Project code: 9273 M1 Report Word limit/Words Covered: 5000/5079 Research Report Title: LEADERSHIP AND MANAGEMENT ACROSS

DIFFERENT
CULTURES - HOTEL LEICESTER MARRIOTT, UK

http://issuu.com/sanjaykumarguptaa/docs/project-report-recruitment-andselection-process

TABLE OF CONTENTS
Table of Contents.............................................................................................2 Introduction.....................................................................................................1 Introduction to subject area..........................................................................1 Background of the study...............................................................................1 Literature Review.............................................................................................3 Critical evaluation of leadership theories.....................................................3 Compare and contrast of leadership style across different cultures............6 Critical evaluation of motivational theories..................................................7 Compare and contrast motivational techniques across different cultures. . .8 Critical evaluation of theories for managing cultural diversity.....................9 Secondary research method.......................................................................10 Primary research method...........................................................................10 Interview ....................................................................................................10 Findings and Discussion.................................................................................11 Findings from secondary research..............................................................11 Managing diversified customers.................................................................11 Recommendations and Conclusion ...............................................................13 Conclusion..................................................................................................13 Recommendations......................................................................................13 References (Harvard Style) ...........................................................................17

INTRODUCTION
Introduction to subject area It is a well known fact that success of the hospitality industry depends on the high quality services provided to the customer. It is the responsibility of the leaders to motivate and inspire employees to deliver a higher quality services for the success of the organization. With the increasing globalization, the leaders in the hospitality industry also come across through different challenges. Employees from diverse background, culture, and beliefs work in a hospitality industry. In this regard, it is necessary for leaders in the organization to understand and respect the values and beliefs of the subordinates. It will help leaders to inspire the subordinates for a better performance. In a highly globalized hospitality industry, both employees and customers, may belong to diverse cultural backgrounds, so it becomes more important for leaders to be able to manage diversified workforce as well as customers (Bateman, 2011). The leaders in the organization should be familiar with all theories and techniques whichever are helpful in managing cultural diversity. Background of the study It is always talked about workforce diversity, which means differences based on age, religion, gender, etc. Still, insufficient consideration has been given to the cultural diversity concerns, particularly those coming as a result of labor migration (Baum, Devine and Hearns, 2007). Hospitality industry is one where employees and customers both come from different cultures thus managing cultural diversity has become a key concern in the industry, specifically to the HR managers (Holaday, 2007). It can be said that the success and effectiveness of an organization highly depends on the effectiveness and ability of its leaders. In a culturally diversified organization, leaders should be able to manage and motivate employees from all cultures. Additionally, leaders should also be able to deliver high quality services to diversified customers in an organization. In this paper, the focus will be on hotel Leicester Marriott, UK. Both leisure and business travelers prefer hotel Leicester Marriott as an excellent place to stay in UK (Powell, 2010). Customers from different corners of the world following different cultures stay in this hotel. Apart from this, employees from different cultural background also work here. In this regard, it 1

becomes extremely important for leaders in the organization to understand and to develop various strategies and theories, which can help them in managing different cultures in the organization. This research paper will involve critical evaluation of different leadership and motivational theories for managing cultural diversity. These theories will assist leaders in Leicester Marriott to understand various leadership and management theories useful in managing diverse cultures. The theories will help leaders to understand different concepts which are important in managing diversified workforce. Additionally, various leadership and motivation theories will also increase understanding of different needs and expectation of customers from different cultural back grounds visiting the organization. The various leadership and motivational theories will be critically compared and contrasted to evaluate their importance for different cultures. The paper will be concluded with recommendations given to Leicester Marriott to successfully manage culturally diversified workforce. Additionally, leaders will also be recommended with theories useful in managing culturally diversified customers in the hotel.

LITERATURE REVIEW
Cultural diversity is generally referred to the cultural disparities of people. Such differences cover language, traditions, societies, morality and religion, values and organization, conduct with the surroundings (Scientific and Cultural Organization, United Nations Educational, 2001) Diversity of the workforce has been a key issue for years to which hospitality industry has given much consideration. Numerous researches have been carried out to help the employers in managing diversity matters covering the factors like age, religion, gender, etc. Still, very little concern is given to the cultural diversity. Actually, a culturally diversified workforce has been an imperative dependence for the hospitality industry since many decades (Christensen-Hughes, 1992). Companies in the hospitality industry have come across some serious difficulties like; how to retain fairness and equality for all employees overcoming their cultural differences, how to enhance the contribution of individual in a diverse team and how to establish harmony among this diverse workforce to achieve common goals? For coping with such problems, leader must manage diversity issues efficiently (Day, 2007). According to Holaday (2007), management of cultural diversity has become a challenge for the hospitality industry. Leader supervising multicultural workforce directly confer this challenge. For discharging the responsibilities of leader effectively, a leader must be aware of the different leadership styles and adopt one appropriate for him. Critical evaluation of leadership theories The different leadership theories are extremely important in managing culturally diversified workforce. These theories also help in meeting the expectations and needs of culturally diversified customers. The different leadership theories are critically analyzed below. Autocratic Leadership: Autocratic leadership does not believe in sharing ideas and problems with group members. The autocratic leaders made the decision without any involvement of the group members. However, the decisions made in this leadership theory are compulsory for all group members. It is observed that this leadership style can be effectively used in some critical conditions where immediate decisions are to be taken. This leadership style has least emphasized on relationship building with the group members (Dorfman et al, 2002). Autocratic leaders do 3

not invite group members in decision making process. The opinion and views of employees are not considered by the autocratic leaders. The work procedures in this leadership are suggested and recommended by leaders. The autocratic leadership style also has some benefits for organizations. In case, immediate decisions are required to be taken by the management, then autocratic leaders are most effective. In a short period of time, it is not possible to consult all the group members, therefore autocratic leadership is effective in this type of scenarios. Autocratic leadership can also be implemented when a certain project needs to be completed in a shorter duration. All group members follow the instruction and suggestion given by the leaders, hence work can be completed in a given time frame. The autocratic leadership style has some negative impacts on the group members as well. The dictatorial leadership styles implemented by autocratic leaders can also results into high employee dissatisfaction. Employees can get dissatisfied as their views and ideas are not considered by the leader (DeVoe, 2007). It can also impact the performance level of employees. The employees under autocratic leadership style do not feel connected with the decisions taken by leaders, and hence they are not able to give desired performance. Participative Leadership Style: Participative leaders are considered to be effective leaders in most of the situations. Participative leaders are known for their close coordination with the group members in the organization. The basic trait of participative leaders is that they always welcome inputs from group members to find out solution of any problem. Additionally, participative leaders also encourage group members to effectively participate in decision making process in an organization. The final right to implement the decision remains with the leader. Such leaders want their group members to be more creative and also to share their views and opinions with them. This form of leadership style has several benefits for the organization. The inputs given by group members enable leaders to make more creative solution for different organizational problems. The involvement of employees in decision making process helps employees to feel more connected with the organization. This also has a positive impact on employees performance, which is extremely important to achieve organizational goals and objectives. However, participative leadership also has negative impacts on the organization. Participative 4

leadership does not work in situation where quick decisions are to be made. It is not possible to complete a project in a shorter period of time with this leadership style. Transformational Leadership Style: Mazur (2010), states that in this form of leadership, both leaders and group members motivate each other effectively. Transformational leaders are supposed to be more energetic and enthusiastic as compared to other leadership styles. The high energy levels displayed by transformational leaders help their team members to achieve common organizational goals and objectives. The transformational leaders believe in developing a vision first and then communicating the vision to the group members. Transformational leaders always remain confident and optimistic and also motivate the group members to adopt same traits. The moral and ethical issues are given great importance by transformational leaders in the organization. They believe in inspiring group members with the help of motivational speeches. These practices by leaders help employees to feel being an integral part of the organization (Lewis, 1999). In order to compare and contrast different leadership styles, it is important to understand Hofstedes five dimensions of culture. The five dimensions given by Hofstede will be extremely helpful in evaluating traits of employees from different cultures. A brief analysis of Hofstedes five dimensions of culture is done below. Hofstedes Cultural Dimensions: The Hofstedes cultural dimensions aid to understand the traits of employees of different cultures. The understanding of traits of different cultures will help in better comparison of employees across different cultures. As per Hofstede the traits of employees from different cultures can be differentiated on the basis of the following five dimensions. 1. Power/Distance: It means the level of unequal distribution of power in the system. It also referred to the degree of inequality in a system. It is generally abbreviated as PD. A high PD means that unequal distribution of power and inequality in behavior is accepted by a particular culture. It means critical information is shared between top management, and selected employees remain present in decision making process (Hofstede, 2001). 2. Individualism (IDV): It refers to the strength of relationship between different members in a society. In a case, if there is a low IDV, it means that people in that particular culture are closely associated with each other. It can be understood that employees who belong to cultures with high

IDV lacks in interpersonal skills and do not share strong relation with other community members. 3. Masculinity (MAS): It refers to the perception of roles played by males and females in a society. Cultures with high MAS score believe that men are more capable and strong in comparison to women. In cultures where there is an existence of low MAS, it is believed that both men and women can perform effectively, and genders do not have an impact on the effectiveness of an individual. 4. Uncertainty/Avoidance Index (UAI): It means the level of anxiety the people of a particular culture feel in uncertain and unknown situations. Culture with high UAI prefers to have set rules and regulations and feel more comfortable in certainty. However, cultures with low UAI enjoy cultural differences. 5. Long Term Orientation (LTO): It means the value of long term association in a society. Cultures which have high LTO prefer to have long term relationship with other people. These five cultural dimensions would help to compare and contrast leadership theories between different cultures (Hofstede, 2001). Compare and contrast of leadership style across different cultures The highly diversified workforce presents great challenges for leaders in the hospitality industry. It is the most crucial demand of leadership to manage diversified workforce effectively in an organization. This section of the paper will compare and contrast different leadership styles effective in managing diversified workforce in an organization. Comparison of the effectiveness of different leadership styles across different cultures is done below. Luger (2009) explained that autocratic leadership can be more effective in cultures where there is a high degree of Power/ Distance exists. Autocratic leaders do not prefer involvement of their group members in decision making process and same is preferred in cultures with high PD value. This leadership style is more popular in regions like Malaysia where the powers in organizations remain centralized. In Malaysian culture, only selected employees are involved in decision making process; hence autocratic leadership is more popular in the region. Autocratic leadership is not highly appreciated in cultures, where close coordination with employees is required like in Asia. In addition to this, in cultures like Central American countries and in Panama, employees prefer to have a strong relationship with each other. The people of this culture highly emphasize 6

on skills and expect for rewards for the quality of work. It can be said that in this type of cultural environment, transformational leadership can be more effective. Transformational leaders believe in motivating and inspiring their group members for the achievement. Apart from this, it is also observed that in some cultures, gender discrimination plays a significant role in cultural values. At places like Japan, gender factor plays an important role while appointing employees at crucial position. In Japan, male employees are given more importance as compared to female employees. At the same time, in some cultures both male and female are treated equally. In Sweden, both males and females are given equal importance in the organization. As per Tian (2004), the participative leadership style is given more importance at places where long term associations are given more importance. It is observed that Asian cultures follow high work ethics. In addition to this, parents and males have more authority in Asian cultures. Asian culture values strong interpersonal relationship between employees. At the same time, participative leaders also believe in sharing strong bonds with employees. Hence, participative leadership is more effective in Asian countries. Critical evaluation of motivational theories Motivation is necessary for employees as it inspire them to achieve personal as well as organizational goals. A critical evaluation of different motivational theories is done below. Herzbergs Two Factor Theory: Herzberg identified different needs of employees which are important factors in their motivation. The two motivational factors identified by Herzberg are given below. Hygiene Factors: As per this theory, employees can be motivated with the help of factors like salary, job satisfaction, and safe working environment etc. However, these are the basic needs of employees, but in case any of these needs are not provided; it can lead to high level of employee dissatisfaction. Satisfiers: A few employees feel more motivated with the help of factors like opportunities for growth in organization, challenges and additional responsibilities, and rewards and recognition (Trotman, 2002). Alderfers ERG Theory: This theory believe that the three factors; existence, relatedness, and growth, are the most important components for employee motivation.

Existence: It includes the psychological and safety needs for an employee. As per this theory, the material well being is the most critical need for individuals. Relatedness: This theory states that interpersonal needs of employees are also equally important. Every individual wants recognition in the society. Growth: Every individual has a desire for growth and development in his career. In this theory of motivation, employees feel motivated with the help of social recognition and self esteem

McClellands acquired needs Theory: McClelland proposed that there are different needs which are essential for employees motivation. A few needs which can help in increasing employees motivational level are mentioned below. Need for Achievement: This theory identifies and defines the different needs of an employee which are necessary to motivate them (Falkenreck, 2010). Need of Power: As per this theory, there are few employees which wish to achieve more power. These employees want pother employees to behave as per their instructions. Need for Affiliation: As per this theory, employees, have the tendency to avoid conflicts in an organization. This theory states that employees have a wish for close and interpersonal relationship with their colleagues in the organizations. Compare and contrast motivational techniques across different cultures According to Aaldering (2010), leaders in organization implement different motivational theories as per their impact on employees. Leaders can determine the effectiveness of motivational theories as per employees cultural values. The effectiveness of motivational theories differs from one culture to another. On the basis of Hofstedes cultural dimensions, it can be said that employees from Western countries can be motivated with the help of incentive theory. Herzbergs two factors motivational theory can also be highly effective to increase the motivation level of employees in western countries. The need for rewards and recognition highly motivates employees in western countries. Hence, the leaders in western countries can motivate their subordinates by offering them incentives and other rewards for high performance. Apart from this, Hofstedes cultural dimensional theory states that employees in Asian countries are more inclined towards their social needs. It can be said that Asian employees can be motivated by providing them social 8

needs. Asian employees look for strong interpersonal relations and recognition in the organization. Critical evaluation of theories for managing cultural diversity Employees from different cultural backgrounds work together in the hospitality industry. In this regard, leaders of the hotel Leicester Marriott need to be well aware of different theories necessary for managing culturally diversified workforce. A few leadership theories effective in managing cultural diversity are mentioned below. Democratic Theory: This is the most popular leadership style, popular in the majority of the cultures across the world. As theory demands high coordination between leaders and group members, it gives a chance for leaders to set up high communication level with all group members. With the help of this communication flow, it becomes easy for leaders to know about the values and beliefs of all group members. The knowledge about values and believes of group members is extremely important for the leaders. It helps leaders to treat and behave with the group members in the best possible manner as per his/her culture. This practice by leaders is extremely helpful in strengthening bonds between leaders and group members. Relationship Theory: This theory of leadership is focused on the close relationship between leaders and group members in an organization. The close relationship between leaders and group members are necessary for integration of the workforce. With the help of the close relationship, leaders and other group members can develop a close relationship with each other. In this theory, leaders take complete care of respect and dignity of group members in the organization. Hence, this leadership theory proves to be extremely useful in managing culturally diversified workforce. Situational Theory: As per this theory of leadership, there should be no pre specified set of rules and regulations in the organizations. This theory advises leaders to take decisions as per the need of the situation. Situational theory suggests leaders to provide motivation and support to group members to enhance their performance level and to achieve organizational goals and objectives. Additionally, this theory also suggests group members to cooperate with each other and work together. In this way, this theory of leadership provides an opportunity for leaders to manage diversified workforce (Johann, 2010). 9

RESEARCH METHODOLOGY
The different data collection methods and techniques will be analyzed in this section of the paper. With the help of data, it will be easy to analyze and evaluate various leadership and motivational theories for managing culturally diversified workforce. The data will be collected with the help of both primary and secondary research methods. The data will be interpreted and analyzed with the help of various tools and techniques. Secondary research method Secondary research is done with the help of views and opinions by different scholars on managing cultural diversity in the organization. The various views by scholars will be critically analyzed to make the final out comes of the study. The data for secondary research will be collected with the help of books, journals, previous case studies, and referring past researches (Luton, 2010). Primary research method Primary research methods are concerned with first hand data collection. Data in primary research is collected with the help of either observation or investigation about the research topic. Primary data can be collected with the help of the survey questionnaire or by taking interviews of selected respondents. In order to collect primary data for this paper, an interview will be taken of a manager from UK hospitality industry. The various questions related with managing culturally diverse workforce as well as diversified customers will be asked to the manager (Janssens, 2010). Interview In order to first hand data collection, a senior manager from UK hospitality industry is selected. The manager has extensive experience in handling diversified work force as well as culturally diversified customers in Hospitality industry. In this regard, various questions are asked from the manager regarding successful management of diversified culture in a hospitality organization.

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FINDINGS AND DISCUSSION

This section of the paper will include findings from both secondary as well as primary research methods. The findings will be derived from the outcomes of primary and secondary research methods. Findings from secondary research The secondary research method helps to know various theories and motivational techniques useful in managing cultural diversity. A few leadership theories are discussed in secondary research which can be adopted by leaders, to successfully manage cultural diversity in the organization. The five cultural dimensions given by Hofstede are extremely important in developing understanding about values and believes of different cultures. It becomes clear that a leadership style can be extremely popular in one culture but may not be preferred in any other part of the world. The autocratic leadership style, which involves less participation of employees, can be popular in countries like Sweden but at the same time this leadership style is not appreciated in Asian countries. At the same time, participative leadership style involves high involvement of employees, so it is extremely useful in Asian countries (Briscoe et al, 2008). The literature review also discusses some motivational theories helpful for managers involving the various factors, which can help in increasing employee motivational level. The factors like promotion, incentives are great tools to motivate employees in countries like USA, France, and in Sweden. Apart from this, social recognition and affiliation motivated employees from Asian countries. Thus, the literature review suggests various techniques helpful for different cultural backgrounds. Managing diversified customers The interview taken in the primary research method is helpful in finding out some useful strategies for managing culturally diversified customers in the organization. In the hospitality industry, customers from different cultural backgrounds visit the organization. Hence, employees should be well aware of different techniques for managing culturally diversified customers. Leaders are required to have knowledge about different cultures and ethics so that they are able to understand the values and beliefs of customers in the organization. Apart from this, leaders should also train employees about different cultures. Employees should treat customers as per traits of their culture (Baurenberger, 2007). In some cultures, people feel more pampered 11

where they are given continuous attention like in Asian countries. At the same time, people in countries like USA are comparatively more reserved. Hence, the employees should consider the basic traits of customers culture while talking and serving them in the organization. Techniques for building team of diversified workforce In the interview conducted in primary research, manager was asked questions about various techniques related to building teams of diversified workforce. In this regard, manager has given some useful strategic tips. He has suggested that managers in the organization should have strong interpersonal skills apart from knowledge of diversified cultures. The knowledge of different cultures will help managers to understand the values and believes of all employees. It will help leaders to treat employees as per his/her culture believes. Leaders should maintain a close relationship with team members to understand their concerns and suggestions. With the help of proper communication, it will be easy for leaders to build teams of diversified workforce. The leaders should also provide cross cultural training for group members. It will help employees to understand the values and traits of their colleagues in the group. With a better understanding of each other, group members would be able to develop better relations. (Cowling, 1996).

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RECOMMENDATIONS AND CONCLUSION

Conclusion The study done in the current paper helps in making significant conclusions. It can be said on the basis of the paper that term diversity in workforce means that the difference in cultures, ethics, beliefs, and values of the workforce and employees in an organization. It can be understood with the help of paper that globalization has increased cultural diversity across the world. The various leadership theories and motivational techniques are mentioned in the paper. It is evident with the help of this paper, that different culture has different values and perceptions. Leaders can manage culturally diversified workforce in the organization by treating employees as per values in their culture. It will help them in building strong teams within the organization. Apart from this, knowledge and understanding of customers will also help employees in serving them in a more appropriate manner. The study of various leadership theories and motivational techniques further help leaders in managing culturally diversified workforce (Tanke, 2000). Recommendations The various leadership theories and motivational techniques discussed in the research paper help in making some significant recommendations for the management of hotel Leicester Marriott. It is the fact that success of the hotel depends on the contribution made by each and every employee of the organization. It is highly recommended that manager of hotel Leicester Marriott should motivate and encourage employees of all cultures to deliver high performance so that organizational goals and objectives can be achieved. Managers are recommended to go through cross cultural trainings, which can help them in developing their understanding about various cultures. It will help them in managing employees from different cultures. Besides this, cross cultural trainings will also aid employees in serving customers from different cultural backgrounds in an effective manner. The HR department of the organization is recommended to hire employees from different cultural and ethnical backgrounds. With the help of this strategy, employees for different cultural background will be able to work in the organization (Saee, 2006). It will enhance the knowledge about other cultures of all employees in the organization. Additionally, with the help of diversified workforce, it will be easy for the organization to serve diversified customers in a much effective manner. 13

In this era of globalization, leadership styles differ from the old ones (Clarke, 2007). It is essential for managers to be more sensitive towards cultural differences so that they can revise their own attitudes and behaviors and also manage the diversity of employees more accurately. Otherwise, such cultural barriers can cause stress and discomfort within the organization (Baum et al, 2007). Though it is a fact that multicultural workforce for a companies is quite helpful to perform and profitably, yet the culturally diversified employees are difficult to be managed. Although challenges exist, still some approaches are helpful in the hospitality industry to manage cultural diversity. The following strategies are helpful for managers to break unwanted cultural barriers and realize advantages from such cultural diversity. The strategies cover: Creating programs to increase awareness about cultural diversity, Improving favorable attitudes towards disparities among diverse groups (workforce), Realizing the similar point of views and relationships among diverse ethnic groups in the organization, Adopting flexible communication, Expressing personal issues and confusions while facing cultural obstacles Besides these strategies, following steps are also recommended for managing cultural diversities: Adopting System for Employee Relationship Management In addition to the above strategies, one of the other important and effectual approaches for managing cultural disparity in the workforce is adopting a system for employee relationship management. To mix minority workers in the workplace, managers should recognize the cultural dissimilarities of the employees and maintain a good relationship with all. Some programs are helpful in building up the relationship, such as coaching for other languages to local workers, celebrating diverse religious and cultural holidays of the minority employees at the workplace, emphasizing the significance of minority workers for the company etc (Baum et al, 2007). Researchers have proved that by creating a family atmosphere retention can be improved (Frabotta, 2001). Commence a Training Program for Diversity Management

(Elmuti, 2001)

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To meet the consequences of cultural diversity, organizations in the hospitality industry need to be sensitive to differences (Clarke, 2007). To become competitive and successful, diversity, training and education are essential for companies in the industry (Christensen, 1993). The augmented globalization in the hospitality industry has made it mandatory for international organizations in the industry to manage cultural diversity effectively. Training programs for diversity management, like cross-cultural training, assist overseas mangers to comprehend knowledge regarding different cultures also will help those developing skills to manage cultural diversity concerns that can reduce the probable failures as a result of cultural difference problems (Caudron, 1991). Multicultural education and diversity management training programs teach employees on the subject of various cultures. Such training programs aid in diminishing stereotypes and allow the trainees to observe the cultural disparities and the fact concerning other cultures. As a result of the training, workers will show respect to other people from different cultural backgrounds, and attain more understanding for others believes and traditions (Fernandez, Kleiner & Sturz, 2005). Conquer the Stereotypes and boost Fairness Culture has become a hot concern in industry and business. Cases of discrimination, ethnocentrism and cultural stereotyping are evident in the hospitality industry. Such issues yet occur with persons acculturated into the American culture. Stereotypes are described as a conservative, prescribed, and oversimplified beginning, belief, or picture. For instance, Asian employees are regarded to be good learners, whereas the Middle Eastern employees are labeled as terrorists due to stereotypes of their culture. Stereotypes result in discrimination in minority employees for cultural differences. Such discrimination may cause minority workers feeling ashamed of their culture and thus they will feel uncomfortable to work in coordination with others. Ethnocentrism is about the belief that culture of one is superior to others. This can take place in among employees or even among the managers. It will negatively affect the entire company that may cause further segregation of minorities. Companies with diversity need to be first aware about the stereotypes, ethnocentrism, and biasness. Subsequently needs to create and adopt effectual strategies to beat such issues. In the hospitality industry, equality and fair employment opportunities are too important. Fair treatment is essential, but for the company aspiring to meet the cross-cultural challenges, it 15

is not enough. Complete evaluation of diversity implies treating employees as individuals. Not treating other employees as cultures or as part of any kind of cross-racial mosaic. For an efficient DMS, company need to pay attention towards the contributions, which the diverse workforce and a unique individual can make to realize its goals and objectives. At the time of dealing with the cultural differences, developmental methods are going to help in increasing fairness, diminishing stereotypes, and making the diversity a reality.

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REFERENCES (Harvard Style)

Books and Articles: Aaldering, M., 2010.German and Dutch International Communication: A Qualitative Research. Germany: Grin Verlag. Bateman, 2011.Management.UK: Tata McGraw Hill Education. Baum, T., Devine, F. and Hearns, N., 2007. The implications of contemporary cultural diversity for the hospitality curriculum. Education +Training. Vol.49(5). pp.350-363. Baurenberger, J., 2007. Human Resources in Global Market. Germany: Grin Verlag. Briscoe, D.R., Schuler, R.S., and Calus, L., 2008. International Human Resource Managemnt.USA: Taylor and Francis. Christensen, J., 1992. Cultural diversity: The lesson of Torontos hotels. Cornell Hotel and Restaurant Administration Quarterly. Vol.33(2). pp.78-87. Clarke, W., 2007. Workforce in the 21 century. Corrections Today. Vol.69(1). p.8. Cowling, A., 1996. Strategic Human Resource Managemnt.UK: Routledge. DeVoe, S.E., 2004. Managers Theories of Subordinates: A Cross Cultural Examination of Manager Perception of Motivation, Organizational Behavior and Human Decision Process, 93, 47-61. Dorfman, P., House, R., Hanges, P., 2002. Understanding Cultures and Implicit Leadership Theories, Journal of World Business, 37, 3-10. Elmuti, D., 2001. Preliminary analysis of the relationship between cultural diversity and technology in corporate America. Equal Opportunities International. Vol.20(8). pp.1-16. Elmuti, D., 2001. Preliminary analysis of the relationship between cultural diversity and technology in corporate America. Equal Opportunities International. Vol.20(8). pp.1-16. Falkenreck, C., 2010. Reputation Transfer to Enter New B to B markets.USA: Springer. Fernandez, A., Kleiner, B. and Sturz, D., 2005. Effective management of cultural diversity in a classroom setting. Equal Opportunities International. Vol.24(5). pp.57-64. Frabotta, D., 2001. Overcoming cultural and social challenges requires accepting different points of view. Hotel & Motel Management. Vol.216(1). p.46. Hofstede, G., 2001.Cultures Consequences: Comparing Values, behaviors, and Organizations across Cultures.USA: SAGE. 17

Janssens, W., 2007. Social capital and cooperation. Rozenberg Publishers. Johann, R., 2010. Cross Cultural sManagement. Germany: Grin Verlag. Luger, E., 2009. Hofstedes Cultural Dimensions. Germany: Grin Verlag. Luton, L.S., 2010. Qualitative Research Approaches for Public Administration. M.E. Sharpe. Mazur, B., 2002. Cultural Diversity in Organizational Theory and Practice, Journal of Intercultural Management, 2(2), 5-15. Powell, G.N., 2010. Managing a Diverse Worforce.USA: SAGE. Saee, J., 2006. Managerial Competence within Hospitality within Tourism Services. UK: Routledge. Tanke, M.L., 2000. Human Resource Management for the Hospitality Industry.USA: Cengage Learning. Tian, Q., 2004. A Transcultural Study of Ethical Perceptions. Germany: Martin Verlag. Trotman, J., 2002.Traning International Managers: Delivering Effective Training for Multicultural Groups. UK: Gower Publishing Ltd.

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