第3章全球化管理比较管理与质量管理

1、Chapter 3: global, comparative, and quality managementInternational management and multinational corporationsInternational management focuses on the operation of international firms in host countriesInternational businesses engage in transactions across national boundariesThe nature and purpose of i

2、nternational businessInternational businesses engage in transactions across national. These transactions include transfer of goods, services, technology, managerial knowledge, and capital to other countries.Forms of International BusinessUnifying effectsUnifying influences occur when the parent comp

3、any provides and shares technical and managerial know-how, thus assisting the host company in the development of human and material resources demonstration effectsPotentials of confictNationalistic self-interestSocio-cultural differencesOverpowering economic dominanceMultinational corporationsMultin

4、ational corporations (MNCs) have their headquarters in one country but operate in many countriesEthnocentric orientation: Style of the foreign operations is based on that of the parent companyPolycentric orientation: Foreign subsidiaries are given a great deal of managerial freedomRegiocentric orien

5、tation: Favors the staffing of foreign operations on a regional basisGeocentric orientation: Entire organization is viewed as an interdependent system operating in many countries Ethnocentric Attitudebelief that the best work approaches and practices are those of the home countrylack trust in foreig

6、n employees with key decisions or technologyPolycentric Attitudebelief that host-country managers know the best work approaches and practiceslet foreign employees determine work practicesGeocentric Attitudefocuses on using the best approaches and people from around the globelook for the best approac

7、hes and people regardless of the country of origin Advantages-from the perspective of MultinationalsTake business opportunities in the host countryRaise capitalUse the local cheaper laborsNatural resourcesChallenges -from the perspective of MultinationalsNationalismThe rise-up of host countries nego

8、tiation powerAdapt to local changes, especially from the governmentFrom multinational to global or transnational corporationsMNCs have headquarters in one country but their operations in many countriesJust operating is not enough. The shift is toward the global or transnational corporation, which fa

9、cilitated by modern communications technology, views the whole world as one marketCountry alliances and economic blocsEuropean Unioncreated by Maastrict Treaty in 1992a unified economic and trade entitya single market without barriers to travel, employment, investment, and tradeNorth American Free T

10、rade Agreementlinks economies of U.S., Mexico, and Canadasince 1994, eliminated barriers to free trade such as tariffs, import licensing requirements, customs user feesCountry alliances and economic blocs（Cont.）and other Latin America Free Trade Blocs (Mercosu)Association of Southeast Asian Nations

11、(ASEAN)International management: cultural and country differencesIndividualism vs. CollectivismLarge power distance vs. Small power distanceUncertainty tolerance vs. Uncertainty AvoidanceMasculinity vs. FemininityLong-term orientation vs. Short-term orientationInternational managementFrance: Le Plan

12、 and the CadreGermany: Authority(obedience)and Codetermination（labor director into the executive committee）Korean ManagementChaebol is characterized by a tight collusion between government and industrial conglomeratesKorean concept of inhwa translates into harmonyHierarchical, top-down or autocratic

13、Japanese management and theory ZLifetime EmploymentSpend working life in s single enterprise, having sense of security and feeling of belonging and seniority systemDecision Making in Japan New ideas primarily from below-supervisors make suggestions-consensus sought before proposal reaches top manage

14、ment-if approved, returned to initiator to implementTheory ZIn Theory Z, selected Japanese managerial practices are adapted to the environment of the United States Emphasis on interpersonal skills needed for group interaction, but responsibility remains with the individual, rather than collectiveBas

15、ed on trust, yet hierarchical structure remains intactPorters competitive advantage of nationsFactor conditions such as a nations resources, its labor costs, and the skills and education of its people.Demand conditions of a nation, such as the market size, the way products may be advertised, and the

16、 degree of consumer sophistication.The suppliers. A company prospers when supporting companies are located in the same area.The firms strategy and structure as well as rivalry among the competitors.Gaining a global competitive advantage through quality managementThe need for a new philosophy of qual

17、ity is paramount. The old philosophy of adequacy-maintaining the status quo for as long as a product turns a profit-is no longer acceptable.A strategic weapon in the global market allowed Japan to compete initially in the U.S. and Europe and now is the standard for global competitionTraditional qual

18、ity management gurusDr. Deming-providing customer satisfying products and services at a low cost, with commitment to continual innovation and improvement Dr. Juran-fitness for usePhil Crosby-conformity to precise standards and requirements (zero defects)Other quality approaches and awardsMalcolm Baldrige National Quality Award ; ISO9000Manager