Career Background
I hold 10 years of experience in the areas of change and release management based tiers in addition to full support and problem management at the service level including available reporting of workloads as batch scheduling. Career was started as a human resource assistant manager from where I gained several opportunities that propelled me to new opportunities that provided me with a sense of purpose and a solid desire of achievement. This has allowed me to have leverage of my experience in highly disciplined environments that have added on my knowledge and methodologies in distributed workflow systems. I have gained the skills of development and implementation of challenges and management of change procedures using applied resources.
Companies I have worked for include Wovenpick restaurant where I was instrumental in the development of mechanisms of service delivery strategies with the inclusion of co-authoring of challenge management and change control procedures. I also participated in the peered review in the organizational restructuring in terms of strategy and system applications in the direction of strategy.
Part One
The company is known as Vivera restaurant emphasizes on advancement of catering and quality food services within the operational scope of updating as well as restructuring so as to gain clarity in communication of matters of strategic value. In the identification of the threats and opportunities in the restaurant industry of the company as the management consultant I have observed the continued suffering of solid competition from other competitors in which case presented the call for prosperity in the long term. This presented the need for development of a new business strategy the will entail the combination of innovation based on research and technology.
Consider the three arenas in which you can take action at your organization: goals, culture, structure, and work process.
I seek to increase productivity in the operational procedures of the company in a flexible manner that will allow for improvement as well as maintenance of the challenges that the company continually faces within the competitive market. In the course of his investigative study I undertake an observational approach that allowed for evaluation of the structure of the organization as well as alternatives. This is because within the restaurant industry the aspect of meeting customer demands or facing changes within the market as well as making the right decisions in a limited period of time requires a form of perfection.
This is in addition to the application of new technological forms that allow for transformed progression of the organizational structures to attain the vital aspect of productivity. As such I aim to ensure that the timing or duration of procedures has a direct impact on the time cycle for the final product in which case I undertook the imperative of formulating an action plan to address the present organizational structure. Within my plan I will apply alternative structures of organization such that the company can meet the demands of the customer (White, 2009). As such I selected the most efficient and productive organizational structure for the evaluation of the parameters so as to undertake an evaluation of the outcomes at the end of the implementation of the action plans.
This is in combination with a work force that is highly skilled as well as the general operational effectiveness in an approach that will make it difficult for competition to replicate. Production within this market is costly due to increased labor and energy costs which mean that with globalization cost effectiveness can be achieved by outsourcing although even in light of this fact the market in which the company operates can compete with success in markets that are globalised. This poses extensive operational scope with sophistication as well as a highly unified domestic market that allows the formulation of demand of well designed innovative services of increased value. This is happening in the face of investment into research departments as well as the increase of technology as well as the measure of business skills.
Which alternatives do you believe are the most important at this stage?
Within my action plan I hold as an alternative also aims to provide assistance in the delivery of required catering and food services for the company for formulate the next generation of restaurant services that are innovative as well as advanced in addition to procedures of the market within which it operates, The strategic goal of the company is to raise the catering and food services competitiveness through the provision of an oriented approach that targets application in a bottom up strategy with collaboration and support from the departments of research and development.
Which initiative(s) will you approach first?
This is with consideration of mechanism as the main emphasis of the value addition of products as well as services in relation to innovative production. I believe that with this in mind the company will be able to attain the general objective of moving ahead to embark on multiple manufacturing products more so in the area of increased priority.
Part two
What are the most important things you opted out of when choosing your change initiative in Part I?
I opted out of the examination of the relative force of attraction-selection framework as well the framework of job modification in the explanation of the relation between varied attributes in organizational structure for instance the scope, the hierarchical stages, formal strategies as well as centralization. This is in addition to reaction of employees to procedures in the work context. This is because the framework of attraction selection entails the suggestion of organizations of specified structural attributes that attract as well/or select employees on the basis of the specified employee properties. I also held such attributes in association of reaction of employees as the job modification framework posits the structural attributes that have an impact on the characteristics of the jobs held by the employees (Florian, 2009).
These attributes on the other hand are related to the reaction of the employees as in the course of his study as I discovered that data collection outcomes revealed the job modification framework as providing a better explanation of the relation between organizational structure and the reaction of employees. Which was compared to the framework of attraction selection that was more effective although the latter framework combined attraction selection as well as the frameworks of job modification? These were not required at this stage of the company's level of organizational structure which left me to neglect this aspect.
How does your change agenda for this initiative relate to the predominant change agenda that operates in your organization?
In this case the changes that I seek to implement in relation to the operation of the organization can be identified in the relation between the organizational structure and reaction of employees with comparison to the alternative frameworks. My proposed action plan creates the need for examination of power that is relative in the framework of attraction selection as well the job modification framework. This is in regard to providing an explanation of the relation between varied attributes of organizational structure that is to say the scope, number of hierarchical stages, formalization as well as centralization. This is in addition, to reaction of employees in the work and the associated context. The assertion has been made by researchers of "people making the place" as well as organizational culture, climate as well as practices being determined by individuals within the organization.
This notion is held in close relation with the procedures of socialization where new entrants into an organization in accordance to the framework are fitting in to a specified organization. Discussions have long been held of the influence held by variables that are situational for instance groups, technological and environmental structures as well as organizational behavior. In this case I present my argument as the failure of the company in the incorporation of human resources into operational organization theories. The main assumptions I hold are the characteristics of people and not the form of the external environment or technology within the organization comprise of the determinants that are fundamental to behavior within the organization. I present my action plan as such as human resource functions within the cycle of attraction selection attrition (Dyllick & Hockerts, 2002).
What challenges and opportunities do your chosen initiative and your change agenda for this initiative create for you at your organization?
I made a selection of the initiative that will provide an outline of several objectives that the company will aim to attain with these objectives comprising of the promotion of investment. Increased growth in association with high performance and valuation of additional departments with emphasis on production procedures as well as management support and innovation procedures while applying advanced technology and development of practices that are sustainable.
Furthermore, collaboration in development of local efficiency as well as external chains is within the involvement of business procedures. Furthermore, the company also aims at the development of the skill base as a necessity in maintaining solid as well as competitive catering and food service provision procedures on the basis of department. The action plan will provide recommendations in support of increased competition in an internal and external level with increased flexibility and workforce that is highly skilled. Challenges to my action plan will entail of increase of competition as well as the pace of change in the face of expansion of competition which will have direct impact on the service procedures.
This even as it is already in need with coping of the acceleration of changes with technology as well as globalization with another challenge being access to capital as several businesses within the same industry are facing the obstacles in access of the required capital to initiate or grow the business operations. Another obstacle is scale due to the increase in production operations that require an extensive scale of production for the maximization of output while lowering the costs of production. Several restaurant service providers according to my findings I am faced with the difficulty of production at the degree where economies of scale that are meaningful can be attained. In addition, increased costs are another challenge as in certain instances producers meeting increased costs of food materials than other industry players. This has led some industry players to engage in direct intervention in main markets which is problematic for manufacturers such as Vivera Restaurant Company that is local as they have to compete in the industry wide scope of the market while also facing increasing competition as an impact on the local industry.
Part three
Which of the following three types of arguments are your opponents most likely to make against your change effort?
The arguments that am likely to face in the course of his risky effort of change will include the issue of burdens of taxation and regulation as the competitiveness of manufacturer that will lead to possible failure of procedures of business operation. Opposition to my action plan is based on the argument of regulation and taxation designs acting as a direct barrier to the growth of the company. In addition another form of opposition to the action plan is the planning procedures in existence in regards to the procedures of approval which have been shown to act as a development obstacle in certain instances.
More so in the competitive restaurant industry where transition of planning mechanisms to a more localized level will lead to unnecessary delay of approvals and opportunities of manufacturing to limit their viability. The other obstacle is the possibility of failure to change the issue of shortage of skills in the face of increased labor wages as a provision to the restaurant industry as it poses some obstacles in specified areas (Stubbs & Cocklin, 2008). The restaurant workforce in the industry faces the risk of future skill shortages that are compounding. Another challenge in the form of making things worse concerns the impact to confidence in regard to the perception that the restaurant industry holds the potential of having a negative impact on the industry. This would take the form the discouragement of new potential entrants into the industry with the other challenge being making capital access increasingly difficult. This will discourage potential partners and investors to seek other opportunities elsewhere that will devalue the restaurant industry in the view of domestic consumers.
Which of the following three types of arguments are your opponents likely to make against you personally?
Regarding the argument to my initiative action plan is the possible form of argument in the form of "you're doing it wrong. This is because the task of formulation of the strategic approach to the point of execution and implementation in the entire organization is a difficult procedure. The aspect of "doing it wrong" would be the interdependence of planning and execution as the formulation of strategy and implementation are separated and distinct within the strategic management procedures. Logical flow of implementation procedures does not involve the implementation of something until is in existence although the formulation and implementation are interdependent as a component of the general procedures of formulation and implementation which in turn are part of the general procedures of planning-execution and adaptation. This interdependence provides the suggestion of overlapping between planning and doing as an improvement to the probable success of execution. As such my non involvement in the execution of the procedures of planning is a threat to the transfer of knowledge, commitment to outcomes as well as the entire procedure of implementation.
What are some responses you might use against these arguments? What actions could you take today to pre-empt those arguments?
Some of the responses that can possibly be applied against such arguments as well as the actions that can be taken presently in pre-empting such arguments can be the establishment of operating guidelines that will eliminate obstacles. By establishing operating guidelines within the phase of implementation the company will not be faced with challenges as any challenges within the process that are unattainable will be rendered unattainable. It is vital to understand in the view of my findings that every objective that is established is faced with a natural plethora of obstacles that are associated to the challenges that need to be surpassed so as to reach the point of success which is the objective (White, 2009). In fact according to my applied approach unless there is successful manoeuvring through these obstacles there will be failure to learn the lessons that are valuable as required to provide assistance in attaining and maintaining the objective as the company moves to attain its objective. As such I would act in a pre-emptive response to these arguments in a two pronged approach that would comprise of all the correct individuals in full accordance and equal consideration with merit as the basis. This would also include the provision of mechanisms for monitoring compliance in the search to establish equal standards with application of quantitative systems to measure the progress in the direction of the objective.
Part four
Allies and Resistors
Stakeholders within my proposed action plan include;
- Restaurant workers
- Supervisory staff
- Support Staff
- Administrative Staff
- Senior executive administrators
- Mark Rivens - To reach a common objective I will need to reverse the prior disengagement mentality he holds, by providing him with the responsibility for personal learning. This will increase his motivation towards participation and involvement in company activities through organizational structural engagement activities.
- Felicity Matthews - To reach a common objective I will need to reinforce and extend standard based reforms through provision of realistic operating contexts and providing him with a sense of practicability to the fundamental purpose in all its forms.
- Fernando Gareth - To attain a common objective in his instance I will engage in promoting the purpose of worker motivation to the workers, so as to prepare him for the roles through action involvement.
- Robert Muller - In this instance I will build willingness so as to encourage his service involvement to the company with additions to the innovative work procedures component of service.
- Frank Gaal - To attain a common objective in his case I will engage her in contributing to the personal and career development of the workers so as to increase the sense of responsibility in company settings and skill development.
I hold the notion that workers and administrators alike are required to demonstrate preparation for engagement to undertake completion of innovative activities within the company. When this happens then workers are empowered to develop and search for their personal working experiences such as understanding what it means to be multi-cultural, self esteem development and facing up to personal challenges in their lives as shown in research by
My action plan is a powerful concept in engaging workers to overcome tendencies of reluctance, or fears based on teaching and engaging with the internal and outside market. It also teaches workers to appreciate the importance of the innovative working concept as an effective tool for professionals in the restaurant industry.
The action plan approach I proposed can be integrated into business operation procedures and set into alignment with industry wide learning material to attain improved standards in performance also known as frameworks. Study units or operation plans driven by the concept of efficient organizational structure with innovative work procedures and connected to standards will provide an introduction to issues that are compelling to be grasped by the workers.
References
White,P. (2009). Constructing sustainable business strategies. Corporate Governance.9 (4):386-394.
Florian, L. (2009). Business model concepts in the corporate based sustainability context.Methods.10 (1):1-79.
Dyllick, T. Hockerts, K. (2002).The business case for corporate sustainability. Business Strategy and the Environment .11(2):130-141.
Stubbs, W. Cocklin, C.(2008). Business sustainability model concepts. Organization & Environment.21 (2):103-127.
