The system model for stages of the menu change at Derby

A sustainable management is the ultimate goal of every organization. They have to think about how to make the successful change, because a change needs always risks instead. The Derby Dining Center could be a good model to apply the system model for changing its menus. In order to complete my model, I refer to the evaluation model of Spears (1995), the organizational change strategy of eight stages from Dr. Barrett (2011), and the article about managing organizational change from Jonathan (2010).

First, I consider the eight stages for the organizational change. However, I would like to largely decrease from eight stages to three steps.

[Step 1: Recognition & Planning]

In the first step, managers can recognize the need to change from the response of customers, satisfaction of customers or employees, or the change the sales. For instance, a number of visitors would be reduced, or the satisfaction score of the recent survey would be worse. In this system, the sign transfers from the output such as the responses to the feedback and to the control part.

1. Increase Urgency: Managers or an owner do not have to be angry from the sign, because the continuous change is the absolutely required process to an organization. Thus, they should share the need for change with each team managers. Mangers have to feel the changing taste of students.

2. Build the Guiding Team: One of options to reduce negative risks from new change is to consist of the guiding team with right and enthusiastic people who represent each part (manager group, employee group and customer group) as a task force team. This guiding team should have both information about new trend and proper skills.

3. Get the vision right: The goal has to be clear in order to throw a pinpoint shot. Also, the map which indicates the point has to be easy for anyone to understand. In this case, the goal will be both "to find the next popular menu of Derby" and "to increase the satisfaction and benefit".
 
[Step 2: Action]

After step 1, the guiding team leads the organizational changing, especially the development of the menu. Major processes are related to the communication, rewards, and many achievements.

4. Communicate for buy-in: We know the importance of the effective communication in an organization. The sales workers, cooks and managers of each team have to join the communication to find the new menu. The guiding team can lead the discussion and experiments. Also, the guiding team can use diverse devices or tools like social media, the internet club, or the opinion board to get diverse idea such as recent trend, students' opinion about the meal at Derby. So the guiding team can move into the all sections to motivate the communication and to share the process.

5. Empower Action: The organization has to set the reward as well as the goal. The rewards involves not only external motivation like money, prize, or promotion, but also internal motivation like opportunities, praise or achievement. I think that the external motivation is more effective because Derby is a hierarchy structure and has lots of part-time employees.

6. Create Short-Term Wins: The strategy needs to set the smaller objects to vitalize the work. The caption of the task force team considers short-term goals like small evaluations for the new products and tastes or temporary competitions.

[Step 3: Maintenance]

Although one change was successful, the needs and preferences of students' always change. Thus, all managers and employees should be ready to find next menu. To improve next change, the good and bad results of prechanges should be memorized.

7. Don’t let up.: The good result of the development of new menu and the well-launched change should be shared. The sharing would make all members keep their good attitude toward next the menu change. Also, Derby should always observe the output and feedback for next changes.

8. Make Change stick: To remain the atmosphere of changing, recording and memorizing is a crucial task because the story can evoke the know-how of the success although lots of members would be changed. Also, recording the problem or the influence from the organizational change can help the next process.