BuildingtheGlobalOrganisation

建立全球性組織Anyorganisationthatseekstooperateintheglobalmarketplacemust,asaframeworkforitsoperations,integrateitsorganisationalstructure,managementprocesses,peopleandculture.任何尋求在國(guó)際市場(chǎng)運(yùn)作的組織，必須整合其組織結(jié)構(gòu)、管理過(guò)程、人員及文化，以次作為其運(yùn)作的體制。1OrganisationalFactors

組織要素OrganisationStructure 組織結(jié)構(gòu)ManagementProcesses 管理過(guò)程People 人員Culture 文化2OrganisationStructure

組織結(jié)構(gòu)StructureisdefinedbytheOxfordDictionary(1987,pp.1123)as“Themannerinwhichabuildingororganismorothercompletewholeisconstructed”牛津字典將結(jié)構(gòu)定義為“一個(gè)建筑物或有機(jī)體或其他完全的整體構(gòu)成的方式?！盬iththeabovedefinitioninmindorganisationstructurecanbedefinedas“Howjobtasksareformallydivided,groupedandco-ordinated”(Robinsetal,1998,pp.589) 根據(jù)上述定義，組織結(jié)構(gòu)可被定義為“工作任務(wù)被正式分割、分類及協(xié)調(diào)的方式?！?WhyisaChangetoOrganisationStructureessential?

為何組織結(jié)構(gòu)的變化是必要的？Tobemorecapableofdevelopingcompetitivestrategiestoconfrontthenewglobalcompetition. 更有能力開(kāi)發(fā)競(jìng)爭(zhēng)戰(zhàn)略以面對(duì)新的全球性競(jìng)爭(zhēng)。Obtainlowerproductioncostsbypromotingworldwideproductstandardisationandmanufacturingrationalisation

通過(guò)促進(jìn)全球性的生產(chǎn)標(biāo)準(zhǔn)化和加工合理化獲得更低的生產(chǎn)成本。Enhancetechnologytransferandtheallocationofcompanyresources.(Ball&McCulloch,1996). 加強(qiáng)公司資源的技術(shù)轉(zhuǎn)換和分配。4Asafirmsforeigninvolvementchanges,itsorganisationstructurechangesaswell:隨著公司的國(guó)外參與的變化，其組織結(jié)構(gòu)也相應(yīng)變化Anexpansionoftheframework(exportdepartment,motherdaughterstructure,internationaldivisionstructure).結(jié)構(gòu)的擴(kuò)張（出口部，母女結(jié)構(gòu)，國(guó)際部）Astructuralreshuffle(functional,product,regionalormatrixstructures).結(jié)構(gòu)重組（功能性，產(chǎn)品，地區(qū)或矩陣結(jié)構(gòu)）5CharacteristicsofnewGlobalOrganisationstructuresinclude:新型全球性組織結(jié)構(gòu)的特點(diǎn)包括：TheCentralisationofGlobalAuthority;全球性權(quán)威的集權(quán)化；AbsenceofDomesticInternationalsplit;缺少國(guó)內(nèi)國(guó)際的分隔界限；Businessdimensionstrongerthangeographicdimension; 商業(yè)因素重于地理因素；4.Designatingstrategicleaders(Yip95).任命戰(zhàn)略領(lǐng)導(dǎo)者。6TheCentralisationofGlobalAuthority

全球性權(quán)威的集權(quán)化Yipclaimsthat“Oneofthemosteffectivewaystodevelopandimplementaglobalstrategyistocentraliseauthoritysothatallunitsofthesamebusinessaroundtheworldreporttoacommonglobalsectorheadorglobalbusinessdirector.”(1995,pp.166)Yip主張：制定和實(shí)施全球性戰(zhàn)略的一條最有效的途徑就是集權(quán)化權(quán)威，這樣，世界范圍內(nèi)從事相同業(yè)務(wù)的部門(mén)都向同一個(gè)全球化部門(mén)的領(lǐng)導(dǎo)或全球業(yè)務(wù)主管報(bào)告。Coulson–Thomasstatethat“organisationstodayundertakingglobaloperationsmustundergoadecentralisationdrive,systematicallydelayeringtheirorganisation.(1992,pp.151) 托馬斯主張：當(dāng)今組織必須受分權(quán)化的驅(qū)使，系統(tǒng)地削減其組織層次7TheCentralisationofGlobalAuthority

(cont.)全球性權(quán)威的集權(quán)化（續(xù)）Inoppositiontobothviews,Daniels&Daniels(1993,p.9)statesthatthetraditionalviewofeitheracentralisedordecentralised

organisationstructureareuselessinthiseraofglobalisation.丹尼爾斯兄弟與這兩種觀點(diǎn)唱反調(diào)，主張不論是對(duì)組織結(jié)構(gòu)集權(quán)化還是分權(quán)化，傳統(tǒng)的觀點(diǎn)在全球化的年代都是無(wú)用的。8TheCentralisationofGlobalAuthority

(cont.)全球性權(quán)威的集權(quán)化（續(xù)）

Organisationmustnotfocusonwhattypeofstructurewillbebestforthem,butfocusonanorganisationalstructurethatwillbetterhelptheirabilitytorespondtocustomerneeds.組織不要將精力放在什么是最適合它的組織形式上，而要關(guān)注能更好地幫助它來(lái)滿足客戶需求的組織結(jié)構(gòu)上。9InternalResourceAnalysis

內(nèi)部資源分析Helpsthefirmtoevaluateitscurrentmanagerial,technical,material,andfinancialstrengthsandweaknesses

幫助公司來(lái)評(píng)估其當(dāng)前的管理、技術(shù)、物資及財(cái)務(wù)上的優(yōu)勢(shì)和弱勢(shì)AKeyFactorforSuccess(KFSorKSF)isafactorthatisnecessaryforafirmtocompeteeffectivelyinamarketniche

成功的關(guān)鍵因素（KFS/KSF）是一個(gè)公司在市場(chǎng)縫隙中進(jìn)行有效競(jìng)爭(zhēng)的必要條件。10StrategyImplementation

戰(zhàn)略實(shí)施Providesgoodsandservicesinaccordwithaplanofaction提供與行動(dòng)計(jì)劃相一致的產(chǎn)品和服務(wù)TheMNCmustdecidewheretolocateoperations

跨國(guó)公司必須決定在哪里運(yùn)營(yíng)2.TheMNCmustcarryoutentryandownershipstrategies跨國(guó)公司必須施行進(jìn)入和主權(quán)（所有權(quán)）戰(zhàn)略3.Managementmustimplementfunctionalstrategiesinareassuchasmarketing,production,andfinance

管理層必須在諸如市場(chǎng)營(yíng)銷，生產(chǎn)和金融等領(lǐng)域?qū)嵤┞毮苄詰?zhàn)略11ApproachestoFormulating&ImplementingStrategy

制定和實(shí)施戰(zhàn)略的方法EconomicImperative

經(jīng)濟(jì)需要Worldwidestrategy

世界性戰(zhàn)略Basedongenericstrategiesof:基于一般戰(zhàn)略之：costleadership,

成本領(lǐng)先differentiationand/or

差異化和/或Segmentation

細(xì)分Examples???實(shí)例???12ApproachestoFormulating&ImplementingStrategy

制定和實(shí)施戰(zhàn)略的方法PoliticalImperative政治需要Country-responsivestrategies國(guó)家-響應(yīng)戰(zhàn)略Designedtoprotectnichemarkets為保護(hù)縫隙市場(chǎng)Examples??實(shí)例？13ApproachestoFormulating&ImplementingStrategy

制定和實(shí)施戰(zhàn)略的方法QualityImperative質(zhì)量需要TQM/Kaizenstrategies

全面質(zhì)量管理Meet/exceedcustomers’qualityexpectations滿足/超過(guò)客戶對(duì)質(zhì)量的預(yù)期Examples??實(shí)例??14ApproachestoFormulating&ImplementingStrategy

制定和實(shí)施戰(zhàn)略的方法AdministrativeCoordination行政合作Situational/Contingencyapproach;notpredetermined

情境/權(quán)變；不可預(yù)先決定的15DiscussionQuestion:問(wèn)題討論Ofthe4imperatives,discussedpreviously-economic,political,qualityandadministration-whichwouldbethemostimportanttoLegendComputersinitseffortstomakeinroadsinthePacificRimmarket? 在前面所討論的四種需要中—經(jīng)濟(jì)，政治，質(zhì)量和行政，對(duì)于聯(lián)想電腦進(jìn)軍環(huán)太平洋市場(chǎng)，哪一個(gè)更重要？WouldthisemphasisbethesameasthatinChina,orwouldLegendbegivingprimaryattentiontooneof