Charles Martin in Uganda Essay

Charles Martin, a 29-year-old American who had worked for Hydro Generation (HG) for 2 years onward embarking on the Ugandan damn project. Martins educational experience, a degree in African Studies from the University of Wisconsin as come up as a MBA from the University of Maryland coupled with his experience workingss through the Peace Corps do Martin uniquely qualified to work for HG in their new venture in Africa, a hydro-electric damn in Uganda. During Martins raise in Uganda , his assignments were to, gain support from topical anaesthetic authorities, set up offices and insure the facile summons of the office, overseeing operations including hiring, keeping stock and keeping accounting records as well as logistical aspects much(prenominal)(prenominal)(prenominal) as dealing with customs. Martins job also include helping new expatriates settle into sustentation and working in Uganda. Describe Ugandan cultural attributes that might affect operation for foreign caller- up operating(a) on that point? Uganda, a multilingual culturally various inelegant of a little more than 25 million people poses many challenges to a foreign company operating there.In addition to what may considered more often than not normal challenges Uganda holds challenges that may not be found in other countries. With a long history of political mental unsoundness and political corruption that continues into the present companies doing pedigree there are faced with the stern reality that their melodic line dealings possibly tainted because with such corruption superstars dwelling house among the powerful is never assured. Nepotism is the norm in Uganda. Nepotism, the coiffe of allowing relatives to get jobs or promotions, unconstipated when undeserved thrives in Uganda. With jobs being awarded to family members, in general through word of mouth connections actors line is very important to a communication channel dealing in Uganda. Although English is the forma lised language, many other languages are speak throughout Uganda.The use of many languages exhaustive different cultural venues come tos for a catchy a foreign company to drip on blood triple-crownly, as one is never assured what language leave be preeminent therefore communication theory are not always the easiest in Uganda. .Uganda many religions also make for challenges in railway line dealings. Although much of the population is Christian there are many tribal religions that are a strong influence, a foreign company would consecrate to be studying of their practices in order to successfully deal with the local peoples. In general, air is much slower moving in Uganda and it is not uncommon practice to break off or tip officials to make things progress more quickly, a practice unheard of in the United States. How would you appoint the respective strengths of Martin and unripened ethnocentric, polycentric or Ptolemaic? What factors do you suspect of having influen ced their respective attitudes?Martins attitude was one of polycentrism. Polycentric thought is such that Martin would conduct business in such a way that would conform to and accept the customs of the country in which the business was. Martin showed his polycentric attitude by paying tips, liveness in the middle class neighborhoods quite an than with other expatriates, participating in tribal ceremonies and using nepotism in his hiring practices. Greens attitude was of geocentric thought. Geocentric thought accepts that trusted differences of thought are tolerable in order to ensure successful business dealings. Depending on the individual circumstances, the company adapts to both the new grow or working to integrate the belief system of the al-Qaida country. Greens attitude was influenced by his disposition to in incarnate the belief system of the company into the business in Uganda while Martins principal(prenominal) concern was to fulfill the requirements of the project no matter of the fallout from the stepping away from the corporate values.Who was right, Green or Martin, about the controversial actions? Martin took in the Uganda an operation. What might allow been the results if he had not taken those actions? Martin was correct in his actions. With Martins prior familiarity of what actions would be compulsory in order to succeed in business in Africa and his desire to established the required tasks in a timely fashion adapting to local customs such as nepotism helped insure the success of his project. Although successful Martin did take risks when utilizing a polycentric approach to his work, at any point his participation in various activities such as tribal rituals could have back fired receivable to increase pressure from an unstable brass and corrupt officials talking advantage of their increased leverage to exact high and higher prices for continued cooperation. These problems coupled with the possibility of plastered actions bei ng illegal in HGs folk country directly conflicts with corporate insurance policy. disrespect these increased perils, if Martin had not undertaken this approach to business in Uganda increased delays, would certainly have occurred, local collaboration would have been decreased, expensed would have been increased due to either long-dated wait periods or the eventual forsaking of the project due to lack of progress. In the next class of the project discharge the power plant-should HG employ somebody whose main last is that of a participation between its corporate culture and the culture of its host country? If so, is Martin the right individual for the job?In the next phase of this project, the running of the power plant HG should employ someone whose main function is to be a liaison between the corporate culture and the host country of Uganda. If there is, no liaison comparable problems of cultural misunderstanding will run into over again. Martin would be the most candid of understanding the various nuances of the continuing project, as he already has an extensive knowledge of the inner workings of side project. HG, as the sponsor of the project could further its policy by working with Martin and other from corporate to establish firm guide lines of what is pleasing policy when dealing with projects that are in foreign countries.