Titlebook: Cross-Cultural Communication; Theory and Practice Brian J. Hurn,Barry Tomalin Book 2013 Palgrave Macmillan, a division of Macmillan Publish

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and looks at key areas of cultural diversity in visible behaviour and underlying values. It analyses strategies for optimizing successful communication with people of other cultures and overcoming the barriers to cross-cultural communication.

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Digest

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ludes an examination of the cultural aspects of recruitment and the subsequent preparation for their assignments, in particular the various types of cross-cultural training and the agencies which provide the training. It also covers the repatriation of personnel after they have completed their assig

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he two terms. However, there is general agreement that leadership depends more on personality, even charisma, the ability to motivate and communicate with others, and vision. It is therefore more of an art, whereas the practice of management is more of a science, depending more on ascribed power and

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international environment. Such teams are particularly important for those involved in International Joint Ventures (IJVs), international aid projects and diplomacy. They are also used in working groups, steering committees and task forces which transcend national boundaries, as well as in corporat

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ral diversity as follows: ‘It is precisely because of the cultural diversity of the world that it is necessary for different nations and people to agree on those basic human values which will act as a unifying factor.’ This theme is continued by Felipe Fernandez-Armesto (2000), who champions the val

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