Question 1:Define Ugandan cultural attributes that might affect operations of foreign companies there? * Nepotism (favoritism granted to relatives regardless of merit) is the norm, and the government is considered one of the most corrupt in the world.
* Paying extra for everything and because of such low GDP, people could get the work done on being paid tips.* Tribal rituals: belief that the Bujagali Falls was a home to sacred spirits. Had to appease them by paying a fee for the sacrifice of animals and then also take part in a dancing ritual. * Given Uganda’s history of political instability, the company ran the risk that today’s friends in high places might be tomorrow’s enemies of the state. * The philosophy and values of a foreign company might be against the rituals and the beliefs of the Ugandan people as it was considered pagan and probably a sham.Question 2:i.
How would you describe the respective attitudes of Martin and Green? Ethnocentric, polycentric, or geocentric? * Ethnocentric is judging a culture solely by its values and standard of one’s own culture. Hence Green’s attitude was ethnocentric, as he judged the Ugandan culture by comparing it to the norms and culture of his company. The company’s culture and foundation was based on Christian beliefs and hence they were contradictory to the country they had stationed in.* Martin’s attitude was more geocentric, although he did not believe in the tribal ritual in which he took part and even thought them to be pagan and a sham, yet he adapted to the Ugandan culture and even lived like them. In this way he got much of the work done for the company especially in cooperating with the locals for the Dam project.
ii. What factors do you suspect of having influence their respective attitudes?* Martin’s attitude was mainly influenced by the culture of Uganda and also the fact that he had been hired on the basis that he possessed both the home country corporate perspective as well as the knowledge of the host countries economics, politics, and culture. Hence having studied and worked in Africa as well as very much inspired by its pre colonial history, he was determined to work with the locals and understand them. In this way he would not only be able to convey the company’s mission but also be able to get the work done quickly.* Since the current CEO of Hydro-Generation (HG), Lawrence Lovell was a devout Christian and regular attendee of the National Prayer Breakfast, he believed strongly that business activities should embodied Christian Values.
Hence as a Vice President. Green wanted to implement that in all of his business dealings including Uganda and hence was influenced to work under Christian Norms.Question 3: Who was right, Green or Martin, about Martin’s more controversial actions in facilitating the project? * Martin was right in certain ways as he was doing what he was hired to do: to help the company and facilitate them in getting the project done on time. Martin had learned that he could speed things up by handing out tips in advance.
This had helped speed up the project and get things done yet it had consequences. If word does reach the higher echelons of the Uganda government, the HG would fine itself dealing with people in position to demand large payments for services.Not only would these payments get costly, but they might be illegal under U.S law. * Yet to abide by the Christian values even in Uganda was not right. The tribal rituals might be pagan and against the culture of the company yet Green had to keep in mind that he was operating in a foreign country and he had to follow and bend to some of the ways of the Uganda culture and people otherwise loose the opportunity to get the project done on time or even with such ease.
No matter where a company is operating it has to abide the rules and culture of the host country even if it is not the culture of the company or its values.
