Term Paper - Organizational Change
School of Continuing Studies, Human Resources, University of Toronto
SCS 0988 169: Organizational Behaviour
December 8, 2023
Definition of Pilot Project
Our company operates six restaurants and bars, each with its unique concept and customer base.
However, we lack a systematic and continuous human resource strategy within our existing
organizational framework. Currently, each General Manager makes operational, personnel, and
financial decisions based on their subjective judgment at each location, which leads to specific
challenges at each site. This approach also makes it difficult to build and maintain a strong
organizational culture, particularly given the high turnover rate in the hospitality industry. It
relies heavily on the individual judgment of each General Manager to determine the best course
of action and disseminate necessary information to all staff. For example, we use three different
POS platforms and two reservation booking systems across six locations, and tip-outs at two
locations are paid digitally, while four rely on tips paid out in cash. Further complicating our
organizational landscape, three sites are co-owned by four individuals, two by two partners and
one by two individuals, with one partner investing in all locations.
For fifteen years, we have operated as one of Toronto's most successful and celebrated
independent restaurant groups. Our first restaurant, The Black Hoof, was founded in the late
2000s with an anti-establishment culture in response to stuffy and expensive dining. This outlook
has now become an integral part of our company culture. However, the resistance to adopting a
more corporate and structured organizational framework has resulted in inefficiencies, confusion,
and undue stress among decision-makers.
I recommend implementing a pilot project to foster community and efficiency within the
organization to address operational inefficiencies and other issues. This project will reinforce our
culture and standardize operational decision-making at the General Manager level. Each General
Manager will work alongside our Operations Manager to develop an efficient program for
creating company-wide best practices through collaboration, job experience, transparency, and
thoughtfulness. Our organizational artifacts are primarily based on stories and legends, and this
pilot project will help us create a more efficient and productive work environment.
The approach will be multifaceted, utilizing various methodologies and theories to gain support
from the organization's owners and staff. We will use Lewin's Force Field model to assess and
manage restraining and driving forces, with the ultimate goal of unfreezing and refreezing the
current management system once we have achieved standardization in necessary areas. Our
upper management values autonomy and free will, and it will be critical to increase the driving
forces for change, particularly at the highest levels of management. The most effective practices
in this context will involve extensive communication, employee involvement, and stress
management. As hospitality is a people-oriented business, the Appreciative Inquiry Approach
will be the most effective and supportive course of action alongside Lewin's model. Our
organization has a solid reputation for offering authentic, caring, and expert service. It is crucial
to emphasize how we have differentiated ourselves in the market using this approach to
hospitality. At the same time, we must highlight the potential to maintain our position as a
leading force in the competitive hospitality industry by evolving.
This project will rely on the continued input and participation of all General Managers
throughout our organization. It will involve three stages: conducting an environmental scan and
gathering information, developing best practices, and implementing and auditing those practices.
Initiation of Launch Plan
I have proposed a comprehensive and strategic project initiative to address the current
operational challenges faced by our six distinct restaurants and bars. The project will be
structured into three key stages, each designed to systematically address the existing
organizational framework and foster a more cohesive and efficient operational environment.
In the first stage of our project, we will conduct a thorough environmental scan, which includes
interviewing our General Managers, conducting employee surveys, and benchmarking against
industry best practices. The objective is to comprehensively understand our organization's
current dynamics, challenges, and strengths while highlighting our strengths. This stage is crucial
as it lays the groundwork for subsequent interventions and ensures a nuanced understanding of
our unique operational landscape.
The second stage will focus on developing standardized best practices based on the insights
gained from the environmental scan. Collaborative meetings and empowering the General
Manager of each location will be critical components of this stage. The objective is to create a set
of practices that align with our overall organizational goals and respect and enhance each
establishment's distinctive culture. We will take an inclusive approach to foster a sense of
ownership and autonomy among General Managers, ensuring that the resulting best practices are
practical and culturally relevant while managing the stress of change.
The final stage of the project is dedicated to implementing and auditing the developed best
practices. The changes will be introduced gradually, starting with pilot locations and expanding
to all restaurants and bars. Training sessions will be conducted to familiarize employees with the
new practices. The Operations Manager and General Managers will regularly assess adherence to
the best practices, allowing continuous improvement. This stage emphasizes a commitment to
ongoing refinement and optimization, ensuring that the project's impact is sustainable over the
long term.
To ensure the success of this project, we will consider key implementation factors. A robust
communication plan will be developed to keep all stakeholders informed and engaged
throughout the project. Change management strategies will be employed to address potential
resistance and facilitate a smooth transition. Additionally, introducing recognition and reward
systems will incentivize adherence to the new practices, creating a positive shift in organizational
behaviour.
The anticipated outcomes of this strategic initiative are significant. Expected results include
higher employee satisfaction, a tangible reduction in turnover rates, and improved operational
efficiency across all locations. Success will be measured through enhanced employee
engagement and improved collaboration among General Managers across the company. Guided
by our Operations Manager, this project aims to address existing inefficiencies and solidify our
position as a leader in the competitive hospitality industry.
Anticipated Resistance
Anticipating cultural resistance from both employees and owners is crucial in implementing the
change management strategy. The project will emphasize its goal of preserving and enhancing
the unique cultural identity of each business establishment and involve employees in developing
best practices to ensure alignment and reduce resistance.
When implementing changes, fear of the unknown can lead to employee resistance. To mitigate
this, transparent communication about the project's objectives, timeline, and expected outcomes
is crucial, along with offering training sessions to help ease the transition and build confidence in
the new practices.
To counter the lack of involvement in the decision-making process, the project will foster a sense
of ownership by including employees at all levels, particularly General Managers, in developing
best practices. Addressing change fatigue, perceived threats to autonomy, and communication
gaps are essential to a successful change management strategy.
Tenured employees who are attached to established habits may also resist changes.
Acknowledging their experience and contributions while highlighting the positive impacts of the
changes on the overall work environment can help overcome this resistance.
By proactively anticipating and addressing these potential sources of resistance, the organization
can enhance the chances of successfully implementing the project strategy. Effective
communication, involvement, and support are critical in navigating the complexities of
organizational change.
Effects on Corporate Culture
The pilot project aims to improve the company's overall organizational culture and effectiveness.
It focuses on inclusivity and collaboration, encouraging General Managers to participate in
decision-making processes through collaborative meetings. This approach values diverse
perspectives, fosters a culture of teamwork and recognizes and enhances the unique cultural
identity of each establishment.
The project involves General Managers in developing standardized best practices that respect
and enhance the distinctive culture of each restaurant and bar. This aligns with the company's
anti-establishment culture and creates a workplace where employees feel connected to and
proud.
Moreover, the project aims to cultivate positive organizational behaviour by implementing
recognition and reward systems and using positive reinforcement to incentivize adherence to new
practices aligned with the company's values of authentic and caring service. This, in turn, fosters
a culture that values and recognizes positive contributions, leading to more positive and adaptive
organizational behaviour.
In summary, the pilot project, infused with Appreciative Inquiry principles, aims to enhance
collaboration, strengthen cultural identity, and cultivate organizational effectiveness. This
approach aligns with the company's values and addresses the unique challenges posed by its
diverse establishments, ultimately fostering a more cohesive, efficient, and positively oriented
corporate culture.
References
Steen., S. L. M., Kevin Tasa and Sandra L. (2021). Chapter Fourteen: Organizational Culture. In
Canadian organizational behaviour. McGraw Hill.
Steen., S. L. M., Kevin Tasa and Sandra L. (2021). Chapter Fifteen: Organizational Change. In
Canadian organizational behaviour. McGraw Hill.