The performance of The Galley restaurant Essay Example

business compared to competitors by quickly assessing the current environment and anticipating future challenges (Hall, 2003 pg-92).

2.1.1 STRENGTH (S) - The organization possesses various strengths: [insert strengths here].

2.1.2 Infrastructure:

The Galley Cafeteria is situated on the top floor of an eight-story office building which offers advantages in attracting customers and serves as a unique marketing feature.

2.1.3 Experienced Staff:

The organization has a team of 20 experienced staff members who have been with them since the 1970s; they are familiar with the customer base and knowledgeable about the area.

2.1.4 Experienced Manager:

Jean Porter manages the Galley Cafeteria and utilizes her expertise as an experienced caterer to maximize profits and minimize losses in line with company objectives (Hall, 2003 pg-92).

2.1.5 Brandname/Goodwill of Lunchbox:

The Galley Cafeteria sets itself apart from competitors by leveraging the recognized brand name of Lunchbox, especially in light of rapid changes in the surrounding area.

6 Loyalty of Staff

:<>In 2003, despite a merger with Lunchbox, employees remained loyal and continued their service to the organization.
Despite significant changes in the surrounding area such as new restaurants and technologies,The Galley Cafeteria retains several loyal customers who consistently visit.

Weakness(es):

The Galley Cafeteria has several weaknesses:

1. 3.1.1 SCARCITY OF NATURAL RESOURCES:

   The country has undergone significant changes since the 1970s, resulting in outdated resources and a lack of preparation for employees to adapt.

2. 3.1.2 LACK OF LEADERSHIP QUALITY:

   Jean was unable to motivate employees to embrace the changes.Instead of planning strategies to foster a sense of ownership within the company, Jean resorted to coercing orders.Lack of teamwork and coordination led to conflicts between employees and the manager.

3. 3.1.3 SUBSIDISED MEAL IN THE GALLEY:

   The area has experienced rapid changes including new restaurants,

technologies, and culinary innovations.

However, the limited variety of dishes offered by the galley resulted in a decrease in customers. When Jean joined the company, she introduced a wider range of dishes; however, due to her being younger than them by 10 years, the staff resisted these changes and did not listen to her. Additionally, both the owner and manager tried to impose their ideas on the employees, causing dissatisfaction among them when Jean eliminated morning coffee breaks and smoking breaks.

On the other hand, there are opportunities for The Galley Cafeteria. The local area has undergone rapid development with new offices, restaurants, a movie theater, and a bar being introduced nearby. Efforts should be made to attract more clients through proper schemes and advertisements. Diversification is also suggested as a way to introduce new products and modify service operations.

One idea proposed is for Galley to form a tie-up with a multiplex in order to open a food court and promote their restaurants. This would ultimately expand their customer base. However, it is important to consider threats that may arise as well.Globalization and intense global competition have resulted in rapid changes in the local area, with new restaurants adopting fresh strategies and menu offerings. The involvement of labor unions poses a potential risk, as they hold the power to shut down the company if employees are dissatisfied. Additionally, a 5% wage reduction was enforced due to employees not following management's instructions, which could potentially lead to a high turnover rate. To evaluate the company's market position, a SWOT analysis is conducted to identify strengths that can be utilized to turn weaknesses into strengths and convert threats

into opportunities. Change management is then implemented to maintain this position, generate profits, and minimize losses. Change management involves constantly revitalizing an organization's approach, structure, and capabilities to meet the ever-changing demands of both external and internal customers. This change can be driven by external factors like globalization or internal factors within the company itself. In order for change to be embraced or adapted by the organization, it must effectively communicate the reasons and necessity for change to its employees. Change is an ongoing force that impacts both social and organizational aspects of life. To anticipate employee responses towards change, empathy is identified as the primary key factor according to Kirkpatrick (2008).Managers should seek to understand their employees' perspectives and emotions by identifying reasons for opposition, such as feeling threatened or disoriented. Clear communication with all affected employees is crucial, followed by engagement to involve them in generating ideas for the change. Managers should take action to effectively implement change while considering others' viewpoints and acknowledging their concerns and thoughts (Cook, Macaulay & Coldicott, 2004). Supervisors need to step outside their roles and analyze change from an employee's perspective because employees are often emotionally connected to the organization and may resist change, leading to a negative attitude (Mullins, 2005). An empathetic manager can use fostering a sense of ownership among employees as a tool for motivation and leadership (Pugh, 2007). Directors should anticipate benefits and drawbacks according to employees' viewpoints when examining situations. According to Kavanaugh & Ninemeier (1995), Jean Porter, the manager of the Galley Cafeteria, made decisions without considering her employees' perspective. Consequently, the employees did not develop a sense of ownership towards

the organization. One reason for this negative response was Jean's age difference; being ten years younger created a self-esteem issue. To bridge this gap, Jean should have made efforts toward establishing better communication with them.Furthermore, Jean's imposition of certain rules on the employees caused them to become hostile towards her. Kirkpatrick and other writers suggested that she should have come down from her position and considered the staff's perspective. The employees had a hard time adjusting to these changes because Jean failed to explain the reasons for them or show any concern for their opinions.

Effective communication is crucial in negotiating for common benefits among all parties involved (Kirkpatrick, Duck, and Foley, 2006). It allows for sharing ideas and thoughts while facilitating social dialogue. Good communication involves both listening and providing feedback.

When implementing change in an organization, it is essential to establish proper communication between employees and management (Daft, 1988). Both formal and informal communication channels play a role in conveying about 80% of information to employees. Informal networks like grapevine help interpret formal messages from management into employee language (Bhatt and Kumar, 2009).

Management should engage in open discussions with employees regarding proposed changes using methods such as one-on-one communication, group discussions, and debates (Robbins and Sanghi, 2006). Supervisors must effectively communicate in order to successfully implement change (Miller, Walker, and Drummond, 2007).

Insufficient communication is a significant factor contributing to negative employee sentiments and struggles (Tony and Doukakis ,2003).Communication is essential for implementing changes and facilitating discussions. It helps individuals understand both the positive and negative aspects of the change (Spike and Lesser, 1995 as cited in Kitchen and Daly, 2002). However, Jean failed to act

as a mediator between the owner and employees because she couldn't explain the company's goals effectively. As a result, the employees didn't comprehend the change, leading to inflexibility and conflicts within the organization.

Organizations that communicate their purpose, product information, and services effectively tend to be more successful. Employee engagement plays a crucial role in developing implementation options. Involving employees in decision-making processes increases their acceptance of change (Kavanaugh & Ninemeier, 1995).

Engagement entails giving employees opportunities to participate in decision-making processes and control over their responsibilities (McGregor as cited in Banerjee, 1994). Therefore, it is important for staff members to be involved in decision-making before implementing any changes. This involvement reduces resistance to change among staff members while boosting their commitment to the organization (Robbins and Sanghi, 2006). Managers should encourage collaboration and employee participation in decision-making processes.By promoting employee engagement through initiatives such as discussions and training sessions, employees will feel empowered to share their ideas and concerns about proposed changes (Mullins, 2005). This active engagement contributes to the quality of the change and increases acceptance among those who implement it (Kirkpatrick, 2001). It is important for employees to freely present their ideas without fear, which can be achieved by promoting employee engagement using the quality management process (Tony and Doukakis, 2003).

When employees have increased responsibilities, they respond positively to change. Therefore, managers must possess qualities such as honesty, open-mindedness, and the ability to build trust in order to benefit the organization (Judson, 1991 as cited in O'Brien {2002}). Direct employee engagement fosters motivation and trust.

Employee concerns regarding the working environment, turnover rate, recruitment processes, and rewards are expressed through this engagement. However recent records

show that employees are more interested in the company's development and achieving goals (Geary and Sisson, 1994 as cited in Shapiro {2000}).Jean's failure to involve employees in decision-making and discuss company goals led to a lack of cooperation and resistance to change. It is important for Jean to recognize the value of motivation and encourage staff participation in improving processes. Conducting a SWOT analysis helps understand Galley's position, identify strengths and weaknesses, and develop strategies for maximizing profits. Both SWOT analysis and change management are vital for organizations to adapt, compete, and enhance products/services. Employees should be informed about the company's mission as they are considered internal clients. Managers must ensure effective communication channels with the internal market regarding external market developments. Tailored motivation programs should be implemented for effective competition. Directors need to understand employee capabilities and use various communication techniques like newspapers and videos to provide market trend information (Tony & Doukakis, 2003). Managers should educate employees on the importance of taking action instead of just assigning tasks.Motivating employees with rewards and incentives is key to delivering excellent service. Successful change management involves understanding employee expectations, discussing changes, informing them about decisions, and seeking their input. Before implementing any changes, Jean should have familiarized herself with the company's goals. Unfortunately, Jean neglected to address weaknesses and threats to the company's strengths and opportunities. It is crucial for the satisfaction of external customers that internal customers (employees) are satisfied as well.