Chapter 8
Organization Structure and
Control Systems
PowerPoint by
Kristopher Blanchard
North Central University
Organizational Structure
There is no permanent organization chart for
the world. . . . It is of supreme importance to
be ready at all times to take advantage of
new opportunities.
—Robert C. Goizueta, (Former) Chairman and Ceo, Coca-Cola Company
Evolution and Change in MNC
Internationalization is the process by which a firm
gradually changes in response to international
competition, domestic market saturation, and the
desire for expansion, new markets, and
diversification.
Structural Evolution (Stages Model) occurs when
managers redesign the organizational structure to
optimize the strategy’s changes to work, making
changes in the firm’s tasks and relationships and
designating authority, responsibility, lines of
communication, geographic dispersal of units and
so forth
Typical ways that firms organize
international activities
Domestic structure plus export department
Domestic structure plus foreign subsidiary
International division
Global functional structure
Global product structure
Global Geographic Structure
Integrated Global Structures
The global functional structure is designed on the
basis of the company’s functions – production,
marketing, finance, and so forth. Foreign
operations are integrated into the activities and
responsibilities of each department to gain
functional specialization and economies of scale.
Matrix Structure is a hybrid organization of
overlapping responsibilities – it is used by some
firms but has generally fallen into disfavor
recently
Organizing for Globalization
If you misjudge the market [by globalizing],
you are wrong in 15 countries rather than
only in one.
—Ford European Executive
Organizing for Globalization
Two opposing forces in structural decisions
– The need for differentiation (focusing on and
specializing in specific markets)
– The need for integration (coordinating those same
markets)
Globalization – a specific strategy that treats the
world as one market by using a standardized
approach to products and markets
Organizing for Globalization
Organizing to facilitate a globalization strategy
typically involves rationalization and the
development of strategic alliances
Organizing for global product standardization
necessitates close coordination among the various
countries involved
The problem facing companies in the future is that
the structurally sophisticated global networks
leave the organization exposed to the risk of
environmental volatility from all corners of the
world
Comparative Management Focus:
Chinese Global Network
The Chinese commonwealth is a form of
global network that has become the envy of
Western multinationals
– Network of entrepreneurial relationships in
Asia primarily
– Includes mainland China, 1.3 billion citizens,
and more than 55 million Chinese in Taiwan,
Indonesia, Hong Kong, and Thailand
– Estimated to control $2 Trillion in liquid assets
Comparative Management Focus:
Chinese Global Network
Most observers believe that this China-based
informal economy is the world leader in economic
growth, industrial expansion, and exports
Comprises most mid-sized, family-run firms
linked by transnational network channels
Channels move information, finance, goods, and
capital
Network alliances bind together and draw from
the substantial pool of financial capital and
resources available in the region
Emergent Structural Forms
Inter-organizational networks
The global e-corporation network structure
The transnational corporation (TNC)
network structure
Organizational Change and Design
When does a company need to make a
change in organizational structure?
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Makes a change in goals or strategy
Makes a change in scope of operations
Indications of organizational inefficiency
Conflicts among divisions and subsidiaries
Overlapping responsibilities
Complaints regarding customer service
Organizational Change and Design
Control Systems for Global
Operations
The establishment of a single currency makes
it possible, for the first time, to establish
shared, centralized accounting and
administrative systems.
—Francesco Caio, CEO, Merloni Elettrodomestici
Monitoring Systems
Direct Coordinating Mechanisms
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Design of appropriate structures
Use of effective staffing practices
Visits by head-office personnel
Regular meetings
In-Direct Coordinating Mechanisms
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Sales quotas
Budgets
Other financial tools
Feedback reports
Appropriateness of Monitoring and
Reporting Systems
Factors likely to affect the appropriateness
of monitoring systems include:
– Management practices
– Local constraints
– Expectations regarding: Authority, Time, and
Communication
Managing Effective Monitoring
Systems
In deciding on appropriate monitoring and
reporting systems, additional factors to be
considered include:
• The role of information systems (adequacy of management
information systems in foreign affiliates, noncomparability of performance data across countries)
• Evaluation variables across countries
Looking Ahead
Chapter 9 – Staffing, Training, and
Compensation for Global Operations
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Staffing philosophies for global operations
Global selection
Training and development
Compensating expatriates
Compensating HCNs