These changes are estimated to include a capital outlay of £1.5 million. The profit margins are expected to scale up to 15% within 5 years. More importantly, business process re-engineering as it is alternatively called would give a breather to an almost dying restaurant. (Cascio. W.F. amp. Nambudiri. R., 2010).In short, it is a brief of a balanced scorecard implementation in the organization. (Kaplan R.S. amp. Norton D.P., 1996). (WC: 215)Just as organizational managers tend to be concerned about the organizational change, even the employees would have their own inhibitions during such an occurrence. The stages of an organization change management can be identified as:The employees need to unfreeze from their original state of comfort in their daily office activities. Later to that, they need to understand the dynamics of change and compile such change into their actions. Once, they have understood the processes properly, they again tend to refreeze in the new state. The possible reactions of the employees during such change are:Acceptance by will: This is a very rare occurrence that some percentages of the employees tend to simply accept all the change ideas put forth by the management. They understand the incidence of change with a desire that they may receive some rewards imperative after a successful change. (See Figure 1).Forceful acceptance: Some employees may not be carried with the unknown favourable rewards which may or may not be proved in the future. They tend to rely on the current situation. However, they can be overpowered by the leaders who propose the change. These people, with no other scope to resistance, tend to accept the management’s plans.Rejection: Sometimes, deliberate force by the management on the employees to accept change may also lead to rejection.The employees tend to demonstrate such rejection by their negative actions such as conducting strikes, committing errors, not completing the given tasks on deadlines etc.