. Charles Martin In Uganda - What to do when a Manager goes Native: Case Study Presented To: Prof.

Kunwar Milind Singh 2. Question 3: Who was right, Green or Martin, about Martins more controversial actions in facilitating the project? How much things have turned out if Martin would not have been a member of this Project? 3. There were Various Reasons due to which Martin was right about the controversial actions he took in Uganda Operation. HG saw the wisdom of having someone with both home country corporate perspective and Knowledge of Uganda as well in the form of 1 Economical 2 Political and 3 Cultural perspective As mentioned in the case that Charles Martin possessed: A background that was well suited for Ugandan Project 2) Being associated to African studies , he possessed both Knowledge and Experience as the major attributes regarding setting up a new venture in Uganda. Project like HG was the first in itself to be set up In Africa. 4. Regarding Martins Business Practices: Paying tips in Advance to responsible people Speeding HG requirements Supporting /Hiring relatives to get the work done Giving exorbitant payments and participating in the second ceremony of Tribal by respecting their believes Hence from these business practices worked on by Martin, it becomes very clear that to operate business in any country the company must give respect, and consider their culture , norms and beliefs. Arguments could be made both from Green and Martins perspective: Martin achieved the desired results on Time However his rejection from the typical Expatriate style ran counter to Greens idea of desirable corporate image Tipping of services could easily have led to the expectation of increasingly larger payments as projects progressed 5. Martins participation in Tribal Rituals could have been construed as a mockery of Tribal customs and also have been seen as an affront by Ugandan Christian majority Finally the connection between HGs local Ugandan employees and government officials represented an invitation to corruption Nonetheless if Martin had chosen to not to be a part of these Local Customs , the project could easily have fallen behind the schedule. Hence if HG would not hire Martin for this project then: HGs business operation would move slowly One may wait months to get the office requirements like installation of phone, issuing of license etc. to be completed on time Without exorbitant payments and family connections hiring people or staff would become difficult because Nepotism is a norm of Uganda Every task could not be completed in time within total budget

Ugandan cultural Question 1: Describe Ugandan cultural attributes that might affect operation for foreign company operating there?

Answer: Uganda is a country of about 25 million people, gas English as its official language. But many people speak only another language, mainly Bantu or Nilotic languages of the Bugandas, langos, Acholi, Teso and Karamojong tribes, There has been a strong separist movement among the Bugandas. Although about two third of Ugandans are Christians. From that perspective of a foreign

company wants to operate its business in Uganda then language for communication is the main problem because of the different types of language is here. For that reason a company engines many specialist employees for speaking with different people by different languages. On the other hand, Business in Uganda typically moves slowly. For instance one may wait months to a phone installed. This is a country where incomes are extremely low and there having on exorbitant payment system. If any comp any involves such activities then it is illegal under U.S law. Not only that in Uganda nepotism is a norm and this country considered one of the more corrupt in the world because. From the root level to Government in all sectors conniption exists. Here the main problems in Uganda for a foreign company have shown as like some key points, we find out whishes.

Different types of communication language Higher and lower class discrimination Nepotism is a norm for employment staffs Restructuring of rules and international law People are involve with corruption Lack of the legal opportunity People of Uganda's are too much devout to their religion and beliefs and culture

Question 3: Who was right, green or martin, about the controversial actions? Martin took in the Uganda an operation? What might have been the results if he had not taken those actions?

Answer: Martin was right about the controversial actions Martin took in the Uganda operation. Because, HG saw the wisdom of having some one with both a home-country corporate perspective and a knowledge of Ugandas economic political and cultural complexity. Charles Martin was 29 still young by business standards had a background that seemed well suited to the Ugandan project. After high school, he entered the University of Wisconsin-Madison where he become fascinated with African while taking a course about its preconial history. After graduating with a major in African studies, he o joined the peace corps and served in Kenya. His duties involved working with the start up of small business. So he had some knowledge and experience how to working with the start up of any business and Uganda project for HG was first any where in Africa. Further for that reason Martin quickly learned that by paying tips in advance to the responsible people, he could speed completion

of HGs requirements such as phone installed, supplies delivered on operating licenses issued. To handle import clearances Martin hired the niece of high ranking customs officer. From the perspective of Ugandas culture and economic situation Martin wanted to give the exorbitant payments and participated in the second ceremony of tribal by respecting their believes. Not only had that he also hired a specialist in African religions. Because Martin know that to operate business as a foreign company in a country, that company must gives respect and considered their culture, norms and beliefs,

The result if Martin had not taken those actions: HGs business operation will be move slowly One may wait months to get a phone installed, supplies delivered on operating licenses issued without paying tips Without exorbitant payments and family connections hiring people or staffs will be difficult because Nepotism is a norm in Uganda. Without hiring a specialist in African religions and participation in the ceremony by Martin. HG would not continue its operation and displace the villagers where the dam will be built. Every task would not be computed on time within the total budget.

Question 4: It HG's next phase, the dam construction. Should it employ some one whose main function the culture of Uganda? If so, should martin be the pension for the job?

Answer: If in HG's next phase, the dam construction. Employ some one whose main function is to be a lesion between HG's coronate culture and the culture of Uganda without considering the Uganda's culture then the same problem will be occurred which was occurred to mention. Because, culture includes norms based on learn attitudes, values and beliefs whishes are vary from one country to another country or if in one country then one place to another place. So martin should be the right for job.

Question 5: what concept of international business does this case illustrate?

Answer: This case how important it is for a foreign company to understand and adjust to ever changing operating environments by Charles Martin who focused on current is an integral part of operating environment. Culture refers to the learned values, norms based on attitudes, values and believes of a group of people. Because people simultaneously belong to different group that have different culture. From this case we have found HG Companys culture and also the problems the company was faced because of cultural differences and legal facilities. Basically all people have culturally ingrained responses to given situation and some times expect that people from other cultures will respond the same way as people in their own culture do. Again this case heave also given a concept that an international company must be sensitive to these cultural difference in order to predict and control its relationship and operations. Finally it should realize that its accustomed way of doing business might not be the only on best way .when doing business in abroad a company should first determine what business practices in a foreign country differ from those its used to. Management then must decide what if any adjustment necessary to operate efficiently in the foreign company