Creativity and Innovation Management in Restaurant

Creativity and Innovation Management in Restaurant SUKHRAJ SINGH CREATIVE AND INNOVATION MANAGEMENT In this document I am going to discuss about the Sousa restaurant that located in the Auckland in CBD. This document is the further part of previous recommendation for innovation in Sousa. Mainly in this document discuss the innovation plan for Sousa. As well as focus on the how to increase the motivation of staff and stakeholder returns. Also talk about the key barriers and how to implement the new creative and innovation idea on the Sousa organization. Determine study on the key goals of Sousa and practice of reward management and performance of curve. Create a plan strategy to control the overcome barriers and how to evaluate the company overcoming barriers. KEY BARRIES TO INNOVATION AT SOUSA We all know that every company faces lot of barriers even if it is new entrant or an old company. Every company tries to develop new inventions and new ideas. When some new ideas implement on company system someone handle easily but some company face lot of barriers. RESOURCE BARRIERS Resource barriers are barriers which related to resource required for efficiently running business. For example: Finances, Human Resources, Technology. Sousa is traditional restaurant but it has some resource barriers which should be taken care for successful running of business. HR- Human resources at Sousa are working since its existence. But all of them lack skills that are trained and equipped with latest requirements of the market. Technology- Sousa is using traditional ways of working. Use of traditional cash register and order booking on memo pad are example of lack of latest technology. Leadership- Sousa has a traditional ownership and none of the past owners and future owners (sons of owner) have leadership skills or experience. Leadership generally directs the future of an organization. So, without skilled leadership, Sousa will experience hard times for innovation. Tools and processes- just looking for innovation and asking employees to do innovative way is not a solution of creating innovation in organization. However, without tools and processes employees find it difficult to generate new ideas. Overcoming the barriers While there are some barriers to innovation in Sousa, there must be some things to overcome these barriers. While overcoming these barriers to innovation; always dig deep to get better solutions to overcome barriers. Organizational culture and innovation Success of organization is so much depends on the culture of organization. Sousa has a very traditional culture of working without many efforts to do something new. Culture of organization impacts the employee’s performance, the interest of investors and suppliers behaviors towards organization. Alignment of the goals plans of organization with organizational culture is necessary. While, Sousa will need a big route level change to implement innovation in organization, culture change is necessary. Awareness of culture is necessary. At the moment, most of the employees are just working for day to day works without any future aspects worries about organizations future. They feel safe and secure with long term relations to Sousa, so making them feeling of new needs is necessary while providing them tools to enhance their interest and skills for innovation. Tools of creating culture of innovation: Increase passion- talk with employees, involve them in organization strategy, ask for solutions, and attach them to a mission of big organizational change and survival + growth of organization. Rewards – rewards and recognition culture should be aligned to involvement in organizational planning and implementation to new ideas. Each employee that comes up with some genuine ideas should be praised or provided some monetary rewards. Give confidence to employees- give confidence to employees to take decision to their own. Most of the employees take it difficult to decide on small issues by their own. Going to boss for every little decision decrease self confidence of employees. So, employees should be given confidence to take decisions which will enhance their ability and confidence for getting solutions to problems. Fail forward- give confidence to people who give ideas that ultimately results in failure when implemented. The main thing is to fail early and try something new, this will make it sure that time and resources are utilized properly. Think little- small organizations like Sousa thinks that they are not big enough to penetrate with new innovations. This mindset shouldn’t be encouraged in Sousa. Each large business started small some day in history. ATTITUDES In a practiced place of work location, bad attitude be able to influence everybody and reason clash with employees. In a number of cases attitude harms are capable to be unseen by the majority of workers and a creative employee through a small attitude difficulty is not a disruption. A boss needs to study how to identify increasing attitude problems inside the place of work to stop them as of suitable a disruption. Everyone face attitude in every place where they go like local area and where they work. In sample words attitudes are the way of thinking towards the person our work. This is also relating to the workplace and outside area. Mainly attitudes has three different components these are as Cognitive – it’s mean what we think, other one is Belief, Affective: the way how to dealing with feeling or emotions, Co native- this show that what action we will take towards something. According to the case study attitudes is the one of main barrier for Sousa, because Sousa used old methods of food making they can’t used new technology equipment so it’s hard to Sousa employee to used new food making equipment like new BBQ chambers. They fellows also do not know how they take order with new ipad and how the show the new deals to customer on ipad. Sousa management should provide proper training to front staff how they used this things. Otherwise this put negative attitudes on customers and become barrier for Sousa. Management know that if they can invest lot money on new food making machines but they cannot trained our employees it’s become big barrier towards the Sousa marketing. Sousa management try to fined the sample and easy way to how they trained our staff and staff should learn new skills and delivery service. REWARD MANAGEMENT Reward means that thing given to employee because of his contribution to company. Most of company gives rewards in incentives and some company give employee of month and some give like pay increments. Few companies design reward system regular with organizational goals, visions, missions and job performances. In other words reward systems define that total return given by an employer to a company staff. Simply reward management main motivate is to give motivation to our employees. According to Sousa case study they need to make a perfect reward management because Sousa implements lot of new things in our store. Sousa has 14 restaurant employees and 2 duty managers. Sousa management makes new reward policy when company any employee helps Sousa to achieve goal a reward often follow, but one thing management keep in mind because some time one employee feel jealous to other employee like cast, color and some other reason like harassment. When these type of happen seen in company and workplace area it also put bad impact on the employee work ability. PERFORMANCE OF CURVE The change curve model is originated in 1969 by Elisabeth Kubler-Ross to reveal the performance of people while they come to identify that they have sickness. These years this model is new to each challenge and emergency at what time an organization change their offered strategies or method of job. Likewise as among all models opinion, it has difficulty and debaters, on the other hand, it is a good equipment to use to understand anywhere individuals are in their tour during change. Thus this sympathetic can help director adapt approach and doing well communication to people organization the change, selection them through the move about effectively. Sousa restaurant follow the old traditional way to food making and order taking. But if they can want change in our restaurant then they can try to some changes in staff area like hire new employees those are well experience in food making area, they also know how they can used the new food making machines like they can know what food need how much time and how much temperature because every dish making style is different. Nowadays in Auckland there are lot new people arrive like Indian, Japanese, and European. FIRST STAGE Sometimes any change set up to people in early stages people get shocked and mostly someone are probably they just say straight way disagree to adopt this change. Sousa employee should be shocked when the owner represents the new plan like hire new employees and new technologies machines. SECOND STAGE Anger- is the next stage. The scapegoat, inside the structure of the business, group or exacting person, is often practical. Focus the fault through an individual or one item will let am additional room of the denial by generous one more importance for the doubts since fine anxieties the potential shock can be produce. THIRD STAGE Retaining the exacting commitment to working of individuals, facilitating these people from the change curve, it will eventually grow to be obvious how the change will be here to keep. It is not any fashion and also large changes into their day-to-day lives could possibly be ought to take place. At this stage, folks will frequently try to skimp on a good end result to the change. Communication plan for implementing innovation in Sousa Stakeholder: Stakeholders are someone who have any type of interest in the business activities of organization. Stakeholders of organization I am going to discuss the most important stakeholder of Sousa, that are customers. Customers in Sousa are long term customers and were very loyal till times, but due to introduction of new restaurants in Auckland and change in customer mindset forced them to change to other restaurants which results in falling sales for Sousa. Communication plan for stakeholders: Customers adapt new thing very quickly these days. They get bored very quickly and always look for something new that is convenient to use and interesting. So, communication of innovation in Sousa to customers is necessary. Strategic communication plan This is a planned strategy that is analytical to get par the challenges of getting innovation in Sousa. Communication plan pre requirements: Analysis of stakeholders analyse the customers and their needs for communication. Channel assessment which should be the best channel of communication. For example, advertisement is one of the ways to communicate to customers. Development of communication plan: Time of communication innovation should be communicated while implementation is in process and when it is fully implemented. So, communication with customers should be regular. Required changes in customer behaviour customers should be positively adapting innovation in Sousa. This should result in most customer visits and sales. Message of occasion message should be clear to customer. They must get that which innovation ideas are implemented and what is new in Sousa. Channels of communication best channel of communication to customers are one to one talks within the restaurant. Apart from that, social media and posters should be also used.