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Managing Change In Difficult Times Management Essay

Content
  1. WHY CHANGE:
  2. the individual point of view school
  3. the open up system university.
  4. CAUSES AND CONTEXTS OF CHANGE
  1. Triggers, drivers and tracers of change:
  2. government legislation,
  3. advances in process or product technology,
  4. changing consumer requirements,
  5. ORGANISATIONAL CHANGE MODEL FOR BLUE MARINA RESTAURANT
  6. BARRIER TO SUCCESSFUL CHANGE
  7. IMPLEMENTATION AND MANAGING CHANGE.
  8. Turning around Blue Marina Restaurant requires that the change Managers build a change team, develop specific communication strategies and understand how to take care of the change changeover. There exists need to mobilise every staff of the restaurant to have a positive vision to the proposed modified plan.
  9. However, there is certainly need also to gain support from users of staff and as a consequence I would suggest an involvement strategy that involves focus on many areas equally as Kotter among others (2007). had thought-- the next were proposed :
  10. Establish a feeling of urgency
  11. Create a guiding coalition
  12. Develop a perspective and strategy
  13. Communicate this with others
  14. Empower action
  15. Generate shot term win
  16. Consolidate gain
  17. Going further how to control and put into practice change in Blue Marina Restaurant, in the 1940s and 1950s, Kurt Lewin concluded that to be successful, the change process needs to follow a three - step technique namely :
  18. Unfreezing
  19. Moving
  20. Refreezing
  21. His ideas were later widened by Schein who described the three phases as :
  22. Unfreezing- creating determination and readiness to change by demonstrating a need and vision for change in a manner that would not cause the blame being associated with the managers who possessed let the corporation deteriorate.
  23. Changing- organizational people identify with a new model or way of doing things
  24. Refreezing- refreezing must arise at the average person level with employees accepting new conducts and also at interpersonal and interdepartmental levels ensuring new behavious fit well with all of those other organization.
  25. These three phases are highly recommended to the Change Professionals of Blue Marina restaurant. Professionals wanting to bring in change would understand and know that change occurs gradually and steps through some stages. For instance, one must recognize the necessity for change. Next step is to determine where Blue marina restaurant stands as it pertains to the situation, where it programs and wants to be, and exactly how it designs to get there.
  26. Bullock and batten after reviewing over 30 types of planned change, came to the conclusion that change activities could be grouped into four phases namely:
  27. Exploration phase: recognizing the need for change, choosing the kind of changes and commit resources to planning the changes, sourcing for a advisor who helps with planning, execution and defines everyone's role as it impacts Blue marina restaurant.
  28. Planning Phase: This is a phase where understanding Blue marinas restaurant problems set in. It entails gathering of information and useful data to be able to diagnose the situation and proffering treatment for them while seeking approvals from the necessary quarters.
  29. Action phase: execution and preparations of the changes to manage the change process and getting necessary feedbacks in other to help make the needed modification.
  30. PREPARING FOR CHANGE
  31. Phase 1
  32. The first period is directed at being ready. There may be need to answer the following question: "how a lot of change management do we are in need of for this task?" The first period is to supply the situation awareness which very critical for effective change management in the restaurant.
  33. Outputs of Period 1:
  34. Change characteristics profile
  35. Organizational qualities profile
  36. Change management strategy
  37. Change management team structure
  38. Sponsor assessment, composition and roles
  39. ( i )
  40. MANAGING CHANGE
  41. Phase 2
  42. The second phase is based on plans that are imbibed in to the job activities - what people generally think of when they discuss change management. Predicated on research, completed there are five main programs that should be considered to help Blue Marina Management move through the change Model.
  43. Outputs of Period 2:
  44. Communication plan
  45. Sponsor roadmap
  46. Training plan
  47. Coaching plan
  48. Resistance management plan
  49. (ii)
  50. REINFORCING CHANGE
  51. Phase 3
  52. Equally critical but most often overlooked is the 3rd stage of where project teams create strategies to make certain that the change plan is sustained. At this point, project teams leader create and develop measures to ensure the change has occurred and to also actually confirm if employees are doing their careers the new way also to celebrate success.
  53. Outputs of Phase 3:
  54. Reinforcement mechanisms
  55. Compliance audit reports
  56. Corrective action plans
  57. Individual and group acceptance approaches
  58. Success celebrations
  59. After action review
  60. (iii)
  61. CONCLUSION
More...

There is need for the Management of blue Marina to embrace change which is offered in form of restructuring, outsourcing, culture change programs, business process reengineering, the implementation of venture system, development of competences and features, new business models and release of new product and services.

Blue Marina is a restaurant that specialises in the planning, service and sale of choice menu to everyone, such as main training, pastries and desserts.

It is a family group owned or operated business of Italian origins, and prides itself in its choice of clientele within the last years.

It showcases of staff power of about 40 people, of which 50% is over a permanent contract while the rest is distributed within the part-time and relief workers.

However, there's been a major matter for the Management of Blue Marina as the staff turnaround time has been on the high aspect which in turn influences both efficiency and service delivery to customers as they have to await longer time period before being dished up.

At present Blue Marina restaurant has recorded losses for the first time on its balance sheet which has called for need for change within the establishment if it still want to remain in the food business.

Managing change is perhaps difficult and dangerous - why should this be so?

One reason is the lack of a widespread change theory, which requires an understanding of organisation, strategy and change. Before trying to improve something there should be an understanding of what must be changed as change in this context could suggest the alteration of organisational components such as the strategy, goals, structure, procedures, system, technology, and folks to increase the effectiveness or efficiency of the business.

WHY CHANGE:

It is very important to understand the number of methods to change management that exist. One method of understanding change management is the recognition of major universities of thought. Burnes (2004a:262) shows three institutions of thought upon which he believes change management is based:

the individual point of view school

the group dynamics college, and

the open up system university.

While Paton and McCalman (2000 :2) regard management and change as synonymous Hamlin (2001: 44) offers a typical summary of the mainstream theoretical point of view to understanding change management within an organisation

CAUSES AND CONTEXTS OF CHANGE

Triggers, drivers and tracers of change:

Drifferent writers offer different levels of elegance in their standards of causes and drivers. De Caluwe and Vermaak (2003:80) eloquently defined a lead to 'as the mental characteristics that contribute to the emergence of any change idea'.

Tichy(1983:147) considered large scale strategic change as being 'prompted by a big -scale uncertainty - by means of either a danger or an opportunity'. Recently Patton and McCalman (2003:23) recognized potential triggers which include:

government legislation,

advances in process or product technology,

changing consumer requirements,

expectation or flavour, and rival or supply chain activities.

Drukker (1994) suggests that company should frequently concern every product, every service, every insurance policy, every distribution channel, with the question if we weren't in it already, would we be entering it now?

Before a powerful change may take place within the Blue marina restaurant, there is certainly need to comprehend days gone by, present and future of Blue marina restaurant generally.

As in the case of Blue Marina the under brought up reasons have necessitated the necessity for change.

These reasons are as stated below:

High turnaround time

Long delay in preparation and service of food to customers

Decrease in sales figure

Low revenue margin

Low patronage

External competitors

Need for expansion

ORGANISATIONAL CHANGE MODEL FOR BLUE MARINA RESTAURANT

A model is a representation to show the engineering or appearance of or describe something: Phil Kelly (2009:146-147). This permits an organisation to recognize targets for change, diagnose problems, although it outlines the necessary action for change permitting it to make a highway map and implementation strategy. Many models helps us to understand how organisations operate, what to change as well as how to effectively carry out the change.

Change Models: an abstract representation of describing this content or process of changes.

Mckinsey 7-S model; this is a model that checks organisational examination and dynamics including components: such as strategy, framework, systems, style, staff, distributed value and skill.

Nadler and Tushman congruence model: they both viewed an company as asset of inner, transformational, components that must definitely be congruent with the other person and the organisation strategy and environment

Burke-Litwin model: a causal model that both checks transformational and transactional organizational factors represented within an open system.

Though all these models have their inherent advantages and weakness, but Nadler and Tushman model have had the opportunity to recognize the actual fact that organizations are influenced by its environment which their models were divided into source, process and end result.

Nadler and Tushman(1989) argued that there surely is need for transformational process components to be congruent or fit with each other, which might either have its benefits and drawbacks.

Their model suggests there is no person best way to organize change. Which explains why it is been advised for the Blue Marina Restaurant change Professionals.

BARRIER TO SUCCESSFUL CHANGE

It is important for individuals managing change in Blue Marina restaurant to understand the type of the amount of resistance they may encounter from other professionals and also other workers. These challenges must be dealt with before unfreezing may take place. Fransella, (1975:135)argued that people may like change and respect it as essential feature of living ;it does not mean that we always welcome it.

Similarly, Paton and McCalman (2000:47) have determined why organisations individuals and categories fear change such as the ensuing organisational redesign, new technical challenges and challenges to old ideas.

Lines (2004 :198) concludes that amount of resistance towards change includes behaviours that are acted out by change recipients to be able to decelerate or terminate an expected organisational change. Dawson (2003:19) on his part identifies the following types of organisational factors that resistance can end result:

Substantive change in job

Reduction in economic security or job positioning.

Psychological threat

Disruption of social arrangements and bringing down of status

There is not a concrete description of resistance to change that currently prevails, it is also unlikely that a single universal description of resistance to improve will ever before be sufficient.

IMPLEMENTATION AND MANAGING CHANGE.

Turning around Blue Marina Restaurant requires that the change Managers build a change team, develop specific communication strategies and understand how to take care of the change changeover. There exists need to mobilise every staff of the restaurant to have a positive vision to the proposed modified plan.

However, there is certainly need also to gain support from users of staff and as a consequence I would suggest an involvement strategy that involves focus on many areas equally as Kotter among others (2007). had thought-- the next were proposed :

Establish a feeling of urgency

Create a guiding coalition

Develop a perspective and strategy

Communicate this with others

Empower action

Generate shot term win

Consolidate gain

Going further how to control and put into practice change in Blue Marina Restaurant, in the 1940s and 1950s, Kurt Lewin concluded that to be successful, the change process needs to follow a three - step technique namely :

Unfreezing

Moving

Refreezing

His ideas were later widened by Schein who described the three phases as :

Unfreezing- creating determination and readiness to change by demonstrating a need and vision for change in a manner that would not cause the blame being associated with the managers who possessed let the corporation deteriorate.

Changing- organizational people identify with a new model or way of doing things

Refreezing- refreezing must arise at the average person level with employees accepting new conducts and also at interpersonal and interdepartmental levels ensuring new behavious fit well with all of those other organization.

These three phases are highly recommended to the Change Professionals of Blue Marina restaurant. Professionals wanting to bring in change would understand and know that change occurs gradually and steps through some stages. For instance, one must recognize the necessity for change. Next step is to determine where Blue marina restaurant stands as it pertains to the situation, where it programs and wants to be, and exactly how it designs to get there.

Bullock and batten after reviewing over 30 types of planned change, came to the conclusion that change activities could be grouped into four phases namely:

Exploration phase: recognizing the need for change, choosing the kind of changes and commit resources to planning the changes, sourcing for a advisor who helps with planning, execution and defines everyone's role as it impacts Blue marina restaurant.

Planning Phase: This is a phase where understanding Blue marinas restaurant problems set in. It entails gathering of information and useful data to be able to diagnose the situation and proffering treatment for them while seeking approvals from the necessary quarters.

Action phase: execution and preparations of the changes to manage the change process and getting necessary feedbacks in other to help make the needed modification.

Integration Phase: consolidating and stabilizing the changes to become part of the new Blue marina restaurant corporation in general

PREPARING FOR CHANGE

Phase 1

The first period is directed at being ready. There may be need to answer the following question: "how a lot of change management do we are in need of for this task?" The first period is to supply the situation awareness which very critical for effective change management in the restaurant.

Outputs of Period 1:

Change characteristics profile

Organizational qualities profile

Change management strategy

Change management team structure

Sponsor assessment, composition and roles

( i )

MANAGING CHANGE

Phase 2

The second phase is based on plans that are imbibed in to the job activities - what people generally think of when they discuss change management. Predicated on research, completed there are five main programs that should be considered to help Blue Marina Management move through the change Model.

Outputs of Period 2:

Communication plan

Sponsor roadmap

Training plan

Coaching plan

Resistance management plan

(ii)

REINFORCING CHANGE

Phase 3

Equally critical but most often overlooked is the 3rd stage of where project teams create strategies to make certain that the change plan is sustained. At this point, project teams leader create and develop measures to ensure the change has occurred and to also actually confirm if employees are doing their careers the new way also to celebrate success.

Outputs of Phase 3:

Reinforcement mechanisms

Compliance audit reports

Corrective action plans

Individual and group acceptance approaches

Success celebrations

After action review

(iii)

CONCLUSION

Finally, to make any change click, it should be part of Blue Marina restaurant. Corporate and business plans often know what is performed, so you can find need for the proposed eye-sight showing in day-to-day work.

Continuous efforts should be imbibed to ensure that the change sometimes appears and seen in every areas of the business. This gives the change a strong put in place the organization's culture.

It is also important that Blue Marina market leaders continue steadily to support the change. This includes personnel and new change leaders who will be earned. In the event the support of these people is lost, one could just wrap up where one started out from.

The pursuing action plan should be put in place:

Communicate effectively on the improvement at every chance one gets. Tell a succes tales about the change process while duplicating other testimonies one hears.

Including the change ideas cum worth when inducting and employing new staff

Publicly recognise key participants of your original change coalition and make sure the rest of the staff - new and old - bear in mind their contributions.

Create plans to replace key leaders of change as they go forward. This will help ensure that their legacy is not lost or forgotten.

If you need help on allowing positive change to create the performance breakthroughs you need the genuine answer which is that you control it just about the same way you will manage anything else of any turbulent situation or chaotic character, that is, you don't really take care of it, you grapple with it.

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