Execom's is an executive international hotel group. It has been in existence since the mid 1960's. It was founded on the idea that traveling business people have a unique set of needs that are different from leisure travelers, and that Execom's mission is to meet those needs. It was originally set up in San Francisco, CA. It first expanded to over 60 hotels in the USA by the mid 1970's as its reputation grew for catering to the business traveler. From the early 1980's up to the present, it has expanded into Europe, Asia, Africa, and South America. But now-e-days a range of competitors that have been decreasing the market share of Execom. Competitors will be using the internet has given business travelers a wide range of options choose. These include in cooperation for price and services. On the basis of this survey, a team of three specialists has been assembled to visit three representative Execom hotel locations throughout the world. These hotels are located in Germany, Japan, and South Africa. The team's brief is to take a deeper look at the feedback, interviewing both staff and customers. The three specialists represent the fields of Marketing, HRM, and Food and Beverage. The one area that they lack awareness of is in cross-cultural differences. The group of specialists has compiled a range of questions that it would like answered from a cross-cultural perspective.
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Stereotypes, an outgrowth of cultural communication and misperception, are individual's naive perceptions concerning particular groups that are created by their personal value system through their cognitive schemata. Positive stereotypes, such as, smart and ambitious, and negative stereotypes, such as, slow and lazy, signify membership in specific social groups and allow individuals to cognitively sort through a abundance of information based on significant features.  Stereotypes are standardized and simplified conceptions of groups, based on some prior assumptions.  Although stereotypes should never be employed to describe individual behavior. 
Advantages of Cultural Stereotypes
Stereotypes is a across the planet regardless of gender, age, ethnicity, and the like. If we didn't stereotype then every communication, every stimulus, every moment would present our intelligence with new or novel information that would prevent us from responding or, at the very least, responding within that moment when the motivation strikes us.  To better understand the phenomenon of stereotyping takes a considered effort to move beyond the pop culture definition and rather elementary associations with stereotyping. 
That is the moment of decision that is the so called teachable or defining moment. That is, they can allow the stereotyping which is natural to dominate the consequential actions or they can pause and consider the circumstance beyond the stereotyping and, by that incorporate more information that may adjust or sway the previous model of the stereotype.  In fact, the instantaneous stereotypical response is not negative, bad, unfair, or anything else but our brain providing us valuable and relevant information about an incentive. Where it gets tricky is what we then do with that initial information from the stereotyping that comes form our understanding. 
That's the positive side of stereotyping the downside is when employee presupposes all stereotypes are accurate most of the time. I would also argue that many stereotypes are socially created for other reasons beyond allowing us to quickly progression information.  Certain negative stereotypes are used to demean groups or individuals in society and are disgustingly imprecise.  In short, stereotyping is necessary, healthy, and the most important vehicle that allows us to think at the point of the stimulus instead of always having to go back to rectangle one. Without stereotyping, it seems reasonable to emphasize there would not being any growth, development, and learning. 
Disadvantages of Cultural Stereotypes
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It damages the employee's being labeled, obviously, because the person is no longer given the benefit of the uncertainty, and the opportunity to demonstrate employee own self, not having it provided for employee by an outside party.  It also damages the employee's making it because by nature the stereotype increases on lack of knowledge. The person no longer seeks out knowledge of individuals, contented with their own powerful unawareness. 
Stereotypes are a challenge to have the power and control of knowledge on a particular employee or group. We all as humans fear the unknown and effort to control this fear by category the unknown.  Stereotypes leave no room for knowledge about an individual. It's like putting employees in cattle pens so that we may have the satisfaction of knowing. I have them all figured out. 
The problem is stereotypes are essentially simplistic in nature, we as employees are all each individually very complex creatures who will never be able to fit into any one pen for any period of time. Stereotypes challenge, but fail, to simplify humans down to one label rather than accommodating each individual's unique complexity. 
Execom and should overcome all types of the stereotypes. The international manager should have the quality to face or to overcome the stereotypes and Execom have to choose this type of manager. Finally we can state that stereotypes are social rumor for the people and a skilled manager should manage these types of rumor strictly to operate his organization successfully. Execom manager should not believe in the advantages of all kinds of stereotypes. He should implement his all of the good strategy for his betterment running of the Execom. By the good implication of the idea an international manager of a company like Execom should not believe any types of stereotypes. I could be challenge for the manager but he should avoid it with his creativity.
Stereotypes are social phenomena and it has advantages and disadvantages. Some time it can hamper the people's wealth and some time it can happen in the business. People belief that stereotypes can be come as a true most of the time and then they follow it. Beyond this manager should avoid the stereotype to operate the hotel like
Power distance has been characterized as the extent to which less powerful members of societies and organizations within a country anticipate and accept that power is distributed asymmetrically. This asymmetrical distribution of power is manifested in certain decision-making policies and procedures employed in different organizations and working environments and in the assessment of the rightness or correctness of such decisions in terms of their organizational goals.  This is more concretely manifested in the attitude of the employees towards their employers and superiors, predominantly in working environments with high levels of power distance.  In countries with high power distance employees are too frightened to express their uncertainties and disagreements with their autocratic and paternalistic bosses.  Employees in such working environments tend to be timid in articulation out their opinions and ideas because the norm links together the rank of the person with the validity of the decisions or policies complete. 
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Uncertainty avoidance deals with a society's tolerance for uncertainty and ambiguity, it ultimately refers to man's search for truth. It indicates to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situations. Uncertainty avoidance index is the measure of a country's ability to handle the unknown.  Unstructured situations are novel, unknown, surprising, and different from usual. Uncertainty avoiding cultures try to minimize the possibility of such situations by authoritarian laws and rules, safety and security measures, and on the philosophical and religious level by a belief in unconditional truth, there can only be one truth and we have it.  In general, societies with lower uncertainty avoidance are more broadminded of new and different opinions.  People in uncertainty avoiding countries are also more emotional, and motivated by internal anxious energy. 
Germany, Japan and South Africa Power Distance and Uncertainty Avoidance are given below:
Germans who have a less but still strong level of uncertainty avoidance and a medium level of power distance have the need for clearly particular competency to avoid uncertainty. Problems would occur it is preferable to establish specific measures and to distribute responsibilities to task forces.  Those ones should familiarize on the given information and rules. Handling the German employees Excom may reduce uncertainty by clearly defined roles and procedures. The co-ordination and control can be achieved through standardization and certification measurers.  As German employees have medium level of power distance, so Excom need to specified competence to avoid uncertainty.
This article is about the power distance in Japan. Power distance is the, theory of how society deals with the fact that employees are unequal in physical and cerebral capabilities. Within Execom's employee in Japan power distance, workers accept a higher degree of unequal power. Japan power distance is high. For starters, Japan workers are known to be told what is expected of them.  People living in Japan who are less powerful depend on the powerful employee approaching of what is right or wrong. Furthermore, the citizens feel that the decisions of their Execom's employers are correct because of the power an individual encompass. In the workplace those with less power are too afraid to express their idea or disagreements with their bosses. In addition, Japanese power players do not prefer their subordinates to have eye contact with them.  Japan's high uncertainty avoidance proves that Japan is a more communalist culture, which causes the country to avoid risks and tends to not favor personal freedom. This country's culture has very little broadmindedness for any kind of ambiguity, and likes everything to be prearranged.  The Japanese will not tolerate any unspecified non-risks. All risk factors, no matter how large or small, Execom will have to be identified, assessed, and managed through-out a product's lifetime in Japan. This approach unsurprisingly enforces a much more systematic risk appraisal and tracking process, promoting better product quality and steadfastness to Execom employees. Countries characterized by higher uncertainty avoidance are more likely to have a bank based system, rather than a financial system based on the stock market as low uncertainty avoidance countries have.  As Japan employees have large level of power distance, so Execom's need to specified competence to avoid uncertainty.
South Africa who have a less uncertainty avoidance and a large level of power distance have the need for clearly specified capability to avoid uncertainty. Uncertainty avoidance relates to the level of broadmindedness for uncertainty and ambiguity within the society. South Africa employee in a low uncertainty avoidance ranking indicates the less apprehension about ambiguity and has more acceptances for a diversity of opinions which can be roundabout by the Execom.  Power distance index focuses on the degree of equality, or inequality, between Execom's employees in a South Africa. In these societies impartiality and opportunity for everyone are harassed. Individualism considers the degree the society reinforces individual or collective achievement and interpersonal relationships.  As South Africa employee have a strong level of power distance, so Execom's need for specified competence to avoid weak uncertainty.
Although there is some power distance, uncertainty in the Germany, Japan and South Africa so Execom can ran their business effectively and beneficially. So that Execom can avoid their uncertainty and in house power distance.
Training is learning experiences in that it seeks a relatively permanent change in an individual that will improve his or her ability to perform on the job of Execom's. They typically say training can involve the changing of skills, knowledge, attitudes and behaviors, concepts, rules, or social behavior. It may mean changing what employees know, how they work, their attitudes toward their work, or their interactions with their co-workers or their supervisor.  Every organization wants to attract, motivate, and retain the most qualified employees and match them to jobs for which they are best suited. Human resources, training, and generalist and specialists provide this connection. In the past, these workers performed the administrative function of an Execom's, such as handling employee benefits questions or recruiting, interviewing, and hiring new staff in accordance with policies established by top management. Today's Excom human resources workers manage these tasks, but, increasingly, they consult with top executives regarding strategic planning.  They have moved from behind the scenes staff work to leading the Execom's in suggesting and changing policies. General and specialist training are given below:
The generalist may consciously choose to offer a broad spectrum of services, or they may not have been able to develop expert-level skills in one specific area. Generalists may be very good at doing many things, but typically are not at the same expert level as specialists at any one service.  It is important, therefore, to provide both managers and employees with training in the skills and techniques required for communication and consultation. General training can help employees better understand the information they are given and can encourage them to play a fuller part in the way the organization conducts its affairs. 
The specialist may have purposefully chosen their area of specialty, or they could have bumped into it one day and it stuck. Either way, they have great depth of experience in one specific area. They focus all of their effort, including skill development, on that one specialty.  Special training courses in particular can be a useful way of giving employees factual information about their employment because they necessarily include a substantial element of explanation and provide opportunities for questions to be answered. Special training is particularly important for supervisors who have important communications responsibilities but often limited experience. Communication and consultation skills should have a place in any development programmed for them as well as for other managers. 
For the betterment of the employee or for better running of the company can arrange training for the company. In this circumstances company train their employee after recruiting. After all of the recruiting procedure and successful training employee get their final appointment. By this company can find better output from their employee, so that company request for the training.
In the individual request an employee of company request to the management for training him on a special subject. If the company finds it necessary then deiced to give him a special training. I this time company bare the total cost of the training. By this type of special training an individual can get him trained and essential to the company.
After recruiting employees for the Execom they need to train their employees and they can train the employee by two methods. One is on the job training and another one is off the job training. These two methods are important for giving training to their employees. By these training employees will be more skillful.
On-the-job training is one of the best training methods because it is planned, organized, and conducted at the employee's worksite. On-the-job will generally be the major method used for enlargement employee skills and increasing efficiency.  On-the-job training takes place in a normal working situation, using the actual tools, apparatus, documents or materials that trainees will use when fully trained. On-the-job training has a general reputation as most effective for vocational work. It is particularly suitable for developing proficiency skills unique to an employee's job especially jobs that are relatively easy to learn and require locally owned equipment and facilities.  Under off-the-job training is given below:
Apprenticeship programs put the trainee under the supervision of a master worker. The argument for apprenticeship programs is that the required job knowledge and skills are so complex as to rule out anything less than a long time period where the trainee understudies a skilled master journeyman. 
Job rotation involves the movement of employees through a range of jobs in order to increase interest and motivation.  Job rotation represents an exceptional method for expansion the manager or prospective manager, and for turning specialists into generalist. In addition to increasing the manager's knowledge and allowing the manager to attract new information, it can reduce monotony and motivate the development of new ideas. It can also provide opportunities for a more comprehensive and dependable evaluation of the manager by his or her supervisor. 
This occurs when workers are taken away from their place of work to be trained. This may take place at training agency or local college, although many larger firms also have their own training centers. Training can take the form of lectures or self-study and can be used to develop more general skills and knowledge that can be used in a variety of situations.  Under off-the-job training is given below:
Any training activity that explicitly places the trainee in reproduction environment that closely mirrors actual working conditions can be considered a simulation. Simulation activities include case movements, experimental training, complex computer modeling and vestibule training. The employee attempts to find and analyze the problem, evaluate alternatives course of action, and decide what course of action would be most acceptable. 
Experiential movements are usually short, prearranged learning experiential movements where individuals learn by doing. For instance, rather than talk about interpersonal conflict and how to deal with them, an experiential implement could be used to generate a conflict situation where employees have to experience a conflict personally and work out its declaration. 
The objectives of sensitivity training are to provide managers with increased awareness of their own behavior and of how others recognize them, greater sensitivity to the behaviors of others, and increased understanding of group processes. Unambiguous results required include increased ability to understand with others, improved listening skills, greater openness, increased acceptance for individual differences, and improved conflict resolution skills. 
For operating the company effectively company need some active and hardworking employee. So to find the experienced employee company need to train their employee. By generalist training Execom can train their employee equally. To train the employee there are also some methods and on job training and off job training is so important. On job training can be given when employee do their job on other hand off job training can be given after or before the job on a period basis. By following this type of training method Execom can enhance their employee's professionals.
As a manager, one of the major tasks is to spearhead staff's professional development. Managers also have a responsibility to physically. An effective manager continually hones his managerial skills. There are five working skills required of every manager. 
International Manager Skills are given below:
Involve the formulation of ideas, conceptualization about abstract and complex situations. Managers understand abstract relationships, develop ideas and solve problems creatively. Using these skills, managers must be able to see the Execom's as a whole.  Ability to use information to solve business problems. International manager should have the quality to understand the new business problem and solve the problem with right solution. Execom's managers should identify the opportunities for new innovation, should recognize problem areas and implement solutions effectively. In a certain time there may approach problem then Execom's managers first identify the problem, then recognize it and finally find a fruitful solution. After that manager's should select critical information from masses of data, understanding the business uses of technology, understanding the organization's business model.  An international manager should have the clear of all the business functions that may come when to operate an Execom's effectively. They have to understand the relationships among various subunits, and visualize how Execom's fits into its border environment. Abstract skills refer to the ability of a manager to take a broad and farsighted view of the organization and its future, his ability to think in abstract, his ability to analyze the forces working in a situation, his creative and innovative ability and his ability to assess the environment and the changes taking place in it. In short, it is his ability to conceptualize the environment, the organization and his won job, so that he can set appropriate goals for his organization, for himself and for his team. This skill seems to increase in importance as a manager move up to higher positions of responsibility in the organization. 
The Execom's managers should have the communication skill. The ability to effectively impart ideas, thoughts, words and actions both orally and in written communication is critical. Presentation skills are also required.  Ability to transform ideas into words and actions, credibility among colleagues, peers, and subordinates, listening the customer's query and asking questions and finding suggestion and good feedback from them. Presentation skills are also important for expanding the knowledge of the employee, and he must have the spoken proficiency, written skills need to improve the presentation skills and should know the graphic formats 
This is another most important skill of managers. Effectiveness skills are time management, project management, negotiating skills, operations review, improvement implementation and priority setting.  Contributing to corporate mission and departmental objectives, customer focus, multitasking, working at multiple tasks at parallel, negotiating skills, project management, reviewing operations and implementing improvements, setting and maintaining performance standards internally and externally, setting priorities for attention and activity, time management. 
The technical skill involves the manager's understanding of the nature of job that employee under him have to perform. It refers to a person's knowledge and proficiency in any type of process or technique.  In a production department, this would mean an understanding of the technicalities of the process of production. This refers to both the technical knowledge of company's products or services and how the company works as a business. It knows how to utilize and manage the company's tools and resources to meet and exceed the company's goals. 
Interpersonal skills are most important skill for the international manager's. Coaching the staff of the Execom and mentoring the skills of the employee. Diversity skills is also need to being a good manager and networking within the Execom, networking outside the organization, working in good teams, good cooperation with other staff's and employee's and to be committed to his work.  An Execom's manager should be able to work with a diverse group of employees and culture. He should know how to deal with different personalities to draw out the best in each individual. A good manager is someone who can bring individuals together to work as a team.  Skills staff must possess are different from skills managers must display. As a manager, it is duty to find ways to improve his own managerial skills. Execom's managers are the role model and as such should display managerial ethics and skills to be effective. 
To be the international skilled manager someone needs these three qualities .A manager should possess the abstract, communication, effectiveness, technical and interpersonal skill. Execom needs to find their right manager for their hotel they can find the right one by these criteria which is given up.
The concept of diversity encompasses recognition and respect.  Diversity in this administration's book means, in addition to differences based on ethnicity, gender, age, religion beliefs, disability, national origin and sexual orientation, socio-economic status, physical abilities, political beliefs, an infinite range of individuals unique characteristics and experiences, such as communication styles, career, work, life experience, educational backgrounds and other variables. It is the exploration of these differences in a safe, positive, and nurturing environment.  Diversity focuses on tapping the talents of people of different backgrounds, experiences and perspectives as a means of improving the workplace environment and productivity. It is about understanding each other and moving beyond simple tolerance to embracing and celebrating the rich dimensions of diversity contained within each individual.  Diversity awareness works to create an environment that recognizes values and utilizes the unique skills and abilities of everyone. The goal of diversity awareness is to create an inclusive, respectful and equitable work environment and common. 
Advantages of Cultural Diversity in Human Resources:
By integrating workers from culturally diverse backgrounds into their workforce companies become much stronger. However, many companies don't understand the importance or challenges of workplace diversity.  For a wide assortment of employees to function effectively as a company, human resource professionals need to deal effectively with issues such as communication, adaptability and change.  Diversity needs to be seen as an integral part of the business plan, essential to successful products and increased sales. This is especially true in today's global marketplace, as companies interact with different cultures and clients.  Successful companies recognize the need for immediate action and are ready and willing to spend resources on managing diversity in the workplace now. A Company's success and competitiveness depends upon its ability to embrace diversity and realize the benefits.  Execom's cultural diversity is given below:
Creativity increases when employees of Execom with different ways of solving difficult problems work together towards a common clarification. There is no one best answer to any questions the more ideas can obtain from different employee, the more likely employee to develop a workable answer. Efficiency of Execom should increase exponentially when employee's of all cultures pull together towards a single stimulating goal. Then the Execom executives will be successful in the corporate world because of globalization and internationalization. This is a tremendous advantage of cultural diversity in the workplace. 
By relating to people of all backgrounds, Execom might gain a greater perception on how different cultures operate and experience greater success in global business as a result. New attitudes are brought to the business table by Execom's employee from diverse cultures. For, example average American believes that this country's residents account for about 25 percent of the world's population. Our culture believes that "time is money" and "getting to the bottom line" is paramount in business. However, in most other countries around the world time is for building relationships and an essential part of getting to know the other party are considering doing business with before starting a business. 
Language skills are obviously needed in today's increasingly global economy and diverse workers often have this expertise. If Execom needs specific knowledge or language skills employee, it may hire foreign nationals. The Execom should take international the advantage. Execom are breaking into Germany, Japan or South Africa markets will need foreign expertise. High-tech firms in particular are expanding into countries abroad. For, example in the United States, we like to believe that English is "the language of the world." While that may be true for business, our native tongue ranks second in the world behind Chinese and just slightly ahead of Hindustani. To truly build relationships with the other employee's world, we must speak their language. It is an incredible advantage of workplace diversity if we enable the employee's of Execom from other cultures it can help us understand not just their words, but also the meaning after what they are saying. 
New methods can result when employee with different ideas come together and collaborate. In today's fast-moving world, there is no longer room for thinking, we have always done things this way and cannot change. Execom's workers might bring multiple skills to the environment, think cross culturally, and adapt quickly to new situations. Those who meet these criteria are likely to do well, regardless of culture even in tough economic times. 
The world is diversified by many thing and many culture, so to do the business like hotel Execom should know how to face diversified world. The international manager should have the quality to avoid false position and should have the creativity. Global appreciative, language and new methods is so important for the Execom. Because they have to face different customer and different situation .The international manager must know different language so that they can talk to their client.
A group of employee who work across time, space, and organizational boundaries with links strengthened by webs of communication technology and information, they have complementary skills and are committed to a common purpose, have interdependent performance goals, and share an approach to work for which they hold themselves mutually accountable.  Members of a virtual team may work in different parts of the same building or may be scattered across a country or around the world. The team can be connected by technology such as groupware, e-mail, an intranet, or videoconferencing and can be said to inhabit a virtual office. Although virtual teams can work efficiently, occasional face-to-face meetings can be important to avoid feelings of isolation and to enable team building.  These people will typically have skills which complement each other, and these skills are geared towards the achievement of a specific goal. 
Managing of Global and Virtual Team is given below:
Establish Team Objectives
The Execom's team members need to know and understand what it is that they are doing collectively. If they understand only their own role and their own work, they will always just be individual contributors.  Establish Execom's objectives straight, and clarify the roles and responsibilities of the team. This helps avoid delays and ensures tasks are completed on time.  Even though the Execom's team members may be remote, they still need to exhibit a common and acceptable set of behaviors. In fact, this is probably more important for virtual teams. Ground rules include things like setting the hours during which the Execom's team members are expected to be working, establishing lunch times, determining which meetings are compulsory in-person, web-based, or via telephone, and defining opportunity for communication rotate times. 
Communicate and Select the Right Technology
It is need to be extra practical to communications to make sure everyone understands what is expected. Employee's can start to feel inaccessible if they do not receive regular communications. It is hard enough to keep everyone conversant on a regular task. The communication lines on a global and virtual team must be opened up particularly wide. As an Execom's manager, they can provide this balanced stream of communication.  However, this trend has accelerated in the past few years. The technology is there to support global and virtual teams there is really no reason to be without it. This includes fast contact to the internet, audio conferencing, video cams, collaborative software, and shared directories. 
Establish an Integrated Technology Network
A proper technology network unites all parties and ensures they have contact to the same resources. Execom's using standardized tools and portable devices that complement each other also helps avoid amalgamation headaches and ensure all team members can access the data easily. 
Give Inhabitants Sorter Assignments & Have Plan Visualization
This is not the time to give employee's long assignments and hope that they are completed by the deadline. Instead of assigning a six-week activity, for instance, assign the work in three two-week activities. In the previous case, someone won't know for sure if the work was done for six weeks. In the latter case, employee can tell every two weeks if the work is on track.  Discuss the Execom's plan visualization that is, the goal, objectives, and end state with the team at the beginning of the organization. This is so that all employee's understands what it is that they are aiming to achieve, and can see how their part in the plan contributes to the overall end game. This is a really key point, it is a enormous benefit to Execom's team to have a common goal, and having everyone pull in the same direction should not be underestimated as a great way to keep the development on track. Every time someone new joins the team, or if the plan visualization changes for any reason, have the conversation again to be sure that are all still associated. This is as true for a collected team as for global and virtual team. 
Be Sensitive to Cultural Differences
It's possible that the global and virtual team all thinks and acts the same way. However, more and more global and virtual teams consist of Execom's employee from compound countries and cultures. If project manager on this type of team, make sure that have some gratitude for the differences in how Execom's employee work and how they behave.  In addition, tone, positioning, or language barriers can make email communication a challenge. To overcome these problems, Duffy uses videoconferencing for important discussions, to get a better sense of the cultural gradations of group or to revisit where communication insolvent down. 
Think About Motivational Strategies
How are going to keep this team together and on track. Execom's employee contributes in developments for various reasons, most commonly because they think it will be good for their profession, or because they didn't have a choice. Regardless, the team leader need to consider how the member are going to ensure that everyone gets the motivation they require to keep plodding on. If member gain motivation and energy from being around others, a virtual environment is going to rob that contact with the team, so the leader should work out how moreover to bring that feeling into day job to ensure motivation that doesn't standard. Should talk to team about how they are motivated together and individually to create how best can make the global and virtual environment work for them. 
To maintain a global and virtual team there are some criteria and that should follow to manage. First is to establish a team and setting the goal or objectives of the team. Then it is need to communicate to each other and to maintain communication to each other of the company choose the right technology. After that an assignment or project should be given by the leader to evaluate the performance. All of the member must be aware of the different culture because in this type of business culture varies from man to man. Finally team member should think about the customer mind and have to have the motivation skill.
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