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

ManaginginaGlobalEnvironmentChallengesCopingwiththesuddenappearanceofnewcompetitorsAcknowledgingcultural,political,andeconomicdifferencesDealingwithincreaseduncertainty,fear,andanxietyAdaptingtochangesintheglobalenvironmentAvoidingparochialismAdoptingaGlobalPerspectiveEthnocentricAttitude(本国中心论)Theparochialisticbeliefthatthebestworkapproachesandpracticesarethoseofthehomecountry.母国（公司总部所在国）的工作方式和惯例是最好的。PolycentricAttitude(多国中心论)Theviewthatthemanagersinthehostcountryknowthebestworkapproachesandpracticesforrunningtheirbusiness.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。GeocentricAttitude(全球中心论)Aworld-orientedviewthatfocusesonusingthebestapproachesandpeoplefromaroundtheglobe.在世界范围内选用最佳方式和最优秀人才。RegionalTradingAgreementsTheEuropeanUnion(EU)AunifiedeconomicandtradeentityBelgium,Denmark,France,Greece,Ireland,Italy,Luxembourg,theNetherlands,Portugal,Spain,theUnitedKingdom,Germany,Austria,Finland,andSwedenEconomicandmonetaryunion(Euro)NorthAmericanFreeTradeAgreement(NAFTA)Eliminatedbarrierstofreetrade(tariffs,importlicensingrequirements,andcustomsuserfees)UnitedStates,Canada,andMexicoEuropeanUnionCountriesEuropeanUnionCountries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ASEANMembers©PrenticeHall,20024-6ASEANMembers10个（截至2009年底）：文莱（1984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。总部东盟秘书处设在印度尼西亚首都雅加达。RegionalTradingAgreements(cont’d)FreeTradeAreaoftheAmericasSouthernConeCommonMarket(Mercosur)AssociationofSoutheastAsianNations(ASEAN)Tradingallianceof10SoutheastAsiannationsAfricanUnionTheWorldTradeOrganization(WTO)EvolvedfromtheGeneralAgreementonTariffsandTrade(GATT)in1995.Functionsastheonlyglobalorganizationdealingwiththerulesoftradeamongnations.Has145membernations.Monitorsandpromotesworldtrade.DifferentTypesofGlobalOrganizationsMultinationalCorporation(MNC)Afirmwhichmaintainsoperationsinmultiplecountriesbutmanagestheoperationsfromabaseinthehomecountry.TransnationalCorporation(TNC)Afirmthatmaintainsoperationsinseveralcountriesbutdecentralizesmanagementtothelocalcountry.BorderlessOrganizationAfirmthathaseliminatedstructuraldivisionsthatimposeartificialgeographicbarriersandisorganizedalongbusinesslines.HowOrganizationsGoGlobalThreeStagesofGlobalization(组织国际化的三个阶段)StageI出口阶段(ExportingtoForeignCountry)StageII非股权投资阶段(Non-equityinvestment—Licensing/Franchising)StageIII股权投资阶段(Equityinvestment—Jointventures/ForeignSubsidiary)OtherFormsofGlobalizationStrategicAlliances(战略联盟)Partnershipsbetweenandorganizationandaforeigncompanyinwhichbothshareresourcesandknowledgeindevelopingnewproductsorbuildingnewproductionfacilities.JointVenture(合资企业)Aspecifictypeofstrategicallianceinwhichthepartnersagreetoformaseparate,independentorganizationforsomebusinesspurpose.ManaginginAGlobalEnvironmentTheLegalEnvironmentStabilityorinstabilityoflegalandpoliticalsystemsLegalproceduresareestablishedandfollowedFairandhonestelectionsheldonaregularbasisDifferencesinthelawsofvariousnationsEffectsonbusinessactivitiesEffectsondeliveryofproductsandservicesTheEconomicEnvironmentEconomicSystemsMarketeconomyAneconomyinwhichresourcesareprimarilyownedandcontrolledbytheprivatesector.CommandeconomyAneconomyinwhichalleconomicdecisionsareplannedbyacentralgovernment.MonetaryandFinancialFactorsCurrencyexchangeratesInflationratesDiversetaxpoliciesTheCulturalEnvironmentNationalCultureIsthevaluesandattitudessharedbyindividualsfromaspecificcountrythatshapetheirbehaviorandtheirbeliefsaboutwhatisimportant.Mayhavemoreinfluenceonanorganizationthantheorganizationculture.Hofstede’sFrameworkforAssessingCultures（霍夫斯坦特模型）IndividualismversusCollectivism（个人主义和集体主义）PowerDistance（权力差距）－－可接受程度高低UncertaintyAvoidance（防止不肯定性)－－迫切程度QuantityversusQualityofLife（）Long-termversusShort-termOrientation（长期和短期）Individualism:thedegreetowhichpeopleinacountryprefertoactasindividuals.Collectivism:asocialframeworkinwhichExamplesofHofstede’sCulturalDimensions©PrenticeHall,20024-17TheGLOBE(GlobalLeadershipandOrganization