The identified study has been developed to analyse the food safety issues in KFC. In order to restore the food hygiene of the restaurant chain business of KFC, the reported study analysis will introduce significant ways securing the food hygiene of the products of KFC. The entire presentation has been formulated an extensive situational contextual analysis leading towards a sustainable change of the business. Effectively, the identified situational context will be a crucial factor dominating the design of the change model. Furthermore, the study illustrates a six-step diagnosis framework that has been utilised in the research to acquire, analyse and evaluate substantial information of the firm at the macro and micro level to prepare change intervention methods suitable for the change process.
Meanwhile, a comprehensive diagnostic tool has been utilised in the study to review the change readiness at the individual level. Also, the diagnostic tool will be helpful to draw the resistance to change. In the discussion, the effective hierarchical framework, ethical leadership strategy, authentic leadership strategy and the distinct differences between the values of the employees have been defined leading to changes (Fuchs and Prouska, 2014). By defining the major obstacles affecting the robust change in KFC, it will become easier to contemplate the changes. In this particular context of change management, Lewin’s three step Change model has been selected as the framework guiding the entire process of change in KFC. Alternatively, Kotter’s Dual Operating system has been considered for redeveloping structure and change process. However, continues feedback cycle system has been taken into account to create collaboration among the change recipients.
Apparently, the leading objective of the study is to minimise the existing gaps that have affected the food hygiene process in a cost-effective way. Precisely, the analysis will ensure the best practices that can improve the quality and food hygiene in KFC outlets. In the case of improving the food hygiene status, the issues have been identified for KFC. Specifically, the poor food hygiene has led to fine $240,000 in the entire food and hotel industry in Australia. Also, the staff members of KFC have stated that the restaurant chain business of KFC is facing substantial food hygiene crisis in recent times. Understandably, the poor unhealthy food and hygiene issue have affected on the reputation of the business. Furthermore, health problems due to unhygienic food have become a comprehensive issue. Thus, the sales and market growth of KFC have declines affecting the market position of the restaurant chain.
In order to review the organisational change management, efficient models and theoretical concepts must be taken into consideration. Gill (2012) suggests that functions of the business must be identified so that successful changes can be implemented. For instance, based on the changing requirements of the company, the market operations, financial targets, and marketing channels must be set improving the chances of meeting the goals. Through applying the structured methods of change management, it is the responsibility of the managers to lead the change minimising the resistance. Alternatively, Burnes and Bargal (2017) reviews the Lewin’s Change theory and three step change model that can be effective for altering the organisational behaviour following a structured method. Fundamentally, Lewin’s Change theory and three step change model can be drawn to create the basic set up for change at any given condition.
Meanwhile, Lewin’s Change theory and three step change model have been segmented into three parts i.e. unfreezing, change, and refreezing. Primarily, the first stage involves the transition of existing behaviours and organisational structure leading to change. In the next stage, new understanding about the changes as well as the transition has been recognised. Finally, during the refreezing stage, new practices and concepts have been adopted implementing the change. On the other hand, Lamprinakis (2013) argues the role and responses of organisational management leading towards successful change management. According to the author’s review, amidst the existing market competition change is the order of the day (Lamprinakis, 2013). Therefore, it is the responsibility of the organisational management to define the right change management approach suitable for meeting the overall target of the organisation.
In the contemporary business environment, it is mandatory to adopt a change in a given context. If the members of an organisation are reluctant to change, it will be significantly difficult to implement successful organisational change management. According to Sanoubar and Forghani Bajestani (2015), for a successful change management, understanding the employees’ behaviour and reflection of the internal conflicts to change must be defined so that organisation’s motive to change and employee behaviours can be aligned. However, during the change management, substantial strategies and readiness to change can be identified as one of the most crucial aspects determining the issues attached to the entire change management process (Roberts and Levine, 2014). Through proper diagnosis of the challenges, strategic interventions can be determined to involve the participants leading towards successful change management. Evidently, Doll and Miller (2008) argues that value of Kotter’s eight step model in developing a change management process. The entire change plan can be developed based on the stepwise model. The model sets up value, communication, collaboration and removes the obstacles to contemplate successful change management.
Alternatively, Marshak (2013) has considered the organisational development model based on Lewin’s Change theory and three step change model. Precisely, the author has described the importance of each of the steps in the three step model. Decisively, the first couple of steps of Lewin’s three-step change model i.e. unfreezing and change has involved significant diagnosis in assessing the factors affecting the change process. Invariably, changes within the organisation must be dealt with affirmatively through the determination of readiness related to organisational micro level as well as macro level (Sanoubar and Forghani Bajestani, 2015).
Building onto organisational changes, Fuchs and Prouska (2014) discovers that positive employee change evaluation must be created to support the entire change management procedure. During the initial stages of change management, the willingness, as well as the reluctance of the employees, must be identified to determine how the change process should be conducted. Admittedly, the readiness of the staff members can be described as the key fundamental aspect to change. On the other note, Huang (2015) elaborates the need for overcoming the organisational obstacles leading towards change. The diagnostic tool of employee readiness must be developed identifying the behaviours of the employees. Moreover, by valuing the personal beliefs of the staff members a positive influence can be created leading towards effective change readiness among the subordinates (Self, Armenakis and Schraeder, 2007). Evidently, by measuring the differences in the thinking of the employees, right change management plan can be adopted to increase the overall outcome of the change management process (Manz, Keating and Donnellon, 2010).
Fuchs and Prouska (2014) discuss the effectiveness of the readiness strategies in a change management scenario. Meanwhile, by overcoming the agents influencing the change management, employees and staff members can be involved in the process following their belief and positive mindset. As a result of the consequences, active participation of the members will deliver a positive outcome of the entire change management (Sherratt, Jefferies and Awad, 2013). However, motivation is the crucial factor in the process of organisational change management. Through continuous feedback, the employee engagement in change process can be enhanced (Huang, 2015). At the same point in time, the readiness practices can reduce the risks attached in a change management procedure.
In the context of organisational transformation, authentic leadership can be identified as one of the most significant aspects to control the overall outcome of the change management process. Kiersch and Byrne (2015) have argued the role of an authentic leader in a change management stance. According to the authors, authentic leaders have monitored their words and doings carefully in a change management procedure. The character of the leader has defined the trends and activities to be followed by the employees in a change management process. Moreover, an authentic leader creates an honest relationship with the members of an organisation improvising the values and ethics. On the other hand, Mohamad (2010) evaluates the role of ethical leadership in the change process of an organisation. Meanwhile, ethical leadership strategy has been based on the ethical values and eminent values that define the right attitude and behaviours, to say the least. Such leadership concept involves fairness, honesty, trust, and social responsibility for organisational productivity and profitability (Kiersch and Byrne, 2015).
The change management process must be driven by the correct strategic framework so that the activities can be connected according to the objectives. In leadership recommendations, it is important to verify the aspects affecting the entire system of change management. Precisely, Lewin’s Change theory and three step change model can be worked out effectively so that dramatic changes can be made following steps. Each of the accelerating drivers involved in the change management process must be interconnected to get the ultimate results (Marshak, 2013). At the primary stage of change, the vision, mission, and objectives of the change process must be elaborated to the stakeholders so that change resistors can be reduced in a substantial way. By using Lewin’s Change theory and three step change model, suitable diagnosis must be done to identify the challenges and beliefs of the employees (Orridge, 2009). According to them, the refreezing set up must be developed so that new competencies can be developed as per the requirement.
Meanwhile, the set up of evaluation must be developed in such a way that information and data gathered can be done according to the need. Based on the analysis, the ultimate results can be taken into account to make significant judgements suitable for the entire change procedure. Manz, Keating and Donnellon (2010) have presented their views on the role of employee self-management in a process of organisational change. Identically, if the analysis of the data is correctly made, the transition process will become significant. Based on the data analysis, effective change management and alteration decisions have been taken so that the overall of success chances of the change process will be increased (Gray, 2010). In the case of KFC, four key evaluation processes will be conducted. First is the evaluation of revenue, second is the evaluation of market position, third is the evaluation of customer feedback and fourth is the evaluation of quality index of the food and service in order to check that the change process has been successfully implemented. However, the factors affecting the evaluation process must be identified so that inappropriate measures in change management can be avoided (Fuchs and Prouska, 2014).
The change project has been planned using the Lewin’s 3 step model and Kotter’s eight step change process framework that has been presented in the section herein below:
First of all it is important for the change agents to determine the change project and create urgency among the top level management of the firm. At this stage, the change agents are responsible to create a clear vision of the change project, describe the opportunities and effective performance to be achieved by the recommended changes (Anderson and Ackerman-Anderson, 2010). The change agents will identify the potential threats and develop a clear scenario that can be achieved in the future.
In the second stage, the change agents are responsible to convince the other members of the organisation that the change is necessary for the future survival of the firm. This stage requires strong leadership and visible support of the top level executives of the organisation. The key stakeholders will be identified and a proper change management team will be developed at this stage (Cameron, 2016). It is important to check the weakness of the chosen members and ensure that a good mix of employees from different level and different department are chosen from the organisation.
The third step is to create a vision for the change. For instances, the values that are central to the change will be determined and a short summary will be developed that can be seen as the future of the organisation. Information about the current situation in the organisation is collected using personal interviews and market research tools (Doll and Miller, 2008). There is a need of both qualitative and quantitative data to measure the organisation’s readiness to the change. Finally, the strategies to execute the vision will be planned using the result of the evaluation and analysis report.
In the fourth stage, the vision and strategies of the change process will be communicated among the top level management as well as the other members of the firm using interpersonal communication and social networking channels (Rafferty and Jimmieson, 2016). It is important for the change agents to talk about the change vision on a continuous basis and address the member’s anxieties and concerns.
The obstacles to the change will be identified by conducting personal interviews and collecting the feedbacks of the employees. Additional volunteers will be included in the change management team to identify and minimise the obstacles. Furthermore, training and development programmes can be conducted to make people aware of the change process and its benefits for removing the obstacles (Doll and Miller, 2008). There is a need of transformational leadership in order to involve more people in the change process and effectively achieve the objectives of the change project.
In the movement phase, the short term success will be recognised and communicated with the members of the firm to motivate and influence them to participate in the change project. The change agents will look for less costly and sure-fire targets that can be achieved without any strong critics (Rafferty and Jimmieson, 2016). Furthermore, the short-run success will be communicated effectively in order to influence people to participate in the change process.
The refreezing phase begins by building on the change. It is important to note that the victory should not be declared too early. Every action and activity of the change project will be measured and evaluated to identify what went good and what went wrong (Gerth, 2013). A continuous review and learning process will be ensured to deal with the problems faced during the implementation of the change strategies.
Finally, in the last stage the planned changes will be implemented as a part of the daily organisation’s strategy. The new process will be incorporated in the daily practices and key performance indicators will be set to ensure ongoing evaluation (Gerth, 2013). At last, the success of the change project will be celebrated by appreciating and recognising the performance of the key change agents and other participants of the change project.
Conclusion
In the case of the change management process of KFC, a structured system must be mandatory to implement the right strategies. Evidently, by focusing on the challenges to change, authentic as well as ethical leadership can be taken into account to improvise food hygiene in KFC. Fundamentally, the authentic leadership in KFC can develop self-awareness, self-regulation, and transparency among the executives as well as employees. According to the capacity of the organisational management, such leadership style can foster a positive environment that can increase the essence of food hygiene within the business.
Alternatively, the ethical leadership will change the ethical climate around the organisation so that employees can become responsible for maintaining food hygiene to avoid any issues. Thus, customer satisfaction and employee engagement can collaborate with each other. Meanwhile, the diagnostic tool and change framework utilised in the study have provided the facilities to measure the organisational readiness among the employee to accept the changes. Thus, the diagnosis has helped to deliver the most comprehensive change management tactics contributing towards successful alteration. Conclusively, KFC management can utilise such effective stance to influence the staff willingness leading towards comprehensive change that can improve the food hygiene within the business environment mitigating business complexities.
References
Anderson, D. and Ackerman-Anderson, L. (2010). Beyond change management. 1st ed. San Francisco: Pfeiffer.
Burnes, B. and Bargal, D. (2017). Kurt Lewin: 70 Years on. Journal of Change Management, 17(2), pp.91-100.
Cameron, E. (2016). Making sense of change management. 1st ed. Kogan Page Stylus.
Doll, Y. and Miller, B. (2008). Applying the Kotter Model. The International Journal of Knowledge, Culture, and Change Management: Annual Review, 8(1), pp.53-60.
Fuchs, S. and Prouska, R. (2014). Creating Positive Employee Change Evaluation: The Role of Different Levels of Organizational Support and Change Participation. Journal of Change Management, 14(3), pp.361-383.
Gerth, C. (2013). Business Process Models. Change Management. 1st ed. Berlin, Heidelberg: Springer.
Gill, R. (2012). Change management–or change leadership?. Journal of Change Management, 3(4), pp.307-318.
Gray, W. (2010). Business change. 1st ed. Emereo Pty Ltd.
Huang, R. (2015). Overcoming invisible obstacles in organizational learning. Journal of Organizational Change Management, 28(3), pp.356-368.
Kiersch, C. and Byrne, Z. (2015). Is Being Authentic Being Fair? Multilevel Examination of Authentic Leadership, Justice, and Employee Outcomes. Journal of Leadership & Organizational Studies, 22(3), pp.292-303.
Lamprinakis, L. (2013). Organizational Response to Institutional Change. Change Management: An International Journal, 12(1), pp.49-59.
Manz, C., Keating, D. and Donnellon, A. (2010). Preparing for an organizational change to employee self-management: The managerial transition. Organizational Dynamics, 19(2), pp.15-26.
Marshak, R. (2013). Lewin Meets Confucius: A Review of the OD Model of Change. The Journal of Applied Behavioral Science, 29(4), pp.393-415.
Mohamad, S. (2010). Ethical Corporate Culture and Guidelines for Ethical Leadership. International Journal of Trade, Economics and Finance, 1(2), pp.151-154.
Orridge, M. (2009). Change leadership. 1st ed. Farnham, England: Gower.
Rafferty, A. and Jimmieson, N. (2016). Subjective Perceptions of Organizational Change and Employee Resistance to Change: Direct and Mediated Relationships with Employee Well-being. British Journal of Management, 28(2), pp.248-264.
Roberts, D. and Levine, E. (2014). Employee Surveys: A Powerful Driver for Positive Organizational Change. Employment Relations Today, 40(4), pp.39-45.
Sanoubar, N. and Forghani Bajestani, M. (2015). Organizational Change Cynicism. Change Management: An International Journal, 15(2), pp.19-33.
Self, D., Armenakis, A. and Schraeder, M. (2007). Organizational Change Content, Process, and Context: A Simultaneous Analysis of Employee Reactions. Journal of Change Management, 7(2), pp.211-229.
Sherratt, S., Jefferies, M. and Awad, R. (2013). Proposing a New Model for Organizational Change Management. Change Management: An International Journal, 12(3), pp.17-28.
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