Cross-Culture Management Case Study: Brett Jones in Tanzania Analysis

This case study analyzes the cross-cultural management challenges faced by Hydro Generation (HG) in Tanzania, focusing on the actions of Brett Jones, a manager who adapted to local customs. The assignment identifies communication problems stemming from Jones's influence and dependency on his decisions, hindering effective communication and negotiation. The case study explores the issues in negotiation, highlighting the company's failure to consider cultural aspects and the ethical implications of their actions. The solution suggests implementing a culture-based leadership style, hiring local staff, and utilizing the Face Negotiation theory to improve interactions with the Tanzanian government and local communities. The study also provides references to academic literature supporting the proposed solutions, offering insights into how HG can navigate cultural differences and ensure project success while adhering to ethical business practices.

CROSS CULTURE
MANAGEMENT

TABLE OF CONTENTS
Describing problems about communication and negotiation mentioned in the case study.........3
REFERENCES..........................................................................................................5

Describing problems about communication and negotiation mentioned in the case study
The major communication problems that Steinberg is currently experiencing is that he
himself has no control or influence over the manner in which dealings are taking place at
Tanzania with the natives and all communications and decisions are directly dependent on Jones.
The locals and the tribe leaders were not ready to sacrifice their dams na d other natural
resources and the reason that they used to stop the development of dam. However this could not
be solved by the other officials and managers of HG that came down to Tanzania but only Jones
was able o do this. Such increased dependency on Jones is one of the problems that the company
is facing. The major theory that can be used to resolve this issue by the managers is building up a
culture based leadership style in the entire project where everything is not just dependent on one
person but instead the locals are hired to provide an insight regarding how a particular task can
be achieved in their country (Quantz and et.al., 2017). It was already evident form the case study
that people are in dire need of money, then it can be used to actually aid the purpose of the entire
organisation rather than using it for irrelevant purpose. Another thing that can be done is hiring
of local and more connected staff rather that higher command’s relatives so that they could
understand how local people actually think. Al this would help the company’s officials in
gaining an access or formulating a common base for trading and communicating with the local
people of Tanzania without depending too much on Jones.
Another major negotiation issue is that, while negotiating with the Tanzanian government,
the HG managers refused to take into account the cultural aspect. They only finalised the deal in
monetary terms stating that they would renovate the schools and health centres in newer
locations. However, they failed to realise that the tribal people actually living there were bound
to resist building up of dam and therefore this ritual of appeasing the spirits that was done two
times, once by giving $7500 and next by giving $10000 which was an highly unethical and
foolish thing to do on behalf of the HG company’s managers setting up a wrong example. In
order to ensure that negotiations are made with the government and local people in a reasonable
manner, Face Negotiation theory can be used which states that while communicating with people
of different culture, it is necessary to maintain a positive and cheerful face i.e. self image and in
the current situation as well this can be used (Ting‐Toomey, 2017). Instead of becoming part of
their rituals, the managers could rather make them understand that it will benefit them in
enormous manner. Further, even if the ritual needed to be performed, it could have been done in
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a controlled manner i.e. only ones. And then when the resistance rose that Jones was not there,
the company officials like Steinberg should have conducted a proper inspections regarding
involvement of Jones in the entire process.
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REFERENCES
Books and Journals
Ting‐Toomey, S., 2017. Facework and Face Negotiation Theory. The International Encyclopedia
of Intercultural Communication, pp.1-5.
Quantz, R. And et.al., 2017. Culture-based leadership. International Journal of Leadership in
Education, 20(3). pp.376-392.
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