For the case study that is given: Kitchen Help, answer in detail the following questions

1. The key problem or issue. Discuss the significance of this problem or issue and the impact it has on the organization.

2. What to change, and why. Include the element you are recommending to change, with details. Describe the type of organizational change you are recommending. Explain why this change is needed.

3. The expected impact this change will have and what the indicators of success will be, i.e., What difference will this make and how will you know?

4. How to implement this change. Describe how you will ensure this change is implemented and the processes and tools you will use.

5. When to change. Discuss the considerations that determine when this change should be implemented.

6. Who the affected stakeholders are and how they will be impacted by this change.

7. The strategy(ies) you will use to obtain approval and support for this change.

8. The challenges or barriers you may need to address to increase support or reduce resistance for this change.

Describe one key takeaway (learning) from this Change Management course.

What is it about this takeaway that made an impression on you?

How might you apply this takeaway in the workplace?

Case Study: Kitchen Help Denise graduated from a reputable culinary school in the spring and was very excited to start her new career. She studied the fundamentals of culinary theory working in a kitchen on campus and was anxious to put into practice the skills she learned. The Chef in Residence at her culinary school taught her tried-and-true methods as well as some new, leading edge, approaches to working in and running a kitchen. Denise took her first job in a local restaurant as a vegetable chef (aka entremetier) - she prepares the vegetables for the day's menu items. Denise takes her direction from the Head Chef, Ray, who typically leaves her a note every evening listing the details of what, and how much, she needs to prepare for the day. Denise has been working in the restaurant for just over six months and because the menu is limited to seasonal ingredients, she has a very good understanding of how much produce she will need to prepare during her shift. Denise starts work at 5:00 am and her day ends at 2:00 pm The Head Chef, Ray, is passionate about his work but is somewhat of a micro- manager. He arrives at 1:30 pm daily and stays until closing. The restaurant opens for a limited lunch menu but relies heavily on filling seats for the dinner rush. Ray leaves the operational aspects to his Executive Chef, Rick, but all decisions must ultimately go through Ray. Denise quickly observed that a significant amount of prepped vegetables aren't getting used and end up being discarded. She has an idea for a solution that she wants to pitch to Ray but hasn't been able to meet with him because of his busy schedule. She has brought her idea to the Executive Chef, Rick, but he tells her she needs to speak directly to Ray. Denise is cleaning her station when Ray arrives and he always seems very busy planning for the dinner rush and speaking with other staff to put out fires' so she can't seem to get his attention long enough to share her idea