The communication process passing through different layers does not always guarantee that the right information flows correctly. There was a lack of trust and feeling of ownership prevailing at this time. In planning for change, it is important to identify the dimensions of change.
Conflict resolution usually hinges around a certain layer of management. involves embracing the paradox between economic values and organisational capability.
Planning involves identifying goals, objectives, methods, resources, and responsibilities and dates for the completion of tasks.
Planning and organizing human resources can be quite a challenge given the complex structure of today’s organisations.
At this point, there seems to be a problem with the layers of management.
In this structure, decisions are made at the top and passed down through several intermediaries.The restaurant unit manager reports directly to a regional manager.Four regional managers are directly accountable to the operations managers (north and south divisions) while the operations managers report to the managing director.This report will try to make an analysis of the existing organisational culture, structure, and management style of Harvester Restaurant.It is presented with adequate emphasis on how management, when confronted with a new reality, was able to identify its weaknesses in its management structure, style, and existing culture and the corresponding remedies and management initiatives through empowerment and other changes in the style and structure of their management.Conflict occurs when individuals or groups are not obtaining what they need or want.People in organisations bring with them different educational backgrounds, interests, preferences, religious and ethical values, and personalities.Each restaurant unit was managed by a restaurant manager and two to three assistant managers.This management team was responsible for the day-to-day running of the unit which includes ordering stocks, maintaining the security of materials and money, cashing up and banking takings, locking premises, staffing and management of all the people within the unit (Ashness and Lashley, 1995).According to Duck (2001), most leaders do not have enough vertical contact with others in the organisation or enough time to stay in touch.She notes that most members of the management team of organisations are not actively using information networks that keep them up-to-date on what’s happening and who’s saying what.