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International Business: by Charles W.L. Hill
International Business: by Charles W.L. Hill
Business 7e
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 13
The Organization of
International Business
Introduction
13-3
Organizational Architecture
13-4
Organizational Architecture
13-5
Organizational Architecture
13-6
Classroom Performance System
The norms and value systems that are shared among the
employees of an organization are called
a) processes
b) organizational culture
c) control systems
d) incentives
13-7
Organizational Structure
13-8
Vertical Differentiation:
Centralization And Decentralization
Centralized decision-making:
facilitates coordination
ensure decisions consistent with organization’s objectives
gives top-level managers the means to bring about
organizational change
avoids duplication of activities
13-9
Vertical Differentiation:
Centralization And Decentralization
Decentralized decision-making:
relieves the burden of centralized decision-making
has been shown to motivate individuals
permits greater flexibility
can result in better decisions
can increase control
13-10
Classroom Performance System
a) It facilitates coordination
b) It motivates employees
c) It gives top-level managers the means to bring about
organizational change
d) It avoids duplication of activities
13-11
Horizontal Differentiation:
The Design Of Structure
13-12
Horizontal Differentiation:
The Design Of Structure
13-13
Horizontal Differentiation:
The Design Of Structure
13-14
Horizontal Differentiation:
The Design Of Structure
13-15
Horizontal Differentiation:
The Design Of Structure
13-16
Horizontal Differentiation:
The Design Of Structure
Figure 13.4: One Company’s International Divisional
Structure
13-17
Horizontal Differentiation:
The Design Of Structure
13-18
Horizontal Differentiation:
The Design Of Structure
13-19
Horizontal Differentiation:
The Design Of Structure
13-20
Horizontal Differentiation:
The Design Of Structure
13-21
Horizontal Differentiation:
The Design Of Structure
13-22
Horizontal Differentiation:
The Design Of Structure
13-23
Horizontal Differentiation:
The Design Of Structure
Figure 13.7: A Global Matrix Structure
13-24
Classroom Performance System
a) Matrix
b) Worldwide product division
c) Worldwide area division
d) International division
13-25
Classroom Performance System
a) Matrix
b) Worldwide product division
c) Worldwide area division
d) International division
13-26
Integrating Mechanisms
13-27
Integrating Mechanisms
13-28
Integrating Mechanisms
13-29
Integrating Mechanisms
13-30
Controls Systems And Incentives
13-31
Types Of Control Systems
13-32
Types Of Control Systems
13-33
Classroom Performance System
a) Cultural control
b) Personal control
c) Input control
d) Bureaucratic control
13-34
Incentive Systems
Incentives:
should vary depending on the employee and the nature of the work
being performed
should promote cooperation between managers in sub-units
should reflect national differences in institutions and culture
can have unintended consequences
13-35
Control Systems, Incentives, And
Strategy In The International Business
13-36
Control Systems, Incentives, And
Strategy In The International Business
Performance ambiguity:
is common when a subunit’s performance is dependent
on the performance of other subunits
is lowest in firms with a localization strategy
higher in international firms
still higher in firms with a global standardization strategy
and highest in transnational firms
13-37
Control Systems, Incentives, And
Strategy In The International Business
13-38
Processes
13-39
Organizational Culture
13-40
Creating And Maintaining
Organizational Culture
13-41
Organizational Culture And Performance
In The International Business
A “strong” culture:
is not always good
may not lead to high performance
could be beneficial at one point, but not at another
13-42
Synthesis: Strategy And Architecture
13-43
Synthesis: Strategy And Architecture
13-44
Localization Strategy
13-45
International Strategy
13-46
Global Standardization Strategy
13-47
Transnational Strategy
13-48
Environment, Strategy,
Architecture, And Performance
13-49
Organizational Change
13-50
Organizational Inertia
13-51
Implementing Organizational Change
13-52
Classroom Performance System
13-53