Negocios internacionales cap 2 daniels

Case: Charles Martin in Uganda

Question 1: Describe Ugandan cultural attributes that might affect the operations of a foreign company doing business there.

From the description of Uganda, we can recognize certain cultural attributes of the country that directly affect the operations of the company. As also we discussed in class, Uganda is a country with a very tough political history marked by a dictatorship that has resulted in a very large current political instability. In this respect, it is very natural to see many cases of corruption and nepotism, which does not allow a good development. In addition, we observed that they are an African country whose official language is English but in reality many localities retain their different native languages, so there is a very big problem of communication between people, which directly influences as the company’s workers as Martin. Finally, it is a country heavily influenced by religious differences, which generates different cultural identities with which it is difficult to relate to, and that means you have to be extra careful about possible discrimination.

Question 2: Would you describe Green’s and Martin’s attitudes as being ethnocentric, polycentric or geocentric? What factors do you think have influenced their attitudes?

We can clearly see that Martin has a polycentric attitude which may have its origins in his education and his union with the country, so he wants to do all the work as if the company belonged to Uganda, This bothers Green who has a rather geocentric attitude and is often in dilemma about the performance of Martin because, in one side he does not like 100% how Martin is doing the work, but for another side, he sees the results of Martin’s work and he needs those results so his geocentric attitude generates a constant dilemma.

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

I think that none has the absolute right. Martin made ​​all its tasks in the given time But how did that was not correct; to work for an organization must meet the standards of the company and act ethically. Martin cannot forget that he represents the company in another country, in this case Uganda.

Question 4: In the next phase of the project running the power plant- should HG employ someone whose main function is that liaison between its corporate culture and the culture of its host country? If so, is Martin the right person for the job?

We believe that Martin is the right person to continue this project because knows the characteristics and culture of Uganda. This is not easy to find someone else.

However it is important to transmit the culture and values ​​of the organization, so he can perform his job properly without creating problems in the new and important project of HP.

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