Charles Martin in Uganda: What to Do When a Manager Goes Native

Chapter Two Case

Case 2-1
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall

Concerns about Charles Martin • Does not live in an ex-pat neighborhood • Pays bribes to get things done • Hires family members of key government officials • Took part in pagan ritual Case 2-2 Copyright © 2009 Pearson Education. publishing as Prentice Hall . Inc.

publishing as Prentice Hall . Inc.Potential problems • Hard to help others adapt to ex-pat lifestyle • May open HG to requests for larger bribes • Allies today may be out of favor tomorrow • Not consistent with company values • May be against US law Case 2-3 Copyright © 2009 Pearson Education.

Green or Martin. In the next phase of the project—constructing the dam itself— should HG employ someone whose main function is that of liaison between its corporate culture and the culture of its host country? If so. Who was right. Inc. or geocentric? What factors do you suspect of having influenced their respective attitudes? 3. about Martin’s more controversial actions in facilitating the project? How might things have turned out if Martin had not been a member of the project team? 4.Questions 1. How would you describe the respective attitudes of Martin and Green: ethnocentric. Describe Ugandan cultural attributes that might affect the operations of a foreign company doing business there. 2. polycentric. is Martin the person for the job? Case 2-4 Copyright © 2009 Pearson Education. publishing as Prentice Hall .

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