Most current business and management programs tend to incorporate aspects and trends associated with cross-cultural management into their curriculum. However, there is considerable variation in content and in approach. In today’s global economy, there is little debate among scholars and professionals concerning the increasing role of the ‘global manager’; one that deals with different individuals, workgroups and employees, having diverse cultural backgrounds. Hence, awareness of cultural variations in group dynamics becomes a necessity for successful managers. This paper reviews recent studies of cross-cultural management, and emphasizes the need to avoid the stereotyping of nationalities on the mere basis of nation-wide cultural studies. While these studies provide excellent introductions, business reality and particularly the influences of the business environment tend to be considerably stronger than the cultural heritage itself. Furthermore, views indicating fairly static cultural heritage may be misleading, as illustrated by the example of the GLOBE studies in Hungary. In light of these complexities, we provide guidelines based on our practice for incorporating business simulations in graduate as well as undergraduate cross-cultural management courses. The paper is targeting both graduate and undergraduate educators and program developers, and discusses both theoretical and practical approaches.