Organisational Change Management | Assignment
12 Pages3058 Words61 Views
Added on 2021-04-24
Organisational Change Management | Assignment
Added on 2021-04-24
ShareRelated Documents
Running head: ORGANIZATIONAL CHANGEORGANIZATIONAL CHANGEName of the studentName of the UniversityAuthor Note
1ORGANIZATIONAL CHANGEIntroductionOrganizational change refers to the different ongoing changes within the organizationfor better understanding the organizational goals and objectives. Changes in theorganizational structure can have a positive or negative impact depending on the changes.Two types of changes that occur within the organization are the planned and unplannedchanges. Planned changes results from decision making whereas unplanned changes are mostof the time imposed upon the organization (Bélanger, Pierro and Kruglanski 2015, 163-169).However the impact of power within the organization often suggests to the negative notionsuch as it might dominate the employees and can be manipulative. Although power exist inevery organization, and managing and utilizing power in an effective way can bring positiveresults in the organization. Furthermore, with the increase in the globalization in business,understanding the concept of power in different business cultures have become an importantnotion. For instance, the organizations of Singapore comprises of high power index while theimposing of power within the Australian organization is low. The paper elucidates onHofstede Model and how power affects organizational changes in Australia and Singaporeand the five sources of power. The thesis statement is that different cultural dimensions affectthe implications of power in business organization.DiscussionThe cultural Dimension Theory, introduced by Professor Geert Hofstede is anagenda for cross cultural communication that mainly explains the impact of the society’scultures on its members (Beugelsdijk et al. 2015, 223-240). The use of this Hofstede Modelof Dimension helps to understand different cultural aspects within the organization.
2ORGANIZATIONAL CHANGEMoreover, in order to expand business in the global market, it is important to understand thecultural dimension in different countries. Power Distance Index: Power distance Index refers in terms of inequality within thebusiness organization, for people with and without any power. A high Power Distance Indexmeans organization will accept unequal distribution of power and hierarchy among theemployees. Whereas, in low Power Distance Index employees will not be accepted withunequal power in the organization and this will generally have flatter organizations.Collectivism versus Individualism: According to Hofstede, in collectivism, employees tendto be in the group collectively and are loyal to their other members, and in individualism,people are more to them and are less likely to take others’ responsibilities. Masculinity versus Femininity: In the cross cultural dimension, this refers to the genderissues and distribution of roles in the society and workplace (Brockner et al. 2013, 300-315).In masculinist society, males are likely to behave in an assertive way, whereas in femininesocieties, women tend to be more modest and perceive.Avoidance of Uncertainty: The forth cultural dimension is the avoidance of Uncertaintywhere it deals with anxiety and disbelief and it has very less risk factor. To avoid uncertainty,it is required to avoid surprising situations with the implications of strict laws and codes.Pragmatic versus Normative: This dimension has incorporated lately, so it covers less dataand deals with changes. It tends to be long term oriented and deals with modesty. On theother hand, normative society is less sceptical to changes and has a low scorecard.Indulgence versus Restraint: The last cultural dimension is the indulgence versus restraintthat deals with both the aspects. In indulgence culture, people are free to do anything that
3ORGANIZATIONAL CHANGEtheir impulses want. Similarly, in the restraint culture, people are being restrained fromputting forward their own needs and desires.Every organizations are comprises of individuals that exercises power on theirsubordinates. Although exercising of power may be different for individuals such asexercising power in the form of interpersonal relationships (Daniels et al. 2014, 1202-1229).Accordingly, French and Raven has introduced five forms of power that are mainly used inorganization to understand the implications of different forms of power within theorganization.Coercive Power: This power refers to forcing any individuals or employees to do any sort ofwork against their will. This type of power is mainly the authority of dictators and oftenthreats are being used while imposing this power.Reward Form of Power: Reward form of power can be any various types, but inorganization reward power is related in financial terms. This form of power used by manyorganizations, such as Woolworths in Australia use this type of power to motivate theiremployees. It should be noted that this type of power given to the employees for theirperformance, and in return employees should work for the organization (Ferraro et al. 2017,120-125).Legitimate Power: Legitimate power is consider as the most recognized form of powerwithin the organization. This power is also known as title power, as this power generallycomes in action when an individual is appointed to any specific position. Legitimate power ismainly based on social rules can be divided in to various forms that includes legitimate powerof equity, responsibility and more. For instance, Steve Job being the CEO of Apple enjoys thelegitimate form of power.
End of preview
Want to access all the pages? Upload your documents or become a member.
Related Documents
Hofstede’s Cultural Dimesnion and Five Bases of Powerlg...
|9
|2950
|83
Case Study on Euro Disneyland Cultural Differences - Deskliblg...
|13
|3226
|2108
Summary of Hofstede’s Cultural Dimensionlg...
|4
|1171
|392
Hofstede’s Cultural Dimensions Assignmentlg...
|6
|1348
|485
Cross Cultural Management: A Comparison of Pakistan and Malaysia Based on Hofstede's Dimensions of Culturelg...
|14
|3246
|323
International management assignmentlg...
|8
|2187
|62