Organizational Change Management Report: The Blue Marina

This report provides a comprehensive analysis of organizational change management at The Blue Marina restaurant in Singapore. It examines the internal and external drivers of change, including lack of coordination among staff, economic crisis, and increased competition. The report analyzes the nature of change, which involves transforming the restaurant into a chain with two new outlets. It evaluates various employee reactions to the proposed changes and recommends strategies such as rewarding experienced staff, providing induction training, enhancing the restaurant's decor, launching a new website, participating in sponsorship events, and implementing corporate social responsibility initiatives. The report suggests using Lewin's change management model (unfreeze, change, refreeze) to facilitate a smooth transition, improve employee morale, and ensure business stability. The goal is to enhance customer service, increase revenue, and achieve a competitive advantage. This report provides valuable insights into managing change within a business context.

Running head: ORGANIZATIONAL CHANGE MANAGEMENT
Organizational change management
Name of student
Name of University
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Table of Contents
Introduction................................................................................................................................3
Body...........................................................................................................................................3
Conclusion..................................................................................................................................6
References..................................................................................................................................6

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Introduction
The report is prepared to discuss about the management of change at the organisation
named The Blue Marina restaurant in Singapore. The restaurant is a family owned business
that offers great quality Italian food items to the customers at reasonable prices including a
wide range of Italian dishes. Though the restaurant has a 100 plus seating arrangement for the
customers, it has still been considered as a fast food type business, The management has
always tried hard to improve the business efficiency and decrease the time of turnaround in
business, so that the customers can get the food items delivered at their table within 15
minutes after delivery and even maintain consistency in terms of customers; services
delivered and achieving the every sales target. At present, The Blue Marina Restaurant is
facing difficulty to deliver the desired levels of customers’ services and there also has been
poor coordination among the staffs in kitchen and the waiters, due to which, there have been
lesser customers and sales decline too (Cameron & Green, 2015). Due to the long waiting
time, the customers have preferred the other eating options and thus the decline in sales has
been experienced. The manager of the restaurant stated that these issues are the main causes
of competition within the area and also due to the economic crisis. To ensure resolving the
issues, the business needs to implement a change management strategy for making the
business survive within the competitive environment and at the same time, get transformed
into a chain restaurant with the introduction of two new outlets for catering to the needs and
preferences of people easily.
Body
Analysis of change considering the internal and external drivers for change
From the case study, it can be understood there have been major drivers of change,
both internal and external that have contributed to the management of change within The

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Blue Marina restaurant. The internal drivers for change could be the lack of coordination and
collaborative working between the waiting and kitchen staffs and also failing to deliver food
items on time, which also deteriorated the customers’ services’ delivery (Huczynski,
Buchanan & Huczynski, 2013). The seating size was not much huge, due to which, there has
been also been difficulty to provide proper amount of seating arrangements needs to make
every customers get a seat, as a result of which, many of the clients have preferred other food
options from the nearby restaurants. The external drivers for change, based on the context are
the economic crisis and high competition within the marketplace, There have been multiple
restaurants set up not only in the shopping mall, where The Blue Marina restaurant is present,
but also in the adjacent locations, due to which, the competition is quite high and people have
switch on to some other restaurant in case they do not acquire the desired level of services
that they expect (Hornstein, 2015).
Analysis of the nature of change facing the Blue Marina using
The nature of change has been brought up with the present man handling the
responsibilities and ownership of the restaurant to his son named Marcello. The nature of
change is based on the way a new business strategy is implemented to ensure overcoming the
risks and issues faced by the restaurant at present, furthermore, ensure its survival and growth
in the long run along with attaining competitive advantage in business too. The restaurant
should be change into a chain restaurant, with the introduction of two new outlets in different
shopping malls and for that a handsome amount of investment, i.e., £1.5 million would be
spent (Goetsch & Davis, 2014). Not only this should be change, but also there would be a
new range of food items available at the new locations of the restaurant, furthermore a new
infrastructure along with a bar area and added food items in the menu should transform the
business performance as well. The employees, who should be recruited and selected at the

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new workplaces of the restaurant, must engage in the induction training sessions for attaining
the desired skills, knowledge and expertise, furthermore ensure maintaining performance
consistency and meeting the business and quality standards too. The new company website
should create convenience for the customers to access it and gain knowledge about the
restaurant and its offerings, while CSR strategies should be implemented for bringing a
positive change and attaining positive mind sets among the clients too (Benn, Edwards &
Williams, 2014). This would be possible through sponsorships of community projects and at
the same time, maintain positive brand image, required to develop better involvement of
employees and to create potential customers too.
Evaluation of various types of employee reactions to the proposed change
Considering the fact, as understood from the case study analysis, The Blue Marina
restaurant employees lacked coordination between them, due to which, there was no team
work between the waiting and kitchen staffs. As a result of this, the food items were not
delivered timely to the customers’ tables, which resulted in poor satisfaction level among
them and decreased profit level as well. The employees’ reactions should be positive,
considering the fact that these changes would allow the restaurant to bring back the fortunes
and create a sustainable position within the competitive marketplace (Kaufman, 2017). The
employees’ reactions to change managed within the organisation are based on various factors,
which can influence the behaviours of employees as well as facilitate their participation in the
process of decision making.
The acceptance and resistance to change for the employees are attained when the
change managed at the organisation has brought some major improvements to the business
and even to their selves. Considering the case study, the employees who would be selected
for the new restaurant chains to be introduced in two different shopping malls, and they must

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take part in the induction training sessions. It could create positive perceptions among them,
because they would be able to achieve the desired level of skills and knowledge and work for
the company by providing their best and ensure that the issues previously emerged does not
occur again (Alvesson & Sveningsson, 2015). Moreover, few of the experienced and skilled
restaurant staffs should also be sent to the new locations, which could also create positive
mind sets and allow them to perform the role of a mentor or leader to guide the new
employees understand the strategic vision, shared goals and objectives to be achieved for
quick delivery of good quality food items to the customers (Belias & Koustelios, 2014).
Sometimes, the employees’ reactions could be negative and they might doubt the
effectiveness of the change and even their job security, because of the fact that they are
unknown o the fact why the change is being implemented at the restaurant. The manager
must come forward to clarify any issues and make sure to keep the employees informed about
the changes to be done, furthermore address their major concerns and handle those with care
for the management of smooth transition, thereby aim to enhance the level of customers’
services delivery and satisfaction among the clients too (Van der Voet, 2014).
Recommendations to manage changes at the organisation with the use of a suitable
change model
The company has already managed to invest over the business to ensure opening up
two new restaurant outlets, which can be a major change while the recruitment and selection
of new staffs and allowing the experienced staffs to provide necessary support to them should
be effective too.
 It is recommended to provide the experienced staffs with necessary rewards
and benefits for their contribution till date and at the same time, ensure

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keeping them encouraged and motivated for maintaining efficiency in the new
restaurant outlets.
 The induction training must involve the experienced staffs of The Blue Marina
restaurant, so that the new employees selected to be a part of the workforce are
properly guided and they are acknowledged about the shared vision, goals and
objectives to be achieved (Lewis, Cantore & Passmore, 2016). On-job training
provided to the newly recruited staffs could be effective for strengthening their
skills and to make them learn how the change is possible and the business
standards could be maintained.
 The new décor of the restaurant chain along with the introduction of a bar area
and addition of more food items should further influence the consumer buying
behaviour and make them encouraged to pay some good amount of money
(Al-Haddad & Kotnour, 2015).
 The management of an online website should boost the sales, by creating
customers to make bookings for their seats and at the same time, allow the
business to remain in contact with the suppliers, customers and other
stakeholders in business. It could also allow the clients to visit the website and
the offerings of the restaurant with ease and efficiency too (Bateh et al., 2013).
 From the case study, it could also be recommended for The Blue Marina
restaurant to take part in sponsorship events and work in strategic alliance or
partnership with the business partners for facilitating management of business
functioning within the shopping malls much easily.
 Another major change is recommended with the management of corporate
social responsibilities, which shall be possible by taking part in community
projects by The Blue Marina restaurant to create a positive brand image,

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furthermore, deliver better social value and enhancing the level of trust and
loyalty among the customers and even gain better rate of return on investments
(Jacobs et al., 2013).
All these recommendations are likely to make a positive impact on the business
functioning and ensure generation of higher revenue and attaining competitive advantage in
business as well. The change management at the organisation will be possible with the use of
Lewin’s change management model. It consists of unfreeze, change and refreeze. The
unfreeze stage would enable the organisation understand the concerns of employees, due to
which, there have been conflicts and lack of coordination between the waiting and kitchen
staffs while the existing status quo should be broken down for developing new ways of
business operations’ management. The organisational values, beliefs, behaviours and shared
vision must be informed and acknowledged to the staffs for making them know about the
business structure, furthermore examine the core activities needed to be managed for
developing string motivation among employees and to enhance business performance too
(Langley et al., 2013). The change stage should enable the employees to learn about how to
implement changes by participating in induction training sessions and learn to perform to
their potential in the new locations too. This stage should also allow the employees to deal
with the uncertainties, furthermore ensure doing things the right way and coping up with the
changing business environment to improve the collaborative working and coordination
among the team members too (Jansson, 2013). The last stage, i.e., refreeze could benefit the
organisation as already the changes have been implemented and the employees have adjusted
to the changes to feel more confident and comfortable with the ways of doing things too. This
should also provide the business with better stability and raise the employee morale to
commit themselves by putting efforts and develop changes by implementing new ways of
working too (Oreg et al., 2013).

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Conclusion
The report was prepared to discuss about the issues faced by The Blue Marina
restaurant and to determine the various approaches that should be adopted by the restaurant to
ensure smooth business functioning and transition all throughout. The management of
changes would be possible with the help of identifying the internal and external change
drivers and how it could contribute to the management of organisational change, though
considering the employee’ reactions to the proposed changes as well. To deal with the
changes, the company should introduce new outlets and recruit skilled individuals who
should be provided with necessary support by the experienced staffs during the induction
training sessions. Managing sponsorship with community partners and fulfilling the corporate
social responsibilities could also be innovative ways to build changes and ensure delivery of
better customers’ services and retaining the potential customer through better customer
satisfaction as a whole. This would also facilitate change management at the Blue Marina
restaurant and ensure driving business performance through generation of a large customer
base and more profit in business as well.

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References
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