program that she started addressing corruption with the external stakeholders. Staff helped a lot in devising strategies for curbing corruption because they understood the environment better.
According to Anna, “managing the challenging relationships with various stakeholders that had different and conflicting work ethics and interests was very challenging”.
Diversity in working styles is also noted as a challenge to performance. Differences in personality, upbringing, training, experiences and exposure causes executives within a working environment to approach work in different ways.
In Mugisha’s case study the CEO comes from a background of working with large private multi-national financial institutions whose work styles are anchored in customer focus and …show more content…
Finally, among culturally inclined challenges is the over-dependence on bosses; I call it the Boss Dependency Syndrome (BDS). This is where staff’s performance depends excessively on their supervisors, or where staff defer to bosses even where they have authority to make decisions (CC01, CC04, CC05, CC13, and all 4 CEO case studies). Various participants reported their frustration about having to tell their staff what to do or else things do not get done. A work-culture in which the staff takes the initiative to do things and present ideas was among the determinants of performance (4 CEO case studies). Therefore overly depending on the boss works against performance and yet, as explained in Chapter 1 and the introduction to this chapter, that is exactly what most Ugandans are socialised to do. It takes exposure to different ways of working and a change in mind-set to get staff / executives to change perceptions around authority and aspire to deliver results. In this study I argue that executives change when they are exposed to foreign working environments where better results are recorded in environments that have less focus on hierarchy and more on empowering staff to use their ingenuity to
According to Anna, “managing the challenging relationships with various stakeholders that had different and conflicting work ethics and interests was very challenging”.
Diversity in working styles is also noted as a challenge to performance. Differences in personality, upbringing, training, experiences and exposure causes executives within a working environment to approach work in different ways.
In Mugisha’s case study the CEO comes from a background of working with large private multi-national financial institutions whose work styles are anchored in customer focus and …show more content…
Finally, among culturally inclined challenges is the over-dependence on bosses; I call it the Boss Dependency Syndrome (BDS). This is where staff’s performance depends excessively on their supervisors, or where staff defer to bosses even where they have authority to make decisions (CC01, CC04, CC05, CC13, and all 4 CEO case studies). Various participants reported their frustration about having to tell their staff what to do or else things do not get done. A work-culture in which the staff takes the initiative to do things and present ideas was among the determinants of performance (4 CEO case studies). Therefore overly depending on the boss works against performance and yet, as explained in Chapter 1 and the introduction to this chapter, that is exactly what most Ugandans are socialised to do. It takes exposure to different ways of working and a change in mind-set to get staff / executives to change perceptions around authority and aspire to deliver results. In this study I argue that executives change when they are exposed to foreign working environments where better results are recorded in environments that have less focus on hierarchy and more on empowering staff to use their ingenuity to