Charles Martin in Uganda: What to Do When a Manager Goes Native?

Q1: Business in Uganda typically moves slowly; however, paying tips to people in advance can speed the process. Because unemployment is high and hiring is generally done through word-of-mouth, contacts typically recommended their relatives, who are usually hired. Further, although the majority of Uganda’s population is Christian, tribal religions believe that many natural sites (including that of the proposed dam) possess spiritual qualities and are sacred.

Q2: HG’s corporate philosophy embraces the idea that although secular, HG’s business activities should embody strong Christian values. Further, subordinates should be given full responsibility in making and implementing decisions, but they should also be held accountable for their results. By choosing to live in a middle-class Ugandan neighborhood while shunning the expatriate community, by paying extra for service, by hiring recommended relatives, and by paying fees and participating in tribal ceremonies,
Martin exhibited a more polycentric (autonomous) attitude, while Green seemed to be more geocentric in his approach. While Martin was more concerned about his effectiveness with respect to his assignment in Uganda, Green was more concerned with corporate-level issues.

Q 3: Martin was right for his controversial actions in facilitating the project due to his good understanding of Ugandan culture that gave him an edge to perform the preconstruction phase work which any other employee of HG would not have been able to accomplish. For ex. business in Uganda moved at slow pace; Martin learnt that paying tips could quickly speed up the tasks. Finally, the close connection between HG’s local Ugandan employees and government officials represented an invitation to corruption. Nonetheless, had Martin chosen to ignore local customs, the