- Level: University Degree
- Subject: Business and Administrative studies
- Word count: 2143
Culture of HS Engineering. HS Engineering as a company is facing some potentially drastic changes to its values and identity
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Introduction
Organisational Dynamics Organisational Culture HS Engineering ________________ Introduction HS Engineering as a company is facing some potentially drastic changes to its values and identity. With the planned relocation of low-end manufacturing over to Malaysia and taking this opportunity as a springboard towards internationalisation, this move is seen as way to stay competitive within the automotive market and can be potentially very lucrative and help the firm grow exponentially. This is an incredible opportunity for HS Engineering to reinvent itself as a company and change its culture for the better and setting up the stage for new site in Malaysia. However, there are conflicted opinions towards this move within the board of directors, as with many firms facing change, resistance to change is very normal and to be expected (Coghlan, 1993; Steinburg, 1992; Zaltman and Duncan, 1977, cited in Bovey and Hede., 2001). There are also many other implications from relocating a factory to Malaysia, such as; the drop in morale over job cuts in the UK, moving away from its current identity as a family run firm, the risk of the factory in Malaysia becoming another site like Wolverhampton with little loyalty towards the firm. ...read more.
Middle
Malaysia While on overseas front, the strong mission statement and values established in the UK should be carried over and strongly embedded. Establishing a strong culture early on will prevent another situation like the Wolverhampton site (little loyalty to the firm). A profile based upon work from Hofstede (1980, 1984), finds that Malaysia is a collectivistic society. Hofstede (1980) states that in collectivistic societies, members tend to identify with organisations and act in unison to achieve its goals. This sense of loyalty and interdependence helps foster a more co-operative environment while working towards achieving set goals. However, newer data collected has shown that an individualism factor within the working-life of Malaysians has rising over the years as Malaysia becomes more affluent (Noordin and Jusoff, 2010). Using this knowledge, opportunities should be taken to instil employees with the same mission and values as the UK, in order to create a healthy culture within the Malaysian site. During the initial days of setting up the Malaysian site, sending over experienced managers from the UK will be unavoidable. However, the candidates should be chosen very carefully; they will be required to have knowledge in cross-cultural management skills and an understanding of the complexities of Malaysian national culture (Selvarajah and Meyer, 2008). ...read more.
Conclusion
16 Iss: 7, pp.534 - 548 Reid, R., Morrow, R., Kelly, B., McCartan, P. (2002) "People management in SMEs: an analysis of human resource strategies in family and non-family businesses", Journal of Small Business and Enterprise Development, Vol. 9 Iss: 3, pp.245 - 259 Selvarajah, C. and Meyer, D. (2008) "One nation, three cultures: exploring dimensions that relate to leadership in Malaysia", Leadership & Organization Development Journal, Vol. 29 Iss: 8, pp.693 - 712 Sopow, E. (2007), ?The impact of culture and climate on change: Distinguishing between culture and climate to change the organization?, Strategic HR Review Volume: 6 Issue: 2 2007 Spiker, B.K, Lesser, E (1995), "We have met the enemy", Journal of Business Strategy, Vol. 16 No.2, pp.17-21. Cited in: Bovey,W.H, Hede, A (2001) "Resistance to organisational change: the role of defence mechanisms", Journal of Managerial Psychology, Vol. 16 Iss: 7, pp.534 - 548 Steinburg, C (1992), "Taking charge of change", Training and Development, Vol. 46 No.3, pp.26-32 Cited in: Bovey,W.H, Hede, A (2001) "Resistance to organisational change: the role of defence mechanisms", Journal of Managerial Psychology, Vol. 16 Iss: 7, pp.534 - 548 Zaltman, G, Duncan, R (1977), Strategies for Planned Change, John Wiley & Sons, New York, NY. Cited in: Bovey,W.H, Hede, A (2001) "Resistance to organisational change: the role of defence mechanisms", Journal of Managerial Psychology, Vol. 16 Iss: 7, pp.534 - 548 ...read more.
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