The management style changed dramatically with the implementation of Mid-Office. The parent company of CITGO is headquartered in Venezuela and when problems developed at the parent company and in the country in general it appeared that CITGO became a haven for PDVSA management employees wishing to survive the sinking South American economy. The cultural differences and the language barrier became a large stumbling block. More and more layers of managers were added making the routine approval process laborious and unnecessarily time consuming which slowed down the daily work progress. Communication became a problem. Instructions of how processes were to be accomplished were extremely unclear. Many employees felt no matter how hard they attempted to understand and accomplish the assignment, they had been set up to fail. People do not go to work because it's so much fun. We have families to support, bill to pay and children to educate. Fear became a dominant factor among employees. No one wanted to tell their manager "I don't understand what you are saying. Your accent is to thick." No one wanted to tell Human Resources "What we have here is a problem to communicate."