Running Head: MBA 687 l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l 1
MBA 687 Milestone One
MBA 687
SNHU
MBA 687 l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l 2
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.
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
MBA 687 l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l 3
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.
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
Seniol leader/middle manager
creating a positive team atmosphere open, honest and transparent (senior leader)
encourage and empower open, honest , and transparent (middle manager)
MBA 687 l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l 4
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 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
MBA 687 l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l 5
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.
References
MBA 687 l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l 6
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
