Essays on International Student from Hong Kong to the United Kingdom - Culture Change Coursework

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The paper "International Student from Hong Kong to the United Kingdom - Culture Change" is a perfect example of management coursework.   The success or failure of organizational change is determined by the surrounding context. The context acts as the catalyst for change or an inhibiting factor. The context in an organisation refers to the elements and triggers which are capable of having an impact on content and change process (Cummings and Worley, 2014). All change processes can be understood and analysed based on contextual themes. The contextual forces are both internal and external.

The internal forces are; strategy, culture, management. The external factors are social political and economic (Waddell, Cummings and Worley, 2004). The organisational change consists of several themes which are: communications & Resistance; Planned Approaches; Process, Stories & Political Approaches; Change Leadership; Learning Organisation & Organisation Development (OD); Structure and Systems; Culture (Rees, 2008). This assessment analysis organisational change based on work experience I had while working as a waiter at a Chinese restaurant in Hong Kong. The analysis will be based on change leadership and culture. The analysis from this experience will be used to present an insightful discussion on what contributes to effective change management in organisations. For organisations to remain competitive, they are expected to continuously adapt their behaviour with the aim of sustaining competitive advantage.

According to Waddell, Creed, Cummings and Worley (2013), changing the mind-sets of employees is not an easy job. Despite this, it is important to move away from the traditional ways which are no longer adequate. Change also involves adjusting to a new environment. This can be compared to the moment that I moved in at the Chinese restaurant.

It was a moment of change which required moving to a new environment. I had to adapt to a new environment and learn new ways of doing things. Changing to a new environment leads to internal and external pressure. This leads to organisational stress form both directions as well as discomfort (Rees, 2008). This triggers the change required in the organisation. In organisation change, leadership plays a major role. Leaders are supposed to accept change and lead it. Leaders accept the need for change in four stages according to Kets de vries (de Vries, 2011).

The first stage involves pain where the current system makes people aware of the outcomes of continuing with the existing patterns. The second step involves reacting to change with shock and disbelief. The third step involves defensive routines where reluctance to change is seen. Lastly, there is the recognition that the status quo cannot be maintained. The leadership realises that clinging to the status quo will lead to more stress (Rees, 2008). This makes it prudent to dive into unknown and the organisation becomes ready for change. Waddell, Creed, Cummings and Worley (2013) assert that joining a new organisation involves a lot of stress as one tries to fit in.

I was new in an organisation that had a new environment. I had to change myself and adapt to the new environment. One is appointed into a knowledge-driven society where they are expected to fit (Branson, 2008). The main challenge is learning new things and unlearning old things. The leadership in the Chinese restaurant ensured that I was able to adapt to change fast.

This involved helping me in building competencies and practices. There were training and development which was carried out through the use of skill-building exercises as well as job practices. Job practices included mentoring, assignments and rotations. At this point, practice is very vital. This is through the potential found in everyday experience. The leadership ensured that I was able to gain desirable outcomes (Rees, 2008). It is also evident that leadership at the Chinese restaurant ensured that new employees adapted to change. The manager enabled me to adjust to the new environment and fit into the existing culture.

References

Anstey, M., 2006. Managing change: Negotiating conflict. Juta.

Branson, C.M., 2008. Achieving organisational change through values alignment. Journal of Educational Administration, 46(3), pp.376-395.

Cummings, T. and Worley, C., 2014. Organization development and change. Cengage learning.

de Vries, M.F.K., 2011. The leader on the couch: A clinical approach to changing people and organizations. John Wiley & Sons

Diefenbach, T., 2007. The managerialistic ideology of organisational change management. Journal of Organizational Change Management, 20(1), pp.126-144.

Graetz, F., Rimmer, M., Lawrence, A. and Smith, A., 2006. Managing organisational change. John Wiley & Sons.

Rees, C.J., 2008. Guest editorial: Organisational change and development: Perspectives on theory and practice, Taylor & Francis

Robbins, S., Judge, T.A., Millett, B. and Boyle, M., 2013. Organisational behaviour. Pearson Higher Education AU.

Vakola, M., Eric Soderquist, K. and Prastacos, G.P., 2007. Competency management in support of organisational change. International Journal of Manpower, 28(3/4), pp.260-275.

Waddell, D., Creed, A., Cummings, T.G. and Worley, C., 2013. Organisational change: development and transformation. Cengage Learning.

Waddell, D., Cummings, T.G. and Worley, C.G., 2004. Organisation development & change. Thomson.

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