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h is taken on by people through different ways of thinking and acting or other cultural issues in the wider sense all affect management. According to Jackson (2004 pg 23) there are 2 diagnostic models that help the manager. These are Hofstede's Model of National Culture and the 7d Cultural Dimensions Model. According to the Hofstede Model of National Culture there are clear elements and concerns about equality and power distance. Power distance is the extent to which people accept inequality in power. In companies there is likely to be antagonism and conflict as employees may be unwilling to accept higher power e.g. some employees may dislike their manager because they are bossed around and this may affect morale and motivation in an adverse way. Furthermore, the concepts of the Hofstede's Model of National Culture underlines the importance of management and organising when trying to manage individuals and the groups within society that attempt to balance out collectivism and individualism. Other components of the model which relate to national culture include gender roles i.e. masculinity and Confucian values.

In addition to establishing and deciphering tasks, management take account of this model and that consider aspects relation to -

Communication/ Linguistics - The geographical variance in organisational location involves a linguistic barrier where language is not easily comprehended in some parts of the world. Jargon and slang are regional and thus renders them inappropriate for other geographical locations. Management seeks to reduce the usage of jargon to minimise ambiguity amongst employees particularly in a multinational organisation.

Cultural values - Cultures are highly sensitive so the conformity to cultural imbalances highlights the role of management. Semiotic and verbal messages are interpreted differently by many cultures and the role of management dictates that they are privy to such sensitivities.

Many other roles include working as a co-coordinator in ensuring that staff is progressing with their work smoothly. Familiarity with teams' abilities forms the basis of coordination and ensures that they can collaborate effectively without compromising the output. Should there be a discrepancy in working relations then the role of management dictates that they intervene and remedy the problem to ensure that disruption is kept to a minimum. The role of management entails time consciousness and facilitating as contended by Quinn (2002). It's important to be proactive since time is money in business and adopting a somewhat relaxed approach can ultimately be catastrophic. The role of management implies that they need to show real conviction in their approach to motivating, encouraging and rewarding their personnel. Similarly, it's imperative for management to be innovative and empower their staff so that they can learn from each other and share skills which will benefit the organisation production. However, in different cultures people are likely to interpret this type of information differently and, as a result, may take offence from this. The dissemination of knowledge provides a foundation upon which to base a learning culture within the organisation. Management have an obligation to coach employees and adopt a democratic stance where they seek to improve morale and confidence and suggest training regimes to improve confidence and working relations. Employees can fi