Managing Change In Difficult Times Management Essay

Managing diversity In Difficult Times focusing Essay in that respect is ask for the Management of blue Marina to embrace dislodge which will be offered in form of waitructuring, show upsourcing, culture dislodge programmes, business bear upon reengineering, the slaying of enterprise musical arrangement ,development of competences and capabilities, smart business prototypes and introduction of new crop and services. saturnine Marina is a eating house that specialises in the preparation, service and sale of prime(prenominal) menu to the general public, such as main courses, byries and desserts.It is a Family own business of Italian origin, and prides itself in its choice of clientele over the past years.It boasts of rung strength of ab issue 40 people, of which 50% is on a permanent contract while the rest is sh ard out inside the part-time and relief workers.However, in that respect has been a major concern for the Management of unrelenting Marina as the staff tur naround time has been on the high berth which in turn affects both energy and service delivery to customers as they have to wait for longer period of time before macrocosm served.At precede Blue Marina eatery has recorded losses for the foremost time on its balance sheet and this has called for necessitate for diversify in spite of appearance the establishment if it still want to remain in the food business.Managing ad onlyment is perhaps difficult and risky why should this be so? sensation reason is the absence of a universal adjustment theory, which requires an understanding of organisation, dodging and change. Before attempting to change something there mustiness be an understanding of what necessitate to be changed as change in this context could mean the transmutation of organisational components such as the system, goals, structure, passagees, system, technology, and people to improve the effectiveness or efficiency of the organization.WHY CHANGEIt is very im portant to understand the range of approaches to change rulement that exist. One approach to understanding change draw offment is the denomination of major schools of thought. Burnes (2004a262) highlights three schools of thought upon which he believes change centering is foundthe individual perspective schoolthe group dynamics school, andthe open system school.While Paton and McCalman (2000 2) wish make outment and change as synonymous Hamlin (2001 44) offers a typical overview of the mainstream theoretical perspective to understanding change eliminatement within an organisationCAUSES AND CONTEXTS OF CHANGETriggers, drivers and tracers of changeDrifferent authors offer different degrees of sophistication in their specification of triggers and drivers. De Caluwe and Vermaak (200380) eloquently defined a trigger as the stirred characteristics that contri scarcelye to the emergence of a change idea.Tichy(1983147) regarded large scale strategic change as being triggered by a l arge -scale uncertainty in the form of all a threat or an opportunity. more(prenominal) recently Patton and McCalman (200323) identified potential triggers that allowgovernment legislation,advances in process or product technology,changing consumer requirements,expectation or taste, and competitor or supply chain activities.Drukker (1994) suggests that organisation should frequently challenge every(prenominal) product, every service, every policy, every distribution channel, with the question if we were not in it already, would we be going into it now?Before an effective change brush aside allow level within the Blue marina eating place, there is need to understand the past, present and future of Blue marina restaurant in general.As in the slickness of Blue Marina the under mentioned reasons have necessitated the need for change.These reasons are as state belowHigh turnaround timeLong delay in preparation and service of food to customersDecrease in sales cypherLow profi ts marginLow patronageExternal competitors subscribe for expansionORGANISATIONAL CHANGE MODEL FOR BLUE MARINA RESTAURANTA lay is a representation to show the construction or appearance of or explain something Phil Kelly (2009146-147).This enables an organisation to identify targets for change, diagnose problems, while it outlines the necessary sue for change alter it to render a road map and utiliseation strategy. Many models helps us to understand how organisations operate, what to change and how to effectively carry out the change.Change Models an abstract representation of describing the content or process of changes.Mckinsey 7-S model this is a model that looks into organisational analysis and dynamics including components such as strategy, structure, systems, style, staff, shared value and skill.Nadler and Tushman congruence model they both viewed an organisation as summation of internal, transformational, components that must be congruent with each another(prenominal) a nd the organisation strategy and environmentBurke-Lit advance model a causal model that both looks into transformational and trans performanceal organisational variables represented in an open system.Though all these models have their constitutional strengths and weakness, but Nadler and Tushman model have been able to recognize the fact that organizations are influenced by its environment of which their models were divided into input, process and output.Nadler and Tushman(1989) argued that there is need for transformational process components to be congruent or fit with each other, which may either have its advantages and disadvantages.Their model suggests there is no one best modal value to organize change. Which is why it is been recommended for the Blue Marina Restaurant change Managers.BARRIER TO undefeated CHANGEIt is important for people managing change in Blue Marina restaurant to be aware of the nature of the resistance they may encounter from other managers as well as o ther workers. These difficulties must be turn to before unfreezing can take place. Fransella,(1975135)argued that we may like change and regard it as essential feature of living it does not mean that we evermore welcome it.Similarly, Paton and McCalman (200047) have identified why organisations individuals and groups fear change which include the resulting organisational redesign, new technological challenges and challenges to old ideas.Lines (2004 198) concludes that resistance towards change encompasses behaviours that are acted out by change recipients in order to slow down or terminate an intended organisational change. Dawson (200319) on his part identifies the following examples of organisational factors from which resistance can resultSubstantive change in jobReduction in economic security or job placement.Psychological threat dislocation of social arrangements and lowering of statusThere is no concrete exposition of resistance to change that currently exists ,it is as we ll unlikely that a star universal ex throwation of resistance to change will ever be sufficient.IMPLEMENTATION AND MANAGING CHANGE.Turning around Blue Marina Restaurant requires that the change Managers mannequin a change team, develop detailed communication plans and understand how to manage the change transition. There is need to mobilise every staff of the restaurant to have a positive imagery towards the proposed changed plan.However, there is need as well as to gain support from members of staff and as a consequence I would recommend an involvement strategy which involves attention to many areas just as Kotter and others (2007).had thought the following were proposed Establish a sense of urgency produce a guiding coalitionDevelop a vision and strategyCommunicate this with othersEmpower actionGenerate shot term winConsolidate gainGoing further on how to manage and implement 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 timbre procedure namely UnfreezingMovingRefreezingHis theories were later expanded by Schein who draw the three stages as Unfreezing- creating motivation and readiness to change by demonstrating a need and vision for change in a manner that would not result in the blame being associated with the managers who had let the organization deteriorate.Changing- organizational members identify with a new model or way of doing thingsRefreezing- refreezing must occur at the individual level with employees accepting new behaviors and also at interpersonal and interdepartmental levels ensuring new behavious fit well with the rest of the organization.These three stages are highly recommended to the Change Managers of Blue Marina restaurant. Managers wanting to predate change would understand and recognize that change occurs slowly and moves through a series of stages. For instance, one needs to recognize the need for change. Next meter is to determ ine where Blue marina restaurant stands as it relates to the problem, where it plans and wants to be, and how it plans to get there.Bullock and batting after surveying over 30 models of planned change ,came to the conclusion that change activities could be grouped into four kinds namelyExploration phase recognizing the need for change, deciding on the type of changes and commit resources to planning the changes, sourcing for a advisor who assists with planning, implementation and defines everyones role as it affects Blue marina restaurant.Planning sort This is a phase where understanding Blue marinas restaurant problems set in. It involves gathering of knowledge and useful data in order to diagnose the problem and proffering resoluteness to them while seeking approvals from the necessary quarters.Action phase implementation and arrangements of the changes to manage the change process and getting necessary feedbacks in other to fox the needed adjustment.Integration Phase consol idating and stabilizing the changes to become part of the new Blue marina restaurant organization in generalPREPARING FOR CHANGEPhase 1The first phase is targeted at being ready. There is need to consequence the following question how much of change management do we need for this fuddle? The first phase is to provide the situation sentiency which very critical for effective change management in the restaurant .Outputs of Phase 1Change characteristics profileOrganizational attributes profileChange management strategyChange management team structurefriend assessment, structure and roles( i )MANAGING CHANGEPhase 2The second phase is based on plans that are imbibed into the project activities what people generally theorize of when they talk approximately change management. Based on research, carried out there are five main plans that should be considered to help Blue Marina Management move through the change Model.Outputs of Phase 2Communication planSponsor roadmapTraining planCoa ching planResistance management plan(ii)REINFORCING CHANGEPhase 3Equally critical but most often overlooked is the third phase of where project teams create plans to make sure that the change plan is sustained. At this point , project teams leader create and develop measures to ensure the change has taken place and to also actually confirm if employees are doing their jobs the new way and to keep an eye on success.Outputs of Phase 3Reinforcement mechanismsCompliance audit reportsCorrective action plansIndividual and group recognition approachesSuccess celebrationsAfter action review(iii)CONCLUSIONFinally, to make any change click, it should be part of Blue Marina restaurant. Corporate plans often determine what is done, so there is need for the proposed vision to show in day-to-day work.Continuous efforts should be imbibed to ensure that the change is seen and noticed in every areas of the organization. This will give the change a strong place in the organizations culture.It is als o important that Blue Marina leadinghip continue to support the change. This will include staff and new change leaders who will be brought in. If the support of these people is lost, one could just end up where one started from.The following action plan should be put in placeCommunicate effectively on the distribute at every chance one gets. Tell a succes stories about the change process while repeating other stories one hears.Including the change ideas cum values when inducting and employing new staffPublicly recognise gravestone members of your original change coalition and make sure the rest of the staff new and old remember their contributions.Create plans to replace key leaders of change as they move on. This will help ensure that their bequest is not lost or forgotten.If you need help on enabling positive change to create the performance breakthroughs you need the honest answer which is that you manage it pretty much the same way you will manage anything else of a turbul ent situation or chaotic nature, that is, you dont really manage it, you grapple with it.