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elusive. He states that the information gathered was situationally specific anddid not provide accurately deductive data on which culture representing thenations can be inferred (McSweeney, 2002).2.2 Cross-cultural managementIf all the various roles and responsibilities of every member of anorganisation were to be laid out and analysed, it would be discovered thatthe most demanding yet rewarding role in an organisation falls to themanagers (Hood, 2008). Hambrick and Mason attempted explaining theextent to which leadership or management, and the decisions made bypersons in those positions, has an effect on the culture of the organisationand eventually help constitute in the overall performance (Hambrick& Mason,1984). Management is defined according to Reh (2011) as the process ofplanning and directing the work of a group of individuals, monitoring andcontrolling their work where necessary. In order for this role of the managerto be effective, communication must also be effective.Studies on cross-cultural management have increased over the yearswith the increase in globalization that has occurred. Growinginternationalization increases the inadequacy of narrow domestic paradigmsof cultural interactions, and reveals the need for broader research into aglobal scope (Adler, 1983). With more and more of the existence of variouscultures within an organisation, there is more of a need to focus oninternational business and the complexities for managers in dealing withthese various cultures with different cultural traits.16