Leading and Managing Change

LEADING AND
MANAGING CHANGE

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY ..................................................................................................................................1
Planned approach to deal with culture change............................................................................1
Difficult for accepting culture change.........................................................................................4
CONCLUSION ...............................................................................................................................5
REFERENCES................................................................................................................................6

INTRODUCTION
The term leading and managing change require experience for individuals which reveal
and implement new possibilities with implement of new strategies that leads organisation to
develop resources according to the market. To manage change top authorities of an organisation
are responsible to formulate new culture that helps for making investment which drive business
growth for business. This report is based on the case study of Cafe 13 and it is a 150 seat
canteen-style restaurant (Al-Haddad and Kotnour, 2015). It is situated on the top floor of eight-
storey building. Moreover, this report highlights on change management theory, strategies and
tactical options. Key areas of organisation and individual resistance to change will also include
in this report.
MAIN BODY
In the present scenario, globalisation is changing all over the world with rapid speed so
managing and leading change require critical leadership capability. Example- leading change
require experienced individual because they already faced changes or alternations that are done
in organisation. This also refers there are various task performed by management of Cafe 13 and
all of them are motivated towards satisfying individual food requirements. The selected
restaurant Cafe 13 is a 150-seat-canteen-style restaurant that is situated two miles away from
main market. With the analysis of case study it is identified that Cafe 13 was a subsidised
organisation that operate business with subsidised staff. Further, canteen offer and serve meals
and snack to business workforce. Buffet meals for office meetings and functions also held in
buildings. Moreover, with increase in international competition this is also important for
organisation to serve office workers by adding employee's to the organisation because this helps
in improving business size and number of profits.
Reason that demonstrate difficulty to implement culture change at Cafe 13
Cafe 13 is a well-known restaurant that was offering standardised restaurant services to
the customers for fulfilling individuals needs and wants (Alavi and Gill, 2017). With the change
in time there are different offices are opened so it is essential for the restaurant to implement
change in organisation. One of the major reason to implement change relates with the
inefficiency of management it is because there are different new offices are opened. The major
sale of the respective restaurant is gain from the employee's of international shipping company.
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