Charles Martin in Uganda: What to Do
When a Manager Goes Native
Jeremy Trainer
Hydro Generation (HG)
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Power Plant Project in Ugandan
Local support – Local opposition
 Gov’t strongly favored project – highly unregulated
 Displacement of 700 villagers
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Lawrence Lovell, CEO
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Believed business should embody Christian values
James Green, Vice President
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Concerned about business practices and lifestyle
Charles Martin – Project Manager
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Professional education
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Minor in African Studies form University of Wisconsin
Served in Peace Corps in Kenya
MBA from University of Maryland
Experience with Hydro Generation
Responsibilities
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Gain local support
Set up office, hiring, customs, logistics, inventory
Assist foreign personnel
Charles Martin – Advantages
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United States country perspective
Knowledge of Africa’s economics, politics, and
culture
Preferred middle-class Ugandan neighborhoods
Charles Martin – Unethical Practices
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Lifestyle inconsistent with HG culture
Unethical business related practices – tips
Hiring practices
Paying more than appropriate?
Tribal rituals
Hired specialist in African religions
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$7,500, sacrificed a sheep, 2 cows, 4 goats, and chickens
Questions
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Who was right, Green or Martin, about Martin’s
new controversial actions in facilitating the
project?
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How might have things turned out if Martin had
not been a member of the project?