Managers’ Role in Implementing Organizational Change: Case of the Restaurant Industry in Melbourne

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MANAGERS’ ROLE IN IMPLEMENTING ORGANIZATIONAL CHANGE MANAGERS’ ROLE IN IMPLEMENTING ORGANIZATIONAL CHANGE: CASE OF THE RESTAURANT INDUSTRY IN MELBOURNE Mindy Man Min Chew, Joseph S. L. Cheng and Sonja Petrovic-Lazarevic1 “You know, I’m all for progress. It’s change I object to” Mark Twain, cited by Pietersen, 2002 ABSTRACT The restaurant industry is an integral segment of the hospitality sector that is sensitive to external environmental changes. In order to remain competitive, restaurants must be flexible to quickly react and adapt to external environment challenges. Due to the close interactions and relationships between employees and managers, there can be direct effects on a restaurants performance when internal and external…show more content…
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-centred 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.

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