The Dawn of MRestaurant - Essay Example

The Dawn of M-Restaurant Insert Insert Introduction A company will be facing with internal or external problems when it is developing. Adapting to the condition to solve problems is determinant to a company’s success. Consequently, for an M-restaurant organization in the development, identifying potential problem and anticipating changes is necessary. Otherwise, the company will on a downward slope. In this paper, M-restaurant as research subjects, it was diagnosed its internal problems after analysis. Moreover, changing plans are provided to improve both the employees and company effectiveness to facilitate its further development. The diagnosis of M-restaurant is conducted to identify “what is the current situation of the restaurant”. Next, required changes for the restaurant refer to “what is the goals” are clarified. Finally yet importantly, the core question concerning “how to get the goals” will be taken into discussion. Internal environment M-restaurant organization development is the application of behavioral science knowledge to make an improvement in the organizations health. It improves internal relationship and speeding up problem-solving skills. Organizational development of M-restaurant is a planned effort in the whole organization and managing it from the top, accelerating M-restaurant organization effectiveness and health through planned interventions in the process of using behavioral science in the M-restaurant organization. This management must be from top. This top management must be committed to, and knowledge about the goals of the program and it is mandatory and actively take part in the management effort. This focuses on the M-restaurant organization as whole; plant, firm or work group to attain the set focused outcomes. M-restaurant organization development contains both professional fields of social action and area of scientific inquiry. This involves the generation and continues reinforcement of chance by using four major interventions, techno structural, human process, human resource, and strategic intervention. Part of M-restaurant organization development concentrate more and heavily on a different kind of chance than others. Its main intention is to improve company’s full strength in productivity and profits. There is also the ability to solve its problems also to manage change. This process has been categorized into three main steps; entry, normative change, and structural change. The stage entry stage has the goal of establishing a felt need for change using three approaches, interviewing, survey information and other modes to give the M-restaurant organization accurate information concerning what people need what really happened. In the second approach, they demonstrate the importance of M-restaurant organization development through specific projects in one of the subsystems of the client’s M-restaurant organization. In the final attempt, this pertains a direct attempt to change the value using groups or skills. In normal change, step is directed in targeting many members M-restaurant organization as possible to air out them to the new social rules. Its main target is to change the M-restaurant organizations climate. The final step is structural change. This pertains placing of the advocates of the organization where they have the power, prestige, flexibility to undertake M-restaurant organizations projects. M-restaurant organizations way of doing work has bigger relationship with technology change. This change is brought to the production of products for efficient and reliable service. The best example is of technology change to the introduction of robotics that is geared towards automobile change in the industry. This technological change is effected always from the bottom to top and the lower level experts acting as champions of ideas. During any change in any organization, it is should be done in structural change category. The inventions towards the payment of incentives, an affirmative action program, and move from function to product structure as examples of structural changes. For a successful structural change, it has to start from the top to bottom its experts being upper middle to top managers. M-restaurant organization have been categorized into three functioning forms; functional departments are the task specialized, self-contained regional and matrix structures that combine both functional specialization and self-containment (Bate, Khan & Pye, 2000). Presently M-restaurant organizations need to use these basic hierarchical structures. External environment Most of the scenarios the M-restaurant organization should make utility divided into different departments or functional units, for example, accounting, advertising, marketing, human resource and research. The sub-units in the staff include the specialists. In most cases, employees with like specialties are put and grouped in within the same department in that this method makes it easier for managers to manage more effectively (Bennis, 1969). Functional structures have some advantages; it promotes specialization of skills and recourses. It also allows better communication within departments and presents the opportunity specialist individuals to share their knowledge. This also expands career development within and across the specialty. This structure offers some disadvantages; one of the disadvantages is that it promotes routine tasks with limited orientation. This come result of employees focusing on their work more instead of the M-restaurant organizations work and this eventually leads to conflicts across and within functional departments. Employers also will lack teamwork when each department is focused on their on success. Self-contained unit of structures is a different way of organizing. It is also known as product or divisional structure. This puts M-restaurant organization activity in a basic of products, services, customers, or geography (Burke, 1975). Smaller special purposes M-restaurant organizations are occasionally formed each specializing in a product, service customer or region. Promotion, coordination of recourses towards an outcome, and recognition of key independencies is counted as an advantage of this function. This also promotes coordination of resources towards overall results it generals that provides employment opportunities for learning new skills also expanding knowledge because of the easy movement from one specialty to the other. Another disadvantage with this function is the less use of specialist’s employee skills. In this case, insufficient specialty work may make them feel they have been sidelined and might be denied the opportunity to expand in their specialty. Organizational development of M-restaurant has a futuristic of the organization as it deals with a total system in that the organization and the relevant environment included or systems and subsystems and departments or workgroups (Cahill, 2001). These all are not considered isolated; the principle of interdependency which comes from one part to affect the other parts thus M-restaurant organization developments is geared towards total culture and cultural processes of the organization. Developing corporate culture Organizational development of M-restaurant has an objective of improving the M-restaurant organization performance. This is affected by improving the capability and authenticity of the M-restaurant organization to handle its internal and external functioning and relationship. This may include improved interpersonal and group process, more effective communication, and enhanced capability to adapt to all kind of M-restaurant organization problems. This also encompasses more effective decision processes, more reliable leadership skills, improved skill in dealing with destructive conflict that helps in generating enhanced standards of trust and cooperation among M-restaurant organization members. This goal comes from a value-based system on an optimistic view of the nature of the plan (Cnaan & Vinokur-Kaplan, n.d.). Self-managing work groups allows members of a work to manage, control, and monitor all faces while hiring new members to deciding when to take rest breaks. The core objective of M-restaurant organization development is to ‘work themselves out of a job,’ they do by leaving the client M-restaurant organization with a set of tools, behavior, attributes, and an action plan of without monitoring, they monitor their own health state and to take corrective procedures towards its own renewal and development. In the past years, some serious questioning arose about the importance of M-restaurant organization development to managing change in today’s M-restaurant organizations. With the reinvention call and change, scholars have begun to examine M-restaurant organization development from emotion-based start point. Cummings & Worley (2005) wrote how emotional trauma can negatively affect performance (Cummings & Worley, 2005). Because of outsourcing, mergers, restructuring, continual changes, invasions of privacy, harassment, apprehension, cynicism, and fear all of these lead to performance decrease. Cummings & Worley (2005) suggested that in order to heal trauma and increase performance, M-restaurant organization development practitioners must acknowledge the existence of trauma by proving a safe place for employees to discuss their feelings, symbolize trauma and put it into perspective, and then allow dealing with the emotional responses. The direct technique for the purpose of achieving this is by employees having to explain what they feel about each other. Picture drawing is beneficial because it allows employees to express emotions they normally encounter, which were unable to put in writing. In addition, drawings often accelerate active participation in the activity as everybody will draw a picture, and they all discuss the meaning. Globalization combined with the use of technology has shifted the field of M-restaurant organization development to a new level. Cummings & Worley (2005) defined organizational development of M-restaurant with participants at the 1st organization development conference for Asia in Dubai 2005 that M-restaurant organization development is a transformative leap to desired vision where strategies and system align, in the light of local culture with an innovative and authentic leadership style using the support of high technology tools. Employee development In action research, Mikaelsson (2002) defines M-restaurant organization development through action research. One idea can summarize M-restaurant organization development in the underlying philosophy. It would be action research it should be conceptualized and eventually elaborated and expanded by behavioral scientists. In addition, they had a strong believe that motivation to change was highly related to action that considers the active participation that influences them then they are more likely to adopt new ways (Mikaelsson, 2002). The second stage of the action research is transformation phase. This comprises of actions related to learning processes and to organizing and executing behavior change in the client M-restaurant organization. The third stage in action research is the output or results phase. This phase contains actual change of behavior resulting from corrective action steps taken following the second stage. Data is collected from the client system so that process can be made. Action research is a problem prone, client centered and action oriented. This includes clients system in diagnosis, active learning, problem-finding, and problem-solving process. Returning of data is a simple form of written report but instead they are entered back in open joint sessions, while client identifying and ranking specific problems in devising methods for finding their real causes and determining ways to cope with them realistically and practically (Walker & Lundberg, 2005). Scientific method in the form of data gathering, forming a hypothesis, testing hypothesis and measuring results this happen even if they have not been handled vigorously in the laboratory, nevertheless an integral part of the process. In M-restaurant organizational development, there is a principle learning process called intervention (Walker & Lundberg, 2005). These are structured activities used individually or in combination by the members of the client system to improve their social task and performance. The change agents bring them in as part of improvement program. Structured procedures is a diverse procedure as experiential exercises, questionnaires, attitude surveys, interviews, relevant group discussions and even lunch time meetings between the change agent and a member of the client M-restaurant organization. Actions that influence an M-restaurant organizations improvement program in a change agent-client system relationship can be said to be an intervention. Intervention ranges from those designed to improve the effectiveness of individuals through designing to deal with terms and groups and the total M-restaurant organization. Some interventions focus on task issues and those that focus on process issues. Seemingly, intervention can be lightly classified according to which range mechanism they emphasize. Conclusion Part of M-restaurant organization development concentrate more and heavily on a different kind of chance than others. The structural change involves placing of the advocates of the M-restaurant organization where they have the power, prestige, flexibility to undertake M-restaurant organizations projects. M-restaurant organizations way of doing work has bigger relationship with technology change. Change promotes coordination of resources towards overall results it generals that provides employment opportunities for learning new skills also expanding knowledge because of the easy movement from one specialty to the other. M-restaurant organizational development of M-restaurant has a futuristic of the organization as it deals with a total system in that the organization and the relevant environment included or systems and subsystems and departments or workgroups. The process gives the employees a chance of expressing their emotions that they normally encounter, which were unable to put in writing. Globalization combined with the use of technology has shifted the field of M-restaurant organization development to a new level. Moreover, action research is a problem prone, client centered and action oriented. This includes clients system in diagnosis, active learning, problem-finding, and problem-solving process. In M-restaurant organizational development, there is a principle learning process called intervention. These are structured activities used individually or in combination by the members of the client system to improve their social task and performance. References Bate, P., Khan, R., & Pye, A. (2000). Towards A Culturally Sensitive Approach To Organization Structuring: Where Organization Design Meets Organization Development. Organization Science, 11(2), 197-211. doi:10.1088/orsc.11.2.197.12509 Bennis, W. (1969). Organization development. Reading, Mass.: Addison-Wesley Pub. Co. Burke, W. (1975). New technologies in organization development, 1 =. La Jolla, Calif.: University Associates. Cahill, S. (2001). Inside social life. Los Angeles: Roxbury Pub. Co. Cnaan, R., & Vinokur-Kaplan, D. Cases in innovative nonprofits. Cummings, T., & Worley, C. (2005). Organization development and change. Mason, Ohio: Thomson/South-Western. Kondalkar, V. (2009). Organization development. New Delhi: New Age International (P) Ltd., Publishers. Mikaelsson, J. (2002). Managing change in product development organization: learning from Volvo Car Corporation. Leadership & Org Development J, 23(6), 301-313. doi:10.1108/01437730210441265 Walker, J., & Lundberg, D. (2005). The restaurant. Hoboken, N.J.: Wiley. Read More