ManaginginaGlobalEnvironmentChallengesCopingwiththesuddenappearanceofnewcompetitorsAcknowledgingcultural,political,andeconomicdifferencesDealingwithincreaseduncertainty,fear,andanxietyAdaptingtochangesintheglobalenvironmentAvoidingparochialismAdoptingaGlobalPerspectiveEthnocentricAttitude(本國(guó)中心論)Theparochialisticbeliefthatthebestworkapproachesandpracticesarethoseofthehomecountry.母國(guó)（公司總部所在國(guó)）的工作方式和慣例是最好的。PolycentricAttitude(多國(guó)中心論)Theviewthatthemanagersinthehostcountryknowthebestworkapproachesandpracticesforrunningtheirbusiness.東道國(guó)（組織在母國(guó)之外經(jīng)營(yíng)業(yè)務(wù)的國(guó)家）的管理人員知道經(jīng)營(yíng)業(yè)務(wù)的最佳工作方式和慣例。GeocentricAttitude(全球中心論)Aworld-orientedviewthatfocusesonusingthebestapproachesandpeoplefromaroundtheglobe.在世界范圍內(nèi)選用最佳方式和最優(yōu)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東擴(kuò)前的十五國(guó)：奧地利、比利時(shí)、丹麥、芬蘭、法國(guó)、德國(guó)、希臘、愛(ài)爾蘭、意大利、盧森堡、荷蘭、葡萄牙、西班牙、瑞典、英國(guó)新入盟的10個(gè)東歐國(guó)家：匈牙利、波蘭、捷克、斯洛文尼亞、斯洛伐克、愛(ài)沙尼亞、立陶宛、拉脫維亞、馬耳他、塞浦路斯2007年1月1日羅馬尼亞和保加利亞加入歐盟ASEANMembers?PrenticeHall,20024-6ASEANMembers10個(gè)（截至2009年底）：文萊（1984年）、柬埔寨（1999年）、印度尼西亞、老撾（1997年）、馬來(lái)西亞、緬甸（1997年）、菲律賓、新加坡、泰國(guó)、越南（1995年）?？偯娣e約446萬(wàn)平方公里，人口約5.6億。觀察員國(guó)：巴布亞新幾內(nèi)亞。候選成員國(guó)：東帝汶。總部東盟秘書(shū)處設(shè)在印度尼西亞首都雅加達(dá)。RegionalTradingAgreements(cont’d)FreeTradeAreaoftheAmericasSouthernConeCommonMarket(Mercosur)AssociationofSoutheastAsianNations(ASEAN)Tradingallianceof10SoutheastAsiannationsAfricanUnionTheWorldTradeOrganization(WTO)EvolvedfromtheGeneralAgreementonTariffsandTrade(GATT)in1995.Functionsastheonlyglobalorganizationdealingwiththerulesoftradeamongnations.Has145membernations.Monitorsandpromotesworldtrade.DifferentTypesofGlobalOrganizationsMultinationalCorporation(MNC)Afirmwhichmaintainsoperationsinmultiplecountriesbutmanagestheoperationsfromabaseinthehomecountry.TransnationalCorporation(TNC)Afirmthatmaintainsoperationsinseveralcountriesbutdecentralizesmanagementtothelocalcountry.BorderlessOrganizationAfirmthathaseliminatedstructuraldivisionsthatimposeartificialgeographicbarriersandisorganizedalongbusinesslines.HowOrganizationsGoGlobalThreeStagesofGlobalization(組織國(guó)際化的三個(gè)階段)StageI出口階段(ExportingtoForeignCountry)StageII非股權(quán)投資階段(Non-equityinvestment—Licensing/Franchising)StageIII股權(quán)投資階段(Equityinvestment—Jointventures/ForeignSubsidiary)OtherFormsofGlobalizationStrategicAlliances(戰(zhàn)略聯(lián)盟)Partnershipsbetweenandorganizationandaforeigncompanyinwhichbothshareresourcesandknowledgeindevelopingnewproductsorbuildingnewproductionfacilities.JointVenture(合資企業(yè))Aspecifictypeofstrategicallianceinwhichthepartnersagreetoformaseparate,independentorganizationforsomebusinesspurpose.ManaginginAGlobalEnvironmentTheLegalEnvironmentStabilityorinstabilityoflegalandpoliticalsystemsLegalproceduresareestablishedandfollowedFairandhonestelectionsheldonaregularbasisDifferencesinthelawsofvariousnationsEffectsonbusinessactivitiesEffectsondeliveryofproductsandservicesTheEconomicEnvironmentEconomicSystemsMarketeconomyAneconomyinwhichresourcesareprimarilyownedandcontrolledbytheprivatesector.CommandeconomyAneconomyinwhichalleconomicdecisionsareplannedbyacentralgovernment.MonetaryandFinancialFactorsCurrencyexchangeratesInflationratesDiversetaxpoliciesTheCulturalEnvironmentNationalCultureIsthevaluesandattitudessharedbyindividualsfromaspecificcountrythatshapetheirbehaviorandtheirbeliefsaboutwhatisimportant.Mayhavemoreinfluenceonanorganizationthantheorganizationculture.Hofstede’sFrameworkforAssessingCultures（霍夫斯坦特模型）IndividualismversusCollectivism（個(gè)人主義和集體主義）PowerDistance（權(quán)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（長(zhǎng)期和短期）Individualism:thedegreetowhichpeopleinacountryprefertoactasindividuals.Collectivism:asocialframeworkinwhichExamplesofHofstede’sCulturalDimensions?PrenticeHall,20024-17TheGLOBE(GlobalLeadershipandOrganization