1. There are many Ugandan culture attributes that might affect operations of a foreign company doing business there. This includes corruption in the government. Ugandan tends to hire relatives the locals recommend, though it might seem as a smart solution this could cause complications in the future. This can be so since more employees could be potentially connected with each other in different sectors, this could even involve the government. As a result this might create employees conducting favorites and perhaps even fraud. For instance, charging extra for imports clearance due to transaction agreement between friends within the company and a custom officer. The end result is illegal and could result the company being sued, fined, or even imprisonment of an action performed by a local employee. This affects foreign company doing business because bribe or extra payments is illegal and or ethically unacceptable. Finally, one last aspect is Ugandan’s trial rituals, this sometimes involves the international manager or representative themselves to participate in the ritual in order to continue the work needed to be done. Firms need to be aware of this culture enforcement because it could damage image of the corporation since many are under religious influence that are incompatible with the Ugandan culture. 2. I believe the respective attitudes of Martin and Green are completely opposite of each other. Green definitely is ethnocentric because he believes the company should operate under the same morals and values as it does at home. Though the idea seems to be logical, however, under different cultures those morals and values might not influence as greatly or even be respected by the new environment and its people. Martin on the other hand is very polycentric; he understands Ugandan culture and is very accommodating to the culture’s needs. Factors that have influenced Martin’s attitude include his interest and respect for Ugandan culture, he definitely have a better understanding and respect of the culture. This may have clouded his judgment as he is willing to become more lenient with his business decisions. Green believes that subordinates should be held accountable for the results. He is very strict with his way of doing business and is afraid if decisions are made that are too accommodating to the foreign environment, the company will face bigger risks that could cost more than just the image of the corporation. 3. Personally, I find Green and Martin are very opposite on their expectation on the operation of the company. Though, I am more lenient on Green’s way of doing business. I understand conducting a business in a foreign environment involves adapting to the culture and understanding how business is done. Martin’s actions in facilitating the project were too accommodating to the local expectations. This allowed the locals to feel like they could influence him into making any decisions that is best for them and not for the company. If Martin had not been a member of the project team, the expansion of the company could’ve been completed much slower. Though I believe, doing the right thing at a proper pace could benefit more in the long run, Martin’s actions might have caused the company some risks later on. 4. In the next phase of the project, I believe HG should employ someone whose goal is to embed the company’s culture into the new project. This will allow the company to maintain its image and to continue building its culture. I don’t think Martin is the right person for the job because he enjoys too much of the Ugandan culture, this makes him bias towards the company which may not necessarily be a good way. He is too accommodating towards the Ugandan culture and their way of doing business, which sometimes could be very corrupt and it will result in long-term risks. For instances, hiring relatives that are recommended by the locals and participating on tribal rituals that dilutes the image of Christianity values the company trying to embody.