pr salma chad 8-1 9/15/2015. there is no permanent organization chart for the world.... it is of...
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Pr Salma CHAD
8-104/19/23
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There is no permanent organization chart for the world. . . . It is of supreme
importance to be ready at all times to take advantage of new opportunities.
—Robert C. Goizueta, (Former) Chairman and Ceo, Coca-Cola Company
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Internationalization is the process by which a firm gradually changes in response to international competition, domestic market saturation, and the desire for expansion, new markets, and diversification.
Structural Evolution (Stages Model) occurs when managers redesign the organizational structure to optimize the strategy’s changes to work, making changes in the firm’s tasks and relationships and designating authority, responsibility, lines of communication, geographic dispersal of units and so forth
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A number of basic structures exist that permit an MNC to compete internationallyStructure must meet the need of both the local
market and the home-office strategy of globalization
Contingency approach Balances the need to respond quickly to local
conditions with the pressures for providing products globally
Most MNCs evolve through certain basic structural arrangements in international operations
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Pressure for local responsivenessLow High
Pre
ssur
e fo
r gl
obal
izat
ion
Low
High Aircraft Cameras Consumer electronics Computers
Automobiles
Telecommunications
Aerospace
Synthetic fibers
Cement
Steel
Clothing
Packaged goods
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Global Structural Arrangements Global Product Division
Structural arrangement in which domestic divisions are given worldwide responsibility for product groups
Global Area Division Structure under which global operations are
organized on a geographic rather than a product basis
Global Functional Division Structure which organizes worldwide operations
primarily based on function and secondarily on product
Matrix Organization Structure Structure that is a combination of a global product,
area, or functional arrangement
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Domestic structure plus export department
Domestic structure plus foreign subsidiary
International division Global functional structure Global product structure Global Geographic Structure
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PersonnelProduction Marketing Finance
Chief Executive Officer
DomesticDivision
Paint
DomesticDivisionTools
InternationalDivision
DomesticDivisionFurniture
DomesticDivision
Hardware
Japan Australia Italy
OfficeOperations
Marketing GovernmentRelations
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PersonnelProduction Marketing Finance
Chief Executive Officer
North America Industrial Goods Europe
Manager,Industrial GoodsNorth America
Manager,Industrial Goods
Europe
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How would you redesign the structure of the Faculty of Management at AUL?
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The global functional structure is designed on the basis of the company’s functions – production, marketing, finance, and so forth. Foreign operations are integrated into the activities and responsibilities of each department to gain functional specialization and economies of scale.
Matrix Structure is a hybrid organization of overlapping responsibilities – it is used by some firms but has generally fallen into disfavor recently
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If you misjudge the market [by globalizing], you are wrong in 15 countries rather than only in one.
—Ford European Executive
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Two opposing forces in structural decisionsThe need for differentiation (focusing on and specializing in specific markets)
The need for integration (coordinating those same markets)
Globalization – a specific strategy that treats the world as one market by using a standardized approach to products and markets
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Organizing to facilitate a globalization strategy typically involves rationalization and the development of strategic alliances
Organizing for global product standardization necessitates close coordination among the various countries involved
The problem facing companies in the future is that the structurally sophisticated global networks leave the organization exposed to the risk of environmental volatility from all corners of the world
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The Chinese commonwealth is a form of global network that has become the envy of Western multinationalsNetwork of entrepreneurial relationships in
Asia primarily Includes mainland China, 1.3 billion citizens,
and more than 55 million Chinese in Taiwan, Indonesia, Hong Kong, and Thailand
Estimated to control $2 Trillion in liquid assets
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Most observers believe that this China-based informal economy is the world leader in economic growth, industrial expansion, and exports
Comprises most mid-sized, family-run firms linked by transnational network channels
Channels move information, finance, goods, and capital
Network alliances bind together and draw from the substantial pool of financial capital and resources available in the region
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Inter-organizational networks The global e-corporation network
structure The transnational corporation (TNC)
network structure
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When does a company need to make a change in organizational structure?Makes a change in goals or strategy
Makes a change in scope of operations
Indications of organizational inefficiency
Conflicts among divisions and subsidiaries
Overlapping responsibilitiesComplaints regarding customer service
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The establishment of a single currency makes it possible, for the first time, to
establish shared, centralized accounting and administrative systems.
—Francesco Caio, CEO, Merloni Elettrodomestici
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Design of appropriate structures Use of effective staffing practices Visits by head-office personnel Regular meetings
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Sales quotas Budgets Other financial tools Feedback reports
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Factors likely to affect the appropriateness of monitoring systems include:Management practicesLocal constraintsExpectations regarding: Authority, Time,
and Communication
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In deciding on appropriate monitoring and reporting systems, additional factors to be considered include:
• The role of information systems (adequacy of management information systems in foreign affiliates, non-comparability of performance data across countries)
• Evaluation variables across countries
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Views the various companies, subsidiaries, suppliers, or individuals as a relational networks
Allows the different network partners to adopt unique structures that are adapted to the local context
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How much autonomy and control you would want if you are a subsidiary manager, and when you run the home office?
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Global Structural Arrangements (cont.)Transnational Network Structures
Multinational structural arrangement that combines elements of function, product, and geographic designs, while relying on a network arrangement to link worldwide subsidiariesDispersed subunits
Subsidiaries that are located anywhere in the world where they can benefit the organization
Specialized operations Activities carried out by subunits that focus on a
particular product line, research area, or market area
Designed to tap specialized expertise or other resources in the company’s worldwide subsidiaries
Interdependent relationships Share information and resources throughout the
dispersed and specialized subunits
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Involves linking foreign operations to each other and to headquarters in a flexible way Leverages local and central capabilities
Not a matter of boxes on an organizational chart; it is a network of company units and a system of horizontal communication
Requires the dispersal of responsibility and decision making to local subsidiaries
Effectiveness is dependant on the ability and willingness to share current and new learning and technology across the network
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