组织理论与设计-(2).ppt

第第12章章 面向国际环境的组织设计面向国际环境的组织设计 Designing Organizations for the International Environment进入全球竞技场全球化经营的结构设计构建全球竞争的能力协调和控制中的文化差异跨国模式2一、进入全球竞技场1.国际扩展的动力2.国际扩展的阶段3.建立国际战略联盟进行全球扩展31.国际扩展的动力规模经济范围经济低成本生产要素（low-cost production factors）42.国际扩展的阶段I.DomesticII.InternationalIII.MultinationalIV.GlobalStrategicOrientationDomestically orientedExport-oriented,multidomesticMultinationalGlobalStage of DevelopmentInitial foreign involvementCompetitive positioningExplosionGlobalStructureDomestic structure plus export departmentDomestic structure plus international divisionWorldwide geographic,productMatrix,trans-nationalMarketPotentialModerate,mostly domesticLarge,multidomesticVery large,multinationalWhole worldFour Stages of International EvolutionFour Stages of International EvolutionFour Stages of International Evolution53.建立国际战略联盟进行全球扩展l许可证交易l合资企业（joint ventures）l企业联合体l联合体（consortia）l虚拟企业6二、全球化经营的结构设计1.全球计划与地方机会模型2.国际事业部3.全球产品事业部结构4.全球地区事业部结构5.全球矩阵结构71.全球计划与地方机会模型全球战略（globalization strategy）多国本地战略(multidomestic strategy)8Matching Organizational Structure to International AdvantageWhen Forces for Global Integration are.And Forces for National Responsiveness are.StrategyStructureLowLowExportInternational DivisionHighLowGlobalizationGlobal Product StructureLowHighMultidomesticGlobal Geographic StructureHighHighGlobalization and MultidomesticGlobal Matrix Structure92.国际事业部 l出口部l国际事业部（international division）10Domestic Hybrid Structure with International DivisionScientificProductsDivision Research&DevelopmentHumanResourcesMedicalProductsDivision Europe(Sales)ElectricalProductsDivision CorporateFinanceCEOInternationalDivision Brazil(Subsidiary)Mid East(Sales)Staff(Legal,Licensing)113.全球产品事业部结构 产品事业部负责特定产品领域的全球性经营。12Partial Global Product Structure Used by Eaton CorporationEngineeringPresident InternationalLaw&CorporateRelationsChairmanFinance&AdministrationRegionalCoordinatorsGlobal AutomotiveComponentsGroupGlobalIndustrialGroupGlobalInstrumentsProductGroupGlobalMaterialsHandlingGroupGlobalTruckComponentsGroupSource:Based on New Directions in Multinational CorporateOrganization(New York:Business International Corp.,1981).134.全球地区事业部结构 适合那些想通过采用多国战略来强调地区或当地市场响应的公司。145.全球矩阵结构Global Matrix Structure InternationalExecutiveCommitteePowerTransformersGermanyNorwayArgentina/BrazilSpain/PortugalTransportationIndustryBusinessAreasCountry ManagersLocalCompanies三、构建全球竞争的能力Building Global Capabilities1.全球化给组织带来的挑战2.全球协调机制15151.全球化给组织带来的挑战The Global Organizational Challenge更大的复杂性和更大的分化程度（Increased Complexity and Differentiation）整合的需要（Need for Integration）全球性企业内的知识转移（Knowledge Transfer）16162.全球协调机制Global Coordination Mechanisms全球团队Global Teams跨文化团队跨文化团队虚拟全球团队虚拟全球团队总部计划Headquarters Planning扩展的协调角色Expanded Coordination Roles节约成本、更高的决策、更高的收益、更多的节约成本、更高的决策、更高的收益、更多的创新创新1717四、协调和控制中的文化差异Cultural Differences in Coordination and Control1.国家价值系统National Value Systems2.不同国家进行协调和控制的三种不同方式Three National Approaches to Coordination and Control1818Cultural Differences in Coordination and ControlThree National Approaches to Coordination and ControlThree National Approaches to Coordination and ControlCentralized Coordination in Japanese CompaniesCentralized Coordination in Japanese CompaniesEuropean Firms Decentralized ApproachEuropean Firms Decentralized ApproachThe United States:Coordination and Control The United States:Coordination and Control through Formalizationthrough Formalization19191.国家价值系统National Value Systems权力距离Power Distance不确定性规避Uncertainty Avoidance20202.不同国家进行协调和控制的三种不同方式Centralized Coordination in Japanese CompaniesEuropean Firms Decentralized ApproachThe United States:Coordination and Control through Formalization2121五、跨国系统Transnational Model of OrganizationsAssets and resources are dispersed worldwide into Assets and resources are dispersed worldwide into highly specialized operations that are linked together highly specialized operations that are linked together through interdependent relationships.through interdependent relationships.Structures are flexible and ever-changing.Structures are flexible and ever-changing.Subsidiary managers initiate strategies and Subsidiary managers initiate strategies and innovations that become strategy for the corporation as innovations that become strategy for the corporation as a whole.a whole.Unification and coordination are achieved primarily Unification and coordination are achieved primarily through corporate culture,shared visions and values,through corporate culture,shared visions and values,and management style rather than through formal and management style rather than through formal structures and systemsstructures and systems222223 24 此课件下载可自行编辑修改，供参考！感谢您的支持，我们努力做得更好！25