Memo: Model Leadership Behavior Overview Your efforts at finalizing the Change Management toolkit are appreciated by the vice president (VP) and management team of the U.S. branch of the Singaporean s

Running head: Change Readiness Audit 0

Change Readiness and Needs Assessment Audit for US, LLC

Name

MBA

Dr.

University

Date

Change Readiness and Needs Assessment Audit for US, LLC

This report aims to carry out an improvement readiness or needs audit for a Singaporean software solutions vendor's American branch. The United States branch experienced several issues, such as exhaustion and disengagement among workers, contradictory leadership signals, poor communication, and no training. The report will address concerns over the labor force's and leadership's preparedness for transformation, staff members’ trust in change management techniques, ways to improve change trust or readiness at the United States branch, and cultural factors that might have made it challenging for staff members to adapt to the standard operating procedures (SOP) of the Singaporean the primary office.

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The selection of data Is due to the issues recognized in the scenario.

Some information about workers' confidence in strategies for managing change may be found in the Leaders' Self-Evaluations and the Employee Engagement Survey. According to the survey results, workers have little confidence in the leadership team, which may indicate less faith in change management methods. The Leaders' Self-Evaluations may reveal further details on the management team's self-assurance in their capacity to manage the transition successfully.

The case's challenges highlight how urgent change is at the management and staff levels. As an outcome of these problems, low morale among staff members may make it more difficult for the United States branch to effectively execute the CEO's plan to continue expanding the market there. Middle managers must foster an adoption mindset to close the communication gap between senior executives and frontline employees. They can assist in conveying the vision, offering training, and ensuring uniform policies and procedures. However, the middle managers' readiness to own the suggested adjustment is not yet apparent.

The middle managers can create an adoption mindset by creating a positive team atmosphere and being open, honest, and transparent.

Managers could serve as a bridge between the senior leaders and the frontline staff by effectively communicating information from the above.

These leaders are ready to take ownership of the proposed change because they have surveyed to understand their employees.

Rigid leadership styles and unequal power distribution may affect employee readiness for change because they cannot voice or contribute.

Effective communication of the suggested modifications, transparency regarding the intended results and consequences for work roles, and employee involvement in the change process are all necessary to combat various forms of resistance. A climate of transparency and inclusiveness must be established where workers can voice their feelings and worries without fear of rejection or retaliation and resolve peer-focused dissent (International Labour Organization, 2022).

Due to variations in values, attitudes, and personality, certain staff members might be more adaptable to transitions than others.

The Forms of Resistance Grid can be used to explain the typical causes of resistance to change. According to the Exit Interviews, peer-focused dissent and ambivalence are two types of opposition that can exist at the American branch. Staff might exhibit conflicted emotions or attitudes toward the suggested adjustments. This is known as ambivalence (Lewis, 2019). This might result from unclear communication or comprehension of the change, a fear of the unforeseen, or an absence of clarity regarding how the change would influence their job functions.

The opposition workers might display peer-focused dissent because they think their coworkers or peers do not favor shift (Lewis, 2019). As a result, there might be an impression of social influence or peer pressure that makes workers resent the idea of changing to fit in with their coworkers.

Hofstede's model of cultural dimensions draws attention to cultural factors that might have made it challenging for the staff of the United States branch to adapt to the Singaporean headquarters' SOPs. The approach emphasizes the value of considering cultural factors in the circumstances of the American branch and the Singaporean office.

Change management discontent or failure might originate from inconsistencies, in particular, Hofstede's model dimensions.

The two aspects of power distance and individualism impact the discrepancies in commercial practices and cross-cultural communication between Singaporean and American workers. Singaporean society is collectivistic, whereas American culture is quite individualistic. According to the power distance dimension, the Singaporean headquarters' staff might be more hierarchical, resulting in a leadership style distinct from the American culture.

The difficulties that can develop when using change management techniques in a cross-cultural setting are highlighted by this scenario. It can be challenging to implement change when employees mistrust the leadership team's capacity to manage it, together with opposition to change and power struggles. The US branch needs to improve employee involvement in the change process and communication to promote staff readiness for change and trustworthiness. When implementing change management practices, it's also critical to consider cultural aspects like power distance and individualism. Leaders must foster an open, welcoming workplace where employees feel free to express their thoughts and concerns.

International Labour Organization. (2022). Greater progress on diversity and inclusion essential to rebuild productive and resilient workplaces. International Labour Organization.

Lewis, L. (2019). Organizational Change; Creating Change Through Strategic Communication, 2nd Edition. Wiley Blackwell.