Topics: Management, 2008, Macmillan Publishers Pages: 5 (1176 words) Published: March 1, 2013

Module - Leadership Organisational Development
Tutor- Susan Blything-Smith
Date of Completion - 04/03/2013

Module - Leadership Organisational Development
Tutor- Susan Blything-Smith
Date of Completion - 04/03/2013
Kitchen Wrongdoing-The Change
Kitchen Wrongdoing-The Change

1.1The Organization2
2.0Discussion of body3
2.3 The Change4
2.4 Communications4
2.5 Empower4
2.6 Short-term wins4
2.7 Keep it up4
2.8 New Culture4
3.0 Conclusion5
3.1 Findings5
3.2 Comments5
4.0 Recommendations5
5.0 Bibliography5
6.0 References6
7.0 Appendices7

1.0 Introduction
The kitchen was part of the initial project for the student’s bar, with the ability to produce food hot or cold, of quality at a cheap price for the students, academic staff and any other body that could came through the door. The monthly operation of the kitchen overall would go to the amount of proximally £10.000. This amount includes wages and all suppliers. I will show how an effective change in Leadership had occurred in this kitchen, sadly too late for its employees due to the closure of the Students Bar. (BBC News, 2012)

2.1 The Organization

The students bar, Kai, was a place where students would gather, either to lunch, to drink or just to have a conversation. A kitchen was also available, it had a team of four {4} professional chefs and one {1} kitchen-porter. From that team, one {1} was hired as the Head-chef, with the professional ability to run the kitchen in all its working aspects. This would include running all the financial aspects to the kitchen, staff rotas, hours of work, health and safety, hygiene regulations, maintenance and any other issue related to the kitchen that would came up during the course of the day. However, and most important, a budget was never provided and financial reports if any, were spoken by word of mouth. Therefore, the Head-chef would have to rely on his financial skill to find out if a profit or loss was been done. But then there was never a proper organization in place. There was no clear definition of reason for existence, philosophy, goals and ambitions (Missionstatements, 2013) only the job description that was said when you were hired.

2.0 Discussion of body

“Recent failures to produce short-term results or to adapt to change can produce a great deal of activity, but it’s often unproductive activity driven by anxiety about ones future {not the organization future} or to anger at others” (Kotter, 2008). “Change is the only constant” (Heraclitus, n.d.).

“The practice of changing people and organisations for positive growth” (Kotter, 2008) Positive growth was something that the Organisations was not been able to produce. In the kitchen case, it was very simple. A meeting has been convoked by the C.E.O of the Students Union, to be present the hired external advisor and the Head-chef. It was the advisor who has spoken the mostly, starting to say that nobody was questing the skills, knowledge and hard-work that has been put in the Kitchen by the Head-chef, however, there was a problem. “By reducing complacency and increasing urgency” (Kotter, 2006)

Kitchen brought £5.000 Expected return of £15.000 Return of £7.000 Monthly expenses of £10.000
You need to address several issues to avoid this problem.

Meeting was convoked with all of the kitchen staff, and as usual when the subject is not known, it builds up a bit of suspense and interest (Kotter, 2006) We have a problem that needs to be address and taken care off, if not we shall be without work by Christmas. As team, we should work and we do, as one, but a bigger effort...

References: BBC News, 2012. University Campus Suffolk 's union to close Kai Bar. [Online]
Available at:
David M. Herald, D. B., 2008. Leading Change Management, Leadership strategies that really work. London: Kogan Page Limited.
Gordon L. Lippitt, P. L. J. M., 1995. Implementing Organizational Change. London: Jossey-Bass Limited.
Hales, C., 2001. Managing Through Organization. London: Thomson Learning.
John P. Kotter, J. L. H., 1992. Corporate Culture and Performance. New York: The Free Press.
Kotter, J. P., 1999. What Leaders Really Do. Harvard: John P. Kotter.
Kotter, J. P., 2006. Our Iceberg Is Melting. London: Pan Macmillan Ltd.
Kotter, J. P., 2008. A sense of urgency. Boston: Harvard Business School Publishing.
Kotter, J. P., 2012. Leading Change. United States: John P. Kotter.
McCalman, R. A. P. &. J., 2010. Change Management, A guide to effective implementation, Third Edition. London: Sage Publications Ltd.
Missionstatements, 2013. [Online]
Available at:
Posner, k. &., 2007. The Leadership Challenge, 4th Edition. San Francisco: Jossey-Bass.
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