管理学课件第4章 Managing in a Global Environment

1、Managing in a Global Environment Challenges Coping with the sudden appearance of new competitors Acknowledging cultural, political, and economic differences Dealing with increased uncertainty, fear, and anxiety Adapting to changes in the global environment Avoiding parochialismAdopting a Global Pers

2、pective Ethnocentric Attitude(本国中心论) The parochialistic belief that the best work approaches and practices are those of the home country.母国（公司总部所在国）的工作方式和惯例是最好的。 Polycentric Attitude (多国中心论) The view that the managers in the host country know the best work approaches and practices for running their

3、business.东道国（组织在母国之外经营业务的国家）的管理人员知道经营业务的最佳工作方式和惯例。 Geocentric Attitude (全球中心论) A world-oriented view that focuses on using the best approaches and people from around the globe.在世界范围内选用最佳方式和最优秀人才。Regional Trading Agreements The European Union (EU) A unified economic and trade entity Belgium, Denmark,

4、 France, Greece, Ireland, Italy, Luxembourg, the Netherlands, Portugal, Spain, the United Kingdom, Germany, Austria, Finland, and Sweden Economic and monetary union (Euro) North American Free Trade Agreement (NAFTA) Eliminated barriers to free trade (tariffs, import licensing requirements, and custo

5、ms user fees) United States, Canada, and MexicoEuropean Union CountriesEuropean Union Countries 东扩前的十五国：奥地利、比利时、丹麦、芬兰、法国、德国、希腊、爱尔兰、意大利、卢森堡、荷兰、葡萄牙、西班牙、瑞典、英国 新入盟的10个东欧国家：匈牙利、波兰、捷克、斯洛文尼亚、斯洛伐克、爱沙尼亚、立陶宛、拉脱维亚、马耳他、塞浦路斯 2007年1月1日罗马尼亚和保加利亚加入欧盟ASEAN Members Prentice Hall, 2002ASEAN Members 10个（截至2009年底）： 文莱（1

6、984年）、柬埔寨（1999年）、印度尼西亚、老挝（1997年）、马来西亚、缅甸（1997年）、菲律宾、新加坡、泰国、越南（1995年）。 总面积约446万平方公里，人口约5.6亿。 观察员国：巴布亚新几内亚。 候选成员国：东帝汶。 总部总部 东盟秘书处设在印度尼西亚首都雅加达。 Regional Trading Agreements (contd) Free Trade Area of the Americas Southern Cone Common Market (Mercosur) Association of Southeast Asian Nations (ASEAN) Tradi

7、ng alliance of 10 Southeast Asian nations African UnionThe World Trade Organization (WTO) Evolved from the General Agreement on Tariffs and Trade (GATT) in 1995. Functions as the only global organization dealing with the rules of trade among nations. Has 145 member nations. Monitors and promotes wor

8、ld trade.Different Types of Global Organizations Multinational Corporation (MNC) A firm which maintains operations in multiple countries but manages the operations from a base in the home country. Transnational Corporation (TNC) A firm that maintains operations in several countries but decentralizes

9、 management to the local country. Borderless Organization A firm that has eliminated structural divisions that impose artificial geographic barriers and is organized along business lines.How Organizations Go Global Three Stages of Globalization(组织国际化的三个阶段) Stage I出口阶段(Exporting to Foreign Country) S

10、tage II非股权投资阶段(Non-equity investmentLicensing/Franchising) Stage III股权投资阶段(Equity investmentJoint ventures/Foreign Subsidiary)Other Forms of Globalization Strategic Alliances(战略联盟) Partnerships between and organization and a foreign company in which both share resources and knowledge in developing n

11、ew products or building new production facilities. Joint Venture(合资企业) A specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purpose.Managing in A Global Environment The Legal Environment Stability or instability of legal and

12、 political systems Legal procedures are established and followed Fair and honest elections held on a regular basis Differences in the laws of various nations Effects on business activities Effects on delivery of products and servicesThe Economic Environment Economic Systems Market economy An economy

13、 in which resources are primarily owned and controlled by the private sector. Command economy An economy in which all economic decisions are planned by a central government. Monetary and Financial Factors Currency exchange rates Inflation rates Diverse tax policiesThe Cultural Environment National C

14、ulture Is the values and attitudes shared by individuals from a specific country that shape their behavior and their beliefs about what is important. May have more influence on an organization than the organization culture.Hofstedes Framework for Assessing Cultures（霍夫斯坦特模型） Individualism versus Coll

15、ectivism（个人主义和集体主义） Power Distance （权力差距）可接受程度高低 Uncertainty Avoidance （防止不肯定性)迫切程度 Quantity versus Quality of Life （） Long-term versus Short-term Orientation （长期和短期） Individualism: the degree to which people in a country prefer to act as individuals. Collectivism: a social framework in which Examples of Hofstedes Cultural Dimensions Prentice Hall, 2002The GLOBE (Global Leadership and Organizational