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chapter14,internationalorganizationdesignandcontrol,西安服装设计培训,女装批发,14-2,ChapterObjectives1,DefineanddiscussthenatureofinternationalorganizationdesignandidentifyanddescribetheinitialimpactsofinternationalbusinessactivityonorganizationdesignIdentifyanddescribefiveadvancedformsofinternationalorganizationdesignanddiscusshybridglobaldesigns,14-3,ChapterObjectives2,IdentifyanddescriberelatedissuesinglobalorganizationdesignExplainthegeneralpurposeofcontrolandthelevelsofcontrolininternationalbusinessDescribehowinternationalfirmsmanagethecontrolfunction,14-4,OrganizationDesign,Organizationdesign(ororganizationstructure)istheoverallpatternofstructuralcomponentsandconfigurationsusedtomanagethetotalorganization.,14-5,FactorsAffectingDesign,Strategy,Technology,Environment,Size,Countryculture,14-6,FunctionsofFirmDesign,AllocatesorganizationalresourcesAssignstaskstoitsemployeesInformsemployeesaboutfirmsrules,procedures,andexpectationsCollectsandtransmitsinformation,14-7,TypesofKnowledgeAffectingDesign,Areaknowledge,Functionalknowledge,Productknowledge,14-8,FormsofGlobalOrganizationDesign,Product,Area,Functional,Customer,Matrix,14-9,ManagerialPhilosophiesAffectingDesign,Ethnocentric,Geocentric,Polycentric,14-10,GlobalProductDesign,Theglobalproductdesignassignsworldwideresponsibilityforspecificproductsorproductgroupstoseparateoperatingdivisionswithinafirm.,14-11,Figure14.1SamsungsGlobalProductDesign,14-12,GlobalProductDesign,AdvantagesManagerialexpertiseProductionefficienciesProductionflexibilitiesFlexibleresponsetochangeMarketingflexibility,DisadvantagesUnnecessaryduplicationCoordinationandcooperationdifficult,14-13,TheDanoneGroupusesaglobalproductdesign.,14-14,GlobalAreaDesign,Theglobalareadesignorganizesthefirmsactivitiesaroundspecificareasorregionsoftheworld.,14-15,Figure14.2GlobalAreaDesign,14-16,DisadvantagesofGlobalAreaDesign,FirmmaysacrificecostefficienciesDiffusionoftechnologyisslowedDesignunsuitableforrapidtechnologicalchangeDuplicationofresourcesCoordinationacrossareasisexpensive,14-17,GlobalFunctionalDesign,Theglobalfunctionaldesigncallsforafirmtocreatedepartmentsordivisionsthathaveworldwideresponsibilityforthecommonorganizationalfunctionsfinance,operations,marketing,R&D,andhumanresourcesmanagement.,14-18,Figure14.3GlobalFunctionalDesign,14-19,GlobalFunctionalDesign,AdvantagesTransferenceofexpertiseHighlycentralizedcontrolFocusedattentionofkeyfunctions,DisadvantagesPracticalonlywhenfirmhasfewproductsorcustomersCoordinationdifficultDuplicationofresources,14-20,GlobalCustomerDesign,Theglobalcustomerdesignisusedwhenafirmservesdifferentcustomersorcustomergroups,eachwithspecificneedscallingforspecialexpertiseorattention.,14-21,Figure14.4EastmanKodaksGlobalCustomerDesign,14-22,GlobalMatrixDesign,Aglobalmatrixdesign,themostcomplexofdesigns,istheresultofsuperimposingoneformoforganizationdesignontopofanexisting,differentform.,14-23,GlobalMatrixDesign,AdvantagesBringstogetherthefunctionalareaandproductexpertisePromotesorganizationalflexibilityProvidesaccesstoalladvantagesofotherdesigns,DisadvantagesAppropriateforfirmswithmanyproductsandunstableenvironmentsEmployeesaccountabletomultiplesupervisorsDecisionsmaytakelonger,14-24,Figure14.5AGlobalMatrixDesign,14-25,GlobalHybridDesign,Mostfirmscreateahybriddesign,ratherthanpuredesign,thatbestsuitstheirpurposes,giventhefirmssize,strategy,technology,environment,andculture,andblendselementsofallthedesignsdiscussed.,14-26,Figure14.6NissansHybridDesign,14-27,Coordination,Coordinationistheprocessoflinkingandintegratingfunctionsandactivitiesofdifferentgroups,units,ordivisions.,14-28,Control,Controlistheprocessofmonitoringongoingperformanceandmakingnecessarychangestokeeptheorganizationmovingtowarditsperformancegoals.,14-29,ControlFunction,ProcessofmonitoringongoingperformanceandmakingnecessarychangestokeeptheorganizationmovingtowarditsperformancegoalsThreelevelsStrategicOrganizationalOperations,14-30,Figure14.7LevelsofInternationalControl,14-31,Figure14.8Ste