The effective global manager must achieve a synergistic solution, diagnosing conflict accurately and determining a strategy for

managing the conflict.

When domestic firms start operating beyond homeland borders and enter the international marketplace, there occurs not only a transformation of corporate strategy, policies, and procedures, but structural changes in the way business is done.

Global leaders should be skilled in using change strategies and methods. Global leaders should not only be sources of innovation, but also be skilled in using change strategies and methods. Agents of change may apply their efforts to alter personal, organizational, and national cultural goals. Operating globally in diverse cultures and circumstances necessitates appropriate adaptation of organizational objectives, management procedures, corporate processes, and technologies. Global leaders must learn to be as knowledgeable as possible wherever they are located, even if it means creative circumvention of local constraints. Innovators may respect the established system while working to bend or beat it to make it more responsive to satisfying human need. To bring about planned change in an organization or culture, that would imply examining the prospects for alterations in the status quo within these basic categories: 1- structure (the system of authority, communication, roles, and work flow) . . . 2- technology (problemsolving mechanisms, tools, and computers) . . . 3- tasks (activities accomplished, such as manufacturing, research, service) . . . 4- processes (techniques, simulations, methods, scenario-building procedures, such as management information systems) . . . 5- environment (internal or external atmosphere) . . . 6- people (personnel or human resources involved). Having decided on which category or combinations will be the focus of ones energy for change, the leader might follow these additional steps: (a) identify specific changes that appear desirable to improve effectiveness; (b) create a readiness in the system for such change; (c) facilitate the internalization of the innovation; and (d) reinforce the new equilibrium established through the change. This process to be utilized is force field analysisa systematic way to analyze the driving and resisting forces for change within individual or group life space as well as institutional or national space. The skilled change maker is also aware that any change introduced in

one element of the previous chain affects the other factors. The parts of complex systems are interdependent, so the innovator attempts to forecast the ripple effect. Successful change agents take a multidimensional approach, considering legal, economic, and technological aspects of the change without ignoring its social, political, and personal implications. They also operate on certain assumptions: People are capable of planning and controlling their own destinies within their own life space. Behavioral change, knowledge, and technology should be incorporated into the planning process. Human beings are continually in the midst of cultural change or evolution. There are a variety of methods and techniques to facilitate planned change. An approach can be as simple as imagineering at a staff meeting about changes likely to become realities in a decade, based on present trend indicators. Or it may be using the more elaborate Delphi technique, in which a questionnaire is developed with about a dozen situations likely to occur in the future of a company or a culture. Members or experts may then be asked to rate on a percentage basis the probability of the events happening. Results are then tabulated and median percentages for each item determined. A report of results is circulated among participants, and they are asked to again rate the alternative possibilities after studying peer responses. Today, the words reengineering or reinventing the organization are used to describe planned system-wide change. One consultant maintains that reengineering is not about downsizing, reorganizing, or restructuring. It is about thinking outside of the box, rethinking your work and company. It is a fundamental and radical redesigning of all the processes of business to obtain improvements in critical measures of performance (cost, quality, capital, service, and speed). It is throwing away what is and replacing it.

According to Beatty and Ulrich, four principles can serve as the framework if change and renewal are to be understood and implemented in mature organizations. Although stated over twenty years ago, their guidelines are still applicable to all human systems. Organizations renew by focusing on the customers perspective and demands. To sustain a competitive advantage, organizations must be devoted to customer or client needs in unique ways. When a mind-set is embedded in employees that affects their work habits, they can be encouraged to focus more on the perspectives of those they seek to serve, despite political boundaries and internal company policies. Organizations renew by increasing their capacity for change. Like humankind, systems have internal clocks that determine how swiftly change will move from definition to action. Today, organizations want to reduce the cycle time for how and when decisions are made and activities completed so they can move more quickly from idea conception to production, thereby increasing their capacity for adaptation and flexibility. Alignment, symbiosis and reflexiveness can be helpful in this process. Alignment refers to the common goals of the company. When organizations have a sense of alignment they can move toward shared goals in a shorter time frame because less time is spent building commitment and more time can be spent on work. Symbiosis is the speed with which organizations can remove barriers inside and outside the company to effect change. Organizations renew by adjusting both the hardware and software within their company. These researchers refer to the hardware as issues of strategy, structure, and systems. These domains of activity are malleable and measurable and can be heralded with high visibility, for example, timely announcement of new alterations in any or all of these three issues. Unless the hardware is connected to the appropriate software, however, computers are useless. The same is true of the less visible domains of the organizationthe software, which includes employee behavior and mind-set. Change begins by altering hardware, but often not enough resources are spent making sure that employee behavior, mind-set, and work activities match the change. Organizations need empowered employees to act as leaders at all levels. Employees are to be trusted and empowered to act on issues that affect their work performance. Leaders have the obligation of articulating a vision and of ensuring that the vision will be implemented. Leaders must be credible, effective communicators, articulating changes so that they are readily understood and accepted. For organization renewal to succeed, leaders at all levels must be both inspirational and able to express the new vision/strategy mind-set, encouraging their followers to give the

extra effort needed to make the vision a reality. Change agents are more apt to alter the status quo within organizations or institutions when they endeavor to: include in the planning process everyone concerned about the change avoid discrepancies between words and actions relative to the change set realistic time frames for bringing about the change integrate the activities involved in the change with available budget and resources avoid overdependence on external or internal specialists avoid data gaps between the top, middle, and lower levels of the system avoid forcing innovations into old structures incapable of handling them avoid simplistic, cookbook solutions to the problems connected with change realize that effective human relations are a condition for change, not an end apply change intervention strategies appropriately identify personnel capable of diagnosing the need for change capitalize on the pressures both from within and without the system for the change search the system at all levels for the leadership to effect the change promote collaborative efforts between line and staff in planning and implementing changes take strategic risks to inaugurate necessary change, while maintaining a realistic, longterm perspective relative to the change initiate systems to reward people who cooperate in carrying out the change and establishing more effective behaviors collect data to support and evaluate the change set measurable objectives and targets relative to the change that are both tangible and immediate. Introducing change in multicultural organizations is more difficult than in domestic organizations. The change agent then needs to consider the cultural underpinnings resisting the change and make appropriate interventions. Technological, economic, market, and social forces, such as mass immigrations, drive changes in the workplace. Pritchett & Associates, a Dallas-based consultancy in organizational change, specializes in downsizing, turnarounds, and mergers during the Age of Instability. In an employee

handbook on the subject, Pritchett and Pound, write that myths about change influence mind-sets, and must be dispelled. They advise workers that the reality is: change is dynamic and here to stay; controlling emotions helps workers to control the fluid situation; progress often masquerades as trouble; company changes require that workers also change; problems are a natural side effect of implementing change. Management usually tries to be as straightforward as the situation permits, while making tough decisions about the alterations. Workers can be part of the problem or the solution. Both managers and workers must act as a team to make the change plan succeed. In the shift toward an emerging global economy and work culture, Pritchett advises that new work habits are essential. In another handbook, he provides these ground rules for worker success in our changing world: Become a quick-change artistbe flexible and adaptable. Commit fully to your jobit makes work satisfying and ensures success. Speed upaccelerate with the organization. Accept ambiguity and uncertaintychange is the only certainty. Behave like you are in business for yourselfassume personal responsibility. Stay in schoollifelong learning is essential. Hold yourself accountable for outcomesset goals and targets. Add valuecontribute more than you cost. See yourself as a service centercustomers are a source of job security. Manage your own moralebe responsible for your attitude control. Continuously strive for performance improvement. Be a fixer, not a finger-pointerassume ownership of problems. Alter your expectationsrely on yourself to develop work skills for success in the information age!

Without a supportive culture, even the best designed safety process will fail. But without the right match between the organizational dynamics and the strategy for change, the whole initiative is a matter of lip-service at best and futile at worst. Safety culture is typically a passenger on the train of an overall organizational culture. Behavior-based projects can collapse when the wisdom and effort of fitting the plan to the prevailing culture is bypassed out of allegiance to some prefab model. Top-down companies should adopt top-down culture change strategies; lateral organizations should adopt grassroots strategies; and safety professionals should take the lead where other driving forces are missing. Hybrid organizations, of course, should be guided towards a mix of strategies.

1 Culture is the result of decisions made regrading structure, processes, metrics and talent. When the environment changes, they will change their behavior.

Global companies experience change on an ever more frequent basis and in their global operations must navigate the cultural impact of change projects. Hofstede's dimensions offer guidelines for localizing a culturally acceptable approach to corporate activities.
Writing about managing change, Bennis, Benne, and Robert Chin The Planning of Change [2nd Edition], identify three characteristics of people: rational, social, and compliant. Fred Nichols uses their strategies and adds one characteristic based on human adaptability. When these four characteristics identified by Bennis, Bene, Chin, and Nichols are aligned with the Hofstede four cultural dimensions, they provide some insight into how to better handle change across cultures. 1. Bennis, Bene, and Chin say, "People are rational and will follow their self-interest - once it is revealed to them. Change is based on the communication of information and the proffering of incentives." This relates to Hofstede`s Individualism dimension (Individual Orientation / Group Orientation). - To interact with those who have a preference for Individual Orientation, focus on how the change is good for them (appeal to their self-interest) & allow individuals to formulate and ask questions. - To interact with those who have a preference for Group Orientation, focus on how change is good for the group (appeal to the common interest) & allow the group to

formulate and ask questions. Also allow them to consult with each other and spend time working out their responses, questions, and concerns. 2. Bennis, Bene, and Chin say, "People are basically compliant and will generally do what they are told or can be made to do." This relates to Hofstede s Power Distance dimension (Hierarchical Orientation / Participative Orientation). - To interact with those with a preference for High Power Distance / Hierarchical Orientation, use senior staff to make announcements/to communicate change & legitimate power to exercise authority. Tell subordinates what to do differently (do not leave it to them to figure out "how" to do things differently). - To interact with those who have a preference for Low Power Distance / Participative Orientation, use influencing skills & allow for questions and challenges. Include them in a discussion; explain your (or the company's) position. Provide a forum where they can be involved in discussion/framing "how" things will be different (work processes during the interim) after you provide the "what." 3. Nichols says, "People oppose loss and disruption, but they adapt readily to new circumstances. Change is based on building a new organization and gradually transferring people from the old one to the new one." This relates to Hofstede's Certainty dimension (Need for Certainty / Tolerance for Ambiguity). - To interact with those who have a Need for Certainty, provide specific rules/ structures/ interim structures. Recognize their need for information. Have available lots of supporting data and even theory, if appropriate. Use a logical flow to your interactions. Provide them with examples of others who have used the approach successfully. Provide them with a cost analysis to help them see the cost-benefit comparison. Share what they need to know. Use channels & focus on compliance with procedures and policies. - To interact with those who have a Tolerance for Ambiguity, reward creative behavior that moves the group/division/company toward the end even if it was "outside the box." Focus on the process of learning as the employees move toward the outcome. Share information and open many communication forums. Provide them with an outline of information for them to use in decision-making. A return-on-investment scenario would go a long way to helping them make a quick decision. They may not need to know how it is going to work as long as the numbers make sense. There is less need to prove others have tried an approach and that it works, although a case study couldn't hurt-but provide it in bullets. Start with the bottom line, then build your case around their questions. Challenge and question "the way things are done."

4. Bennis, Bene, and Chin say, "People are social beings and will adhere to cultural norms and values. Change is based on redefining and reinterpreting existing norms and values, and developing commitments to new ones." This relates to Hofstede's Masculinity dimension (Achievement Orientation / Quality of Life Orientation). - To interact with those with a preference for Achievement Orientation, Stress and reward performance and results & remember their focus is "Live to work.". Expect that work takes precedence over family life. Show drive or ambition for completion of tasks and meeting of deadlines so communicate and respond with a sense of urgency. Deliver what is promised, when you promise, and give 20% more than you promised. A good manager should be decisive.

- To interact with those with a preference for Quality of Life Orientation, stress interdependence, solidarity and service & focus on continued service to the internal and external customer. Remember these clients are more likely to "Work to live" - stress how the changes improve quality of life. Remember these employees have a family life take this into account & emphasize humility and modesty in your approach. Resolve conflicts by compromise and negotiation as a good manager should be intuitive. These suggestions provide a framework for "local / country managers" to use in their role as change promoters. They can adapt their style to one more likely to be accepted by their employee population, while championing the organizational change.