自我介紹 黃郁哲 (Jeff) ( 阿哲 )

高雄人 求學經歷

逢甲大學運管系畢業 交通大學運管系碩一

交通大學逕博生 興趣 吃遍美食、看歷史劇

許巧鶯老師研究室 ( 許 lab)

未來研究方向 海運業產業結構動態變化

各產業結構貨運量預測

CHAPTER SIX

任課老師：任維廉 教授

報告人：黃郁哲

Global Organization Design

Outline

1. Entering the Global Arena

2. Designing Structure to Fit Global Strategy

3. Building Global Capabilities

4. Cultural Differences in Coordination and Control

5. Transnational Model of Organization

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1. Entering The Global Arena-1

More companies are doing business globally

Companies need top leaders who have a global outlook

Advancements in technology and world

communications has changed the competitive landscape

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1. Entering The Global Arena-2

Motivations for Global Expansion

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EconomicTechnological Competitive forces have combined to push companies from a domestic to a global focus

Economies of Scale Economies of ScopeLow-Cost Production Factors

Motivation to Expand

1. Entering The Global Arena-3

The Global Economy as Reflected in the Fortune Global 500

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Taiwan ??

1. Entering The Global Arena-4

Stages of International Evolution

Domestic

International

Multinational

GlobalLicensing --- allowing another firm to market

your brands

Joint Ventures --- separate entity of two or more firms

Consortia--- groups of independent companies

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1. Entering The Global Arena-5

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Items\stages Domestic International Multinational

Global

StrategicOrientation

Domesticallyoriented

Export-oriented, multi-domestic

Multinational Global

Stage ofDevelopment

Initial foreigninvolvement

Competitive Explosion Global

positioning

StructureDomestic

structure plusexport department

Domestic structure

plus internationaldivision

Worldwidegeographic,

product

Matrix, transnational

MarketPotential

Moderate, mostlydomestic

Large,Multi-domestic

Very large, multinational

Whole world

2. Designing Structure to Fit Global Strategy-1

Model for Global vs. Local Opportunities

Globalization strategy

---products are standardized throughout the world

Multi-domestic

--- competition is handled in each country

independently

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2. Designing Structure to Fit Global Strategy-2

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International Advantages

3. Building Global Capabilities-1

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Product differentiation

Achieve the domestic resources

Knowledge Transfer

The Global Organizational Challenge

Wal-Mart entered South Korea in 1996, but ten years later sold all its South Korean stores and withdrew from the country.

3. Building Global Capabilities-2

Global Coordination Mechanisms

Global TeamsGlobal Teams work groups --made up of multinational members

whose activities span multiple countries. cultural and language differences can create

misunderstandings, and resentments and mistrust can quickly sidetrack the team’s efforts.

Headquarters PlanningHeadquarters Planning it it takes an active role in planning, scheduling, and

control to keep the global organization working together.

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3. Building Global Capabilities-3

Expanded Coordination RolesExpanded Coordination Roles they they can help to integrate all the pieces. Country managers Country managers can coordinate across functions. Benefits of CollaborationBenefits of Collaboration

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The network coordinator coordinates

information and activities related to key

customer accounts,country managers,

functional managers.

cost savings better decision making greater revenues increased innovation.

obtain

4. Cultural Differences in Coordination and Control

National Value System Power Distance: people accept inequality

Uncertainty Avoidance: members feel uncomfortable

with uncertainty and ambiguity

National Approaches to Coordination an Control

Centralized Coordination--- Japanese Companies

Decentralized Approach--- European Firms

Coordination and Control Through Formalization---The United States 14

5. Transnational Model of Organization-1

Transnational Model exists for large multinational firms with subsidiaries in many

countries that try to take advantage of both global and local

advantages.

a managerial state of mind, a set of values, a shared desire to

make a worldwide learning system work, and an idealized

structure for effectively managing such a system.

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5. Transnational Model of Organization-2

Characteristics of a transnational organization Assets and resources are dispersed worldwide

Structures are flexible and ever-changing

Subsidiary managers initiate strategy and innovations that

become strategy for the whole organization

Corporate culture, shared vision and management style

guide the organization.

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6. Design Elements

Managers must design organizations for complex international coordination

Organizations international strategy and structure evolve

There a diverse options for specific international strategies

There are a variety of challenges for global organizations

Diverse national and cultural values influence an organization’s approach

Companies operating globally require broad coordination

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心得

在全球化的浪潮下，各企業找尋對自身利益最大化的同時 ，亦讓企業間貿易移轉的態勢與全球產業分工的現象更加 明朗 化。

隨著全球產業分工與區域經濟整合，未來產品在中國大陸 及新興國家 ( 如香港、越南、泰國 ) 生產製造後再外銷的趨 勢逐漸提昇，因應此一全球化的佈局，各組織與企業如何 應付與處理 將對組織的衝擊降至最小，乃為日後亟須思考 的課題之一。

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討論

Global Matrix structure 的缺點？

是不是所有組織架構均適用 Global Matrix structure ？

Transnational Model 是否有缺點？

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Thanks for your attention!20