This report examines the challenges of cross-cultural management through a case study involving Hydro Generation (HG) and its project in Tanzania. The report analyzes the cultural differences between the US-based HG and Tanzanian business practices, highlighting the dilemma faced by a vice president regarding an employee's approach to the project. It applies Hofstede's cultural dimensions model to understand cultural differences and the USEM model to evaluate employee employability. The report also reflects on the importance of teamwork and group dynamics in achieving project success, emphasizing the benefits of diverse perspectives and the acquisition of new skills. It concludes by emphasizing the importance of applying relevant theories to solve critical management issues and make informed decisions in cross-cultural contexts.