ABSTRACT
This chapter addresses the influences that specific cultural orientations may have on people management. In a high power distance culture, the project manager is more likely to be accepted as the manager in charge with authority over the project team. In low power distance cultures, the project manager is not perceived as the boss but as the manager of the project who is in charge of coordinating all its aspects. Collective cultures tend to be more long-term oriented than individualistic cultures. In all cultures, organising out-of-work events is an excellent means of team relationship building, communication and motivation; it also emphasises the group membership and demonstrates a management appreciation of the team's valuable contributions. Masculine and synchronic cultures are also prone to conflict, however for different reasons, and their conflicts are far less unhealthy than those influenced by higher PDI.
