This report delves into the complexities of cross-cultural management, examining how national cultures impact business practices, particularly in international settings. The report begins with an introduction to cross-cultural management and defines national culture. It presents a case study involving a US-based company, Hydro Generation, and its challenges in managing a project in Tanzania, highlighting cultural differences and their influence on work dynamics. The report then applies Hofstede's cultural dimensions theory to compare US and Tanzanian cultures, analyzing power distance, individualism versus collectivism, masculinity versus femininity, uncertainty avoidance, long-term orientation, and indulgence versus restraint. A scripted podcast based on the case study further illustrates these cultural differences. The report includes a reflexive report detailing the author's learning experience, including the development of communication, leadership, and problem-solving skills, as well as an increased understanding of international business challenges. The conclusion emphasizes the importance of understanding cultural differences in international business and highlights the skills gained from the study. The report also provides a list of references for further reading.