This document discusses organizational structures for international companies. It describes various structures like functional, international division, product division, geographic division, and matrix structures. It also discusses the centralization vs decentralization debate in organizational design. Specifically, it notes that centralized structures facilitate coordination but can discourage initiative, while decentralized structures allow flexibility but risk lack of coordination. The document advocates that future companies may take a network-like structure to balance global integration with local responsiveness.
A study of international human resource management- theories and techniques Antara Rabha
Understanding the concept of International Human resource management in terms of recruitment and training. Basic concepts and clear understanding. all the Various methods of recruitment-offline as well as online methods and various types of training such as an internship , apprenticeship etc.
A study of international human resource management- theories and techniques Antara Rabha
Understanding the concept of International Human resource management in terms of recruitment and training. Basic concepts and clear understanding. all the Various methods of recruitment-offline as well as online methods and various types of training such as an internship , apprenticeship etc.
1)major types of marketing intermediariesSameer Mathur
This presentation gives you a general idea about the marketing intermediaries. This is created by Nagarjun K S SIT Tumkur, DURING AN INTERNSHIP BY PROF. SAMEER MATHUR, IIM LUCKNOW.
The document is based on findings from an analysis of over 85 management contracts compiled by TRI, as well as executive level interviews with hospitality professionals. The survey is an update of TRI's 2006 analysis of hotel management contracts covering Bahrain, Kuwait, Qatar, Oman, Saudi Arabia, and the United Arab Emirates.
Cross culture management is an art. Successful Organisation managed it well. In this age of globalisation Multinational, multicultural organisations need to know the local and global mind - sets for the smooth operation of the organisation.
Knowledge must be at the center of everything the International Centre for Integrated Mountain Development does and knowledge is most valuable when it is actually used—not just identified, created, stored, or shared. A hypothetical diagnosis of ICIMOD's purpose, structure, relationships, rewards, leadership, and helpful mechanisms combined with an organizational culture assessment suggested that a "preferred" culture of adhocracy might drive higher effectiveness.
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Enterprises are still in the early stages of integrating content strategy as a discipline – into the marketing mix, operations, and technology. Multinationals face a more complex challenge: scaling content across borders, languages, cultures, and teams. This report by analyst Rebecca Lieb of Kaleido Insights examines related challenges and best practice recommendations.
International Strategy and Organization StructureNakry Roeun
We are a student at PUC, just did about this topic from the text book, which is about international strategy and organization structure. Please don't mind if it is wrong!
User Centered Design, Verso una teoria generale della progettazioneEnrico Viceconte
Verso una teoria generale della progettazione: Il design centrato sull’utente.
Il contributo, della durata di un'ora e venti, viene da un ingegnere che, dopo esperienza nell’engineering e nella gestione di sistemi di automazione, ha dedicato gran parte della sua vita professionale alla ricerca e alla formazione al Business Management, al Project Management e al Design Management.
L'idea di partenza è che, in misura crescente, tutti i processi di progettazione, indipendentemente dal dominio in cui vengono prevalentemente sviluppati, abbiano una base comune nel focus sull'utente e nel “Value in Use” che esso trae dall’offerta del Producer. Dalla creazione ingegneristica di artefatti, basati sull'applicazione della tecnica, al design di artefatti in grado di agire a livello estetico ed emozionale, il paradigma emergente è quello dell’agilità e adattività con cui le soluzioni si configurano con una precoce e iterativa analisi in profondità di quello che effettivamente, in un progetto, produrrà valore per l’utente durante tutto il ciclo di vita della sua relazione con il prodotto e, più ad alto livello e su tempi più lunghi, con il brand che ha sviluppato quel progetto.
La “Customer Experience” è analizzata su tre scale di tempi:
1. Ciascun singolo touch di interazione tra Producer e User
2. La sequenza dei diversi touch lungo tutto il ciclo di uso del prodotto, dall’awareness della sua esistenza sul mercato, all’acquisito, all’uso e alla dismissione
3. La relazione dell’User con il brand del Producer
Ciascun progetto di sviluppo di nuovi prodotti-servizi è inscritto in un fascio di processi che vanno da quelli di alto livello o strategici (design strategico) a quelli “operativi”.
Il tema del Design Strategico si estende alla definizione di una proposta di valore di lungo periodo dell’impresa, che comprende la definizione del business model, il “quadro strategico” che esplicita le features di differenziazione dell’offerta e le fonti di vantaggi competitivo alla base dei eventuali barriere di differenziazione e di costo.
Il tema del Design Operativo è trattato facendo riferimento a modelli di analisi e progettazione affermati. Come il Customer Experience Journey o l’Empathy Map.
Verranno espresse opinioni, anche critiche, a concetti di larga adozione, come quello della “co-creazione” di valore e di customer centered design, nella convinzione del relatore che il valore è interamente nell’uso del cliente e che, al contempo, permanga un ruolo “autoriale” del progettista. Che si pone come sintesi intuitiva, personale ed idiosincratica dei bisogni e dei gusti di possibili adopters.
Enrico Viceconte
Professore a Contratto (ING-IND35) presso il Dipartimento di Architettura dell'Università di Napoli Federico II
Adjunct Director, Project Management Institute-Southern Italy Chapter
Ingegnere Elettrico dei Sistemi di Automazione
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Il cambiamento accelerato nel settore del retail. Maggiore customer centricità; tecnologie abilitanti; Nuovi business models. Necessità del design thinking e di considerare il customer experience journey. Strategie omnichannel. Verso nuovi modelli organizzativi delle reti di franchising.
Convegno: 3° ASFOR Quality Service Meeting 2016
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Fondazione Accademia di Comunicazione – Via Savona 112A - Milano
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Luoghi e non luoghi della formazione
La formazione manageriale in Italia, tra radicamento territoriale e disruption digitale
Di Enrico Viceconte
Dove “ha luogo” la formazione?
Il modello della “learning region” nelle ricerche di Stoà sulla formazione manageriale
3. Conservazione, dematurity o disruption della formazione superiore?
The Storytelling manager. Come le storie ci possono ingannare Enrico Viceconte
“L’istinto di narrare. Come le storie ci hanno resi umani” di Johnatan Gottschall, Ed. Bollati Boringhieri, 2014
Lettura di Enrico Viceconte
Abstract
Si moltiplicano senza sosta le pubblicazioni che parlano “Storytelling” applicato al management. Si tratta di una moda manageriale, un’idea che sta conquistando quote di attenzione crescente. Lo storytelling è una pratica efficace? La lettura di un saggio di Johnatan Gottschall, storico della letteratura, ci presenta una teoria sul perché le storie sono utili e hanno una forte presa su chi le legge o le ascolta. Ma il saggio, letto assieme ad altri libri e messo in relazione agli obiettivi per cui lo storytelling viene promosso nelle aziende, ci induce a credere che conoscere attraverso le storie, e utilizzare narrative nell’organizzazione e nel marketing, può essere distorsivo e controindicato per le finalità aziendali.
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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International Human resource management programme
1. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
International
Human Resource
Management
Programme
MDGI – HRM
Joint Project
Stoà – Alumni Network
2. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Senior Faculty
Maria Rosaria Bonifacio, NOKIA
Francesca Contardi, PAGE GROUP
Giovanni de Liso, ANSALDO STS HITACHI
Salvatore Iorio, UNILEVER
3. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
M1.
International Strategic Management
Enrico Viceconte, 16 - 12 - 2015
The objectives of the course include:
1. an understanding of the conceptual and analytical tools of strategic
management and economics as applied to international strategy;
2. an understanding of the complexity that accompanies international
operations and global supply chains as a result of geographical diversification
and changing market, and technological, conditions.
5. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Globalizzazione
• Brainstorming
FLUSSI DI CAPITALI, MERCI, PERSONE, COSE
ARMONIZZAZIONE DELLE LEGISLAZIONI
OMOGEINIZZAZIONE DELLE CULTURE
ICT
6. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
What is globalization?
Globalization is the inexorable integration of
markets, capital, nation-states, and technologies
to a degree never seen before.
Thomas Friedman
7. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Globalization drivers
• Increased customer demands and access to competing products and services.
• Increased technological innovation and application.
• Increased power and influence of emerging markets and economies.
• Shared R&D and global sourcing.
• Increased globalization of financial markets.
• Evolving government trade policies.
• Global trade liberalisation; Trade barriers diminishing
• Multi-national companies evolving into real global organisations
• Production out-sourcing to lower cost regions
• Improved logistics infrastructure and operations
8. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Tipologia di strategie globali
• Integrazione globale
• Differenziazione nazionale (adattamento, segmentazione)
9. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Tipologia di strategie globali
• International business - engages in cross-border transactions
• Multinational Corporation - has extensive involvement in
international business, owning or controlling facilities in more than
one country
• Global company - integrates operations from different countries, and
views world as a single marketplace
• Transnational company - seeks to combine the benefits of global-scale
efficiencies with the benefits of local responsiveness
10. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Tipologia di strategie globali
• International Strategy: uses exports and licenses to penetrate the
global area
• Multidomestic Strategy: uses decentralized authority with substantial
autonomy at each business
• Global Strategy: Uses a high degree of centralization, with
headquarters coordinating to seek standardization and learning
between plants
• Transnational Strategy: Exploits economies of scale and learning, as
well as pressure for responsiveness, by recognizing that core
competencies reside everywhere in the organization
11. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Come sarà il mondo?
• Più uniforme (“Flat”, Ghemawt)
• Più diversificato
12. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Organization Structure
• Organization is defined by the formal structure,
coordination and control systems, and the
organization culture.
• It’s the formal arrangement of roles, responsibilities
and relationships within an organization.
• It’s a powerful tool with which to implement strategy.
13. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Vertical Differentiation: Centralization V/S
Decentralization.
• Vertical Integration: The issue of determining where in the
hierarchy, the authority to make decisions stand.
• Centralization is the degree to which high level managers,
usually above the country level, make strategic decisions and
pass them over to lower levels for implementation.
• Decisions made at foreign subsidiary level are considered
decentralized, and those made at HQ are considered to be
centralized.
14. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Centralization V/S Decentralization
Centralization
• Decisions made by senior level managers at HQ.
• Facilitates coordination of value chain
• Ensures decisions are consistent with strategic
objectives.
• Senior executives have authority to direct major
change.
• Preempts duplication of activities
• Reduces the risk of making wrong decisions at low
level
• Ensures consistent dealings with all stakeholders.
• Discourages initiative among lower – level employees.
Decentralization
• Decisions made by employees, who are closest
to the situation.
• Employees who directly deal with customers,
markets, etc
• Motivates employees to exercise initiative.
• Enables more flexible response to rapid
environmental changes.
• Permits to fix better accountability.
• Puts the org at risk for bad decision making.
• Cross – unit coordination is at stake for
favouritism.
15. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Horizontal Differentiation: The Design of the
Formal Structure
• Horizontal Differentiation: The way a firm designs its
formal structure to perform the following functions;
1.Specify the set of organizational tasks.
2.Divide these tasks into jobs, departments, subsidiaries
and divisions to get the work done.
3.Assign authority relationships to get the work done in a
way that supports co. strategy.
16. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Types of Organizational Structures
1. Functional Structure
2. International Division Structure
3. Product Division Structure
4. Geographic (Area) Division Structure
5. Matrix Division Structure
17. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
1. Functional Structure
• Specialized jobs are grouped
according to traditional business
functions.
• Ideal for Co. having a narrow
product line, sharing similar
technology.
• Helps maximize economies of scale
• Highly efficient.
18. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
2. International division structure.
• Grouping each international business activity into its
own division.
• Creates a critical mass of international expertise.
• Creates quick response to environmental changes
enabling them to deal with different markets.
• Prevents duplication of activities.
• Often struggles to get resources from domestic
divisions.
• This structure is suited for multidomestic strategies
that demand little integration and standardization
between domestic and foreign operations.
• Frustrates its ability to exploit economies of scale.
19. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
3. Product Division Structure
• These are popular among international
companies with diverse products.
• Similar products are grouped under one
product head e.g. Perfumes and
Cosmetics, each focusing on a single
product segment for its global market.
• Suited for a global strategy
• There may be duplicate functions and
activities among divisions.
• No formal means by which one product
divison can learn from another
international expertise.
20. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
4. Geographic (Area) Division Structure
• These are used when foreign operations
are large and not dominated by a single
country or region.
• Useful when managers can gain
economies of scale on a regional rather
than on global basis.
• Drawback is the potential of duplication
of work among areas as the company
locates similar value activities in several
places rather than consolidating them in
the most efficient place.
21. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
5. Matrix Division Structure
• This tries simultaneously to deal with competing
pressures for global integration and local responsiveness.
• Institutes overlaps among functional and divisional forms.
• Gives functional, product, and geographic groups a
common focus.
• It makes each group share responsibility for foreign
operations and enables each group exchange information
and resources more willingly.
• Drawbacks- Stop championing their group’s unique
needs, and thereby eliminate the multiple knowledge-
generating and decision making relationship that it is
supposed to engage.
CEO
22. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Dal libro
Risorse Umane Internazionali
• Di Francesca Prandstraller e Barbara Quaquarelli
23. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Il caso Danieli
Spinte
• Competitività: vantaggi di
costo
• Impiego di competenze in
bacino più vasto
• Vicinanza ai clienti asiatici
• Logistica
HR policy
• Localizzazione: si è assunti
in Tailandia
25. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Con quale velocità?
• Per salti (fusioni e acquisizioni)
• Quindi una maggiore enfasi sull’integrazione tra culture aziendali e
nazionali
43. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
In today’s global economy, firms must decide
• where to locate productive activities
• what the long-term strategic role of foreign production sites should be
• whether to own foreign production activities or outsource those activities
• how to manage a globally dispersed supply chain and what the role of Internet-based
information technology should be in the management of global logistics
• whether to manage global logistics or outsource
44. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Concepts of Global Business
Internazionalization
• A process by which firms increase
their awareness of the influence of
international activities on their future
and conduct transactions with firms
from other countries
Globalization
•The global economic integration of
many formerly national economies
into one global economy
45. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
The new global manager
• Managers are responsible for utilizing human, financial,
informational, and physical resources in ways that facilitate their
organization’s overall objectives in turbulent and sometimes hostile
environments about which they often understand very little.
• These challenges can be particularly problematic when operations
cross national boundaries.
46. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Strategy, Production, and Logistics
Question: How can production and logistics be conducted
internationally to
1. lower the costs of value creation and
2. add value by better serving customer needs?
• Production refers to activities involved in creating a product
• Logistics refers to the procurement and physical transmission of
material through the supply chain, from suppliers to customers
47. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Technological Forces
Related to the products
• Various subcomponents and technologies available in different regions and
locations
• Successful firms need to use these resources quickly and effectively.
• Locate research, design, and production facilities close to these regions.
• Frequently collaborate, resulting in the location of joint facilities close to one of
the partners.
• Global location of research-and-development facilities driven by two main
reasons:
• As product cycles shrink, locate research facilities close to manufacturing facilities.
• Specific technical expertise may be available in certain areas or regions
48. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Technological Forces
“Access to special technologies” -- e.g.
• India & China -- IT/software technologies
• Taiwan -- Electrical & computer engineering
“Integrating R&D and manufacturing”
Many companies outsource manufacturing to Asian countries. It may be necessary to have R&D
locally. Why?
1. Use local human resources for R&D
2. Speed to market
3. easier to integrate with manufacturing
49. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Global Cost Forces
• Often dictate global location decisions
• Costs of cheaper unskilled labor more than offset by the increase in
other costs associated with operating facilities in remote locations.
• In some cases cheaper labor is sufficient justification for overseas
manufacturing.
• Other global cost forces have become more significant
• Cheaper skilled labor (Engineers) is drawing an increasing number of
companies overseas.
50. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Global Operations (supply chains) are Not
Simple
• Infrastructure in developing countries
• Cultural, language, labor skill differences
• Government stability, legal systems, regulations
• Currency exchange rate fluctuation
• Duties & tariffs
• Different corporate tax rates
• Import/export quotas
• Local content rules
• Product design issues (local customer needs)
• Longer transportation lead times
• Quality/reliability of local suppliers
51. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Nike: the logistics challenge of global business
• Nike: re-created the sport shoe as “high-tech, high-
performance” products that is an icon of youth
subculture, with a price to match!
• Core business:
• state-of-the-art R&D capabilities
• ruthless low-cost manufacturing
• “Air Max Penny” basketball shoe:
• designed in Oregon and Tennessee
• manufactured in South Korea and Indonesia
• from 52 components sourced from Japan, South Korea, Taiwan,
Indonesia and USA.
• (Long lead times!)
52. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Nike: the logistics challenge of global business
• Nike markets over 300 new shoe design each year, leading to costly overstocks if
sales forecasts not achieved.
• Distribution in USA is outsourced to third-party logistics providers with IT linkage to
Nike’s global sales and customer support systems, enabling sales/inventory
information to be accessible to all decision makers concerned.
• When the supply chain is global and the products are fashion-oriented, the
management of logistics becomes a key determinant of business success or failure.
53. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
The new organisational paradigm
• Traditionally, organisations are hierarchical, vertical and functionally
defined
• Current and future business environment:
• focus on “speed”, just-in-time, short product life-cycles
• volatile demand
• flexibility in customer requirements
• Challenge: how to be a responsive organisation?
54. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Distinguishing features of the responsive
organisation
• Focus will shift:
• From functions to processes
• From profit to performance
• From products to customers
• From inventory to information
• From transactions to relationships
55. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Summary
• Continuing trend towards globalisation
• global brands, global sourcing, focussed factories serving the world market
• Increased complexities: longer supply chains, more out-sourcing
• Need to balance the varying needs of local markets against the economic
advantages of standardised procedures/products
• Challenge: a flexible and agile supply chain yet achieves economies of scale/scope
• Requires organisational change within firm and with supply change partners
• Integrated logistics planning; information technologies
56. INTERNATIONAL HUMAN RESOURCE MANAGEMENT PROGRAMME
Assignement
• Identify the concepts of internationalization and globalization of
business.
• Explain the evolving role and problems with multinational
corporations in the global environment.