Abstract
Dubai is a city of all superlatives. It is a specific place which reveals few important characteristics. Indeed, it is also considered as a city of significant symbols of luxury and tourism. Thus, our company which offers cheap accommodation is composed of a small team which includes the manager (French), one associate (European) (both share communication, human resources, finance etc...) and various employees (from diverse locations such as Filipino, Indian and Iranian) who operate in departments such as housekeeping, reception, and cooking (chef) departments and so on. An observable fact is that employees comprise of diverse cultures and origins such as Indians, other Asians, Arabs and Europeans. All speak the business lingua franca language i.e. English. They also do converse in other languages such as Russian, German, Spanish, Chinese, Arabic and Hindi. In most companies, the above mentioned languages are considered the ?official language' of the company. However, the management of these multicultural specificities has never been led efficiently and accurately. Therefore a never ending list of problems involving efficiency, synergies and productivity was created. Hence, it is essential to react quickly in order to avoid important consequences. In our present case, we will be concentrating on the total multiculturalism of the company and its clients.
