The role of managers is to level possible disagreements and create positive climate and atmosphere. In hospitality, sector, cohesive groups, and self-managing teams create a tension and pressure which has a negative impact on critical analysis and decision-making process. The challenge of management is to restructure self-managing teams and introduce new methods and forms of communication between teams members. Cohesiveness is more likely when members of a team are to gather for a reasonable length of time, and changes occur only slowly. Strict guidelines and rules established by a manager will help to avoid conflict situations and turnover of members. Low morale and a negative attitude are often associated with a large number of team members undertaking similar work. This requires realistic planning by which the degree and quality of goal achievement can be determined. Teamwork coordination should be stated clearly and communicated to those concerned, and to those who are subject to the operation of the control system. Decision-making has a great influence on effective teamwork, because it involves some degree of participation. Team decision-making uses an overlapping form of structure (Dittmer 2001).
Cross-cultural environment and cross-cultural teams create another challenge for management. This issue is typical for hospitality management and communication based on the nature of business itself. Hospitality management operates on the global scale and has to deal with different customer groups and culturally diverse employees. In this case, communication and leadership are the main tools used by management to eliminate cultural differences and tension (Beardwell et al 2001). There are always certain groups in any society that are discriminated against unfavorably due to the prejudices and preconceptions of the people with whom they have to deal. These preconceptions are sometimes verbalized, but often not, and the people holding these preconceptions may well be unaware of the way that they see and judge things and people. The key to managing a diverse workforce is increasing individual awareness of and sensitivity to differences of race, gender, social class, sexual orientation, physical ability, and age. The locus of change is the individual and change itself is both intra- and inter-personal. The action plan will can be based on employee' survey (questionnaire) aimed to identify the main areas of improvement and current problems faced by hospitality managers (Dow 1999).
Primarily, it is crucial to develop mutual acceptance and membership within each team. Members in different departments and corporate office environment should have an initial mistrust of each other and a fear of inadequacies. If they remain defensive and limit their behavior through conformity and ritual, the manager should adopt diversity policies to reduce a negative impact (Bowen, Ford 2004). The priority is with questions of likes and dislikes, and power or dependency of group members. Critics admit that there is