Over the past two years many developments took place in the surrounding area including a inema, a sports center, 30 office buildings and many private apartments. As a result there were three new restaurants and two pubs have opened in the nearby area. The employees Of that specific building choose to have their lunch at the other restaurant in outside which led to a dip in the overall profit of the galley Cafeteria. The long-serving manageress of the Galley retired after many years of service. So lunchbox UK Ltd appointed Ms. Jean Porter as a new manageress.
As Jean was approximately 10 years younger than most of the older staff, Jean suffered with the communication gap. There were many changes that Jean incorporated in the Galley such as a hot breakfast, themed menu, a wider range of dishes and a no smoking zone etc. now Jean has to reduce the total wage over the next six months to overcome the poor financial performance of the Galley. Analysis of internal and external factors impacting the galley. Brief explanation see appendix 1. As per the Galley Cafeteria the SWOT analysis are as follows: Strengths 1 .
Location: As per the galley located on the top floor ofthe eight-story building which will create a good view and nice atmosphere to the restaurant. Although this location will make the surroundings more eco-friendly to pull in the customers. 2. Existing infrastructure: As per so many companies working in the building, which the Galley is located. It will get more customers and also the local area is developing rapidly so there is a chance of making contacts to deliver foods to other companies. 3. Brand name of lunch box: The Galley cafeteria now handling by the lunchbox UK Ltd, it as got many outlets in different places. . Experienced manager and employees: since the manager who had newly joined in the galley had previously managed the other lunch ox operation, and also the employees with 20 years experience are still working in galley. 5. Still holds the profit: Even though the sales and profit has down, but still the lunchbox-catering unit earns its marginal profit. Weakness 1 . Age barrier: it has been clearly stated in the report that the 20 existing staff members were quite old and had many years of experience. 2. Lack of marketing and communication: there is no directly communication with the owner of lunchbox.
So there was no clear communication between the company and the employees in the Galley Cafeteria. 3. oor communication: as per the result of Jean was 10 years younger than others all the changes that she made was not politely responded by the employees. The staff of galley cafeteria is not flexible. 4. Imposing rules: the existing employees at the restaurant were not fully satisfied with the new rules, which made by Jean Porter. 5. Lack of motivation: Jean couldn’t motivate her staff and make them understand of the present situation. 6.
Inability of staffs to implement the works: the staffs of the Galley cafeteria will not be able to face the huge competition. Opportunity 1 . Development of local area: with the increase in the growing market the galley cafeteria can push themselves towards a more bigger competition. 2. Changing environment: environment in the market decides the opportunities. 3. Diversification: the galley can open up new concept like variety of dishes, so to attract more customer to earn revenue and it is going to very good opportunity to make profit. Th reats 1 .
Competition: all the new markets and the developments are the very major competition for the Galley. 2. Change management: change management process is most effective when they are flexible and can be scaled to fit the articular business need (Hiatt, 2003) 3. Trade union: if the employees are not happy with the company and complains about their problem, there should be a chances to closing the company and trade union would not be allow to run the company. The PEST analysis: Social: In order to have an added advantage, Galley should have as in depth knowledge regarding their competitors in the same area.
Hence, there more restaurants and pubs have been developed; this has led to a change in the overall profit of the organization. Economic: location also plays one of the most crucial factors in the demand or the Galleys restaurant. Politics: problem amongst the trade union would create major external issue in the organization. Any type of issue amongst the out sider as trade union might create a problem in the smooth functioning of the restaurant. Technological: The galley is still using the old sane technology since 1980. So the outdated resources were the drawback of the Galley.
It has not come up with the new technology. Nature of change brief explanation see appendix 2 Some of the changes, which should be incorporated, would be as under. Work with existing staff members: It is well stated that the newly recruited manageress Ms. Jean Porter made various changes in quite a short spam of time without even knowing the staff members quite well, she did not gave due time to know the employees as well as their reaction which might arise due to the changes in the organization. Revise the updated working practice: Time to time revision of the work practice should be used in the organization.
This would help the organization ij order to manage change in a well-defined manner. Jean instead of only imposing the change should have explained it to all the staff members. Due participation of the staff members: With the help of direct participation of the employees at the restaurant, the staff members would be able to work harder and in a much smart manner, hence, it would be recommended that Jean should try to involve all the employees in strategic planning (woods & king, 2002) participation of existing staff members at Galley restaurant would help in order to minimize the barrier and maintain cordial relationship with one another.
Examination of employee reaction Explanation see appendix 3: Base on the galleys situation, we can clearly seen the first two stages of the ive stage model, the denial and the anger. Denial is usually a temporary defense, which can give the time to understand news of change before moving to other changes. Its the initial stage of numbness and shock. In this case employees were unable to accept the new change suddenly from their long-term typical terms and conditions for about 20 years. They don’t want to believe the change is happening.
That’s why they all respect their managers and obey their customers. Although employees shown their dislike by the higher rate of absence, lateness, and scruffy dressing styles. If we can make elieve that the changes are not happening, it may be will go away if we keep it as a distance. Second is anger. When we realize that the change is real the natural reaction might turns to anger. In this stage employees get angry and look to blame their manager or will do something against for the new terms and conditions for making that changes happen to them.
But this anger can be directed in many different ways. The main reason for this stage should be the top management’s fault for not planning properly. Jean porter made an incremental change in galley. Not only this but also the change management rocess is most effective when they are flexible to match the particular business need. According to Kirkpatrick’s model of change management, there are 4 levels should be taken into consideration. They are the reaction, learning, behavior and the results.
Reaction: this level should take into consideration the various measures through which employees could be trained in a well-defined manner. Jean should trained their employees to the new changes and also have to give some time to them to be familiar with the new terms and conditions. Training would help in order to improve the entire organization. Learning: in this stage Jean should consider the extent of learning. This means that how much the existing staff catch new changes from the training from reaction. The various objectives like theme menu etc. of galley restaurant should be kept in mind.
Behavior: in this level we should consider employees behavior on new changes as well as in the ongoing training process. In this level Jean should take time to understand the employees behavior and has to make some other option to improve Galley. Results: this refers to the various outcomes, which might come in future as ell as turn out to be good for the entire business. More in appendix. See appendix 4. Recommendations Jean must lead the changes as transformational first. She should try to communicate and to cheer up all the employees regarding the mission, vision, plans and strategic of lunch box 1. K Ltd. This could help the staff to understand in depth knowledge and a wide range of the company. Jean should act as a guide who can help the staff to develop and support the entire team. She should work towards the desired changes, which would change employee’s behavior. Also she should make proper training to mprove staffs knowledge of work as well as the new techniques. Jean has introduced many varieties of dishes in the menu and hot breakfast. So proper training methods should be given to employees to handle it in a proper manner.
Jean also tries to arrange various types of meetings and should take detailed feedback regarding the current situation. Not only the manager but also employees should try to be quite flexible and open with the new manager. They should discuss about their problems and challenges when they face critical situation made by Jean. This would help to build a bridge for he gap between Jean and entire employees of the galley. Jean might organize some various activities, which might build a team spirit and corporation within the staff.
As a new manager Jean was not very familiar with entire existing team. So they all should have a better communication with Jean. The participation of the existing employees at galley would help to minimize the barrier, which are faced by Jean who is younger than them. Conclusion It can be clearly concluded, that this case consideration with variety of internal and external factors which are being faced by Jean at the Galley estaurant. The external factors are level of competition, location of the restaurant and the trade union policies.
The internal factors are the new rules and regulations, age barriers, breaking of old rules, lack of trust, bad coordination and the attitude of the employee. Some of the change management models would help Jean to solve so any problems being faced at galley. Mainly the Kirkpatrick’s model of change management helps Jean to overcome from the challenges. Kirkpatrick’s four levels should be implemented in a well-defined manner other three functions such as mpathy, communication and participation also would help Jean to break the relationship gap.
Highlighted point is the galley should work with existing staff members. Fair communication strategies would help to build a firm relationship in the internal company. Finally we can say that the direct participation of entire employees at the galley, jean should overcome from the barriers which she facing at the moment. Appendix 1: The galley faced many changes after jean joined as a new manageress. These changes may occurred as internally and externally.
This case study simply hows the way to proper staffing and infusing understanding in them and extracting more customers satisfaction as a result of their efforts plan increasing the interest of the employees in her work where the time was bad. Here through we can explain the internal factors by the SWOT analysis and the external factors by the PEST analysis. SWOT means: Strength Opportunities SWOT is meat to be used during the proposal stage of strategic planning. It is an excellent tool for organizing information, presenting solutions, identiWing roadblocks and emphasizing opportunities.