BMGT 392 – Case Analysis March 9‚ 2011 The Charles Martin in Uganda story shows how companies can often be at odds with a manager who is managing operations in a distant land. The values and normal tendencies of a company can sometimes be interpreted much differently by the manager on the ground. In this example‚ we will look at how Charles Martin dealt with cultural differences of Uganda and the U.S.-based Hydro Generation (HG) Company. On the surface‚ the diverse culture could be seen as a
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Case Study-1 Course: International Business (MGT 372) Section: 5‚ 6 Case: Charles Martin in Uganda Faculty: Ms. Samira Rahman (Smi) Submitted by: Group 10 |No. |ID |NAME |SECTION | |1 |072 349 030 |Nusrat Amin |6 | |2 |073 522 030
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Executive Summary This report details several international management problems that Chiquita has been faced with over the past two decades. Many of these problems are to do with the company’s previously poor image when it came to Corporate and Social responsibility. Over the years Chiquita faced many accusations about the conditions workers were faced with at many of their facilities in Latin America and have also had their environmental policies questioned many times in the press. The company
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Q2. ‘An understanding of the international context‚ including national ‘cultures’‚ is increasingly important in HRM.’ To what extent do you agree with this statement? Knowledge of the international context and culture is imperative for the survival of organizations whether based locally or internationally‚ since countries around the world are fast becoming a melting pot of people from different nations or as Multinational corporations (MNC’s) operating and competing across the globe. Culture influences
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parochialism Adopting a Global Perspective • Ethnocentric Attitude – The parochialistic belief that the best work approaches and practices are those of the home country. • Polycentric Attitude – The view that the managers in the host country know the best work approaches and practices for running their business. • Geocentric Attitude – A world-oriented view that focuses on using the best approaches and people from around the globe. Regional Trading Agreements • The European Union (EU) – A unified
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Introduction This task was set to explore the importance of cultural differences and how they influence how people are valued within organisations operating on a global scale. While there is sufficient text on International Human Resources Management (IHRM)‚ the matter of how organisations and HR are influenced by these cultural differences has not yet been sufficiently discussed. Therefore‚ the aim of this essay is to discuss how cultural differences have an impact on HRM on a global scale and
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THE INDISPENSATILITY OF MARKETING IN ENTERPRENEURSHIP DEVELOPMENT Entrepreneurship Development and Small Scale Industries Course Objectives: To understand the basics of managing a business and create interest among students for starting their own business. Topics: Entrepreneur : Meaning of entrepreneur; Evolution of the concept; Functions of the entrepreneur; types of entrepreneur; concept of entrepreneurship-evolution of entrepreneurship; The entrepreneurial culture; stages in entrepreneurial
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ADAPTATION STRATEGIES Once a decision for a market entry mode has been made‚ a firm must decide how much‚ if any‚ to adapt its marketing mix—product‚ promotion‚ price‚ and distribution—to a foreign market. Warren J. Keegan (1995) distinguished five adaptation strategies of product and communication to a foreign market (see Table 1). These strategies are discussed briefly below. Straight Extension In straight extension the same product is marketed to all countries (a "world" product)‚ except for
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INTRODUCTION TO INTERNATIONAL MARKETING 1. What are the principal differences between marketing domestically and marketing internationally or globally? Discuss the various factors that have led to the growth of international business? There is very limited growth in domestic markets‚ so in order to remain healthy‚ most companies must grow and this has been achieved by going international. This is because many product markets in the industrialized nations are saturated which limits
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language‚ lifestyles‚ mindsets‚ customs or religion. Cross-cultural risk is aggravated by ethnocentric orientation‚ which is when we use our own culture as the standard. Polycentric orientation denotes a host-country mindset in which the manager acquires a strong like-mindedness with the country he or she is doing business with. Geocentric is what all managers should strive for. It is a global mind-set in which managers are able to understand a business without regard to country boundaries. Article Summary:
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