he world, get them to see the world. That way they become flexible in their thinking, you get rid of the stagnation. Those who are afraid of change phase themselves out, and you're left with the real IP people.' (Zimbabwean marketing manager)'While selecting graduate trainees, it's natural to look for those who look like yourselves. It just happens, unconsciously. It can be very dangerous, you know -- discrimination, equal opportunities. And in South Africa, you see a lot of abuse everywhere; for example the development of Black managers is quite franidy abysmal.' (South African management accountant)The transmission of culture is not a fait accompli. The problem of transmitting culture to subordinates and those not fortunate enough to participate in high-flier MTD was widely acknowledged. While teaching business ethics and leadership is easy enough, it is much more difficult to appreciate the sense of an integrative corporate ethos second-hand. Therefore, as implied by writers who are wedded to the idea of ideology as a shared set of beliefs, the integrative capacity of culture cannot be taken for granted. There are potential difficulties in the perpetuation of an integrative ideology through culture. One West African manager said: 'you get to the top faster if you're British; for those not in the culture, it's not so easy'. The manager considered this a source of resentment. For others:'Culture is about perceptions, and you can never know how people deal with perceptions. How do you communicate perceptions? Are people learning anything from you? You can never know. Culture has to be experienced. It cannot be taught. The thousands who don't come to the head office can only imagine what it's like here. You can't teach them. Impossible!' (Brazilian technical director)'It's hard to create culture, and even harder to teach it to others, you know, new people. Of course we all know what values IP considers important, and by coming here we're...
