Change Management: Managing Change in Businesses

CHANGE MANAGEMENT

CHANGE MANAGEMENT: Managing change in businesses

NAME: Siddharth Sarin

ID: A

Signature:-

GUIDE: Donald Brian Simon

Change management

Change management is a structured approach to shifting/transitioning individuals, teams, and organizations from a current state to a desired future state. It is an organizational process aimed at helping employees to accept and embrace changes in their current business environment. In project management, change management refers to a project management process where changes to a project are formally introduced and approved or we can say .Change management is a term used to refer to the introduction of new processes in an organization, or the management of people who are experiencing change.

Introduction and background of the business:-

Sangeet Indian Cuisine has been the pioneer and leading Indian food restaurant in Manukau City and South Auckland serving delicious ethnic Indian food since 1993.A visit to Sangeet will take back into the time of Mughals, Rajas and Kings. Enjoy the best of Indian food in an unforgettable and authentic atmosphere while being pampered with unparallel service at your beck and call. There dine in and take away menus offer traditional Indian Specialties from sumptuous entrees leading towards the main meal and the traditional Indian desserts.

Problems of the institution:-

Management problem:-

The management is not able to keep the record of the inventory.

Staff problems:-

 The staff they have hired is not professional.

 Most of them are the students and are working as a part time worker.

 They are hiring them as they have to pay fewer amounts as a salary.

 They have hired few people but the demand is high.

Theories which can be applied to the organization

The 7s model

The 7-S model is a useful way to look at the many interrelated aspects of a complex organization and it's a great way to help you understand your organization and leverage it to maximum efficiency and profitability. It was developed by Tom Peters and Robert Waterman while working at McKinsey & Company.

The basic premise of the model is that there are seven internal aspects of an organization that need to be aligned if it is to be successful. It is the seven key elements of an organization that are critical to understand its effectiveness. These seven elements are: Strategy, Structure, Systems, Shared Values, Style, Staff, and Skills. The beauty of the 7-S model is that it can be used in a wide variety of situations such as:

* A diagnostic tool for an ineffective organization.

* Improve the performance of a company.

* Guides organizational changes.

* Align departments and processes during a merger or acquisition.

* Determine how best to implement a proposed strategy.

* Combines rational and hard elements with emotional and soft elements.

HOW TO MANAGE AND ORGANIZE YOUR DEPARTMENT TO MEET THE GOALS

Managers must act on all S's in parallel as all S's are interrelated. All elements must align equally:

The seven elements are distinguished in so called hard S's and soft S's. The hard elements (consisting with Strategy, Structure, and Systems) are feasible and easy to identify. They are easier to change than the others. They can be found in strategy statements, corporate plans, organizational charts and other documentations.

The four soft S's (consisting of Skills, Staff, Style, and Shared Values) are not as feasible. They are harder to change directly, and typically take longer to do so. They are harder to describe since capabilities, values and elements of corporate culture are continuously developing and changing. They are highly determined by the people at work in the organization. Effective companies, however, tend to pay as much attention to these factors as to the hard S's.

Essentially, you'll want to run through each of the seven points and analyze how they fit in with your business. The concepts remain fairly similar, with some minor changes:

1. Strategy: Refers to the plan or route-map to maintain competitive advantage. What is your plan for the future? How do you intend to achieve the objectives? When was the last time you looked at your business plan? What were the actions you took after looking at it? When was the last time you updated your business plan? How do you deal with competitive pressure? What are the sources of sustainable competitive advantage such as cost, quality, service and technical leadership? What are the key strategic priorities such as improved customer service? How are changes in customer demand dealt with? How do you deliver greater value to customers?

2. Structure: Refers to the framework in which the activities of the organization's members are coordinated. A key function of structure is to focus employees' attention on what needs to get done by defining the work they do and whom they should be working with. How is the organizational structure designed right now? How is the team divided? How do the various departments coordinate activities? How do the team members organize and align themselves? Is decision making and controlling centralized or decentralized? Is this as it should be, given what you're doing? Where are the lines of communication? If you had to suddenly hire another 6 employees tomorrow, what would

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