Running Head: MBA 687 d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d d 1
MBA 687 Milestone One
MBA 687
SNHU
April 10,2022
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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.
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
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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.
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
Seniod 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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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 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
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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
