6. Empowerment: Relations between home country and foreign nations are no longer those of managers and subordinates. A global human resource company can no longer assume that their most important customers and market are home-based. Increases in economic power, wider access to business education, and the decentralization of organizations have put these relationships on a much more equal footing. Hence, it has to know that the foreigner is their boss. Managers therefore have to engage in dialogue with subsidiary managers, and listen. They have to search for new ideas around the world (Bagby, 2003). Managers need cross-cultural skills on a daily basis throughout their careers, not just during foreign assignments, but also on regular multi-country business trips and in daily interaction with customers or colleagues world-wide (Prempeh, 2004).