Organizational Change

This essay explores the argument that national culture affects the use and acceptance of power in change programs. Learn about the bases and dimensions of power, Hofstede’s cultural dimensions, and resistance and response to organizational change. Compare and contrast the power-related aspects of Hofstede’s dimensions between Australia and Singapore.

Running head: ORGANIZATIONAL CHANGE
Organizational Change
Name of the student
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Author note

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I. Introduction
Organisational change is the modification or transformation of organisation’s structure or
process. Organisational change is an important part of an organisation and is inevitable in a
current progressive culture. Organisation must always adapt to changes without going against the
forces of change. Organisation can be changed in multiple ways such as technology, structure,
people and other elements1. The change in the individual behaviour of the employees is required
when organisational change is introduced. When the changes disrupt the situation or
environment and are detrimental to the interests of individuals or groups, they will resist the
change.
Organizational change processes are influenced by the use of power and the behaviour of
interest groups in and around organisations. In this context, power is a mean to control and
determine the future of departments and organizations, the outcomes of interpersonal conflicts,
and personal security and prosperity. Most of power issues are closely related to the heart of
individuals in comparison to the concern of the organization’s business. Being dedicated to the
organization is not enough to make a successful organization. More importantly, being dedicated
to a set of managerial and ethical values can make an organisation successful. Without proper
dedication to these values may result in poor organizational health and low productivity.
This essay explores the argument that national culture affects the use and acceptance of
power in change programs. This will be explored by comparing the aspects of applying the
power-related elements of Hofstede’s cultural dimensions to Singapore and Australia. This essay
1 Al-Haddad, Serina, and Timothy Kotnour. "Integrating the organizational change literature: a model for successful
change." Journal of Organizational Change Management 28, no. 2 (2015): 234-262.

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will firstly explain perspective on power; secondly, bases and dimensions of power; thirdly,
Hofstede’s cultural dimensions, and finally, compare and contrast the power-related aspects of
Hofstede’s dimensions between Australia and Singapore.
II. Perspectives on Power
Power can be used in various ways in an organization. But due to the potential for its
misuse, it is important that to fully understand the power and the consequences of its usage in an
organisation. There are two ways to perceive the power: Sociological and Organisational.
In Sociological theory, power is perceived as a mean to control people, overpower
resistance or even exploit people. Distribution of power is unjustly fixed on individual in this
perspective. On the other hand, Organisation theory accept power as more complex and consider
its usage as hidden ambiguous and unconscious.
III. Bases of Power
The definitions of the five power bases are based on French and Raven's model. These
definitions are stated as follows:
The first base of power is coercive power. This influence is based on the fact that one
person can punish another. Because the leader has the power to fire the subordinates, a
subordinate may do what a leader request. Although the threat of punishment may give a leader
considerable power over subordinates ,coercive power is not a very efficient base of power.
The second power base described by French and Raven is reward power. This is the polar
opposite of coercive power. Due to the fact that the leader has the ability to reward them in some

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way, the subordinates do what the leader wants.
The Third power base is called legitimate power. This power originates from the position
in an organization. In most organization, one employee being the supervisor of another employee
means that the supervisor has a legitimate right to make request of the other person 2. This right
is legitimately independent of the person in the position.
The Fourth power base is expert power. This is power based on the fact that an individual
is perceived as a veteran in something and has enough knowledge to request subordinates to do
in his stead. During this exchange, the leader offers subordinates something in return for
complying with the request, or offers them a share of the benefits when a task is accomplished 3.
The Fifth power base is referent power. Referent power is defined as the ability of a
leader being able to influence a follower due to the follower's admiration, respect, or being in
close tie with the leader.
Iv. Dimensions of Power
Steven Lukes describes power as having three dimensions, each focusing on a specific
aspect. These are described as: decision-making power, agenda-setting power and ideological
power.
The first one is decision-making power which is the ‘open conflict’ of power, the ability
2 Vakola, Maria. "What's in there for me? Individual readiness to change and the perceived impact of organizational
change." Leadership & Organization Development Journal 35, no. 3 (2014): 195-209.
3 Petrou, Paraskevas, Evangelia Demerouti, and Wilmar B. Schaufeli. "Crafting the change: The role of employee
job crafting behaviors for successful organizational change." Journal of Management 44, no. 5 (2018): 1766-1792.

4ORGANIZATIONAL CHANGE
to control or influence in an open and direct way. People are clearly understand and aware of
how the decisions have come about or why it has been made. The process is open throughout and
the power in this case can be seen as legitimised.
The next form of power is agenda-setting power; it is the secretive power and usually
exercised without transparency. By exercising this power, people can decide or restrict what will
be discussed so that effectively controlling the situation. This form of power is effectively used
by the powerful to ignore the demands of the weak through methods such as avoidance or delay.
The third dimension of power Lukes described is ideological power or the power to
control desires. It allows powerful groups, such as government or big business, to make people
think that they agree to something or want something that may actually be harmful to their own
interests 4. Those who hold power within the system will be accepted by the people, due to the
people's' belief in the system.
V. Resistance and Response to Organisational Change
Psychological model of resistance
The psychological model of the resistance refers to the fact that the employees believe that
change will not have any kind of effect on them and so they try to resist it psychologically.
4 Sharif, Monica M., and Terri A. Scandura. "Do perceptions of ethical conduct matter during organizational
change? Ethical leadership and employee involvement." Journal of Business Ethics 124, no. 2 (2014): 185-196.

5ORGANIZATIONAL CHANGE
Resistance takes place as the employees doubt appropriateness in relation to change owing to
contradictory assessment.
Systems model of resistance
Systematic change resistance refers to tendency of a system to reject the attempted change even
when the promotion of change is carried out by a large part of the population. Change resistance
is indicative of tendency of resisting change even after the application of a large amount of force.
Institutionalised resistance to change
The institutionalised resistance to that of change takes place because people resist the aspect of
change on account of habit and fear of that of unknown. The employees lack the skills that they
would need after change and they fear that they would lose power owing to the oeganisational
changes.
Cultural resistance to change
Constant change in relation to technology brings about changes in the structure of an
organisation. The cultural changes that take place in an organization makes the workers doubt
the capabilities. The changing organisational culture threatens the state of well-being of the
employees that makes them show resistance.
Vi. Hofstede’s Cultural Dimensions
Power Distance

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Power Distance helps in describing how the people who belong to a particular culture view the
aspect of power relationships 5. The cultures that have high power distance respect those people
who are in the authority whereas the individuals in the low power distance question the authority
and they want to take part in the decisions that have an effect on them.
Individualism-collectivism
Individualism is indicative of a social framework that is loosely-knit and it is expected that the
individuals would take care of themselves along with that of the immediate families.
Collectivism on the other hand is indicative of tightly-knit framework where the individuals
expect the people around them to look after them.
Masculinity (MAS)
Masculinity pertaining to Hofstede Dimension prefers a socoety that lays stress on achievement,
assertiveness and that of heroism. Femininity on the other hand refers to preference for that of
co-operation and modesty6.
Uncertainty avoidance
5 Beugelsdijk, Sjoerd, Tatiana Kostova, and Kendall Roth. "An overview of Hofstede-inspired country-level culture
research in international business since 2006." Journal of International Business Studies 48, no. 1 (2017): 30-47.
6 Minkov, Michael, Pinaki Dutt, Michael Schachner, Oswaldo Morales, Carlos Sanchez, Janar Jandosova, Yerlan
Khassenbekov, and Ben Mudd. "A revision of Hofstede’s individualism-collectivism dimension: A new national
index from a 56-country study." Cross Cultural & Strategic Management 24, no. 3 (2017): 386-404.

7ORGANIZATIONAL CHANGE
The dimension of uncertainty avoidance is indicative of how much members living in the society
are not comfortable with the aspect of uncertainty along with avoidance. The countries that have
strong uncertainty avoidance index exhibit rigid code of the behaviour and the weak uncertainty
avoidance index society have a relaxed attitude in which the practice accounts for more than that
of principles.
Long-Term vs. Short-Term Orientation (LTO)
Society have to maintain link with that of the past while dealing with challenges of present along
with the future. The societies that are low in relation to orientation maintain that of the time-
honoured traditions along with norms7. On the other hand, the cultures that are high in terms of
normative orientation has a pragmatic approach that makes them encourage thrift that can
prepare them for future.
Indulgence versus restraint (IVR)
Indulgence refers to a society that allows gratification of that of the natural human drives that
enables them in enjoying life8. Restraint on the other hand is indicative of society which
suppresses the aspect of gratification of that of the needs.
7 Hon, Alice HY, Matt Bloom, and J. Michael Crant. "Overcoming resistance to change and enhancing creative
performance." Journal of Management 40, no. 3 (2014): 919-941.
8 Beugelsdijk, Sjoerd, Robbert Maseland, and André Van Hoorn. "Are Scores on H ofstede's Dimensions of
National Culture Stable over Time? A Cohort Analysis." Global Strategy Journal 5, no. 3 (2015): 223-240.

8ORGANIZATIONAL CHANGE
Vii. Comparison between Australia and Singapore
Australia scores low in relation to that of Power Distance. Hierarchy in the Australian
organizations is set up for that of convenience where the superiors are easily accessible.
Singapore on the other hand scores high in relation to dimension of that of power distance and
the society in Singapore is on the basis of unequal relationships that exist between the people.
Australia can be stated to be a culture that is highly individualist. The employees in Australia are
self-reliant and they display initiative. Singapore on the other is collectivist society and the
people belong to the in-groups where they can look after the other people in exchange of loyalty.
Australia can be said to be a masculine society and the Australians are proud of the things that
they achieve in life. Singapore belong to that of the “feminine” side and they lay stress on the
aspects of sympathy along with modesty9. Australia has an intermediate score in relation to the
factor of uncertainty avoidance. Singapore scores very low in relation to the dimension of
uncertainty avoidance. The people in Singapore abide by the rules as they lay stress on the aspect
of structure. Australia has a normative culture and they have great respect in relation to the
traditions. The people in Singapore lay emphasis on the elements of perseverance and they have
element of that of shame.
The national culture has an influence on that of the French and Raven’s “Five Bases of Power”.
The nation that lays stress on coercive power makes use of threats for gaining compliance from
another person. A nation that has reward power can create a grave impression on the mind of the
9 Conway, Neil, Tina Kiefer, Jean Hartley, and Rob B. Briner. "Doing more with less? Employee reactions to
psychological contract breach via target similarity or spillover during public sector organizational change." British
Journal of Management25, no. 4 (2014): 737-754.

9ORGANIZATIONAL CHANGE
employees. The nation that has legitimate power can be said to be underpinned by that of the
social norms and rewarding along with the punishing of the subordinates can be said to be
legitimate part in relation to that of the role of appointed leadership10. The culture that exists in a
nation is rooted in that of affiliations that are made to an organization that an individual belongs
to. The national culture that lays emphasis on sense of the community will make the people
affiliate that will have an influence on the leadership style.
VIII. Summary
The using of power in that of change programs can be more efficient in the event of
organisational change taking place in Singapore. Unequal relationship exist between the people
in Singapore owing to the differences in power that exist in the society of Singapore. The people
in Singapore have a deference for that of authority and it can hence be stated that change
programs can be more efficient in the event of the organisational change taking place in
Singapore. People have a tendency of obeying the authority in Singapore and hence power can
successfully be used in relation to the change programs. The people living in Singapore want to
go along with the rules existing in the society and in the event of organisational change taking
place in Singapore the usage of the element of power can prove to be more effective. It can
successfully help in accepting change and developing the organisation. The society of Singapore
is a collectivist society and they want to live together. The using of the element of power would
10 Al-Haddad, Serina, and Timothy Kotnour. "Integrating the organizational change literature: a model for
successful change." Journal of Organizational Change Management 28, no. 2 (2015): 234-262.

10ORGANIZATIONAL CHANGE
be able to bring together the employees in an organization and it will would help in successfully
bringing about change in organization.

11ORGANIZATIONAL CHANGE
References
Al-Haddad, Serina, and Timothy Kotnour. "Integrating the organizational change literature: a
model for successful change." Journal of Organizational Change Management 28, no. 2 (2015):
234-262.
Beugelsdijk, Sjoerd, Robbert Maseland, and André Van Hoorn. "Are Scores on H ofstede's
Dimensions of National Culture Stable over Time? A Cohort Analysis." Global Strategy
Journal 5, no. 3 (2015): 223-240.
Beugelsdijk, Sjoerd, Tatiana Kostova, and Kendall Roth. "An overview of Hofstede-inspired
country-level culture research in international business since 2006." Journal of International
Business Studies 48, no. 1 (2017): 30-47.
Conway, Neil, Tina Kiefer, Jean Hartley, and Rob B. Briner. "Doing more with less? Employee
reactions to psychological contract breach via target similarity or spillover during public sector
organizational change." British Journal of Management25, no. 4 (2014): 737-754.
Hon, Alice HY, Matt Bloom, and J. Michael Crant. "Overcoming resistance to change and
enhancing creative performance." Journal of Management 40, no. 3 (2014): 919-941.
Minkov, Michael, Pinaki Dutt, Michael Schachner, Oswaldo Morales, Carlos Sanchez, Janar
Jandosova, Yerlan Khassenbekov, and Ben Mudd. "A revision of Hofstede’s individualism-
collectivism dimension: A new national index from a 56-country study." Cross Cultural &
Strategic Management 24, no. 3 (2017): 386-404.
Petrou, Paraskevas, Evangelia Demerouti, and Wilmar B. Schaufeli. "Crafting the change: The
role of employee job crafting behaviors for successful organizational change." Journal of
Management 44, no. 5 (2018): 1766-1792.

12ORGANIZATIONAL CHANGE
Sharif, Monica M., and Terri A. Scandura. "Do perceptions of ethical conduct matter during
organizational change? Ethical leadership and employee involvement." Journal of Business
Ethics 124, no. 2 (2014): 185-196.
Vakola, Maria. "What's in there for me? Individual readiness to change and the perceived impact
of organizational change." Leadership & Organization Development Journal 35, no. 3 (2014):
195-209.