SATELLITE TUTORIAL 12

Change in a chaotic and

unpredictable environment
WORLDWIDE ORGANISATIONAL
DEVELOPMENT
• Developing a worldwide strategic orientation
• The international strategic orientation
• The global strategic orientation
• The multicultural strategic orientation
• The transnational strategic orientation
 WORLDWIDE STRATEGIC
ORIENTATIONS
• Offer products/services in more than one
country
• Balance product and functional concerns with
geographic issues of distance, time, and culture
• Carry out coordinated activities across cultural
boundaries using a wide variety of personnel
THE INTEGRATION-RESPONSIVENESS
FRAMEWORK
INTERVENTIONS FOR WORLDWIDE
STRATEGIC ORIENTATIONS
• The international orientation
• The global orientation
• The multinational orientation
• The transnational orientation.
INTERVENTIONS FOR WORLDWIDE
STRATEGIC ORIENTATIONS (CONT.)
 INTERNATIONAL STRATEGIC
ORIENTATION
• LOW need for local responsiveness + LOW need for
global integration
• Characteristics of the international design
– Sell existing products/services to non-domestic markets
– Goal of increased foreign revenues
• Implementing the international orientation
– OD facilitates extending the existing strategy into the new
market
– Cross-cultural training and strategic planning
 THE GLOBAL STRATEGIC
ORIENTATION
• HIGH need for global integration + LOW need for
local responsiveness
• Characteristics of the global design
– Centralised with a global product structure
– Goals of efficiency through volume
• Implementing the global orientation
– OD supports career planning, role clarification, employee
involvement, conflict management and senior management
team building to help achieve improved operational efficiency
– OD helps the organisation transition away from the local
towards the global
THE MULTINATIONAL STRATEGIC
ORIENTATION
• HIGH need for local responsiveness + LOW need
for global integration
• Characteristics of the multinational design
– Operate a decentralised organisation
– Goals of local responsiveness through specialisation
• Implementing the multinational orientation
– OD helps with intergroup relations, local management
selection and team building
– OD facilitates management development, reward systems,
and strategic alliances
 TRANSNATIONAL STRATEGIC
ORIENTATION
• HIGH need for local responsiveness + HIGH need
for global integration
• Characteristics of the transnational design
– Tailored products
– Goals of learning and responsiveness through integrations
• Implementing the transnational orientation
– Extensive selection and rotation
– Acquire cultural knowledge and develop intergroup
relations
– Build corporate vision
 GLOBAL SOCIAL CHANGE

• Newly emerging global social change

organisations (GSCOs)
• Characteristics of GSCOs
• Application stages for developing GSCOs
 GLOBAL SOCIAL CHANGE
ORGANISATIONS
• Characteristics
– Their primary task is a commitment to serve as an agent of
change in the creation of environmentally and socially
sustainable world futures
– They have discovered and mobilised innovative social-
organisational architectures
– They hold values of empowerment in the accomplishment of
their global change mission
– They are globally-locally linked in structure, membership, or
partnership and thereby exist as entities beyond the
nation-state
– They are multi-organisational and often cross-sectoral
 GLOBAL SOCIAL CHANGE
ORGANISATIONS (CONT.)
Application stages
• Build the local organisation
– Using values to create the vision
– Recognising that internal conflict is often a function of external
conditions
– Understanding the problems of success
• Create horizontal linkages
– Build a network of local organisations with similar views and
objectives
• Develop vertical linkages
– Create channels of communication and influence upward to
governmental and policy-level, decision-making processes
 GLOBAL SOCIAL CHANGE
ORGANISATIONS:
CHANGE AGENT ROLES AND SKILLS
• Stewardship Role
• Bridging Role
• Communication Skills
• Negotiation Skills
• Networking Skills