The performance of The Galley restaurant

The performance of The caboose eating placeThe Galley is a restaurant which is a part of the large international shipping fellowship which employ to cater food to the company employees. The restaurant was in a cafeteria trend with 150 seats and was located on the conduct floor. Due to a rise in the international food market the Galley reduced in size. In the year 2003 the restaurant merged with the Lunchbox Ltd. The ara around the create went on a lower floor a huge swap, sweet technology, bargon-assed restaurants with new concepts, sooner a large number of offices and a pub which gave a uncollectible competition to the Galley to survive in that atomic number 18a.( Galley case study). The publish contains a tog extinct abridgment and some theory on managing variety successful in an ecesis. Since the area has gone(a)(a) under fast lurch so it was necessary to conduct a SWOT summary to set somewhat out the arrangements factor ins that match to the enviro n area. It also provides instruction which is servingful in matching the resources and capabilities in the competitive environment to know where it stands. SWOT analysis is through to make some strategies for the business. Strength and flunk are inner to a company. Each and incessantlyy face should find out its strengths and weakness to become successful in achieving the goals of the validations. Resources washbowl be tangible and non-tangible, homophile and non-human. Threat and probability are external to any organization. Any organization to become successful and to survive in the market should know its surrounding area. Strengths are its employees, daub name of the company, any erratic selling residuum etc. weakness include outdated resources, human resource gets some while(a) etc. Opportunities inc- lude any growth in the business and threats include competitors and ready participation of trade union. The aim of SWOT analysis is to make a clear picture more or le ss where the organization stands. (Bhat and kumar, 2009). Kirkpatrick has suggested that element like Empathy, chat and participation are successful in managing a commute in any organization. After the market condition is known then circumstantial steps should be hiren to manage potpourri in an organization. The organization should prepare itself to adapt the mixed bag in the surrounding. If a change is plan it video displays that the organization is trying to improve its operation behaviors so as to survive in the competition. (Mullins, 2005).The report contains detailed information astir(predicate) the SWOT analysis and change management.SWOT ANALYSISA SWOT analysis is an analytical tool which is in bump offd in the business to assist in assessing a business in relation to a nonher(prenominal) competitive business. It is a quick way to look at the current environment as well as what the future may hold. (Hall, 2003, pg-92)2.1.1 STRENGTH(S)The galley has the following s trengths.2.1.2 nucleotideThe Galley Cafeteria is a 150 seat cafeteria and is located on the top floor of an eight storey office block. The sop up from the top sewer be very useful for attracting customers and can also act as a unique selling proportion.2.1.3 EXPERIENCED STAFFIn this cafeteria 20 employees have been working since 1970s and are experienced and have comprehend attach to the organization. The employees know the type of customers come and also know about the area.2.1.4 EXPERIENCED MANAGER jean Porter was an experienced caterer who had previously worked and managed early(a) outlets of lunchbox. Jean had a proper knowledge about the companys objectives and so use the experience to maximize profits and lessen the loss.2.1.5 BRANDNAME/GOODWILL OF LUNCHBOXA brand is a term, name, sign, symbol, design or a combination that identifies a companys harvest-time from its competitors. The brand of Lunchbox can be used to make the Galley unique and attract customers as the area had gone under rapid change.2.1.6 committal OF STAFFThe Galley had merged with the Lunchbox in the year 2003. The employees accepted the change and sleek all over were working with the organization.2.1.7 STILL GAINING PROFITSThe area around the building had gone under a vast change with new restaurants, new technologies but the Galley had a few old customers who used to come.impuissance (s)The Galley has the following weakness.3.1.1 SCARCITY OF NATURAL RESOURCESThe area had a gone under rapid change and the Galley has been operating since 1970s so there are chances of outdated resources and no proper training inclined to the employees to cope up with the change.3.1.2 LACK OF LEADERSHIP QUALITYJean was non able to motivate the employees to adopt the change. Jean tried to core ranges kind of than planning some strategies to make them a feel a sense of exitpower for the company. Team work and co-ordination was missing which lead to conflict mingled with the employees an d the manager.3.1.3 SUBSIDISED MEAL IN THE GALLEYThe area had gone under rapid change with new restaurants, new technologies and new cuisines. The galley had a very few range of dishes which lead to decrease in customers.3.1.4 resistivity TO CHANGEWhen Jean joined the company she introduced a wider range of dishes. The stave did non accept the changes and did not listen to Jean as she was 10 years younger.3.1.5 PRESSURE FROM NEW OWNERSThe owner and the manager tried to perpetrate their ideas on the employees. Jean abolished the half an hour morning coffee, smoking fall with with(predicate) which annoyed the staff.4. OPPORTUNITYThe galley has the following opportunities4.1.1 DEVELOPMENT IN THE local anaesthetic AREAThe area around the building has gone under rapid change with offices, restaurants, cinema and a pub. There are chances of increased selling condition. Proper strategies and advertisements are done then more customers can be attracted.4.1.2 DIVERSIFICATIONGalley ca n make plans to increase its outlets. New increases can be introduced with new varieties and modify its service operations.4.1.3 TIE-UP WITH MULTIPLEXGalley can take contracts from the multiplex and can open up a food court where they can sell their products and at the same time they can promote their restaurants and thus can increase their customers.5. THREAT (s)5.1.1 globalization AND FIERCE WORLD COMPETITIONThe area around the building has gone under rapid change. New restaurants have opened up with new strategies and varieties in dishes.5.1.2 INVOLVEMENT OF TRADE UNIONTrade union plays an primal role in any organization. The trade Union has legal powers to omit down the company if the employees are not able.5.1.3 CUT-OFF IN WAGESThe employees did not respond to the managers grazes so the management decided to cut down the advantage by 5% as a result there are chances of high turnover of employees.Thus a SWOT is a opinionated identification to find out the companys vista in the market. Strengths are matched with opportunity to convert the weakness into strengths and threats into opportunity.( Stapleton and Thomas,1998). reposition management is done to retain this position and still gain profits and minimize the loss incurred.6. Change Management has been delimit as the work at of continually renewing an organizations betion, structure and capabilities to serve the ever changing needs of external and internal customers. (Moran and Brightman, 2001 111 as cited in Todnem2005 ). Change may themeate from outside or inside the organization. In order to promote or adopt the change the organization should define the origin of change and the need to change to its employees. (Mullins, 2005). Change is a pervasive influence. We are all subject to continual change of one form or another. Change is an inescapable part of both social and organisational life (Mullins, 2005, pg-909).Kirkpatrick has suggested that Empathy is the frontmost bring out to anticip ate the feelings and reactions of the employees towards a change. Communication is the second key to channel clearly with all the employees affected by the change. Participation is the third key to make the employees involved and generate ideas for the change. (Kirkpatrick, 2001)7. EMPATHYEmpathy is about putting oneself in the conditions of other person and looking into things from their point of watch over. Manager should try to find out the reason for their resistance. The author mentions that may be the employees feel threatened and illogical by the challenge of change. (Kirkpatrick, 2008).Managers should have the aptitude to anticipate the point of view and emotions behind the resistance. It is the ability to witness others perspective in a impersonal way and understand their emotions and give weight to their concern and ideas. (Cook, Macaulay and Coldicott, 2004).Managers should take world-class to make a change effective. Usually employees are emotionally attached to t he organization and hence feel afraid to accept the change and hence adopt a damaging attitude. (Mullins, 2005).Supervisors should think beyond their positions and analyse the change from an employees perspective. An empathetic manager can encourage and increase the sense of ownership among them and it can also act as a tool for motif and leadership. (Pugh, 2007). Managers should analyse from employees view point and this can be done by anticipating the advantages and disadvantages according to them. (Kavanaugh and Ninemeier, 1995).Jean Porter in the Galley Cafeteria tried to force decisions on the employees she did not try to look at the things from the employees point of view and hence could not create a sense of ownership towards the organization. The employees did not respond to her decisions as she was ten years younger and hence their was swelled head problem. Jean should have tried to bridge the age gap amongst them. Employees also became hostile towards her as she forced some rules on them. As mentioned higher up Kirkpatrick and some other authors mentioned that Jean should come down her position and think from the staffs view. The employees working did not adopt the change as Jean did not discuss about the cause of change in the organization and did not show concern to their views.7.1.1 COMMUNICATIONCommunication is a skill or ability to negotiate for mutual benefits of the parties involved. Good communion helps to cope thoughts and ideas and helps in social negotiation. (Kirkpatrick, Duck and Foley, 2006). Communication is a two way adjoin in which one listens and the other gives feedback. To carry through a change proper communication should be there between the employees and the management. (Daft, 1988).Formal and lax communication helps to convey 80% of the information to the employees. Grapevine is a network of informal communication and helps to translate the managements formal messages to employees language. (Bhatt and Kumar, 2009). M anagement should clearly discuss about the change with the employees. One to one communication, group discussion and debates are the fairs through which information from the owner to the employees are passed. (Robbins and Sanghi, 2006). Supervisor should delegate their work to the subordinates through proper communication. It is very essential that supervisor should communicate properly to implement a change. (Miller, Walker and Drummond, 2007). Poor communication act as a key driver of negative feelings and conflict among the employees. (Tony and Doukakis, 2003). Communication is an important factor in the process of implementing a change because it is used as a tool for discussing and making people understand about the positive and negative aspects of change. (Spike and Lesser, 1995 as cited in Kitchen and Daly 2002).Jean should act as a medium of communication between the owner and the employees. She did not explain the companys aims and objectives to the employees. Employees di d not understand about the change and hence were not flexible as a result it led to conflict between the employees and organization. Organizations that effectively communicate their purpose, information about products and their services to the employees are more successful.7.1.2 PARTICIPATIONEmployees input and ideas should be used to develop and select alternatives as the work of implementation will be easier. Employees who are involved in the decision making process will accept the change. (Kavanaugh, and Ninemeier, 1995). Participation is basically creating opportunities under suitable conditions for the employees to take part in the decision process where the subordinates get control over freedom of choice with respect to his own duties. (McGregor as cited in Banerjee, 1994). previous to implement a change staff should take part in the decision process as it is very difficult for the staffs to resist a change decision which they have participated. It will also increase shipment towards the organization. (Robbins and Sanghi, 2006).Manager should ask the employees to cooperate and take part in the decision process. round would take initiatives and generate ideas and concern to accept the change. (Mullins, 2005). Participation benefits both the organization and the staff. Specific programs like discussions or training can be done to involve the staff to generate their views. Participation contributes to the quality of change and increases the word meaning for those who implement the change. (Kirkpatrick, 2001). Encourage employees to introduce ideas without any fear. Encourage the participation of employees in the use of quality management process of the company. (Tony and Doukakis, 2003). Worker responds positively to change if their responsibilities are increased. Encourage active participation and ask the employees to contribute verbalise their ideas freely. (Walton, 1985 as cited in Obrien 2002). Manager should be honest and open apt(p) and should be able to build trust among the employees for the organization. (Judson, 1991 as cited in OBrien 2002).Records show that direct employee participation within the company leads to motivation and trust. In direct participation employees are concerned about the working environment, employee turnover, recruitment and earnings but in current scenario records show employees are more kindle in the development of the business and achieving goals. (Geary and Sisson, 1994 as cited in Shapiro2000)Jean did not involve the employees in the decision making process which lead to neediness of co-operation and co-ordination. She did not discuss about the aims and objectives with the employees and hence they resisted the change. Jean should recognize the wideness of motivation and encourage the staff to contribute in the improvement process8. CONCLUSIONThe SWOT analysis gave a clear picture about the Galley where it stands in the market. The analysis showed that what the company is good at or bad a t and also shows steps how to maximize the profits and minimize the loss. SWOT analysis and change management are done to help every organization to adapt to new circumstances, to take part in the competition in the surrounding area and also to improve product and services. Employees are known as the internal customers or internal market of an organization. Employees should be informed about the organizations mission and vision. Manager should keep a notice that the channels of communication work properly in order to keep the internal market up-to-date about the external market. limited motivation programs should be introduced to meet competition. Managers should understand employees capabilities and use some communication techniques like newspaper and videos to provide latest trends in market. Manager should take initiatives to teach employees the necessity in doing things than only asking them to complete. Employees can be motivated through rewards and incentives to provide excel lent service. (Tony and Doukakis, 2003).Empathy, communication and participation are the important skills for the successful management of change. Jean should have understood the staffs lookout towards the change and then discussed with them or inform them about the change and at last asked them to generate ideas during decision making process and give weight to their concern. Kirkpatrick as well as some well known authors have mentioned above the idea or concept to be followed to overcome the change. When Jean the company she should have done through reading about the Galley. Jean did not try to change the weakness and threats to strength and opportunities. If the internal customers (staff) are happy then the external customers will be happy.