The objective of this work is to explain how a group can become a high performance team. Examined will be the impact of demographic characteristics and cultural diversity on group behavior and how these characteristics either contribute to or detract from high-performance teams.
             I. CAPACITIES OF COMMUNICATIVELY COMPETENT MANAGERS
             The work entitled: "Developing Effective Multicultural Teams: The Impact of Intercultural Communication Competence on Team Performance in Multinational Organizations" relates that in order to work in an effective manner with individuals who are diverse it is necessary that the manager be informed about the culture of each individual in the group but additionally the manager must be informed about each individual's "...personality, behavior patterns in conflict situations, demographics and life experiences." (Mateev, 2002) Mateev writes: "The blend of cultural backgrounds and professional experiences has become a reality in the global business world." (2002)
             The communicatively competent individual is defined as an individual having specific "personal characteristics" which fall within seven dimensions of intercultural communication competence as stated by Ruben (1976) Those seven dimension are stated to be inclusive of: (1) the capacity to be flexible;
             (2) the capacity to be nonjudgmental;
             (4) the capacity to communicate respect;
             (5) the capacity to personalize ones' knowledge and perceptions;
             (6) the capacity to display empathy; and
             (7) the capacity for turn-taking. (Mateev, 2002)
             The work of Brislin (1981) who employed "the intercultural adjustment model to analyze attitudes, traits and skills involve din effective intercultural interactions." (Brislin, 1981; as cited in Mateev, 2002) states that Essential Attitudes within this intercultural adjustment model are:
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