This report delves into the complexities of cross-cultural management, emphasizing its significance for organizational growth. It examines the impact of national culture, particularly within the context of a project in Tanzania managed by Brett Jones. The report highlights the relevance of Hofstede's cultural dimensions (power distance, individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance, long-term orientation, and indulgence vs. restraint) in understanding cultural nuances and their implications for business practices. A comparison between the United States and Tanzania reveals key differences in societal values, work ethics, and perceptions, which can lead to challenges in international projects. The report concludes by underscoring the importance of adapting to national cultures for achieving organizational goals and mitigating potential conflicts.