Organizational Change Management Assignment PDF

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Running head: ORGANIZATIONAL CHANGE MANAGEMENTOrganizational Change ManagementName of the Student:Name of the University:Author Note:
1ORGANIZATIONAL CHANGE MANAGEMENTIntroduction:The essay gives an overview of organizational change management. The essaycommences with a comparison of Singapore and Australia based on the Hofstede’s culturaldimension. Hofstede’s theory of cultural dimension represents a framework for the cross-culturalcommunication. The theory describes the influence of the culture of the society on the value ofthe members and represents how the values relate to the behavior with a structure based on thefactor analysis. There is also discussion on how national culture influences the Five Bases ofPower of French and Raven. According to French and Raven, power took five separate anddistinct forms. They identified these forms as the five-power base that included legitimate,referent, coercive, reward and expert. The report also puts forward an argument on the efficientof the usage of power in the change programs when the organizational change occurs inSingapore and Australia.Discussion:Hofstede Theory of Cultural DimensionAccording to Leo and Russell-Bennett (2015), the comparison based on the culturaldimension of Hofstede theory between Singapore and Australia is done based on six dimensionsthat include power distance, individualism, masculinity, uncertainty avoidance, long termorientation and indulgence(Ngai et al. 2015, 33-44).Power Distance: This dimension refers to the extent in which the lesser powerfulmembers of the organizations and the institutions within the country accept and expects thatthere is unequal distribution of power (Winterich, Karen and Yinlong 2014, 274-293). In termsof this dimension, Singapore scores around 74. Organizations in Singapore experiences a
2ORGANIZATIONAL CHANGE MANAGEMENTcentralization of power with the managers relying on the bosses and rules implemented. There isalso expectation amongst the employees for receiving orders regarding the performance of a task.There is expected control and the attitude towards the manager remains formal. There is alsoindirect communication with selective flow of information. Therefore, Singapore shows a higherPower Distance IndexIn comparison to Singapore, the scores of Australia are lower in this dimension. TheAustralian organizations establish hierarchy for the matter of convenience (Winterich, Karen andYinlong 2014, 274-293). Moreover, the supervisor remains accessible and the managers rely onthe teams and the individual employees for expertise. Both the employees and the managersexpect consultation with frequent sharing of information. Communication in Australia is direct,informal and participative.Individualism:This dimension refers to the interdependence that a society maintainsamongst members. Singapore scores close to 20 in this dimension and is identified ascollectivistic society (Ng, Thomas and Daniel 2014, 360). In Singapore, in the organizationalcontext, a person is not an individual but a member of the organization. Here communicationremains indirect and the harmony of a group maintained with avoidance of open conflicts.Politeness is preceded over honest feedbacks. There exists moral basis of the relationship thathas a priority over task fulfillments. In addition, it is also necessary for the managers to maintaincalmness and respectability.Compared to Singapore, Australia score close to 90 and is an individualist culture.Therefore, in the business ambience, there is expectation from the employees to remain self-
3ORGANIZATIONAL CHANGE MANAGEMENTreliant and display necessary initiatives (Putzke et al. 2014, 519-530). Again, with the exchangebased system of work, promotion and hiring decisions depends on the evidence and merit.Masculinity:This dimension deals with a fundamental issue that ensures motivatingpeople by being the best defined by Masculinity or by expressing likeness to what one does bybeing feminine (Soh and Kaycheng 2014, 455-471). Singapore has a score close to 48 and ismore inclined towards the feminine side. In the business world, being humble and modest is animportant criterion. There exist no conflicts in the private and work life along with an existenceof consensus. Instead of being too persistent, cautiousness is important.On the other hand, Australia scores close to 61 and represents a Masculine society.Behavior of the people is based on the shared on the value that helps people in bringing out theirbest with the winners taking them all (Hu et al. 2013, 51-77). However, the Australians are proudof their success and achievements that offers a basis for promotion and hiring decisions at theworkplace. In Australia, conflicts get resolved at an individual level with the goal to win.Uncertainty Avoidance:This is represented by the extentto which the members of aparticular culture usually feel threatened by the created beliefs and the unknown situations andalong with the institutions that tries to avoid this (Karin et al. 2014, 55-77). Singapore, scores inthis dimension measures at 8. The Singaporean people abide by various rules due to higherPower Distance Index. Therefore, in Singapore people are able to avoid uncertainty. In thesimilar context, Australia in comparison to Singapore reflects an intermediate score close to 51.Long Term Orientation:According to this dimension, it is necessary for a society inmaintaining certain links with the past while dealing with challenges of not only the present butalso the future. Singapore has a score close to 72 in this dimension that shows the cultural
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