The growing importance of international cooperation in connection with globalization processes has rendered the skilful management of multiculturalism a necessity. Cultural diversity is at present no longer perceived as a threat or a disorganizing factor (which was the only context of its reception in the past), but rather as a source of benefits necessary for the development of an organization, justifying its transformation from a monocultural entity into a multicultural one. People realize that diversity enhances the quality of human resources, and its growing role results from global demographic changes, together with new legislation and legal actions. These changes have led to the emergence of multicultural organizations. They can be defined as organizations which consist of employees coming from various cultural backgrounds, without a common past, with various and changeable visions of the future. Additionally, they are characterised by low predictability of the ways of fulfilling certain roles, an aesthetics that is diverse and incoherent or imposed from the outside, an unclear meaning of non-material rewards and punishments, and the prevalence of financial rewards and punishments. People coming from different cultures can have different moral intuitions, evaluate certain behaviours in a different way and be unwilling to change their native moral and behavioural norms. It should be noted that an increase in internationalization of particular organizations increases the level of cultural heterogeneity of the staff, which entails broadening the differences in their cultural determinants. This, in turn, creates the conditions for the emergence of both new opportunities and new threats for the organization. Finally, the most interesting aspect for the purposes of this paper is connected with the fact that ethical decisions taken by employees of such organizations may differ on cultural grounds. That is why various attempts directed at creating above-local ethics are being made; this kind of ethics is also called trans-cultural ethics, or even global ethics, and it is meant to serve as common ground and a space for solving problems between local ethics. The concept of global ethics can be seen as a solution to certain problems connected with intercultural management. The paper first discusses the threats and challenges that multicultural organizations face, and next describes the ways of creating ethics for them (global ethics) and problems connected with creating such ethics. The paper ends with arguments not so much against global ethics, but rather ones pointing out the serious difficulties in implementing this project.