自我介紹 黃郁哲 (Jeff) ( 阿哲 ) 高雄人 求學經歷 逢甲大學運管系畢業...
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Transcript of 自我介紹 黃郁哲 (Jeff) ( 阿哲 ) 高雄人 求學經歷 逢甲大學運管系畢業...
自我介紹 黃郁哲 (Jeff) ( 阿哲 )
高雄人 求學經歷
逢甲大學運管系畢業 交通大學運管系碩一
交通大學逕博生 興趣 吃遍美食、看歷史劇
許巧鶯老師研究室 ( 許 lab)
未來研究方向 海運業產業結構動態變化
各產業結構貨運量預測
CHAPTER SIX
任課老師:任維廉 教授
報告人:黃郁哲
Global Organization Design
Outline
1. Entering the Global Arena
2. Designing Structure to Fit Global Strategy
3. Building Global Capabilities
4. Cultural Differences in Coordination and Control
5. Transnational Model of Organization
3
1. Entering The Global Arena-1
More companies are doing business globally
Companies need top leaders who have a global outlook
Advancements in technology and world
communications has changed the competitive landscape
4
1. Entering The Global Arena-2
Motivations for Global Expansion
5
EconomicTechnological Competitive forces have combined to push companies from a domestic to a global focus
Economies of Scale Economies of ScopeLow-Cost Production Factors
Motivation to Expand
1. Entering The Global Arena-3
The Global Economy as Reflected in the Fortune Global 500
6
Taiwan ??
1. Entering The Global Arena-4
Stages of International Evolution
Domestic
International
Multinational
GlobalLicensing --- allowing another firm to market
your brands
Joint Ventures --- separate entity of two or more firms
Consortia--- groups of independent companies
7
1. Entering The Global Arena-5
8
Items\stages Domestic International Multinational
Global
StrategicOrientation
Domesticallyoriented
Export-oriented, multi-domestic
Multinational Global
Stage ofDevelopment
Initial foreigninvolvement
Competitive Explosion Global
positioning
StructureDomestic
structure plusexport department
Domestic structure
plus internationaldivision
Worldwidegeographic,
product
Matrix, transnational
MarketPotential
Moderate, mostlydomestic
Large,Multi-domestic
Very large, multinational
Whole world
2. Designing Structure to Fit Global Strategy-1
Model for Global vs. Local Opportunities
Globalization strategy
---products are standardized throughout the world
Multi-domestic
--- competition is handled in each country
independently
9
2. Designing Structure to Fit Global Strategy-2
10
International Advantages
3. Building Global Capabilities-1
11
Product differentiation
Achieve the domestic resources
Knowledge Transfer
The Global Organizational Challenge
Wal-Mart entered South Korea in 1996, but ten years later sold all its South Korean stores and withdrew from the country.
3. Building Global Capabilities-2
Global Coordination Mechanisms
Global TeamsGlobal Teams work groups --made up of multinational members
whose activities span multiple countries. cultural and language differences can create
misunderstandings, and resentments and mistrust can quickly sidetrack the team’s efforts.
Headquarters PlanningHeadquarters Planning it it takes an active role in planning, scheduling, and
control to keep the global organization working together.
12
3. Building Global Capabilities-3
Expanded Coordination RolesExpanded Coordination Roles they they can help to integrate all the pieces. Country managers Country managers can coordinate across functions. Benefits of CollaborationBenefits of Collaboration
13
The network coordinator coordinates
information and activities related to key
customer accounts,country managers,
functional managers.
cost savings better decision making greater revenues increased innovation.
obtain
4. Cultural Differences in Coordination and Control
National Value System Power Distance: people accept inequality
Uncertainty Avoidance: members feel uncomfortable
with uncertainty and ambiguity
National Approaches to Coordination an Control
Centralized Coordination--- Japanese Companies
Decentralized Approach--- European Firms
Coordination and Control Through Formalization---The United States 14
5. Transnational Model of Organization-1
Transnational Model exists for large multinational firms with subsidiaries in many
countries that try to take advantage of both global and local
advantages.
a managerial state of mind, a set of values, a shared desire to
make a worldwide learning system work, and an idealized
structure for effectively managing such a system.
15
5. Transnational Model of Organization-2
Characteristics of a transnational organization Assets and resources are dispersed worldwide
Structures are flexible and ever-changing
Subsidiary managers initiate strategy and innovations that
become strategy for the whole organization
Corporate culture, shared vision and management style
guide the organization.
16
6. Design Elements
Managers must design organizations for complex international coordination
Organizations international strategy and structure evolve
There a diverse options for specific international strategies
There are a variety of challenges for global organizations
Diverse national and cultural values influence an organization’s approach
Companies operating globally require broad coordination
17
心得
在全球化的浪潮下,各企業找尋對自身利益最大化的同時 ,亦讓企業間貿易移轉的態勢與全球產業分工的現象更加 明朗 化。
隨著全球產業分工與區域經濟整合,未來產品在中國大陸 及新興國家 ( 如香港、越南、泰國 ) 生產製造後再外銷的趨 勢逐漸提昇,因應此一全球化的佈局,各組織與企業如何 應付與處理 將對組織的衝擊降至最小,乃為日後亟須思考 的課題之一。
18
討論
Global Matrix structure 的缺點?
是不是所有組織架構均適用 Global Matrix structure ?
Transnational Model 是否有缺點?
19
Thanks for your attention!20