Charles Martin in Uganda

Topics: Sudan, Uganda, East Africa Pages: 6 (1630 words) Published: October 31, 2010
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 |Minhaz Isa Hossain |6 | |3 |081 229 030 |Anika Karim Hridi |6 | |4 |081 312 030 |M Mostafa Al Mahmud |6 | |5 |081 693 030 |S M Sazid Raihan |5 | |6 |082 690 030 |Farin Ahmed |6 |


Question 1: Describe Ugandan cultural attributes that might affect operations of a foreign company operating there.

Answer: Culture is an integral part of the business operating environment. Culture, which is a system of values and norms, influences nearly all business functions. The Ugandan cultural attributes might affect operations of a foreign country operating there because of Uganda’s economic, political and cultural complexity. Also employees from developed countries or other part of the world might encounter distress or cultural shock because of differences in Ugandan cultural behaviors.

If a foreign country wants to operate a business in Uganda then it should focus on current Uganda ways of doing business. English is Uganda’s official language. Hence, foreigners may not face problems while communicating with the Ugandan people. But foreigners may face problems regarding immigration permissions for them to come and work at Uganda.

Uganda is considered one of the most corrupt in the world. The entry of foreign companies is not heavily regulated here. Business in Uganda typically moves slowly. For instance one may wait months to get a phone installed, supplies delivered, or operating licenses issued. But offering some little extra money to certain people can help to get things done in a reasonable time.

Some foreign companies may see Uganda’s ways of doing business unethical as Uganda prefers word-of –mouth rather than formal searches. Nepotism is also a part of Ugandan corporate culture which often makes foreign officials uncomfortable. Word-of-mouth and less formal searches may be illegal under some countries law and hence this kind of adverse international publicity can negatively affect the foreign company’s image in other countries.

Beside that Uganda’s history of political instability may affect the foreign firms. Foreign companies should also consider Uganda’s tribal rituals as there is much international support for the tribes’ claim in Uganda. Hence, the Ugandan cultural attributes might affect operations of a foreign company operating there.

Question 2: Would you describe Green’s and Martin’s attitudes as being ethnocentric, polycentric or geocentric? What factors do you think have influenced their attitudes?

Answer: Green’s attitudes can be described as being ethnocentric as he thinks his own customs, culture and religion is superior to others and he ignores local circumstantial consequences on business. He always assumes that his American way of doing business would work in anywhere in the world.

Since Martin had formal studies and fascination on African culture and he had work experiences in Africa, he always preferred to respect and follow Uganda’s local way of doing business. Martin’s ideology was not to draw...
Continue Reading

Please join StudyMode to read the full document

You May Also Find These Documents Helpful

  • Charles Martin in Uganda Case Study Essay
  • Essay about Case: “Charles Martin in Uganda”
  • Charles Martin in Uganda Essay
  • Charles Martin in Uganda: What to Do When a Manager Goes Native Essay
  • Charles Martin in Uganda: What to Do When a Manager Goes Native Essay
  • Essay on The Charles Martin
  • Case Study Guide: Charles Martin in Uganda Essay
  • charles martin case study Essay

Become a StudyMode Member

Sign Up - It's Free