Consider the ‘recipe for change’ presented in Kotter’s 8-step model. What are the fundamental assumptions behind the traditional model? What are the strengths and weaknesses of director approaches?
How do you handle the many different change initiatives that are unfolding in your life or organisation you are working for. In particular, when these are all at different stages? Is this a problem? If not, why not? If it is, what is your preferred solution?
Bring the advice from any of the models covered this week. Reflecting on your own experience and knowledge of organisational change, consider what issues and steps are missing from the guidelines of the particular model; add these to master the list.
Real-world examples (e.g. media reports) that relate directly to the ideas in the Textbook and other learning materials. As with the previous points, be sure to explain connections between examples you include and specific relevant theories/concepts;
1-2 questions that the learning materials cause you to consider (e.g. unanswered issues that your preparation for a class has provoked in you), and why these might be important to your career or future. Be sure to provide sufficient context to demonstrate that you have thought about this issue (i.e. don't just list half a page of vague questions);
Relating the content to additional resources that you find, including relevant good quality academic materials. If you do use additional materials, be sure to reference and cite these fully using APA referencing style. and be sure to demonstrate that you have read and understood the referenced work – please do not list references that you don’t actually read; and/or
Any ideas or insights that the learning materials have triggered. These may relate to, for example, your organisation, your own life experiences, or issues from the broader media (e.g. newspaper, television news).
feedback: you could present your own opinion/assumptions about the story. Also, you could leverage the potential of the case and apply some of the frameworks which were covered in week 3. Moreover, you should add a reference to this case study.