Management style can be greatly influence by the culture and the organisation structure. For example in Singapore Arm Forces (SAF), a military organisation; the management style has to be a top-down approach. When the commander has given a specific instruction, the rest will follow with no question asked and this management style is extremely critical especially during war time. Interestingly, this top-down approach or autocratic style is very common in Asia, mainly due to the respect and trust a subordinate has for their superiors, a clear display of cultural influence. Another management style which is a contrast to the top-down approach is the paternalistic style. This particular management style allows subordinates and their superiors to be on equal ground, allowing decision making to be distributed equally. This kind of management thrives in sectors where collative ideas are imperative to the success of the organisation. A good example will be the engineering or research sectors where there might be chances of a better idea coming from the subordinates instead. This kind of management style is widely practice in the western countries like United States, where children are taught to ask questions whenever they don’t understand. Whichever management style to be apply will have to depend on the host country and their cultural background as well as the organisation core business. HR managers will have to be open minded and flexible as there is ‘no one medicine that cure all illness’.