Manager's role in implementing organizational change: case of the restaurant industry in Melbourne

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Authors: J. Cheng, M. Chew, S. Petrovic-Lazarevic

Publication Year: 2006


Journal: Journal of Global Business and Technology

Volume: 2

Issue: 1

Categories: Change, Qualitative, Qualitative, Organizational Change, Change, Qualitative


The restaurant industry is an integral segment of the hospitality sector that is sensitive to external environmental changes. In order to remain competitive, restaurants must be flexible to quickly react and adapt to external environment challenges. Due to the close interactions and relationships between employees and managers, there can be direct effects on a restaurants performance when internal and external change occurs. This research project was conducted in the city of Melbourne, known for its fine dining and cosmopolitan style cuisine. The study investigated managers’ role when initiating and implementing organizational change in order to minimise possible employees’ resistance to change. The findings support previous theoretical approaches to effective change management. The key elements to support change were effective communication, employees’ attitude and perception of managers’ undertaken actions.