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Understanding Global Organizational Structures Across International Operations

Explore different organizational structures used in international operations, analyze their strengths and weaknesses, discuss nontraditional organizational setups like mergers, joint ventures, and keiretsu. Learn about characteristics of organizations such as formalization, specialization, centralization, and their impact. Understand the basic structures influencing the success of international companies. Choose the right organizational structure based on factors like control by the home office, foreign demands, local talent, and global strategies.

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Understanding Global Organizational Structures Across International Operations

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  1. VII.ORGANIZING INTERNATIONAL OPERATION • Tujuan Bahasan • Membahas tipe-tipe struktur organisasi yang digunakan dalam operasi internasional. • 2. Menganalisis kelemahan dan kelebihan setiap tipe • Struktur organisasi • 3. Menggambarkan penyusunan organisasi nontradisional yang meliputi merger, joint venture dan keiretsu. • Membahas karakteristik organisasi seperti formalisasi, spesialisasi dan sentralisasi dan pengaruhnya thdp organisasi.

  2. Strukture Organisasi dasar • Keberhasilan perusahaan internasional dapat dipengaruhi struktur secara keseluruhan dan desain operasi.Memilih struktur organisasi yang tepat tergantung beberapa faktor : • Keinginan home office mengendalikan operasi luar negerinya. • Permintaan di luar negeri. • Orang yang bekerja disana. • Kebutuhan kedua pasar lokal dan strategi globalisasi home office.

  3. Organizational Consequences of Internationalization High Aircraft Telecommunication Cameras Consumer Electronica Aerospace Computer Automobile Synthetic fibers Steel Clothing Cement Package goods Pressure for Globalization Low Low High Pressure for Local Responsivenes

  4. Initial Division Structure Chief Executive Officer Home office Department Production Marketing Finance Personnel V.P International Operation Overseas Subsidiaries France J a p a n Egypt Australia Argentina

  5. An International Division Structure Chief Executive Officer Home Office Depart. Production Marketing Finance Personel Operating Division Domestic Division: Paint Domestic Division: Tools Domestic Division: Hardware Domestic Division: Furniture International Division Australia Japan Italy Office Operation Marketing Government Relation

  6. Global Structural Arrangement Struktur global ada tiga tipe yang umum, Yaitu : GLOBAL PRODUCT DIVISION GLOBAL AREA DIVISION GLOBAL FUNCTIONAL DIVISION

  7. A Global Product Division Structure Chief Executive Officer Home Office Department Production Marketing Finance Personnel Product Division A Product Division B Product Division C Product Division D Product Division E Operating Divisions South America Africa Europe australia Far East Great Britain France German Italy Netherlands Production Marketing Finance Personnel

  8. A Global Area Division Structure Chief Executive Officer Home Office Department Production Marketing Finance Personnel Operating Divisions North America South America Europe Asia Africa Great Britain France Germany Italy Netherlands

  9. Global Functional Division Chief Executive Officer Production Marketing Finance Domestic Production Product A Product B Product C Product D Foreign Production Product A Product B Product C Product D Domestic Production Product A Product B Product C Product D Foreign Production Product A Product B Product C Product D

  10. Recent, Nontraditional Orgnaizational Arrangement A Multinational Matrix Structure Organizational Arrangement from Merger, from Joint Ventures, from Keiretsu

  11. A multinational matrix structure (partial organization part) CEO Home office department Production Marketing Finance Personel Operating divisions North Americca Industrial Goods Europe Manager, Industrial Goods North America Manager, Industrial Goods Europe

  12. MERGER

  13. JOINT VENTURE

  14. ORGANIZATIONAL CHARACTERISTICS OF MNCs • Formalization • Specialization • 1.Horizontal Specialization • 2.Vertical Specialization • Centralization VS Decentralization

  15. Formalization • Is the use of define structure and systems in • Decision making, communicating and controlling • Specialization • Is the assining of individuals to specific, • Well-defined tasks. • Horizontal Specialization • assign job so that individuals are given a particular function • to perform, and people tend to stay within the confines of • this area. • Vertical Specialization • assign work to group or department where individual are collectively responsible for performance. It is also characterized distinct differences between levels in hierarchy such that those higher up are accorded much more status than those further down, and the overall structure is ussually quite tall.

  16. Centralization Is a management syastem under which important are Made at the top. Decentralization Pushing decision making down the line and getting the Lower- level personel involve.

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