Name: Adaeze Nwaorgu
REG. NO: 1223551
“Managing across culture”: how a manager should manage a team of staff from different cultural backgrounds
INTRODUCTION
An over view of the international market has proven that cultural integration in the work place is becoming in today’s global economy, working with people from different cultures is becoming a standard. It brings various productivity and improved performance but great challenges, misunderstandings and conflicts might be introduced in an organization if not properly managed. The key to successful business lies in the managers’ ability to motivate their staff and to achieve this, an understanding of what drives their staff is necessary. Reactions and interpretations of managers’ actions and decisions by staff could be astonishing especially when people from very different cultures work together. Hence the need for organisations to train their managers to become inter-culturally competent in order to ensure their staff continues to be motivated and productive has become pertinent. The main issues to be discussed in this report are: * How culture influences working styles * Different management styles * The importance of training managers to become inter-culturally competent

HOW CULTURE INFLUENCES WORKING STYLES
According to Hofsted (1980; cited in Alessandra Vecchi &Louis Brennan, 2009, p.11), managers’ approach to quality and the need for change is greatly associated with cultural factors which he grouped into four main parts: power distance, individualism, uncertainty avoidance and masculinity.
Looking at masculinity from Wacker and Sprague (1998; cited in Alessandra Vecchi &Louis Brennan, 2009, p.4) point of view, it is seen that masculine nationals depend on the projected effectiveness of competitive advantage in decision making while feminine countries depend strongly on