Lolu lucwaningo olumayelana neqhaza elingabanjwa ubuciko namasiko ukukhuthaza ukuzwana nokubekezelelana ngokwamasiko nokuvuselela ubuntu phakathi kwezinhlanga ezahlukene KwaZulu-Natal. Kulolu cwaningo kucutshungulwa izindlela ezingasetshenziswa ukwenza izizwe zamasiko ehlukahlukene zikwazi ukwazana kangcono nokungaholela ekuhloniphaneni kanye nasekuhlalisaneni ngokuzwana. Ngasekuqaleni kwalolu cwaningo, kuye kwahlahlelwa kabanzi amagama abumbe isihloko salolu cwaningo ngenhloso yokuveza ukubaluleka kwalolu cwaningo. Kuye kwavela izincazelo ezahlukene ezichaza isiko, kuvele umongo wesiko njengomthetho wesizwe oyinkolelo yokwakha umphakathi, ukuzazisa nokwehluka kwesizwe kwezinye, ubugugu, ukuziphatha kanye nendlela yokuphilisana ngokwabelana kwabantu nokuhlanganisa impilo yabantu. Kulolu cwaningo kubhekwe iqhaza elibanjwe ngumkhakha wezobuciko namasiko ukuphumelelisa impokophelo yoMnyango Wezemfundo KwaZulu-Natal nokuyilapho kuye kwavela khona ukugqugquzela nokulondoloza amagugu esizwe kanye nokuthuthukisa imisebenzi yezobuciko namasiko njengeminye yemisebenzi esemqoka yalolu phiko. Kuye kwacutshungulwa eminye yemikhosi egujwa yisizwe samaZulu okubalwa phakathi kweminye, uMkhosi woMhlanga; uMkhosi weLembe (inkosi uShaka) kanye noMkhosi woKweshwama. Lapha kuye kwacutshungulwa umsuka kanye nomongo womkhosi ngomkhosi ngenhloso yokuthola ukufana okuqukethwe nokungaholela ekwakheni ukwazana kangcono ngenxa yomongo ofanayo oqukethwe yisiko lesizwe nesizwe. Lokhu kwenzeke ngokubheka neminye yemikhosi egujwa yisizwe samaNdiya okubalwa kuyo umgubho woBuciko Bomlomo; umgubho kaDiwali kanye naleyo egujwa ngokuhlanganyela kwezinhlanga ezahlukene zaKwaZulu-Natal okubalwa kuyo umgubho woKunambitha kanye noWesitimela. Phakathi kolwazi oluqoqiwe Iwalolu cwaningo, kuye kwavela lokhu okulandelayo njengalokho okungabamba iqhaza ukukhuthaza ukuzwana nokubekezelelana ngokwamasiko nokuvuselela ubuntu: ukufundisa ngamasiko; ukusebenzisa ubuciko namasiko ukuvuselela ubuntu; ukuthuthukisa izilimi zomdabu; ukuziqhayisa kwentsha ngesiko; ukukhuthaza ubusikoningi kanye nobuliminingi. / Thesis (M.A.)-University of KwaZulu-Natal, 2008.

At present we are living in a global market economy. As a result, international business and cooperation between two or more counties is a growing phenomenon. Global business managers and leaders are challenged to broaden their minds to create new methods of leading and managing what has become an increasingly diverse and cross-cultural workforce. This workforce will bring with it both advantages and disadvantages to global organisations. In general, the global leaders and managers will face the challenge of how to cope with workers from diverse cultures, whilst at the same time respecting the needs of workers from their own culture. There is also the problem of dealing not only with the workforce, but also with partners, competitors and customers from diverse cultural backgrounds. In global organisations the biggest challenge is how to effectively organize, lead, manage and monitor diversity in a cross-cultural workforce. More and more leaders and top managers are becoming aware of the importance of learning about various cultures, different languages, cross-cultural communication and negotiation skills in a global context. The global business environment influences the development of Chinese businesses; more and more Chinese companies are exploring foreign markets, and in recent years many Chinese investment organisations have invested in and are thriving in the South African market. Most of these are operating in the clothing or textile companies. Starting up a business in a foreign country is a difficult task for any manager or leader. They face many barriers including having to cope with different languages and with differences in culture, politics and social environments. This is especially true of the situation in South Africa, as South Africa is a richly multi-cultural country with many cultures and subcultures that observe different religions, that use different languages and that display different habits. This study will investigate how Chinese managers and leaders can be led to a better understanding of these differences so that they can formulate new organisational cultures that maximize their companies’ success in a global environment. In these case studies the sample selected will be the Chinese clothing and textile industries in KwaZulu-Natal (KZN). Although the leaders and managers of Chinese investment organisations in KZN have attempted to increase their awareness of the local management culture and have tried to learn more about local political, social and economic structures, they still have not placed sufficient emphasis on language training and cross-cultural knowledge acquisition. Despite the fact that they already have basic language, communication and negotiation skills with which to deal in some measure with a cross-cultural workforce, this study shows that Chinese managers and leaders have to further improve their understanding and their communication skills. / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2011.