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internationalbusiness,5theditionchapter14internationalorganizationdesignandcontrol西安服装设计培训•Defineanddiscussthenatureofinternationalorganizationdesignandidentifyanddescribetheinitialimpactsofinternationalbusinessactivityonorganizationdesign•Identifyanddescribefiveadvancedformsofinternationalorganizationdesignanddiscusshybridglobaldesigns14-3ChapterObjectives2•Identifyanddescriberelatedissuesinglobalorganizationdesign•Explainthegeneralpurposeofcontrolandthelevelsofcontrolininternationalbusiness•Describehowinternationalfirmsmanagethecontrolfunction14-4OrganizationDesignOrganizationdesign(ororganizationstructure)istheoverallpatternofstructuralcomponentsandconfigurationsusedtomanagethetotalorganization.14-5FactorsAffectingDesignStrategyTechnologyEnvironmentSizeCountryculture14-6FunctionsofFirmDesign•Allocatesorganizationalresources•Assignstaskstoitsemployees•Informsemployeesaboutfirm’srules,procedures,andexpectations•Collectsandtransmitsinformation14-7TypesofKnowledgeAffectingDesignAreaknowledgeFunctionalknowledgeProductknowledge14-8FormsofGlobalOrganizationDesignProductAreaFunctionalCustomerMatrix14-9ManagerialPhilosophiesAffectingDesignEthnocentricGeocentricPolycentric14-10GlobalProductDesignTheglobalproductdesignassignsworldwideresponsibilityforspecificproductsorproductgroupstoseparateoperatingdivisionswithinafirm.14-11Figure14.1Samsung’sGlobalProductDesign14-12GlobalProductDesignAdvantages•Managerialexpertise•Productionefficiencies•Productionflexibilities•Flexibleresponsetochange•MarketingflexibilityDisadvantages•Unnecessaryduplication•Coordinationandcooperationdifficult14-13TheDanoneGroupusesaglobalproductdesign.14-14GlobalAreaDesignTheglobalareadesignorganizesthefirm’sactivitiesaroundspecificareasorregionsoftheworld.14-15Figure14.2GlobalAreaDesign14-16DisadvantagesofGlobalAreaDesign•Firmmaysacrificecostefficiencies•Diffusionoftechnologyisslowed•Designunsuitableforrapidtechnologicalchange•Duplicationofresources•Coordinationacrossareasisexpensive14-17GlobalFunctionalDesignTheglobalfunctionaldesigncallsforafirmtocreatedepartmentsordivisionsthathaveworldwideresponsibilityforthecommonorganizationalfunctions—finance,operations,marketing,R&D,andhumanresourcesmanagement.14-18Figure14.3GlobalFunctionalDesign14-19GlobalFunctionalDesignAdvantages•Transferenceofexpertise•Highlycentralizedcontrol•FocusedattentionofkeyfunctionsDisadvantages•Practicalonlywhenfirmhasfewproductsorcustomers•Coordinationdifficult•Duplicationofresources14-20GlobalCustomerDesignTheglobalcustomerdesignisusedwhenafirmservesdifferentcustomersorcustomergroups,eachwithspecificneedscallingforspecialexpertiseorattention.14-21Figure14.4EastmanKodak’sGlobalCustomerDesign14-22GlobalMatrixDesignAglobalmatrixdesign,themostcomplexofdesigns,istheresultofsuperimposingoneformoforganizationdesignontopofanexisting,differentform.14-23GlobalMatrixDesignAdvantages•Bringstogetherthefunctionalareaandproductexpertise•Promotesorganizationalflexibility•ProvidesaccesstoalladvantagesofotherdesignsDisadvantages•Appropriateforfirmswithmanyproductsandunstableenvironments•Employeesaccountabletomultiplesupervisors•Decisionsmaytakelonger14-24Figure14.5AGlobalMatrixDesign14-25GlobalHybridDesignMostfirmscreateahybriddesign,ratherthanpuredesign,thatbestsuitstheirpurposes,giventhefirms’size,strategy,technology,environment,andculture,andblendselementsofallthedesignsdiscussed.14-26Figure14.6Nissan’sHybridDesign14-27CoordinationCoordinationistheprocessoflinkingandintegratingfunctionsandactivitiesofdifferentgroups,units,ordivisions.14-28ControlControlistheprocessofmonitoringongoingperformanceandmakingnecessarychangestokeeptheorganizationmovingtowarditsperformancegoals.14-29ControlFunction•Processofmonitoringongoingperformanceandmakingnecessarychangestokeeptheorganizationmovingtowarditsperformancegoals•Threelevels–Strategic–Organizational–Operations14-30Figure14.7LevelsofInternationalControl14-31Figure14.8StepsinInternationalControl14-32EssentialControlTechniquesAccountingsystemsProceduresPerformanceratios14-33ReasonsforResistancetoControlOvercontrolIncreasedaccountabilityInappropriatelyfocusedcontrol