The team leader and cultural diversity

Kokt, Desere; Vermeulen, Werner

dc.contributor.author	Kokt, Desere
dc.contributor.author	Vermeulen, Werner
dc.contributor.other	Central University of Technology, Free State, Bloemfontein
dc.date.accessioned	2015-09-16T09:30:24Z
dc.date.available	2015-09-16T09:30:24Z
dc.date.issued	2004
dc.date.issued	2004
dc.identifier.issn	16844998
dc.identifier.uri	http://hdl.handle.net/11462/452
dc.description	Published Article	en_US
dc.description.abstract	In a diverse working environment such as the South African situation, it is imperative that issues surrounding cultural diversity, and its impact on employees should be examined. This article reflects on a study conducted in the South African security industry, as one of the few industries that utilise diverse work teams as part of their operational success. The rational for using work teams will be explained, with an emphasis on the team leaders. The model of Eales-White (1996: 26) was applied to the development of the team member questionnaire, and the subsequent results will be reported.	en_US
dc.format.extent	178 413 bytes, 1 file
dc.format.extent	Application/PDF
dc.language.iso	en_US	en_US
dc.publisher	Journal for New Generation Sciences, Vol 2, Issue 1: Central University of Technology, Free State, Bloemfontein
dc.relation.ispartofseries	Journal for New Generation Sciences;Vol 2, Issue 1
dc.subject	Diverse work teams	en_US
dc.subject	South African security industry	en_US
dc.subject	Leadership	en_US
dc.title	The team leader and cultural diversity	en_US
dc.type	Article	en_US
dc.rights.holder	Central University of Technology, Free State, Bloemfontein