National culture is very diverse in the uk and affects management and organisation in a number ways. National culture includes the pervasive, shared beliefs, norms, values, and symbols that are occur in daily. National culture is normally transmitted by symbols and rituals and many often take these for granted and this includes management of organisations. Management today is bound by many rules and regulations and have to work in accordance with national cultures to ensure that their companies get mainstream attention whilst taking care of the norms displayed by the nation's people. This paper will look at national culture at the organisational unit state of multi business firms and how it affects management and how organizing takes place national culture is known to trigger changes in the corporate management control to benefit local business unit circumstances. To put it simply, management adopt holistic responsibility for the outcomes of projects. If projects or organisational objectives are not satisfactorily achieved then the management takes full responsibility for this due to the fact that they set out the criteria for achieving such aims and oversaw the entire project.

Managers have numerous roles which imply critical thinking on their behalf and the general rule of thumb is that management entails the effective planning, leading and control of resources in order to meet objectives as set out in the mission statement. Indeed the resources in question fluctuate on the basis of the type of industry the organisation trades in but from a general perspective such resources include personnel with their abilities and experience in addition to non human elements i.e. Machinery, raw materials it and capital all of which play a pivotal part in contributing to the role of management. Work from mead 1994 pg 55 shows that national culture at the multi level data reveal small business unit effects relative to corporate effects. The work from mead suggests that in the presence of dominant national culture, management and the organisation work harder to uniformly implement control within their firms to reflect national culture conditions. The concept of culture which is taken on by people through different ways of thinking and acting or other cultural issues in the wider sense all affect management. According to jackson 2004 pg 23 there are 2 diagnostic models that help the manager.

These are hofstede's model of national culture and the 7d cultural dimensions model. According to the hofstede model of national culture there are clear elements and concerns about equality and power distance. In companies there is likely to be antagonism and conflict as employees may be unwilling to accept higher power e.g.

Some employees may dislike their manager because they are bossed around and this may affect morale and motivation in an adverse way. Furthermore, the concepts of the hofstede's model of national culture underlines the importance of management and organising when trying to manage individuals and the groups within society that attempt to balance out collectivism and individualism. Other components of the model which relate to national culture include gender roles i.e. In addition to establishing and deciphering tasks, management take account of this model and that consider aspects relation to communication/ linguistics the geographical variance in organisational location involves a linguistic barrier where language is not easily comprehended in some parts of the world. Jargon and slang are regional and thus renders them inappropriate for other geographical locations.

Management seeks to reduce the usage of jargon to minimise ambiguity amongst employees particularly in a multinational organisation. Cultural values cultures are highly sensitive so the conformity to cultural imbalances highlights the role of management. Semiotic and verbal messages are interpreted differently by many cultures and the role of management dictates that they are privy to such sensitivities. Many other roles include working as a co coordinator in ensuring that staff is progressing with their work smoothly.

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Familiarity with teams' abilities forms the basis of coordination and ensures that they can collaborate effectively without compromising the output. Should there be a discrepancy in working relations then the role of management dictates that they intervene and remedy the problem to ensure that disruption is kept to a minimum. The role of management entails time consciousness and facilitating as contended by quinn 2002. It's important to be proactive since time is money in business and adopting a somewhat relaxed approach can ultimately be catastrophic.

The role of management implies that they need to show real conviction in their approach to motivating, encouraging and rewarding their personnel. Similarly, it's imperative for management to be innovative and empower their staff so that they can learn from each other and share skills which will benefit the organisation production. However, in different cultures people are likely to interpret this type of information differently and, as a result, may take offence from this. The dissemination of knowledge provides a foundation upon which to base a learning culture within the organisation. Management have an obligation to coach employees and adopt a democratic stance where they seek to improve morale and confidence and suggest training regimes to improve confidence and working relations.

Employees can find certain instructions as being vague and open to interpretation and coaching can eliminate this ambiguity by providing greater clarification. In many organisations managers are democratic meaning that they adopt a political role where they seek to negotiate with stakeholders to maintain a harmonised relationship and this is due to national culture and what the country expects. Being political also ensures the general web of contacts is widened giving organisations greater access to resources.

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