终极封神第四季战魔刑天,赵亚雄,热敏电阻型号
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2.2 The desired future state
The desired future state of The Cut should include the following three aspects. First, it should establish a harmonious relationship between the staff to improve cooperation and communication between the employees to improve staff satisfaction with their work. Second, it should improve the relationship between the employees and the management, by the establishment of relaxed and open corporate culture and environment to improve the vitality of the organization, so that the employees will be willing to actively make recommendations for improving the work of the restaurant. Finally, it should optimize the job responsibilities and other organizational management system, by paying attention to the development needs of individual employees, giving the employees more reasonable authorization to achieve the common development of the individuals and the organization, so that the employees will have a high enthusiasm for work.
3.0 The proposed change process
3.1 The entering and contracting process
The Cut has achieved good operating performance in the past, but in the past 12 months the work efficiency and effectiveness of its staff have declined, the customer satisfaction has also dropped, thus affecting the restaurant's revenue. To solve this problem, the restaurant hopes to employ an experienced practitioner to help them to solve its problems in management and to provide a detailed plan for the restaurant's organizational development and to be responsible for the implementation of the plan. Once the restaurant has successfully contracted with the practitioner, the practitioner should start to collect the data and information about the restaurant's status quo. In addition to understanding quantitative and quantitative data about the restaurant's operations and management (Shimoni, 2017, p.169; Gohil and Deshpande, 2014, p. 229), the practitioner should interview the relevant staff of the organization to collect qualitative data to understand the status quo of the organization. Then, the practitioner wants more information and data to analyze the existing problems of The Cut, by classifying these problems to find out which problems are more serious, which problems need to be solved first, and what resources are needed to solve different problems (Gohil and Deshpande, 2014, p.218; Witek-Crabb, 2014; p.66). The restaurant needs to provide sufficient manpower, material resources, financial resources, at the same time, it should implement ideological mobilization, reward and punishment measurements to ensure that the staff can actively cooperate with the practitioner's work (Shimoni, 2017, p.168; Witek-Crabb, 2014; p.76).
3.2 Diagnosis
The practitioner diagnoses the organizational problems existing in The Cut. The practitioner first uses the method of action research to personally participate in the restaurant's daily management and work, observing how the restaurant manages and operates, how the employees work together, the working environment, the consumers' reactions and so on to form his own initial impression on the status quo of the restaurant, as well as recording the existing problems and some of his own views and questions about the organization (Shimoni, 2017, p.167; Witek-Crabb, 2014; p.78). Second, using interview and questionnaire to interview the management and general staff of the restaurant, the interview is carried out by means of personal interview, which is conducive to protecting individual privacy and ensuring that they tell the truth. Through the interview and the questionnaire to understand the original management system, management philosophy and business objectives of the hotel, as well as the employees' views on the current status of management of the organization and what they think about the future development of individuals and the organization (Shimoni, 2017, p.167; Prabhu, 2011, p.197-201).
The practitioner diagnoses to find problems in three aspects. First, there was a low level of employee satisfaction, resulting in a lack of adequate communication and cooperation among employees. Second, the organization lacked vitality, and employees were reluctant to suggest to the management about improving their work. Finally, repetitive and tedious work and a lack of career prospects for employees have led to a low level of employees’ enthusiasm at work. Based on the observations and interviews, the practitioner designs a report on the current issues in the restaurant and how to improve it.
3.3 Preparation for organizational development
3.3.1 OD publicity and communication
In the past, there was a lack of communication between the staff and the management, as well as a lack of communication among the staff, which not only affected the current management, but also affected the success of the future organizational development strategy, it is necessary to strengthen propaganda of related plans in the early stages of the implementation of the organizational development strategy. The practitioner is through explaining and publicizing, printing brochures, training and other forms of communication to allow the employees to get all the information about the organizational development, to ensure that the employees get all the information about the change, including the organization's current situation, strategy and vision to stimulate their confidence in the future prospects of The Cut, which is the premise for the staff to accept the change (Verčič and Vokić, 2017, p. 219; Karanges et al., 2015, p. 129). The specific way is for the management to take advantage of all the methods that can be used in the shortest possible time to allow the employees to be fully aware of the necessity of the change, so that the employees will be from different angles to understand the problems of the organization, and it will allow the employees to participate in identifying the existing problems and participate in the development of solutions. In addition, the communication must be clear, timely, credible, comprehensive, and based on data and facts (Sebastião, Zulato and Trindade, 2017, p. 863; Karanges et al., 2015, p. 131).
3.3.2 Employee mobilization
It is necessary to explain to the staff as quickly as possible about what the new action plan is, what action steps should be taken, what they should do now, what they can get from the change, at the same time, it should provide the employees with information about the restaurant’s prospects as much as possible. When the employees clearly know the progress of the organizational development and the possible beneficial results brought them, they will become partners and supporters of the development (Verčič and Vokić, 2017, p. 210; Karanges et al., 2015, p. 129). Moreover, staff surveys can be used to determine how staff of different levels understands the development, this link is both a survey and another publicity, communication (Sebastião, Zulato and Trindade, 2017, p. 871; Karanges et al., 2015, p. 130).
3.3.3 Team formation
Organizational development will bring many changes to organizational management. The practitioner needs to establish a new team to successfully achieve his strategic goal in the early stage of implementing the organizational development strategy. If the original staff can not meet the demand, it needs to recruit who are suitable for the changing culture and have the job skills needed for the organizational development, make these new employees who are willing to accept challenges, are willing to innovate and have a global concept, have strong adaptability and job competence to play their roles of leading the changes of concepts in the restaurant, enhancing the sense of crisis, as well as the influence and appeal of updating skills for their positions (Breaugh, 2008; p.103-118).
3.4 Intervention measures
3.4.1 Human resources management sources interventions
The problems in The Cut in the past were largely due to the deficiencies in its human resources management, such as poor understanding of what the employees needed, a lack of adequate development opportunities for the employees, and so on. Therefore, in the future, the practitioner needs to help the restaurant to understand and try to meet what the employees need, so as to increase the employee satisfaction. The specific strategy is designed as follows.
3.4.1.1 Satisfy what employees need
First, in the organizational development, the practitioner needs to guide the human resources department of the restaurant to make use of the analysis on the organization, employee satisfaction survey to understand the staff's requirements, so as to actively take measures to meet the needs of the employees in order to improve their work enthusiasm and enthusiasm (Poulsen and Ipsen, 2017; p.37-45; Buchko, Buscher and Buchko, 2017, p.739). However, it is worth noting that the needs of employees are endless, and what the organization can provide is limited. The human resources department should coordinate the needs of employees and what the organization can provide, on the basis of understanding the needs of the staff to deal with its human resources management work in accordance with the purpose and direction of the development to meet the staff’s requirements while maximizing the interests of the restaurant at the same time (Buchko, Buscher and Buchko, 2017, p.729).
3.4.1.2 Downsize
Second, due to the needs of the development of the organization, the hotel in the future may change in the job responsibilities, organizational culture, communication mode and even many other aspects, such as performance appraisal, as a result, some of the original employees probably fail to adapt to the new development, downsizing seems to be inevitable (Isaksson and Johannson, 2003; p.1-15). However, a lot of research and practice show that downsizing is not always necessary in organization development (Zorn et al., 2007, p.24-33), and as a practitioner, he will not downsize staff casually, he can make use of staff training to help them to achieve the needs of the development of the organization and adapt to a series of development in the organization in management and communication. The staff training includes training on cultivating core competence of employees, such as values, ways of thinking, teamwork, innovation ability, which makes synchronized improvement in the quality of the human resources and the development of the restaurant be achieved. |
