Methods Of Communication And Strategies For Change Management In A Medium-Sized Manufacturing Company

Appropriate Methods of Communication for Different Messages

The culinary training is of utmost importance. The CEO have arrange in house training as well as send the head Chef for a personal training with marquee continental chefs. The entire team including the service and the marketing team should be trained regarding the presentation and feedback gathering style for continental food. A team of expert hospitality manages who have worked with continental restaurants is required for grooming the workforce. A set of 50 employees from each department would receive training from the experts. The training would be conducted on roster basis. Leaders should invest 1 to 2 excess hours daily to oversee how the employees are reflecting the skills gained in training. This supervision is crucial since, the management have decided that if any employee cannot adopt any basic skill after three consecutive training session, they would be under the risk of termination. Their career in this organisation would rest only if they can show comprehensive development in any other aspect of the training.

The main strategy in this context is to make every department of the organisation try and understand why the implemented change is required and how it would generate value for them. The advantages they can develop through the change like acquiring higher sustainable skills in the industry or chances to play a more vital role in the organisation have to be communicated (Dupuis et al. 2016). The last aspect is change politics. Few employees would be affected by the change and they would try to evoke negative concerns in the minds of other employees regarding the change. The change managers including the CEO should try to motivate the workforce and shield them from the negative vibes.

The major resistance of change would come from the culinary department as approximately 1/3^rd of the workforce from the department would be terminated after the change. The catering and service team would also put up resistance, since with the introduction of new cuisine they would face difficulty in suggesting and offering menu to the clients. Nevertheless, the management should make the workforce understand the demographic changes in customers’ appetite that led them to make the change. The management should offer an incentive structure to the workforce for bearing and coping up with the change management phase. A customer’s feedback form would be structured. In order to make the employees more enthusiastic to accept the change, that management have formulated that if any employee receives 5 stars in customers’ review rating consecutively for 5 times after coming out of training, their increment would take place at 15% higher scale than others. In order to ensure that the employees readily accept the change and the curriculum for change, managers have to conduct informal communication with the whole employee base also to convey them how the current cuisine is becoming too commonplace and also that in few years the demand for this kind of food would decrease. Hence the organisation would be forced to close down branches and terminate 32% of the workforce to save expenses. Hence this policy change is actually beneficial for the employees. The fear of job loss is always evident. Hence it is viable that the employees might become disengaged with the process of change implementation. The management should therefore render the message that during the tenure when the training goes on, each employee would get full salary and after implementation of the new cuisine, the customer appraisal bonus would become double. The company would experience a reduction of 8% in the revenue generation rate as an impact of this. However, this is done for the sake of the employees only. Since the management is considering so many prospects for employee welfare, the employees should also bear this change with positivity.

Reference List

Dupuis, R., Meisel, Z., Grande, D., Strupp, E., Kounaves, S., Graves, A., Frasso, R. and Cannuscio, C.C., 2016. Food allergy management among restaurant workers in a large US city. Food Control, 63, pp.147-157.

Neves, P., Almeida, P. and Velez, M.J., 2015. Reducing Resistance to Change: Commitment-Based HR Practices and Ethical Leadership. In Academy of Management Proceedings (Vol. 2015, No. 1, p. 18311). Briarcliff Manor, NY 10510: Academy of Management.