Charles Martin in Uganda: What to Do When a Manager Goes Native
In several countries, we’re seeing mere evidence of the emergence of sub cultural power and influence. Why? Basic factors include immigration and the rise of religious fundamentalism. Equally important seems to be the growing desire among ethnic groups for independence from the groups that dominate the nations in which they find themselves. In recent years, for example, the cultural identity is effective in mobilizing people in defense of national identity. Typically, such effects promote the “national culture” by reinforcing language and religion, subsidizing nationalistic programs and activities, and propagandizing against foreign influences in the national culture.
CHARLES MARTIN IN UGANDA: WHAT TO DO WHEN A MANAGER GOES NATIVE
James Green, a vice president at U.S.-based Hydro Generation (HO), .was pondering a specific question: Should he retain Charles Martin for the construction phase of a major dam project in the African nation of Uganda? (See Map 2.5 for the location of Uganda in Africa and of the dam project in Uganda.) Martin had already completed his assignment en the preliminary phase of the project, and Green couldn’t deny that Martin results had been highly satisfaction —-he had finished every task on time and within budget. Green, however, was a little concerned with the means by which Martin tended to achieve his ends. In Green’s opinion, Martin was too eager to accommodate Ugandan ways of doing business, some of which ran counter both to HG’s organizational culture and to its usual methods of operating in foreign environments. In particular; Green worried that some of Martin’s accommodations with local stakeholders might have unforeseen repercussions for the company’s presence in Uganda. He also knew the philosophy and values of founder and current CEO Lawrence Lovell who had been instrumental in shaping HG’s mission and culture. A devout Christian and regular attendee of the National Prayer breakfast, Lovell believed strongly that business
CHARLES MARTIN IN UGANDA: WHAT TO DO WHEN A MANAGER GOES NATIVE
James Green, a vice president at U.S.-based Hydro Generation (HO), .was pondering a specific question: Should he retain Charles Martin for the construction phase of a major dam project in the African nation of Uganda? (See Map 2.5 for the location of Uganda in Africa and of the dam project in Uganda.) Martin had already completed his assignment en the preliminary phase of the project, and Green couldn’t deny that Martin results had been highly satisfaction —-he had finished every task on time and within budget. Green, however, was a little concerned with the means by which Martin tended to achieve his ends. In Green’s opinion, Martin was too eager to accommodate Ugandan ways of doing business, some of which ran counter both to HG’s organizational culture and to its usual methods of operating in foreign environments. In particular; Green worried that some of Martin’s accommodations with local stakeholders might have unforeseen repercussions for the company’s presence in Uganda. He also knew the philosophy and values of founder and current CEO Lawrence Lovell who had been instrumental in shaping HG’s mission and culture. A devout Christian and regular attendee of the National Prayer breakfast, Lovell believed strongly that business