Cross-Cultural Leadership Analysis: HG's Uganda Dam Project Report

This report provides an analysis of the challenges faced by Hydroo Generation (HG) in its Uganda dam project, focusing on leadership and cultural issues. The case study examines the problems encountered by Charles Martin, a manager assigned to the project, in navigating the Ugandan business environment, characterized by high power distance, collectivism, and corruption. The report applies Hofstede's cultural dimensions to understand the cultural differences and their impact on the project. Problems like nepotism, communication barriers, and organizational culture clashes are discussed. Recommendations include adopting an ethnocentric approach, building relationships with the government, diversifying the workforce, and promoting cultural awareness. The report also emphasizes the importance of ethical practices and the application of leadership models like the Deal and Kennedy model to maintain an effective organizational structure. The reflection section supports the selection of Charles Martin for the project based on his qualities. The report concludes with a list of references, including online resources.

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TABLE OF CONTENTS
Concept of this case ........................................................................................................................1
Problems in case study and theories to analyse these problems along with possible
recommendation.....................................................................................................................1
REFLECTION........................................................................................................................3
REFERENCES................................................................................................................................4
Online.....................................................................................................................................4

Concept of this case
The present case represents the significance of understanding and adjusting to changing
business environment for a foreign company while entering or operating into a new country or
region.
Problems in case study and theories to analyse these problems along with possible
recommendation.
There are various problems have been found in the case study which is based on national
culture which is followed by the people of Uganda. It is the country where there is lack of
infrastructure and lots of bureaucratic problems. Governmental and political corruption has
made it hard to accomplish the business operations without providing bribes (Dalahmeh, S. and
et.al., 2018). There are various problems have been faced by managers James Martin while
accomplishment of dam project. From the case study, there are various issues have been analysed
by Hofstede dimension such as High power distance, collectivism, femininity, high uncertainty
etc. It based on the analysis Hydroo generation which is a US based specialist in power
generation with plants in 16 countries Charles martin is the 29 years old American has been
assigned by HG to manage the preliminary stage of the construction of large construction of
large dam in Uganda. Nepotism is major problems which is faced by Charles martin in Uganda
at the time getting permission for construction of dam project. Managers was not having
knowledge about the Uganda. Further, Hofstede cultural model of national culture consists of six
dimensions which represents independent preferences for one state of affairs over another. Power
development index of theory state that there is high at which less powerful members of Uganda
accept ad expect that power is distributed unequally (The 6 dimensions of national culture,
2017).
The main problems which are faced by foreign companies in Uganda are analysed such
as different type of communication language, higher and lower class discrimination, nepotism is
a norm for employment staff (Gannon, M.J. and Deb, P., 2018). Restructuring of rules and
international laws, people are involved with the corruption. There is also legal opportunities for
business and people of Uganda are too much devoted to their religion, beliefs and culture.
Moreover, the secular philosophies of HG has generated the idea that even secular
business activities of organisation will develop strong Christian values. Moreover, it was also
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found that the democratic organisation culture in the HG under which employees where provided
freedom to participate in decision making functions, but they will also be held accountable for
their results. In this, Martin was more concerned about his effectiveness with respect to this Dam
project in Uganda. It has also faced problems due to collectivism of people which is a cultural
value of people characterized through emphasizing on the cohesiveness among the individuals
and the prioritization of the important group over-self (Nabiryo, S.K., 2016). Moreover, in order
to reduce these problems in business it is important for managers and Vice president to adopt the
Ethnocentric culture of people. They also need to develop effective relations with the
government to regulate their business project in Uganda. Moreover, as foreign organisation, it is
essential for organisation to diversity in work environment by Hiring people from the Village for
construction of Dam. They also required to provide recognition to local people in Uganda and
provide them support in development of Infrastructure. Company also need to spread awareness
among the about the equality and diversity of culture.
Organisation culture – The another issue is related to organisation culture in HG, the
organisation follows Christian culture strongly, the Uganda is the first project of HG in Africa, In
order to successfully operate business or organisation operation in Uganda the organisation
needed local employees. Due to the cultural differences Charles martin faced a lot of issues with
the working cultural of the company. Martin was an individual who loves to live independent
lifestyle and he also performs unethical practices which was not at all acceptable in HG, these
difference in culture and values became reasons for issue or problems in the organisation. he
defilement can lay a huge effect on the general activities of the organization in a nation. In this
way, martin will see through the viable treatment of the diverse elements of HG Uganda and its
dam venture (Bird and Mendenhall, 2016.). Other than this, he will take care of the keeping up of
the moral practices that are been taken in thought by the association. In spite of the fact that, the
country is exceedingly defiled, he won't let his association to get influenced by the national
culture to get influenced by it. The Schein's layer's of culture will help in better development and
advancement of the hierarchical structure that will help in better treatment of the diverse tasks
and handle the business activities of HG Uganda in an extremely powerful way.Martin will take
care of the better hand;ling of the distinctive business activities that will assist the HG Uganda
with having an issue free workplace. Martin will utilize the intercultural and culturally diverse
practices that will help in better administration of different functionalities. The successful
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intercultural and multifaceted hypothesis correspondence and transaction process with the
foreigner's, neighborhood specialists, ancestral groups and the custom office, will complete the
business activities of the association.
REFLECTION
From the above investigation, it can be miserable that James Green is right in picking the
Charles Martin as the responsible for the dam venture in Uganda. His qualities and attributes to
complete the work successfully in the association and the undertaking will help in the better
treatment of the wide assortment of tasks that will help in better treatment of the diverse
activities that will help in better picking up of the extensive variety of operational focal points
over the working of the HG's dam venture in Uganda. As the area of the Dam is topographically
key and is required to be taken in powerful point of view by the administration of the firm before
starting the venture. I have discovered that the political conditions are unverifiable and are very
tainted. Yet, the significant favorable position for the association is that the neighborhood
government has not managed or confined the remote financial specialists and business firms to
set up their organizations in Uganda. On the conflicting actuality, the Ugandan government has
firmly bolstered the dam and hydroelectric power venture. This can demonstrate as the real
favorable position for the business association. Other than this, I additionally discovered that
Martin will play a profound and huge part in the tasks that will help in the better setting up and
execution of the dam venture by HG. He has the proper properties and attributes that will help
him to have a superior offer of the functionalities and oversee them betterly. Other than this, he
will utilize the different administration models and speculations like behavioral hypothesis and
characteristics that will enable him to manufacture a superior association with its nearby and
outside representative's and partners. It will likewise encourage the better treatment of the
operational limit of the association and will bolster the powerful treatment of the distinctive
activities that will help him to meet the operational limit of the association. Other than this, he
will utilize the Deal and Kennedy model to keep up the viable hierarchical structure of HG
Uganda. It will help in compelling stream of directions and the better, driving from front
initiative style of Martin will help the firm to have a superior offer of the diverse operational
capacities that will enhance the general usefulness of the association (Thuita, 2015).
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REFERENCES
Dalahmeh, S. and et.al., 2018. Per-and polyfluoroalkyl substances (PFASs) in water, soil and
plants in wetlands and agricultural areas in Kampala, Uganda. Science of The Total Environment,
631, pp.660-667.
Gannon, M.J. and Deb, P., 2018. Cross-Cultural Dimensions, Metaphors, and Paradoxes: An
Exploratory Comparative Analysis. In Advances in Culturally-Aware Intelligent Systems and in
Cross-Cultural Psychological Studies (pp. 313-334). Springer, Cham.
Nabiryo, S.K., 2016. Nepotism and School Performance: A Case Study of Kasenge Greenhill
Secondary School in Kampala District, Uganda (Doctoral dissertation).
Berry, J.W., 2015. Global psychology: implications for cross-cultural research and
management. Cross Cultural Management. 22(3). pp.342-355.
Bird, A. and Mendenhall, M.E., 2016. From cross-cultural management to global leadership:
Evolution and adaptation. Journal of World Business. 51(1). pp.115-126.
French, R., 2015. Cross-cultural management in work organisations. Kogan Page Publishers.
Stahl, G.K., Miska, C., Lee, H.J. and De Luque, M.S., 2017. The upside of cultural differences:
Towards a more balanced treatment of culture in cross-cultural management
research. Cross Cultural & Strategic Management. 24(1). pp.2-12.
Thomas, D.C. and Peterson, M.F., 2017. Cross-cultural management: Essential concepts. Sage
Publications.
Thuita, Z., 2015. Cross Cultural Management.
Tjosvold, D., 2017. Cross-cultural management: foundations and future. Routledge.
Online
The 6 dimensions of national culture, 2017, [Online]. Available through:<https://www.hofstede-
insights.com/models/national-culture/>
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