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e highest motivation factor due to individualism therefore employees are realising their needs. In a collectivist approach workers first of all realise their duties towards the group and so self-motivation would not be a primary aim according to such an approach. Motivation is culture bound. Maslow strongly emphasises that individualism has led to the expectancy and equity theories of motivation. These theories highlight rational and individual thinking as a basis of human behaviour. As a result the emphasis is placed on achievement. The theories don't offer universal explanations of motivation but reflect the values system of different countries and their cultures.

Cultural Awareness and Extent of Global Involvement – source Stonehouse 2000

Today, it appears that there are a huge number of languages that are used in organisations for business reasons. For the management of organisations who want to expand their businesses into international markets according to Selmer (2008) will come across huge communication challenges and barriers. Such barriers will relate to communication which is likely to increase difficulty in communicating in those countries that do not share a common language with them. To put it simply, management are likely to find it a lot more difficult in communicating in a nation that does not share the same language as they do and so cross cultural management is likely to impede business success. International business is extremely dependable on good communication. Jackson (2004 pg 46) cites that language is the primary component behind this dependency as organisations more and more increasingly begin dealing with other companies many of whom communicate in a different language. Due to this it becomes more likely that there will be an increase in the number of problems that they are likely to come across. To challenge these difficulties managers need to blend in the cross cultural atmosphere with effective communication mechanisms that must run inherently throughout their organisation.

There are four levels of management within the management hierarchy all of which comprise of distinctive roles. The hierarchy consists of top management, middle management and first line management with the chief executive sitting at the top of the tree. The role of first line management implies arguably the most important tasks in an organisation. The role involves obtaining the trust and dedication of front line staff as well as adhering to customer requirements. The middle and senior management are simultaneously consulted in order to maximise success. The role mainly involves daily supervision of workers to maintain working cycles. The experience they gain from exposure to such an environment stands them in good stead in moving up the managerial hierarchy. However, there is still the issue of communication and misinterpretation and this presents a large problem when management organise work and try to motivate their workers.

There may indeed be difficulty in communicating and this may lead to larger problems, but in many cases there are ways in which organisations have tried to reduce problems and increase motivation by simplifying communication elements and which lead to better motivation amongst people. These include the use of simple and basic language with lingo and slang being cut out. Another way is to rely more on written forms of communication so that records and tra