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inability to communicate their request effectively to their foreign employers,and also the managers using unfamiliar practices that some may call drasticto get their message across to the employees.It is clear that cross-cultural management presents a challenge for thetwenty-first century manager in Ghana. “Accounting for much of [previousexpatriate managers‟] failure, however, was their inability to adapt to newcultural environments of their host community” (Amoako-Agyei, 2009)Cross-cultural management may occur when;Management of an organisation is situated in a country with differentcultures to the organisation‟s home country. Management wouldtherefore be required to adapt to the prevailing cultures in thatenvironment.Management is of an international organisation such as United Nationsand World Health Organisation.Management is of organisations which employ people from differentcultures, such as IBM and Volvo.All the stated situations cultivate cross-cultural interactions that may leadto the communication dilemma that has been studied. Learning themechanics of operating in foreign or international organisations is not enoughto truly be successful. According to Amoako-Agyei (2009), acquiringknowledge and expertise in a particular field of study is not sufficient toensure success when working with the complex cultures of Ghana, Nigeria orGambia. For managers in Ghana to truly thrive, the sensitive nature of crossculturalcommunication must be addressed.6