This report discusses the challenges of intercultural management in business, focusing on a case study where a chief engineer, John Smith, faced difficulties in training Japanese trainees. The report analyzes where John went wrong, provides advice on better understanding cross-cultural problems, and explores intercultural theories to support the discussion. The importance of leadership skills, problem-solving abilities, cultural understanding, and effective communication are highlighted. The report concludes with recommendations for John to improve his approach to intercultural management.