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1、第 12章 面向國際環(huán)境的組織設(shè)計 Designing Organizations for the International Environment 進(jìn)入全球競技場 全球化經(jīng)營的結(jié)構(gòu)設(shè)計 構(gòu)建全球競爭的能力 協(xié)調(diào)和控制中的文化差異 跨國模式 2 一、 進(jìn)入全球競技場 1. 國際擴展的動力 2. 國際擴展的階段 3. 建立國際戰(zhàn)略聯(lián)盟進(jìn)行全球擴展 3 1.國際擴展的動力 規(guī)模經(jīng)濟 范圍經(jīng)濟 低成本生產(chǎn)要素（ low-cost production factors） 4 2.國際擴展的階段 I. Domestic II. International III.
2、Multinational IV. Global Strategic Orientation Domestically oriented Export- oriented, multidomestic Multinational Global Stage of Development Initial foreign involvement Competitive positioning Explosion Global Structure Domestic structure plus export department Domestic structure plus internatio
3、nal division Worldwide geographic, product Matrix, trans- national Market Potential Moderate, mostly domestic Large, multidomestic Very large, multinational Whole world Four Stages of International Evolution 5 3.建立國際戰(zhàn)略聯(lián)盟進(jìn)行全球擴展 許可證交易 合資企業(yè)（ joint ventures） 企業(yè)聯(lián)合體 聯(lián)合體（ consortia） 虛擬企業(yè) 6 二、 全球
4、化經(jīng)營的結(jié)構(gòu)設(shè)計 1. 全球計劃與地方機會模型 2. 國際事業(yè)部 3. 全球產(chǎn)品事業(yè)部結(jié)構(gòu) 4. 全球地區(qū)事業(yè)部結(jié)構(gòu) 5. 全球矩陣結(jié)構(gòu) 7 1.全球計劃與地方機會模型 全球戰(zhàn)略（ globalization strategy） 多國本地戰(zhàn)略 (multidomestic strategy) 8 Matching Organizational Structure to International Advantage When Forces for Global Integration are . . . And Forces for National Responsiv
5、eness are . . . Strategy Structure Low Low Export International Division High Low Globalization Global Product Structure Low High Multidomestic Global Geographic Structure High High Globalization and Multidomestic Global Matrix Structure 9 2.國際事業(yè)部 出口部 國際事業(yè)部（ international division） 10 D
6、omestic Hybrid Structure with International Division Scientific Products Division Research & Development Human Resources Medical Products Division Europe (Sales) Electrical Products Division Corporate Finance CEO International Division Brazil (Subsidiary) Mid East (Sales) Staff (Legal, Licensing
7、) 11 3.全球產(chǎn)品事業(yè)部結(jié)構(gòu) 產(chǎn)品事業(yè)部負(fù)責(zé)特定產(chǎn)品領(lǐng)域的全球性經(jīng) 營。 12 Partial Global Product Structure Used by Eaton Corporation Engineering President International Law & Corporate Relations Chairman Finance & Administration Regional Coordinators Global Automotive Components Group Global Industrial Group Global Instrumen
8、ts Product Group Global Materials Handling Group Global Truck Components Group Source: Based on New Directions in Multinational Corporate Organization (New York: Business International Corp., 1981). 13 4.全球地區(qū)事業(yè)部結(jié)構(gòu) 適合那些想通過采用多國戰(zhàn)略來強調(diào)地區(qū) 或當(dāng)?shù)厥袌鲰憫?yīng)的公司。 14 5.全球矩陣結(jié)構(gòu) Global Matrix Structure Internatio
9、nal Executive Committee Power Transformers Germany Norway Argentina/ Brazil Spain/ Portugal Transportation Industry Business Areas Country Managers Local Companies 三、構(gòu)建全球競爭的能力 Building Global Capabilities 1. 全球化給組織帶來的挑戰(zhàn) 2. 全球協(xié)調(diào)機制 15 1.全球化給組織帶來的挑戰(zhàn) The Global Organizational Challenge 更大的復(fù)雜性和更大的分化程度
10、 （ Increased Complexity and Differentiation ） 整合的需要（ Need for Integration ） 全球性企業(yè)內(nèi)的知識轉(zhuǎn)移（ Knowledge Transfer ） 16 2.全球協(xié)調(diào)機制 Global Coordination Mechanisms 全球團(tuán)隊 Global Teams 跨文化團(tuán)隊 虛擬全球團(tuán)隊 總部計劃 Headquarters Planning 擴展的協(xié)調(diào)角色 Expanded Coordination Roles 節(jié)約成本、更高的決策、更高的收益、更多的 創(chuàng)新 17 四、協(xié)調(diào)和控制中的文化差異 Cul
11、tural Differences in Coordination and Control 1. 國家價值系統(tǒng) National Value Systems 2. 不同國家進(jìn)行協(xié)調(diào)和控制的三種不同方式 Three National Approaches to Coordination and Control 18 Cultural Differences in Coordination and Control Three National Approaches to Coordination and Control Centralized Coordination in Japa
12、nese Companies European Firms Decentralized Approach The United States: Coordination and Control through Formalization 19 1.國家價值系統(tǒng) National Value Systems 權(quán)力距離 Power Distance 不確定性規(guī)避 Uncertainty Avoidance 20 2.不同國家進(jìn)行協(xié)調(diào)和控制的三種不 同方式 Centralized Coordination in Japanese Companies European Firms Dece
13、ntralized Approach The United States: Coordination and Control through Formalization 21 五、跨國系統(tǒng) Transnational Model of Organizations Assets and resources are dispersed worldwide into highly specialized operations that are linked together through interdependent relationships. Structures are flexible
14、 and ever-changing. Subsidiary managers initiate strategies and innovations that become strategy for the corporation as a whole. Unification and coordination are achieved primarily through corporate culture, shared visions and values, and management style rather than through formal structures and systems 22 23 24 此課件下載可自行編輯修改，供參考！ 感謝您的支持，我們努力做得更好！ 25
組織理論與設(shè)計 (2)ppt課件.ppt
