Cross-Cultural Management Report: Analyzing the Uganda Dam Project

This report examines a cross-cultural management case study focusing on a dam project in Uganda, highlighting the differing perspectives of Martin and Green within the HG Organisation. The report delves into the cultural attributes of Uganda, the attitudes of Martin and Green (analyzing ethnocentric, polycentric, and geocentric approaches), and the controversial actions that arose during the project. The analysis considers the impact of these cultural differences on corporate culture and the implications for project success. The report utilizes concepts like the face-negotiation theory to understand the communication challenges and proposes strategies for effective cross-cultural management, emphasizing the importance of understanding cultural nuances for successful international business operations. The conclusion stresses the crucial role of cultural awareness in achieving organizational goals in a global context.

Cross Culture Management

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
1. Uganda cultural attribute....................................................................................................1
2. Attitudes of Martin and Green............................................................................................1
3. Controversial actions for the project..................................................................................1
4. Corporate culture................................................................................................................2
CONCLUSION................................................................................................................................2
REFERENCES................................................................................................................................3

INTRODUCTION
Cross culture management is important for the company so that it can analyse culture of
other country and carry out successful operations while operating there. Present report deals with
the case study of Martin and Green having cultural differences in carrying out dam project.
1. Uganda cultural attribute
Communication and negotiation are both important part of organisational structure.
According to the case study, Martin is a crucial person for HG Organisation so that it may
achieve objectives in the best possible manner. Uganda cultural attribute is however moderate for
the company. This is because unemployment rate was high in the country and Green was
benefited by such situation so that it may higher employees with much ease. In contrary to this,
nepotism is serious issue which has led to increase in workers' turnover rate as preferences for
Green was based on cross cultural issue. This is the main reason for which employees are leaving
organisation because of such influences. Face negotiation theory can be applied which means
that people reports disagreements affecting due to culture differences such as racism and
nepotism (Face-Negotiation Theory, 2018).
2. Attitudes of Martin and Green
The attitudes of Martin and Green can be understood with perspectives such as
ethnocentric, polycentric and geocentric. Starting with ethnocentric means that one has much
influence over other by applying one's own culture. This can be seen from the case study that
Green was biased about Uganda's culture and was not letting Martin to higher local people not
because of lack of competency but main reason was culture differences between two
distinguished nations. Polycentric approach means that people are hired of the host country to
carry out activities in international business. On the other hand, geocentric approach means that
employees are hired regardless of their origin (Putnik and et.al, 2018). This means that
influences of attitudes of both the persons changed when hiring employees for the dam project.
3. Controversial actions for the project
According to the case study, Martin was right in carrying out his work in effective way.
He was pretty much dedicated towards completing his assignment. HG Organisation will be
affected quiet adversely if Martin was not hired for the job in performing operations in Uganda.
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This was the main reason behind timely completion of dam project. Moreover, in the absence of
Martin, organisation could not be able to accomplish work.
4. Corporate culture
The Corporate culture is affected by values and norms of the host nation. In next phase of
project, Martin is the right person for accomplishing job as he perfectly knows Uganda culture
and it will be helpful for Green in carrying out operations in the country (Adler and Aycan,
2018). The problem faced by HG Organisation in the scenario could be resolved by
incorporating changes and as such, Martin could make perfect liaison between organisational
culture and host country culture quite easily. Local employees can be hired in organised way and
goal can be effectually achieved.
CONCLUSION
Hereby it can be concluded that culture plays crucial role when company carries its
business internationally. Cross-cultural issues should be carefully analysed so that organisation
goals can be achieved in the best possible manner.
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REFERENCES
Books and Journals
Adler, N. J. and Aycan, Z., 2018. Cross-Cultural Interaction: What We Know and What We
Need to Know. Annual Review of Organizational Psychology and Organizational
Behavior.5(1).
Putnik, K. and et.al, 2018. Work-home interface in a cross-cultural context: A framework for
future research and practice. The International Journal of Human Resource
Management. pp.1-18.
Online
Face-Negotiation Theory, 2018 [Online] Available Through:
<https://www.communicationtheory.org/face-negotiation-theory/>
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