As Cantle (2008) put forward, the idea of multiformity was described based on the percentage of different races, beliefs and cultures. Moreover, identitfication of individuals and teams are linked with goals of economic, and social, cultural and political differences. The degree of difference is an important factor in deciding the degree of tolerance among multicultural people. There are several particular major differences that can be defined (see Table 2.2). Moreover, according to the similarities between them, these specific dimensions can be divided into two specific groups: the group of individual, visible, linguistic differences, differences in experience and history, differences in faith and beliefs and social multiformity : the group of differences in political and civil engagement, and differences in economic and social performance, and lifestyle. In the management of multiformity in workforce, according to Tayeb (1996), people usually pay attention to being equal in treating all members; however, he ignored an important point— multiformity seemed a rich resource and can improve organizational behavior if being realized and utilized well. As a result, there are two major steps in multiformity management: the first step is to realize the awareness of diversity, meanwhile, this kind of awareness requires harmonious atmosphere when establishing teams with diverse cultures; once multiformity is recognised, the next step is to make sure utilizing and controlling it effectively. Moreover, multiformity management can be operated both at macro and micro levels. Moreover, most modern literature reviews are associated with micro-management. In other words, micro-level management focuses on workplace management in organizations. A suggestion is that change of attitude, mindset and culture of regulations and procedures is helpful to managing multiformity(Tayeb, 1996, pp.184).What's more, from the perspective of diversity, Cartwright (2002) believed that any team can be analyzed by the use of three dimensions: the skill mix; the team role mix; and the cultural mix. In addition, the key point in effective team collaboration is comprehending and respecting each others’ individual differences and optimising them. Seidel (1998) pointed out that there were two levels in the phrasing of noticing, one is making observations or interviews, and the other is coding. For this study, after interviews were finished and information was gathered, all the initial data was conducted with NVivo and then transcribed into tagged textual format, and then the coding process was operated based on different categories. The first interviewee that used Chinese to be interviewed was labelled by C01, while the first interviewee that used English to answer questions was labelled by E01, and Q1 meant the first question that the interviewee responded to. Moreover, the aim of coding is to simplify and focus on meaningful characteristics of the data (Silverman, 2000; Hair, et al., 2007). Meanwhile, these meaningful traits always occur when using similarities and even dissimilarities among classified information. As a result, the data is reorganized after the categories are produced. Coding data starts with choosing coded units, including words, phrases, items, images and so on (Hair, et al., 2007).