Leading and Managing Change: Analyzing Cafe 13's Organizational Shift

This report provides a comprehensive analysis of change management strategies applied to the case study of Cafe 13, a canteen-style restaurant. It delves into the challenges of leading and managing change, particularly within the context of a changing market and organizational structure. The report explores the implementation of change management theories, including Lewin's change model, and examines the application of competitive strategies to navigate market competition. It highlights the reasons behind resistance to change within the organization, such as mistrust and fear of failure. Furthermore, the report discusses the importance of planned approaches, flexibility, and transparency in managing change. The analysis also covers the impact of external factors, such as competition from restaurant chains, and how Cafe 13 adapted by implementing value-added services. The report concludes by emphasizing the role of leadership in fostering sustainability and overcoming challenges. Finally, it provides recommendations on how to effectively manage the transition process, including careful planning and timeline management, to ensure a smooth transformation.

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.
1

But due to the modify in regulations of shipping company now only new employee's are serve
food. So this impact on the sales of food. This also define there are different changes is
implemented by management authorities of Cafe 13 to satisfy need and wants of customers. One
of the reason to work with planned approach for adopting change relates with the retirement of
the business manager. But the existing number of 20 employee's defines are remain and they
work or perform their role according to the policy of commercial food business. So market area
and profits of business both are covered by management of Elia food (Bloxham, Ehrich and Iyer,
2015). Functions of Cafe 13 and Elia food are same but the method or way to complete the work
is different. So with planned approach such as competitive strategy it is easy for organisation to
manage all task with sequential steps. The another reason to implement change is that employee's
of new office are also required food in lunch break but due to selected food items and less variety
in fast food impacts on the sale of business. Therefore, to deal with the challenge of low sale,
Cafe 13 management undertake areas which satisfy needs and wants of customers in proper
manner. So organisation is focused towards implement of change overall culture change within
the company with adopting Lewis change management theory. So all aspects of respective theory
in context of restaurant are mention as follow: Unfreezing- To prepare and adopt the changes an organisation is focused towards the
break and destroy of previous steps that are constant and not changing within business
model from several years. According to the case study it is recognised that existing
subsidised staff resist change. So the goal of unfreezing stage relates with generating
awareness among employee's or workforce for adopting the changes because it helps in
managing organisation operations according to present market conditions. Changing- After the stage of unfrozen persons who are engage in operations of Cafe 13
start to adopt changes. This stage refers individuals begin to move and the Lewin's model
recognised that change is a process in which top authorities transit change in business and
it refers the implementation of change is a battle for employee's because within changing
stage people need to adopt new behaviour, process and ways to complete their work as
per new process (Braveman, 2016).
 Refreezing- Refreezing is the final stage of Kurt Lewin's learning theory but various
organisation and individuals refers reinforcing is the final stage to stabilise and solidify
new changes within business. Modifications or changes which are implemented in goals,
2

process and structure of company are focused towards the frozen of new business process
in order to ensure that employees does not revert towards previous business process. It
helps cafe 13 to work with positive behaviour.
From the perspective of Cafe 13, management and authorities are focused to implement changes
with theory of Kurt lewin's. This is because management of Cafe 13 is sold to the catering
company which is Elia foods. It also helps to complete management which operates changes in
organisational culture for offering and serving food in an organised manner among all small
companies. So due to the sale of the business all 20 employee's are re-employed according to
terms and conditions of commercial catering business. It also governs that Elia foods around
existing employee's according to policy and strategy of Workers (Dawson and Andriopoulos,
2014). This also refers that there are various task performed by management and it is also leads
business to transfer and employee workers with strategy that helps to gain competitive edge in
market.
Planned approach to deal with management change
According to the existing plan it is identified by management that there are several
changes are required by restaurant to manage its business in an appropriate manner. Therefore, to
implement changes some effective tactics which are implemented by management are mention as
follow:
 Plan carefully- To bring proposed changes within Cafe 13 it is identified that plans are
implemented by organisation in an organised and careful manner. One of the most
effective step that is related with tactics is to formulate plan first that covers all essential
steps for addressing potential changes.
 Be flexible and transparent- One of the major trick part of organisation change relates
with changes that arrive in management with different phase. It also involve
confidentiality level which help team and individuals. This also refers organisation
undertake details about all employees to help staff for making and managing changes in
organisation.
Strategy to work with planned approach
The term competitive strategy is explained as an action plan that is formulated by
organisation for accomplishing competitive edge in market. With business it is identified that
competitive strategy evaluate its strength, weakness, threats and opportunities in industry. Cafe
3

13 perform there business with motive of developing competitive edge that helps to accomplish
company goals according to existing concept of market. According to the case study
differentiation leadership strategy is implemented by management of Cafe 13 as per products. In
per case study it is identified due to competition from different sector specifically restaurant
chain impacts on business. So with brand quality and value added services this is easy to work
with premium features that helps in managing business with different brands. Further, with
differentiation leadership strategy management implement value added changes that develop
competition for business (Fragouli and Ibidapo, 2015). It also refers respective restaurant also
enhance their business by enhancing variety of organisation serving.
Difficult for accepting culture change
The term resistance to change refers to the unwillingness for adopting altered
circumstances (Gupta, 2011). Their are different aspects related with business circumstances that
covert, organised and individual that helps to make changes in public. Some aspects from case
study that demonstrate changes in organisation are mention as follow:
 Mistrust and existing changes- Cafe 13 sold their business to the authorities of Elia
food and it is managing business as the commercial food agency. Therefore, now all staff
are re-employed but with new motive and it is managing business with the motive of
completing work with new perspective for focusing resistance to change. So it is difficult
for managing organisation results.
 Fear of failure- Individuals not support business if they are not coordinated this defines
each individuals work with their own capabilities. Cafe 13 is managing business from
several years and majority of the individuals or workforce is focused towards accept of
changes which helps in managing business with new strategy. It is because the area for
business is changed because as per current situation all buildings are constructed due to
which new restaurant chain also established its business. So Elia foods also focus that
business is managed with new strategy to complete all work with more efficiency.
 Complex timelines- By creating the balance between sense of urgency and also by
allowing the time to different transition it is easy to complete work in an organised
manner (Jones and Harris, 2014). This refers that the main motive of Cafe 13 is to
conduct right timelines which leads organisation to perform their work according to right
management plan. One of the major decision that is implemented by the Cafe 13 relates
4

with managing business and it is related with action of business. One of the complex
situation define that the entire information of timelines help the staff members for
managing changes by designing paths classify different needs to facilitate action and set
ideas to work with current changes.
 Lack of planning- One of the most important aspect for business relates with plans that
are implemented by management of organisation. Elia food is focused towards managing
business which leads in selection of areas through which organisation make and
implement changes among organisation. There are various changes required by
management and to implement organisation focus on all aspects which is essential for
business to set and develop plans. Along with this by step to step plans management also
concern for managing changes that are required in managing changes with benefits. This
also defines aspects due to which organisation expected outcomes are concerned to
acknowledge all essential changes so that opinion and perception of organisation is
acquired towards attracting customers (Lawrence, 2015).
The cafe 13 hotel and management of Elia food make food contract that helps for running
business profits. In the current market place, organisation is focused towards the changes which
take place to enhance demand of customers. Example- Restaurant operate and manage their
business within service industry so with increasing the comfort level of organisation. This is easy
for management to complete business in service industry. In the initial period of business Cafe
13 established their business on top floor with a 150-seat-canteen style. So by providing best
quality food within minimum time period it is easy for management to complete their work in an
organised manner. With improve in service facility Elia food also develop competitive edge by
reducing the switching rate of customers towards other food chain.
CONCLUSION
With the analyse of above discuss report it is concluded that for maintaining the
sustainability among teams and groups in food sector top authorities such as manager are
responsible for managing and understanding growth of business. Their are different issue faced
by management such as fear of failure, lack of planning etc. Due to such issue there is direct
ineffectiveness among business activities coordination is monitored. So to overcome from the
changes within organisation competitive strategy is implemented by management to deal with
5

business challenges. In the last, Lewis change management model with different stages is
accomplished for developing positive outcomes within hospitality business.
REFERENCES
Books and Journals
Al-Haddad, S. and Kotnour, T., 2015. Integrating the organizational change literature: a model
for successful change. Journal of Organizational Change Management. 28(2). pp.234-
262.
Alavi, S. B. and Gill, C., 2017. Leading change authentically: How authentic leaders influence
follower responses to complex change. Journal of Leadership & Organizational Studies.
24(2). pp.157-171.
Bloxham, R., Ehrich, L. C. and Iyer, R., 2015. Leading or managing? Assistant regional
directors, school performance, in Queensland. Journal of Educational Administration.
53(3). pp.354-373.
Braveman, B., 2016 Leading & managing occupational therapy services: an evidence-based
approach. FA Davis.
Dawson, P. and Andriopoulos, C., 2014. Managing change, creativity and innovation. Sage.
Fragouli, E. and Ibidapo, B., 2015. Leading in crisis: Leading organizational change & business
development. International Journal of Information, Business and Management. 7(3).
p.71.
Gupta, P., 2011. Leading innovation change-The Kotter way. International Journal of Innovation
Science. 3(3). pp.141-150
Jones, M. and Harris, A., 2014. Principals leading successful organisational change: Building
social capital through disciplined professional collaboration. Journal of Organizational
Change Management. 27(3). pp.473-485.
Lawrence, P., 2015. Leading change–Insights into how leaders actually approach the challenge
of complexity. Journal of Change Management. 15(3). pp.231-252.
Painter, S. and Clark, C. M., 2015. Leading change: Faculty development through structured
collaboration. International Journal of Doctoral Studies. 10. pp.187-198.
Shore, D. A., 2014. Launching and leading change initiatives in health care organizations:
managing successful projects (Vol. 213). John Wiley & Sons.
Velmurugan, R., 2017. Nursing issues in leading and managing change. International Journal of
Nursing Education. 9(4). pp.148-151.
6