Literature Review Multinational corporations’ (MNCs’) international staffing policies have been evaluated in terms of cost and efficiency arguments. Research has not addressed, however, the ethical impact of these policies on diverse stakeholder groups. For the multinational corporation (MNC), the lack of clarity in delineating a framework for evaluating ethical business policy has even greater implications (Moshe & Linda, 2000).
Ethnocentric management overlooks national differences and ignores important factors, believes home-country objectives should prevail and thinks change is easy (Daniels, Radebaugh & Sullivan, 2009:54-57).
Polycentrism believes that business units in different countries should act very much like local companies, and it may be an overly cautious response to cultural variety (Daniels, Radebaugh & Sullivan, 2009:54-57).
Geocentric management is a hybrid of the host country practices, the company’s accustomed practices, and some entirely new practices. Daniels, Radebaugh & Sullivan, 2009:54-57).
Excessive polycentrism may lead to such extensive imitation of proven host-country practices that the company loses its innovative superiority. Besides, excessive ethnocentrism may cause costly business failures. At last, geocentrism may be the preferred approach to business dealings with another culture because it increases the introduction of innovations and decreases the likelihood of their failures (Daniels, Radebaugh & Sullivan, 2009:54-57).
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Discussion
When facing differences between the company and foreign cultures, different people have different attitudes which can be listed as being ethnocentric, polycentric, and geocentric. Martin preferred to live in a middle-class Ugandan neighborhood though HG paid him enough that he could certainly afford to live in one of the up-scale neighborhoods where mostly managers of international companies resided (Daniels, Radebaugh & Sullivan, 2009:61-64).
What’s more, Martin didn’t frequent the places where expatriates typically gathered (Daniels, Radebaugh & Sullivan, 2009:61-64).
In order to speed completion of HG’s requirement, Martin paid responsible people in advance that might be consider as bribery, but in Uganda it is merely called a tip. About the hiring practice, Martin accepted the recommendation of relatives round the local people. He reasoned it would be useful in a country like Uganda (Daniels, Radebaugh & Sullivan, 2009:61-64).
It seems that Martin did everything he could to conform to and understand their culture. He even held two ceremonies to appease the river spirits which totally cost HG $17,500 (Daniels, Radebaugh & Sullivan, 2009:61-64).
By doing these types of things, Martin exhibited a polycentric attitude. This attitude was attributed to his past experience in the Peace Corps, his vast knowledge of Africa, having majored in African studies. Even on a personal level, Martin despised those who isolated themselves instead of embracing the culture of Africa. In addition to his schooling and life experiences, HG Company promoted independence in their managers, which is in line with a polycentric attitude. In contrast, Green exhibited an ethnocentric attitude.
Though Martin had shown the ability to complete each and every task he was given to the standards of HG Company, Green often questioned and found issues with the way in which he accomplished those tasks. He felt that much of what Martin did was in direct conflict with the value of HG. For example, he considered Martin’s lifestyle did not reflect the image that the company should have. Further, it might create problem for future HG expatriates (Daniels, Radebaugh & Sullivan, 2009:61-64).
The Term Paper on The Leadership Of Malcolm X And Martin Luther King Jr
The leadership of Malcolm X and Martin Luther King Jr. Within the conceptual framework of this research, we will compare and evaluate the leadership provided by Malcolm X and Martin Luther King Jr. Their approaches to a multitude of issues will be contrasted, and thoughts on different events discussed. It is apparent from the analysis of those two civil rights movement leaders that both had a ...
In addition, Green thought Martin’s paying “tips” may break the law in the United States and what Martin did with ceremonies hurt HG’s image and was an affront to Uganda’s majority Christian population and the many Christian missionaries there (Daniels, Radebaugh & Sullivan, 2009:61-64).
All these examples reflect that Green exhibited an ethnocentric attitude. This attitude was attributed to his starting point for the company and consideration of HG’s image, reputation, and development. Conclusion
In conclusion, when dealing with the preconstruction of HG’s power plant project in Uganda, cultural differences caused conflicts. Meanwhile, Green exhibited an ethnocentric attitude which attributed to his starting point for the company and consideration of HG’s image, reputation, and development. In contrast, Martin exhibited a polycentric attitude which attributed to his past experience in the Peace Corps, his vast knowledge of Africa, having majored in African studies, his creed and HG Company’s promoting independence in their managers.
