The document compares and contrasts the environments and managerial functions of domestic versus international enterprises. Some key differences highlighted include: - The educational, socio-cultural, political-legal, and economic environments are more homogeneous for domestic enterprises but heterogeneous across countries for international enterprises. - Domestic enterprises operate within a single national market and culture while international enterprises must consider worldwide markets and many different cultures. - Managerial functions like planning, organizing, staffing, leading, and controlling are more standardized for domestic enterprises but require consideration of many different requirements across countries for international enterprises.

1. DOMESTIC & INTERNATIONAL ENTERPRISE
Environment Domestic International
1. Educational Environment
i) Language (Spoken, Written, Official) One Multiple
ii) Education System No or Little Constraint Great Constraint
(Quality, Level, Extent)
2. Socio-Cultural Environment
i) Values, attitudes (toward Achievement, Homogeneous Heterogeneous
Risk-taking, Scientific Method, Work)
3. Political-Legal Environment
i) Political orientation (Power, Ideologies) Country-Centered Transnational
ii) Legal Environment Fairly uniform Different
(Laws, Codes, Regulations)
iii) National Sovereignties One Many
iv) Government Policies, Regulations Same Different
4. Economic Environment Development
i) (Under developed, industrialized) At similar stages At different stages
ii) Economic System Similar Different
(Capitalistic, Mixed, Marxist)

2. Managerial Domestic International
Functions Enterprise Enterprise
1. Planning:
i) Scanning the environment National Markets Worldwide Markets
for threats And opportunities
2. Organising:
i) Organisation Structure Structure for Global Structure
Domestic Operations
ii) View of Authority Similar Different
3. Staffing:
i) Sources of Managerial Talent National Labour Pool Worldwide Labour Pool
ii) Manager Orientation Often ethnocentric Geocentric
4. Leading:
i) Leadership and Motivation Influenced by Similar Influenced by many
Structure different culture
ii) Communication lines Relatively short Network with Long
distances
5. Controlling:
i) Reporting System Similar requirement Many different
requirements

3. Forms of International Business
1. Exportation
2. Licensing Agreement
3. Management Contracts
4. Joint Ventures
5. Subsidiaries

4. Role of Global Managers
According to Stephen Rhinesmith following competencies
essential to become global managers:-
1. Managing Competiveness
2. Managing Complexity
3. Managing Adaptability
4. Managing Teams
5. Managing Uncertainty

5. Traits of Successful Leaders in India
1. Professionalism
2. Innovative Thinking
3. High Knowledge
4. Quality Consciousness
I. 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)

6. Qualities for Best Chief Executives
1. Leadership Ability
2. Profit Orientation
3. Ability to attract talent and retain talent
4. Having best industrial relations policies
5. Honesty
6. 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