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The Organizational Change of a Small Restaurant
Introduction
The modern economy is developing under the influence of many contradictory political, technological, social, environmental, and other trends. This increases the turbulence of the economic environment and uncertainty in making decisions related to management at all levels of the economic system. Accordingly, these conditions impose new requirements on the management systems of organizations. This paper is aimed at a theoretical understanding of the adjustment of the applied forms, methods, and management tools of a small restaurant.
Contextualizing Organizational Change
The organizational change I have selected is within the sequential change model, which was described in the course text. It involves the gradual implementation of innovative activities in turn in all functional departments. After the end of the stage in a particular department, the results are transmitted to the management of the organization. It decides on the expediency of continuing work on the introduction of innovations.
Forces Influencing the Change
Time And Place
The sequence of organizational change is determined by the time of its implementation. During Covid-19, when catering establishments are often closed, special care must be taken about finances. Since the organization is located in a large city with many competitors, it also makes sense to introduce changes gradually. By implementing changes this way, it will be possible to monitor the consumers reaction and adjust the action plan.
Economic Force
The spread of the COVID-19 infection worsened the economic condition of the restaurant. The measures taken by the state to reduce the populations morbidity negatively impacted consumer activity (Lee et al., 2019). As a result of the restrictions imposed, a small business entity should introduce changes gradually since there is no financial opportunity to introduce several changes in parallel.
Technological Force
In order to introduce organizational changes, it is necessary to introduce technological innovations. Commercial feasibility about technical innovations acts as a potential property. The lack of industrial applicability can also negatively affect innovation (Ullah et al., 2021). The sequence of changes allows one to check each new equipment unit regarding fulfilling these criteria. Moreover, this way, employees have time to learn how to work with new devices and can do it gradually.
Geopolitical Force
The geopolitical situation also favors the choice of sequential changes: since the restaurant is Chinese, importing ingredients from China is required. At the same time, due to the pandemic, the import of goods from closed borders is limited (Lambert et al., 2021). In order to introduce changes in parallel, it would require a large-scale reorganization of food supplies. Consequently, the rapid introduction of changes is impossible due to geopolitical forces.
Sociocultural Force
The socio-cultural environment is quite changeable: consumers tastes are constantly changing depending on the introduction or cancellation of the self-isolation regime. In this regard, organizational changes in businesses related to nutrition should be easily reversible. Gradual changes fall under this criterion more than other change models since the manager can always go back to the previous point of the business plan.
Environmental Force
The environmental impact is also an argument in favor of consistent changes. The increase in waste associated with the introduction of organizational changes requires new ways of disposal. Thus, the introduction of changes consistently will give time to resolve issues related to the environment. The ecological footprint reduction will be most possible due to small steps, such as the distribution of small fractions of new waste and the solution of gradually emerging problems.
Other Macro Forces
Other macro forces influencing the choice of the change model were administrative ones. The quality of nutrition and compliance with infectious safety are very important aspects of the regulatory framework. In this regard, changes need to be adjusted and modified depending on changes in regulatory regulations (Akpotu & Ozioko, 2020). Gradual changes are the most convenient since by correcting one of the plan steps, the organization does not have to rebuild the entire previously developed system completely.
The rationale for Choosing the Model
The advantage of choosing a gradual model over a parallel one is that it has lower risks. Moreover, the control system is simpler since, at each stage, there is only a homogeneous type of activity (Cummings & Worley, 2008). The main condition for the effective integrated form of innovation is a clear definition of the functions and responsibilities of all group members. However, the workers of the Chinese restaurant are mostly migrants; due to the language barrier, a gradual model where the manager is mainly responsible for the changes is better.
The Effects of the Change
Effects On Companys Shareholders
Two factors are important to the restaurants shareholders: maintaining its reputation and brand and the financial side of the issue. Successive changes will be most beneficial for them, as they will require less investment in the short term. Moreover, gradually introducing changes will be easier to maintain the companys brand.
Effects On Employees
Organizational transformation entails changes in some approaches to working. Preparing all participants in the process, including line employees, is very important for these changes. A gradual model will allow the implementation of changes consistently so that employees have time to get used to them. Therefore, they will not oppose innovations, as is the case with a large number of changes at the same time.
Effects On Customers
The process of changing organizational strategy can be stressful; the most exciting part is the reaction of customers. Gradual changes will prepare customers for innovations that will no longer seem as significant to them as they would be in the case of other models.
Effects On Society
The changes will affect society due to the influx of Chinese migrants into the local community. Since the restaurant is Chinese, most of the employees belong to the culture that the institution is trying to convey. Due to organizational changes, more employees will be needed, and vacancies will appear. They will be occupied by the Chinese, whose increasing diaspora will affect society as a whole. An increase in the proportion of migrants from China will lead to a change in the cultural background.
Effects On the Environment
Restaurant visitors are willing to spend more, provided the institution uses eco-friendly methods. Therefore, in taking measures, it is necessary to pay attention to the environmental effect of the measures taken. Consistent changes will positively impact the environment due to a large amount of time to find the most environmentally friendly solutions.
Conclusion
In this paper, the effect of choosing a consistent model of changes on a small Chinese restaurant business was investigated. Taking into account economic, technological and environmental factors, it was confirmed that this is the most profitable model. Taking into account the human component (both employees and customers), the gradual introduction of changes will have the best impact on business development. In the current geopolitical and administrative conditions caused by the Covid-19 pandemic, this model will allow us to quickly adapt to constantly emerging changes.
References
Akpotu, C., & Ozioko, E. A. (2020). Managerial integrity and employee turnover intention in fast food and restaurant firms in port Harcourt. European Journal of Research and Reflection in Management Sciences, 8(1), 60-68.
Cummings, T. G., & Worley, S. G. (2008). Organization development & change. Mason, OH: Cengage Learning.
Lambert, A., Jones, R. P., & Clinton, S. (2021). Employee engagement and the service profit chain in a quick-service restaurant organization. Journal of Business Research, 135(2), 214-225.
Lee, C., Hallak, R., & Sardeshmukh, S. R. (2019). Creativity and innovation in the restaurant sector: Supply-side processes and barriers to implementation. Tourism Management Perspectives, 31(16), 54-62.
Ullah, M., Yasir, M., Hamayun, H., Ullah, A., & Khan, S. N. (2021). Servant leadership and ethical climate as antecedents of turnover intentions in the restaurant industry of Pakistan. Academy of Entrepreneurship Journal, 27(2), 1-16.
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