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s of a cultural group. Like most definitions, Schein’s model has two parts: superficial and obvious elements of culture. The superficial part is only a small percentage being visible above the surface of the water. The obvious part is under the water, and is invisible. The obvious part under the water is much bigger than the part above the surface. Therefore, the superficial part that we usually see is just a small part of iceberg; the real part makes it different is the part hidden under the water, and this hidden part influences belief, value system and society norms of each national culture. Also the concept of culture shapes the way in which managers interact with their world. So, it is responsible for managers enact their various roles. Thinking of culture in this way places boundaries around our cultural group and differentiates us from other groups. This perspective provides a basis in social cognition for understanding the influence of culture. In addition, the concept of a national culture is presented as an appropriate starting place for the understanding of cultural influences in international management. International managers often overlook the influence of culture. Culture can be thought of as the most fundamental characteristics of a society even though some aspects of culture will be more widely shared than others. National culture can be seen as distinct 8 from organizational culture both in terms of its constituent elements and its influence on behavior. Although national cultures are relatively stable, they change over time, and individuals can identify with a new culture through the process of acculturation (David C. Thomas.1947). 3. Cross-Cultural Management I have already concerned how culture influences company management strategy and practice when I discuss what culture is. In this part, I will discuss more about culture influences management and practice in details. To be successful in dealing with people from other cultures, managers need knowledge about cultural differences and similarities among countries. They also need to understand the implications of the differences and the skills required to act and decide appropriately and in a culturally sensitive way(Mansour Javidan,Robert J. House.2001). GE former CEO (Jack Welch)said “The globalization has already become an actuality that can not be ignore. To measure the corporation is successful or not, there is only one standard: international market shares. The successful corporation usually depends on to win the market shares in the world market. Along with rapidly economic globalization progress all 9 over the world continuously, the markets are already not just national markets, the customers are not only internal customers anymore”. The corporation faces the environment has become multinational, over the national boundary. To practice globalization management what the corporation facing is the economic environment, political environment, social environment and cultural environment. But among them, the cultural environment is most important. Because the corporation’s goal is to satisfy the customer’s demand, when this is based on culture, then the corporation should work hard to comprehend the market cultural norms which you want to expand. From this, we can say the cultural difference is a big problem for MNC cross-cultural management. So I would like to discuss how culture influences Multinational Corporation. 3.1 From four facets culture