文档介绍：Management in a Cross-cultural Environment Chapter ANIZING INTERNATIONAL OPERATIONS
CHAPTER 11
ORGANIZING INTERNATIONAL OPERATIONS
?The McGraw-panies, Inc1>., 2000
Organizational Consequence of Internationalization
Aircraft
Cameras
Electronics
Computers
munications
Aerospace
Autos
Synthetic fibers
Cement
Steel
Clothing
Packaged goods
High
Low
Low
High
Pressure for Local Responsiveness
Pressure for Globalization
?The McGraw-panies, Inc., 2000
Initial Division Structure
Used for Initial Entry into International Markets
Exporting
Common first choice for manufacturers of technologically advanced products
Firm can charge premium price due to petition
Subsidiary
mon for handling finance-related businesses or other operations that require an on-site presence from the start
?The McGraw-panies, Inc., 2000
Subsidiaries During the Early Stage of Internationalization
Home Office
Departments
Overseas
Subsidiaries
CEO
Production
Marketing
Finance
Personnel
. International
Operations
France
Japan
Egypt
Australia
Argentina
?The McGraw-panies, Inc., 2000
International Division Structure
Advantages
Takes burden off the CEO
Receives top management attention
Promotes overall unified approach
Develops internationally experienced managers
Disadvantages
Separating domestic and international managers may cause differing objectives
Home office may not be able to allocate resources globally, thereby penalizing growth
?The McGraw-panies, Inc., 2000
An International Division Structure
Home Office
Departments
Operating
Divisions
CEO
Production
Marketing
Finance
Personnel
Domestic
Division
Domestic
Division
Domestic
Division
Domestic
Division
International
Division
Australia
Japan
Italy
Office
Operations
Marketing
Government
Relations
?The McGraw-panies, Inc., 2000
Global Product Division
Advantages
Helps to manage diversity
Able to cater to local needs
Marketing, production, and finance ca