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Managers need to be able to understand and use cultural concepts to manage different work groups, to handle organizational change and to operate in the international marketplace. Most managers find it difficult to handle formal models of organizational culture because they lack exposure to the disciplines whose paradigms structure such models and because they lack a language and practice in discussing cultural concepts in the workplace. Presents data on a survey of young managers′ ability to apply cultural concepts. Argues that it may be more effective to teach managers about culture using an educational paradigm which focuses on experience than one focusing on the transmission of knowledge. Suggests a number of innovative approaches to teaching culture using the former approach.

As business becomes more international companies have to take account of linguistic and cultural boundaries, both within the organization and in the marketplace. Addresses the question of whether business schools are equipping managers to communicate in such environments. Presents the results of a survey of UK and continental European business schools’ approaches to language teaching. Also reports the results of a survey of young UK managers which illustrates the problems of coping in multilingual business situations. Describes how the attitudes of this group towards languages in a business context were closer to the philosophy of continental European business schools than most UK ones. Concludes by raising the question of non‐European languages which are addressed by neither group of business schools.

Presents the results of a survey of young British managers studying for their MBA about their views on the knowledge and skills needed to manage effectively across international boundaries. Presents respondents′ views on learning such knowledge and skills through traditional taught courses and through experienced learning. Short immersion courses taught overseas were found to be a very effective means of preparing managers to work in an international environment. Finally, presents a number of issues and dilemmas business schools need to face concerning the preparation of managers for roles in the international marketplace.