Alpha Mill Cross Culture Analysis - Case Study Example

Alpha mill СRОSS СULTURЕ analysis Student’s name Code & Course Professor’s name University City Date Alpha Mill Cross Culture Analysis McShane advocates that individualsoriginating from different cultures have different work functionalities in an organization (McShane, 2013). However,McShaneinsists on the need for the groups to collaborate in embracing the change initiates of an organization. The employees working in Alpha Mill originate from Eastern cultures of Malaysia. The Malaysian culture articulates more on the collective functions, given the increased dynamics in the importance of loyalty and maintaining group’s harmony. In this respect, most of the eastern cultures base their norms and values on this collectivism, as such, it is evident at Alpha Mill. In order to facilitate change, it was instrumental to facilitate strategies that maintain the cultural beliefs at the same time achieve organizational success. Western cultures are inclined towards individualistic approaches. Hence, the workforce tends to function on the individualistic needs as opposed to those centered on a group or organization. Contrastingly, cultures typified by high collectivists are pronounced in eastern countries. Davison failed to understand the employee’s culture before enforcing various practices. His implementation of self-directed work teams was inappropriately executed given the conflict in cultures. Reorganization of the operators to self-directed work teams was a significant shift in employee operation. Principally, the employees were not accustomed to function in mechanistic, autocratic and collective environment. In effecting change, it is important to consider the employee’s culture as an attribute that help in realizing minimal resistance. It is significant that an individual’s trait is known with respect to their perceived functionality. Most eastern cultures are typified by beliefs that are in conflict with western organizational theories. In Alpha Mill’s case, the inclusion of autonomous practices, was strenuous as some employees were not inclined to working under such conditions. Through this assertion, a collective picture on employee culture can be easily understood.Most of the employees had problems troubleshooting some of the machines. The implementation of self-directed teams necessitates for a change in the employee’s mindset. Some employees are predisposed in accepting such changes. These changes are achievable when the proposed change are coherent to the employee’s norms and values. Successful change implementation can be realized through; collaboration of the work groups and fostering independence among the team members. Mr. Davison failed in considering such variables. In essence, the conceptualization if self-management and change initiatives must be in line with the employee’s culture and expectation. Alpha Mill’s employees function in a collective society,thus, when one employee is affected, it directly impacts on the welfare of otheremployees.Burnes, affirms that it is entirely impossible to perceive an individual whose identity emanates from the group associated with the individual (Burnes, 2004). Alpha Mill’s employees, are habituated to a different cultural context, as opposed to Mr. Davison’s western experience. While it does not constitute to the organization’s crisis, what would be the result of Mr. Davison’s harsh attitude?Principally, Davison’s harsh approach explains the reduced performance given the sudden dismissal of the Mr. Ang (McShane, 2012). The notion that teams will perform well in the eastern countries is rather complicated, as other factors affect its proficiency (Burnes, 2004). Power distance, in the other hand, is the acceptance through which certain people in a given culture are inclined in accepting unequal power distribution in the society. Under, Davison’s rule, however, the employees are expected to troubleshoot the production problems. As opposed to the western culture, employees are empowered to solve organizations problems at the hierarchical levels. In the case when the problem persists, an intervention of the higher levels is incorporated to achieve appropriate solutions. Simply put, it is the relationship evidenced in a particular culture and the uncertain characteristics of the future.The transition of the teams isdifficult, in the case when the employees have a high uncertaintyavoidance. Societies that are typified by high uncertainty avoidance are inclined to directional rules and operate in a predictable manner. Tentatively,since Mr. Ang was displeased with the deterioration in the appraisals, in response, Mr. Davison would have however communicated to Mr. Ang regarding his performance at the organization as opposed to taking premeditatedactions. Witnessing Mr. Ang’s hostile dismissal, a long-standing and respected supervisor, discouraged the employees. It created negative emotions of fear and anger that steered a manifestation of job insecurity and injustice. Though the use of fear can be effective in managing change, its consequences hinders the development of people and creates negative attitudes (McShane, 2013). Through Lewin’s force field model, it is apparent that the tension is realized when these needs are not fulfilled. Accordingly, tension builds drive for certain behaviors – its attainment results to reduced tension (McShane, 2013). Organizational practices that support uncertain actions are unattractive for employees. Alpha Mill’s case follows this ideology given the Mr. Davison’s leadership style. From Mr. Davison’s confrontation, the employees were baffled by his treatment. Therefore, resistance to change is significantly attributed to the to the high uncertainty avoidance of the employee’s.Although this value is moderately low in the Malaysians, it takes considerable precedence among different individuals, as seen in Mr.Ang’s case. Through Hofstede’s findings in the Chinese culture connection, various dimension about the future is disregarded. In principle, the western culture is typified by a short-term orientation that focuses on the present and past, with respect to the fulfillment of social obligations. Conversely, the long-term thought patterns of the Asian culture reflects on the future and the belief of persistence. It was, therefore, significant that Mr. Davison allowed the employees considerable time in realizing the long-term orientation and planning for the organization’s improvement. The company lacked training and development on its employees to safeguard their long-term job security among other variables. It is apparent that cross cultural issues at employee level affected the performance of Alpha Mill throughout the change process. Reference List Burnes, B 2004, ‘Kurt Lewin and the Planned Approach to Change: A Re-appraisal’, The Journal of management studies, vol. 41, no. 6, pp. 977 – 1002. Mcshane, S., & Mary, V., 2012. Organizational Behavior. 6th Ed.McGraw-Hill/Irwin. McShane, S., Olekans, M., and Travaglione, T., 2013. Organisational Behaviour on the Pacific Rim. McGraw-Hill Read More