Bubble Tea's Organizational Restructuring Plan - English 311 Report

This report addresses the necessity for organizational restructuring at Bubble Tea to adapt to market changes and improve solvency. It includes a letter to investors outlining the benefits of restructuring, such as adopting newer techniques, improving efficiency, and increasing competitiveness. It also contains a letter to employees, explaining the reasons for restructuring, potential impacts like job role changes, and efforts to minimize negative effects on employee well-being. The report emphasizes that while restructuring may lead to employee anxiety, the long-term benefits of smoother operations and greater production efficiency are crucial for the company's success. The report references academic sources to support its arguments regarding organizational restructuring strategies and impacts.

Running head: ENGLISH 311
English 311
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To: Investors of Bubble Tea
From:
Date: July 14, 2018
Subject: Organizational Restructuring of Bubble Tea
Dear Investors,
As the business head of Bubble Tea, I would like to inform that organizational restructuring
is necessary for the company to remain solvent and at the same time adapt to the changing
trends in the market (nytimes.com). In recent times, I have observed Bubble tea to follow an
old business model and struggle for survival in this cutthroat competition. This is not only
leading to the loss of stakeholder/investor confidence but also resulting in lower morale of the
employees. The company also faces difficulty in managing a corporate debt. Hence, the
necessity arises for restructuring the organization.
The restructuring will help the organization in changing the nature of the business; adopt
newer techniques of working and use of the suitable technology (Bolman, Lee and Terrence).
In other words, restructuring will enable the owner in starting afresh and in a manner where
he will have better control. At the same time, it will help in reshuffling some of the vital
employees along with providing power to some of the trusted employees. He will thus be able
to mend all the inefficiencies within the company.
I believe restructuring Bubble Tea will lead to more economical, smoother and sound
operations in business. Once the employees adjust to the newer environment, the company
will become more equipped in achieving the goals by ensuring greater production efficiency.
Thus, the investors who oppose the restructure or possessing the fear of losing money should

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reduce their necessary concern as restructuring will enable the struggling Bubble Tea in
improving its position, become more competitive and experience successful expansion.
To undergo organizational restructuring Bubble Teas will have to follow certain strategy
which will include alignment of the organizational restructure with the adopted strategy,
reduction in the complexity, focusing on better activity, creation of feasible roles, balancing
of the managers load and work in a proper manner(Yu et al.).
Thus, I believe that the decision for organizational restructuring would ultimately prove to be
beneficial for Bubble Tea.

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To: Employees of Bubble Tea
From:
Date: July 14, 2018
Subject: Organizational Restructuring of Bubble Tea
Dear Employee,
I would like to inform you that Bubble Tea would undergo an organizational restructuring for
remaining solvent and at the same time adapt to the changes brought about by the market
trends. Let me state you why Bubble Tea requires an organizational restructuring. Presently,
the company follows an older business model that makes it less competitive. The
consequences involve lower employee morale and loss of confidence of the investor or the
stakeholder. This also results in a situation where the company also finds it difficulty in
managing the corporate debt.
Restructuring an organization leads the change the process, operation, department or
ownership thereby helping the business in becoming more profitable and integrated
(Cummings et al.). For negotiating the restructuring plans, sometimes legal and the financial
advisors are hired. The impact of the process of restructuring will include change in the
procedures, networks, locations, computer systems and the legal issues. There might be cases
when there is overlapping of positions that might result in employee layoff.
I believe that this will make the employees anxious and apprehensive although the exact
figures remain unknown. The company will however try to nullify the detrimental influence
on the employee well being by remaining within the given cost structure and without
repetition of the job role.

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Thus, the characteristics related to the process of restructuring including communication,
fairness of the procedures and the change management does not lead to the well being of the
workers in spite of the fact that restructuring is believed to result in sound and smoother
business operations (Appelbaum and Eileen). There however exists group of the workers who
acts less negatively compared to the others. This might be due to the process adopted in
implementing the change.
Though I believe that restructuring leads to employee layoff but the benefits it ensures an
organization is immense (Manson and Bonita). I say this because once the retained
employees adjusts to the newer environment it helps the business in gaining greater
production efficiency.

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References:
Appelbaum, Eileen. "The impact of new forms of work organization on workers." Work and
Employment in the High Performance Workplace 120 (2013).
Bolman, Lee G., and Terrence E. Deal. Reframing organizations: Artistry, choice, and
leadership. John Wiley & Sons, 2017.
Cummings, Thomas G., and Christopher G. Worley. Organization development and change.
Cengage learning, 2014.
Manson, Bonita J. Downsizing issues: the impact on employee morale and productivity.
Routledge, 2014.
nytimes.com. 2018, https://www.nytimes.com/2017/08/16/business/smallbusiness/bubble-
tea.html. Accessed 14 July 2018.
Yu, Yan, et al. "Strategies, technologies, and organizational learning for developing
organizational innovativeness in emerging economies." Journal of Business Research 66.12
(2013): 2507-2514.