Introduction Globalisation is the process by which the people of the world are unified into a single society and

function together. According to Guy Brainbant, the process of globalisation not only includes opening up of world trade, development of advanced means of communication, internationalisation of financial markets, population migrations and more generally increased mobility of persons, goods, capital, data and ideas but also infections, diseases and pollution.These processes are being driven by a combination of economic, technological, sociocultural, political and biological factors. Growing interconnections brought about by this process requires that both managers and organisations expand on traditional repertoire of roles. For organisational leaders as well, the challenge is to manage tradition and change. Global firms take shape by borrowing best practices and new ideas from multiple cultures, but they must at the same time create an internal culture that infuses unity and provides direction. Thus, global management skills and competencies are integral to all organisations. The most important competencies in handling it are Managing Self  Managing Communication  Managing Diversity  Managing Across culture  Managing Teams  Managing Change  Managing Ethics Managing Self and Across Cultures Globalisation has caused cultures of different nations to interact with each other. This heterogeneity has brought about changes in the organisational culture. However, such interactions can sometimes lead to cultural clashes if not handled delicately. At the individual level also, it may become evident when people from different cultures work with each other. Thus in this light managing, perceiving, appraising, and interpreting accurately oneself, others, and the immediate environment is very necessary. Culture also frames our sense of right and wrong. Most cultures interpret behaviour depending on their own cultural frames. This can lead to cultural misunderstandings. In some cases, the value differences can be antipolar to each other. As a manager, it is essential to adapt to these differences and motivate teams on that basis. Managing Communications Communication is an inevitable tool of globalization. In a global environment a company will have its own branches, franchisees or even an outsource partner in another country. The distance between the two countries might be large but because of advancements in the field of communication the decisions are taken and implemented simultaneously and therefore efficiency of the company increases.

Cross-cultural communication is a very important aspect of modern day businesses. The people of various countries have various cultures and languages. There are mainly two types of communication: a) Verbal communication- It is mainly language based that is communication by speaking b) Non-verbal communication- This include the body language and the speed of communication. It has maximum importance when it comes to cross cultural communication. There exist many barriers to cross cultural communication the major being, the physical barriers. These may arise due to differences in nationalities, skin colour etc. The onus lies with the managers to discourage such barriers in communication. Moreover, the extent to which information is transmitted via verbal versus nonverbal forms of communications tells us a lot about the working of that nation. There may occur a high context or low context communication. While the former refers to communications mostly by gestures (e.g. Asian Nations), the latter refers to communication mostly by words (e.g. Western Nations). This is why most western nations rely on written business contracts while verbal commitment is typical of Asian nations. Managing Diversity: Today multi-national companies are keen on developing diverse human resource pools to transform themselves into true global organisations. The top leaders are passionate about this initiative because ideally diverse workforces make organisations alert and responsive. Moreover, such a workforce can always come with spectacular innovations. However, managing a diverse workforce is always a challenge, which has to be tackled effectively. The global organisations have to come with integrative mechanisms that would make people from diverse background operate effectively. Thus, many leading organisations have taken excellent initiatives in this regard by: a) Re-examining their traditional ways of functioning b) Seeking value similarities and differences as sources of competitive advantages c) Training people for skills that enhance a sense of addition. Managing Teams How one builds a team and teamwork in ones organization will most likely be the greatest priority of a manager. All accomplishments of an organisation will be because their team works well together. Development teamwork is creating a work culture that values collaboration. The team must truly believe and even assimilate the belief that `none of us is as good as all of us'. In a teamwork environment, people understand and believe that thinking, planning, decisions and actions are better when done co-operatively. This becomes all the more important when the companies go global and the team comprises of individuals from all over the world. The biggest challenge that a manager faces is breaking the ice between his team members and making them respect and accept each other with

their culture. Many companies for this purpose have devised ice breaking sessions and team games. Managing Change:The business environment is changing more rapidly today with increasing globalisation, which has made it imperative to change with the speed of change. This process becomes more difficult because of cultural differences. Many firms find approaching multi- dimensional changes brought about by globalization very difficult. It is easier to change systems than to change people. Change management means to plan, initiate, realize, control, and finally stabilize processes on both, corporate and personal level. Change may cover such problems as strategic directions or personal development programs for staff. To manage change successfully a manager needs to act according to the following phases of change: 1. Shock and Surprise: It refers to confrontation with unexpected situations. This can happen by accident (e.g. losses in particular business units) or planned events (e.g. workshops for personal development and team performance improvement). These situations make people realize that their own patterns of doing things are not suitable for new conditions any more. 2. Rejection and Refusal: People lean on their values as support for their conviction that change is not necessary. Hence, they believe that there is no need for change. 3. Rational Understanding: People realize the need for change and focus on finding shortterm solutions. Thus, they only cure symptoms and there is no willingness to change own patterns of behaviour. 4. Emotional Acceptance: This phase is also known as, crisis. Only if management succeeds to create willingness for changing values, beliefs, and behaviours, the organization will be able to exploit their real potentials. 5. Exercising and Learning: The new acceptance of change creates a new willingness for learning. People start trying new behaviours and processes. They will experience success and failure during this phase. It is the change managers task to create some early wins (e.g. by starting with easier projects). 6. Realization: With experimentation and new learning experiences, people get to realise, which behaviour is effective in which situation. This, in turn, opens them up for new experiences. These extended patterns of behaviour increase organizational flexibility. Perceived competency has reached a higher level than prior to change. 7. Integration: People totally integrate their newly acquired patterns of thinking and acting. The new behaviour becomes routine. Following are the few examples of firms that survived change and were successful: Managing Ethics In the age of globalization ethics play a very important role as the boundary of business extends beyond the national frontiers involving different countries, people, culture and mind set.

Ethics inculcate the ability to incorporate values and principles that distinguish right from wrong in making decisions and choosing behaviours. Managing ethics in the workplace involves identifying and prioritizing values to guide behaviours in the organization, and establishing associated policies and procedures to ensure those behaviours are conducted. Business ethics can be defined in the following ways:y An application of ethics to the corporate community y A way to determine responsibility in business dealings y The identification of important business and social issues and y A analysis of business. As companies operate in different countries simultaneously, there can be ups and downs in different countries leading to pressure on the management to produce results compared to other countries. At the same time, global organisations should have a clear moral compass to direct leaders even in troubled times to strictly avoid unethical behaviour. Ethics programs align employees behaviours with those top priority ethical values that are preferred by leaders of the organization. Usually, an organization finds surprising disparity between its preferred values and the values actually reflected in the behaviour of its employees. Ongoing attention and dialogue regarding values in the workplace builds critical ingredients of strong teams in the workplace i.e. openness, integrity and community. Thus Employees feel strong alignment between their values and those of the organization. In result, they react with strong motivation and performance. Conclusion Thus, an organisation which intends to evolve as a prominent entity in this globalised arena, has to respond in a way that it does not fail to miss a single beat. This can be done only by developing an unmatched organisational culture which gives due respect to each individual in the organisation. Further, this culture should be all set to adapt to any needed changes which would reinforce its presence in the market. At the same time, the organisation should not forego ethical values so that in the long run the organisation can stand tall in its true sense.