This essay stresses that the managers single out significant differences in the way people approach work and organizations. Power distance is the extent to which members of a society accept that power is distributed unequally in organizations. In all societies there is inequality between people, be it based upon physical, economic, intellectual or social characteristics. If people feel that they belong and are included it enables them to feel good about working in an organisation. If, on the other hand, people do not feel part of the organisation - that they do not share the domi¬nant attitudes and beliefs - negative emotional consequences are likely to result. Studies of token women in management support these ideas. Today, the manager may be imposed, formally appointed or elected, or emerge naturally through the demands of the situation or the wishes of the group as a leader. The manager should possess the competencies to use and evaluate new ideas, but he/she must also have the insight into the impact these ideas will have on the future.
This paper makes a conclusion that the manager needs to recognize his influence on the staff and individual differences which might impact his style of management. When the manager does not receive the “sender's message” in the manner intended, it results in miscommunication and conflicts. Every person is a unique individual and organizations should carefully select managers taking onto account their personal characteristics and individual differences.