Tay, Sok Keow (1992) Middle managers' responses to change from like organizations in Britain and Singapore : a comparative study. PhD thesis, University of Warwick.

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Abstract

This thesis compares the responses of middle managers from like organizations in the private and quasi-public service sectors of Singapore and Britain. The intention is to contribute to the understanding of the management of change across divergent cultures, identifying universalities and particularities of what helps and what hinders significant change in organizations in these two countries. To achieve this, a matched pair framework methodology is adopted, supported by both quantitative and qualitative data collection. The thesis has its implications on global issues such as the management of change, quality of human resources, international competitiveness and economic growth. The thesis also represents an attempt to develop a dialectical approach on managing change across cultures.

In the world context, the interdependency of nations has meant that countries need to be alert to their global and regional environment, to survive, compete and grow economically. This study in line with others has found the lack of natural resources and the starting point of nations are no serious impediment to their economic growth and success. In the move towards a knowledge-based society, the quality of human resources, the effect of culture on human resources and the centrality of the management of change in economic growth are all much more important. The significance of this thesis is further emphasized by the latest United Nations report that the Aslan 'tigers' (also called 'dragons' or NICs) have proven their economic 'resilience' despite adverse world trade situations. The global shift of economies in the Asia-Pacific region, strengthening and outpacing those in the Atlantic rim, reinforces the ability of the NICs to respond and manage change. What has been particularly apparent among the NICs is their outward-oriented strategy, their government's strong commitment to an export-oriented growth strategy, and their implementation of policies which are conducive and attractive to investors. The findings of this study have shown that Singapore middle managers (SMMs) are relatively more flexible and responsive to significant change than the British middle managers (BMMs) and this probably contributes to the superior economic performance of Singapore compared with Britain.

The theoretical significance of the thesis is its attempt to build a dialectical approach which rejects the 'either/or’ approach to opposing theories in the field and accepts mixed methods. This positions the thesis within the new cultural school of thought which 'breaks away' from the historical bias towards universalism. The importance of adopting this position is that it follows a heterogenistic logic and a polyocular vision principle. According to Maruyama (p.101, 1984), the heterogenistic logic regards heterogeneity as "the source of mutually beneficial positive-sum, 'win-win' cooperation", and homogeneity as "a source of competition and conflict"; the benefit of the polyocular vision principle is the differing points of view different persons have and the differences constituting indispensable information which enriches a person's understanding. These Aslan or African concepts have challenged the linear, Aristotelian thinking which has, in many instances, produced a dimensionally reduced interpretation. This is because the European and North American (ENA) epistemology is built on a one-dimensional continuum (in the sense of geometry) between homogenistic hierarchy and random, independent individualism where "everything is supposed to fit somewhere in this continuum" (p. 108, Maruyama, 1984). The approach in the new cultural school builds on the strength of differing points of view to gain a more complete interpretation.

The findings of this study have shown that there are universalities and particularities in the responses of the BMMs and SMMs on the management of change generally as well as in the areas of communication, commitment and power despite their divergent cultures. The managers of both countries found a need for adjustment to change and they have expectations of being prepared for change. An overall important finding is that there are cultural orientations and tendencies In the SMMs and BMMs that help or hinder the change process. The differences are to do with how 'self’ is perceived by the two cultures and the different cultural tendencies towards authority, groupism or individualism, and non-work commitments; these affect responses to change generally and in the areas of communication, commitment and power.

Item Type:	Thesis (PhD)
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Library of Congress Subject Headings (LCSH):	Middle managers -- Great Britain -- Attitudes, Middle managers -- Singapore -- Attitudes, Service industries -- Great Britain -- Management, Service industries -- Singapore -- Management, Organizational change -- Great Britain, Organizational change -- Singapore
Official Date:	April 1992
Dates:	Date Event April 1992 Submitted
Institution:	University of Warwick
Theses Department:	School of Industrial and Business Studies
Thesis Type:	PhD
Publication Status:	Unpublished
Supervisor(s)/Advisor:	Fitzgerald, Louise, 1945- ; Burrell, Gibson
Format of File:	pdf
Extent:	347 leaves : illustrations
Language:	eng

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