Project_Change Management in Restaurants

Main Page I

Evaluation Certificate IIDeclaration IIIAcknowledgement IV

INDEXSr. No.TopicPg. No.

1Introduction to Change Management2

2Theoretical Framework of Change Management6

3Literature Review of Change Management in restaurants16

4Research Methodology20

5Data Analysis w.r.t Change Management in Restaurants21

6Recommendations28

7Conclusion29

8Bibliography & Webliography30

INTRODUCTION TO CHANGE MANAGEMENT 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.

History of Change Management 1960s

Everett Rogers wrote the book Diffusion of Innovations in 1962. There would be five editions of the book through 2003, during which time the statistical analysis of how people adopt new ideas and technology would be documented over 5000 times. The scientific study of hybrid corn seed adoption led to the commonly known groupings of types of people: Innovators, Early Adopters, Early Majority, Late Majority and Laggards.1980s

McKinsey consultant Julien Phillips first published a change management model in 1982 in the journal Human Resource Management, though it took a decade for his change management peers to catch up with him.Robert Marshak credits the big 6 accounting firms and management consulting firms with creating the change management industry when they branded their reengineering services groups as change management services in the late 1980s.1990s

In 1994, Daryl Conner founded Conner Partners and in 1993, he wrote the book, Managing at the Speed of Change. Conner penned the analogy "burning platform" based on the 1988 Piper off shore oil rig fire (North Sea off the coast of Scotland). Conner Partners influenced the large Management Consulting firms over the 80s and 90s as firms needed to understand the human performance and adoption techniques to help ensure technology innovations were absorbed and adopted as best as possible.

2000s

Linda Ackerman Anderson states in Beyond Change Management that in the late 1980s and early 1990s, 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 take responsibility for the human side of the change. The first "State of the Change Management Industry" report in the Consultants News was published in February 1995.2010s

In 2010, based on her book "RIMER Managing Successful Change", Christina Dean, Managing Director of Uniforte Pty Ltd, established Change Management as a formal vocation in Australia by writing the Australian National Competency Standards in Organizational and Community Change Management, which led to the developed of the first Australian Diploma of Organizational Change Management, and which is an internationally recognized qualification.

Approach

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

Globalization and the constant innovation of technology result in a constantly evolving business environment. Phenomena 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. The growth in technology also has a secondary effect of increasing the availability and therefore accountability of knowledge. Easily accessible information has resulted in unprecedented scrutiny from stockholders and the media and pressure on management.

With the business environment experiencing so much change, organizations must then learn to become comfortable with change as well. Therefore, the ability to manage and adapt to organizational change is an essential ability required in the workplace today. Yet, major and rapid organizational change is profoundly difficult because the structure, culture, and routines of organizations often reflect a persistent and difficult-to-remove "imprint" of past periods, which are resistant to radical change even as the current environment of the organization changes rapidly.Due to the growth of technology, modern organizational change is largely motivated by exterior innovations rather than internal moves. When these developments occur, the organizations that adapt quickest create a competitive advantage for themselves, while the companies that refuse to change get left behind. This can result in drastic profit and/or market share losses.

Organizational change directly affects all departments from the entry level employee to senior management. The entire company must learn how to handle changes to the organization.

Choosing what changes to implementWhen determining which of the latest techniques or innovations to adopt, there are four major factors to be considered:

Levels, goals, and strategies

Measurement system

Sequence of steps

Implementation and organizational change

Managing the change process

Regardless of the many types of organizational change, the critical aspect is a companys ability to win the buy-in of their organizations employees on the change. Effectively managing organizational change is a four-step process: Recognizing the changes in the broader business environment

Developing the necessary adjustments for their companys needs

Training their employees on the appropriate changes

Winning the support of the employees with the persuasiveness of the appropriate adjustments

As 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. The objectives, content, and process of change should all be specified as part of a Change Management plan.

Change management processes should include creative marketing to enable communication between changing audiences, as well as deep social understanding about leaderships styles and group dynamics. As a visible track on transformation projects, Organizational Change Management aligns groups expectations, communicates, integrates teams and manages people training. It makes 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.

Successful change management is more likely to occur if the following are included: Benefits management and realization to define measurable stakeholder aims, create a business case for their achievement (which should be continuously updated), and monitor assumptions, risks, dependencies, costs, return on investment, dis-benefits and cultural issues affecting the progress of the associated work

Effective communication that informs various stakeholders of the reasons for the change (why?), the benefits of successful implementation (what is in it for us, and you) as well as the details of the change (when? where? who is involved? how much will it cost? etc.)

Devise an effective education, training and/or skills upgrading scheme for the organization

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

Provide personal counseling (if required) to alleviate any change-related fears

Monitoring of the implementation and fine-tuning as required

THEORETICAL FRAMEWORK OF CHANGE MANAGEMENT Change management process

The change management process is the sequence of steps or activities that a change management team or project leader would follow to apply change management to a project or change. Based on Prosci's research of the most effective and commonly applied change, they have created a change management process that contains the following three phases:

Phase 1 - Preparing for change (Preparation, assessment and strategy development)

Phase 2 - Managing change (Detailed planning and change management implementation)

Phase 3 - Reinforcing change (Data gathering, corrective action and recognition)

Figure 1 - Prosci 3 -Phase Change Management Process Defining change 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.

Change management is the processes, tools and techniques for managing the people-side of change.

Change management is not a process improvement method.

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

Change management is not a stand-alone technique for improving organizational performance.

Change management is a necessary component for any organizational performance improvement process to succeed, including programs like: Six Sigma, Business Process Reengineering, Total Quality Management, Organizational Development, Restructuring and continuous process improvement.

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

Prosci's definition of change 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.

Readiness assessments

Assessments 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.

Assess the scope of the change, including: How big is this change? How many people are affected? Is it a gradual or radical change?

Assess the readiness of the organization impacted by the change, including: What is the value- system and background of the impacted groups? How much change is already going on? What type of resistance can be expected?

Assess the scope of the change, including: How big is this change? How many people are affected? Is it a gradual or radical change?

Assess the readiness of the organization impacted by the change, including: What is the value- system and background of the impacted groups? How much change is already going on? What type of resistance can be expected?

Assess the strengths of your change management team.

Assess the change sponsors and take the first steps to enable them to effectively lead the change process.

Communication and communication planning

Many managers assume that if they communicate clearly with their employees, their job is done. However, 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 6 to 7 times before they are cemented into the minds of employees. That is because each employees readiness to hear depends on many factors. Effective communicators carefully consider three components: the audience, what is said and when it is said.

For example, the first step in managing change is building awareness around the need for change and creating a desire among employees. Therefore, initial communications are typically designed to create awareness around the business reasons for change and the risk of not changing. Likewise, at each step in the process, communications should be designed to share the right messages at the right time.

Communication planning, therefore, begins with a careful analysis of the audiences, key messages and the timing for those messages. The change management team or project leaders must design a communication plan that addresses the needs of front-line employees, supervisors and executives. Each audience has particular needs for information based on their role in the implementation of the change.

Sponsor activities and sponsor roadmaps

Business leaders and executives play a critical sponsor role in change management. The change management team must develop a plan for sponsor activities and help key business leaders carry out these plans. Sponsorship should be viewed as the most important success factor. Avoid confusing the notion of sponsorship with support. The CEO of the company may support your project, but that is not the same as sponsoring your initiative.

Sponsorship involves active and visible participation by senior business leaders throughout the process. Unfortunately many executives do not know what this sponsorship looks like. A change agent's or project leader's role includes helping senior executives do the right things to sponsor the project.

Coaching and manager training for change management

Supervisors will play a key role in managing change. Ultimately, the direct supervisor has more influence over an employees motivation to change than any other person at work. Unfortunately, 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.

Once managers and supervisors are on board, the change management team must prepare a coaching strategy. They will need to provide training for supervisors including how to use individual change management tools with their employees.

Training and training development

Training is the cornerstone for building knowledge about the change and the required skills. Project team members will develop training requirements based on the skills, knowledge and behaviors necessary to implement the change. These training requirements will be the starting point for the training group or the project team to develop training programs.

Resistance management

Resistance from employees and managers is normal. Persistent resistance, however, can threaten a project. The 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, feedback analysis and corrective action

Employee involvement is a necessary and integral part of managing change. Managing change is not a one way street. Feedback from employees is a key element of the change management process. Analysis and corrective action based on this feedback provides a robust cycle for implementing change.

Celebrating and recognizing success

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.

The final step in the change management process is the after-action review. It is at this point that you can stand back from the entire program, evaluate successes and failures, and identify process changes for the next project. This is part of the ongoing, continuous improvement of change management for your organization and ultimately leads to change competency.

Making Organization Change Happen Effectively

Change management is a term that is bandied about freely. Sometimes it's a scapegoat for less than stellar results: "That initiative failed because we didn't focus enough on change management." And it's often used as a catch-all for project activities that might otherwise get overlooked: "When we implement that new process, let's not forget about the change management."

It's a noun: "Change management is the key to the project."It's a verb: "We really need to change manage that process."It's an adjective: "My change management skills are improving."It's an expletive: "Change management!"

But what exactly is it?

Change management is a structured approach for ensuring that changes are thoroughly and smoothly implemented, and that the lasting benefits of change are achieved.

The 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. The change in question could range from a simple process change, to major changes in policy or strategy needed if the organization is to achieve its potential.

Understanding Change Management

Theories about how organizations change draw on many disciplines, from psychology and behavioral science, through to engineering and systems thinking. The underlying principle is that change does not happen in isolation it impacts the whole organization (system) 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. As well as considering the tangible impacts of change, it's important to consider the personal impact on those affected, and their journey towards working and behaving in new ways to support the change. The 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. Many organizations and consultants subscribe to formal change management methodologies. These provide toolkits, checklists and outline plans of what needs to be done to manage changes successfully.

When you are tasked with "managing change" (irrespective of whether or not you subscribe to a particular change management approach), the first question 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. And to know what that means exactly in your situation, you must dig down further to define your specific change management objectives.

Typically, these will cover :

1. Sponsorship: 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.

2. Buy-in: Gaining buy-in for the changes from those involved and affected, directly or indirectly.

3. Involvement: Involving the right people in the design and implementation of changes, to make sure the right changes are made.

4. Impact: Assessing and addressing how the changes will affect people.

5. Communication: Telling everyone who's affected about the changes.

6. Readiness: Getting people ready to adapt to the changes, by ensuring they have the right information, training and help.

Who's Responsible?

When you are defining your objectives and activities, it's very important to coordinate closely with others: project managers, managers in the business, and the HR department. Ask "who's responsible?" For example, who's responsible for identifying change agents? Defining the re-training plan? Changing job descriptions and employment contracts? And so on.

As every change is different, responsibilities will vary depending on how the change activities and project are organized. Only when you know who's responsible and how things are organized in your situation will you know what's within your scope, and how you'll be working with other people to bring about the change.

Change Management Activities

Once you have considered the change management objectives and scope, you'll also need to consider the specific tasks. Again, the range of possible activities is broad. It's a question of working 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 work along side other people's and projects' activities and responsibilities.

The essence of this is to identify the tasks 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 "change agents" 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.

Assessing all the stakeholders and defining the nature of sponsorship, involvement and communication that will be required.

Planning the involvement and project activities of the change sponsor(s).

Planning how and when the changes will be communicated, and organizing and/or delivering the communications messages.

Assessing the impact of the changes on people and the organization's structure.

Planning activities needed to address the impacts of the change.

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

Making sure those involved or affected have help and support during times of uncertainty and upheaval.

Assessing 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.

Understanding Change

The Change Curve This 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.

Lewin's Change Management Model This describes how you generally have to "break up" the current state of things in order to make improvements, using the concept of "unfreeze change refreeze". Our article shows the different things you need to do at each stage to support those impacted.

Beckhard and Harris's Change Model Giving another perspective on change, this describes how change initiatives require the pre-requisites 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 Change

Impact Analysis This is a useful technique for uncovering the "unexpected" consequences of change.

Burke-Litwin Change Model This complex model helps you to work through the effects of change between 12 elements of organizational design.

McKinsey 7S Framework Somewhat similar to the Burke-Litwin Model, this well-known tool helps you to understand the relationship between seven "hard" and "soft" aspects of organizations.

Leavitt's Diamond In the same vein as the McKinsey 7S and Burke-Litwin models, this tool allows you to work through the impacts of a proposed change on the interrelated elements of tasks, people, structure and technology in any organization.

Organization Design Although every organization is unique, there are a several common structures. This article describes these, and discusses the things you need to consider when choosing the best design for your situation.

SIPOC Diagrams A comprehensive tool for checking the impact of a proposed change on your suppliers, inputs, processes, outputs and customers,

Implementing Change

Kotter's 8-Step Change Model The core set of change management activities that need to be done to effect change, and make it stick in the long term.

Training Needs Assessment Change projects almost always need people to learn new skills. A training needs assessment is a structured way of ensuring that the right people are given the right training at the right time.

Why Change Can Fail Change is complex, and knowing what NOT to do is just as important as knowing what TO do!

Communicating Change

Stakeholder Analysis A formal method for identifying, prioritizing and understanding your project's stakeholders.Stakeholder Management A process for planning your stakeholder 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.

Mission Statements and Visions Statements Mission and vision statements are a well-structured way of helping you to communicate what the change is intended to achieve, and to motivate your stakeholders with an inspiring, shared vision of the future.

LITERATURE REVIEW OF CHANGE MANAGEMENT IN RESTAURANTSResistance to change is often understood from the management standpoint as a perceived behaviour of organizations members who refuse to accept an organizational change (Cheng & Petrovic-Lazarevic, 2004; Coghlan, 1993). It is also defined as a multifaceted phenomenon which introduces unanticipated delays, costs, and instabilities into the process of a strategic change (Ansoff, 1988). Bemmels and Reshef (1991) understand it as any employee actions attempting to stop or delay change.

Obviously being viewed as adversarial and detrimental, resistance to change has gained a negative connotation (Waddell and Sohal, 1998) that allegedly confounded the problem of effecting change by promulgating a dichotomous thinking of labour versus management (Dent and Goldberg, 1999). Recently, an appreciation of resistance to change from a more pluralistic employee- centered perspective and its role in organizational change (Waddell and Sohal, 1998) has lead to the resistance to change interpretation from a psychological point of view (Conner, 1998), as a natural outcome of people's internal defence mechanism (Bovey and Hede, 2001), or background conversations among employees that constitute the constructed reality (Ford, Ford, & McNamara, 2002). Paterson and Hartel (2000) interpreted resistance to change as a people's cognition and affect or the perceived organizational justice done, while Rousseau (1989), McLean Parks and Kidder (1994) find it significantly related with the violation of the employment psychological contract.

Resistance to change may be categorized into three groups of factors (Mabin, Forgeson & Green, 2001): organizational, group and individual. Organizational factors are caused by threats presented by unknown or unwelcome organizational structure and process change and threats induced by the environment inside or outside of the organization. Group cohesiveness and social norms under threat and participation in decision-making not properly attended would trigger resistance to change. Individual factors related to the personality impose different emotional reactions to change (Bernerth, 2004). Compared to the other factors, individual factors have been intensively researched (Cheng & Petrovic-Lazarevic, 2005a). An interesting approach to the individual factors comes from Harris (2002) who divides them into: Lip Service: Sabotage by Disregardings 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 subjugated; Prolonged Argument: Sabotage 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 change; Hijacking: Sabotage by Transformation where employees endeavor to transform the adopted change into something more acceptable to their function, or simply something more personally palatable; Scarcity Creation: Sabotage by Undermining including the purposeful behaviour of a more confrontational form; Direct Conflict: Sabotage by Battle reflecting extremely pronounced personal opposition to change that could result in resignation.

The other approach emphasizes eight distinctive phases through which people would likely to go through whenever they feel trapped in a change that they do not want but cannot control (Conner,1998; Cheng & Petrovic-Lazarevic, 2005b). These are: stabilities a stage prior to any announcement to change; immobilization where shock is considered the initial reaction to a negatively perceived change; denial characterized by the inability to assimilate new information into the current frame of reference; anger followed by frustration and feelings of being hurt; bargaining indicating that people can no longer avoid confronting with the reality; depression expressed by an emotion stage in a form of resignation to failure, feeling victimized, a lack of emotional and physical energy, and disengagement from ones work; testing with signal of acknowledgment of ones limitation, the attempt to regain control, and the freeing oneself from the feelings of victimization and depression; and acceptance where people respond realistically, are more grounded and productive relative to the previous phases within the new context.

Lewin identified three steps to change: unfreezing, moving and refreezing (Levasseur, 2001). Minimising 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 take place in the workforce. Accordingly, managers as change agents are expected to restore or reinforce the new system actively with all employees in the refreezing step. This simple three-step model explains the importance of implementing successful change by unfreezing the existing situation followed by change movement and making the new behaviours and norms absolute. Throughout 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 (Dale, 1989). According to Abrahamson (2000), dynamic stability involves tinkering and kludging. 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 make it happen. Managers, on the other hand, should collect feedback continuously by interacting with employees as well. By applying such concept of dynamic stability, an organisation might look forward to a successful outcome in change implementation.

The hospitality industry plays a pivotal role in the nations un-employment rate (Sparks, Wildman & Bowen, 2001; IBIS, 2004; Roberts & Deery, 2004). The restaurant industry as a constituent of the hospitality sector is dominated by small to medium businesses. Restaurants generate 52 per cent of the hospitality sectors income and more than 55 per cent of the workers in the Australian hospitality sector (Australian Bureau of Statistics, 2000). The Australian restaurant industry is vulnerable to the environmental changes. Events such as natural disasters and recent terrorist attacks 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 (Goett, 1999). According to the Australian Bureau of Statistics (2004), the Australian state of Victoria has 25 percent of the Australian total population with 72 percent belonging to Melbourne residency. This signifies that whenever restaurant industry volatility takes effect, it can profoundly influence the rate of employment in Melbourne due to its high density of population.

In the restaurant industry change affects customers, managers and employees (IBIS, 2004). In this research we classify customers as part of the restaurants external environment, while managers and employees are part of the restaurants internal environment. The restaurant industry is characterized by close interactions and relationships between employees and managers. The intention of organizational change is to attract new customers, or at least preserve the existing ones, and improve the restaurant efficiency.

Managers 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 (Cheng, Petrovic-Lazarevic, 2005c; Yukl, 1998). 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 (Johns & Teare, 1995). These should not only look at how to lead, but, perhaps more importantly, at how followers are prepared to be led (Okumus & Hemmington, 1998).

It is commonly understood that the efficiency in the restaurant industry is dependent primarily on employees (LeBlanc and Mills, 1994). But it is also understood that employees do not necessarily support changes (Hathaway, 2003). Enz (2002) finds that due toclose physical interactions between employees and managers a restaurants performance can be directly influenced by such interactions. Namely, when a change takes place employees may display resistance to change emotionally, for example anger as defence mechanism, fear as anxiety, or sadness as low in morale (Johnson, 2001). They can also express cynicism, scepticism and underperformance (Bernerth, 2004). Employees may go further by blaming management for not acting in their best interest and consequently undertake jobs and tasks with a poor attitude. In effect, employees may communicate such attitude towards customers and express their dissatisfaction and frustration (Harper, 1998). Walkup (1997) 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 task as each employee is a different and uniqueindividual with dissimilar personalities and attitudes (Bowers, 1995).

Restaurant managers today are therefore faced with a big challenge of having a qualified and motivated workforce for as long as possible (Catlette & Hadden, 2000).RESEARCH METHODOLOGY

Research methodology refers to the techniques used to structure a study and gather and analyse information in a systematic way (Polit & Beck 2004:731). The methodology describes the research design, the census, data collection procedures and the measuring instrument (De Vos, Strydom, Fouche & Delport 2005:252). Research Paradigm

A paradigm refers to a world view, a general perspective on the complexities of the real world. It refers to the way of looking at natural phenomena that encompasses a set of philosophical assumptions that guide ones approach to inquiry (Polit & Beck 2004:13, 726).

Research design

A research design refers to the overall plan aimed at addressing a research question, along with specifications to enhance the studys integrity. A plan specifically conceived and implemented to bring realistic evidence to bear on a research problem, question, or hypothesis. It refers to the overall approach to or 14outline of the study that details all major components of the research (Houser 2008:183; Polit & Beck 2004:730; Stommel & Wills 2004:26). The study used a descriptive correlational design.

Data source

Primary Data- The primary data would be collected from the customer by administering a structured questionnaire which would be prepared later.

Secondary Data- Apart from primary data collected, the data collected from the web and literature viz.

The Sample

Sample size will be 20Sampling Type

A total number of 20 Managers and Executives of Accord Group of Hotels in Mumbai (Sofitel and Novotel)Data collection

Data will be collected through questionnaire via mail.Data Analysis method

Data will be analyzed by using excel 2007and using graphs, charts and percentages.

DATA ANALYSIS W.R.T CHANGE MANAGEMENT IN RESTAURANTSThe Data collected was from the Restaurants which operate in hotels that are under the management of Accord Hotels in Mumbai. Respondents were the Managers and the Executives of these hotels. (Jyran, Pondicherry Caf, Tuskers, Artisan, L Oh Pool Bar, Le Bar Diamentaire Sofitel, BKC, Mumbai and Peche Mignon, The Square Pan, Sampan, Bageecha, Olio, Gadda da Vida, Premier Lounge Novotel , Juhu, Mumbai.)Please select how applicable each of these statements are in describing the management of change affecting your job role?

1. Ideas for change are hidden and used for personal agendas *

2. There are long periods of planning before the change is delivered *

3. Involvement in the change project before delivery takes place *

4. Training is inadequate leaving unanswered questions about the change *

5. There are logical reasons for change which are visible and the goals are transparent *

6. Communication about the change is limited to only those directly concerned with the project *

7. Communications about the change are timely and relevant *

8. Conflicts within the change are looked for and try to be solved *

9. The process of implementation for the change is flexible and reactive *

10. Does the Change Management Process affect the service in the Restaurants?

RECOMMENDATIONS

Change is a painful process that leaves some of the most motivated employees limping. How can you initiate change while keeping morale high?

Change with a purpose. Initiate change only when it will make you more productive or profitable.

Chart a course, but dont fly solo. Its 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 plays an important role in the Process of Change Reward innovation. Let all employees know that ideas are welcome and encouraged. Respond to suggestions promptly and award suggestions that pay off.

Treat the solution as a temporary measure. Dont commit to it until youve tried it and youre sure its the best fit.

Go slow. Choose one significant change at a time. After your teams completely implemented the change, move on to others. Their confidence will make the next change go more smoothly.

CONCLUSION

Once you have considered the change management objectives and scope, you'll also need to consider the specific tasks. Again, the range of possible activities is broad. It's a question of working 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 work along side other people's and projects' activities and responsibilities.

The essence of this is to identify the tasks 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 "change agents" 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.

Assessing all the stakeholders and defining the nature of sponsorship, involvement and communication that will be required.

Planning the involvement and project activities of the change sponsor(s).

Planning how and when the changes will be communicated, and organizing and/or delivering the communications messages.

Assessing the impact of the changes on people and the organization's structure.

Planning activities needed to address the impacts of the change.

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

Making sure those involved or affected have help and support during times of uncertainty and upheaval.

Assessing 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.

BIBLIOGRAPHY AND WEBLIOGRAPHY

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