European Journal of Business and Management www.iiste.org ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol.6, No.38, 2014 189 Changing the HRM Vision into Reality the Role of Manager’s Skills for Implementing Change Within the Organization: A Chinese Study Sajjad Nazir (Corresponding author) Prof. Dr. Wang Qun Amina Shafi Fahim Afzal Nadia Nazir Hohai Buiness School, HoHai University, 01 Xikang Road, Nanjing, 210098. China Tel: 0086-18502552540 Email: sajjadnazir@hotmail.com Abstract The global corporate competitive survival behavior has changed dramatically over the past few years, the change process which has forced organization’s to engage in frequent changes large and small. The palpable truth, that changes are the additional burden on the manager’s shoulders. The assumption is that not all managers have the capability to carry the burden successfully to attain the targets. The Coffee Chain is one of the identifiable hospitality industry has high sensitivity to the external environmental changes. To survive in the competitive environment, coffee chains must have a vision to react quickly to the changing business models. To be successful in the industry, there are winning techniques proposed in the competency of people management. This study investigated the skill set of the managers to the competency in people management while implementing change in the organization. The questionnaire was constructed, tested and managed to a total of 447 individuals in the coffee chain organizations in China. Total 447 usable surveys were analyzed using Microsoft excel and Chi-Square analysis to test the study hypotheses. The result showed that managers motivating, communication, trust, empowerment and delegating skills for implementing change have a positive and significant impact on the employee's in the coffee organizations in China. This study suggests the value of interpersonal skills in successfully implementing change, specifically the abilities to motivate, communicate, and create supportive environments for teams. Managers who possess and demonstrate these skills are perceived as more effective in driving change. Introduction The need for competitive success has been the keystone of the hospitality organizations throughout history (Burnes 2004). However, the dynamics and the rapid evolution of the 21st century, has increased attention to this fundamental aspect of the business. According to (Burnes 2004) Change is a ubiquitous function of organizational life, both in the strategic and operational levels. Therefore, there should be no doubt that it is important for any organization of its ability to identify the place where it should be in the future, and how to manage the necessary changes within the organization. As a result, the change of the organizational models cannot be separated from organization's strategy, or vice versa (Rieley and Clarkson 2001, Burnes 2004). Because of the importance of the change in the organization, its management is becoming extremely required an essential managerial skills (Senior and Fleming 2006). (Graetz 2000) goes so far as to suggest "In a context of increasing globalization, deregulation, greater competition, the rapid pace of technological advancement, the emergent strength of knowledge workers, and changing in social and demographic tendency, few would dispute that the main task of the management today is leadership of organizational change". (P. 550) Strategy makers create a long-term strategy for the organization to cope up with the demand of market needs and the consumer’s requirements. How those long term strategies are made to work and pay the expected results? How the implementation process is the essential part of the successful strategy execution? , these questions are interesting when we study about their success strategy and operations management. The changes are an inevitable factor for new strategies. The change gives any organization a difference in their competing market and their strategy which adds the value to their business. Management of change is becoming vital for the organizations. Change has become a continuous process. At the same time implementation phase of the change unarguably important for any organization. Napoleon Bonaparte remarked “War is the simple art, its essence lies in its accomplishment”. (Eccles 1994) says “effective business strategies are worthless if their implementation is impossible. Many organizations just talk about what they are going to do and what they need to achieve because they are unable to apply their knowledge and skills to their agreed aims and objectives”. The need for change is the expectation of progressive business returns. Change mainly related to human capital. Thus (Snell and Dean 1992) also recognize, “Employees are not valuable in the abstract, but rather as a function of the jobs they perform … Thus, the value of human capital investments depends upon the demands placed upon employees". (p. 469-70).