Task
Using different cultural settings, critically analyse the current issues
facing managers in addressing change management programmes. Using key
leadership and management theories taught on this module, suggest processes and
actions that could be adopted to address resistance during periods of change.
*Kindly read instructions and ask questions because this assignment is critical
*The core reading text and slides for the module to work with will be attached.
*Kindly read and draw answers from the textbooks and give appropriate comparative analysis
We have written something like this before. We talked about change management case study.
*Talk about Change Managemenet and culture
* National Culture, Organisational Culture
*Cultural Settings
*Choose 2 different cultures and have a comparative analyse of them like having two countries like Japan and the United Kingdom.
*Institutional perspective theory e,g Welfare capitalism
*How resistance can be for two different leaders, culture etc
*cultural settings should be linked to institutional perspective theory provided in chapter 10 of the module. Culture is chapter 9 and change management is chapter 3
*Key Leadership and Management theory to use should be majorly: (1) Schein’s three dimensions (2) Hofstede 6 dimensions. Any other theory is very much welcomed to make the write up look great.
*We have talked about most of the theories in the first writeup but we are now focusing on the above 2 and bring up other theories just to butteress the essay.
* Use Hofstede official website https://geerthofstede.com to answer the questions relating Hofstede 6 dimensions and also remember to do a comparative analysis of two cultures in each instances or examples like for example doing a comparative analysis of the most individualistic/collectivist country? Most power distance country? to check for a validated country comparison graphs go on the Hofstede website and click on Culture then Country comparison graphs or go to https://geerthofstede.com/country-comparison-graphs/
*At least 15 of your references should come from provided core readings and other textbook/materials provided in the moodule attached. Other come from your personal research na dtotal of 20 references is okay.
*I will help with few here to make your work easier.
access
Hofstede’s work on his website here http://www.geerthofstede.nl/. This includes his many books which you can
reference most of which you can access
KINDLY READ AND REFERENCE ACCORDINGLY
Core reading
• Hollinshead Ch2 pg31-37
• Tarique et al., Ch5
• Buchanan et al., Ch4
•
Mullins, Laurie J. (2019) Management & Organisational
Behaviour (Tenth
Edition). FT Prentice Hall.
•
Hollinshead (2010) International &
Comparative HRM. McGraw Hill. (Chapters 1-3 pdf)
•
Pilbeam, S. and Corbridge, M. (2010) People
resourcing and talent planning: HRM in practice. 4th ed. Harlow: Prentice Hall.
Briscoe D, Schuler R and Tarique (2015) International
Human Resource Management: Policies and Practices for Multinational Enterprises.
5th Ed. Taylor and Francis.
Buchanan D and Huczynski A (2012) Organizational
Behaviour. Pearson.
Burnes B (2014) Managing change. FT Prentice Hall.
Hollinshead (2010) International & Comparative HRM.
McGraw Hill.
Northouse P (2015) Leadership: Theory and Practice.
Sage Publications.
S Linstead, S Fulop L and Lilley S (2012) Management and
Organization – a critical text. Palgrave Macmillan.
Senior B and Swailes S (2016) Organizational change.
FT Prentice Hall.
•
William Seal and Rohde, Garrison & Noreen
“Management Accounting” McGraw-Hill
Higher Education; 5th edition (2014)
•
Brewster, Sparrow & Vernon (2011)
International Human Resource Management. CIPD. (Chapter 1 & 2 pdf)
Leadership
References
Blake, R.R. and McCanse, A.A. (1991) Leadership Dilemmas –
Grid Solutions. Gulf Publishing
Clegg, S. Kornberger, M., Pitsis, T. (2008) Managing and
Organizations. Sage
Hannagan, T. (2005) Management Concepts and Practices (4th
edn.), Harlow: Pearson
Lewin, K. (1939) “Field Theory and Experiment in Social
Psychology: Concepts and Methods”, American Journal of Scoiology, 44, pp 868-896.
Tannenbaum, R. and Schmidt, W. H. (1973) “How to choose a
leadership pattern”, Harvard Business Review, May/June 1973, p. 167. Harvard
Business
KINDLY NOTE ALL THESE REFERENCES WAS DEDUCED FROM THE MOODULE, YOU CAN CAN USE ANYONE SEEN IN THE MOODULE BECAUSE THAT’S WHAT THE LECTURER WANT TO SEE. 20 REFERENCES IN TOTAL AND 15 AT LEAST FROM THE MOODULE All the above references can be used but use them wisely and not for something that doesn’t correlate.
Culture is:
•
learned
•
shared
•
transgenerational
•
symbolic
•
patterned
•
adaptive
Hollinshead (2011) International & Comparative HRM Ch2
Schein’s three levels of culture
Surface Manifestation
Values
Basic Assumptions
Iceberg Metaphor
• Artefacts
are the tangible aspects of culture shared by members of an organisation. (Denison,
1990). Artefacts comprise the
physical components of the organisation that relay cultural meaning. Verbal,
behavioural and physical artefacts are the surface manifestations of
organisational culture.
Verbal artefacts are language, rituals, myths, stories, and sagas,
represented in rituals and ceremonies, which reveal the history of an organisation
and influence how people understand what their organisation values and
believes. Technology and art exhibited by members or an organisation are
examples of physical artefacts.
• Values
deal with the professed culture of an organisation’s members – the shared
values are individuals’ preferences regarding certain aspects of the
organisation’s culture (e.g. loyalty, customer service). Basic beliefs and
assumptions include individuals’ impressions about the trustworthiness and
supportiveness of an organisation, and are often deeply ingrained within the
organisation’s culture.
• Basic
(or Tacit) Assumptions are the elements of culture that are unseen and not
cognitively identified in everyday interactions between organisational members.
Many of these ‘unspoken rules’ exist without the conscious knowledge of the
membership. Those with sufficient experience to understand this deepest level
of organisational culture usually become acclimatised to its attributes over
time, thus reinforcing the invisibility of their existence.
KINDLY CHECK ATTACHMENT FOR FURTHER INFORMATION TO HELP WITH A GOOD WRITE UP