任維廉任維廉

管 理 學管 理 學Chapter 3 Global ManagementChapter 3 Global Management

全球管理全球管理

Culture is the collective programming of the mind Culture is the collective programming of the mind which distinguishes the members of one human which distinguishes the members of one human group from another.group from another. — Geert Hofstede— Geert Hofstede

1.妳今天早上怎麼起床的？ 2. national culture vs. organization culture, 何者影

響員工行為更大？3.企業界最有用的語言是英文，第二呢？4. Global thinking, local action. 開車一定是向右

行駛？西方人如何分辨來自東方的觀光客？龍的傳人？洗門風 ？

5. “culture shock”

6. Who owns what?

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Culture shockCulture shock

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the difficulty people have adjusting to a new culture that differs markedly from their own. (Wiki)

實做練習 Case: Who Owns What?

Acer, Apple, Ben and Jerry’s Ice Cream, Coke, Disney, GE, Godiva, Green Giant, Grey Hound,Heineken, Holiday Inn, Hyundai, ThinkPad,Ikea, Intel, LG, Lipton Tea, Marlboro, McDonald, Microsoft, Nestle, Nokia, P&G, Philips, Rolex,Sam Sung, Shell, Sony, Swatch, Toyota, Tropicana,Volvo, Wal-Mart, Wrangler Jens,

世界級品牌世界級品牌http://www.interbrand.com/zh-CHT/best-global-brands/best-global-brands-2008/best-global-brands-2011.aspxhttp://www.interbrand.com/zh-CHT/best-global-brands/best-global-brands-2008/best-global-brands-2011.aspx

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今年排名

去年排名

品牌 今年排名

去年排名

品牌

1 1 Coke 8 17 Apple

2 2 IBM 9 9 Disney

3 3 Microsoft 10 10 Hp

4 4 Google 11 11 Toyota

5 5 GE 14 8 Nokia

6 6 McDonald 17 19 Sam sung

7 7 Intel 98 -- HTC

20112011 年二十大台灣國際品牌年二十大台灣國際品牌

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排名 品牌 公司名稱 品牌價值( 億新台幣 )

1 宏達國際 1047.56

2 宏碁公司 563.74

3 華碩電腦 475.71

4 趨勢科技 353.49

5 康師傅控股 345.85

20112011 年二十大台灣國際品牌年二十大台灣國際品牌

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排名 品牌 公司名稱 品牌價值( 億新台幣 )

6 旺旺食品 214.78

7 巨大機械 97.91

8 正新輪胎 97.41

9 聯強國際 92.08

10 研華公司 69.99

20112011 年二十大台灣國際品牌年二十大台灣國際品牌

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排名 品牌 公司名稱 品牌價值( 億新台幣 )

11 85 ℃ 美食達人 63.53

12 D-Link 友訊科技 58.30

13 Merida 美利達工業 54.29

14 Transcend 創見資訊 42.30

15 CyberLink 訊連科技 40.70

16 Zyxel 合勤科技 40.56

17 Delta 台達電子 40.53

18 Uni-president 統一企業 39.75

19 Johnson 喬山健康 39.71

20 KGI 凱基證券 28.83

BenQ-Siemens Case BenQ-Siemens Case 的教訓的教訓1. 財務評鑑2. 品牌 / 品質3. 執行力： 管理能力 人才素質

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http://hotline.ccsinsight.com/_images-article/benq-siemens-logo.jpg

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綱 要綱 要1. What’s your global perspective?

全球視野 vs. 偏狹地域觀念2. Understanding the global environment:

變遷的全球環境 3. Doing business globally: 國際化之三階段4. Managing in a global environment,

外國環境之管理

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11.. 全球視野全球視野 Parochialism

viewing the world solely through your own perspectives, leading to an inability to recognize differences between people.

討論：聯合國考題：你對於世界糧食短缺問題的看法。從美

國 ( 台北 ) 看天下。世界是平的，只要有網路和雄心。全世界的夜景， Facebook map ，宗教禁忌，日本習

俗，不雅的手勢。

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Paul is an intern on Facebook’s data infrastructure engineering team. http://www.facebook.com/note.php?note_id=469716398919.ksh/sg

討論： Usama bin Laden, Jr., Leonardo da Vinci,

Barack Hussein Obama II 14

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Adopting a Global PerspectiveAdopting a Global PerspectiveEthnocentric Attitude, 種族優越中心

The parochialistic belief that the best work approaches and practices are those of the home country.

Polycentric Attitude, 多中心The view that the managers in the host country know the

best work approaches and practices for running their business.

Geocentric Attitude, 地球為中心A world-oriented view that focuses on using the best

approaches and people from around the globe.

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22. . 變遷的全球環境：變遷的全球環境：區域貿易聯盟 區域貿易聯盟 Regional Trading AlliancesRegional Trading Alliances

1. 歐盟 , European Union (EU) - a union of 27 European nations created as a unified economic and trade entity

Euro - a single common European currency

2. 北美自由貿易協定 , North American Free Trade Agreement (NAFTA) - an agreement among the Mexican, Canadian, and U.S. governments in which certain barriers to trade have been eliminated.

3. 東協 , Association of Southeast Asian Nations (ASEAN), Trading alliance of 10 Southeast Asian nations, 加 1,3,6

討論：蘇東坡？ BRICs, PIGS, African Union, Southern Cone Common Market (Mercosur),

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Exhibit 3-1: European Union MapExhibit 3-1: European Union Map

Mercousur MembersMercousur Members

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ASEAN MembersASEAN Members

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Global Trade MechanismsGlobal Trade MechanismsThe World Trade Organization (WTO) - a global

organization of 153 countries that deals with the rules of trade among nations. (30 observer governments) Evolved from the General Agreement on Tariffs and Trade (GATT) in 1995.

International Monetary Fund (IMF) - an organization of 185 countries that promotes international monetary cooperation and provides advice, loans, and technical assistance.

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Global Trade MechanismsGlobal Trade MechanismsWorld Bank Group - a group of five closely associated

institutions that provides financial and technical assistance to developing countries.

Organization for Economic Cooperation and Development (OECD) - an international economic organization that helps its 30 member countries achieve sustainable economic growth and employment.

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G7, G8 (Group of Eight), G-20G7, G8 (Group of Eight), G-20八大工業國組織 英國 , 法國 , 德國 , 美國 , 日本 , 義大利 , 加拿

大 ,

俄羅斯

G-20 擁有全球 65% 的人口， 85% 經濟活動 阿根廷 , 澳大利亞 , 巴西 , 中國，歐盟 , 印度 , 印

尼 , 韓國 , 墨西哥 , 沙烏地阿拉伯 , 南非 , 土耳其

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Taiwan Taiwan 的困境的困境 : FTA: FTA

ECFA - Economic Cooperation Framework Agreement, APEC - 亞太經合會

韓國與歐盟及美國簽署 FTA TIFA - 台美貿易暨投資保障協定TPP - 泛太平洋戰略經濟 夥伴關係協定 (Trans-Pacific

Strategic Economic Partnership Agreement)

新加坡、馬來西亞、汶萊、越南、日本 加拿大、美國、墨西哥，秘魯、智利 澳洲、紐西蘭

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33. . 國際化之三階段國際化之三階段How Organizations Go Global1.外包2.進出口，授權，特許加盟3.策略聯盟，合資，外國子公司

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Multinational Corporation (Multinational Corporation (MNCMNC): ): Maintains operations in multiple countries.Maintains operations in multiple countries.Multinational Corporation (MNC) - a broad term that

refers to any and all types of international companies that maintain operations in multiple countries.

1. Multidomestic Corporation - an MNC that decentralizes management and other decisions to the local country.

2. Global Company - an MNC that centralizes management and other decisions in the home country.

3. Transnational or Borderless Organization - an MNC in which artificial geographical barriers are eliminated. (reflect a geocentric attitude)

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台灣傳統產業之發展軌跡台灣傳統產業之發展軌跡從小開始，為外國客戶代工（成為 OEM ），跨國分工，投入研發設計，掌握核心客戶（成為 ODM ），提升台灣為營運總部，自建品牌通路。討論： Smile curve, 台灣十大國際品牌？

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世界級品牌世界級品牌 Apple Google Coke, Microsoft, IBM, GE, Intel, Disney, McDonald, Nokia, Toyota, Sam Sung, Louis Vuitton, China Mobile, 台灣？

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Source: http://images.businessweek.com/ss/09/09/0917_global_brands/index.htm?technology+slideshows

十大台灣國際品牌十大台灣國際品牌

1. 趨勢科技

2. 華碩電腦

3. 宏碁公司

4. 康師傅

5. 正新橡膠

6. 巨大機械

7.明基電通

8. 合勤科技

9. 聯強國際

10.威盛電子32

4. 4. 外國環境之管理外國環境之管理1. 政法、經濟環境2. 文化環境 個人、集體主義 權力差距 不確定之規避 成就或教養（重量或質，陽剛、陰柔） 長、短期導向

補充資料：南斯拉夫鈔票，女人女人

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Managing in A Global EnvironmentManaging in A Global Environment

The Legal Environment

Stability or instability of legal and political systemsLegal procedures are established and followedFair and honest elections held on a regular basis

Differences in the laws of various nationsEffects on business activitiesEffects on delivery of products and services

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The Economic EnvironmentThe Economic EnvironmentFree Market Economy - an economic system in which

resources are primarily owned and controlled by the private sector.

Planned Economy - an economic system in which economic decisions are planned by a central government.

Monetary and Financial FactorsCurrency exchange rates, Inflation rates, Diverse tax

policies

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The Cultural EnvironmentThe Cultural EnvironmentNational Culture - the values and attitudes shared by

individuals from a specific country that shape their behavior and beliefs about what is important.

May have more influence on an organization than the organization culture.

Global Leadership and Organizational Behavior Effectiveness (GLOBE) program - a research program that studies cross-cultural leadership behaviors.

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Exhibit 4Exhibit 4––66 What Are Americans LikeWhat Are Americans Like

Americans are very informal.

Americans are direct.

Americans are competitive.

Americans are achievers.

Americans are independent and individualistic.

Americans are questioners.

Americans dislike silence.

Americans value punctuality.

Americans value cleanliness.

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Hofstede’s Framework for Assessing CulturesHofstede’s Framework for Assessing Cultures

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Exhibit 3–5 Hofstede’s Five Dimensions of National Culture

(1) Individualistic — people look after their own and family interests Collectivistic — people expect group to look after and protect them Individualistic

Collectivistic United States, Canada Japan Mexico, Thailand

Australia

(2) High power distance—Accepts wide differences in power, great deal of respect for those in authority

Low power distance—Plays down inequalities: employees are not afraid to approach nor are in awe of the boss

High power distance Low power distance Mexico, Singapore, Italy, Japan United States, Sweden

Exhibit 3–5 Hofstede’s Five Dimensions of National Culture

(3) High uncertainty avoidance—Threatened with ambiguity and experience high levels of anxiety

Low uncertainty avoidance— Comfortable with risks; tolerant of different behavior and opinions

High uncertainty avoidance Low uncertainty avoidance Italy, Mexico, France United Kingdom Canada, United States,

Singapore

(4) Achievement—Values such as assertiveness, acquiring money and goods, and competition prevail

Nurturing—Values such as relationships and concern for others prevail

Achievement Nurturing United States, Japan, Canada, Greece France,

Sweden Mexico

Exhibit 3–5 Hofstede’s Five Dimensions of National Culture

(5) Long-term orientation—People look to the future and value thrift and persistence

Short-term orientation — People value tradition and the past

Short-term thinking Long-term thinking

Germany, Australia, China, Taiwan, Japan

United States, Canada

Examples of HofstedeExamples of Hofstede’’s Cultural Dimensionss Cultural Dimensions

Source: Based on G. Hofstede, “Motivation, Leadership, and Organization: Do American Theories Apply Abroad?” Organizational Dynamics, Summer 1980, pp. 42–63.

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Hofstede’sHofstede’s Cultural DimensionsCultural DimensionsPDI (Power Distance Index)

低平權

IDV (Individualism)

低將團體的利益置於 個人之上

MAS (Masculinity)

高強調積極進取、成功 低強調生活品質、人際關係、社會服務

UAI (Uncertainty Avoidance Index)

高不能容忍沒有規章

LTO (Long-Term Orientation)

高強調節儉、忍耐，為了長遠的未來

47http://www.geert-hofstede.com/

Exhibit 3Exhibit 3––66 GLOBE HighlightsGLOBE Highlights

Source: M. Javidan and R. J. House, “Cultural Acumen for the Global Manager: Lessons from Project GLOBE,” Organizational Dynamics, Spring 2001, pp. 289–305. Copyright © 2001. Reprinted with permission from Elsevier.

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Contemporary IssuesContemporary Issues

Cultural Intelligence - cultural awareness and sensitivity skills.

Global Mind-Set - attributes that allow a leader to be effective in cross-cultural environments.

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Global mind-set Inventory (GMI)知識資本：嫻熟全球企業營運，掌握複雜狀況，開拓國際視野。

心理資本：熱愛多元文化，渴望冒險，自我肯定。

社會資本：能和不同文化背景的人建立信任關係，發揮人際影響力，善用外交手腕。

hbr.org/globalize-yourself-list

Do your assignment: 1~5Do your assignment: 1~5 組組

1. Case study: a manager’s dilemma (p.98)

2. Thinking critically about ethics (p.118)

3. Skill exercise: Collaboration skill (p.118)

4. Team exercise: Global aptitude assessment (p.118)

5. Internet-based exercise (p.118), cross cultural awareness http://www.kwintessential.co.uk/resources/culture-tests.html

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回顧回顧 比較： 1. 全球視野 VS. 偏狹地域觀點 2. 國家 VS. 組織文化 3. 文化衝擊 (culture shock)

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補充：改變全球經濟板塊的因素補充：改變全球經濟板塊的因素1.海洋世紀，工業革命2.資本主義3.資訊科技：網路，通訊

討論：遙測 (remote sensor) 技術， GPS ， GIS ， Digital Earth

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Terms to KnowTerms to Know parochialism ethnocentric attitude polycentric attitude geocentric attitude European Union (EU) Euro North American Free Trade

Agreement (NAFTA) Association of Southeast Asian

Nations (ASEAN) World Trade Organization (WTO) multinational corporations (MNCs) multidomestic corporation global company transnational or borderless

organization

born globals global sourcing exporting importing licensing franchising strategic alliances joint venture foreign subsidiary market economy command economy national culture GLOBE wikis blogs

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