Organization Development and Change

Running head: ORGANIZATION DEVELOPMENT AND CHANGE
ORGANIZATION DEVELOPMENT AND CHANGE
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Author Note

ORGANIZATION DEVELOPMENT AND CHANGE1
Introduction
The primary aim or focus of this discussion will be to compare the regions of
Australia and Singapore in the context of cultural dimension of Hofstede, along with the
discussion about the processes or the ways of influence the national culture by Five Bases of
Power by French and Raven. The culture in Singapore involves the different communities
who do not regard themselves in interchanging the culture. Instead of that, they consider
themselves as a part of the whole cultural system. On the other hand, the Australian culture is
mainly like that of a western culture, and it was derived from Britain to a certain extent. This
essay will investigate the contention that national culture affects the use as well as the
acceptance of power in change agendas or programs. Then, it will be explored by
comparatively using the power-related elements of Hofstede’s cultural dimensions to the
countries of Singapore and Australia. The essay will cover the types of power which can be
used in change programs, which will include the affirmative and negative impacts of the
power use in alteration programs. The Hofstede’s cultural dimensions will be also being
introduced, with the focus on more exploration of power-related prospects of Hofstede’s
dimensions. Finally, there will be a comparison of Hofstede’s dimensions and its power-
related aspects between Singapore and Australia.
Types of Power
The processes of organizational changes are mainly affected by the institutionalization
of power as well as the behavior of interest teams in and around the business entities around
the world, including Australia and Singapore. Both the power installed in formal structures of
the companies and the processes as well as the existing arrangements in the companies have
been transforming dramatically. The constant pressures from the globalization or global
competition as well as deregulation has forced many business entities to look out for fresh

ORGANIZATION DEVELOPMENT AND CHANGE2
forms of organization and various models in order to manage the people in their organizations
along with the society where they are serving, including the nations of Singapore and
Australia (Raven, 2017). The power along with the responsibilities and accountability are
being enrooted to the executives of the business entities. The fundamental changes of the
companies are transferring the present balance of power. Power, resistance and organizational
change are closely related with each other. The French & Raven’s ‘Five Bases of Power’,
have point out 5 types of power. They are:
1. Coercive – In this base, the power comes from one’s capability in order to punish
some other people for noncompliance. For example, fear of losing the job or payment of the
annual bonus. Here, the leaders can influence others by the fear of punishment or removal
from the posts hold by the employees.
2. Reward – Here, the power comes from one’s capability in order to issue rewards.
For example, allowing time off in lieu. Here, the people can be influenced by providing them
awards and recognitions, to motivate the employees to work better.
3. Legitimate - In this base, the power comes from one’s formal right to deliver the
commands or directives because of the position held by them in their business entities. For,
example, the right or power of the CEO to dictate the strategy of the firm. Here, the leaders
can influence others by the help of the role or position held by them.
4. Expert - Here, the power comes from one’s knowledge or experience. For
example, the expert knowledge displayed by a senior surgeon. Here, the leaders can change
the programs by the help of their knowledge gained throughout their work life.
5. Referent - In this base, the power comes from getting respected or trusted. For
example, the manager who treats each and every one adequately and along with respect.

ORGANIZATION DEVELOPMENT AND CHANGE3
Here, the leaders are able to tackle the solutions by the help of strong relations with the other
people.
Positive Aspects
The positive aspects of using power as change programs can be described as follows:
1. Power as change programs helps to increase the potential ability of an employee in order to
effect a target within the operations of a business, whether it is in Singapore or Australia or
any other parts of the world.
2. This will help the companies to take prompt decisions by the leaders of the business
entities in case if urgent scenarios
3. It results in agreement when the teams or the employees in the companies depend on each
other
4. No alternative strategies need to be used while following power as change programs
Negative Aspects
1. The power as change programs involves the bold up-down approach to change, which may
hamper the work balance within the organization
2. Tight planning might be absent in some cases which makes it difficult to achieve the aim
or goals of the changes required in the organizations
3. Clarity might be an issue in achieving the desired changes by the organizations
4. The power models allow little or less participation of the members or employees of the
companies and disregards learning opportunities (Blois & Hopkinson, 2013).