2013년 11월 25일 월요일

오후 9:50

By Felecia Cichon

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About 'solomon accounting system'|...as of the individual. Sioux Ghost Dance The Ghost Dance movement was a religious belief system with Cargo Cult elements that combined Christian dogma with traditional...







About 'solomon accounting system'|...as of the individual. Sioux Ghost Dance The Ghost Dance movement was a religious belief system with Cargo Cult elements that combined Christian dogma with traditional...








Ｔｈｅ               ａｂｉｌｉｔｙ               ｔｏ               ｃｏｍｍｕｎｉｃａｔｅ               ａｎｄ               ｅｆｆｅｃｔｉｖｅｌｙ               ｒｅｓｏｌｖｅ               ｃｏｎｆｌｉｃｔ               ａｍｏｎｇ               ｖａｒｉｏｕｓ               ｅｔｈｎｉｃ               ｅｍｐｌｏｙｅｅｓ               ｗｉｔｈｉｎ               ａｎ               ｏｒｇａｎｉｚａｔｉｏｎ               ｉｓ               ａ               ｒｅａｌｉｔｙ               ｔｈａｔ               ｍａｎａｇｅｍｅｎｔ               ｆａｃｅｓ               ｔｏｄａｙ.

Ｉｔ               ｉｓ               ｃｒｕｃｉａｌ               ｆｏｒ               ｍａｎａｇｅｒｓ               ｔｏ               ｌｅａｒｎ               ｈｏｗ               ｔｏ               ａｄｄｒｅｓｓ               ｃｏｎｃｅｒｎｓ               ｖｏｉｃｅｄ               ｂｙ               ｉｎｄｉｖｉｄｕａｌｓ               ｏｆ               ａ               ｄｉｆｆｅｒｅｎｔ               ｂａｃｋｇｒｏｕｎｄ.

Ｔｈｉｓ               ｅｎｓｕｒｅｓ               ｔｈａｔ               ｔｈｅ               ｏｒｇａｎｉｚａｔｉｏｎ               ｗｉｌｌ               ｒｕｎ               ｓｍｏｏｔｈｌｙ               ａｎｄ               ｔｈｅ               ｅｍｐｌｏｙｅｅｓ'               ｗｉｌｌ               ｂｅ               ｓａｔｉｓｆｉｅｄ               ａｎｄ               ｃｏｎｆｉｄｅｎｔ               ｔｈａｔ               ｔｈｅｙ               ａｒｅ               ｖａｌｕｅｄ               ｂｙ               ｔｈｅ               ｃｏｍｐａｎｙ.

Ｈｏｗｅｖｅｒ,               ｉｔ               ｉｓ               ｉｍｐｏｒｔａｎｔ               ｔｈａｔ               ｍａｎａｇｅｍｅｎｔ               ｒｅｃｅｉｖｅｓ               ｔｈｅ               ｐｒｏｐｅｒ               ｔｒａｉｎｉｎｇ               ａｎｄ               ｅｘｐｅｒｉｅｎｃｅ               ｉｎ               ｏｒｄｅｒ               ｔｏ               ｌｅａｒｎ               ｈｏｗ               ｔｏ               ｓｏｌｖｅ               ｃｏｎｆｌｉｃｔ               ｒｅｌａｔｅｄ               ｔｏ               ｔｈｅｓｅ               ｐａｒｔｉｃｕｌａｒ               ｉｎｃｉｄｅｎｔｓ.

Ｔｈｉｓ               ｔｒａｉｎｉｎｇ               ａｎｄ               ｅｘｐｅｒｉｅｎｃｅ               ｅｘｔｅｎｄｓ               ｔｏ               ｍａｎａｇｉｎｇ               ｗｏｒｋｐｌａｃｅ               ｃｏｎｆｌｉｃｔ               ｏｖｅｒｓｅａｓ               ｉｎ               ａｒｅａｓ               ｓｕｃｈ               ａｓ               Ａｓｉａ               ａｎｄ               Ｍｅｘｉｃｏ.

Ａｓ               ｔｈｅ               ｗｏｒｋｐｌａｃｅ               ｅｘｐａｎｄｓ               ｔｏ               ｒｅｐｒｅｓｅｎｔ               ａ               ｗｉｄｅ               ｒａｎｇｅ               ｏｆ               ｅｔｈｎｉｃａｌｌｙ               ｄｉｖｅｒｓｅ               ｉｎｄｉｖｉｄｕａｌｓ,               ｏｒｇａｎｉｚａｔｉｏｎａｌ               ｌｅａｄｅｒｓ               ｍｕｓｔ               ｌｅａｒｎ               ｔｏ               ｅｆｆｅｃｔｉｖｅｌｙ               ｒｅｓｏｌｖｅ               ｃｏｎｆｌｉｃｔ               ｒｅｌａｔｅｄ               ｔｏ               ｓｐｅｃｉｆｉｃ               ｃｕｌｔｕｒａｌ               ｄｉｆｆｅｒｅｎｃｅｓ.

Ｗｉｔｈ               ｔｈｅ               ｇｌｏｂａｌｉｚａｔｉｏｎ               ｏｆ               ｔｈｅ               ｌａｂｏｒ               ｆｏｒｃｅ,               ｂｕｓｉｎｅｓｓｅｓ               ａｒｅ               ｗｏｒｋｉｎｇ               ｗｉｔｈ               ｍｏｒｅ               ｃｕｌｔｕｒａｌｌｙ               ｄｉｖｅｒｓｅ               ｅｍｐｌｏｙｅｅｓ               ａｎｄ               ｃｏ-ｗｏｒｋｅｒｓ               ｔｈａｎ               ｅｖｅｒ               ｂｅｆｏｒｅ,               ｗｈｉｃｈ               ｉｓ               ａ               ｇｒｅａｔ               ｅｘｐｅｒｉｅｎｃｅ               ａｎｄ               ａｔ               ｔｈｅ               ｓａｍｅ               ｔｉｍｅ               ａ               ｃｈａｌｌｅｎｇｅ.

(Ｄｏｎｇ               ａｎｄ               Ｌｉｕ,               2010:               223;               Ｄａｒｌｉｎｇ               ａｎｄ               Ｆｏｇｌｉａｓｓｏ,               1999:               383).

Ｔｅａｍｓ               ｔｈａｔ               ａｒｅ               ｅｔｈｎｉｃａｌｌｙ               ｄｉｖｅｒｓｅ               ｈａｖｅ               ａｄｖａｎｔａｇｅｓ               ｏｖｅｒ               ｄｅｍｏｇｒａｐｈｉｃ               ｈｏｍｏｇｅｎｅｏｕｓ               ｔｅａｍｓ               ｂｙ               ａｄｄｉｎｇ               ｎｅｗ               ｐｅｒｓｐｅｃｔｉｖｅｓ               ａｎｄ               ｉｎｐｕｔｓ.

Ｔｈｉｓ               ｄｉｖｅｒｓｉｔｙ               ｃａｎ               ａｌｓｏ               ｃａｕｓｅ               ｃｏｎｆｌｉｃｔ               ｗｉｔｈｉｎ               ｔｈｅ               ｔｅａｍ;               ｈｏｗｅｖｅｒ               ｔｈｉｓ               ｉｓ               ｎｏｔ               ａ               ｐｒｏｂｌｅｍ               ａｓ               ｌｏｎｇ               ａｓ               ｉｔ               ｉｓ               ｃｏｎｓｔｒｕｃｔｉｖｅｌｙ               ｈａｎｄｌｅｄ               (Ｄｏｎｇ               ａｎｄ               Ｌｉｕ,               2010:               223).

Ｉｆ               ｔｈｅ               ｐｒｏｂｌｅｍｓ               ａｒｅ               ｎｏｔ               ｃｏｎｓｔｒｕｃｔｉｖｅｌｙ               ｈａｎｄｌｅｄ               ｔｈｅｎ               ｅｃｏｎｏｍｉｃ               ａｎｄ               ｅｍｐｌｏｙｅｅ               ｄｉｓｓａｔｉｓｆａｃｔｉｏｎ               ｃａｎ               ａｒｉｓｅ,               ｔｗｏ               ｏｆ               ｔｈｅ               ｍａｉｎ               ｒｅａｓｏｎｓ               ｗｈｙ               ｍａｎａｇｅｍｅｎｔ               ｍｕｓｔ               ｌｅａｒｎ               ｔｏ               ｇａｉｎ               ｃｏｎｆｌｉｃｔ               ｒｅｓｏｌｕｔｉｏｎ               ｓｋｉｌｌｓ.

Ｉｆ               ｔｈｅ               ｅｍｐｌｏｙｅｅ               ｄｉｓｓａｔｉｓｆａｃｔｉｏｎ               ｉｓ               ｃｏｎｓｔｒｕｃｔｉｖｅｌｙ               ｈａｎｄｌｅｄ,               ｔｈｅｎ               ｔｈｅ               ｅｃｏｎｏｍｉｃ               ｃｏｓｔｓ               ｗｉｌｌ               ａｌｓｏ               ｂｅ               ａｄｄｒｅｓｓｅｄ,               ｂｙ               ｍｏｒｅ               ｓａｔｉｓｆｉｅｄ               ｐｒｏｄｕｃｔｉｏｎ               ｆｒｏｍ               ｔｈｅ               ｅｍｐｌｏｙｅｅ.

Ｅｍｐｌｏｙｅｅｓ               ｅｘｐｅｒｉｅｎｃｉｎｇ               ｆｒｕｓｔｒａｔｉｏｎ               ｆｒｏｍ               ｂｅｉｎｇ               ｍｉｓｕｎｄｅｒｓｔｏｏｄ               ｏｒ               ｆｅｅｌｉｎｇ               ｕｎａｐｐｒｅｃｉａｔｅｄ               ｆｏｒ               ｔｈｅｉｒ               ｓｋｉｌｌｓ               ｃｏｓｔ               ｔｈｅ               ｃｏｍｐａｎｙ               ａ               ｌｏｔ               ｉｎ               ｉｄｌｅ               ｔｉｍｅ.

"Ｉｆ               ｅｖｅｒｙ               ｅｍｐｌｏｙｅｅ               ｗａｓｔｅｓ               ｊｕｓｔ               30               ｍｉｎｕｔｅｓ               ｅａｃｈ               ｄａｙ               ｉｎ               ｃｏｎｆｌｉｃｔ               ｗｉｔｈ               ｃｏ-ｗｏｒｋｅｒｓ               ｏｗｉｎｇ               ｔｏ               ｐｒｏｂｌｅｍｓ               ｒｅｌａｔｅｄ               ｔｏ               ｃｕｌｔｕｒａｌ               ｄｉｆｆｅｒｅｎｃｅｓ,               ｔｈｅｒｅ               ｗｏｕｌｄ               ｄｅｆｉｎｉｔｅｌｙ               ｂｅ               ａｄｖｅｒｓｅ               ｅｃｏｎｏｍｉｃ               ｉｍｐａｃｔｓ"               (Ｄｅｍｅｒｓ,               2002:               28).
               Ｉｎ               ｔｈｅ               ｐａｓｔ               ｗｈｉｔｅ               ｍａｌｅｓ               ｄｏｍｉｎａｔｅｄ               ｔｈｅ               ｗｏｒｋｆｏｒｃｅ,               ｗｉｔｈ               48.9%               ｏｆ               ｗｈｉｔｅ               ｍａｌｅｓ               ｍａｋｉｎｇ               ｕｐ               ｔｈｅ               ｌａｂｏｒ               ｆｏｒｃｅ               ｉｎ               1976               (Ｊｏｌｉｅ,               1990:               Ｂ1).

Ｆｕｒｔｈｅｒｍｏｒｅ,               ｔｈｅ               Ｕ.Ｓ.

Ｄｅｐａｒｔｍｅｎｔ               ｏｆ               Ｌａｂｏｒ               ｖｅｒｉｆｉｅｓ               ｔｈａｔ               64%               ｏｆ               ｔｈｅ               ｅｎｔｉｒｅ               ｗｏｒｋ               ｆｏｒｃｅ               ｉｎ               1980               ｃｏｎｓｉｓｔｅｄ               ｏｆ               ｗｈｉｔｅ               ｉｎｄｉｖｉｄｕａｌｓ               (Ｌａｂｏｒ               Ｆｏｒｃｅ               Ｄｅｍｏｇｒａｐｈｉｃｓ,               2010).

Ｗｉｔｈ               ｃｕｌｔｕｒａｌ               ｄｉｆｆｅｒｅｎｃｅｓ               ｏｎ               ｔｈｅ               ｒｉｓｅ,               Ｓｏｌｏｍｏｎ               Ｊｏｌｉｅ               ｗｒｏｔｅ               ａｎ               ａｒｔｉｃｌｅ               (ｉｎ               1990)               ｅｓｔｉｍａｔｉｎｇ               ｔｈａｔ               ｔｈｅ               ｎｕｍｂｅｒ               ｏｆ               ｗｈｉｔｅ               ｍａｌｅｓ               ｍａｋｉｎｇ               ｕｐ               ｔｈｅ               ｗｏｒｋ               ｆｏｒｃｅ               ｉｎ               2000               ｗｏｕｌｄ               ｂｅ               39.4%.

Ｊｏｌｉｅ               ｗａｓ               ｃｏｒｒｅｃｔ               ｉｎ               ｈｉｓ               ｅｓｔｉｍａｔｉｏｎ               ｔｈａｔ               ｔｈｅ               ｌａｒｇｅｌｙ               ｗｈｉｔｅ               ｗｏｒｋｆｏｒｃｅ               ｗｏｕｌｄ               ｄｉｍｉｎｉｓｈ,               ｎｏｗ               Ｈｉｓｐａｎｉｃｓ               ｈａｖｅ               ｓｕｒｐａｓｓｅｄ               ｗｈｉｔｅｓ,               ｍａｋｉｎｇ               ｕｐ               68.5%               ｏｆ               ｔｈｅ               ｗｏｒｋ               ｆｏｒｃｅ               ｉｎ               2008,               ｗｈｉｌｅ               ｗｈｉｔｅｓ               ｍａｄｅ               ｕｐ               66.3%               ｏｆ               ｔｈｅ               ｗｏｒｋｆｏｒｃｅ               (Ｌａｂｏｒ               Ｆｏｒｃｅ               Ｄｅｍｏｇｒａｐｈｉｃｓ,               2010).

Ｔｈｅ               ｎｅｗ               ｗｏｒｋｆｏｒｃｅ               ｃｏｎｓｉｓｔｓ               ｏｆ               ｗｏｍｅｎ               ａｎｄ               ｍｉｎｏｒｉｔｉｅｓ,               ｉｎｃｌｕｄｉｎｇ               Ａｆｒｉｃａｎ,               Ａｓｉａｎ,               Ｈｉｓｐａｎｉｃ               ａｎｄ               Ｎａｔｉｖｅ               Ａｍｅｒｉｃａｎ               ｏｒｉｇｉｎ,               ｓｔａｔｅｄ               Ｊｏｌｉｅ,               ａｓ               ｈｅ               ｅｘｐｌａｉｎｅｄ               ｔｈａｔ               ｅｍｐｌｏｙｅｅｓ               ｏｆ               ｄｉｆｆｅｒｅｎｔ               ｅｔｈｎｉｃｉｔｉｅｓ               ａｒｅ               ａｂｌｅ               ｔｏ               ａｓｋ               ｍｏｒｅ               ｆｒｏｍ               ｔｈｅｉｒ               ｅｍｐｌｏｙｅｒｓ               ｔｈａｎ               ｅｖｅｒ               ｂｅｆｏｒｅ.

Ｈｏｗｅｖｅｒ,               ｓｏｍｅ               ｅｘｐｅｒｔｓ               ｓａｙ               ｔｈａｔ               ｅｍｐｌｏｙｅｅｓ               ｗｉｔｈ               ｆｏｒｅｉｇｎ               ｂａｃｋｇｒｏｕｎｄｓ               ｍａｙ               ｂｅ               ｃａｕｓｅ               ｆｏｒ               ｔｏｏ               ｍｕｃｈ               ｃｏｎｆｌｉｃｔ               ｉｎ               ｔｈｅ               ｗｏｒｋｐｌａｃｅ.

Ｊｏｌｉｅ               ｃｏｎｔｉｎｕｅｄ               ｓａｙｉｎｇ               ｔｈａｔ               "ｓｍａｌｌ               ｄｉｓａｇｒｅｅｍｅｎｔｓ               ｈａｖｅ               ｅｓｃａｌａｔｅｄ               ｉｎｔｏ               'ｒｅａｌ               ｃｏｎｆｌｉｃｔ,               ｗｈｅｒｅ               ｓｏｍｅｏｎｅ               ｗａｓ               ｇｏｉｎｇ               ｔｏ               ｇｅｔ               ｆｉｒｅｄ.'               Ａ               ｍａｊｏｒ               ｒｅａｓｏｎ,               ｈｅ               ｓａｙｓ,               ｉｓ               ｃｕｌｔｕｒａｌ               ｄｉｆｆｅｒｅｎｃｅｓ.

Ｗｈｅｎ               ａ               ｍａｎａｇｅｒ               ｆｒｏｍ               ｔｈｅ               ｄｏｍｉｎａｎｔ               Ｕ.Ｓ.

ｃｕｌｔｕｒｅ               ｓａｗ               ｔｗｏ               Ａｒａｂ-Ａｍｅｒｉｃａｎ               ｅｍｐｌｏｙｅｅｓ               ａｒｇｕｉｎｇ,               ｈｅ               ｆｉｇｕｒｅｄ               ｈｅ               ｈａｄ               ｂｅｔｔｅｒ               ｓｔａｙ               ｏｕｔ               ｏｆ               ｉｔ.

Ｂｕｔ               ｔｈｅ               ｅｍｐｌｏｙｅｅｓ               ｅｘｐｅｃｔｅｄ               ａ               ｔｈｉｒｄ               ｐａｒｔｙ               ｉｎｔｅｒｍｅｄｉａｒｙ,               ｏｒ               "ｗａｓｔａ"               ｉｎ               Ａｒａｂｉｃ,               ａｎｄ               ｗｉｔｈｏｕｔ               ｏｎｅ               ｔｈｅ               ｉｎｃｉｄｅｎｔ               ｂｌｅｗ               ｕｐ"               (Ｊｏｌｉｅ,               1990:               Ｂ1).

Ａｓ               ｔｈｉｓ               ｅｐｉｓｏｄｅ               ｉｎｄｉｃａｔｅｓ,               ｔｈｅ               ｕｎｆａｍｉｌｉａｒ               ｃｕｌｔｕｒａｌ               ｄｉｆｆｅｒｅｎｃｅｓ               ｃａｕｓｅｄ               ｕｎｃｅｒｔａｉｎｔｙ               ｉｎ               ｈｏｗ               ｔｈｅ               ｍａｎａｇｅｒ               ｃｈｏｓｅ               ｔｏ               ｒｅａｃｔ               ｉｎ               ｔｈｅ               ｓｉｔｕａｔｉｏｎ.
               Ｎｅｖｅｒｔｈｅｌｅｓｓ,               ｉｎ               ｍａｎｙ               ｃｏｕｎｔｉｅｓ               ｃｕｌｔｕｒａｌ               ｄｉｆｆｅｒｅｎｃｅｓ               ａｒｅ               ａｃｃｅｐｔｅｄ               ａｎｄ               ｓｕｐｐｏｒｔｅｄ.

Ｉｎ               Ｃｈｉｎａ,               ｄｉｖｅｒｓｉｔｙ               ｉｓ               ｗｉｄｅｌｙ               ｅｎｃｏｕｒａｇｅｄ,               ｅｓｐｅｃｉａｌｌｙ               ｒｅｃｒｕｉｔｍｅｎｔ               ｆｒｏｍ               ｏｔｈｅｒ               ｃｏｕｎｔｒｉｅｓ.

Ｔｈｅ               Ｃｈｉｎｅｓｅ               ｇｏｖｅｒｎｍｅｎｔ               ｂｅｌｉｅｖｅｓ               ｔｈａｔ               ｔｈｅ               ｃｒｏｓｓ               ｃｕｌｔｕｒａｌ               ｅｎｇａｇｅｍｅｎｔ               ｗｉｌｌ               ｐｒｏｍｏｔｅ               ｉｎｎｏｖａｔｉｏｎ.

Ｔｈｅ               "Ｔｈｏｕｓａｎｄ               Ｐｅｏｐｌｅ               Ｐｌａｎ"               ｗａｓ               ｃｒｅａｔｅｄ               ｔｏ               ｉｎｓｔｉｇａｔｅ               ａｎｄ               ｓｕｐｐｏｒｔ               ｔｈｅ               ｓｉｇｎｉｆｉｃａｎｃｅ               ｏｆ               ａ               ｃｒｏｓｓ               ｃｕｌｔｕｒａｌ               ｗｏｒｋ               ｆｏｒｃｅ               (Ｄｏｎｇ               ａｎｄ               Ｌｉｕ,               2010:               223).

Ｉｔ               ｉｓ               ｉｍｐｏｒｔａｎｔ               ｆｏｒ               ｍａｎａｇｅｍｅｎｔ               ｔｏｄａｙ               ｔｏ               ｒｅｃｏｇｎｉｚｅ               ｔｈａｔ               ｄｉｆｆｅｒｅｎｃｅｓ               ａｍｏｎｇ               ｅｍｐｌｏｙｅｅｓ               ａｒｅ               ｓｏｍｅｔｈｉｎｇ               ｔｏ               ｂｅ               ｖａｌｕｅｄ               ｉｎｓｔｅａｄ               ｏｆ               ｎｅｇａｔｉｖｅｌｙ               ｌｏｏｋｅｄ               ｕｐｏｎ.

Ｔｈｅ               ｄｉｖｅｒｓｅ               ｔｙｐｅ               ｏｆ               ｓｋｉｌｌｓ               ｒｅｑｕｉｒｅｄ               ｆｒｏｍ               ｂｕｓｉｎｅｓｓｅｓ,               ｉｎｄｉｃａｔｅｓ               ｔｈｅ               ｎｅｅｄ               ｔｏ               ｈｉｒｅ               ａ               ｗｏｒｋ               ｆｏｒｃｅ               ｔｈａｔ               ｐｒｏｖｉｄｅｓ               ｔｈｅ               ｓａｍｅ               ａｍｏｕｎｔ               ｏｆ               ｄｉｖｅｒｓｉｔｙ               ａｍｏｎｇ               ｉｔｓ               ｅｍｐｌｏｙｅｅｓ.

Ｄｅｐｅｎｄｉｎｇ               ｏｎ               ｔｈｅ               ｅｍｐｌｏｙｅｅ               ａｎｄ               ｔｈｅｉｒ               ｓｋｉｌｌ               ｓｅｔ,               ｔｈｅ               ｆｏｒｍ               ｏｆ               ｗｏｒｋ               ｗｉｌｌ               ｖａｒｙ               ｄｅｐｅｎｄｉｎｇ               ｏｎ               ｔｈｅ               ｄｅｐａｒｔｍｅｎｔ               ｉｎｖｏｌｖｅｄ,               ａｎｄ               ｅａｃｈ               ｓｅｃｔｏｒ               ｈａｓ               ａ               ｄｉｆｆｅｒｅｎｔ               ｓｅｔ               ｏｆ               ｇｏａｌｓ               ａｎｄ               ｖａｒｉａｔｉｏｎｓ               ｉｎ               ｓｔｒｕｃｔｕｒｅ               ａｎｄ               ｍａｎａｇｅｍｅｎｔ;               ｗｈｉｌｅ               ａｌｓｏ               ａｌｗａｙｓ               ｈａｖｉｎｇ               ｔｈｅ               ｐｏｔｅｎｔｉａｌ               ｆｏｒ               ｄｉｓａｇｒｅｅｍｅｎｔｓ               ａｍｏｎｇ               ｅｍｐｌｏｙｅｅｓ.

"Ｔｈｉｓ               ｄｉｆｆｅｒｅｎｔｉａｔｉｏｎ               ａｍｏｎｇ               ｉｎｄｉｖｉｄｕａｌｓ,               ｄｅｐａｒｔｍｅｎｔｓ               ａｎｄ               ｏｔｈｅｒ               ｏｐｅｒａｔｉｎｇ               ｕｎｉｔｓ               ｉｎ               ｔｈｅ               ｏｒｇａｎｉｚａｔｉｏｎ               ｉｎｃｒｅａｓｅｓ               ｔｈｅ               ｐｏｔｅｎｔｉａｌ               ｆｏｒ               ｃｏｎｆｌｉｃｔ.

Ｗｈｅｎ               ｗｅ               ａｄｄ               ｔｏ               ｔｈｉｓ               ｓｃｅｎａｒｉｏ               ｔｈｅ               ｆａｃｔ               ｔｈａｔ               ｉｎｔｅｒｎａｔｉｏｎａｌ               ｂｕｓｉｎｅｓｓ               ｔｏｄａｙ               ｉｎｖｏｌｖｅｓ               ｖａｒｉｏｕｓ               ｃｕｌｔｕｒａｌ               ｎｏｒｍｓ               ａｎｄ               ｅｘｐｅｃｔａｔｉｏｎｓ,               ｉｔ               ｂｅｃｏｍｅｓ               ｃｌｅａｒ               ｔｈａｔ               ｃａｕｓｅｓ               ｏｆ               ｃｏｎｆｌｉｃｔ               ｃａｎｎｏｔ               ｂｅ               ｅｌｉｍｉｎａｔｅｄ"               (Ｄａｒｌｉｎｇ               ａｎｄ               Ｆｏｇｌｉａｓｓｏ,               1999:               383).

Ｄａｒｌｉｎｇ               ａｎｄ               Ｆｏｇｌｉａｓｓｏ               ａｌｓｏ               ｄｅｔｅｒｍｉｎｅ               ｔｈａｔ               ａ               ｃｏｎｆｌｉｃｔ               ｍａｎａｇｅｍｅｎｔ               ｓｔｒｕｃｔｕｒｅ               ｉｓ               ｉｍｐｅｒａｔｉｖｅ               ｔｏ               ｔｈｅ               ｗｏｒｋｐｌａｃｅ.

Ｉｔ               ｉｓ               ａｌｓｏ               ｅｓｓｅｎｔｉａｌ               ｔｏ               ｒｅｃｏｇｎｉｚｅ               ｔｈａｔ               ｍａｎａｇｅｒｓ               ｈａｖｅ               ｄｉｆｆｅｒｅｎｔ               ｓｏｃｉａｌｉｚａｔｉｏｎ               ｎｏｒｍｓ               ａｎｄ               ｓｋｉｌｌｓ               ｄｅｐｅｎｄｉｎｇ               ｏｎ               ｔｈｅｉｒ               ｎａｔｉｏｎａｌ               ｃｕｌｔｕｒｅｓ.

Ｉｆ               ｔｈｅ               ｓｏｃｉａｌｉｚａｔｉｏｎ               ｎｏｒｍｓ               ａｒｅ               ｎｏｔ               ｒｅｃｏｇｎｉｚｅｄ,               ｉｔ               ｃａｎ               ｃａｕｓｅ               ｉｎｄｉｖｉｄｕａｌｓ               ｔｏ               "ｉｎｔｅｒｐｒｅｔ               ａｎｄ               ｒｅｓｐｏｎｄ               ｔｏ...ｂｅｈａｖｉｏｒ               ｉｎ               ｃｏｎｆｌｉｃｔｉｎｇ               ｗａｙｓ.

Ｄｉｆｆｅｒｅｎｃｅｓ               ｉｎ               ｃｕｌｔｕｒｅ               (ｎａｔｉｏｎａｌ               ｏｒ               ｃｏｒｐｏｒａｔｅ)               ａｒｅ               ｌｉｋｅｌｙ               ｔｏ               ｂｅ               ｒｅｆｌｅｃｔｅｄ               ｉｎ               [ｔｈｅｉｒ               ｂｅｈａｖｉｏｒ]"               (Ｄａｓ               ａｎｄ               Ｋｕｍａｒ,               2010:               17).
               Ｐｒｅｆｅｒｒｅｄ               ｓｔｙｌｅｓ               ｏｆ               ｃｏｎｆｌｉｃｔ               ｖａｒｙ               ｄｅｐｅｎｄｉｎｇ               ｏｎ               ｗｈａｔ               ｃｕｌｔｕｒｅ               ａｎ               ｅｍｐｌｏｙｅｅ               ｗａｓ               ｒａｉｓｅｄ               ｉｎ.

Ｔｈｅ               Ａｍｅｒｉｃａｎ               ｃｕｌｔｕｒｅ               ｉｓ               ｏｎｅ               ｏｆ               ｉｎｄｅｐｅｎｄｅｎｃｅ,               ａｎ               "ｉｎｄｉｖｉｄｕａｌｉｓｔｉｃ,               ｗｉｎ-ｌｏｓｅ               ａｐｐｒｏａｃｈ               ａｎｄ               [ａ               ｃｕｌｔｕｒｅ               ｗｈｉｃｈ               ｈａｓ               ａ               ｇｒｅａｔ]               ｅｍｐｈａｓｉｓ               [ｏｎ]               ｐｒｉｖａｃｙ,               [ｗｈｅｒｅａｓ]               Ａｒａｂ-Ａｍｅｒｉｃａｎｓ               ｔｅｎｄ               ｔｏ               ｖａｌｕｅ               ａ               ｗｉｎ-ｗｉｎ               ｒｅｓｕｌｔ               ｔｈａｔ               ｐｒｅｓｅｒｖｅｓ               ｇｒｏｕｐ               ｈａｒｍｏｎｙ               ｂｕｔ               ｏｆｔｅｎ               ｒｅｑｕｉｒｅｓ               ｍｅｄｉａｔｉｏｎ"               (Ｊｏｌｉｅ,               1990:               Ｂ1).

Ａｍｅｒｉｃａｎｓ               ｍａｙ               ｈａｖｅ               ａ               ｈａｒｄ               ｔｉｍｅ               ｃｏｏｐｅｒａｔｉｎｇ               ｗｉｔｈ               ｏｔｈｅｒ               ｃｏｕｎｔｒｉｅｓ               ｂｅｃａｕｓｅ               ｔｈｅｙ               ｐｒｉｄｅ               ｔｈｅｍｓｅｌｖｅｓ               ｏｎ               ｉｎｄｉｖｉｄｕａｌｉｓｍ               ａｎｄ               ｐｅｒｓｏｎａｌ               ｓｕｃｃｅｓｓ.

"Ｔｈｅ               Ｕ.Ｓ.

ｓｅｎｓｅ               ｏｆ               ｉｎｄｉｖｉｄｕａｌｉｓｍ               ｉｓ               ｂａｓｅｄ               ｕｐｏｎ               ｔｈｒｅｅ               ｂａｓｉｃ               ｐｒｅｍｉｓｅｓ:               1)               ａｌｌ               ｐｅｏｐｌｅ               ａｒｅ               ｂａｓｉｃａｌｌｙ               ｔｈｅ               ｓａｍｅ;               2)               ｐｅｏｐｌｅ               ｓｈｏｕｌｄ               ｂｅ               ｊｕｄｇｅｄ               ｕｐｏｎ               ｔｈｅ               ｍｅｒｉｔｓ               ｏｆ               ｔｈｅｉｒ               ｗｏｒｋ;               ａｎｄ,               3)               ｔｈｅｓｅ               ｍｅｒｉｔｓ,               ｗｈｉｃｈ               ｍａｎｉｆｅｓｔ               ｏｎｅ'ｓ               ｉｎｈｅｒｅｎｔ               ｗｏｒｔｈ,               ａｒｅ               ｄｅｍｏｎｓｔｒａｔｅｄ               ｔｈｒｏｕｇｈ               ｐｅｒｆｏｒｍａｎｃｅ"               (Ｅｒｌｉｃｈ,               1993:               16).

Ｈｏｗｅｖｅｒ               ｏｔｈｅｒ               ｃｏｕｎｔｒｉｅｓ               ｈｏｌｄ               ｄｉｆｆｅｒｅｎｔ               ｂｅｌｉｅｆｓ               ｏｎ               ｈａｎｄｌｉｎｇ               ｃｏｎｆｌｉｃｔ.

Ｆｏｒ               ｅｘａｍｐｌｅ,               ｉｎ               Ｈｏｎｇ               Ｋｏｎｇ,               "Ｃｈｉｎｅｓｅ               ｎｏｒｍｓ               ｏｆ               ｃｏｎｃｅｒｎ               ｆｏｒ               ｃｏｌｌｅｃｔｉｖｅ               ｉｎｔｅｒｅｓｔｓ               ａｎｄ               ｃｏｎｃｅｒｎ               ｆｏｒ               ａｕｔｈｏｒｉｔｙ               ａｐｐｅａｒｅｄ               ｍｏｒｅ               ｓｔｒｏｎｇｌｙ               ａｍｏｎｇ               Ｈｏｎｇ               Ｋｏｎｇ               Ｃｈｉｎｅｓｅ               ｍａｎａｇｅｒｓ               ｔｈａｎ               ａｍｏｎｇ               ｔｈｅｉｒ               Ａｍｅｒｉｃａｎ               ｃｏｕｎｔｅｒｐａｒｔｓ"               (Ｔｉｎｓｌｅｙ               ａｎｄ               Ｂｒｅｔｔ,               2001:               360;               Ｄｏｎｇ               ａｎｄ               Ｌｉｕ,               2010:               234).

Ｔｈｅ               Ｃｈｉｎｅｓｅ               ｄｅｍｏｎｓｔｒａｔｅｄ               ａｃｔｉｏｎｓ               ｓｉｍｉｌａｒ               ｔｏ               ｔｈａｔ               ｏｆ               ａ               ｍｅｃｈａｎｉｃａｌ               ｓｏｃｉｅｔｙ               ｒａｔｈｅｒ               ｔｈａｎ               ａｎ               ｏｒｇａｎｉｃ               ｓｏｃｉｅｔｙ               ｌｉｋｅ               ｔｈｅ               Ｕｎｉｔｅｄ               Ｓｔａｔｅｓ.

"Ｃｕｌｔｕｒｅ               ｈａｄ               ａ               ｓｉｇｎｉｆｉｃａｎｔ               ｅｆｆｅｃｔ               ｏｎ               ｗｈｅｔｈｅｒ               ｐａｒｔｉｅｓ               ｓｅｌｅｃｔｅｄ               ａｎ               ｉｎｔｅｇｒａｔｉｖｅ               ｏｕｔｃｏｍｅ               ｒａｔｈｅｒ               ｔｈａｎ               ａｎ               ｏｕｔｃｏｍｅ               ｔｈａｔ               ｉｎｖｏｌｖｅｄ               ｄｉｓｔｒｉｂｕｔｉｏｎ,               ｃｏｍｐｒｏｍｉｓｅ,               ｈｉｇｈｅｒ               ｍａｎａｇｅｍｅｎｔ,               ｏｒ               ｎｏ               ｒｅｓｏｌｕｔｉｏｎ               ａｔ               ａｌｌ"               (Ｔｉｎｓｌｅｙ               ａｎｄ               Ｂｒｅｔｔ,               2001:               360).

"Ｔｈｅ               ｈｏｐｅ               ｉｎ               ｃｒｏｓｓ-ｃｕｌｔｕｒａｌ               ｃｏｍｍｕｎｉｃａｔｉｏｎ               ｉｓ               ｎｏｔ               ｔｏ               ｄｅｃｉｄｅ               "ｗｈｏ'ｓ               ｒａｔｉｏｎａｌ               ａｎｄ               ｗｈｏ'ｓ               ｉｒｒａｔｉｏｎａｌ"               ｂｕｔ               ｔｏ               ｕｎｄｅｒｓｔａｎｄ               ｂｏｔｈ               ｐｅｒｓｐｅｃｔｉｖｅｓ               ａｎｄ               ｂｅｃｏｍｅ               ｃｏｍｆｏｒｔａｂｌｅ               ｗｉｔｈ               ｔｈｅｍ"               (Ｊｏｌｉｅ,               1990:               Ｂ1).
               Ｍａｎｙ               ｔｉｍｅｓ,               ｉｎｄｉｖｉｄｕａｌｓ               ｆｒｏｍ               ｃｒｏｓｓ               ｃｕｌｔｕｒａｌ               ｂａｃｋｇｒｏｕｎｄｓ               ｍｉｓｕｎｄｅｒｓｔａｎｄ               ｏｎｅ               ａｎｏｔｈｅｒ               ｗｈｉｃｈ               ｍａｙ               ｌｅａｄ               ｔｏ               ｃｏｎｆｌｉｃｔ.

Ｆｏｒ               ｅｘａｍｐｌｅ,               Ａｍｅｒｉｃａｎｓ               ａｒｅ               ａｌｗａｙｓ               ｌｏｏｋｉｎｇ               ｆｏｒ               ｔｈｅｉｒ               ｎｅｘｔ               ｇｒｅａｔ               ａｃｈｉｅｖｅｍｅｎｔ.

Ｏｔｈｅｒ               ｃｏｕｎｔｉｅｓ               ｔｈａｔ               ｄｏｎ'ｔ               ｄｅｍｏｎｓｔｒａｔｅ               ｔｈｉｓ               ｓａｍｅ               ｖａｌｕｅ,               ｓｕｃｈ               ａｓ               Ｍｅｘｉｃａｎｓ,               ａｒｅ               ｔｈａｎ               ｐｅｒｃｅｉｖｅｄ               ａｓ               ｌａｚｙ               ｏｒ               ｉｎｅｆｆｉｃｉｅｎｔ               ｆｒｏｍ               ａｎ               Ａｍｅｒｉｃａｎ               ｐｏｉｎｔ               ｏｆ               ｖｉｅｗ.

Ａｍｅｒｉｃａｎ               ｍａｎａｇｅｒｓ               ｐｕｔ               ｗｏｒｋ               ａｈｅａｄ               ｏｆ               ｐｅｒｓｏｎａｌ               ｎｅｅｄｓ,               ｗｈｉｃｈ               ｉｓ               ｏｐｐｏｓｉｔｅ               ｏｆ               ｔｈｅ               Ｍｅｘｉｃａｎ               ｗｏｒｋ               ｓｔｙｌｅ.

Ｗｈｅｎ               ｃｏｎｆｒｏｎｔａｔｉｏｎ               ａｒｉｓｅｓ,               Ａｍｅｒｉｃａｎｓ               ａｒｅ               ｑｕｉｃｋ               ｔｏ               ｓｔａｎｄ               ｔｈｅｉｒ               ｇｒｏｕｎｄ,               ｓｐｏｕｔｉｎｇ               ｕｎｅｍｏｔｉｏｎａｌ,               ｓｔｒａｉｇｈｔ               ｆｏｒｗａｒｄ               ｆａｃｔｓ,               ｗｈｉｃｈ               ｃａｎ               ｂｅ               ｖｅｒｙ               ｄｉｓｒｅｓｐｅｃｔｆｕｌ               ｔｏ               ａｎ               ｅｍｐｌｏｙｅｅ               ｆｒｏｍ               ａｎｏｔｈｅｒ               ｃｕｌｔｕｒｅ.

Ａ               Ｍｅｘｉｃａｎ               ｅｍｐｌｏｙｅｅ'ｓ               ｉｎｃｌｉｎａｔｉｏｎ               ｉｎｃｌｕｄｅｓ               ａｖｏｉｄｉｎｇ               ｃｏｎｆｒｏｎｔａｔｉｏｎ               ｉｎ               ｏｒｄｅｒ               ｔｏ               ｓａｖｅ               ｆａｃｅ.

"Ｒｕｌｅｓ,               ｐｏｌｉｃｉｅｓ               ａｎｄ               ｐｒｏｃｅｄｕｒｅｓ               ａｒｅ               ｓｏｍｅｔｉｍｅｓ               ｏｖｅｒｌｏｏｋｅｄ               ｂｙ               ｔｈｅ               Ｍｅｘｉｃａｎ               ｗｏｒｋｅｒ               ｉｎ               ｆａｖｏｒ               ｏｆ               ａｄｈｅｒｉｎｇ               ｔｏ               ｔｈｅ               ｗｉｓｈｅｓ               ｏｆ               ｔｈｅ               ｐｅｒｓｏｎ               ｉｎ               ｃｈａｒｇｅ               ｏｒ               ｓａｔｉｓｆｙｉｎｇ               ａ               ｃｏｗｏｒｋｅｒ'ｓ               ｐｅｒｓｏｎａｌ               ｎｅｅｄｓ.

Ｇｉｖｅｎ               ｔｈｅ               ｂｅｌｉｅｆ               ｉｎ               ｔｈｅ               ｕｎｉｑｕｅｎｅｓｓ               ｏｆ               ｅａｃｈ               ｉｎｄｉｖｉｄｕａｌ,               ｉｔ               ｓｔａｎｄｓ               ｔｏ               ｒｅａｓｏｎ               ｔｈａｔ               ｐｅｏｐｌｅ,               ｒａｔｈｅｒ               ｔｈａｎ               ａｂｓｔｒａｃｔ               ｐｒｉｎｃｉｐｌｅｓ               ｏｒ               ｃｏｎｃｅｐｔｓ,               ｓｈｏｕｌｄ               ｂｅ               ｒｅｓｐｅｃｔｅｄ"               (Ｅｒｌｉｃｈ,               1993:               16).
               Ｍａｎａｇｅｍｅｎｔ               ｍｕｓｔ               ｌｅａｒｎ               ｈｏｗ               ｔｏ               ｔｅａｃｈ               ｅｍｐｌｏｙｅｅ'ｓ               ｔｏ               ｒｅｓｐｅｃｔ               ｏｎｅ               ａｎｏｔｈｅｒ               ａｎｄ               ｐｒｅｖｅｎｔ               ｄｉｓｒｕｐｔｉｏｎ               ｉｎ               ｔｈｅ               ｗｏｒｋ               ｐｌａｃｅ,               ｒｅｌａｔｅｄ               ｔｏ               ｃｕｌｔｕｒａｌ               ｄｉｆｆｅｒｅｎｃｅｓ.

Ｗｈｅｎ               ｔｈｅ               ｃｏｎｆｌｉｃｔ               ｉｓ               ｒｅｌａｔｅｄ               ｔｏ               ａ               ｓｏｃｉａｌ               ｉｄｅｎｔｉｔｙ               ｃｈａｒａｃｔｅｒｉｓｔｉｃ               ｗｈｉｃｈ               ｉｓ               ｎｏｎ-ｆｌｕｉｄ,               ｓｕｃｈ               ａｓ               ｅｔｈｎｉｃｉｔｙ,               ｎａｔｉｏｎａｌｉｔｙ               ｏｒ               ｇｅｎｄｅｒ,               ｉｔ               ｉｓ               ｉｍｐｏｒｔａｎｔ               ｆｏｒ               ｔｈｅ               ｍａｎａｇｅｒ               ｔｏ               ｋｎｏｗ               ｈｏｗ               ｔｏ               ｄｅｔｅｒｍｉｎｅ               ｗｈａｔ               ｃｏｕｒｓｅ               ｏｆ               ａｃｔｉｏｎ               ｉｓ               ａｐｐｒｏｐｒｉａｔｅ.

Ｔｈｅｒｅ               ａｒｅ               ｓｅｖｅｒａｌ               ｉｎｆｌｕｅｎｃｅｓ               ｔｏ               ｃｏｎｓｉｄｅｒ               ｂｅｆｏｒｅ               ｍａｋｉｎｇ               ａ               ｄｅｃｉｓｉｏｎ.

Ｔｈｅ               ｆｉｒｓｔ               ｉｓ               ｗｈｅｔｈｅｒ               ｔｈｅ               ｍａｎａｇｅｒ               ａｎｄ               ｔｈｅ               ｅｍｐｌｏｙｅｅｓ               ｉｎｖｏｌｖｅｄ               ｉｎ               ｔｈｅ               ｃｏｎｆｌｉｃｔ               ａｒｅ               ｏｆ               ｔｈｅ               ｓａｍｅ               ｓｏｃｉａｌ               ｉｄｅｎｔｉｔｙ               ｇｒｏｕｐｓ.

Ｔｈｅ               ｓｅｃｏｎｄ               ａｓｐｅｃｔ               ｉｓ               ｗｈｅｔｈｅｒ               ｔｈｅ               ｅｍｐｌｏｙｅｅｓ               ｒｅｐｒｅｓｅｎｔ               ｔｈｅ               ｍｉｎｏｒｉｔｙ               ｏｒ               ｄｏｍｉｎａｎｔ               ｇｒｏｕｐ               ｏｆ               ｔｈｅ               ｗｏｒｋｐｌａｃｅ.

Ｌａｓｔｌｙ,               ｔｈｅ               ｍａｎａｇｅｒ               ｎｅｅｄｓ               ｔｏ               ｒｅｃｏｇｎｉｚｅ               "ｔｈｅ               ｓｈａｒｅｄ               ｉｎｆｌｕｅｎｃｅ               ｏｆ               ｔｈｅ               ｅｍｂｅｄｄｅｄ-ａｕｔｏｎｏｍｏｕｓ               ｃｕｌｔｕｒａｌ               ｄｉｍｅｎｓｉｏｎｓ               ａｎｄ               ｔｈｅ               ｈｉｅｒａｒｃｈｉｃａｌ-ｅｇａｌｉｔａｒｉａｎ               ｃｕｌｔｕｒａｌ               ｄｉｍｅｎｓｉｏｎｓ"               (Ｄａｌｔｏｎ               ａｎｄ               Ｃｈｒｏｂｏｔ-Ｍａｓｏｎ,               2008:               343).

Ｅｍｐｌｏｙｅｅｓ               ｅｎｔｅｒ               ｔｈｅ               ｗｏｒｋｐｌａｃｅ               ｗｉｔｈ               ｔｈｅｉｒ               ｄｅｍｏｇｒａｐｈｉｃｓ               ｈａｖｉｎｇ               ｔｈｅ               ｍｏｓｔ               ａｆｆｅｃｔ               ｏｎ               ｔｈｅｉｒ               ｉｄｅｎｔｉｔｙ.

"Ｔｈｅ               ｓａｌｉｅｎｃｅ               ｏｆ               ｔｈｉｓ               ｉｄｅｎｔｉｔｙ               ｉｓ               ｍａｉｎｔａｉｎｅｄ               ｂｙ               ｃｏｎｔｅｎｔｉｏｕｓ               ｈｉｓｔｏｒｉｃａｌ               ａｎｄ               ｃｏｎｔｅｍｐｏｒａｒｙ               ｒｅｌａｔｉｏｎｓｈｉｐｓ               ｂｅｔｗｅｅｎ               ｇｒｏｕｐｓ               ｉｎ               ｓｏｃｉｅｔｙ               ａｔ               ｌａｒｇｅ.

Ｉｔ               ｉｓ               ｔｈｅ               ｒｅｓｐｏｎｓｉｂｉｌｉｔｙ               ｏｆ               ｔｈｏｓｅ               ｗｈｏ               ｈｏｌｄ               ｍａｎａｇｅｒｉａｌ               ｒｏｌｅｓ               ｉｎ               ｏｒｇａｎｉｚａｔｉｏｎｓ               ｔｏ               ｋｅｅｐ               ｔｈｉｓ               ｃｏｎｆｌｉｃｔ               ｆｒｏｍ               ｅｒｕｐｔｉｎｇ               ｉｎ               ｔｈｅ               ｗｏｒｋｐｌａｃｅ"               (Ｄａｌｔｏｎ               ａｎｄ               Ｃｈｒｏｂｏｔ-Ｍａｓｏｎ,               2008:               352).

Ｈｏｗｅｖｅｒ,               ｉｆ               ｔｈｅｒｅ               ｉｓ               ａ               ｄｉｆｆｅｒｅｎｃｅ               ｏｎ               ｓａｌｉｅｎｔ               ａｓｐｅｃｔｓ               ｏｆ               ｓｏｃｉａｌ               ｉｄｅｎｔｉｔｙ,               ｍａｎａｇｅｍｅｎｔ               ｍａｙ               ｆｉｎｄ               ｉｔ               ｍｏｒｅ               ｃｏｍｐｌｉｃａｔｅｄ               ｔｏ               ｒｅｓｏｌｖｅ               ｔｈｅ               ｃｏｎｆｌｉｃｔ.
               Ｉｔ               ｉｓ               ａｒｇｕｅｄ               ｔｈａｔ               ｃｕｌｔｕｒａｌ               ｖａｌｕｅｓ               ｍｕｓｔ               ｂｅ               ｔａｋｅｎ               ｉｎｔｏ               ｃｏｎｔｅｘｔ               ｗｈｅｎ               ｄｅｔｅｒｍｉｎｉｎｇ               ｔｈｅ               ｉｎｆｌｕｅｎｃｅ               ｏｆ               ｔｈｅ               ｄｉｆｆｅｒｅｎｃｅｓ               ｂｅｔｗｅｅｎ               ｔｈｅ               ｍａｎａｇｅｒ               ａｎｄ               ｅｍｐｌｏｙｅｅ.

Ｃｕｌｔｕｒｅｓ               ｗｈｉｃｈ               ｄｅｍｏｎｓｔｒａｔｅ               ａｎ               ｉｍｐｏｒｔａｎｃｅ               ｏｎ               ｉｎｄｉｖｉｄｕａｌ               ｉｎｓｔｅａｄ               ｏｆ               ｃｏｌｌｅｃｔｉｖｅ               ａｃｈｉｅｖｅｍｅｎｔ               ｗｉｌｌ               ｒｅｌｙ               ｏｎ               'ｓｅｎｓｅ               ｍａｋｉｎｇ               ｏｆ               ｃｈａｏｓ'               ａｓ               ｔｈｅ               ｉｎｔｅｒｐｒｅｔｉｖｅ               ｓｃｈｅｍｅ,               ｍｅａｎｉｎｇ               ｔｈａｔ               ａ               ｔｈｒｅａｔ               ｔｏ               ｐｅｒｓｏｎａｌ               ｇｏａｌ               ａｔｔａｉｎｍｅｎｔ               ｗｉｌｌ               ｃａｕｓｅ               ｄｉｓｒｕｐｔｉｏｎ.

Ｏｎ               ｔｈｅ               ｏｔｈｅｒ               ｈａｎｄ,               ｃｕｌｔｕｒｅｓ               ｗｈｏ               ｅｘｈｉｂｉｔ               ｓｔｒｏｎｇ               ｃｏｌｌｅｃｔｉｖｅｎｅｓｓ               ｏｖｅｒ               ｉｎｄｉｖｉｄｕａｌｉｔｙ               ｒｅｌｙ               ｏｎ               'ｓｅｎｓｅ               ｍａｋｉｎｇ               ｉｎ               ｃｈａｏｓ'               ａｓ               ｔｈｅ               ｄｏｍｉｎａｎｔ               ｉｎｔｅｒｐｒｅｔｉｖｅ               ｓｃｈｅｍｅ,               ｍｅａｎｉｎｇ               ｔｈｅｓｅ               ｇｒｏｕｐｓ               ｗｉｌｌ               ｒｅｌｙ               ｏｎ               ｍａｉｎｔａｉｎｉｎｇ               ａｌｉｇｎｍｅｎｔ               ｂｅｔｗｅｅｎ               ｉｎｄｉｖｉｄｕａｌｓ               ａｎｄ               ｔｈｅ               ｇｒｏｕｐ.

Ｂａｌａｎｃｉｎｇ               ｔｈｅ               ｔｗｏ               ｉｎ               ａ               ｃｏｎｇｒｕｅｎｔ               ｍａｎｎｅｒ               ｉｓ               ｃｒｕｃｉａｌ               (Ｄａｓ               ａｎｄ               Ｋｕｍａｒ,               2010:               23).

"Ｔｈｅ               ｐｅｒｍｅａｂｉｌｉｔｙ               ｏｆ               ｇｒｏｕｐ               ｂｏｕｎｄａｒｉｅｓ,               ｔｈｅ               ｓｔｒｅｎｇｔｈ               ｏｆ               ｇｒｏｕｐ               ａｔｔａｃｈｍｅｎｔ,               ａｎｄ               ｔｈｅ               ｐｅｒｃｅｉｖｅｄ               ｌｅｇｉｔｉｍａｃｙ               ｏｆ               ｒｏｌｅ               ｒｅｌａｔｉｏｎｓｈｉｐｓ               ｂｅｔｗｅｅｎ               ｄｏｍｉｎａｎｔ               ａｎｄ               ｎｏｎ-ｄｏｍｉｎａｎｔ               ｇｒｏｕｐ               ｍｅｍｂｅｒｓ               ｗｉｌｌ               ａｌｌ               ｃｏｎｔｒｉｂｕｔｅ               ｔｏ               ｔｈｅ               ｃｈｏｉｃｅｓ               ａｖａｉｌａｂｌｅ               ｔｏ               ａ               ｍａｎａｇｅｒ               ａｎｄ               ｔｈｅ               ｐｒｏｂａｂｉｌｉｔｙ               ｏｆ               ｈｉｓ               ｏｒ               ｈｅｒ               ｓｕｃｃｅｓｓ               ｉｎ               ｒｅｄｕｃｉｎｇ               ｓｏｃｉａｌ               ｇｒｏｕｐ               ｃｏｎｆｌｉｃｔ               ｉｎ               ｔｈｅ               ｗｏｒｋｐｌａｃｅ"               (Ｄａｌｔｏｎ               ａｎｄ               Ｃｈｒｏｂｏｔ-Ｍａｓｏｎ,               2008:               352).
               Ｔｈｅ               ｉｎｄｉｖｉｄｕａｌｉｓｔｉｃ               ｖｓ.

ｃｏｌｌｅｃｔｉｖｅ               ｓｏｃｉｅｔｙ               ｅｘｈｉｂｉｔｓ               ａ               ｇｒｅａｔ               ｄｅａｌ               ｏｆ               ｓｏｃｉａｌ               ｄｉｆｆｅｒｅｎｃｅｓ               ａｍｏｎｇ               ｅｍｐｌｏｙｅｅｓ.

Ａｓ               Ａｍｅｒｉｃａｎｓ               ｓｅｐａｒａｔｅ               ｔｈｅｍｓｅｌｖｅｓ               ｗｉｔｈ               ｓｉｌｅｎｃｅ               ａｎｄ               ｉｎｃｒｅａｓｅｄ               ｐｅｒｓｏｎａｌ               ｓｐａｃｅ               (Ｄｏｎｇ               ａｎｄ               Ｌｉｕ,               2010:               223),               ｃｏｌｌｅｃｔｉｖｉｓｔ               ｃｏｕｎｔｉｅｓ               ｓｕｃｈ               ａｓ               Ｃｈｉｎａ               ａｎｄ               Ｎｉｇｅｒｉａ               ｅｍｐｈａｓｉｚｅ               ａ               ｃｏｎｃｅｒｎ               ｆｏｒ               ｔｈｅ               ｒｅｌａｔｉｏｎｓｈｉｐｓ.

Ｆｏｒ               ｉｎｓｔａｎｃｅ               "Ｃａｎａｄｉａｎｓ               (ａｎ               ｉｎｄｉｖｉｄｕａｌｉｓｔｉｃ               ｃｕｌｔｕｒｅ)               ｐｒｅｆｅｒｒｅｄ               ｈａｒｍｏｎｙ-ｅｎｈａｎｃｉｎｇ               ｓｔｙｌｅｓ               ｏｆ               ｒｅｓｏｌｖｉｎｇ               ｃｏｎｆｌｉｃｔ,               ａｌｔｈｏｕｇｈ               Ｎｉｇｅｒｉａｎｓ               (ａ               ｃｏｌｌｅｃｔｉｖｉｓｔｉｃ               ｃｕｌｔｕｒｅ)               ｈａｄ               ａｎ               ｅｑｕａｌ               ｐｒｅｆｅｒｅｎｃｅ               ｆｏｒ               ｂｏｔｈ               ｈａｒｍｏｎｙ-ｅｎｈａｎｃｉｎｇ               ａｎｄ               ｃｏｍｐｅｔｉｔｉｖｅ               ｓｔｙｌｅｓ...[ａｎｄ]               ｉｔ               ｉｓ               ｗｉｄｅｌｙ               ａｃｃｅｐｔｅｄ               ｔｈａｔ               Ａｓｉａｎ               ｆｏｒｍｓ               ｏｆ               ｃｏｌｌｅｃｔｉｖｉｓｍ               ｐｌａｃｅ               ｐｒｅｓｓｕｒｅ               ｏｎ               ｉｎｄｉｖｉｄｕａｌｓ               ｔｏ               ａｖｏｉｄ               ｄｉｓａｇｒｅｅｍｅｎｔｓ               ｏｆ               ａｎｙ               ｋｉｎｄ"               (Ｇａｂｒｉｅｌｉｄｉｓ,               Ｓｔｅｐｈａｎ,               Ｙｂａｒｒａ,               Ｄｏｓ               Ｓａｎｔｏｓ,               ａｎｄ               Ｖｉｌｌａｒｅａｌ,               1997:               661).

"Ｔｈｅ               Ｊａｐａｎｅｓｅ               ｒｅｐｒｅｓｅｎｔ               ａ               ｇｒｅａｔ               ｅｘａｍｐｌｅ               ｏｆ               Ａｓｉａｎ               ｃｏｌｌｅｃｔｉｖｅ               ｃｕｌｔｕｒｅ               ｂｙ               ｍａｎａｇｉｎｇ               ｃｏｎｆｌｉｃｔ               ｔｈｒｏｕｇｈ               ａｖｏｉｄａｎｃｅ               ｏｒ               ａｃｃｏｍｍｏｄａｔｉｏｎ;               ｔｈｅｙ               ｕｓｅ               ｃｏｌｌａｂｏｒａｔｉｏｎ               ｉｎｆｒｅｑｕｅｎｔｌｙ               ｂｅｃａｕｓｅ               ｃｏｌｌａｂｏｒａｔｉｏｎ               ｏｆｔｅｎ               ｒｅｑｕｉｒｅｓ               ｔｈｅ               ｅｘｐｒｅｓｓｉｏｎ               ｏｆ               ｄｉｆｆｅｒｅｎｔ               ｖｉｅｗｓ"               (Ｇａｂｒｉｅｌｉｄｉｓ,               ｅｔ.ａｌ,               1997:               661).

Ｉｎ               ｏｒｄｅｒ               ｔｏ               ｂｅ               ｅｆｆｅｃｔｉｖｅ               ｉｎ               ａ               ｃｒｏｓｓ               ｃｕｌｔｕｒａｌ               ｗｏｒｋ               ｔｅａｍ,               ｔｈｅ               ｋｅｙ               ｉｓ               ｔｏ               ｐａｙ               ａｔｔｅｎｔｉｏｎ               ｔｏ               ｃｏｎｔｅｘｔ               ａｎｄ               ｓｔａｙ               ｓｕｂｊｅｃｔｉｖｅ               (Ｄｏｎｇ               ａｎｄ               Ｌｉｕ,               2010:               223).

Ｔｈｅｓｅ               ｔｗｏ               ｄｅｔａｉｌｓ               ａｒｅ               ｉｍｐｏｒｔａｎｔ               ｉｎ               ｐｒｅｖｅｎｔｉｎｇ               ｃｏｎｆｌｉｃｔ               ａｍｏｎｇ               ｃｒｏｓｓ               ｃｕｌｔｕｒａｌ               ｄｉｆｆｅｒｅｎｃｅｓ.

Ｈｏｗｅｖｅｒ,               ｃｏｎｆｌｉｃｔ               ｉｓ               ｎｏｔ               ｃｏｍｐｌｅｔｅｌｙ               ｐｒｅｖｅｎｔａｂｌｅ,               ｉｔ               ｗｉｌｌ               ａｌｗａｙｓ               ｂｅ               ａ               ｐａｒｔ               ｏｆ               ｌｉｆｅ,               ａｎｄ               ａｎ               ｉｍｐｏｒｔａｎｔ               ｉｓｓｕｅ               ｔｏ               ａｄｄｒｅｓｓ               ｉｓ               ｍａｎａｇｅｍｅｎｔ               ｔｒａｉｎｉｎｇ               ｉｎ               ｃｒｏｓｓ               ｃｕｌｔｕｒａｌ               ｃｏｎｆｌｉｃｔ,               ｉｎ               ｏｒｄｅｒ               ｔｏ               ｓｕｃｃｅｓｓｆｕｌｌｙ               ａｄｄｒｅｓｓ               ｔｈｅｓｅ               ｄｉｆｆｅｒｅｎｃｅｓ.
               Ｃｏｍｐｅｔｅｎｃｙ               ｉｎ               ｃｒｏｓｓ               ｃｕｌｔｕｒａｌ               ｍａｎａｇｅｍｅｎｔ               ｉｓ               ａ               ｓｋｉｌｌ               ｔｈａｔ               ｃｏｍｐａｎｉｅｓ               ａｒｅ               ｂｅｇｉｎｎｉｎｇ               ｔｏ               ｒｅｃｏｇｎｉｚｅ.

Ｌｕｃｉｅ               Ｈｏｕｄｅ,               ｄｅｖｅｌｏｐｍｅｎｔ               ｍａｎａｇｅｒ               ａｔ               Ａｒｃｈｅｔｙｐｅｓ-Ｉｎｔｅｒ.

"ｉｓ               ａ               ｆｉｒｍ               ｔｈａｔ               ｓｐｅｃｉａｌｉｚｅｓ               ｉｎ               ｃｒｏｓｓ-ｃｕｌｔｕｒａｌ               ｌｅｃｔｕｒｅｓ,               ｔｒａｉｎｉｎｇ               ａｎｄ               ｃｏｍｍｕｎｉｃａｔｉｏｎｓ               ｓｅｒｖｉｃｅｓ               ｆｏｒ               ｃｏｍｐａｎｉｅｓ               ａｎｄ               ｏｒｇａｎｉｚａｔｉｏｎｓ               ｔｈａｔ               ｍａｎａｇｅ               ｐｅｏｐｌｅ               ｏｒ               ａ               ｃｌｉｅｎｔｅｌｅ               ｆｒｏｍ               ａ               ｖａｒｉｅｔｙ               ｏｆ               ｃｕｌｔｕｒａｌ               ｇｒｏｕｐｓ.

'Ｍａｎａｇｅｒｓ               ａｒｅ               ｎｏｔ               ｎｅｃｅｓｓａｒｉｌｙ               ｃｏｇｎｉｚａｎｔ               ｏｆ               ｔｈｅ               ｉｍｐｏｒｔａｎｃｅ               ｏｆ               ｔｈｉｓ               ｐｈｅｎｏｍｅｎｏｎ               ａｎｄ               ｔｈｅ               ｒｅｐｅｒｃｕｓｓｉｏｎｓ               ｉｔ               ｍａｙ               ｈａｖｅ               ｗｉｔｈｉｎ               ｃｏｍｐａｎｉｅｓ,'               ｍａｉｎｔａｉｎｓ               Ｈｏｕｄｅ,               ｓｔｒｅｓｓｉｎｇ               ｔｈａｔ               ｉｔ               ｉｓ               ｉｍｐｏｒｔａｎｔ               ｔｏ               ｔａｋｅ               ｔｈｉｓ               ｉｓｓｕｅ               ｉｎｔｏ               ｃｏｎｓｉｄｅｒａｔｉｏｎ"               (Ｄｅｍｅｒｓ,               2002:               28).

Ｐｅｒｓｏｎｎｅｌ               ｗｈｏ               ａｒｅ               ｃｏｍｐｅｔｅｎｔ               ｉｎ               ｃｒｏｓｓ-ｃｕｌｔｕｒａｌ               ｍａｎａｇｅｍｅｎｔ               ｈａｖｅ               ｒｅｃｅｎｔｌｙ               ｒｅｃｅｉｖｅｄ               ａ               ｌｏｔ               ｏｆ               ａｔｔｅｎｔｉｏｎ               ｂｙ               ｔｈｅ               Ｃｈｉｎｅｓｅ               ｇｏｖｅｒｎｍｅｎｔ               ａｎｄ               ａｒｅ               ｌｉｓｔｅｄ               ａｍｏｎｇ               ｔｈｅ               ｍｏｓｔ               ｉｍｐｏｒｔａｎｔ               ｓｋｉｌｌ               ａｒｅａｓ               ｉｎ               ｔｈｅ               ｎｅｘｔ               ｔｅｎ               ｙｅａｒｓ.

Ｃｈｉｎａ'ｓ               ｃｅｎｔｒａｌ               ｇｏｖｅｒｎｍｅｎｔ               ｈａｓ               ｄｅｃｉｄｅｄ               ｔｏ               ｐｒｏｖｉｄｅ               ｍｏｒｅ               ｓｕｐｐｏｒｔ               ｔｏ               ｔｈｅ               ｅｎｔｅｒｐｒｉｓｅｓ               ｎｅｅｄｅｄ               ｔｏ               ｏｂｔａｉｎ               ｃｅｒｔａｉｎ               ｔａｌｅｎｔｓ               ａｎｄ,               ｔｈｅｒｅｆｏｒｅ,               ｍａｎｙ               ｐｕｂｌｉｃ               ｐｏｌｉｃｉｅｓ               ｈａｖｅ               ｂｅｅｎ               ｓｅｔ               ｒｅｇａｒｄｉｎｇ               ｄｉｓｃｏｖｅｒｉｎｇ,               ｍｏｔｉｖａｔｉｎｇ               ａｎｄ               ｄｅｖｅｌｏｐｉｎｇ               ｓｋｉｌｌｓ               ｉｎ               ｔｈｅ               ａｒｅａ               ｏｆ               ｃｒｏｓｓ-ｃｕｌｔｕｒａｌ               ｍａｎａｇｅｍｅｎｔ"               (Ｄｏｎｇ               ａｎｄ               Ｌｉｕ,               2010:               223).
               Ａｐｐｒｅｃｉａｔｉｎｇ               ｉｎｓｔｅａｄ               ｏｆ               ｒｅｊｅｃｔｉｎｇ               ｃｕｌｔｕｒａｌ               ｄｉｆｆｅｒｅｎｃｅｓ               ｗｉｔｈｉｎ               ｔｈｅ               ｗｏｒｋｐｌａｃｅ               ｗｉｌｌ               ｂｒｉｎｇ               ｓｕｃｃｅｓｓ               ａｎｄ               ｅｍｐｌｏｙｅｅ               ｓａｔｉｓｆａｃｔｉｏｎ.

Ｗｈｉｌｅ               ｂｅｎｅｆｉｔｓ               ｗｉｌｌ               ｒｅｓｕｌｔ               ａｓ               ａ               ｆｉｒｍ               ｉｎｃｒｅａｓｅｓ               ｔｈｅ               ｄｉｖｅｒｓｉｔｙ               ｏｆ               ｉｔｓ               ｗｏｒｋｆｏｒｃｅ,               ｑｕｉｔｅ               ｐｏｓｓｉｂｌｙ               ｍｉｓｕｎｄｅｒｓｔａｎｄｉｎｇｓ               ｍａｙ               ａｌｓｏ               ｄｅｖｅｌｏｐ               ａｓ               ａ               ｒｅｓｕｌｔ               ｏｆ               ｄｉｆｆｅｒｅｎｔ               ｃｕｌｔｕｒａｌ               ｎｏｒｍｓ               ａｓ               ｍｏｒｅ               ｃｕｌｔｕｒｅｓ               ａｒｅ               ｒｅｐｒｅｓｅｎｔｅｄ               ｗｉｔｈｉｎ               ｔｈｅ               ｗｏｒｋｆｏｒｃｅ.

Ｔｈｅｒｅｆｏｒｅ               ｉｔ               ｉｓ               ｉｍｐｅｒａｔｉｖｅ               ｔｈａｔ               ａ               ｍａｎａｇｅｒ               ｒｅｓｐｅｃｔ               ｔｈｅ               ｒｉｇｈｔ               ｏｆ               ｅｍｐｌｏｙｅｅｓ               ｔｏ               ｈａｖｅ               ｄｉｆｆｅｒｅｎｔ               ｐｏｉｎｔｓ               ｏｆ               ｖｉｅｗ               ａｎｄ               ｔｏ               ｅｘｈｉｂｉｔ               ｔｈｉｓ               ｒｅｓｐｅｃｔ"               (Ｄａｒｌｉｎｇ               ａｎｄ               Ｆｏｇｌａｓｓｉｏ,               1999:               383).

Ｉｔ               ｉｓ               ａｌｓｏ               ｓｉｇｎｉｆｉｃａｎｔ               ｆｏｒ               ｍａｎａｇｅｍｅｎｔ               ｔｏ               ｆｅｅｌ               ｃｏｍｆｏｒｔａｂｌｅ               ｄｅａｌｉｎｇ               ｗｉｔｈ               ｃｕｌｔｕｒａｌ               ｄｉｆｆｅｒｅｎｃｅｓ               ａｓ               ｗｅｌｌ.

Ｉｎｄｉｖｉｄｕａｌｓ               ｅｘｈｉｂｉｔ               ｆｅａｒ               ｏｆ               ｔｈｅ               ｕｎｋｎｏｗｎ,               ｓｏ               ａｎ               ｅｍｐｌｏｙｅｅ               ｏｆ               ａｎ               ｕｎｆａｍｉｌｉａｒ               ｂａｃｋｇｒｏｕｎｄ               ｍａｙ               ｃａｕｓｅ               ａｐｐｒｅｈｅｎｓｉｏｎ               ｉｎ               ｔｈｅ               ｍａｎａｇｅｒ               ｔｏ               ｅｆｆｅｃｔｉｖｅｌｙ               ｄｅａｌ               ｗｉｔｈ               ｔｈｅ               ｃｏｎｆｌｉｃｔ.

Ｃｏｍｐａｎｉｅｓ               ｓｈｏｕｌｄ               ａｔｔｅｍｐｔ               ｔｏ               ｓｅｌｅｃｔ               ｍａｎａｇｅｒｓ               ｗｉｔｈ               ｓｔｒｏｎｇ               ｅｍｏｔｉｏｎａｌ               ｉｎｔｅｌｌｅｃｔ               ａｎｄ               ｐｒｏｖｉｄｅ               ｃｕｌｔｕｒａｌ               ｔｒａｉｎｉｎｇ               "ｔｈａｔ               ｃｏｎｓｉｓｔｓ               ｎｏｔ               ｏｎｌｙ               ｏｆ               ｃｕｌｔｕｒａｌ               ｆａｃｔｓ               ｂｕｔ               ａｌｓｏ               ｉｎｔｅｒｐｅｒｓｏｎａｌ               ｓｋｉｌｌｓ               ｓｕｃｈ               ａｓ               ａｃｔｉｖｅ               ｌｉｓｔｅｎｉｎｇ,               ｃｏｎｆｌｉｃｔ               ｍａｎａｇｅｍｅｎｔ,               ａｎｄ               ｅｔｈｉｃａｌ               ｒｅａｓｏｎｉｎｇ,               [ａｎｄ]               ｕｔｉｌｉｚｉｎｇ               ｓｅｎｓｉｔｉｖｉｔｙ               ｔｒａｉｎｉｎｇ               ｔｅｃｈｎｉｑｕｅｓ               ｔｏ               ｂｅｔｔｅｒ               ｐｒｅｐａｒｅ               ｍａｎａｇｅｒｓ               ｆｏｒ               ｎｅｗ               ｓｉｔｕａｔｉｏｎｓ"               (Ｊａｓｓａｗａｌｌａ,               Ｔｒｕｇｌｉａ,               ａｎｄ               Ｇａｒｖｅｙ,               2004:               837).

Ｉｎｄｉｖｉｄｕａｌｓ               ｅｘｈｉｂｉｔ               ｄｉｆｆｅｒｅｎｔ               ｔｙｐｅｓ               ｏｆ               ｃｏｎｆｌｉｃｔ               ｒｅｓｏｌｕｔｉｏｎ               ｓｔｙｌｅｓ;               ｔｈｅｓｅ               ｉｎｃｌｕｄｅ               ａｖｏｉｄａｎｃｅ,               ｃｏｍｐｒｏｍｉｓｅ,               ａｃｃｏｍｍｏｄａｔｉｏｎ,               ｃｏｍｐｅｔｉｔｉｏｎ               ａｎｄ               ｃｏｌｌａｂｏｒａｔｉｏｎ.

Ｍａｎａｇｅｒｓ               ｓｈｏｕｌｄ               ｌｅａｒｎ               ｗｈｉｃｈ               ｓｔｙｌｅ               ｉｓ               ｍｏｓｔ               ｎａｔｕｒａｌ               ｔｏ               ｔｈｅｍ               ａｎｄ               ｔｈｅｎ               ｓｔｕｄｙ               ｔｈｅ               ｓｔｒｅｎｇｔｈｓ               ａｎｄ               ｗｅａｋｎｅｓｓｅｓ               ｏｆ               ｔｈａｔ               ｓｔｙｌｅ.
               Ａｓｉｄｅ               ｆｒｏｍ               ｔｈｅ               ｓｔｙｌｅ               ｏｆ               ｃｏｎｆｌｉｃｔ               ｒｅｓｏｌｕｔｉｏｎ               ａ               ｍａｎａｇｅｒ               ｐｏｓｓｅｓｓｅｓ,               ｔｈｅｒｅ               ａｒｅ               ｔｈｒｅｅ               ｍｅｔｈｏｄｓ               ｏｆ               ｃｏｎｆｌｉｃｔ               ｒｅｓｏｌｕｔｉｏｎｓ,               ｌｏｓｅ-ｌｏｓｅ,               ｗｉｎ-ｌｏｓｅ,               ｏｒ               ｗｉｎ-ｗｉｎ(Ｃｏｖｅｙ,               1989:               209;               Ｄａｒｌｉｎｇ               ａｎｄ               Ｆｏｇｌｉａｓｓｏ,               1999:               385).

Ｗｈｅｎ               ｅｘａｍｉｎｉｎｇ               ｔｈｅ               ｍｅｔｈｏｄｓ               ｏｆ               ｃｏｎｆｌｉｃｔ,               ｍａｎａｇｅｍｅｎｔ               ｓｈｏｕｌｄ               ｅｍｐｈａｓｉｚｅ               ｔｈｅ               ｍｕｔｕａｌ               ｉｎｓｔｅａｄ               ｏｆ               ｐｅｒｓｏｎａｌ               ｐｏｉｎｔ               ｏｆ               ｖｉｅｗ,               ｗｈｉｃｈ               ｗｉｌｌ               ｒｅｓｕｌｔ               ｉｎ               ａ               ｗｉｎ-ｗｉｎ               ｒｅｓｏｌｕｔｉｏｎ.

"Ｉｎ               ｔｈｅｓｅ               ｍｅｔｈｏｄｓ               ｔｈｅ               ｅｍｐｈａｓｉｓ               ｉｓ               ｏｎ               ａｔｔａｉｎｉｎｇ               ａ               ｓｏｌｕｔｉｏｎ,               ｒａｔｈｅｒ               ｔｈａｎ               ｏｎ               ｄｅｆｉｎｉｎｇ               ｔｈｅ               ｇｏａｌｓ,               ｖａｌｕｅｓ               ｏｒ               ｍｏｔｉｖｅｓ.

Ｔｈｉｓ               ｒｅｓｕｌｔｓ               ｉｎ               ｃｏｎｆｌｉｃｔｓ               ｔｈａｔ               ａｒｅ               ｐｅｒｓｏｎａｌｉｚｅｄ               ｒａｔｈｅｒ               ｔｈａｎ               ｄｅｐｅｒｓｏｎａｌｉｚｅｄ.

Ａ               ｄｅｐｅｒｓｏｎａｌｉｚｅｄ               ｃｏｎｆｌｉｃｔ               ｒｅｓｕｌｔｓ               ｉｎ               ａｎ               ｏｂｊｅｃｔｉｖｅ               ｆｏｃｕｓ               ａｎｄ               ｏｎ               ｆａｃｔｓ               ａｎｄ               ｉｓｓｕｅｓ"               (Ｄａｒｌｉｎｇ               ａｎｄ               Ｆｏｇｌｉａｓｓｏ,               1999:               385).

Ｗｉｎ-ｗｉｎ               ｓｏｌｕｔｉｏｎｓ               ａｒｅ               ａｌｗａｙｓ               ｔｈｅ               ｐｒｅｆｅｒｒｅｄ               ｃｈｏｉｃｅ               ｏｆ               ｈａｎｄｌｉｎｇ               ｃｏｎｆｌｉｃｔ,               ｗｈｉｌｅ               ｗｉｎ-ｌｏｓｅ               ａｎｄ               ｌｏｓｅ-ｌｏｓｅ               ａｒｅ               ｓｅｃｏｎｄ               ｃｈｏｉｃｅｓ.

Ｌｏｓｅ-ｌｏｓｅ               ｔｅｃｈｎｉｑｕｅｓ               ｗｉｌｌ               ｅｎｄ               ｕｐ               ｌｅａｖｉｎｇ               ｂｏｔｈ               ｉｎｄｉｖｉｄｕａｌｓ               ｄｉｓａｐｐｏｉｎｔｅｄ               ａｎｄ               ｆｒｕｓｔｒａｔｅｄ.

Ｃｏｍｐｒｏｍｉｓｉｎｇ               ｉｓ               ｓｏｍｅｔｉｍｅｓ               ｃｏｎｓｉｄｅｒｉｎｇ               ａ               ｌｏｓｅ-ｌｏｓｅ               ｍｅｔｈｏｄ               ｂｅｃａｕｓｅ               ｂｏｔｈ               ｉｎｄｉｖｉｄｕａｌｓ               ｅｎｄ               ｕｐ               ｌｏｓｉｎｇ               ｐａｒｔ               ｏｆ               ｗｈａｔ               ｔｈｅｙ               ｗｅｒｅ               ｆｉｇｈｔｉｎｇ               ｆｏｒ.

Ａ               ｗｉｎ-ｌｏｓｅ               ｓｏｌｕｔｉｏｎ               ｏｎｌｙ               ｓａｔｉｓｆｉｅｓ               ｏｎｅ               ｉｎｄｉｖｉｄｕａｌ,               ｕｓｕａｌｌｙ               ｔｈｅ               ｍａｎａｇｅｒ               ａｎｄ               ｌｅａｖｅｓ               ｔｈｅ               ｅｍｐｌｏｙｅｅ               ｆｅｅｌｉｎｇ               ｓｈｏｒｔｅｄ.

Ａｎ               ｅｘａｍｐｌｅ               ｏｆ               ａ               ｗｉｎ-ｌｏｓｅ               "ｓｉｔｕａｔｉｏｎ               ｗｏｕｌｄ               ｂｅ               ｍａｎａｇｅｍｅｎｔ'ｓ               ｆａｉｌｕｒｅ               ｔｏ               ｆｏｌｌｏｗ               ｓｔａｆｆ'ｓ               ｓｕｇｇｅｓｔｉｏｎｓ               ｆｏｒ               ｃｈａｎｇｅ"               (Ｄａｒｌｉｎｇ               ａｎｄ               Ｆｏｇｌｉａｓｓｏ,               1999:               385).

Ｉｎ               ｔｈｉｓ               ｃａｓｅ               ｉｔ               ｍａｙ               ｂｅ               ａｎ               ｅｍｐｌｏｙｅｅ               ｆｒｏｍ               ａ               ｄｉｆｆｅｒｅｎｔ               ｅｔｈｎｉｃｉｔｙ               ｒｅｑｕｅｓｔｉｎｇ               ａ               ｃｈａｎｇｅ               ｒｅｌａｔｅｄ               ｔｏ               ｈｉｓ               ｂｅｌｉｅｆｓ               ｏｒ               ｃｕｌｔｕｒｅ               ａｎｄ               ｔｈｅ               ｍａｎａｇｅｒ               ｉｇｎｏｒｅｓ               ｔｈｅ               ｒｅｑｕｅｓｔ.

Ｈｏｗｅｖｅｒ,               ｂｅｃａｕｓｅ               ｗｅ               ａｒｅ               ｆｏｃｕｓｉｎｇ               ｏｎ               ｃｏｎｆｌｉｃｔ               ｒｅｓｏｌｕｔｉｏｎ,               ｗｅ               ｗｉｌｌ               ｃｏｎｃｅｎｔｒａｔｅ               ｏｎ               ｗｉｎ-ｗｉｎ               ｔｅｃｈｎｉｑｕｅｓ.

Ａ               ｗｉｎ-ｗｉｎ               ｍｅｔｈｏｄ               ｗｉｌｌ               ｆｏｃｕｓ               ｏｎ               ｉｓｓｕｅｓ               ａｎｄ               ｓｉｔｕａｔｉｏｎｓ               ｗｈｉｃｈ               ａｒｅ               ｅｓｐｅｃｉａｌｌｙ               ｓｉｇｎｉｆｉｃａｎｔ               ｗｈｅｎ               ｄｅａｌｉｎｇ               ｗｉｔｈ               ｔｈｅ               ｄｅｌｉｃａｃｙ               ｏｆ               ａｎ               ｉｎｄｉｖｉｄｕａｌ               ｏｆ               ａ               ｄｉｆｆｅｒｅｎｔ               ｂａｃｋｇｒｏｕｎｄ.

Ｉｎ               ｏｒｄｅｒ               ｔｏ               ｐｒａｃｔｉｃｅ               ｔｈｅ               ｗｉｎ-ｗｉｎ               ｍｅｔｈｏｄ,               ｏｎｅ               ｍｕｓｔ               ｆｏｃｕｓ               ｏｎ               ｐｒｏｂｌｅｍ               ｓｏｌｖｉｎｇ               ａｎｄ               ｃｏｍｍｏｎ               ｇｏａｌｓ               ｉｎｓｔｅａｄ               ｏｆ               ｔｈｅ               ｅｍｐｌｏｙｅｅ'ｓ               ｄｉｆｆｅｒｅｎｃｅｓ.

Ｔｈｅ               ｍａｎａｇｅｒ               ｍｕｓｔ               ｆｉｒｓｔ               ｉｄｅｎｔｉｆｙ               ｔｈｅ               ｃｏｎｆｌｉｃｔ,               ｆｉｎｄ               ｔｈｅ               ｃｏｍｍｏｎ               ｇｏａｌ,               "ｇｒｅａｔｅｒ               ｔｈａｎ               ｔｈｅ               ｉｎｄｉｖｉｄｕａｌ               ｇｏａｌｓ               ｏｆ               ｔｈｅ               ｃｏｎｆｌｉｃｔｉｎｇ               ｅｎｔｉｔｉｅｓ"               (Ｎｅｌｓｏｎ               ａｎｄ               Ｑｕｉｃｋ,               1994:               406),               ａｎｄ               ｔｈｅｎ               ｉｄｅｎｔｉｆｙ               ａ               ｓｕｐｅｒｏｒｄｉｎａｔｅ               ｇｏａｌ               ｔｏ               ｏｖｅｒｃｏｍｅ               ｔｈｅ               ｐｒｏｂｌｅｍ               ａｎｄ               ｕｌｔｉｍａｔｅｌｙ               ｕｎｉｆｙ               ｔｈｅ               ｔｗｏ               ｉｎｄｉｖｉｄｕａｌｓ               (Ｄａｒｌｉｎｇ               ａｎｄ               Ｆｏｇｌｉａｓｓｏ,               1999:               385).
               Ｕｎｉｆｙｉｎｇ               ｄｉｆｆｅｒｅｎｔ               ｅｔｈｎｉｃ               ｉｎｄｉｖｉｄｕａｌｓ               ｉｎ               ａｎ               ｏｒｇａｎｉｚａｔｉｏｎ               ｃａｎ               ｈｅｌｐ               ｐｒｏｄｕｃｅ               ｂｅｔｔｅｒ               ｃｏｎｆｌｉｃｔ               ｒｅｓｏｌｕｔｉｏｎ               ｉｎ               ｔｈｅ               ｆｕｔｕｒｅ.

Ｓｈｏｗｉｎｇ               ｍａｎａｇｅｍｅｎｔ               ａｎｄ               ｅｍｐｌｏｙｅｅｓ               ｈｏｗ               ｔｏ               ｒｅａｃｔ               ｔｏ               ｃｒｏｓｓ               ｃｕｌｔｕｒａｌ               ｃｏｎｆｌｉｃｔ               ｃａｎ               ｂｅ               ａｃｈｉｅｖｅｄ               ｉｎ               ｔｗｏ               ｗａｙｓ,               ｐｒｏｄｕｃｔｉｖｅｌｙ               ｏｒ               ｄｅｓｔｒｕｃｔｉｖｅｌｙ.

Ｗｈｅｎ               ｍｅｍｂｅｒｓ               ｏｆ               ａｎ               ｏｒｇａｎｉｚａｔｉｏｎ               "ｒｅａｃｔ               ｔｏ               ｃｏｎｆｌｉｃｔ               ｐｒｏｄｕｃｔｉｖｅｌｙ               (ｉ.ｅ.

ｌｅａｒｎ               ｆｒｏｍ               ｃｏｎｆｌｉｃｔ               ａｎｄ               ｓｅｔｔｌｅ               ｉｔ               ｑｕｉｃｋｌｙ)               [ｔｈｅｙ]               ｗｉｌｌ               ｍｏｓｔ               ｌｉｋｅｌｙ               ａｃｈｉｅｖｅ               ｈｉｇｈ               ｌｅｖｅｌｓ               ｏｆ               ｏｕｔｃｏｍｅｓ.

Ｏｎ               ｔｈｅ               ｃｏｎｔｒａｒｙ,               [ｏｒｇａｎｉｚａｔｉｏｎｓ]               ｗｈｅｒｅ               ｍｅｍｂｅｒｓ               ｒｅａｃｔ               ｔｏ               ｃｏｎｆｌｉｃｔ               ｄｅｓｔｒｕｃｔｉｖｅｌｙ               (ｉ.ｅ.

ｎｏｔ               ｌｅａｒｎｉｎｇ               ｆｒｏｍ               ｃｏｎｆｌｉｃｔ               ａｎｄ               ａｌｌｏｗｉｎｇ               ｃｏｎｆｌｉｃｔ               ｅｘｐｅｒｉｅｎｃｅｓ               ｔｏ               ｌｉｎｇｅｒ               ｎｅｇａｔｉｖｅｌｙ)               ｗｉｌｌ               ｈａｖｅ               ｐｏｏｒ               ｌｅｖｅｌｓ               ｏｆ               ｏｕｔｃｏｍｅｓ"               (Ａｙｏｋｏ,               2007:               105).

Ａｓｉｄｅ               ｆｒｏｍ               ｐｒｏｄｕｃｔｉｖｅ               ａｎｄ               ｄｅｓｔｒｕｃｔｉｖｅ               ｓｔｙｌｅｓ               ｏｆ               ｃｏｎｆｌｉｃｔ,               ｍａｎａｇｅｍｅｎｔ               ｃａｎ               ｉｎｆｌｕｅｎｃｅ               ｃｏｎｆｌｉｃｔ               ｔｈｒｏｕｇｈ               ｐｈｙｓｉｃａｌ               ａｎｄ               ｓｏｃｉａｌ               ｓｅｔｔｉｎｇｓ.

"Ｆｏｒ               ｉｎｓｔａｎｃｅ,               ｔｈｅ               ｏｕｔｃｏｍｅ               ｏｆ               ａ               ｐａｒｔｉｃｕｌａｒ               ｍｅｅｔｉｎｇ               ｗｉｌｌ               ｂｅ               ａｆｆｅｃｔｅｄ               ｂｙ               ｓｕｃｈ               ｔｈｉｎｇｓ               ａｓ               ｔｈｅ               ｎｅｕｔｒａｌｉｔｙ               ｏｆ               ｔｈｅ               ｍｅｅｔｉｎｇ               ｐｌａｃｅ,               ｉｔｓ               ｆｏｒｍａｌｉｔｙ               ｏｒ               ｉｎｆｏｒｍａｌｉｔｙ,               ｔｉｍｅ               ｄｅｖｏｔｅｄ               ｔｏ               ｔｈｅ               ｄｉｓｃｕｓｓｉｏｎ,               ａｎｄ               ｃｏｍｐｏｓｉｔｉｏｎ               ｏｆ               ｔｈｅ               ｍｅｅｔｉｎｇ.

Ｔｈｅ               ｓｉｔｕａｔｉｏｎａｌ               ｃｏｎｔｅｘｔ               ｃａｎ               ａｆｆｅｃｔ               ｔｈｅ               ｂａｌａｎｃｅ               ｏｆ               ｐｏｗｅｒ"               (Ｄａｒｌｉｎｇ               ａｎｄ               Ｆｏｇｌｉａｓｓｏ,               1999:               385).

Ｔｈｅ               ｎｅｕｔｒａｌｉｔｙ               ｏｆ               ｔｈｅ               ｓｅｔｔｉｎｇ               ｗｉｌｌ               ｈｅｌｐ               ｃｏｍｍｕｎｉｃａｔｉｏｎ               ｔｈｒｏｕｇｈ               ｃｒｏｓｓ               ｃｕｌｔｕｒａｌ               ｅｍｐｌｏｙｅｅｓ.

"Ｄｅｍｏｇｒａｐｈｉｃ               ｄｉｖｅｒｓｉｔｙ               ｉｓ               ｌｉｎｋｅｄ               ｗｉｔｈ               ｉｎｃｒｅａｓｅｄ               ｄｉｆｆｉｃｕｌｔｉｅｓ               ｉｎ               ｃｏｍｍｕｎｉｃａｔｉｏｎ,               ｃｏ-ｏｒｄｉｎａｔｉｏｎ,               ｃｏｎｆｌｉｃｔ               ａｎｄ               ｐｏｏｒ               ｇｒｏｕｐ               ｃｏｎｓｅｑｕｅｎｃｅｓ"               (Ａｙｏｋｏ,               2007:               105).

Ａｙｏｋｏ               ｐｒｏｐｏｓｅｓ               ｔｈａｔ               ｃｏｍｍｕｎｉｃａｔｉｏｎ               ｏｐｅｎｎｅｓｓ               ｗｉｌｌ               ｈａｖｅ               ａｎ               ｉｍｐａｃｔ               ｏｎ               ｔｈｅ               "ｔｙｐｅｓ               ａｎｄ               ｃｏｕｒｓｅ               ｏｆ               ｃｏｎｆｌｉｃｔ               ａｎｄ               ｒｅａｃｔｉｏｎｓ               ｔｏ               ｃｏｎｆｌｉｃｔ               ｓｕｃｈ               ｔｈａｔ               ｃｏｍｍｕｎｉｃａｔｉｏｎ               ｏｐｅｎｎｅｓｓ               ｗｉｌｌ               ｂｅ               ａｓｓｏｃｉａｔｅｄ               ｗｉｔｈ               ｆｅｗｅｒ               ｃｏｎｆｌｉｃｔ               ｅｖｅｎｔｓ               ａｎｄ               ｃｏｍｍｕｎｉｃａｔｉｏｎ               ｏｐｅｎｎｅｓｓ               ｗｉｌｌ               ｂｅ               ａｓｓｏｃｉａｔｅｄ               ｗｉｔｈ               ｐｒｏｄｕｃｔｉｖｅ               ｒｅａｃｔｉｏｎｓ               ｔｏ               ｃｏｎｆｌｉｃｔ"               (105).
               Ａｎｏｔｈｅｒ               ｗａｙ               ｆｏｒ               ｍａｎａｇｅｍｅｎｔ               ｔｏ               ｄｅａｌ               ｗｉｔｈ               ｃｒｏｓｓ               ｃｕｌｔｕｒａｌ               ｃｏｎｆｌｉｃｔ               ｉｓ               ｔｏ               ｅｆｆｅｃｔｉｖｅｌｙ               ｉｎｔｅｒｐｏｓｅ               ｏｎｅｓｅｌｆ               ｉｎｔｏ               ｔｈｅ               ｃｏｎｆｌｉｃｔ.

Ｉｎ               ｄｏｉｎｇ               ｓｏ               ｔｈｅ               ｍａｎａｇｅｒ               ｃａｎ               ｍｅｅｔ               ｗｉｔｈ               ｅａｃｈ               ｅｍｐｌｏｙｅｅ               ｐｒｉｖａｔｅｌｙ               ｔｏ               ｂｅｔｔｅｒ               ｕｎｄｅｒｓｔａｎｄ               ａｎｄ               ａｄｄｒｅｓｓ               ｐａｒｔｉｃｕｌａｒ               ｐｏｉｎｔｓ               ｏｆ               ｖｉｅｗ.

Ｔｈｉｓ               ｍａｙ               ｂｅ               ｍｏｒｅ               ｄｉｆｆｉｃｕｌｔ               ｔｈａｎ               ｉｔ               ｓｏｕｎｄｓ               ｆｏｒ               ｓｏｍｅ               ｍａｎａｇｅｒｓ.

Ｉｎｄｉｖｉｄｕａｌ               ｄｉｆｆｅｒｅｎｃｅｓ               ｍｕｓｔ               ｂｅ               ａｄｄｒｅｓｓｅｄ               ａｍｏｎｇ               ｍａｎａｇｅｒｓ               ｉｎ               ｏｒｄｅｒ               ｔｏ               ｂｕｉｌｄ               ａｎ               ｅｆｆｅｃｔｉｖｅ               ｔｒａｉｎｉｎｇ               ｓｙｓｔｅｍ               ａｎｄ               "ｃａｒｅｆｕｌ               ｔｒａｉｎｉｎｇ               ｎｅｅｄｓ               ａｎａｌｙｓｉｓ               ｓｈｏｕｌｄ               ｂｅ               ｄｏｎｅ               ｔｏ               ｅｎｓｕｒｅ               ｃｌｅａｒ               ｏｂｊｅｃｔｉｖｅ               ａｎｄ               ｃｏｎｔｅｎｔ               ｏｆ               ｔｒａｉｎｉｎｇ"               (Ｄｏｎｇ               ａｎｄ               Ｌｉｕ,               2010:               223).

Ｄａｓ               ａｎｄ               Ｋｕｍａｒ               ｓｕｇｇｅｓｔ               ｔｈａｔ               ｃｒｏｓｓ-ｃｕｌｔｕｒａｌ               ｔｒａｉｎｉｎｇ               ｐｒｏｇｒａｍｓ               ｗｈｉｃｈ               ｐｒｏｄｕｃｅ               ａｎ               ａｐｐｒｅｃｉａｔｉｏｎ               ｆｏｒ               ｏｔｈｅｒ               ｃｕｌｔｕｒｅｓ               ａｒｅ               ｕｓｅｆｕｌ               ｉｎ               ｕｎｉｆｙｉｎｇ               ｔｈｅ               ｗｏｒｋｐｌａｃｅ.

Ｏｒｇａｎｉｚａｔｉｏｎｓ               ｓｈｏｕｌｄ               ａｌｓｏ               ｕｔｉｌｉｚｅ               "ｓｅｎｓｉｔｉｖｉｔｙ               ｔｒａｉｎｉｎｇ               ｔｅｃｈｎｉｑｕｅｓ               ｔｏ               ｂｅｔｔｅｒ               ｐｒｅｐａｒｅ               ｍａｎａｇｅｒｓ               ｆｏｒ               ｎｅｗ               ｓｉｔｕａｔｉｏｎｓ               [ｐｅｒｔａｉｎｉｎｇ               ｔｏ               ｃｒｏｓｓ               ｃｕｌｔｕｒａｌ               ｄｉｆｆｅｒｅｎｃｅｓ]"               (Ｊａｓａｗａｌｌａ               ｅｔ               ａｌ.,               2004:               837).

Ｃｏｎｔｉｎｕｏｕｓ               ｔｒａｉｎｉｎｇ               ｆｏｒ               ｍａｎａｇｅｍｅｎｔ               ｓｏｌｉｄｉｆｉｅｓ               ｕｎｄｅｒｓｔａｎｄｉｎｇ               ｏｆ               ｃｒｏｓｓ               ｃｕｌｔｕｒａｌ               ｃｏｎｆｌｉｃｔ               ｒｅｓｏｌｕｔｉｏｎ.

"Ｒｏｌｅ-ｐｌａｙｓ,               ｓｉｍｕｌａｔｉｏｎｓ,               ｃａｓｅ               ｓｔｕｄｉｅｓ,               ａｎｄ               ｓｍａｌｌ               ｇｒｏｕｐ               ｄｉｓｃｕｓｓｉｏｎｓ               ａｒｅ               ｏｆｔｅｎ               ｋｅｙ               ｃｏｍｐｏｎｅｎｔｓ               ｏｆ               [ｃｒｏｓｓ-ｃｕｌｔｕｒａｌ]               ｗｏｒｋｓｈｏｐｓ,               ａｎｄ               ｔｈｅｓｅ               ｃａｎ               ｇｏ               ｓｏｍｅ               ｄｉｓｔａｎｃｅ               ｉｎ               ｓｅｎｓｉｔｉｚｉｎｇ               [ｍａｎａｇｅｍｅｎｔ]               ｔｏ               ｔｈｅ               ｉｎｔｅｒｐｒｅｔａｔｉｏｎｓ               ｏｆ               [ｖａｒｉｏｕｓ               ｅｔｈｎｉｃ               ｅｍｐｌｏｙｅｅｓ]...[ｍａｎａｇｅｒｓ]               ｍｕｓｔ               ｂｅｃｏｍｅ               ｓｋｉｌｌｆｕｌ               ｉｎ               ｔｈｅ               ｍａｎａｇｅｍｅｎｔ               ｏｆ               ｃｏｎｆｌｉｃｔｓ               ａｓ               ａｎｄ               ｗｈｅｎ               ｔｈｅｙ               ｏｃｃｕｒ.

Ｃｏｎｆｌｉｃｔｓ               ａｒｅ               ｂｏｕｎｄ               ｔｏ               ａｒｉｓｅ               ｍａｎｙ               ａ               ｔｉｍｅ...ｂｕｔ               ｅｆｆｅｃｔｉｖｅ               ｍａｎａｇｅｍｅｎｔ               ｏｆ               ｃｏｎｆｌｉｃｔ               ｉｍｐｌｉｅｓ               ｔｈａｔ               ｃｏｎｆｌｉｃｔｓ               ａｒｅ               ｐｒｅｖｅｎｔｅｄ               ｆｒｏｍ               ｅｓｃａｌａｔｉｎｇ               ｎｅｅｄｌｅｓｓｌｙ"               (Ｄａｓ               ａｎｄ               Ｋｕｍａｒ,               2010:               23).
               Ｃｒｏｓｓ               ｃｕｌｔｕｒａｌ               ｃｏｎｆｌｉｃｔ               ｒｅｓｏｌｕｔｉｏｎ               ｓｋｉｌｌｓ               ａｍｏｎｇ               ｍａｎａｇｅｍｅｎｔ               ｉｓ               ａ               ｃｒｕｃｉａｌ               ａｓｐｅｃｔ               ｉｎ               ｔｏｄａｙ'ｓ               ｗｏｒｋｐｌａｃｅ.

Ｓｅｖｅｒａｌ               ｍａｉｎ               ｐｏｉｎｔｓ               ａｒｅ               ｃｏｎｃｌｕｄｅｄ               ｉｎ               ｔｈｉｓ               ｒｅｓｅａｒｃｈ               ａｌｏｎｇ               ｗｉｔｈ               ｒｅｃｏｍｍｅｎｄａｔｉｏｎｓ               ｏｆ               ｆｕｒｔｈｅｒ               ｒｅｓｅａｒｃｈ               ａｎｄ               ｓｋｉｌｌ               ｂｕｉｌｄｉｎｇ               ａｍｏｎｇ               ｍａｎａｇｅｍｅｎｔ.

Ｔｈｅ               ｗｏｒｋｐｌａｃｅ               ｈａｓ               ｅｖｏｌｖｅｄ               ｉｎｔｏ               ａ               ｍｕｌｔｉ-ｃｕｌｔｕｒａｌ               ｓｅｔｔｉｎｇ,               ｆｕｌｌ               ｏｆ               ｄｉｆｆｅｒｅｎｔ               ｅｔｈｎｉｃｉｔｉｅｓ,               ｎａｔｉｏｎａｌｉｔｉｅｓ               ａｎｄ               ｃｕｌｔｕｒｅｓ.

Ｍａｎｙ               ｃｏｕｎｔｒｉｅｓ               ａｒｅ               ｎｏｗ               ｒｅｃｏｇｎｉｚｉｎｇ               ｔｈｅ               ｐｏｔｅｎｔｉａｌ               ｏｆ               ａ               ｃｕｌｔｕｒａｌｌｙ               ｄｉｖｅｒｓｅ               ｗｏｒｋｆｏｒｃｅ.

Ｉｎ               ｏｒｄｅｒ               ｔｏ               ｂｅ               ｅｆｆｅｃｔｉｖｅ,               ｍａｎａｇｅｍｅｎｔ               ｍｕｓｔ               ｂｅｃｏｍｅ               ｆａｍｉｌｉａｒ               ｗｉｔｈ               ｄｉｆｆｅｒｅｎｔ               ｎｏｒｍｓ               ａｎｄ               ｇｕｉｄｅｌｉｎｅｓ               ｏｆ               ｃｕｌｔｕｒｅｓ               ｉｎ               ｏｒｄｅｒ               ｔｏ               ｅｆｆｅｃｔｉｖｅｌｙ               ｈａｎｄｌｅ               ｃｏｎｆｌｉｃｔ.

Ｉｎｄｉｖｉｄｕａｌｉｓｔｉｃ               ｏｒ               ｃｏｌｌｅｃｔｉｖｉｓｔ               ｓｏｃｉｅｔａｌ               ｂａｃｋｇｒｏｕｎｄｓ               ｐｌａｙ               ａ               ｂｉｇ               ｐａｒｔ               ｉｎ               ｅｖａｌｕａｔｉｎｇ               ｈｏｗ               ｏｔｈｅｒ               ｅｔｈｎｉｃ               ｉｎｄｉｖｉｄｕａｌｓ               ｒｅａｃｔ               ｔｏ               ｏｒ               ｄｅａｌ               ｗｉｔｈ               ｃｏｎｆｌｉｃｔ.

Ａｓ               ｉｔ               ｗａｓ               ｓｈｏｗｎ,               ｔｈｅ               ｅｍｐｌｏｙｅｅ'ｓ               ｃｕｌｔｕｒａｌ               ｂａｃｋｇｒｏｕｎｄ               ｓｈｏｕｌｄ               ｂｅ               ｔａｋｅｎ               ｉｎｔｏ               ａｃｃｏｕｎｔ               ａｎｄ               ｓｅｎｓｉｔｉｖｅｌｙ               ｈａｎｄｌｅｄ               ｗｈｅｎ               ｒｅｓｏｌｖｉｎｇ               ａｎ               ｉｓｓｕｅ.

Ｔｈｅｒｅ               ｓｈｏｕｌｄ               ｂｅ               ａｎ               ｅｍｐｈａｓｉｓ               ｏｎ               ａ               ｗｉｎ-ｗｉｎ               ｒｅｓｏｌｕｔｉｏｎ               ｒａｔｈｅｒ               ｔｈａｎ               ｌｏｓｅ-ｌｏｓｅ               ｏｒ               ｗｉｎ-ｌｏｓｅ               ｄｅｃｉｓｉｏｎｓ.
               Ｉｔ               ｉｓ               ａｌｓｏ               ｉｍｐｏｒｔａｎｔ               ｆｏｒ               ｍａｎａｇｅｍｅｎｔ               ｔｏ               ｒｅｓｐｅｃｔ               ｏｔｈｅｒ'ｓ               ｂｅｌｉｅｆｓ               ａｎｄ               ｒｅａｌｉｚｅ               ｔｈｅ               ｂｉｇｇｅｒ               ｇｏａｌ               ｒａｔｈｅｒ               ｔｈａｎ               ｉｎｄｉｖｉｄｕａｌ               ｇｏａｌｓ.

Ａ               ｒｅｃｏｍｍｅｎｄａｔｉｏｎ               Ｉ               ｗｏｕｌｄ               ｍａｋｅ               ｉｓ               ｔｏ               ｉｎｃｌｕｄｅ               ｍａｎｙ               ｈａｎｄｓ-ｏｎ               ｅｘｐｅｒｉｅｎｃｅｓ               ｆｏｒ               ｍａｎａｇｅｒｓ.

Ｔｈｉｓ               ｍａｙ               ｉｎｃｌｕｄｅ               ｖｉｓｉｔｉｎｇ               ａｎｏｔｈｅｒ               ｃｏｕｎｔｒｙ               ｔｏ               ｂｅｃｏｍｅ               ｆａｍｉｌｉａｒ               ｗｉｔｈ               ｔｈｅｉｒ               ｃｕｌｔｕｒｅ               ａｎｄ               ｈｏｗ               ｔｈｅｙ               ｈａｎｄｌｅ               ｃｏｎｆｌｉｃｔ.

Ｆｏｒ               ｅｘａｍｐｌｅ,               ｉｆ               ｔｈｅ               ｏｒｇａｎｉｚａｔｉｏｎ               ｈａｓ               ａ               ｌａｒｇｅ               Ｈｉｓｐａｎｉｃ               ｗｏｒｋｆｏｒｃｅ,               ｉｔ               ｍａｙ               ｂｅ               ｕｓｅｆｕｌ               ｔｏ               ｓｅｎｄ               ｍａｎａｇｅｍｅｎｔ               ｏｎ               ａ               ｔｒｉｐ               ｔｏ               Ｃｅｎｔｒａｌ               Ａｍｅｒｉｃａ               ｔｏ               ｖｉｓｉｔ               ｓｏｍｅ               ｃｏｍｐａｎｉｅｓ               ｔｈｅｒｅ               ａｎｄ               ｌｅａｒｎ               ｔｉｐｓ               ｉｎ               ｔｈｅｉｒ               ｃｏｎｆｌｉｃｔ               ｒｅｓｏｌｕｔｉｏｎ               ｓｔｙｌｅｓ.

Ｂｅｃａｕｓｅ               ｗｏｒｋｐｌａｃｅ               ｄｉｖｅｒｓｉｔｙ               ｉｓ               ｅｘｐａｎｄｉｎｇ,               ｍａｎａｇｅｍｅｎｔ               ｍｕｓｔ               ｂｅ               ｐｒｏａｃｔｉｖｅ               ｉｎ               ｕｔｉｌｉｚｉｎｇ               ｃｒｏｓｓ-ｃｕｌｔｕｒａｌ               ｗｏｒｋｓｈｏｐｓ               ａｎｄ               ｔｒａｉｎｉｎｇ               ｐｒｏｇｒａｍｓ.

Ｉ               ｗｏｕｌｄ               ｄｅｆｉｎｉｔｅｌｙ               ｒｅｃｏｍｍｅｎｄ               ｏｎｇｏｉｎｇ               ｗｏｒｋｓｈｏｐｓ,               ａｔ               ｌｅａｓｔ               ｏｎｃｅ               ｅｖｅｒｙ               ｔｈｒｅｅ               ｍｏｎｔｈｓ               ｉｎ               ｏｒｄｅｒ               ｔｏ               ｋｅｅｐ               ｍａｎａｇｅｍｅｎｔ               ｏｎ               ｔｏｐ               ｏｆ               ａｌｌ               ｃｕｒｒｅｎｔ               ａｎｄ               ｐｏｔｅｎｔｉａｌ               ｐｒｏｂｌｅｍｓ               ｗｉｔｈ               ｃｒｏｓｓ               ｃｕｌｔｕｒａｌ               ｄｉｆｆｅｒｅｎｃｅｓ.

Ｆｏｒ               ｅｘａｍｐｌｅ,               Ｉ               ｗｏｕｌｄ               ｒｏｔａｔｅ               ｄｉｆｆｅｒｅｎｔ               ｓｐｅａｋｅｒｓ               ａｎｄ               ｔｏｐｉｃｓ               ｅｖｅｒｙ               ｔｈｒｅｅ               ｍｏｎｔｈｓ,               ｆｏｃｕｓｉｎｇ               ｏｎ               Ａｒａｂ               ｃｕｌｔｕｒｅ               ｏｎｅ               ｍｏｎｔｈ               ａｎｄ               Ａｆｒｉｃａｎ               Ａｍｅｒｉｃａｎ               ｃｕｌｔｕｒｅ               ｔｈｅ               ｎｅｘｔ               ｔｉｍｅ.

Ｔｈｅｒｅ               ｉｓ               ｓｔｉｌｌ               ａ               ｌｏｔ               ｔｏ               ｌｅａｒｎ               ａｂｏｕｔ               ｔｈｅ               ｅｍｅｒｇｉｎｇ               ｍｕｌｔｉ-ｃｕｌｔｕｒａｌ               ｗｏｒｋｆｏｒｃｅ,               ａｓ               ｉｔ               ｉｓ               ｓｔｉｌｌ               ｄｅｖｅｌｏｐｉｎｇ.

Ｓｏｍｅ               ｉｎｔｅｒｅｓｔｉｎｇ               ｐｏｉｎｔｓ               ｔｏ               ｃｏｖｅｒ               ｉｎ               ｆｕｔｕｒｅ               ｒｅｓｅａｒｃｈ               ｗｏｕｌｄ               ｉｎｃｌｕｄｅ               ｌｏｏｋｉｎｇ               ａｔ               ｔｈｅ               ｄｏｍｉｎａｎｔ               ｒａｃｅ               ｏｆ               ｍａｎａｇｅｍｅｎｔ               ａｎｄ               ｈｏｗ               ｔｈｉｓ               ｍａｙ               ｈａｖｅ               ａｎ               ｅｆｆｅｃｔ               ｏｎ               ｔｈｅ               ｍｉｎｏｒｉｔｙ               ｒａｃｅ               ｓｕｂｏｒｄｉｎａｔｅ               ｅｍｐｌｏｙｅｅｓ               ｏｒ               ｖｉｃｅ-ｖｅｒｓａ.

Ｏｒ               ｉｓ               ｔｈｅｒｅ               ｂｅｔｔｅｒ               ｃｏｎｆｌｉｃｔ               ｒｅｓｏｌｕｔｉｏｎ               ａｍｏｎｇ               ａ               ｍｉｎｏｒｉｔｙ               ｍａｎａｇｅｒ               ａｎｄ               ａ               ｍｉｎｏｒｉｔｙ               ｅｍｐｌｏｙｅｅ               ｖｓ.

ａ               ｄｏｍｉｎａｎｔ               ｍａｎａｇｅｒ               ａｎｄ               ａ               ｍｉｎｏｒｉｔｙ               ｅｍｐｌｏｙｅｅ.

Ａｎｏｔｈｅｒ               ｒｅｓｅａｒｃｈ               ｐｏｉｎｔ               ｗｏｕｌｄ               ｂｅ               ｔｈｅ               ｄｉｆｆｅｒｅｎｃｅｓ               ｉｎ               ｔｈｅ               ｔｙｐｅｓ               ｏｆ               ｏｒｇａｎｉｚａｔｉｏｎｓ               ｆｅａｔｕｒｉｎｇ               ｔｈｅ               ｍｏｓｔ               ｗｏｒｋｆｏｒｃｅ               ｄｉｖｅｒｓｉｔｙ               ａｎｄ               ｗｈａｔ               ｔｈｅｓｅ               ｏｒｇａｎｉｚａｔｉｏｎｓ               ｐｒｏｄｕｃｅ,               ｉ.ｅ.

ｍａｎｕｆａｃｔｕｒｉｎｇ               ｊｏｂｓ               ｆｅａｔｕｒｅ               ｍｏｒｅ               ｃｕｌｔｕｒａｌ               ｄｉｖｅｒｓｉｔｙ               ｔｈａｎ               ａｎ               ａｃｃｏｕｎｔｉｎｇ               ｏｒｇａｎｉｚａｔｉｏｎ.

Ｏｖｅｒａｌｌ,               ｏｒｇａｎｉｚａｔｉｏｎｓ               ａｒｅ               ｒｅａｌｉｚｉｎｇ               ｔｈｅ               ｉｍｐｏｒｔａｎｃｅ               ｏｆ               ｍａｎａｇｅｍｅｎｔ               ｔｈａｔ               ｃａｎ               ｈａｎｄｌｅ               ｃｏｎｆｌｉｃｔ               ｒｅｓｏｌｕｔｉｏｎ               ａｍｏｎｇ               ｃｒｏｓｓ-ｃｕｌｔｕｒａｌ               ｄｉｆｆｅｒｅｎｃｅｓ.
               Ｒｅｆｅｒｅｎｃｅｓ
               "Ｌａｂｏｒ               Ｆｏｒｃｅ               Ｄｅｍｏｇｒａｐｈｉｃｓ."               2010.

Ｔｈｅ               Ｂｕｒｅａｕ               ｏｆ               Ｌａｂｏｒ               Ｓｔａｔｉｓｔｉｃｓ.

1               Ｊａｎ.

2010.

11               Ｎｏｖ.

2010.

.
               Ａｙｏｋｏ,               Ｏｌｕｒｅｍｉ               Ｂ.

2007.

"Ｃｏｍｍｕｎｉｃａｔｉｏｎ               ｏｐｅｎｎｅｓｓ,               ｃｏｎｆｌｉｃｔ               ｅｖｅｎｔｓ               ａｎｄ               ｒｅａｃｔｉｏｎｓ               ｔｏ               ｃｏｎｆｌｉｃｔ               ｉｎ               ｃｕｌｔｕｒａｌｌｙ               ｄｉｖｅｒｓｅ               ｗｏｒｋｇｒｏｕｐｓ."               Ｃｒｏｓｓ               Ｃｕｌｔｕｒａｌ               Ｍａｎａｇｅｍｅｎｔ:               Ａｎ               Ｉｎｔｅｒｎａｔｉｏｎａｌ               Ｊｏｕｒｎａｌ               14:               105-124.
               Ｃｏｖｅｙ,               Ｓｔｅｐｈｅｎ.

1989.

Ｔｈｅ               Ｓｅｖｅｎ               Ｈａｂｉｔｓ               ｏｆ               Ｈｉｇｈｌｙ               Ｅｆｆｅｃｔｉｖｅ               Ｐｅｏｐｌｅ.

Ｇｌｅｎｃｏｅ:               Ｆｒｅｅ               Ｐｒｅｓｓ.
               Ｄａｌｔｏｎ,               Ｍａｘｉｎｅ,               ａｎｄ               Ｄｏｎｎａ               Ｃｈｒｏｂｏｔ-Ｍａｓｏｎ.

2008.

"Ａ               ｔｈｅｏｒｅｔｉｃａｌ               ｅｘｐｌｏｒａｔｉｏｎ               ｏｆ               ｍａｎａｇｅｒ               ａｎｄ               ｅｍｐｌｏｙｅｅ               ｓｏｃｉａｌ               ｉｄｅｎｔｉｔｙ,               ｃｕｌｕｔｒａｌ               ｖａｌｕｅｓ               ａｎｄ               ｉｄｅｎｔｉｔｙ               ｃｏｎｆｌｉｃｔ               ｍａｎａｇｅｍｅｎｔ."               Ｊｏｕｒｎａｌｏｆ               Ｃｒｏｓｓ               Ｃｕｌｔｕｒａｌ               Ｍａｎａｇｅｍｅｎｔ               8:               343-361.
               Ｄａｒｌｉｎｇ,               Ｊｏｈｎ               Ｒ,               ａｎｄ               Ｃｈｒｉｓｔｉｎｅ               Ｆｏｇｌｉａｓｓｏ.

1999.

"Ｅｆｆｅｃｔｉｖｅ               ｃｏｎｆｌｉｃｔ               ｍａｎａｇｅｍｅｎｔ:               ｕｓｅ               ｏｆ               ｔｈｅ               ｂｅｈａｖｉｏｒａｌ               ｓｔｙｌｅ               ｍｏｄｅｌ."               Ｅｕｒｏｐｅａｎ               Ｂｕｓｉｎｅｓｓ               Ｒｅｖｉｅｗ               99:               383-385.
               Ｄａｓ,               Ｔ.Ｋ.,               ａｎｄ               Ｒａｊｅｓｈ               Ｋｕｍａｒ.

2010.

"Ｉｎｔｅｒｐａｒｔｎｅｒ               ｓｅｎｓｅｍａｋｉｎｇ               ｉｎ               ｓｔｒａｔｅｇｉｃ               ａｌｌｉａｎｃｅｓ:               Ｍａｎａｇｉｎｇ               ｃｕｌｔｕｒａｌ               ｄｉｆｆｅｒｅｎｃｅｓ               ａｎｄ               ｉｎｔｅｒｎａｌ               ｔｅｎｓｉｏｎｓ."               Ｍａｎａｇｅｍｅｎｔ               Ｄｅｃｉｓｉｏｎ               48:               17-36.
               Ｄｅｍｅｒｓ,               Ｊｕｌｉｅ.

2002.

"Ｃｒｏｓｓｉｎｇ               ｔｈｅ               ｃｕｌｔｕｒａｌ               ｄｉｖｉｄｅｓ."               ＣＭＡ               Ｍａｎａｇｅｍｅｎｔ               76:               28.
               Ｄｏｎｇ,               Ｋｅｖｏｎｇ,               ａｎｄ               Ｙｉｎｇ               Ｌｉｕ.

2010.

"Ｃｒｏｓｓ-ｃｕｌｔｕｒａｌ               ｍａｎａｇｅｍｅｎｔ               ｉｎ               ｃｈｉｎａ."               Ｃｒｏｓｓ               Ｃｕｌｔｕｒａｌ               Ｍａｎａｇｅｍｅｎｔ               17:               223.
               Ｅｒｌｉｃｈ,               Ｍａｒｃ               Ｉ.

1993.

"Ｍａｋｉｎｇ               ｓｅｎｓｅ               ｏｆ               ｔｈｅ               ｂｉｃｕｌｔｕｒａｌ               ｗｏｒｋｐｌａｃｅ."               Ｂｕｓｉｎｅｓｓ               Ｍｅｘｉｃｏ               3:               16-17.
               Ｇａｂｒｉｅｌｉｄｉｓ,               Ｃｒｉｓｔｉｎａ,               ａｎｄ               Ｗａｌｔｅｒ               Ｓｔｅｐｈａｎ,               ａｎｄ               Ｏｓｃａｒ               Ｙｂａｒｒａ,               ａｎｄ               Ｖｉｒｇｉｎｉａ               Ｄｏｓ               Ｓａｎｔｏｓ,               ａｎｄ               Ｌｕｃｉｌａ               Ｖｉｌｌａｒｅａｌ.

1997.

"Ｐｒｅｆｅｒｒｅｄ               ｓｔｙｌｅｓ               ｏｆ               ｃｏｎｆｌｉｃｔ               ｒｅｓｏｌｕｔｉｏｎ:               Ｍｅｘｉｃｏ               ａｎｄ               ｔｈｅ               Ｕｎｉｔｅｄ               Ｓｔａｔｅｓ."               Ｊｏｕｒｎａｌ               ｏｆ               Ｃｒｏｓｓ-Ｃｕｌｔｕｒａｌ               Ｐｓｙｃｈｏｌｏｇｙ               28:               661-665.
               Ｊａｓｓａｗａｌｌａ,               Ａｖａｎ,               ａｎｄ               Ｃｉａｒａ               Ｔｒｕｇｌｉａ,               ａｎｄ               Ｊｅｎｎｉｆｅｒ               Ｇａｒｖｅｙ.

2004.

"Ｃｒｏｓｓ-ｃｕｌｔｕｒａｌ               ｃｏｎｆｌｉｃｔ               ａｎｄ               ｅｘｐａｔｒｉａｔｅ               ｍａｎａｇｅｒ               ａｄｊｕｓｔｍｅｎｔ:               Ａｎ               ｅｘｐｌｏｒａｔｏｒｙ               ｓｔｕｄｙ."               Ｍａｎａｇｅｍｅｎｔ               Ｄｅｃｉｓｉｏｎ               42:               837-841.
               Ｊｏｌｉｅ,               Ｓｏｌｏｍｏｎ.

1990.

"Ａｓ               ｃｕｌｔｕｒａｌ               ｄｉｖｅｒｓｉｔｙ               ｏｆ               ｗｏｒｋｅｒｓ               ｇｒｏｗｓ,               ｅｘｐｅｒｔｓ               ｕｒｇｅ               ａｐｐｒｅｃｉａｔｉｏｎ               ｏｆ               ｄｉｆｆｅｒｅｎｃｅｓ."               Ｗａｌｌ               Ｓｔｒｅｅｔ               Ｊｏｕｒｎａｌ:               Ｂ1.
               Ｎｅｌｓｏｎ,               Ｄｅｂｒａ               Ｌ,               ａｎｄ               Ｊａｍｅｓ               Ｃａｍｐｂｅｌｌ               Ｑｕｉｃｋ.

1994.

Ｏｒｇａｎｉｚａｔｉｏｎａｌ               Ｂｅｈａｖｉｏｒ:               Ｆｏｕｎｄａｔｉｏｎｓ,               Ｒｅａｌｉｔｉｅｓ,               ａｎｄ               Ｃｈａｌｌｅｎｇｅｓ.

Ｓｏｕｔｈ-Ｗｅｓｔｅｒｎ               Ｃｏｌｌｅｇｅ               Ｐｕｂ.
               Ｔｉｎｓｌｅｙ,               Ｃａｔｈｅｒｉｎｅ               Ｈ,               ａｎｄ               Ｊｅａｎｎｅ               Ｂｒｅｔｔ.

2001.

"Ｍａｎａｇｉｎｇ               ｗｏｒｋｐｌａｃｅ               ｃｏｎｆｌｉｃｔ               ｉｎ               ｔｈｅ               Ｕｎｉｔｅｄ               Ｓｔａｔｅｓ               ａｎｄ               Ｈｏｎｇ               Ｋｏｎｇ."               Ｏｒｇａｎｉｚａｔｉｏｎａｌ               Ｂｅｈａｖｉｏｒ               ａｎｄ               Ｈｕｍａｎ               Ｄｅｃｉｓｉｏｎ               Ｐｒｏｃｅｓｓｅｓ               85:               360-368.






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