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Asignatura: direccion de recursos humanos, Profesor: Cualquier Cualquier, Carrera: Administración y Dirección de Empresas, Universidad: UGR
Tipo: Apuntes
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The Organizational Context
The Organizational Context Contents
1. Strategy, organizational structure and human resource **management
The Organizational Context
The Organizational Context
"Globalization" is a buzzword of our times. There is no consensus on what precisely the term should be taken to mean. Globalization
The Organizational Context With regard to intercultural human resource management, the following objects are of significance:
(based on Kopper/Kiechl 1997 and Garcia Echevarria/del Val Núñez 2000) Globalization is caused by Barriers Technology technological progress Competitiveness Increasing opening up of former planned economies and the appearance of new competitors on the world market Communication Development socioeconomic and sociocultural reasons Brought down growing tendecies towards deregulation an integration
The Organizational Context
The KOF Index of Globalization of Swiss Economic Institute (ETH) in Zurich measures the economic, social and political dimensions of globalization. It is available for 186 countries over the period 1970-2008. (cf. Gassebner/Dreher 2013: 1 ) b b a a
The Organizational Context
Macroeconomic perspective Globalization is an intensified form of internationalization. Internationalization only develops into globalization if certain institutions, agents or processes affect the entire world. Microeconomic perspective Globalization is understood as the "geographically farthest reaching form of international market activity against the background of a holistic view of the world market." (Engelhard/Dähn 1994: 262; our translation from German)
The Organizational Context “It rapidly becomes clear that the concept of globalization would rather seem to stand for a (utopian) state of things. [...] It therefore appears more appropriate to speak of a trend towards globalization or, even more prudently, of a possible development in the direction of globalization. This applies not only for markets and enterprises, but also for other […] spheres of life." (Kutschker/Schmid 2006: 166; our translation from German)
The Organizational Context Export “This typically is the initial stage for manufacturing firms entering international operations. […] Exporting often tends to be handled by an intermediary […]. As export sales increase, however, an export manager may be appointed to control foreign sales and actively seek new markets. This person is commonly from the domestic operations. Further growth in exporting may lead to the establishment of an export department […].” (Dowling/Welch 2004: 32 f.) Licensing “In a foreign licensing agreement the international company, or licensor, agrees to make available to another company abroad, the licensee, use of its patents and trademarks, its manufacturing processes and know-how, its trade secrets, and its managerial and technical services. In exchange, the foreign company agrees to pay the licensor a royalty or other form of payment according to a schedule agreed upon by the two parties.“ (Phatak 1995: 24)
The Organizational Context Franchising "Distribution system in which independent companies produce goods or services under the trademark of the franchiser, whom they pay a one-time charge or a continuous revenue-dependent recompense as a franchising fee. Although franchisees retain their independence as traders, they are to a certain extent bound to the orders of the franchiser (product range and display, pricing, etc.). [The franchiser] supports [the franchisees] in matters of advertising and finance and offers them his know-how. (e.g.: Coca Cola, McDonald's, Tchibo.)" (Gertoberens 1991: 114; our translation from German) Joint venture "[...] is a common company of two or more partners. With international joint ventures, at least one partner or the joint venture itself is located abroad [...] Joint ventures can be established at all levels of value creation (e.g. research, production, distribution). They can furthermore take horizontal (same stage in the value chain) or vertical (different stages in the value chain) forms.“ (Kutschker/Schmid 2006: 248; our translation from German)
The Organizational Context
The higher the degree of internationalization, the greater the pressure on international companies to adapt their organizational structure accordingly. Initially, multinationals must take two crucial decisions in this connection: A) Centralization versus decentralization The degree of centralization is determined by:
The Organizational Context B) Controlling options and instruments
The Organizational Context Global area division structure (Phatak 1995: 164) Middle East Asia France Germany Italy United Kingdom North America Europe Latin America Personnel R&D etc. LINE MANAGEMENT etc. CORPORATE STAFF Chief Executive Officer Production Marketing Finance
The Organizational Context Matrix structure (Phatak 1995: 169) Asia Manager of tractors, Europe Manager of tractors, Asia Tractors Manager of machinery, Europe Manager of machinery, Asia Other area and product divisions Machinery LINE MANAGEMENT Europe Personnel CORPORATE STAFF Production Marketing Finance R&D Chief Executive Officer
