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3.4.2 Strategic intervention
The Cut’s management and operation in the past met its bottleneck, to succeed in the organizational development, it needs to take a series of measures to help the organization to redesign and implement the organizational strategy. The specific interventions include: how to gain competitive advantage, how to adapt to the external environment, how to guide the organization functioning, etc.
The practitioner can reform the leadership to achieve the above purposes, on the basis of transformational leadership theory, the reform is processed mainly from the following four aspects. First of all, the management of the restaurant should improve their idealized influence, such as using positive and rigorous work attitude to make the model for the employees, allowing the employees to trust and admire and follow, as well as have some other positive behavior, so that the management can better guide organization functioning (Wang, Demerouti and Blanc, 2017, p.195; Phaneuf et al., 2016, p.30). Then, the management should give the employees inspirational motivation, in the past, there was a low level of team cohesion in the restaurant and poor cooperation between the employees, the future management should use team spirit and emotional appeal to rally the employees to work together to achieve a goal, which will increase the organization's competitive advantage (Phaneuf et al., 2016, p.35; Li and Yuan, 2017, p.59). Followed by intellectual stimulation, in the past, the restaurant staff were reluctant to suggest on work improvement to the management, the future management should stimulate the employees to put forward their new ideas and encourage them to use new ways and new methods to solve new problems at work, participating in the development of the organization’s strategic decisions to help the organization to better adapt to the changes of the external competitive environment (Wang, Demerouti and Blanc, 2017, p.185; Li and Yuan, 2017, p.70). Finally, individualized consideration should be given to the employees by the management. In future, the management should care about each staff by attaching great importance to their individual needs, abilities and desires, carefully listening to their opinions, and according to the different situation of each subordinate and their need to train and guide them by using distinguishing methods, which is beneficial for guiding organization functioning and increasing its competitiveness (Wang, Demerouti and Blanc, 2017, p.180; Phaneuf et al., 2016, p.33).
3.4.3 Interpersonal interventions
Organizational development theory places more emphasis on that an organization should have a democratic climate that allows for emotional expression, encouraging innovation, and individual ownership. However, the communication between employees of The Cut in the past was rather unobtrusive, and the practitioner needs to improve the communication between the employees in the following three areas. First of all, it should establish a formal communication system, all departments should institutionalize regular or non-regular communication plans, the employees have the right to decide the content and time of communication (Sebastião, Zulato and Trindade, 2017, p.863; Verčič, and Vokić, 2017, p. 219). Then, it needs to improve the communication channels, various forms of communication can be carried out between employees, employees and management, including oral communication, SMS, e-mail and other means (Sebastião, Zulato and Trindade, 2017, p. 871; Karanges et al., 2015; p.131). Finally, it should improve the corporate culture and create a corporate culture that encourages communication. The management should pay attention to the suggestions from the employees and give feedback in time. Employees can get some rewards due to provision of outstanding suggestions (Verčič, and Vokić, 2017, p.210; Karanges et al., 2015; p.129).
3.4.4 Technostructural interventions
Consumer satisfaction with The Cut is declining, so the practitioner should take technostructural interventions to improve restaurant products and services to increase consumer satisfaction, the specific measures include the following three aspects. First, it should build customer-focused business management mode, for example, by using customer relationship management systems to understand what customers need and what changes in customers' preferences are, so as to provide customers with targeted services (Sukhu, Bilgihan and Seo, 2017, p.19; Jogaratnam, 2017, p. 219). Second, it should improve the use of information management system, including order system, payment system, etc., to improve service efficiency, which on the one hand reduces customers’ waiting time, on the other hand, it reduces the burden on staff, making their work less so boring to improve employee satisfaction and thus improve customer satisfaction (Sukhu, Bilgihan and Seo, 2017, p.11; Jogaratnam, 2017, p.211). In the end, while clarifying employee responsibilities, it should strengthen employees' cooperation and give staff proper authorization, which will help the employees to solve unexpected situations and deal with consumer complaints and demands as early as possible (Men, 2011; p.435-437).
3.5 Evaluation
The practitioner needs to assess the effectiveness of the organizational development of The Cut. The evaluation tools include: financial statements, business performance analysis reports, stakeholder feedback, questionnaire survey and interview (Lee, Hallak and Sardeshmukh, 2016, p.226; Guillet et al., 2013, p.345). The evaluation is mainly divided into two parts. The first is to evaluate the implementation feedback and the implementation feedback mainly evaluates the short-term effects of the above organizational development interventions on The Cut and to correct the intervention plan based on the evaluation results. The evaluation contents first include assessing customer satisfaction rates, complaint rates, sales revenue, employee satisfaction, etc. (Lee, Hallak and Sardeshmukh, 2016, p.215; Guillet et al., 2013, p.339). The second is evaluation feedback. The evaluation feedback mainly evaluates the long-term effects of the organizational development interventions on The Cut. The evaluation includes the growth rate of sales revenue, sales plan achievement rate, talent development index, employee turnover rate, new customer growth rate, market share, and so on(Lee, Hallak and Sardeshmukh, 2016, p.228; Guillet et al., 2013, p.346).
4.0 Conclusion
Organizational development makes organizations more open and more receptive to creative ideas by promoting mutual understanding among members of the organization, alleviating the tension of the members and improving teamwork. Through the analysis on The Cut, it can be seen that it has larger problems in its communication and cooperation among employees, organizational vitality, staff's work enthusiasm and commitment to work. The theory of organizational development can help it to solve problems in management to break through the bottleneck of development. The author as a practitioner brought forward the interventions for the organization development of The Cut, including human resources management sources interventions, interpersonal interventions, strategic intervention, technostructural interventions. Through these four aspects of intervention measures, it can effectively help The Cut to improve employee satisfaction and customer satisfaction, and thus enhancing the financial income of The Cut to obtain the sustainable development potential for it.
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