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MBA 687 Milestone One
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Introduction
In the present case of Singaporean software solutions providers, the presence
of communication issues is one of the important reasons for the failure of change. It
has been found that there is a huge communication gap existing between the
Singaporean employees and the U.S. employees, which is resulting in diminished
morale among the employees at the U.S. branch. According to the author Marlene S.
Neill, it is really difficult to ensure the existing effective and streamlined
communication by the constant change in the business world (Neill, 2018). However,
the gap between the management and the employees have been increased as well as
has affected the change process due to the lack of interaction and lack of proper
engagement.
Apart from this, the lack of training opportunities is considered the major
issue in the organization that has resulted in failure to change. The provided data
shows that the employees of the organizations are not getting an opportunity to
upgrade their competencies, knowledge, and skills. The lack of training opportunities
is hampering the employees' ability to adapt to the changes. According to authors
Sartori, Costantini, Ceschi, and Tommasi, when the organization is not giving focus
on the specific needs, development, and training of the staff, then it can result in
failure of the change management process in the organization (Sartori et al., 2018).
Need for change at the U.S. branch
As per the Employee Engagement Surveys data, the employees have not
received more appraisal, promotion or recognition, and job-role stagnation within two
years. The majority of the employees have shown their dissatisfaction with the
organization. The organization needs to focus on this issue to bring changes in its
management.
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Moreover, it has been found that the majority of the employees have clarity over the
vision, mission, and values of the organization. While looking into the figure-1, it has
been found that the employees have a lack of trust and openness in senior managers.
On the other hand, the data shows that 70% of the employees have mentioned that
their middle manager is open, honest, and transparent. Here, the change management
process starts with the senior managers, which is considered to be an extremely
important process in each and every organization (Sharma, 2021). If the employees
are not having faith in the senior manager, then the change management process can
fail. The organization needs to give focus on this to bring effective changes to the
U.S.U.S. branch.
Figure-1: Trust for senior/middle manager
While looking into the organization’s attitude to diversity and inclusion, it has
been found that the majority of the staff are satisfied with its work culture. Even
various ethnic groups have been involved in the organization. The Employee
Engagement Survey results are justified and show that improvement is required in the
leadership skill to bring changes in the management process.
Senioad leader/middle manager
creating a positive team atmosphere open, honest and transparent (senior leader)
encourage and empower open, honest , and transparent (middle manager)
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Employees’ confidence in change management practices
As per the Employee Engagement Surveys report, the employees of the
organization do not have enough confidence in the leadership of the company as the
senior manager is not open, honest and transparent with their employees. It has been
found that lack of opportunities and communication issues are the major reasons in
the organization that has resulted in failure to change. Even it has been found that
the communication gap exists between Singaporean employees and U.S. employees,
which needs to be changed immediately as it can hamper the growth of the
organization. Also, the organizational leaders are not focusing on the skill
development of the employees at the leadership level, which can hinder the growth of
the organization, so it is important to bring urgent changes to the leadership level.
While looking into the middle manager's role, they are skilled in people
management, strategic thinking, leadership, communication, tech-savvy skills etc. Also,
they have created an adoption mindset that wants to help the organization by
developing the skills of the employees. But the senior manager is neglecting the
situation, and they are suffering among staff and seniors, which can hamper the
growth of the organization in the further coming years. The middle managers are
ready to take ownership of the proposed change by focusing on the overall
development of the employees as it can benefit them as well as the organization.
Likely, the power distribution and leadership styles are impacting the change readiness.
Opportunities to increase change readiness/trust at the U.S.U.S. branch
As per the survey data, some employees might be more reluctant to the
change, and some are more accepting of change because some employees are looking
for a growth opportunity in their career and incentives, but some employees do not
require to take on work responsibilities on them. However, Forms of Resistance Grid
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explains there are some of the common reasons for resistance to change, including
fear of change. There are two important forms of resistance that have been seen in
the organization, which include peer-focused dissent and upward dissent. The peer-
focused dissent is those people who have a fear of the label of a trouble maker. On
the other hand, upward dissent is those people who get influenced by the decision-
makers.
Cultural consideration
As per Hofstede’s cultural dimensions model, the cultural considerations are
important in the organization as it describes the effects of the organization's culture,
value and behavior of the employees in the context of the Singaporean headquarters
and the U.S.U.S. branch. Here, Hofstede's model is very helpful to analyze the
cultural differences by following the six cultural dimensions such as power distance,
individualism, masculinity, uncertainty avoidance, long-term orientation, and
indulgence. As the work culture and society is not equal in these two locations, it
results in misunderstanding and change management failure or frustration. Here,
individualism and uncertainty avoidance can impact the business practice differences
and cross-cultural communication among American and Singaporean employees. The
degree of interdependence the American society maintains among its members can
impact the business. How the American employees deal with the facts that the future
doesn't know can be the dimension of uncertainty avoidance.
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References
Passenheim, O. (2010). Change management. Bookboon.
Neill, M. S. (2018). Change management communication: Barriers, strategies &
messaging. Public Relations Journal, 12(1), 1-26.
Sartori, R., Costantini, A., Ceschi, A., & Tommasi, F. (2018). How do you manage
change in organizations? Training, development, innovation, and their
relationships. Frontiers in psychology, 9, 313.
Sharma, G. (2021). Customer satisfaction one-commerce: A study Focus in
Kathmandu . (AJER). Retrieved April 7, 2022, from
https://www.ajer.org/papers/Vol-10-issue-9/I10096584.pdf
