| Popis: |
China and Uganda share traditional political and socio-cultural ties, which have strengthened their relationship in trade and commerce in the twenty-first century. The countries cooperate in infrastructural development, and private and state-owned Chinese enterprises are actively involved in Uganda’s construction industry. Despite these ties between the countries, Chinese firms are experiencing internal conflicts between Ugandan and Chinese employee groups. This case study examines the way in which intercultural conflict is being handled in a Chinese contracting firm which is upgrading roads and drainage in Kampala City. The project manager, Mr Li, believes that Ugandan employees are not as loyal to their jobs as are Chinese workers. Chinese employees acknowledge that Ugandans have a different work ethic from theirs; they attribute conflicts to cultural misunderstandings, including the language barrier between the two groups. From the Ugandan employees’ perspective, the Chinese managers are authoritative, use “colonial” management styles and stereotype the Ugandans. To resolve this intercultural conflict, the company needs a structural and cultural transformation which includes cultural orientation of employees and use of the English language for improved communication. |
