{"id":19136,"date":"2023-05-09T10:17:03","date_gmt":"2023-05-09T10:17:03","guid":{"rendered":"https:\/\/www.goodacademic.com\/blog\/questions\/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\/"},"modified":"2023-05-09T10:17:03","modified_gmt":"2023-05-09T10:17:03","slug":"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","status":"publish","type":"questions","link":"https:\/\/www.goodacademic.com\/blog\/questions\/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\/","title":{"rendered":"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"},"content":{"rendered":"

Task <\/span><\/b><\/p>\n

Using different cultural settings, critically analyse the current issues
\nfacing managers in addressing change management programmes. Using key
\nleadership and management theories taught on this module, suggest processes and
\nactions that could be adopted to address resistance during periods of change.<\/span><\/p>\n


<\/span><\/p>\n

*Kindly read instructions and ask questions because this assignment is critical<\/span><\/p>\n

*The core reading text and slides for the module to work with will be attached. <\/span><\/p>\n

*Kindly read and draw answers from the textbooks and give appropriate comparative analysis <\/span><\/p>\n


<\/span><\/p>\n

We have written something like this before. We talked about change management case study.<\/span><\/p>\n

*Talk about Change Managemenet and culture<\/span><\/p>\n

* National Culture, Organisational Culture<\/span><\/p>\n

*Cultural Settings<\/span><\/p>\n

*Choose 2 different cultures and have a comparative analyse of them like having two countries like Japan and the United Kingdom.<\/span>
<\/span><\/p>\n

*Institutional perspective theory e,g Welfare capitalism <\/span><\/p>\n

*How resistance can be for two different leaders, culture etc<\/span><\/p>\n

*cultural settings should be lin<\/span>ked to institutional perspective theory provided in chapter 10 of the module. Culture is chapter 9 and change management is chapter 3 <\/span><\/p>\n

*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. <\/span><\/p>\n

*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. <\/span><\/p>\n

* Use Hofstede official website <\/span>https:\/\/geerthofstede.com<\/span> 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\/<\/span><\/p>\n

*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.<\/span><\/p>\n

*I will help with few here to make your work easier. <\/span><\/p>\n

access
\nHofstede\u2019s work on his website here  <\/span><\/span>http:\/\/www.geerthofstede.nl\/<\/span><\/a>. This includes his many books which you can
\nreference most of which you can access<\/span><\/p>\n


<\/span><\/p>\n

KINDLY READ AND REFERENCE ACCORDINGLY<\/span><\/p>\n

Core reading<\/i><\/span>
<\/span><\/p>\n

\u2022       <\/span><\/span><\/span>Hollinshead Ch2 pg31-37<\/span><\/p>\n

\u2022       <\/span><\/span><\/span>Tarique et al., Ch5 <\/span><\/p>\n

\n

\u2022       <\/span><\/span><\/span>Buchanan et al., Ch4<\/span><\/p>\n


<\/span><\/p>\n

\u2022       
\n<\/span><\/span><\/span>Mullins, Laurie J. (2019<\/span>) Management & Organisational
\nBehaviour (Te<\/span>nth
\nEdition). FT Prentice Hall. <\/p>\n

\u2022       
\n<\/span><\/span><\/span>Hollinshead (2010) International &
\nComparative HRM. McGraw Hill. (Chapters 1-3 pdf)<\/p>\n

<\/p>\n

<\/span><\/p>\n

\u2022       
\n<\/span><\/span><\/span>Pilbeam, S. and Corbridge, M. (2010) People
\nresourcing and talent planning: HRM in practice. 4th ed. Harlow: Prentice Hall.<\/p>\n

Briscoe D, Schuler R and Tarique (2015) International
\nHuman Resource Management: Policies and Practices for Multinational Enterprises<\/i>.
\n5th Ed. Taylor and Francis. <\/span><\/p>\n

Buchanan D and Huczynski A (2012) Organizational
\nBehaviour<\/i>. Pearson. <\/p>\n

Burnes B (2014) Managing change<\/i>. FT Prentice Hall. <\/span><\/p>\n

Hollinshead (2010) International & Comparative HRM<\/i>.
\nMcGraw Hill. <\/p>\n

Northouse P (2015) Leadership: Theory and Practice<\/i>.
\nSage Publications. <\/span><\/p>\n

S Linstead, S Fulop L and Lilley S (2012) Management and
\nOrganization \u2013 a critical text.<\/i> Palgrave Macmillan. <\/span><\/p>\n

Senior B and Swailes S (2016) Organizational change<\/i>.
\nFT Prentice Hall. <\/span><\/p>\n

\u2022       
\n<\/span><\/span><\/span>William Seal and Rohde, Garrison & Noreen
\n\u201cManagement Accounting\u201d  <\/span>McGraw-Hill
\nHigher Education; 5th edition (2014)<\/p>\n

\n

\u2022       
\n<\/span><\/span><\/span>Brewster, Sparrow & Vernon (2011)
\nInternational Human Resource Management<\/b>. CIPD. (Chapter 1 & 2 pdf)<\/p>\n

<\/p>\n

Leadership<\/b><\/p>\n

 <\/p>\n

References<\/p>\n

 <\/p>\n

Blake, R.R. and McCanse, A.A. (1991) Leadership Dilemmas \u2013
\nGrid Solutions. Gulf Publishing<\/p>\n

 <\/p>\n

Clegg, S. Kornberger, M., Pitsis, T. (2008) Managing and
\nOrganizations. Sage<\/p>\n

 <\/p>\n

Hannagan, T. (2005) Management Concepts and Practices (4th
\nedn.), Harlow: Pearson<\/p>\n

 <\/p>\n

Lewin, K. (1939) \u201cField Theory and Experiment in Social
\nPsychology: Concepts and Methods\u201d, American Journal of Scoiology, 44, pp 868-896.<\/p>\n

 <\/p>\n

\n

Tannenbaum, R. and Schmidt, W. H. (1973) \u201cHow to choose a
\nleadership pattern\u201d, Harvard Business Review, May\/June 1973, p. 167. Harvard
\nBusiness<\/p>\n

<\/p>\n

<\/p>\n

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.<\/p>\n

<\/p>\n

Culture is:<\/p>\n

\u2022         
\n<\/span><\/span><\/span>learned<\/p>\n

\u2022         
\n<\/span><\/span><\/span>shared<\/p>\n

\u2022         
\n<\/span><\/span><\/span>transgenerational<\/p>\n

\u2022         
\n<\/span><\/span><\/span>symbolic<\/p>\n

\u2022         
\n<\/span><\/span><\/span>patterned<\/p>\n

\u2022         
\n<\/span><\/span><\/span>adaptive<\/p>\n



\nHollinshead (2011) International & Comparative HRM Ch2<\/b><\/p>\n

 <\/b><\/p>\n

Schein\u2019s three levels of culture<\/b> <\/p>\n

Surface Manifestation<\/p>\n

Values<\/p>\n

Basic Assumptions<\/p>\n

Iceberg Metaphor<\/b><\/p>\n

\u2022       <\/span><\/span><\/span>Artefacts<\/b>
\nare the tangible aspects of culture shared by members of an organisation. (Denison,
\n1990). <\/i>  <\/span>Artefacts comprise the
\nphysical components of the organisation that relay cultural meaning. Verbal,
\nbehavioural and physical artefacts are the surface manifestations of
\norganisational culture.
\n<\/a>  <\/span>Verbal artefacts are  <\/span>language, rituals, myths, stories, and sagas,
\nrepresented in rituals and ceremonies, which reveal the history of an organisation
\nand influence how people understand what their organisation values and
\nbelieves. Technology and art exhibited by members or an organisation are
\nexamples of physical artefacts.<\/p>\n

\u2022       <\/span><\/span><\/span>Values
\n<\/b>deal with the professed culture of an organisation’s members – the shared
\nvalues are individuals\u2019 preferences regarding certain aspects of the
\norganisation\u2019s culture (e.g. loyalty, customer service). Basic beliefs and
\nassumptions include individuals’ impressions about the trustworthiness and
\nsupportiveness of an organisation, and are often deeply ingrained within the
\norganisation\u2019s culture.<\/p>\n

\u2022       <\/span><\/span><\/span>Basic
\n(or Tacit) Assumptions <\/b>are the elements of culture that are unseen and not
\ncognitively identified in everyday interactions between organisational members.
\nMany of these \u2018unspoken rules\u2019 exist without the conscious knowledge of the
\nmembership. Those with sufficient experience to understand this deepest level
\nof organisational culture usually become acclimatised to its attributes over
\ntime, thus reinforcing the invisibility of their existence.<\/p>\n

 KINDLY CHECK ATTACHMENT FOR FURTHER INFORMATION TO HELP WITH A GOOD WRITE UP<\/p>\n","protected":false},"excerpt":{"rendered":"

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 […]<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"closed","template":"","meta":[],"disciplines":[1112],"paper_types":[],"tagged":[],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/www.goodacademic.com\/blog\/wp-json\/wp\/v2\/questions\/19136"}],"collection":[{"href":"https:\/\/www.goodacademic.com\/blog\/wp-json\/wp\/v2\/questions"}],"about":[{"href":"https:\/\/www.goodacademic.com\/blog\/wp-json\/wp\/v2\/types\/questions"}],"author":[{"embeddable":true,"href":"https:\/\/www.goodacademic.com\/blog\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/www.goodacademic.com\/blog\/wp-json\/wp\/v2\/comments?post=19136"}],"version-history":[{"count":0,"href":"https:\/\/www.goodacademic.com\/blog\/wp-json\/wp\/v2\/questions\/19136\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.goodacademic.com\/blog\/wp-json\/wp\/v2\/media?parent=19136"}],"wp:term":[{"taxonomy":"disciplines","embeddable":true,"href":"https:\/\/www.goodacademic.com\/blog\/wp-json\/wp\/v2\/disciplines?post=19136"},{"taxonomy":"paper_types","embeddable":true,"href":"https:\/\/www.goodacademic.com\/blog\/wp-json\/wp\/v2\/paper_types?post=19136"},{"taxonomy":"tagged","embeddable":true,"href":"https:\/\/www.goodacademic.com\/blog\/wp-json\/wp\/v2\/tagged?post=19136"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}