1. 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

2. CHAPTER SIX 任課老師：任維廉 教授
Global Organization Design
報告人：黃郁哲

3. 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

4. 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

5. 1. Entering The Global Arena-2
Motivations for Global Expansion
Economic
Technological
 Competitive forces have combined to push companies
from a domestic to a global focus
Motivation to Expand
Economies of Scale
Economies of Scope
Low-Cost Production Factors

6. 1. Entering The Global Arena-3
Taiwan ??
 The Global Economy as Reflected in the Fortune Global 500

7. 1. Entering The Global Arena-4
 Stages of International Evolution
Domestic
International
Multinational
Global
Licensing --- allowing another firm to market
your brands
Joint Ventures --- separate entity of two or more firms
Consortia--- groups of independent companies

8. 1. Entering The Global Arena-5
Items\stages
Domestic
International
Multinational
Global
Strategic
Orientation
Domestically
oriented
Export-oriented, multi-domestic
Stage of
Development
Initial foreign
involvement
Competitive
Explosion
positioning
Structure
structure plus
export department
Domestic structure
plus international
division
Worldwide
geographic,
product
Matrix, transnational
Market
Potential
Moderate, mostly
domestic
Large,
Multi-domestic
Very large,
multinational
Whole world

9. 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

10. 2. Designing Structure to Fit Global Strategy-2
International Advantages

11. 3. Building Global Capabilities-1
 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.
Achieve the domestic resources
Product differentiation
Knowledge Transfer

12. 3. Building Global Capabilities-2
 Global Coordination Mechanisms
 Global 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 Planning
 it takes an active role in planning, scheduling, and
control to keep the global organization working
together.

13. 3. Building Global Capabilities-3
 Expanded Coordination Roles
 they can help to integrate all the pieces.
 Country managers can coordinate across functions.
 Benefits of Collaboration
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

14. 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

15. 5. Transnational Model of Organization-1
 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.

16. 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.

17. 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

18. 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。

19. 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？

20. Thanks for your attention!