In addition, social media sites are essential in establishing and strengthening relationships, unity, and understanding among church members. More importantly, the interconnectivity and socialization through these social sites serves as a rich marketing strategy for increasing church membership through retention or new membership entrance. Churches therefore have limited choices but to understand these modern technologies and integrate their structures to match these inevitable changes. As pointed out by Roach (2011, p.287), “their websites, it will be almost impossible for these organizations to improve their dialogue with members and visitors”.How churches use social media Churches use blogs to boost their profiles by connecting believers. Since church is about membership, these religious institutions can woe more people to their organizations through posting encouraging and faith building testimonies, videos, devotionals, and podcasts in their blog pages. A research study in Finland established that youths spend more than half of their time facebooking or tweeting. Therefore, churches targeting to reach out to the youths creates Facebook page full of inspirational words to inspire the youths. Through this page, the church can send invitations to Facebook users. This would make some followers to develop strong spiritual attachment with the church, hence becoming a new convert. Finally, churches in the modern time embrace technology and communication by creating an e-mail which is used to communicate events....
there are hundreds of incidents where misunderstandings and lack of cultural knowledge caused great losses and resulted in hostile attitudes.
"With the increasing amount of international trade, there is a need to understand the way that other nations operate their businesses. Often, there is also a need to understand more about the other nations themselves. Once there is an understanding of the way business operates in other nations, the benefits and problems of working with them can be understood. As a result decisions can be made regarding whether to work with other nations and whether any special conditions or approaches are required" (Anonymous, 2003)
However, cross cultural management is not a simple accumulation of data of the different cultures in the world neither is it achievable by visiting different countries or attaching employees to the international branches. It is rather a new branch of management which has been established by empirical researches (e.g. Elashmani, 1993; Harris & Moran, 1991; Hofstede, 1980; Laurent, 1986; Trompennars, 1993 as cited in Bures & Vloeberghs, 2001). Yet the practice of cross-cultural management needs the application of theoretical findings in actual performance of managers, leaders, executives and even junior staff sometimes.
In this paper I am going to investigate cross-cultural training in order to recommend a 'cross-cultural training needs identification under the following headings:
1. Cross-cultural Knowledge and Skills Required for Effective Performance
2. Traditional Soft Management