This essay delves into the intricacies of organizational change and management, examining how change can be integrated into organizational structures to maintain competitiveness. It emphasizes the importance of viewing change positively and explores various power perspectives, including legitimate, expert, coercive, reward, and referent power, and their impacts on change programs. The essay then applies Hofstede's cultural dimensions to compare Singapore and Australia, analyzing how power distance, individualism, uncertainty avoidance, masculinity, and long-term orientation influence change management strategies. The analysis highlights the cultural nuances that affect the acceptance and effectiveness of power dynamics in organizational settings, offering insights into how different cultural contexts can shape the implementation of change initiatives. The essay concludes by suggesting appropriate use of power in each country based on cultural factors.
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