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MBA 687 Milestone One
MBA 687
SNHU
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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
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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.
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
Senioaa 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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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 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
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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
