Organisation Development and Change
Introduction
Development and change in organizations is usually affected by the impact of the society on the lives of a given peoples. The culture of a given society consequently determines the type of development which an organization can undertake. People live according to societal dictates in their countries, making the flow of business to be different in different countries. Hofstede’s cultural dimension explains how the society may affect marketing trends. In this essay, this paper will therefore compare Singapore and Australia using Hofstede’s cultural dimension, before explaining how the French culture and the Raven’s Five Bases of Power are influenced by national culture. The paper will finally conclude with an argument on how the use of power in organizational change may either be efficient or less efficient.
- Singapore Vs Australia in terms of Hofstede’s Dimension
Power Distance
Australia slashes low on this dimension, and this is attributed to hierarchy which is established in Australian organizations (Dückers, Frerks & Birkmann, 2015). Hierarchies are basically established for ease, supervisors are always available, and the employees, and teams are relied upon by the managers. Information in these organizations is regularly shared, between the managers and the employees. The flow of information within the organizations is direct, unceremonious and participative.
On the other hand, Singapore scored very high in this dimension, this is attributed to the Confucian culture, which is dominant in Singapore (Jonathan, 2009). The main principle of the Confucian culture is the permanence of the society, which is founded on uneven relationships between people. In organizations, power is centralized, hence managers depend on their seniors for rules. The employees rely on what they are told by their seniors, and they cannot participate in the company’s decision making.
Individualism
Australia is a highly individualist country, since people look after themselves, and their close families. In the world of business, the employees are required to rely on themselves, and display inventiveness (Karkoulian, Messarra & Sidani, 2009). In addition, promotions and hiring are only based on personal achievements.
Singapore scores low, since it embraces collectivism. People belong into groups, and a person cannot operate as an individual, but in a group of people (Jonathan, 2009). This is also related to the Confucian culture, whereby people belong in groups commonly known as families. Communication in groups is indirect, and coordination has to be maintained, whereas open conflicts should be highly avoided. Relationships are based on moral teachings, and this always provides the opportunity of task fulfilment.
Masculinity
Australia slashes 61, on this dimension, hence is deliberated a masculine society. Social behaviours in schools, at work or even at playgrounds depend on shared values, state that people should endeavour to be the best, because winners get the opportunity of getting it all. Due to the pride that the Australians have for their success, this allows for the foundation of elevation and hiring decisions in the places of work. Individuals resolve conflicts on their own, with the aim of becoming the best of the best.
Singapore is more of a feminine country, since femininity performs slightly higher than masculinity in the country. Softer aspects of the society in Singapore are highly valued and desired. Humbleness is highly desired, and the know it all people are not liked. Conflicts are highly avoided, through being cautious in during discussions.
Uncertainty Avoidance
Uncertainty avoidance in Australia is slightly high, since the country focuses more on the current affairs, while preparing for the future. In the business world, organizations also focus more on the current affairs, at the same time preparing for the future (Karkoulian, Messarra & Sidani, 2009).
Singapore scores very low on uncertainty avoidance. Singaporeans focus on the current events, and they believe that everything will always be fine, since they are in a fine country.
Long Term Orientation
Australia scores low (21), on this dimension, thus having a normative culture. In this type of society, people are very concerned with establishing total truth, due to their normative thinking. Australians highly value their culture, thus, they are reluctant to prepare for the future through saving, since their main focus is on achieving quick gains (Karkoulian, Messarra & Sidani, 2009).
Singapore scores very highly in this dimension, due to cultural qualities which support long-term investments. The Singaporean culture encourages persistence, slow results, sustained efforts, and having a sense of disgrace. This has consequently enabled the country to be ranked among the five dragons which have vast economic success (Dückers, Frerks & Birkmann, 2015).
Indulgence
Australia is highly indulgent, due to the willingness of the Australians to realise their desires and instincts with respect to enjoying life and having fun too. They are very optimistic a move which makes them to maintain a positive attitude. Most of their time and money is spent on leisure events and on valuable things. (Karkoulian, Messarra & Sidani, 2009).
Singapore is low on this dimension, since Singaporeans are bounded to their religion, making them not to do somethings (Jonathan, 2009). They are very optimistic about the future, but their thoughts are confined to their religion, and they may not be able to perceive somethings due to the fear of going against the Confucian teachings.
- The Influence of National Culture on French and Raven’s Five Bases of Power
According to Hofstede, power comes from the dictates of the culture, whereby leaders rule based on the dictates of the society (Jonathan, 2009). For instance, the Singaporeans live according to the Confucian culture, which gives a leader total authority over his subjects, leading to unequal distribution of power within the society. People within such a society abide to the dictates of the Confucian teachings, thus allowing their leaders to have total powers over them. The same applies to Legitimacy, in the Five Bases of Power. Culture leads to the formation of unity, which results in the emergence of authority, under which people are governed. Furthermore, culture acts as a means of making people to have similar beliefs, thus being able to relate in a similar way (Karkoulian, Messarra & Sidani, 2009).
Cultural beliefs tend to affect the mental beliefs of people, thus making them to react differently to a given situation, even though it might be of negative effect to their lives. In order for power to be exercised effectively, there must exist a good relationship between a certain groups of people, who share common beliefs. Sharing cultural beliefs leads to minimal or less resistance which leaders are likely to face, since culture allows people to highly avoid conflicts. Power therefore relies on the type of relationship which exists between individuals under the same culture.
Individualism allows a person to work harder, in order to achieve his or her personal goals. Most countries embrace individualism, since it allows the economy of a country to grow, due to the will to perform better by most individual employees, thus impacting the performance of their workplace. The same applies to reward, in the Five Bases of Power (Karkoulian, Messarra & Sidani, 2009). Reward is aimed at improving individual’s ability in the workplace, thus improving the overall performance of an organization. Rewarding an employee poses a challenge to other employees, making them to work even harder in order to be rewarded too. This is consequently similar to individualism, since a person aims at being the best of the best, in order to stand out, hence being rewarded.
Expert power, which is the person’s ability to do something effectively, is similar to masculinity. According to Hofstede’s cultural dimension, masculinity is the society which is driven by achievements, and success. In such a society, people aim to do each and every tasks assigned to them in the best way possible (Dückers, Frerks & Birkmann, 2015). This makes them to be successful, hence being among the best of the best. When a person possesses expert power, he or she has the ability to perform a task better as compared to other people. This consequently makes the person to stand out, hence becoming successful. Masculinity and expert power are therefore related in the sense that they focus on the same thing, which is performing a given task in the best way possible.
Referent Power, is the outcome of a person’s apparent attractiveness. Referent power basically comes from the respect which one has towards another person, thus making the person to do according to what a person with referent power is doing (Karkoulian, Messarra & Sidani, 2009). This is type of power is similar to indulgence, whereby a certain of group of people may be extravagant, due to their cultural dictates, which allow them to spend their money on valuables, rather than saving for tomorrow. Referent power is equally the power which someone else possesses, whereby he or she can be able to influence other people into doing something which he or she is doing. The two attributes are therefore related in the sense that the culture through indulgence, determines the type of life we lead, whereas referent power affects the type of life we lead through making us to do things because of those with referent power (Dückers, Frerks & Birkmann, 2015).
Coercive Power, this is the type of power whereby those in authority can punish their subjects due to non-compliance. In coercive power, those in authority have total power over their subjects, hence they can do anything if their subjects do not corporate. This type of power is therefore similar to power distance, since the leader has total power over his or her subjects, thus the leader can punish his or her subjects in case of any mistakes (Kolesnik, 2013).
The National culture basically talks about the effect which cultural beliefs have on a nation. Different aspects and undertakings in a country rely on the cultural beliefs of the given country. The Five Bases of Power, are basically derived from cultural dictates (ten et al, 2016). This consequently makes it easier for a leader to be able to effectively lead his or her subjects in an organizations, towards the right direction. Hence National culture fully influences the Five Bases of Power, since it provides the foundation of each and every power in the Five Bases of Power.
- Use of Power in Change programs
The use of power in change programs may be more efficient in Singapore as opposed to Australia, due to power distance in Singapore (Kolesnik, 2013). The power distance which exists in Singapore is very high, thus most leaders to use power as a means of influencing change. The use of power in change programs is not good at all, since employees within an organization should be allowed to do things according to their ability. Using power may create resistance from the employees, thus leading to little efforts from the employees, in order to foster change. Singapore is however an exceptional case, since power distance in the country is very high, making the use of power in change programs to be the most efficient method (Dückers, Frerks & Birkmann, 2015).
The Singaporean culture allows the use total power by the leaders over their subjects. These people are therefore used to this type of life, and using power, in order to in change programs will definitely yield positive results. In organizations, leaders the employees only wait for commands from their supervisors, in order to execute their tasks (ten et al, 2016). Due to being used to this type of culture, it might be very hard for an organization to effectively execute change programs, without the use of power. Singaporeans depend on what their leaders tell them, and if they are not told to do something, then they will not do so. This means that in order for them to work effectively, power must be used. The respect which the Singaporeans have for leaders makes them to execute the commands without any questions, or opposition, this method will therefore be very effective in Singapore, since it will face little to no resistance (Jonathan, 2009).
Conclusion
In this essay, I have compared Singapore to Australia based Hofstede’s cultural dimension. Through the comparison, it is evident that the two countries have different cultural dictates and beliefs. Secondly, I have looked at the influence of National Culture on French and Raven’s Five Bases of Power, whereby through the evidence provided in the paper, it is true to say that national culture influenced French and Raven’s Bases of Power. Finally, I also looked at use of power in change programs, whereby I argued in support of the use of power in change manage management in Singapore, due to its form of leadership and cultural beliefs.
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