Development of Management Programme for Nurses

Development of Management Programme for Nurses An advancement from a clinical role to a leadership role is one of the most challenging transformations for professional nurses in their career development. Nurses must be prepared as leaders who are competent, flexible, and able to energize others to adapt to change (Grohar-Murray Langan, 2011). Effective nurse leaders must communicate with their staff, manage stress, make decisions and handle power wisely. Additionally, managers must acquire and cultivate skills such as financial and change management, cultural literacy and personnel development and evaluation. The new nurse managers should acquire the qualities of management and leadership and need good mentors and orientation program in the transition. The purpose of this paper is to present a proposal for the development of a new manager orientation program. Effective nurse managers are crucial in achieving the hospital’s patient care mission and its financial viability (Cathcart, 2010). New nurse managers should be aware of problems that affect todays health care. Since the nursing job is getting more and more stressful and the health care is getting more expensive day by day, the nurse manager orientation program should include the ways to do good budgeting and safe staffing and retention of staff which helps in delivering safe and effective patient care. Nurse manager has great responsibility in maintaining a safe and quality patient care in the unit. Formal orientation programs are essential in retaining and motivating employees, lowering turnover, increasing productivity, improving employee morale, facilitating learning, and reducing the anxiety of new employees (Ragsdale, 2005). New nurse managers should be given enough time to know about the facility and the staff of the hired unit. New nurse managers should be aware of the expectations of them in the department and organizational level. Topic Rationale for Inclusion Objectives Possible Resources Necessary time and good orientation program A nurse manager should be given time to know the staff and the unit she/he is going to work with. Necessary time for orientation help the nurse manager to know the problems on the unit and the expectation of the staff about the new nurse manager. A well-designed orientation program can reduce turnover, shorten the period of adjustment, and lay the groundwork for a long successful career (Ragsdale, 2005). After getting enough time for orientation, a nurse manager will be able to plan herself for the job. The new nurse manager should use her mentor, all the staff and auxiliary staff in the unit as resources. Effective communication Effective communication is necessary to clear the ideas and gain confidence with the staff members. Communication has been identified as an essential component of team functioning within the nursing and inter-professional teams (Kilpatrick, 2013). After the nurse manager practice to do clear communication, they will be able to share the ideas and commands appropriately. A nurse manager should observe the mentor and can read books and discussions and should adapt his/her own way for effective and clear communication. Conflict resolution Conflict resolution skills are very important for the nurse manager to run the unit smoothly and improve the quality and increased productivity in a team which helps to bring better patient outcomes. The nurse executive must train or select nurse managers with effective conflict resolution skills (Baker, 1995). The focus of the nurse manager must shift from managing the behaviors used by staff to resolve the conflict (Baker, 1995). After learning the conflict resolution skills, the nurse manager will be able to recognize the issues and behaviors that causing the conflicts and analyze and solve the problems with the unit. A nurse manager should look into the mentor and others and also brainstorm possible resolutions to gather ideas to solve the conflict. Decision making Decision making is a difficult process sometimes for the nurse managers because they have to make fast decisions in times of evacuations, disasters and all affects the patient and their families and the staff. The degree of stress depends on their management and organizational factors, their work experience etc.. Throughout each 24-hour day, nurse managers make countless rapid fire decisions that impact patient, staff and organizational outcomes (Shirey, 2013). After getting enough time of orientation, nurse manager will able to know about the organization, unit and the staff which helps in better decision making. Nurse manager should learn from the mentor and also he/she should ask the staff with one on one or group meetings and get the opinions and ideas of different staff before the decision making. Motivation of staff Nurse managers can motivate the staff by creating a healthy work environment, participating the staff in the decision making process and complimenting the staff for their achievements. A transformational leadership approach can help nurse managers to increase or maintain a motivating work environment (Curtis, 2011). Motivating the staff is very much necessary for staff retention for this stressful and hectic job. Most nurse managers use a transformational leadership style which can increase motivation, enabling participation in decision- making, creating a healthy work environment, increasing worker empowerment, and offering a better quality of work-life balance (Curtis, 2011). After learning the necessary skills for motivating, the staff the nurse manager is able to create a healthy working environment which helps to increase the staff satisfaction and improve better patient outcomes. The nurse manager can learn from the mentor and from other excellent approachable senior leaders. Good budgeting Nurse manager has responsibility in maintaining the budget allowed for the unit. Nurse manager has to notify the staff of the budget allowed for the year and expenses of the unit and to decrease the unnecessary wastage of supplies. Nurse manager has to maintain the schedule in a way to decrease the unnecessary overtime on the unit and maintain the vacation time without affecting the staff and the patient care. Nurse leaders must make it their responsibility to provide nurses with increased exposure to quality, safety, and financial data, thereby allowing nurses to translate data while achieving and sustaining successful outcomes (Talley, 2013). After learning the budget allowed for the unit, the nurse manager is able to notify the staff about the patient safety priorities, quality outcomes, and financial accountability of each staff. The nurse manager should ask the mentor and other approachable nurse leaders of the organization and she can read materials on the financial management in the nursing field as resources. Safe staffing and staff retention Nursing job is a demanding at the same time a stressful job. Nurse manager should provide safe staffing and has to motivate and encourage the staff for better patient outcomes. Increase turnover of nurses will result in the economic burden, negative patient outcomes and decreased continuity of care. Increase turnover results in increased stress on the existing staff to cover the vacant shifts and also to orient new staff to the unit. So the nurse manager has to ask frequently to the staff for the feedbacks about the management and also for any problems with the unit. Improved retention will lead to savings of the organization, which may be allocated to activities such as training and mentorship to assist nurse leaders in developing these critical leadership skills (Duffield, 2011). Nurse manager has to appreciate the staff for their help on the unit and better patient outcomes and their achievements for certifications or attaining a degree. After learning how to do safe staffing and staff retention nurse manager is better able to increase patient outcomes and to save money on a tight budget. Nurse manager should ask the mentor and also should use her existing skills and experience to do safe staffing. Nurse manager should always ask feedbacks from the unit and can use all the employees in the unit as resources to solve the problem with the unit. Good nurse managers always try to make a positive and healthy working environment. The positive working environment will increase the job satisfaction. The skillful nurse manager always listens to the problems and feedbacks of the staff in the unit. This helps the nurse manager to find out the problems in the unit and manage the unit well with co-operation from all the staff in the unit. By managing the unit well, the nurse manager is able to do safe staffing, improve the retention and better budgeting, which all leads to better staff and patient satisfaction and better patient outcomes. References Baker, K. (1995). Improving staff nurse conflict resolution skills. Nursing Economic$, 13(5), 295. Cathcart, E., Greenspan, M., Quin, M. (2010). The making of a nurse manager: the role of experiential learning in leadership development. Journal Of Nursing Management, 18(4), 440-447. doi:10.1111/j.1365-2834.2010.01082.x Curtis, E., OÂÂ ¿Connell, R. (2011). Essential leadership skills for motivating and developing staff. Nursing Management UK, 18(5), 32-35. Duffield, C., Roche, M., Blay, N., Stasa, H. (2011). Nursing unit managers, staff retention and the work environment. Journal Of Clinical Nursing, 20(1/2), 23-33. doi:10.1111/j.1365-2702.2010.03478.x Grohar-Murray, M. E., Langan, J. (2011). Leadership and management in nursing (4th ed). Upper Saddle River, NJ: Pearson Health Science. Kilpatrick, K. (2013). Understanding acute care nurse practitioner communication and decision-making in healthcare teams. Journal Of Clinical Nursing, 22(1/2), 168-179. doi:10.1111/j.1365-2702.2012.04119.x Ragsdale, M., Mueller, J. (2005). Plan, do, study, act model to improve an orientation program. Journal Of Nursing Care Quality, 20(3), 268-272. Shirey, M. R., Ebright, P. R., McDANIEL, A. M. (2013). Nurse manager cognitive decision-making amidst stress and work complexity. Journal Of Nursing Management, 21(1), 17-30. doi:10.1111/j.1365-2834.2012.01380.x Talley, L. B., Thorgrimson, D. H., Robinson, N. C. (2013). Financial Literacy as an Essential Element in Nursing Management Practice. Nursing Economic$, 31(2), 77-82.

Essay --

Gay marriage has been a topic of discussion between many people. It is talked in good and bad ways, due to a person’s beliefs or even just their overall opinions. The topic has been present for many years. Throughout the years many things have improved for the rights of the same sex couples. It included difficult times for these couples. They had to fight for their rights. They had to fight people that did not believe that they have these rights. According to Ronald Bailey (page 1), same sex marriage impacts traditional marriage. He also stated that it undermines or looks down upon conventional marriage of heterosexual marriage. The divorce rate among same sex couples decreased. After decades of falling the marriage rate and fertility rate slowly increased and still the divorce rate is down. The divorce rate in different sex couples decreased due to the same sex marriage increasing. In 2003, the divorce rate in Massachusetts was 2.5 per 1,000 people. Then in 2004 the marriage rate jumped 15%. Lesbian couples were 3 times more likely to divorce than heterosexual couples. Gay marriage couples also have kids. Nearly 20% of same sex couple houses have children. Close to 84% of them have biologically related children. Los Angeles reporters stated that 37% of same sex couples have had children of their own in their houses before. By the time that the children are of 17 years old 55% of lesbian couple are separated compared to the 36% of heterosexual couples according to The National Survey of Family Growth. Unlike divorce in heterosexual parents children from divorced homosexual do not experience social or psychological problems. When they divorce 75% of the lesbian couples share custody. In heterosexual (page 2) couples 65% of mot... ...ame the first state to pass in the United States to legalize same sex marriage, governor Arnold Schwarzenegger vetoed this bill. Then 3 years after this on June 16th 2008 California began allowing same sex marriage licenses. Proposition 8 was then launched, proposition 8 was launched to deny same sex marriage rights. Then in 2009 Maine governor John Baldacci signed a freedom to marry bill, which had support from both branches of the state legislature. Even though both legislatures gave support there were also opponents. These opponents also gained support from national organizations which launched a referendum to ban same sex marriage. Voter reserved the legislature in 2012, which again allowed same sex marriages in Maine. There were also out- of- state marriages in New Mexico and Rhode Island. It is a civil right to many the person of one’s choice.

Port Aventura

————————————————- CONFIDENTIAL MEMORANDUM To:| Fernando Aldecoa| From:| | Date:| | Re:| Port aventura| ————————————————- ————————————————- Executive Summary Port Aventura was launched in 1995 and since that time has transformed from a theme park to an all-encompassing resort. Due to this change, management now requires the ability to identify and target individual customers, as opposed to statistical averages of broad groups. One-to-one communication will allow for customized marketing packages and the ability to maximize revenues.However, information management systems currently in place are not capable of tracking customers to the degree needed to supp ort a one-to-one marketing approach. Therefore, it is the recommendation of Nielsen consulting that Port Aventura implements a data warehouse to facilitate the required analytics to determine who their customer is. ————————————————- Problem Identification Port Aventura is poised with the problem of having insufficient information and data on their individual customers.Seeing as the customer base is comprised of vastly different groups, it is imperative that Port Aventura take the time to identify who their customers are and what their individual profiles look like in an attempt to not only better serve customer requests, but also maximize park profits. Accurate and detailed information such as favorite restaurants, spending patterns, hotel stays and park activity preferences will allow Port Aventura to market to individual customers wants and needs on a one-to-one basis. T he lack of customer information is due to inadequate information management processes and systems.Port Aventura does not currently have the infrastructure needed to properly collect and manage large amounts of customer data or the ability to strategically analyze that information. Multiple small information systems are collecting high level data, but these systems are not integrated nor do they provide the level of detail required for successful one-to-one customer marketing. ————————————————- Evaluative Criteria Collect Individual Customer Preferences The desired solution must be able to present a concise snapshot of individual customers preferences based on past behaviours.Examples of required information include: * Frequency, seasonality, and duration of a customer’s visit * Did the customer stay in one of the hotels, and if so which one and what type of room * I s the customer visiting for business or pleasure or a combination of the two * Which park activities did the customer partake in; golf, amusement rides, beach club, shows, water park, corporate events * How much does the customer spend and what are the funds being spent on * What is the social-economic attributes of the customer: age, gender, family members, annual income, geographical location This type of detailed information will allow Port Aventura to intimately know each of its customers and provide the opportunity to understand consumer value preferences. Searchable and Scalable for Data Mining The solution must be conducive to analytical queries and provide the ability to turn raw data not only into customer information, but customer knowledge. This knowledge will then translate into business intelligence which will provide the basis for data mining.Port Aventura needs the ability to extract the relevant information to identify opportunities, strategies, and predictive behavi ours on its customers. Additionally, historical data must be stored and easily accessible while maintaining data integrity. Ease of Implementation and Ease of Use The optimal solution must be one that can be implemented quickly and without considerable disruption to the work flow within Port Aventura. Employees must be educated on the data collection processes to ensure the information management system is usable and accurate. Therefore, training must be thorough, concise, and cost effective. System maintenance and sustainability must also be possible through the use of the Information Systems Department employees. CostTotal cost to implement, train employees, and maintain the infrastructure needs to be kept in mind when determining the optimal solution. ————————————————- Alternatives Data Warehouse A date warehouse would allow Port Aventura to leverage the information man agement processes currently in place and provide a precise means of tracking individual customers. * Collect Individual Customer Preferences – The implementation of a loyalty rewards program and unique customer ID will allow the existing management systems to feed the required information into the data warehouse. * Searchable and Scalable for Data Mining – A data warehouse will provide a central storage from which customizable reporting tools can be made. Ease of Implementation and Ease of Use – A data warehouse will require the hiring of a project manager and take approximately 3 months to implement. Training for end user staff in both data entry and reporting will be minimal as there is already familiarity with the existing systems. IT staff will be trained on the data warehouse in order to ensure ongoing support and maintenance. * Cost – Cost for the implementation of a data warehouse is estimated at $250,000. New Integrated Information System Port Ave ntura could retire all of the existing information management processes and implement a new fully integrated information system to tie all aspects of the business together and track individual customer behaviour. Collect Individual Customer Preferences – A new integrated system will be designed for optimal information gathering and tracking. * Searchable and Scalable for Data Mining – Custom reporting will enable identification and tracking of all individual customer behaviours. * Ease of Implementation and Ease of Use – A new integrated system will require the hiring of a project team to scope, tender, and organize the undertaking. Implementation will take approximately 1 year. Systems will be required to run in parallel for some time to ensure functionality of the new system. End user and IT staff will be required to undergo extensive training to familiarize themselves with the new system. Cost – Cost for a new integrated information system is estimated at $1,000,000. See Exhibit 1 for the Decision Matrix for the above two alternatives. ————————————————- Implementation The optimal solution for Port Aventura is the implementation and integration of a data warehouse. Seeing as the existing infrastructure can be modified to provide the required data tracking elements, a data warehouse will be the timeliest, most cost effective, and efficient means of implementing one-to-one marketing to customers. Action Plan In securing the data warehouse for Port Aventura the following action items are recommended: * Hire an independent project manager.The total duration of the project is mapped to last 3 months; therefore the total cost of the project manager will be approximately $25,000. Start date for the project manager is June 15, 2009. * The project manager will meet with the principal owners of the data warehouse project to gather requirements. * Fernando Aldecoa – Director of Finance * Robert Magi – Director of IS * Mercedes de Pablo – Managing Director of Port Aventura Additionally, the project manager will meet with end users of the existing management systems to understand processes and procedures as well as current functionality. * Users of the Prestige Hospitality Management Tool Users of the Presence system – contact center operators * Users of Store Flow system * Users of the Concept Golf System Interviews and requirements gathering is mapped to last 2 weeks. * Issue a RFP for a data warehouse vendor. The duration of the tender is mapped to require 1 month. Selection of the data warehouse vendor will be based on the above pre-determined criteria. Cost for the data warehouse is estimated at $250,000. * The Marketing Department will design a loyalty rewards program whereby unique customer ID’s will be created as a means of tracking individual customers behaviour. The project manager will be responsible for implementing the unique customer ID entity into the existing information management systems.The marketing department will be responsible for rolling out the loyalty rewards program in conjunction with the implementation of the data warehouse. Total cost for implementation and marketing of the loyalty rewards program is estimated at $100,000. * Implementation of the data warehouse is mapped to require 1. 5 months. During this time, IT staff will be trained on the functionality of the data warehouse and end users will be trained on the new data inputs as well as the data mining capabilities of the data warehouse. * The go-live date is mapped to be September 15, 2009. Ongoing support and maintenance will be provided by Port Aventura IT staff. Reporting functionalities are then to be used by the marketing department to implement one-to-one communication with customers. Summary The implementation of the data warehouse is expected to last 3 months a nd requires $375,000 in capital (including the implementation of the loyalty rewards program). Ongoing support and maintenance of the data warehouse is estimated at $25,000 per year. This cost is minimal compared to the expected revenue from one-to-one marketing to consumers. ————————————————- Exhibit 1: Decision Matrix | Weight| Data Warehouse| New Integrated System| | | Raw| Weighted| Raw| Weighted| Individual Customer Preference| 30%| 8| 2. 4| 9| 2. 7|Data Mining| 20%| 8| 1. 6| 8| 1. 6| Implementation and Use| 20%| 7| 1. 4| 1| 0. 2| Cost| 30%| 8| 2. 4| 2| 0. 6| Score| | | 7. 8| | 5. 1| Raw Data is out of 10 with a score of 10 being the best option ————————————————- Exhibit 2: Data Warehouse Data Warehouse Data Warehouse Extract Transform Load Extract Transform Load Extract Transform Load Extract Transform Load Sales Sales HR HR SAP R3 SAP R3 Purchasing Purchasing Finance Finance Fix Assets Fix Assets Presence Presence Website Fans Website Fans Survey Results Survey Results Storeflow Storeflow Clients Club Clients Club Concept Golf Concept Golf Galaxy Galaxy Prestige Prestige

The Cross Cultural Communication and Management - Free Essay Example

Sample details Pages: 8 Words: 2464 Downloads: 9 Date added: 2017/06/26 Category Management Essay Type Research paper Did you like this example? Cross-cultural communication involves in any international organisation activities. In this increasing globalising world, nowadays employers have been facing challenges across time-zones, country borders and cultures. Cultural background is the main aspect that influences an individuals behaviour and perception of the world. It is the successful communication and adequate management of the cultural differences which lead an international workforce to success so as to overcome conflict and miscommunication situation against individuals across different cultures. 2.2 Communication Within Management At todays rapidly growing organisations, there are many different types of communications that effect interactions between employers and employees in small or big organisations. Management is the process to ensure business processes to be completed efficiently and effectively with and through employers and employees. Besides being successful in achieving objectives, management must also be able to work and communicate well with people to run an organisation well (Robbins, 2006, p9). There were two main reasons why communication was so important within management. First, communication is the process in which functions of management to be accomplished (Stoner, 1994, p408). Second, communication is an activity which managers dedicate major of their time to (Stoner, 1994, p.408). These two reasons show the relationship between an organisation, management and effective communication. Don’t waste time! Our writers will create an original "The Cross Cultural Communication and Management" essay for you Create order 2.3 Language Barrier Daniels et al. (2009) discovered that when people from different cultures speak the same language, culture spreads more easily, and there is greater cultural homogeneity among them (Daniels et al., p104, 2009). As compared, it is more difficult for people who come from different culture areas such as Eastern Asia and Southern America, for example. Though people can use a common language such as English to communicate or understand each other through translators, misinterpretation or misunderstanding may still happen due to cross-cultural differences. Language that describes what speaker wants to say in his/her terms which may present barriers to others from different cultures as they are not familiar with his/her expressions, slant, idioms, jargon, enunciation and emphasis in sentence intonation during conversation as this makes it difficult for listeners to clearly understand what he/she was saying. Communicating in such language will become a way to outcast the others. In this gl obalizing world, the greatest challenge for one is having a sense of awareness to talk in their language of different cultures to create effective communication. (Managing Diversity: Toward a Globally Inclusive Workplace, Michalle E. Mor Barak, 2005, USA: Sage Publications, Inc) 2.4 Non-verbal Communication Barrier Sometime people communicate in some sort of ways where their intention may be misunderstood by others. For example, in non-verbal communication, V-hand sign stands for a victory symbol in many countries but in major Europe, it may be an insulting sign (Liangguang, p199, 2010). Another example, Chinese like to touch childs head to display affection, but in Arab and Thailand, it is an offensive action (Liangguang, p199, 2010). Communication can be established in many different ways. According to Albert Mehrabian, communication can be made up with different elements, words, voice, tone and non-verbal cues. Mehrabian discovered that words are 7% effective, tonality is 38% effective, and body language is 55% effective. So it proves that non-verbal communication plays a significant role in communication. Non-verbal communication, includes our body language, sends some kind of messages without words (Tyler, Kossen Ryan 2005, p. 182). There are many non-verbal theories that include enviro nment, haptics, kinesics, artefacts, proxemics, paralinguistics and physical factors. Below will be further discussions on how each one of these theories effect non-verbal communication and the various effects that age, gender and culture have on these theories. Kinesics is the study of the relationship between non-linguistic human body motion, or body language, and communication (Bordia, et al 2008, pg 346). There are many different types of body language such as different types of facial expressions that are articulated mainly with the eyebrows, mouth, forehead and eyes. Posture and gestures are also body language indicators. Kinesics is the most obvious non-verbal communication form as it includes body language like slouching of the shoulders, raised eyebrows, rolling of the eyes, an opened surprised mouth and a nod of the head. Artifacts are another form of non-verbal communication. Artifacts are the way we dress which includes the clothes we wear, our hair styles, the jew ellery we wear, the makeup we use and any facial hair we may have. Bordia, 2008, says that artifacts are the use of personal adornments and provides important non verbal cues. The way we use artifacts today, especially in the way we dress, tells people a lot about ourselves. It will establish and create the first impression we give to people when meeting them. The clothing we wear to work should reflect the nature and position of where you are employed e.g. you wouldnt wear your football game outfit to your office; you would wear a suit and tie. Another form of non-verbal communication is called haptics. Haptic communication is communication through touch. Haptics is happening around us all the time without us even realising. When you greet your mate and shake his hand or when you greet your girlfriend/boyfriend and give them a kiss or hug, these are all forms of haptics that are happening quite commonly every day. Out of all forms of non-verbal communication haptics is affected the most by culture, age and gender. In terms of culture it varies a lot all over the world how accepted and appreciated touching is. With age it is found that the younger the person the more they are found to touch. It has also been found that women will touch more than men. Most American women shave their legs and underarms and use a variety of lotions to keep their hands soft to touch (Bordia, et al 2008). This shows that haptics means a lot more to women than men. Research reveals that a hug and 10 minutes of hand holding with a romantic partner greatly reduces the harmful physical effects of stress. It appears that, because touch lowers stress hormones, such loving contact protect us throughout the day (Montagu, 1971). 2.5 Disadvantages of Culture Diversity If cross-cultural communication practice is not promoted effectively, negative effect will be posed on individuals ability to communicate with one another in an international community. In contrast with ourselves, working successfully with individuals from different cultures is difficult and change is required (Bruno, 2004). If change is not managed successfully in culture diversified organisations, productivity may be reduced. Culture diversity in work group may increase doubtfulness, complexity and confusion (White, 1999). As such, these groups will find it hard in converging meanings, reaching a single agreement and agreeing on courses of action which reflects the communication within the organisation. Without proper communication, these work groups will not be able to function properly. Communication is the key to success in understanding and solving problems in business world, especially in a group. Perceptions of time, space, and business practices can disrupt effective commu nications (Weiss, 2001). Communication barriers may overtake the groups performance in the organisation. In many organisations, diversity can produce negative dynamics such as ethnocentrism, stereotyping and cultural clashes (White, 1999). Ethnocentrism exists in the organisation when one group believes in their way of thinking and feels superior ones own ethnic group or culture. Minorities may not be valued as they should because they are seen as being inferior to the homogenous culture already established in the organisation. One may be stereotyped by the others when associating certain behaviours of one with another group. Therefore, the person is not valued for what they are as an individual but often being associated to the particular group and held responsible for that groups actions. Cultural clashes, like stereotyping, do not allow the individual proving him or herself. The disharmony between two cultures, for any reason, prohibits the individuals from different culture to f ully perform in a culturally diverse work group. Therefore, if employers are unable to manage diversity, it may detract from performance. Another disadvantage of culturally diverse work groups is intergroup conflict. Intergroup conflict can be well-managed if employers harmonise competing goals, assign power in a representative manner, affirm the identity of minority group members, and act when resources are plentiful and cultural differences are lower or well-understood (White, 1999).The biggest issue with cultural diversity in the work groups is the managers lack of knowledge of how to lead a culturally diverse work group. 2.6 Advantages of Culture Diversity On the other hand, being tangled in the cultural diversity circumstances can be beneficial if sufficient exploration is done as there will be much different view of points and experience from people who are raised differently in their own culture with variety of backgrounds rather than your own. Diversity creates a way of fuelling growth for organisation by tapping into fast-growing multicultural markets (Pellet, 2004). If managers can effectively lead culturally diverse work groups, the organisations will benefit from the advantages. There is substantial argument over diverse groups and organisations having performance advantages over homogenous groups (White, 1999). These advantages are outlined as follows: (1) attracts and retains the best available human talent, (2) better adapts to change and exhibits more organisational flexibility, (3) understands and penetrates wider and improved markets, (4) presents higher creativity and innovation, (5) presents a better problem solvin g ability. Studies show that when organisations attract, retain, and promote highest employment of people from culturally diverse backgrounds, they gain competitive advantage and maintain the highest quality of human talent. By restraining the number of diverse workers in an organisation, the organisation is also restraining range of information and resources it could attain from the culturally diverse workers. The organisations can also reach out for wider and improved markets when they have an increased understanding of the social and cultural environment of foreign countries through its culturally diverse work force. The increase in understanding can ease selling goods and services in the growingly diverse marketplace. Culturally diverse employees allow the organisations to acquire high levels of creativity and innovation. The high levels of creativity and innovation generates a greater openness to new ideas. Culturally diverse work groups can provide a broader and richer expe rience to approach a problem. According to, Charlene Nemeth, in a series of research studies, found that groups subjected to minority views are better at critically analyzing decision issues and alternatives than those that were not (Cox, 2001). These diverse organizations consist of expanded meanings, multiple perspectives, and multiple interpretations, which enables it to be more capable of avoiding the consequences of groupthink. Groupthink primarily occurs in highly organised, homogeneous groups. The members tend to lose their critical thinking and become unwilling to criticise one another (Weiss, 2001). Cultural diversity triggers flexibility in the organisation because it allows multiple ways of organising and responding to information. This variety also increases the flexibility of thought since the employees will speak two or more languages (Cox, 2001). 2.7 Training Programs To ensure the success of culturally diverse work groups, some organisations discovered that diversity training programs is necessary to remain competitive for the organisation in this rapid changing environment and managing diversity improves its competitive advantage in recruiting and retaining employees and that it increases productivity quality, creativity and morale. Diversity management workshops offer training for managers to discover what it takes to be a minority in this wide society. A multicultural board oversees the organisations diversity efforts. New minority employees will also be introduced by mentor program to the organisations culture. The organisation believes that managing diversity creates better customer service, improves its public image and boosts clients confidence and credibility. With diverse training programs, efforts to educate the organisation about the benefits can help diversity evolving from programs and initiatives to be a fundamental part of an org anisations culture (Pellet, 2004). 2.8 Summary In this literature review, we tried to discover on different theories to better understand the concept of cross-cultural communication. Translation covers only a small part of problems of working with people of other nations and cultures. Differences in cultural background may affect communication between people of different countries, and International English may be evolving a cultural style of its own. There are various aspects like verbal and nonverbal communication which we have tried to cover with an intention to have a better understanding in dealing with the specific countries that we have covered. However these are much more complex than it is possible to convey. These aspects even influence the course of communications, and can be responsible for conflict or the escalation of conflict when it leads to miscommunication or misinterpretation. A culturally-fluent approach to conflict means working overtime to understand these and other ways communication varies across culture s, and applying these understandings in order to enhance relationships across differences. In cross-cultural communication with East Asian countries, when you are dealing with people of different countries, treat people the way they want to be treated, instead of the way you think they should be. Genuine respect for their beliefs, opinions and lifestyle is essential. The key to successful communication is relationship building. The latter can only be achieved by developing an empathy with, and understanding of, the socio-cultural dynamics of different communities. Communicating with those unfamiliar to us does not come easily. The more distant and unacquainted the cultures are the greater the challenge. Therefore, good communication requires the parties to respect, show sensitivity and truly understand each others social systems. Mehrabian A, 1972, Nonverbal Communication, Chicago Aldine-Atherton. https://www1.chapman.edu/comm/comm/faculty/thobbs/com401/nonverb.html , viewe d 15 May. Stoner J, 1994, Management- Interpersonal and organisational communication, New York Robbins, S, Bergman, R, Stagg, I, Coulter, M. (2006), Management (4th ed), Frenchs Forest, NSW. Daniels, J. D., Radebaugh, L. H., Sullivan, D. P. (2009). International Business, Environments and Operations (12th ed), p90-133, p154-169, Saddle River, N.J. Pearson International Edition. Liangguang H. (2010). Cross-cultural Communication in Business Negotiations.Full Text Available. International Journal of Economics Finance, May2010, Vol. 2 Issue 2, p196-199, 4p; (AN 51360800). Database: Business Source Complete. Communication is an interpersonal process of sending and receiving symbols with messages attached to them (Schermerhorn, 2004). Schermerhorn J R, 2004, Management: An Asia-Pacific Perspective, Milton QLD Tyler, S, Kossen C Charmaine, R 2005, Communication. A foundation course, 2nd edn, Pearson Prentice Hall, Frenchs Forest, NSW. Bordia, S, Crossman, J, Bretag , T 2008, Managing Communication in Business, McGraw-Hill Australia, North Road, NSW. An especially persuasive argument is made by Ashley Montagu in touching: the human significance of the skin. New York: Harper and Row, 1971. Bruno, J. (2004). Implementing diversity in a meaningful way. American Water Works Association 96(10). Retrieved 11/27/04 from ProQuest database, TSU Library. White, R. D. (1999). Managing the Diverse Organization: The Imperative for a New Multicultural Paradigm. Public Administration Management 4(4). Retrieved 9/29/04 from https://www.pamij.com/99_4_4_white.html Weiss, Joseph W. (2001). Organizational behavior and change: managing diversity, cross-cultural dynamics, ethics. Cincinnati, Ohio: South-Western College Pub., c2001. Pellet, J. (2004). Driving Diversity. Chief Executive 198. Retrieved 11/27/04 from ProQuest database, TSU Library. Cox, Taylor. (2001). Creating the Multicultural Organization: A Strategy for Capturing the Power of Div ersity. San Francisco, CA: Jossey-Bass-A Wiley Company, c2001.