Task 1

Ed Schein, 1992, states “Culture is a set of basic assumptions- shared solutions

to universal troubles of external adaptation and internal integration, which have
transformed over period and are passed down from one generation to the other.”

There are different types or profiles of culture around the world, but according to
the given literature there are four cultural types or profiles:
• Village market (Anglo/ Nordic)
• Well-oiled machine (Germanic)
• Family or tribe (Asian)
• Traditional bureaucracy ‘pyramid of people’ (Latin)

(NCC education limited, 2004)

Village market (Anglo/ Nordic)

- It is more decentralised and less formalised matching up to to the French
and the Germans. Thus it is of low hierarchy.
- It reflects a larger concern for flexibility and this was found to be more
flexible in British firms.
- When organised by divisions it has greater decentralization and delegation
(is pushing down of authority or passing down of decision from superior to
subordinate).
- The central staffs in the organisation are not very important.
- The coordination within the organisation is kept on each managers
requiring stable need for urging and negotiation to attain competition with
others (the coordination is through personal communication).
- The British adapt more readily to the arrangement of those working in it.
- Modifications in this profile are taken as opportunities to reshuffle job and
responsibility.
- The top managers tend to spot out the market prospects and convince the
other members around it.
(Susan Schneider & Jean Louis Barsoux,
1997)

Well-oiled machine (Germanic)

- It is decentralised, specialised and formalised, with low hierarchy.
- It sites its formation as a key success factor.
- It has the judgment of its own, part from the people).
- It is planned by function (chimney organisations) with coordination
accomplished through different schedules and procedures.
- It is divided into separate compartments (different rooms).
- It is flatter and of broader extent of control than the French.
- Middle managers tend to have less prudence than the British as they are
inadequate to specific technical skills.
- The strong role of staff is to find provide expertise and the expectation to
top mangers not only has special skills but also different knowledge of the
organisation.
- The top management is of typical specialised skills.
- High efficiency.

1
 (Susan Schneider & Jean Louis Barsoux,
1997)

Family or tribe (Asian)

- It is of more hierarchy and less formalised with expectation of Japan.
- This type of culture is remarkably persistent.
- In this being part of the family is found as way of attaining security,
because family members tend to give each other help with everything.
- The social roles are clearly shown with responsibilities for the roles of all
the members of the family.
- Control is done through authority (is the right to give orders and the power
to exact obedience, the power to make decisions which guide the actions
of another) and it’s not a question.
- Its structure looks like a core with spokes around a powerful founder (the
management function with only two layers).
- It is paternalistic because people have trust in each other.
(Susan Schneider & Jean Louis Barsoux, 1997)

Traditional Bureaucracy “pyramid of people” (Latin)

- It is of high formalisation and high hierarchy and of centralised decision
meaning that the decision tends to come from the central hub.
- The coordination comes from the top.
- It less delegated and of high specialisation.
- It is of analystics ability. (Being able to make a substance into separate
parts).

(Susan Schneider & Jean Louis Barsoux, 1997)

The above are the emerging cultural profiles, they show primary cultural
determinants such as the relationships between people with respect to power
and status, uncertainty, control also beliefs such as the hierarchy, formal rules
and procedures, specialised jobs and functions.

My country type of culture from the above four cultural profiles is the Anglo/
Nordic (Village market) this is because Tanzania is a country which most of its
culture is from the British and the American culture.
It is decentralised meaning that decisions are made from the lower levels and
thus its more like that in Tanzania not all decisions in a company have top come
from the central hub thus there’s more delegation a lot of coordination among
the employees. And it’s all about being the village market-a lot of small business.
Now compared to the Latin its totally different because the Latin culture is more
centralised that the decisions have to come from the central core of the
organisation and then passed to the lower level of the organisation. It is of less
delegation but of very high specialisation within the organisation.

2
The collision of culture on competitive advantage
A competitive advantage is what sets an organisation apart; its distinctive edge
(setting of something or someone different from others).
Michael porter, 1992 states, “Nations obtain competitive advantage from a set
of country-level factors such as the accessibility of the resources, the size and
complexity of market, the nature of the government involvement and type of
strategic linkages or networks.”

- The discrete edge comes from the company’s core competencies which
may be organisational capabilities. (Core- competencies is the company’s
main value-creating skills, capabilities and resources that establish its
competitive weapon).These core-competencies are exceptional and very
unique.
- The competitive advantage comes from the organisational resources or
assets.
- Culture can create a sustainable competitive advantage which will enable
the organisation to keep its edge despite the competitors actions or
evolutionary changes in the firm because for the organisation to have a
specific culture it means it has a distinctiveness in it and so gives a very
high competition to its competitors.
- Thus all of this depends on the right strategy that’s going to be used so
that it brings a huge impact to the organisation.
(Stephen Robbins & Mary coulter, 2005; journal of management, 1991)

3
Task 2
A strategy is a particular plan for winning a particular activity, competition or for
personal advantage.
Karl Weick, “it is as if there were a common set of issues in organisations that
some of us chose to call culture and others choose to call strategy.”

There are two meticulous models of strategy that are associated to the cultural
suppositions and approaches in adapting to the external environment and they
are:
- Control Model
- Adapting Model

Control Model
- This model of strategy is centralised and formalized, thus all the decisions
are made from the central core of the administration to the lower level of
the employees and therefore there is a uniformity of plan. And as it’s
formalised where the system of jobs and responsibilities is designed by
the management to get the work done by the use of definite policy,
measures and altered tasks. (David Boddy, 2005- 2006)

- Its information is composed from production information and has a

tendency to be a quantitative and purposeful. It is then uttered in statistics and
statistical numbers and ideal in order and thus there is objectivity, since the identical
answers will be able to be taken in by different individuals in spite of of cultural
differences

- It is presented as models and prearranged scenarios which are used to

analysed in sequence.

- Implementation is through task that is it entails through planning, setting

clear and specific targets.

- Its environment can be known thus reduce environment uncertainty.

- The time for this model is linear and segmented.

(Susan Schneider & Jean Louis Barsoux, 1997)

Adaptive model
- This model of strategy is decentralised and informal, thus the decisions for
this model are from the subordinate level of the administration and all the
way up and therefore reduce the workload on overburdened executives
and therefore decisions can be made faster hence more adaptive.

- Its information is put together from the own sources, acquaintances, social
group, field visits and it’s more qualitative and subjective.

4
 - It is interpreted through home grown and an instinctive model (the power
to know how something happens or happening without reasoning).

- It’s a strategic direction and the implementation is locally done, (keeping

on then general strategic frame).

- Surroundings are not precise. As this model is from side to side connecting everyone
in assembling choices; so even if staffs are not identified before hand it can still be
promising.

- Strategic implementation lies on the internal capabilities, it is continuous

thus adaptive.
(Susan Schneider & Jean Louis Barsoux, 1997)

The contrast between the control model and adaption model

CONTROL MODEL ADAPTING MODEL

It is centralised: the decision It is decentralised: the authority

making is done at the peak of is distributed from lower levels of
administration, where all decisions the management.
are coming from the central core of
the administration.
-it is easier to sustain the
confidentiality of strategic plans and
proposals.

It is formalised: is a method of It is informal: is a network of

jobs, authority associations,
responsibility and answerability
designed by management to get
the work done.
-Meaning that there’s a creation of
management.
-has clearly defined roles for every
member.
It is quantitative involve use of
ordered questions where the
response options have been
predetermined and a larger figure
of people are involved.
-Its all about records, objectives,
rigid data.
-It aims to classify features, count
them and make arithmetical models
in an attempt to give details what
private and social interaction that
could have nothing to do with
formal authority dealings.
-Not formally planned.
-develops spontaneously from
peoples interaction.
It is qualitative are gatherings,
analyzing and recognize the data by
observing what a person does and
express. “It refers to the meaning,
concepts, definitions,
characteristics, images, cipher and
metaphors of things.” Creswell, J;
2003
-It aspire is an absolute

5
 is observed. comprehensive description.

Cultural assumptions Cultural assumptions

-the surroundings can be known -the surroundings is not known as it’s
because of controlling and the form known adapting model is in the course of
being centralised and formalised. concerning others in making decisions;
And it becomes more efficient when so even if members are not identified
all the surroundings are known. before hand it can still be promising.
-the peak managers make the best - As it is decentralised the decisions are
decision, as its centralised all the prepared by the subordinates and making
decisions are made at the top and the best of them.
going lower.
-the time for this model is linear and -time is not stable as the surroundings
segmented that time is constant are not specific and can change therefore
and remains unaffected, and can be the time is not known as well and so it
divided into different parts. changes with its space.
(Susan Schneider & Jean Louis Barsoux, 1997; David
Boddy, 2005)

The comparison between control and adaptive model

-They both consider the environment whether it’s known or not.
-Both models are culturally assumpted.
-Both models bring distinctiveness.
-There is hierarchy in making decisions whether top-up or bottom down.
-There is the passing of authority and delegation.
-A lot of coordination among the members.

The model that is most suitable in this particular position with the Med
Foods is the Adapting model because:

• As this model is decentralised and informal

• It is therefore loosely organised which means it is flexible and ill-defined
thus there is easy going around the organisation.
• There is also a better utilisation of time and the capability of the
executives i.e. it allows its executives more time for policy formation and
long term planning thus increasing efficiency.
• Problems can be dealt with more quickly as major decisions don’t have to
be authorised by the executives but within the employees.
• Staffs are gladly taking on a positive approach to look for issues,
evaluating the implications as well as options and implement effective
results.

• Managers usually support and create growth initiatives, appraise the

innovative facts openly, and take cautious risks to produce new company
posts.

6
 • As all the members of the staff get to participate or have the responsibility
for performance, therefore it helps employ talent in the organisation.

• It is motivational

• It also provides freedom among the employees as they can do many

things to try before having to ask for permission thus there is opportunity
for self-actualisation.

(Arthur Thompson, Jr & Aj. Strickland, 2001; David Boddy, 2005)

Task 3
Culture is the total of people’s way of living, the customs, arts, laws and beliefs
of a group of people at a particular profile.
As we all know there are several ways of accepting and living a culture not the
same as our own.
There are various levels of culture but the main three levels of culture
are:
• Artifacts and behaviour
These are anything made by man meaning they are passed on; they are the
visual organisation structures and processes. Edgard schein 1992, states,
“Artifacts are at the surface, those aspects (such as dress) which can be easily
recognized, but are hard to understand.”
The international manager and chef may tend to observe this in different
assumptions such as:
-Architecture and Design; it includes office space and windows, the open door
policies, outward manifestations. Here the manager and chef will need to make
sure there’s enough space between tables and around the restaurant because
there are other people who prefer having their space.

-Greeting rituals this plays a very important roles; it includes business card
procedure, amount of body contact and objective space (different people have
different cultures and have respect for each others space); forms of address-
formality meaning other people may prefer to be formal around the business
area. In business the presence of greeting rituals plays a very important role
because there some of the individuals that take these rituals very serious and
when one company gives out a card they expect a reply.

-Dress codes this shows the degree of formality as managers tend to wear suits
for work. Also colour code has different importance because there are certain
days of work employees tend to wear more casual. It also signals job orientation
for example when one role up the shirt sleeves it may mean they are getting to
work. It also includes symbol of authority.

7
-contracts either business conformity are preserved by being put in script or by
providing one’s word is extremely important. It may include written Vs verbal,
personal honour, different expectations.

• Beliefs and Values

These are the strategies, goals and philosophies. Edgard schein 1992, states,
“Beliefs are declaration of facts about the way things are and the values are the
chosen states about the ways things should be and its ideals.”
These are passed on from one age group to the other and so on. The manager
and the chef will need to respect the beliefs and values of all the cultures that
are to be presented at the restaurant they will need to adapt with each of the
cultural profile and spread it around so tat all the other staffs adapt with it.

• Assumptions
These are the coherent set of frame work of beliefs consulting a particular world
view of mental model. Edgard schein, 1992 states, “They are the insentient
taken for granted beliefs, perceptions, opinions and feelings (ultimate source of
rate and action).”
Assumptions are things taken as a fact or as true without proof.

Edgar schein, 1992 stated "A pattern of shared basic assumptions that the group
learned as it solved its dilemmas of external adaptation and internal integration,
which has worked good enough to be considered valid and, for that reason, to be
taught to new members as the correct way to perceive, think, and feel in relation
to those problems".

It may include the:

-Outer adaptation the relationship with the nature, the human activity, the
nature of realism and exactness.
- Internal integration the human nature and the affairs around it.
- Liberty, time and language.
(Susan Schneider & Jean Louis Barsoux, 1997)

The methods of discovery may include:

• Observation and interviewing
Observation this technique can be defined as depict of setting, of situations that
is occurring at the mean time. With this system one just requires eyes and a
notebook so as to write down what one gets to see. Individual gets to observe
the clients and perceive what they desire by just looking at them and
understanding their terms.
Interviews are way to get in-depth and inclusive method; it involves single
individual interviewing the other individual and gets a straight reply. One can
enquire questions from a printed questionnaire or even just face to face.
Observation and interviewing is very important because the chef and the
manager can only get to know what’s best for the customer and the staff by
observing different people and interviewing them so that they bring in things
that will be fitted in by everyone.
8
 (Creswell, J; 1998, Chris Rice; 2003)

• Interpretive approach

This is ordinary to scientific study which involves widespread observation and

interviewing to provide thorough descriptions from which theories are developed.

It involves finding evidence to support and adjust (as in regulation or medicine)

rather than giving a scientific proof.

It is effortless to discover someone’s culture with stuffs like gestures how individuals reacts
on diverse facts, and for them to get into the research and get the accurate answers.

• Problem-solving and action-oriented:

By means of concerning skilled and professionals in working trouble from altered
feature just like practice troubles, risk and administrative dilemma which will
cause into multicultural assimilation, therefore will be able to direct to cultural
investigation, since persons from outer come to our home land and whilst their
staff will find out the way of life of that country and individuals from home state
can discover the culture of the other state and make them people about the
place adapt.

(Susan Schneider & Jean Louis Barsoux, 1997)

9
Task 4
Human resource management (HRM)
Armstrong Michael, 2006 states, “Is the strategic and coherent approach to the
management of an organisation's most valued assets - the people working there
who individually and collectively contribute to the achievement of the objectives
of the business.”

Human resource planning is the course by which director guarantees that they
contain the accurate number and kinds of individuals in the exact places and at
the precise times, who are talented of successfully and powerfully performing
assigned responsibilities.
Its plans evolve out of the general objectives and strategies of the organisation.

While Miller (1987) suggests that HRM relates to:

".......those decisions and actions which concern the management of employees
at all levels in the business and which are related to the implementation of
strategies directed towards creating and sustaining competitive advantage"

The following are the main task for administering people and human resource
management:
• Recruitment
This is the process of placing, identifying and exerting a pull on the proficient
applicants for the business. This will help the MF’s in my country to have to look
for employees and staff that will be applicable for the job.
The main sources for this are:
-International promotion and introduction.
-Career officers.
-News paper advertising.
-Consultants and agents.

• Selection
10
Is the method of showing job applicants to guarantee that the most suitable
candidates are hired. After the managers have recruited some of the employees
they then start to select them and see which are suitable for the acquired job.
This may include:
-Application forms.
-Written tests.
-General intelligence.
-Attainments.

• Training
Is the education given to upgrade skills for a specific purpose. Training and
development is the considered attempt to assist member of staff learning of
work-related behaviours in order to progress worker performance.
Armstrong Michael, 2006 states, “Term training refers to the acquisition of
knowledge, skills, and competencies as a result of the teaching of vocational or
practical skills and knowledge that relate to specific useful competencies”

• Socialisation
Is the procedure that adapts workers to the organisation’s culture. Through this
course of action new employees learn the organisation’s method of doing things.
It may involve:
-captivating corporate culture; instruction programmes observations.
-Cultural assumptions entrenched; nature of peer and hierarchical relations.
-Social events and many more.

• Performance appraisal
Is the course of significant opportunity for worker performance; assess,
evaluating and keeping a record worker performance relative to those prospects;
and providing response to the employee.
It includes different methods such as:
-Critical incidents.
-Graphic rating scales.
-Multiperson comparisons.
-360-degree feedback.

• Career development
Career is the series of positions held by an individual throughout his or her
lifetime. Career
Development is designed so as to help bring capable employees with up-to-date
skills and knowledge.
It depends on assumptions of being against doing, nature of managerial task.

• Compensation and rewards

Managers have to widen compensation schemes that reflect the altering nature
of work and place of work in order to keep individuals motivated. This may
include dissimilar types of rewards and benefits such as base earnings and
salaries, incentive payment and other services.
This may involve a facility based pay which is a refund system that rewards
workers for the job skills they can display, this scheme seems to engage nicely
with the changing nature of jobs and today’s work environment.
(David Boddy, 2005; Stephen Robbins & Mary coulter, 2005)

I think the two chefs and two managers should initially focus on during
the restaurant’s first six months of the main operation is:
The human resources manager should do not only go for individuals with talent, but also
workers who will be able to combine with the company’s culture.
11
 • Recruitment and selection
-It assists the business to get proficiency workers who will bear the objectives and aspiration
of the corporation to its achievement.
-this will help increase morale due to mobility opportunities and those of good
performance to be rewarded.
- It will help bring new ideas and help the employees study and learn much more
innovative things.
-This will help bring strength (is the definite connection that exists among a
selection device and some relevant job condition) and reliability (is the capability
of the selection device to determine the similar thing without fail).
-It will help the employee get to know about the local culture, multi cultural
advantages and market.

(Suresh Kumar, 2008, David Boddy, 2005)

• Socialization
As new workers are new with the organisations culture, there is an opportunity
that they may interrupt the beliefs and customs that are in place. This process
can help reduce the chance of this to occur.
It may include initiation such as mutual respect and comradery, cohesiveness
that is the act of sticking together, individualist, aggressiveness.

(Susan Schneider & Jean Louis Barsoux, 1997)

• Training
This method will be able to be delivered in traditional ways counting on-the-job
training, job rotation, mentoring and instructing, experimental exercises,
workbooks and manuals or classroom lectures.
There are different types of training that may be used such as:
-Interpersonal skills; includes guidance, coaching, communiqué skills, conflict
resolution, team building, customer service, multiplicity.
-Technical; includes product training and knowledge, sales method, information
technology, computer relevance.
-Business; includes economics, marketing, lean industrialization, organisation
culture.
-Mandatory; includes sexual harassment, health, security.
-Performance management includes ant training to help a person’s member of
staff improve their work performance.
-Problem solving/Decision making helps defining problems, determine causation,
creativity in developing options, selecting solution.
-personal it has career planning, time management, wellness, personal finance,
public speaking.
(Stephen Robbins & Mary coulter, 2005)

The three main concerns or questions that the new restaurant manager
would need to consider in designing training for new restaurant
employee:
A good design satisfies customers, communicates the purpose of the product or
services to its market and brings financial reward to the business.
The main objective of a design is to satisfy customers by meeting their actual
and anticipated needs and expectations.
It enhances the competitiveness of the organisation and profitability.
This designing activity is the most important operations processes.

12
In designing training you need to have different design criteria’s and its main
purpose is to take the flow of concepts and evaluate them.
The questions that could be considered could base on the following:
- Feasibility is the ability of an operation to take place or produce a service
or process (being able to carry out or done). The question here is Can we
do it?
Meaning Do we have skills and capacity (quality / quantity of resources)?

- Acceptability is the attractiveness to the operation of a process, product or

service and good enough to be received.
The question here is Do we want to do it?
Implying whether our customers will want it as in like it?

- Vulnerability is when the risks taken in adopting a job in an organisation.

The question is Do we want to take the risk?
As in do we understand the full consequences of adapting to this option?
(Nigel Slack, Stuart Chambers, Robert Johnston, 2007)

Task 5
Fiske Kityama, Marcus & Nesbett, 1998 state, “Culture is defined as the belief
systems and value orientations that influence customs, norms, practices and
social institutions, including emotional processes (language, care taking
practices, media, and educational systems) and organisations.”

Helms & Talleyrand, 1997; Phinney, 1996 state, “A multicultural team is when
different people of different culture come together and there is substantial
argument and overlie in terms used to connote race, culture, and customs.”

There are different strategies that are used to manage the multicultural teams.
There are the task strategies and the process strategies. With reference to the
literature, the key process strategies for supervising multicultural differences
within med foods team.

These strategies include cultural differences which are the diverse outlook of the
main idea of the team and how it is believed to work, the expectations which
speak about to the task and process strategy, and the need to describe out the
divergence and being able to examine them.

Process strategy is an approach that edges on the definite process, how the
procedure is going to be conducted when is it going to be accomplished and by
whom. This approach deals through the human resource and the long term
series of actions that will be conducted by the business.

• Team building
This is one of the strategies that are all about bringing together the people and
making it a strong and effective team. With this the team members will need to
have the team spirit (is the spirit which leads each member of a team to think of
the team’s success before his own
Personal advantage), they need to have clear goals (understanding between the
members), should have; applicable skills, shared trust, cohesive dedication, good

13
communication, bargaining skills, suitable leadership, internal and external
support.

• Choose how to communicate

Well in this the employees get the chance to choose how they tend to
communicate among each other, whether it will be direct conversations that’s
informal or even the formal communication where everything is done by rules or
customs. By being able to have good communication around the company and
this will help to mange different cultures.

• Elicit participation
Here members are urged to participate in different performance and to give out
ideas on those activities. It’s about to get, draw out, cause to come out (facts,
information and many more) from different sources.

• Resolve conflict
There should always be solutions on how to resolve problems around the
company because the employees are the main priority. This can be done through
different techniques such as:
- By pleasing one’s own desires at the cost of another’s.
- By looking for an advantageous resolution for all parties.
- By every party giving up something of value.
- By retreating from or suppressing them.
- By putting another’s needs and concerns above their own.

• Evaluate performance
It’s a step where the managers will need to evaluate the performance (is the
ending result of an action). With this they get to know what’s needed to be done,
what more should be added and what should be worked on so that they can
improve things around the company and bringing in new ideas that could be
worked on.
(Susan Schneider & Jean Louis Barsoux, 1997)

Ethics is the policy and main beliefs that describes the right and wrong
behaviour. Paul Ricouer, n.d. states, “Ethics is the desire for a life accomplished,
with and for others within the frame work of fair institutions.”
Ethics can be presented in four main views:
-Utilitarian view of ethics.
-Rights view of ethics.
-Theory of justice view of ethics.
-Integrative social contracts theory.

An ethical dilemma is a state where a person has two decision choices which
are both ethical.
Erika Edwards Decaster, 2006 states “As the international business economy
develop increasingly interdependent, it is almost impossible to ignore how
important international business and trade are even for the smallest amount of,
home-grown businesses.”
With this more and more professionals find themselves in an ethical dilemma
and this is designed to evaluate ones ability to reason through complexities
rather than to assess the ethical standards.

An example of an ethical dilemma is such as one discovers that the immediate

supervisor of the hotel is taking kick-backs, here one becomes uncertain on

14
whether to report or not because the main dilemma here is the loyalty to the
boss or the commitment to the greater good of the company.

The following are some of the considerations and strategies for

managing ethical dilemma in a team.
There are three main stages here that show the strategies for managing ethical
dilemma and they are:

• Preconventional in this stage is all about a person’s option involving right

or wrong which is based on private consequences involved such as
penalty, reward or substitute of special treatment. It includes:
-sticking to rules so as to keep away from physical punishment.
-following the given rules while doing so is in your instant response.

• Conventional level there’s an ethical reasoning which may indicate the

proper values that reside in maintaining in likely principles and living up to
the outlook of others. It also includes maintain a conservative order by
satisfying obligations to which one has approved.

• The principled level where the individuals tend to make perceptible effort
to describe the proper principles apart from the influence of the group to
which they fit in or society in general. Meaning valuing rights of others and
safeguarding absolute ideals and rights in spite of of the majority’s opinion
and following the self chosen ethical values even if they defy the law.
(Holt, Reinhart & Winston, 1976)

Alan Christie, Levi-Strauss, n.d. states, “The private sector may not be able to
respond to the social troubles of the world- but it can end being part of those
problems.”

15
References
Accessing cultural levels & making cultural change happen.
Available at: http://www.bathconsultancygroup.com/documents/bath%20culture
%20700%2oral.pdf
Accessed: 21/01/09; 9:15pm

Alan Christie, Levi-Strauss n.d

Arthurs A. Thompson, Jr. and Aj. Strickland 111, Crafting and Executing Strategy,
Twelfth Edition, 2001,pg 417, published by McGraw-Hill ,America New York.

Barnes & Nobel, 2004; managing cultural differences, 6th edition

Available at: http://search.barnes & noble.com/managing-cultural-
differences/phillip-R-Haris-PhD/9780750677363

Cresswell, J, 2008. Research design: mixed methods approaches. Thousand

Oaks, California Sage Publications. Updated 09/01/09.
Available at: http://en.wikipedia.org/wiki/methodology
Accessed: 29/01/09; 2:05pm

Cross culture awareness, Susan Schneider & Jean Louis Barsoux, 2008

Erika Edward Decaster, 2006, Ethical dilemma of international business.

Available at: erika.decaster@hqpublications.com
Accessed: 30/ 01/ 09; 11:20am

Edgar Scein, 1992; three levels of culture

Available at: http://www.12manage.com/method-schein-three-levels-culture.html
Accessed: 22/01/09; 2:45pm

Fiske Kityama, Marcus & Nesbett, 1998; multicultural education,

Available at: http://www.apa.org/pi/multiculturalguidelines/definitions.html
16
Accessed: 30/01/09; 01:15pm

Helms & Talleyrand, 1997; Phinney, 1996; guidelines on multicultural education,

training, research, practice & organisational alteration.
Available at: http://www.apa.org/pi/multiculturalguidelines/definitions.html
Accessed: 30/01/09; 01:15pm

Management, 2005: An introduction, David Boddy, FT Prentice Hall

Available at: http://vig.pearsoned.co.uk

Management, 2005, eighth edition; Stephen P. Robbins & Mary Coulter, Pearson
education

Michael Armstrong, 2006; a handbook of human resource management practice,

10th edition, London, Kogan.

Nigel slack, Stuart Chambers & Robert Johnston, 2007, prentice hall, Operational
Management

Suresh Kumar, 2008; Human Resource Management

Available at: http://en.wikipedia.org/wiki/human_resource_managemnt
Accessed: 27/01/09; 03:10pm

17