Case study:

Mr Jones, an American, accepts a position as an adviser in an African country. He will work directly with Mr Nkosia citizen of the country. Together they have managerial responsibility for the project, which is to develop the oil industry in the African country. Mr Jones' experience in the United States seems well-suited to the task he must accomplish in his advisory capacity in the African country. He is highly motivated and has an excellent work record and his superiors in the United States are confident that he will encounter little he cannot handle in his assignment.

After having been on the job for several weeks, Mr Jones experiences considerable frustration. It appears that Mr Nkosi and his subordinates lack both training and motivation. On a number of occasions, Mr Jones tactfully points out to Mr Nkosi that they get together one evening for dinner, thinking that in an informal setting he might be more successful in making Mr Nkosi aware of some of the problems at work. The two men meet for dinner but every effort to bring up the work situations results in Mr Nkosi changing the subject to talk about family and friends.

The problem becomes increasingly severe in the weeks that follow. It seems to Mr Jones that the only way to get the job done is to do it himself. Gradually he assumes more of the tasks that should be performed by Mr Nkosi.

(a) Suppose the question of whether Mr Jones is succeeding or failing in creating international relations for the business.

(b) What are the consequences of applying his knowledge to the skills needed for this type of international business to the problem?

(c) Consider some of the cultural variables that are the issues raised as a consequence of global communication between Mr Nkosi and Mr Jones.