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

43-45). Top-down change process provides prescription that has only been developed by top managers and given to lower cadre employees down the ranks to consume without their input. According to Bovey & Hede (2001, p. 540) resistance occurs at the individual level, where employees are motivated by psychological factors to change that include resentment, frustration, low motivation and morale, fear, and feelings of failure. At the same time, earlier publication by Yilmaz & Kilicoglu (2013, pp. 17-18) identified four factors that motivate employees to resist changes in the organisation: employees focusing on self- interests as opposed to those of the organisation, having inadequate understanding of

Resistance to change is an expected reaction of human nature. We are not accustomed to change, as it is possible to lead to failure; however, there are also ways to manage the resistance within the company.

The main purpose of this research study is to come up with a strong analysis on the performance level the restaurant. The following objectives have been brought forward with regard to this purpose.

This article discusses the pros and cons of advocating change within the workplace. It also discusses the reason (s) individuals are said to resist change because of habit and inertia, fear of the unknown, absence of the skills they will need after the change, and fear of losing power. OD approaches to organizational change presents a solid consensus that change and resistance can and should be "managed" by developing a strategy for change and using the OD tool kit of interventions such as training and communication programs, confrontation meetings, stakeholder

Phattha’s burger shop has been established for the past 20 years. The company is located in 86 Jones Road Caulfield Victoria. It offers the popular product mix and ranges of different burgers, sandwiches and salads. It has the high popularity and acceptance within the local and surrounding areas. It has the high popularity rate and acceptance level within the local and surrounding areas. The shop has been rated as the “Best Gourmet Restaurant” in Melbourne back in 2012.

Organizational change encompasses many challenges to both the individual, and the organization. An organization is a living system, as Flower (2002) states “living systems cannot survive without change, challenge, variety, and surprise” (Flower, 2002, p. 16). An organization requires the ability to adapt in to survive as Darwin states in The Origin of Man, “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change” (Read Me First, 2013, p. 1). It must adapt to the changing market, global economic pressures, stakeholder demands, and the diverse needs

Managing organizational change is the process of planning and implementing change in organizations with maximum effectiveness and minimum circumstances and resistance. Today 's business environment requires companies to undergo changes almost constantly if they are to remain competitive. In this project paper I am going to discuss organizational change in PepsiCo. I will take a closer look on management approach and forces for change. I will introduce the change, make diagnosis and discuss how the change can be implemented.

Introducing organisational change is often hard, the main reasons for that can be variation in perceptions of the employees, fear of disruption or failure and underlining the right approach to apply change. Then even if the change in a specific organisation is projected successfully there is still lot to be done to manage it in an appropriate way (Oakland, 2007).

Employees who feel pushed out of their comfort zone may also resist change, due to the unfamiliarity of new implications or managers. The fear of uncertainties due to the lack of communication can also lead to resistance to change on an individual level. If employees are not informed of the needs of the change then the fear of the unknown can cause resistance.

Change starts with the perception of its need, so a wrong initial perception can be the first

In these instances, change is seen as evil and not "healthy". Change is not looked on as a positive opportunity and thus is rejected by the individuals in a company, which may result in incohesiveness within the organization and eventual collapse. Personal instances of resistance like those stated above often hold companies back because of their conservative views as they often result from lack of individual confidence in oneself to be creative. Stemming from personal instances of resistances is the occurrence of group resistance to change. Sources of group resistance to change include: Conformity to Norms (Inertia), Vested Interests, Sacrosanct, Rejection of Outsiders, Overdetermination, and threatened power. Vested Interests is probably the most interesting source of resistance because how can interest in being the best be a resistance? Vested Interests can be a resistance because it often promotes conformity to norms, as workers are less likely to contribute their ideas to the advancement of innovation and as a result the company suffers as past new ideas become old, and new ideas are needed to survive in the ubercompetitive business world today. Rejection of Outsiders can be looked on as positive or negative, but more negatively, thus placing it as a resistance to change. Rejection of Outsiders might cause more cohesion within a group to rely on each

Individuals when faced with any major change will be inevitably resistant and will want to preserve the status quo, especially if they think their status or security within the organization is in danger (Bolognese, 2010). Folger and Skarlicki believe that organizational change produces skepticism in employees which make it problematic and possibly even impossible to contrive improvements within the organization (as cited in Bolognese, 2010) Therefore, management must understand, accept and make an effort to work with resistance, since it can undermine even the most well-conceived change efforts (Bolognese, 2010). Furthermore, Coetsee states for organizations to achieve the maximum benefits from change they must effectively create and

Bolognese, A. (2002). Employee Resistance to Organizational Change. Retrieved December 2, 2006 from Internet, http://www.newfoundations.com/OrgTheory/

To identify the key elements of the resistanceto change described in this situation, one may make use of the six Change Approaches of Kotter and Schlesinger.[1]The model prevents, minimizes or descreases resistance to change in organizations. According to Kotter and Schlesinger (1979), there are four reasons that why people resist change, three of which are applicable to this case:

     Running a restaurant can be one of the most stressful jobs as well as the most fun and rewarding jobs. If the manager is a good leader with excellent leadership skills and has great followers the restaurant will be rewarded. If not the restaurant will plummet in sales and no one will be pleased. While developing a business. staff is important to running a successful restaurant, it is also essential that management focus on its public relations as well as its sales and marketing strategies.