Posted at 11.14.2018
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.
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 group dynamics college, and
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
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:
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
Need for expansion
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.
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.
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.
Integration Phase: consolidating and stabilizing the changes to become part of the new Blue marina restaurant corporation in general
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.