Teaching Case-New Horizons Tanzania,Ltd. – A Case of International HRD in Two Parts (Part One)

Abstract

For international organizations in developing countries, operating across cultures can elicit varied perspectives on employee engagement and employee development. Performance pressure from a board of directors will also influence the human resource development emphasis of organization leaders. Varied perspectives and performance pressures place demands upon leaders to balance resources and manage inter–cultural behaviors to achieve outcomes. In such situations, choices of methods, training, and leadership tactics to both engage employees effectively and perform organizationally can become a difficult balance. This case presents a developing country international HRD study in two parts – (a) the first of which emphasizes leadership priorities and (b) leadership strategies in a third world environment.