Leading Organization Change Week 9
Jaylin001
ChangeReadinessorNeedsAssessmentAuditPartOne.docx1
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Milestone One: Change Readiness or Needs
Terrell McGhee
MBA-687
Leading Organizational Change
SNHU
9/11/2022
Milestone 1: Change Readiness or Needs
Employee Engagement Survey Visual Data
The choice of the above visual data has been influenced by the need to understand the feeling of the employees about the leadership in the US branch of the Singaporean Software service provider. For instance, the first graph looks at the company's merit increase in the last two years. Ninety percent of employees responded negatively to merit increases, implying that the US branch has not emphasized appraising the employees and making them productive, which has resulted in demotivation.
Employees’ Confidence
The confidence of employees of the US branch of the Singaporean software service provider has declined, resulting in a lack of employee morale and confidence. The primary cause for the decline of employees' confidence in the US branch leadership is conflicting information that does not support effective employee engagement. For instance, due to conflicting information, only 26% of the employees understand the company's vision and values, while only 36% understand the organization's direction. This data points out that poor communication is the most significant impediment to the growth of the US branch and employees' confidence in the leadership. Based on this information, there is an urgent need for change in the company to scale up employees' confidence in the company leadership and increase productivity. Communication should be enhanced by ensuring the proper channels to avoid conflicting information. The middle-level managers in this organization can play a pivotal role in accelerating the employees' mindset change since they primarily engage with the employees than the senior-level managers. According to the employees' assessment survey, 70 percent of the employees believe in working with middle-level managers. In this regard, middle-level managers will be at the center of rejuvenating the employees' confidence in the US branch leadership. To achieve the mindset change, the US branch should offer training to middle-level managers on change management to boost their effectiveness in bringing change to the organization. Besides, the organization should also evaluate the influence of power distribution and leadership approach on the readiness to change. Organizational leadership style is essential in willingness to change since other employees will be encouraged to support change if the leadership style is accommodative and open to change. Power distribution is another critical element impacting the readiness to change. When powers are highly concentrated, it reduces the interaction of the employees because of the bureaucratic bottlenecks in passing information and getting feedback.
Opportunities to Increase Change Readiness
The employee engagement survey shows opportunities to increase readiness to change in the US branch of the Singaporean Software service provider. More importantly, the chance to increase willingness to change can be found in utilizing middle-level managers to spearhead change readiness. According to the survey, 70 percent of employees trust middle-level managers and are comfortable working with them to implement the changes in the US branch. Management of the organization influences the readiness to change in several ways, and they can encourage or discourage resistance or even result in employees' exit. Data from the exit survey shows that 31% of employees attribute their exit from the organization to their relationship with management.
Several forms of employee resistance to change point to the nature of resistance in the US branch. For instance, peer-focused- dissent and ambivalence are two forms of resistance experienced in the US branch ( Malhotra et al.,2021). The spirit of conflict has grown, and more of the organization's employees feel demotivated and demoralized to support the top leadership in implementing change.
Cultural Consideration
Cultural consideration is essential in building the acceptability of the multinational organization in different areas of operation. For instance, the conflict within the US branch of the Singaporean software service provider has been greatly fueled by a lack of cultural consideration. The Hofstede cultural dimension theory is a fundamental approach to understanding the different cultures across countries based on quantitative study (Yie,2021). According to the idea, the cultural dimensions include, among others, power distance, avoidance, individualism, and uncertainty. These cultural dimensions, as postulated by Hofstede, are evidenced in the problems experienced by the US branch. The employees have lost trust in the leadership of the branch because of the power distance, and they feel avoided by the senior managers. The Singaporean culture is distinct from the US culture and lies on the tail end of the individualism scale; in contrast, the US culture is one of the most highly individualistic cultures in the world and falls on the opposite side of the Singaporean culture (Sent & Kroese, 2022). This apparent cultural difference between the two countries has also contributed to the problems within the US branch.
References
Malhotra, N., Zietsma, C., Morris, T., & Smets, M. (2021). Handling resistance to change when societal and workplace logics conflict. Administrative Science Quarterly, 66(2), 475-520.
https://journals.sagepub.com/doi/abs/10.1177/0001839220962760
Sent, E. M., & Kroese, A. L. (2022). Commemorating Geert Hofstede, a pioneer in the study of culture and institutions. Journal of Institutional Economics, 18(1), 15-27.
Yes, C. E. (2021). A Review of Culture and Leadership in Cross-Cultural Context: Linking Hofstede’s Theory. Management, 9(3), 33-36.
Merit Increase in the last 2 Years
Yes No Prefer not to answer 7.4999999999999997E-2 0.9 2.5000000000000001E-2
Company Vision and Values
Familiar with company vision Organization is changing for the better 0.26 0.36 0.26
Familiar with company vision Organization is changing for the better
Familiar with company vision Organization is changing for the better
Diversity
Environment free from discrimination Supportive of different different opinions Efforts to support different 0.41 0.18 0.34
Environment free from discrimination Supportive of different different opinions Efforts to support different
Environment free from discrimination Supportive of different different opinions Efforts to support different
