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Chapter 11   international management
 

Chapter 11 international management

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    Chapter 11   international management Chapter 11 international management Presentation Transcript

    • DOMESTIC & INTERNATIONAL ENTERPRISE Environment Domestic International1. Educational Environmenti) Language (Spoken, Written, Official) One Multipleii) Education System No or Little Constraint Great Constraint (Quality, Level, Extent)2. Socio-Cultural Environmenti) Values, attitudes (toward Achievement, Homogeneous Heterogeneous Risk-taking, Scientific Method, Work)3. Political-Legal Environmenti) Political orientation (Power, Ideologies) Country-Centered Transnationalii) Legal Environment Fairly uniform Different (Laws, Codes, Regulations)iii) National Sovereignties One Manyiv) Government Policies, Regulations Same Different4. Economic Environment Developmenti) (Under developed, industrialized) At similar stages At different stagesii) Economic System Similar Different (Capitalistic, Mixed, Marxist)
    • Managerial Domestic International Functions Enterprise Enterprise1. Planning:i) Scanning the environment National Markets Worldwide Markets for threats And opportunities2. Organising:i) Organisation Structure Structure for Global Structure Domestic Operationsii) View of Authority Similar Different3. Staffing:i) Sources of Managerial Talent National Labour Pool Worldwide Labour Poolii) Manager Orientation Often ethnocentric Geocentric4. Leading:i) Leadership and Motivation Influenced by Similar Influenced by many Structure different cultureii) Communication lines Relatively short Network with Long distances5. Controlling:i) Reporting System Similar requirement Many different requirements
    • Forms of International Business1. Exportation2. Licensing Agreement3. Management Contracts4. Joint Ventures5. Subsidiaries
    • Role of Global ManagersAccording to Stephen Rhinesmith following competenciesessential to become global managers:-1. Managing Competiveness2. Managing Complexity3. Managing Adaptability4. Managing Teams5. Managing Uncertainty
    • Traits of Successful Leaders in India1. Professionalism2. Innovative Thinking3. High Knowledge4. Quality ConsciousnessI. Lakshmibhai & Ramachandrabhai R.Gandhi – Vadilal Ice Cream- http://www.vadilalgroup.com/(Affordable price, smart pricing strategy, developing mass market)II. Karsanbhai K.Patel – Nirma Chemical Works- http://www.nirma.co.in(Fair Price, Strong marketing strategies)- Better Products. Better Value. Better Living.III. Aspi R Balsara – Balsara Hygiene Products-Dabur (Promise, Babool, Meswak, Odomos, Odonil, Sani Fresh, Odopic)(Pursuit of Excellence, grow or perish policy, internationalism)IV. Chandramohan – Punjab Tractors – Swaraj- http://www.swarajenterprise.com(Satisfying customer, employing women)V. Satya Prakash Mathur – Sumeet Mixie - http://sumeetmixie.in/(service to society through industry, sacrificing-nature)
    • Qualities for Best Chief Executives1. Leadership Ability2. Profit Orientation3. Ability to attract talent and retain talent4. Having best industrial relations policies5. Honesty6. Ability to establish an international presence.Like – Ratan Tata-Tata Sons, R.Bajaj-Bajaj Auto, A.Birla- Indian Rayon, A.B.Godrej, L.M.Thapar-Crompton Greaves, H.V.Goenka-RPG Enterprises, Nusli Wadia- Bombay Dyeing, Vijay Mallya-UB Group, M.R.Chhabria-Shaw Wallace, S.M.Datta- HindLever, Ambani-Reliance, J.J.Irani-Tata Steel, D.Setha-Tata Chemicals, K.L.Chugh-ITC