Leading and Managing Change: Cafe 13 Report and Recommendations

This report examines the difficulties encountered in implementing cultural change at Cafe 13, a restaurant under new management by John Cummings. The report details the challenges stemming from employee resistance to change, poor communication, and a lack of effective leadership. It analyzes the situation through the lens of Lewin's Change Management Model and the 3C's model of change leadership, highlighting the importance of communication, collaboration, and commitment. The report provides recommendations for John, suggesting the adoption of a democratic leadership style and the implementation of business strategies focused on improving communication, fostering a positive work environment, and recognizing employee contributions. The goal is to facilitate a smoother transition, improve employee morale, and ultimately enhance the restaurant's performance and brand image. The report emphasizes the critical role of leaders in managing change and ensuring employee buy-in for successful organizational transformation.

LEADING AND MANAGING
CHANGE

Contents
INTRODUCTION......................................................................................................................3
TASK.........................................................................................................................................3
1. Difficulties in implementing cultural change at Cafe 13...................................................3
3.Recommendation to John on leadership style and business strategies...............................6
CONCLUSION..........................................................................................................................7
REFERENCES...........................................................................................................................8

INTRODUCTION
Change management is the process of controlling over business activities and taking
such change initiatives that may help in the growth of organisation (McCabe, 2020). Cafe 13
is the restaurant that was later on transferred to Elia food UK. New manager was responsible
for handling of all workers and business activities. But poor leadership was creating issue for
John (new manager) to implement changes at workplace effectively. Current assignment will
explain the difficulties faced by John in implementing changes at firm. In addition, report will
give advice to John top improve its leadership style.
TASK
1. Difficulties in implementing cultural change at Cafe 13
Organisational culture can be defined as values, believes of company. These values of
organisation work as glue that supports in integrating with the employees in proper manner.
Attitude of leaders towards its workers also reflect the culture of firm. This is the major
element that influences the working efficiency of company and also affects performance of
business unit to great extent (Lee, 2020). Cafe 13 was earlier working as canteen style
restaurant and then it was gone in the hand of Elia food UK Ltd. Because of transfer of
regulations all the employees now were supposed to work as employees of Elia Food UK.
They need to follow working guidelines of this company only. Employees started working
on it and they get adjusted according to its norms. But before three months manager of
organisation was replaced by John Cummings. He brought some unique changes at
workplace to improve the performance of restaurant. As he was younger than staff member
hence they did initially not like his guidance and instructions. People were not giving him
proper response. That results in increasing rate of absence at workplace. Employees were not
giving polite services to consumers as well (Stark, 2020). This was the big issue in the Elia
Food UK LTD and now to resolve that problem there is need to make changes in its culture.
There is need to bring healthy culture where there is strong coordination between employees
and managers.

Organisational culture works as DNA of firm; it determines the actual working of
business unit. If there is poor culture then strategic implementation will not be done properly
that would create issue to business unit (Di Leva and et.al., 2020). John was not having good
leadership skill. People like to work with regular process, they do not accept modification so
easily because of fear of losing job and also due to no having knowledge of new process. This
fear enhances their resistance tat workplace and that is why people do not like strategy of
John and they do not want to accept it. That is the reason that absenteeism is increasing in
Cafe 13 and people are not paying attention on their work. They are treating their customer
badly that is affecting brand image of organisation to great extent (Bhattacharya, 2020).
Culture change is considered as most difficult task for leaders, whenever changes
need to be implemented then leaders have to make modification in ideologies, customs as
well. This replacement of customs makes the employees uncomfortable. Many times people
fail to understand need of these modification and they fail to perform their duties well. This
issues impact on business efficiency level to great extent. John made efforts but because of
his age people were not ready to accept him as leader. Hence his ideas were not accepted by
employees which were the major issue in cafe 13 (Bayudhirgantara, 2020). Each person like
to work in comfort level but changes create issues for workers. In such condition they have to
struggle with the new process and working with new process is not so easy for everyone.
Hence resistance are here in changed situations. Leaders are able to handle this situation well
but if leaders are unable to manage their employees then such issues can turn into big
problems that may give negative result to company as well.
Difficulty with culture change in Cafe 13 was control, culture changes is very difficult
to control by John. As employees have few expectation with existing culture but they think
that new culture will not met their these expectations hence their uncontrollable behaviour
create trouble for the organisation (Rödder, 2020). One of the major reasons of difficulty in
implementing changes at workplace is poor communication from manager’s side. If leaders
and managers are unable to coordinate with staff properly and unable to make them
understand with the need of change then it would always create difficulties. John was brining
changes at workplace but he was unable to develop confidence among staff members with the
benefits of changes. Hence employees were not accepting his decision. Poor communication
by leader side always gives disappointing results hence changes are not being implemented
properly (Marshall and et.al., 2020).

Lewis change management model states that changes sometimes create opportunity
for organisation but sometimes it creates threats to its business environment. If market
conditions are changing then it is very important for business to bring changes at workplace.
As competition was very high thence Cafe 13 also needs to make changes in its working
pattern so that it can raise satisfaction level of its customers. But John has to face many issues
while making cultural changes at workplace (Lewin's Change Management Model, 2020).
Unfreeze
John is unable to prepare its workforce to accept these culture changes. If john
improves its leadership style then acceptance by workers is possible. One of the major issues
in implementing culture changes at Cafe 13 is poor leadership. John is required to make
coordination with employees and have to clarify the workers about new culture before its
implementation. John did not coordinate with workers and did not inform them why
company cannot continue with its existing working policies and culture (Bayudhirgantara,
2020). If John would have make them understand then people would have accepted it. Due to
this gap people were not paying attention on their job and customers were not getting
satisfactory services by them. Here leader of Cafe 1 needs to develop confidence among staff
members and have to make them aware with new believes and values. This is stressful
process and many questions may take place but it is helpful in making full control over crises
situations.
Change
This is second phase of Lewis change management model that describes that leaders
have to implement changes now (Lewin's Change Management Model, 2020). When people
are aware with the necessity of these culture changes then only John has to implement these
modifications. People can start believing on the new changed environment and can support
John. Employees take time to understand the changes. Many times staff members get trouble
in middle of task because of changes. Hence leaders have to be available all the time to
provide all necessary support to workers. If it is not there then changes will not be
implemented successfully. Time and communication play significant role into it (Di Leva and
et.al., 2020). If leaders of Cafe 13 John give time to employees and make clear interaction
with them then people will accept modifications and it will give positive result once it is
implemented.

Refreeze
This is the face where employees are stable in the changed environment. Job
description is clear to all employees. Employees are happy and confident. But if John fails to
control over situation then it may go wrong way hence there is need to make close monitoring
and controlling over entire process so that culture changes can be implemented properly (Lee,
2020). Leaders of firm always have to work to maintain these situations properly otherwise it
may move to wrong direction. People are now comfortable to work in changed situation but
still leaders need to take their suggestions timely so that if they have any issue they can
discuss with John and leader can take immediate action to resolve it. Because it this thing is
missing then employees will not trust on the leader and they will not accept their decision in
near future (McCabe, 2020).
3.Recommendation to John on leadership style and business strategies
John is younger than other employees in Cafe 13. This age difference is the major
cause of non acceptance of its decisions by employees. But leaders are the person who holds
capability to influence all employees. Leaders always work to encourage people and make
them positive towards the organisation. John works as manager in firm, to bring changes or to
design future successful change initiative there is need that John makes changes in its
leadership style. John should use democratic leadership style (Stark, 2020). Here John should
involve employees in its decisions and also take their suggestions as well. If workers are
getting involved in business decisions then they feel valued, it raise their confidence on their
managers. In this condition people will support John and decisions or changes can be
implemented successfully in Cafe 13.
John should communicate with all employees time to time, individual must interact
with staff to know more about their needs (Bhattacharya, 2020). Once needs of employees are
identified then John can provide them opportunity to fulfil their needs. For example most of
the workers in Cafe 13 have financial needs. Hence John can provide them extra incentives
and bonuses against their hard efforts. that will make them positive and people will be loyal
towards company. By this way future changes can be implemented in workplace effectively.
3c’S model of change leadership is considered as most effective. John should first
concentrate on communication (Bayudhirgantara, 2020). Leaders those who want to become
successful in brining changes at workplace, they must coordinate with all staff members
properly. If John is able to explain purpose of modification to all workers then it would create

value to business and it will help in getting support from all employees. This will prepare
environment of accepting changes in certain situations. Collaboration is second important
element. John should work on bringing people together so that changes can be executed
properly. John should engage workers so that their confidence can be build up. This will
develop friendly atmosphere and people will work together to gain success (Lewin's Change
Management Model, 2020). Commit is another element that must be improved by John. John
should negotiate with each situation properly. If individual is able to negotiate things
effectively then changes can be accepted at workplace easily and it will give positive result to
Cafe 13.
Business strategies are made by successful leaders so that company can grow well and
it can gain success in market. Cafe 13 is currently facing challenges and staff absenteeism is
increasing in the firm. Employees are showing lack of politeness towards customers.. All
these things are affecting sustainability of organisation badly (Marshall and et.al., 2020).
Hence Cafe 13 also needs to consider some new tactics that may help in bringing future
change initiatives successfully. Cafe 13 should improve its culture where all employees can
interact with each others and can work in friendly atmosphere. This aids in enhancing their
interest in business unit and they will like to retain in firm for longer duration. Friendly
culture would be better in taking future change initiatives properly. Apart from this, business
should give attractive pay to workers and also have to give them recognition for their good
work. this tactic will help in accepting changes at workplace and gaining success in market.
CONCLUSION
From the above study it can be concluded that change management is essential part of
business, it is essential to make some changes at workplace according to market demand. But
it is also important that employees accept this modification. Leaders play significant role in
this, they influence people so that they get ready to work in new atmosphere and do well.
Leaders are required to interact with all members properly and have to make them understand
with the importance of this modification. This is the best way through which issues of
implementing changes at workplace can be minimised and firm can manage its operations by
taking suitable change initiatives effectively.

REFERENCES
Books and Journals
Bayudhirgantara, E.M., 2020. DOES ORGANIZATIONAL CULTURE HAS IMPACT
TOWARD KNOWLEDGE MANAGEMENT: EVIDENCE FROM LECTURER.
Bhattacharya, R., 2020. Analysis of Impact of Demographic Variables like gender, age,
qualification and experience on OCB in Service Organisation. Studies in Indian Place
Names. 40(35). pp.712-720.
Di Leva, A. and et.al., 2020. Business Process Analysis and Change Management: The Role
of Material Resource Planning and Discrete-Event Simulation. In Exploring Digital
Ecosystems (pp. 211-221). Springer, Cham.
Lee, J., 2020. Future of Digital Tools in Change Management. In Accelerating Organisation
Culture Change. Emerald Publishing Limited.
Marshall, A.J. and et.al., 2020. Risk Management as Knowledge Production: Application to
Fast-Tracked Complex Multi-Stakeholder Airport Projects. In Entrepreneurial
Innovation and Economic Development in Dubai and Comparisons to Its Sister
Cities (pp. 33-66). IGI Global.
McCabe, D., 2020. Changing Change Management: Strategy, Power and Resistance.
Routledge.
Rödder, S., 2020. Organisation matters: towards an organisational sociology of science
communication. Journal of Communication Management.
Stark, J., 2020. PLM and Organisational Change Management. In Product Lifecycle
Management (Volume 1)(pp. 377-409). Springer, Cham.
Online
Lewin's Change Management Model. 2020. [Online]. Available through
<https://www.mindtools.com/pages/article/newPPM_94.htm>