Project_Change Management in Restaurants

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Evaluation Certificate

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Declaration

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Acknowledgement

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INDEX Sr. No. ! # & * % / 

To T oic Introduction to C"ange Management T"eoretical $ramework of C"ange Management 'iterature (eview of C"ange Management in re)taurant) (e)earc" Met"odolog+ Data Anal+)i) w.r.t C"ange Management in (e)taurant) (ecommendation) Conclu)ion 1i2liogra"+ 3 4e2liogra"+

Pg. No. # % !% #, #! # #0 &,

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INT(5D6CTI5N T5 C7AN8E MANA8EMENT Change management is an approach to transitioning individuals, teams, and organizations to a desired future state. In a project management context, change management may refer to a project management process wherein changes to the scope of a project are formally introduced and approved. 7i)tor+ of C"ange Management

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Everett Rogers wrote the boo !iffusion of Innovations in "#$%. &here would be five editions of  the boo through %''(, during which time the statistical analysis of how people adopt new ideas and technology would be documented over )''' times. &he scientific study of hybrid corn seed adoption led to the commonly nown groupings of types of people* Innovators, Early +dopters, Early ajority, -ate ajority and -aggards.

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cinsey consultant /ulien 0hillips first published a change management model in "#1% in the  journal 2uman Resource anagement, though it too a decade for his change management peers to catch up with him. Robert Robert arsha arsha  credit creditss the big $ account accounting ing firms firms and managem management ent consult consulting ing firms firms with with creating the change management industry when they branded their reengineering services groups as change management services in the late "#1's.

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In "##3, !aryl Conner founded Conner 0artners and in "##(, he wrote the boo, anaging at the 4peed of Change. Conner penned the analogy 5burning platform5 based on the "#11 0iper off  shore oil rig fire 67orth 4ea off the coast of 4cotland8. Conner 0artners influenced the large anagement Consulting firms over the 1's and #'s as firms needed to understand the human  performance and adoption techni9ues to help ensure technology innovations were absorbed and adopted as best as possible.

#,,,) #

INT(5D6CTI5N T5 C7AN8E MANA8EMENT Change management is an approach to transitioning individuals, teams, and organizations to a desired future state. In a project management context, change management may refer to a project management process wherein changes to the scope of a project are formally introduced and approved. 7i)tor+ of C"ange Management

!0%,)

Everett Rogers wrote the boo !iffusion of Innovations in "#$%. &here would be five editions of  the boo through %''(, during which time the statistical analysis of how people adopt new ideas and technology would be documented over )''' times. &he scientific study of hybrid corn seed adoption led to the commonly nown groupings of types of people* Innovators, Early +dopters, Early ajority, -ate ajority and -aggards.

!0,)

cinsey consultant /ulien 0hillips first published a change management model in "#1% in the  journal 2uman Resource anagement, though it too a decade for his change management peers to catch up with him. Robert Robert arsha arsha  credit creditss the big $ account accounting ing firms firms and managem management ent consult consulting ing firms firms with with creating the change management industry when they branded their reengineering services groups as change management services in the late "#1's.

!00,)

In "##3, !aryl Conner founded Conner 0artners and in "##(, he wrote the boo, anaging at the 4peed of Change. Conner penned the analogy 5burning platform5 based on the "#11 0iper off  shore oil rig fire 67orth 4ea off the coast of 4cotland8. Conner 0artners influenced the large anagement Consulting firms over the 1's and #'s as firms needed to understand the human  performance and adoption techni9ues to help ensure technology innovations were absorbed and adopted as best as possible.

#,,,) #

-inda +cerman +nderson +nderson states in :eyond Change anagement that in the late "#1's and early "##'s, top leaders, growing dissatisfied with the failures of creating and implementing changes in a top;down fashion, created the role of the change leader to tae responsibility for the human side side of the the chan change. ge. &he &he firs firstt 54ta 54tate te of the the Chan Change ge ana anagem gemen entt Indus Industr try5 y5 repo report rt in the the Consultants 7ews was published in
In %'"', based on her boo 5RIER anaging 4uccessful Change5, Christina !ean, anaging !irector of =niforte 0ty -td, established Change anagement as a formal vocation in +ustralia  by writing the +ustralian +ustralian 7ational Competency 4tandards in >rganizational and Community Chan Change ge ana anage geme ment nt,, whic which h led led to the the deve develo lope ped d of the the firs firstt +ustr ustral alia ian n !ipl !iplom omaa of  >rganizational Change anagement, and which is an internationally recognized 9ualification.

Aroac"

>rganizational change is a structured approach in an organization for ensuring that changes are smoothly and successfully implemented to achieve lasting benefits.

(ea)on) for c"ange

?lobalization and the constant innovation of technology result in a constantly evolving business environment. 0henomena such as social media and mobile adaptability have revolutionized  business and the effect of this is an ever increasing need for change, and therefore change management. &he growth in technology also has a secondary effect of increasing the availability and theref therefore ore account accountabi abilit lity y of nowled nowledge. ge. Easily Easily access accessibl iblee inform informati ation on has result resulted ed in unprecedented scrutiny from stocholders and the media and pressure on management. @ith @ith the business environment environment experiencing experiencing so much change, organizat organizations ions must then learn to  become comfortable with change as well. &herefore, the ability to manage and adapt to organizational change is an essential ability re9uired in the worplace today. Aet, Aet, major and rapid organizat organizational ional change is profoundly profoundly difficult difficult because because the structure structure,, culture, culture, and routines routines of  organizations often reflect a persistent and difficult;to;remove 5imprint5 of past periods, which are resistant to radical change even as the current environment of the organization changes rapidly. !ue to the growth of technology, modern organizational change is largely motivated by exterior  innovations rather than internal moves. @hen these developments occur, the organizations that &

adapt 9uicest create a competitive advantage for themselves, while the companies that refuse to change get left behind. &his can result in drastic profit andBor maret share losses.

>rganizational change directly affects all departments from the entry level employee to senior  management. &he entire company must learn how to handle changes to the organization.

C"oo)ing w"at c"ange) to imlement

@hen determining which of the latest techni9ues or innovations to adopt, there are four major  factors to be considered* •

-evels, goals, and strategies

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easurement system

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4e9uence of steps

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Implementation and organizational change

Managing t"e c"ange roce))

Regardless of the many types of organizational change, the critical aspect is a companys ability to win the buy;in of their organizations employees on the change. Effectively managing organizational change is a four;step process* •

Recognizing the changes in the broader business environment

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!eveloping the necessary adjustments for their companys needs

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&raining their employees on the appropriate changes

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@inning the support of the employees with the persuasiveness of the appropriate adjustments

+s a multi;disciplinary practice that has evolved as a result of scholarly research, organizational change management should begin with a systematic diagnosis of the current situation in order to determine both the need for change and the capability to change. &he objectives, content, and  process of change should all be specified as part of a Change anagement plan.

Change management processes should include creative mareting to enable communication  between changing audiences, as well as deep social understanding about leaderships styles and group dynamics. +s a visible trac on transformation projects, >rganizational Change *

anagement aligns groups expectations, communicates, integrates teams and manages people training. It maes use of performance metrics, such as financial results, operational efficiency, leadership commitment, communication effectiveness, and the perceived need for change to design appropriate strategies, in order to avoid change failures or resolve troubled change  projects.

4uccessful change management is more liely to occur if the following are included* •

:enefits management and realization to define measurable staeholder aims, create a  business case for their achievement 6which should be continuously updated8, and monitor  assumptions, riss, dependencies, costs, return on investment, dis;benefits and cultural issues affecting the progress of the associated wor 

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Effective communication that informs various staeholders of the reasons for the change 6whyD8, the benefits of successful implementation 6what is in it for us, and you8 as well as the details of the change 6whenD whereD who is involvedD how much will it costD etc.8

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!evise an effective education, training andBor sills upgrading scheme for the organization

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Counter resistance from the employees of companies and align them to overall strategic direction of the organization

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0rovide personal counseling 6if re9uired8 to alleviate any change;related fears

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onitoring of the implementation and fine;tuning as re9uired

T7E5(ETICA' $(AME45(9 5$ C7AN8E MANA8EMENT

C"ange management roce)) -

&he change management process is the se9uence of steps or activities that a change management team or project leader would follow to apply change management to a project or change. :ased on 0roscis research of the most effective and commonly applied change, they have created a change management process that contains the following three phases*

P"a)e ! : Prearing for c"ange 60reparation, assessment and strategy development8 P"a)e # : Managing c"ange  6!etailed planning and change management implementation8 P"a)e & : (einforcing c"ange; 6!ata gathering, corrective action and recognition8

$igure ! : Pro)ci & :P"a)e C"ange Management Proce))

Defining c"ange management

It is important to note what change management is and what change management is not, as defined by the majority of research participants. •

Change management is not  a stand;alone process for designing a business solution. %

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Change management is the processes, tools and techni9ues for managing the people;side of change.

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Change management is not  a process improvement method.

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Change management is a method for reducing and managing resistance to change when implementing process, technology or organizational change.

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Change management is not  a stand;alone techni9ue for improving organizational  performance.

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Change management is a necessary component for any organizational performance improvement process to succeed, including programs lie* 4ix 4igma, :usiness 0rocess Reengineering, &otal Fuality anagement, >rganizational !evelopment, Restructuring and continuous process improvement.

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Change management is how we drive the adoption and usage we need to realize business results.

Pro)ci<) definition of c"ange management= Change management is the application of a

structured process and set of tools for leading the people side of change to achieve a desired outcome.

(eadine)) a))e))ment)

+ssessments are tools used by a change management team or project leader to assess the organizations readiness to change. Readiness assessments can include organizational assessments, culture and history assessments, employee assessments, sponsor assessments and change assessments. Each tool provides the project team with insights into the challenges and opportunities they may face during the change process. •

+ssess the scope of the change, including* 2ow big is this changeD 2ow many people are affectedD Is it a gradual or radical changeD

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+ssess the readiness of the organization impacted by the change, including* @hat is the value; system and bacground of the impacted groupsD 2ow much change is already going onD @hat type of resistance can be expectedD

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+ssess the scope of the change, including* 2ow big is this changeD 2ow many people are affectedD Is it a gradual or radical changeD

/

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+ssess the readiness of the organization impacted by the change, including* @hat is the value; system and bacground of the impacted groupsD 2ow much change is already going onD @hat type of resistance can be expectedD

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+ssess the strengths of your change management team.

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+ssess the change sponsors and tae the first steps to enable them to effectively lead the change process.

Communication and communication lanning

any managers assume that if they communicate clearly with their employees, their job is done. 2owever, there are many reasons why employees may not hear or understand what their  managers are saying the first time around. In fact, you may have heard that messages need to be repeated $ to G times before they are cemented into the minds of employees. &hat is because each employees readiness to hear depends on many factors. Effective communicators carefully consider three components* the audience, what is said and when it is said.
Son)or activitie) and )on)or roadma)

:usiness leaders and executives play a critical sponsor role in change management. &he change management team must develop a plan for sponsor activities and help ey business leaders carry out these plans. 4ponsorship should be viewed as the most important success factor. +void confusing the notion of sponsorship with support. &he CE> of the company may support your   project, but that is not the same as sponsoring your initiative. 

4ponsorship involves active and visible participation by senior business leaders throughout the  process. =nfortunately many executives do not now what this sponsorship loos lie. + change agents or project leaders role includes helping senior executives do the right things to sponsor  the project.

Coac"ing and manager training for c"ange management

4upervisors will play a ey role in managing change. =ltimately, the direct supervisor has more influence over an employees motivation to change than any other person at wor. =nfortunately, supervisors as a group can be the most difficult to convince of the need for change and can be a source of resistance. It is vital for the change management team and executive sponsors to gain the support of supervisors and to build change leadership. Individual change management activities should be used to help these supervisors through the change process. >nce managers and supervisors are on board, the change management team must prepare a coaching strategy. &hey will need to provide training for supervisors including how to use individual change management tools with their employees.

Training and training develoment

&raining is the cornerstone for building nowledge about the change and the re9uired sills. 0roject team members will develop training re9uirements based on the sills, nowledge and  behaviors necessary to implement the change. &hese training re9uirements will be the starting  point for the training group or the project team to develop training programs.

(e)i)tance management

Resistance from employees and managers is normal. 0ersistent resistance, however, can threaten a project. &he change management team needs to identify, understand and manage resistance throughout the organization. Resistance management is the processes and tools used by managers and executives with the support of the project team to manage employee resistance.

Data collection> feed2ack anal+)i) and corrective action

Employee involvement is a necessary and integral part of managing change. anaging change is not a one way street.
 process. +nalysis and corrective action based on this feedbac provides a robust cycle for  implementing change.

Cele2rating and recogni?ing )ucce))

Early successes and long;term wins must be recognized and celebrated. Individual and group recognition is also a necessary component of change management in order to cement and reinforce the change in the organization. &he final step in the change management process is the after;action review. It is at this point that you can stand bac from the entire program, evaluate successes and failures, and identify process changes for the next project. &his is part of the ongoing, continuous improvement of change management for your organization and ultimately leads to chang e competency.

Making 5rgani?ation C"ange 7aen Effectivel+

Change management is a term that is bandied about freely. 4ometimes its a scapegoat for less than stellar results* 5&hat initiative failed because we didnt focus enough on change management.5 +nd its often used as a catch;all for project activities that might otherwise get overlooed* 5@hen we implement that new process, lets not forget about the change management.5 Its a noun* 5Change management is the ey to the project.5 Its a verb* 5@e really need to change manage that process.5 Its an adjective* 5y change management sills are improving.5 Its an expletive* 5Change managementH5 :ut what exactly is itD Change management is a structured approach for ensuring that changes are thoroughly and smoothly implemented, and that the lasting benefits of change are achieved. &he focus is on the wider impacts of change, particularly on people and how they, as individuals and teams, move from the current situation to the new one. &he change in 9uestion could range from a simple process change, to major changes in policy or strategy needed if the organization is to achieve its potential.

6nder)tanding C"ange Management

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&heories about how organizations change draw on many disciplines, from psychology and  behavioral science, through to engineering and systems thining. &he underlying principle is that change does not happen in isolation  it impacts the whole organization 6system8 around it, and all the people touched by it. In order to manage change successfully, it is therefore necessary to attend to the wider impacts of  the changes. +s well as considering the tangible impacts of change, its important to consider the  personal impact on those affected, and their journey towards woring and behaving in new ways to support the change. &he Change Curve

is a useful model that describes the personal and

organizational process of change in more detail. Change management is, therefore, a very broad field, and approaches to managing change vary widely, from organization to organization and from project to project. any organizations and consultants subscribe to formal change management methodologies. &hese provide toolits, checlists and outline plans of what needs to be done to manage changes successfully. @hen you are tased with 5managing change5 6irrespective of whether or not you subscribe to a  particular change management approach8, the first 9uestion to consider is what change management actually means in your situation. Change management focuses on people, and is about ensuring change is thoroughly, smoothly and lastingly implemented. +nd to now what that means exactly in your situation, you must dig down further to define your specific change management objectives. &ypically, these will cover * ". 4ponsorship* Ensuring there is active sponsorship for the change at a senior executive level within the organization, and engaging this sponsorship to achieve the desired results. %. :uy;in* ?aining buy;in for the changes from those involved and affected, directly or  indirectly. (. Involvement* Involving the right people in the design and implementation of changes, to mae sure the right changes are made. 3. Impact* +ssessing and addressing how the changes will affect people. ). Communication* &elling everyone whos affected about the changes. $. Readiness* ?etting people ready to adapt to the changes, by ensuring they have the right information, training and help.

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4"o<) (e)on)i2le@

@hen you are defining your objectives and activities, its very important to coordinate closely with others* project managers, managers in the business, and the 2R department. +s 5whos responsibleD5 nly when you now whos responsible and how things are organized in your situation will you now whats within your scope, and how youll be woring with other   people to bring about the change.

C"ange Management Activitie)

>nce you have considered the change management objectives and scope, youll also need to consider the specific tass. +gain, the range of possible activities is broad. Its a 9uestion of  woring out what will best help you meet the change challenge in hand, as you have defined it in your objectives and scope, and how to wor along side other peoples and projects activities and responsibilities. &he essence of this is to identify the tass that are necessary if youre going to give change the greatest chance of success. Coming from this, the activities involved in managing change can include* •

Ensuring there is clear expression of the reasons for change, and helping the sponsor  communicate this.

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Identifying 5change agents5 and other people who need to be involved in specific change activities, such as design, testing, and problem solving, and who can then act as ambassadors for change.

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+ssessing all the staeholders and defining the nature of sponsorship, involvement and communication that will be re9uired.

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0lanning the involvement and project activities of the change sponsor6s8.

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0lanning how and when the changes will be communicated, and organizing andBor  delivering the communications messages.

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+ssessing the impact of the changes on people and the organizations structure.

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0lanning activities needed to address the impacts of the change. !#

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Ensuring that people involved and affected by the change understand the process change.

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aing sure those involved or affected have help and support during times of uncertainty and upheaval.

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+ssessing training needs driven by the change, and planning when and how this will be implemented.

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Identifying and agreeing the success indicators for change, and ensure they are regularly measured and reported on.

6nder)tanding C"ange

&he Change Curve  &his powerful model describes the stages of personal transition involved in most organizational change. It will help you understand how people will react to the changes, and so you can better plan how to support them through the process. -ewins Change anagement odel  &his describes how you generally have to 5brea up5 the current state of things in order to mae improvements, using the concept of 5unfreeze  change   refreeze5. >ur article shows the different things you need to do at each stage to support those impacted.

:echard and 2arriss Change odel

 ?iving another perspective on change, this describes

how change initiatives re9uire the pre;re9uisites of real dissatisfaction with the current state, a vision of why the new state will be better, and clear first steps towards getting there, to be successful. Planning C"ange

Impact +nalysis  &his is a useful techni9ue for uncovering the 5unexpected5 conse9uences of  change. :ure;-itwin Change odel

 &his complex model helps you to wor through the effects of 

change between "% elements of organizational design. cinsey G4
!&

-eavitts !iamond  In the same vein as the cinsey G4 and :ure;-itwin models, this tool allows you to wor through the impacts of a proposed change on the interrelated elements of  tass, people, structure and technology in any organization. >rganization !esign

 +lthough every organization is uni9ue, there are a several common

structures. &his article describes these, and discusses the things you need to consider when choosing the best design for your situation. 4I0>C !iagrams

 + comprehensive tool for checing the impact of a proposed change on

your suppliers, inputs, processes, outputs and customers,

Imlementing C"ange

otters 1;4tep Change odel  &he core set of change management activities that need to be done to effect change, and mae it stic in the long term. &raining 7eeds +ssessment  Change projects almost always need people to learn new sills. + training needs assessment is a structured way of ensuring that the right people are given the right training at the right time. @hy Change Can & to do is just as important as nowing what &> doH

Communicating C"ange

4taeholder +nalysis

 + formal method for identifying, prioritizing and understanding your 

 projects staeholders.

4taeholder anagement  + process for planning your staeholder communications to ensure that you give the right people the right message at the right time to get the support you need for  your project. ission 4tatements and Jisions 4tatements

 ission and vision statements are a well;

structured way of helping you to communicate what the change is intended to achieve, and to motivate your staeholders with an inspiring, shared vision of the future.

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'ITE(AT6(E

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C7AN8E

MANA8EMENT

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(ESTA6(ANTS Resistance to change is often understood from the management standpoint as a perceived  behaviour of organizations members who refuse to accept an organizational change 6Cheng K 0etrovic;-azarevic, %''3L Coghlan, "##(8. It is also defined as a multifaceted phenomenon which introduces unanticipated delays, costs, and instabilities into the process of a strategic change 6+nsoff, "#118. :emmels and Reshef 6"##"8 understand it as any employee actions attempting to stop or delay change. >bviously being viewed as adversarial and detrimental, resistance to change has gained a negative connotation 6@addell and 4ohal, "##18 that allegedly confounded the problem of  effecting change by promulgating a dichotomous thining of labour versus management 6!ent and ?oldberg, "###8. Recently, an appreciation of resistance to change from a more pluralistic employee; centered perspective and its role in organizational change 6@addell and 4ohal, "##18 has lead to the resistance to change interpretation from a psychological point of view 6Conner, "##18, as a natural outcome of peoples internal defence mechanism 6:ovey and 2ede, %''"8, or  !-

 bacground conversations among employees that constitute the constructed reality 6rganizational factors are caused by threats  presented by unnown or unwelcome organizational structure and process change and threats induced by the environment inside or outside of the organization. ?roup cohesiveness and social norms under threat and participation in decision;maing not properly attended would trigger  resistance to change. Individual factors related to the personality impose different emotional reactions to change 6:ernerth, %''38. Compared to the other factors, individual factors have been intensively researched 6Cheng K 0etrovic;-azarevic, %'')a8.

+n interesting approach to the individual factors comes from 2arris 6%''%8 who divides them into* -ip 4ervice* 4abotage by !isregardings an instrumental compliance in that in recognizing the legitimate authority of the hierarchy and the benefits of the continued employment, employees overland orally conform but covertly resist attempts to be subjugatedL 0rolonged +rgument* 4abotage by Erosion involving the tenacious use of vociferous and protracted oral arguments upon all possible occasions to erode enthusiasm, support, or argument with the management;espoused changeL 2ijacing* 4abotage by &ransformation where employees endeavor to transform the adopted change into something more acceptable to their function, or  simply something more personally palatableL 4carcity Creation* 4abotage by =ndermining including the purposeful behaviour of a more confrontational formL !irect Conflict* 4abotage by :attle reflecting extremely pronounced personal opposition to change that could result in resignation.

&he other approach emphasizes eight distinctive phases through which people would liely to go through whenever they feel trapped in a change that they do not want but cannot control 6Conner,"##1L Cheng K 0etrovic;-azarevic, %'')b8. &hese are* stabilities a stage prior to any announcement to changeL immobilization where shoc is considered the initial reaction to a !%

negatively perceived changeL denial characterized by the inability to assimilate new information into the current frame of referenceL anger followed by frustration and feelings of being hurtL  bargaining indicating that people can no longer avoid confronting with the realityL depression expressed by an emotion stage in a form of resignation to failure, feeling victimized, a lac of  emotional and physical energy, and disengagement from ones worL testing with signal of  acnowledgment of ones limitation, the attempt to regain control, and the freeing oneself from the feelings of victimization and depressionL and acceptance where people respond realistically, are more grounded and productive relative to the previous phases within the new context. -ewin identified three steps to change* unfreezing, moving and refreezing 6-evasseur, %''"8. inimising barriers to change and maximising the opportunities of a change effort are accentuated in the unfreezing process. In the moving stage, recognition of need for change and the acceptance of change have to tae place in the worforce. +ccordingly, managers as change agents are expected to restore or reinforce the new system actively with all employees in the refreezing step. &his simple three;step model explains the importance of implementing successful change by unfreezing the existing situation followed by change movement and maing the new behaviours and norms absolute. &hroughout the course of action, managers need to ensure that all communication channels contribute to information sharing and accurate absorption of relevant information by all employees 6!ale, "#1#8. +ccording to +brahamson 6%'''8, dynamic stability involves tinering and ludging. It means carrying out change by involving elements within an organisation and engaging more employees gradually. Employees are to be constantly aware of proposed changes  because they are the ones who mae it happen. anagers, on the other hand, should collect feedbac continuously by interacting with employees as well. :y applying such concept of  dynamic stability, an organisation might loo forward to a successful outcome in change implementation. &he hospitality industry plays a pivotal role in the nations un;employment rate 64pars, @ildman K :owen, %''"L I:I4, %''3L Roberts K !eery, %''38. &he restaurant industry as a constituent of the hospitality sector is dominated by small to medium businesses. Restaurants generate )% per cent of the hospitality sectors income and more than )) per cent of the worers in the +ustralian hospitality sector 6+ustralian :ureau of 4tatistics, %'''8. &he +ustralian restaurant industry is vulnerable to the environmental changes. Events such as natural disasters !/

and recent terrorist attacs around the world strongly affect the restaurant industry. Its vulnerability is primarily manifested through intensified rivalry among competitors which generates a need for implementing changes in restaurants 6?oett, "###8. +ccording to the +ustralian :ureau of 4tatistics 6%''38, the +ustralian state of Jictoria has %) percent of the +ustralian total population with G% percent belonging to elbourne residency. &his signifies that whenever restaurant industry volatility taes effect, it can profoundly influence the rate of  employment in elbourne due to its high density of population. In the restaurant industry change affects customers, managers and employees 6I:I4, %''38. In this research we classify customers as part of the restaurants external environment, while managers and employees are part of the restaurants internal environment. &he restaurant industry is characterized by close interactions and relationships between employees and managers. &he intention of organizational change is to attract new customers, or at least preserve the existing ones, and improve the restaurant efficiency. anagers being stimulated to increase organizational effectiveness are initiating change with the expectation to motivate others to do more than they originally intended, and often even more than they thought possible 6Cheng, 0etrovic;-azarevic, %'')cL Aul, "##18. In the restaurant industry, as leaders the managers should activate the respective relational and collective identity of the followers to explain the underlying influence processes caused by change 6/ohns K &eare, "##)8. &hese should not only loo at how to lead, but, perhaps more importantly, at how followers are prepared to be led 6>umus K 2emmington, "##18. It is commonly understood that the efficiency in the restaurant industry is dependent primarily on employees 6-e:lanc and ills, "##38. :ut it is also understood that employees do not necessarily support changes 62athaway, %''(8. Enz 6%''%8 finds that due toclose physical interactions between employees and managers a restaurants performance can be directly influenced by such interactions. 7amely, when a change taes place employees may display resistance to change emotionally, for example anger as defence mechanism, fear as anxiety, or  sadness as low in morale 6/ohnson, %''"8. &hey can also express cynicism, scepticism and underperformance 6:ernerth, %''38. Employees may go further by blaming management for not acting in their best interest and conse9uently undertae jobs and tass with a poor attitude. In effect, employees may communicate such attitude towards customers and express their  dissatisfaction and frustration 62arper, "##18. @alup 6"##G8 states that motivated employees will perform more efficiently in serving customers. !

In the labour;intensive food service industry, motivating a group of employees is not an easy tas  as each employee is a different and uni9ueindividual with dissimilar personalities and attitudes 6:owers, "##)8. Restaurant managers today are therefore faced with a big challenge of having a 9ualified and motivated worforce for as long as possible 6Catlette K 2adden, %'''8.

(ESEA(C7 MET75D5'58 Research methodology refers to the techni9ues used to structure a study and gather and analyse information in a systematic way 60olit K :ec %''3*G("8. &he methodology describes the research design, the census, data collection procedures and the measuring instrument 6!e Jos, 4trydom,
+ paradigm refers to a world view, a general perspective on the complexities of the real world. It refers to the way of looing at natural phenomena that encompasses a set of philosophical assumptions that guide one s approach to in9uiry 60olit K :ec %''3*"(, G%$8. ‟

 Research design

+ research design refers to the overall plan aimed at addressing a research 9uestion, along with specifications to enhance the study s integrity. + plan specifically conceived and implemented to ‟

 bring realistic evidence to bear on a research problem, 9uestion, or hypothesis. It refers to the overall approach to or "3outline of the study that details all major components of the research 62ouser %''1*"1(L 0olit K :ec %''3*G('L 4tommel K @ills %''3*%$8. &he study used a descriptive correlational design.  Data source

0rimary !ata; &he primary data would be collected from the customer by administering a structured 9uestionnaire which would be prepared later. !0

4econdary !ata; +part from primary data collected, the data collected from the web and literature viz. The Sample

4ample size will be %'  Sampling Type

+ total number of %' anagers and Executives of +ccord ?roup of 2otels in umbai 64ofitel and 7ovotel8  Data collection

!ata will be collected through 9uestionnaire via mail.  Data Analysis method 

!ata will be analyzed by using excel %''Gand using graphs, charts and percentages.

DATA ANA'SIS 4.(.T C7AN8E MANA8EMENT IN (ESTA6(ANTS &he !ata collected was from the Restaurants which operate in hotels that are under the management of +ccord 2otels in umbai. Respondents were the anagers and the Executives of these hotels. 6/yran, 0ondicherry CafM, &users, +rtisan, - >h 0ool :ar, -e :ar !iamentaire   4ofitel, :C, umbai and 0eche ignon, &he 49uare 0an, 4ampan, :ageecha, >lio, ?adda da Jida, 0remier -ounge  7ovotel , /uhu, umbai.8

0lease select how applicable each of these statements are in describing the management of  change affecting your job roleD ". Ideas for change are hidden and used for personal agendas N

#,

%. &here are long periods of planning before the change is delivered N

#!

(. Involvement in the change project before delivery taes place N

3. &raining is inade9uate leaving unanswered 9uestions about the change N

##

). &here are logical reasons for change which are visible and the goals are transparent N

$. Communication about the change is limited to only those directly concerned with the  project N

#&

G. Communications about the change are timely and relevant N

1. Conflicts within the change are looed for and try to be solved N

#*

#. &he process of implementation for the change is flexible and reactive N

"'. !oes the Change anagement 0rocess affect the service in the RestaurantsD

#-

#%

(EC5MMENDATI5NS Change is a painful process that leaves some of the most motivated employees limping. 2ow can you initiate change while eeping morale highD •

C"ange wit" a uro)e. Initiate change only when it will mae you more productive or 

 profitable. •

C"art a cour)e> 2ut donBt fl+ )olo. Its easier to sit by yourself and create organizational

charts and systems designs, but it will only be successful if you get people involved in the solution. •

Training la+) an imortant role in t"e Proce)) of C"ange

•

(eward innovation. -et

all

employees now that ideas are welcome and encouraged.

Respond to suggestions promptly and award suggestions that pay off. •

Treat t"e )olution a) a temorar+ mea)ure. !ont commit to it until youve tried itO

and youre sure its the best fit. •

8o )low. Choose one significant change at a time. +fter your teams completely

implemented the change, move on to others. &heir confidence will mae the next change go more smoothly.

#/

C5NC'6SI5N >nce you have considered the change management objectives and scope, youll also need to consider the specific tass. +gain, the range of possible activities is broad. Its a 9uestion of  woring out what will best help you meet the change challenge in hand, as you have defined it in your objectives and scope, and how to wor along side other peoples and projects activities and responsibilities. &he essence of this is to identify the tass that are necessary if youre going to give change the greatest chance of success. Coming from this, the activities involved in managing change can include* •

Ensuring there is clear expression of the reasons for change, and helping the sponsor  communicate this.

•

Identifying 5change agents5 and other people who need to be involved in specific change activities, such as design, testing, and problem solving, and who can then act as ambassadors for change.

•

+ssessing all the staeholders and defining the nature of sponsorship, involvement and communication that will be re9uired.

•

0lanning the involvement and project activities of the change sponsor6s8.

•

0lanning how and when the changes will be communicated, and organizing andBor  delivering the communications messages.

•

+ssessing the impact of the changes on people and the organizations structure.

•

0lanning activities needed to address the impacts of the change.

•

Ensuring that people involved and affected by the change understand the process change.

•

aing sure those involved or affected have help and support during times of uncertainty and upheaval.

•

+ssessing training needs driven by the change, and planning when and how this will be implemented.

•

Identifying and agreeing the success indicators for change, and ensure they are regularly measured and reported on.

#

1I1'I58(AP7 AND 4E1'I58(AP7 •

+brahamson, Eric. %'''. Change without pain, 2arvard :usiness Review, G1638* G);G#.

•

+nonymous. %''(. aing change wor  for real. 2R
•

+nsoff, Igor. "#11. &he 7ew Corporate 4trategy, /ohn @iley K 4ons, 7ew Aor, =4+

•

+ustralian :ureau of 4tatistics. %'''. Cafes and Restaurants Industry "##1B##, Canberra.

•

+ustralian :ureau of 4tatistics. %''3, 0opulation by +ge and 4ex, Jictoria Electronic !elivery, Canberra.

•

:emmels, :rian. and Reshef, Aonathan. "##". anufacturing employees and technological change. /ournal of -abor Research, "%6(8* %(";%3$.

•

:ernerth, /eremy. %''3. Expanding our understanding of the change message. 2uman Resource !evelopment Review, (6"8* ($;)%.

•

:ovey, @ayne 2. and 2ede, +ndrew. %''". Resistance to organizational change* the role of defence mechanisms. /ournal of anagerial 0sychology, "$6G8* ))(;)31.

•

:owers, !iane. . "##). Confidentiality challenges. areting Research, G6(8* (3;().

•

Catlette, :ill. and 2adden, Richard. %'''.0repared to go, but eager to stay. @orforce, G#618* (%;((.

•

Cheng, /oseph 4. -. and 0etrovic;-azarevic, 4onja. %''3. &he Role of Effective -eadership in !oing ore with -ess in 0ublic =niversities. 0aper presented at ?lobal :usiness and &echnology +ssociation 4ixth +nnual Conference, Cape &own, 4outh +frica, /une.

•

Cheng, /oseph 4. -. and 0etrovic;-azarevic, 4onja. %'')a. Embedding employees resistance into positive organizational pursuit. 0aper presented at ?lobal :usiness and &echnology +ssociation 4eventh +nnual Conference, -isbon, 0ortugal, /uly.

•

Cheng, /oseph 4. -. and 0etrovic;-azarevic, 4onja. %'')b. &he
•

Cheng, /oseph 4. -. and 0etrovic;-azarevic, 4. %'')c. Resistance to Change. onash :usiness Review,"6"8* 3';3(.

•

Coghlan, !avid. "##(. + person;centred approach to dealing with resistance to change. -eadership K >rganization !evelopment /ournal, "3638* "';"3. #0