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Managing in the Global Environment McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter six
Learning Objectives ,[object Object],[object Object],[object Object],6- McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives ,[object Object],6-
Learning Objectives ,[object Object],6-
Global Organizations ,[object Object],[object Object],6-
Global Environment ,[object Object],[object Object],[object Object],6-
Task Environment ,[object Object],[object Object],[object Object],6-
Forces in the Organizational Environment 6-
Question? ,[object Object],[object Object],[object Object],[object Object],[object Object],6-
The Task Environment ,[object Object],[object Object],[object Object],6-
The Task Environment ,[object Object],[object Object],[object Object],[object Object],6-
Suppliers ,[object Object],6-
Suppliers ,[object Object],[object Object],6-
Global Outsourcing ,[object Object],6-
The Task Environment ,[object Object],[object Object],[object Object],[object Object],6-
The Task Environment ,[object Object],[object Object],[object Object],6-
The Task Environment ,[object Object],[object Object],6- Vs.  Vs.
The Task Environment ,[object Object],[object Object],6-
The Task Environment ,[object Object],[object Object],6-
The Task Environment ,[object Object],[object Object],6-
Barriers to Entry ,[object Object],[object Object],[object Object],[object Object],[object Object],6-
Barriers to Entry and Competition 6- Figure 6.2
General Environment 6- Economic Technological Socio-cultural Demographic Political and Legal  Forces
The General Environment ,[object Object],[object Object],6-
Economic Forces ,[object Object],[object Object],[object Object],6-
The General Environment ,[object Object],[object Object],6-
The General Environment ,[object Object],[object Object],6-
The General Environment ,[object Object],[object Object],[object Object],[object Object],6-
The General Environment ,[object Object],[object Object],[object Object],[object Object],6-
The General Environment ,[object Object],[object Object],[object Object],6-
The General Environment ,[object Object],[object Object],6-
The General Environment ,[object Object],[object Object],[object Object],6-
The General Environment  ,[object Object],[object Object],[object Object],6-
The Global Environment 6- Figure 6.3
The Changing Global Environment ,[object Object],[object Object],[object Object],[object Object],[object Object],6-
Process of Globalization ,[object Object],[object Object],[object Object],6-
Discussion Question? ,[object Object],[object Object],[object Object],[object Object],[object Object],6-
Process of Globalization ,[object Object],[object Object],[object Object],[object Object],[object Object],6-
Declining Barriers to Trade and Investment ,[object Object],[object Object],[object Object],[object Object],6-
GATT and the Rise of Free Trade ,[object Object],[object Object],6-
Declining Barriers of Distance and Culture ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],6-
Effects of Free Trade on Managers ,[object Object],[object Object],[object Object],[object Object],6-
Effects of Free Trade on Managers  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],6-
Effects of Free Trade on Managers ,[object Object],[object Object],[object Object],6-
Question? ,[object Object],[object Object],[object Object],[object Object],[object Object],6-
The Role of National Culture ,[object Object],[object Object],[object Object],6-
The Role of National Culture ,[object Object],[object Object],[object Object],[object Object],[object Object],6-
Hofstede’s Model of National Culture 6- Figure 6.4
Hofstede’s Model of National Culture  ,[object Object],[object Object],[object Object],[object Object],6-
Hofstede’s Model of National Culture  ,[object Object],[object Object],6-
Hofstede’s Model of National Culture ,[object Object],[object Object],[object Object],6-
Hofstede’s Model of National Culture  ,[object Object],[object Object],[object Object],[object Object],6-
Hofstede’s Model of National Culture ,[object Object],[object Object],[object Object],6-
National Culture and Global Management ,[object Object],[object Object],6-
Movie Example: Gung Ho ,[object Object],6-

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Management Chapter06

  • 1.  
  • 2. Managing in the Global Environment McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter six
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9. Forces in the Organizational Environment 6-
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23. Barriers to Entry and Competition 6- Figure 6.2
  • 24. General Environment 6- Economic Technological Socio-cultural Demographic Political and Legal Forces
  • 25.
  • 26.
  • 27.
  • 28.
  • 29.
  • 30.
  • 31.
  • 32.
  • 33.
  • 34.
  • 35. The Global Environment 6- Figure 6.3
  • 36.
  • 37.
  • 38.
  • 39.
  • 40.
  • 41.
  • 42.
  • 43.
  • 44.
  • 45.
  • 46.
  • 47.
  • 48.
  • 49. Hofstede’s Model of National Culture 6- Figure 6.4
  • 50.
  • 51.
  • 52.
  • 53.
  • 54.
  • 55.
  • 56.

Editor's Notes

  1. The correct answer is “B” – suppliers. See next slide.
  2. The correct answer is all of the above. See next slide. Students should discuss instances when the different forms might be more or less important.
  3. If India is more efficient in making textiles, and the United States is more efficient in making computer software, then each country should focus on their respective strengths and trade for the other’s goods.
  4. The correct answer is “D” – values. See next slide.
  5. The United States and Japan are achievement-oriented; Sweden and Denmark are more nurturing-oriented.
  6. Managing in the Global Environment Gung Ho   Hunt Stevenson (Michael Keaton) wants to save his town. He flies to Japan and convinces a Japanese car company (the fictional Assan Motors) to reopen a closed factory in the town of Hadleyville, PA. Assan Motors reopens the plant and a clash of Japanese and American culture and values ensues. The Japanese managers introduce uniforms, morning exercises, production efficiency and quality control to the plant. The Americans teach the Japanese about the importance of family and loyalty to each other.   In this scene, Stevenson has finally found his meeting with the Assan Motors executives. He sets up and begins his proposal to bring Assan Motors to Hadleyville.   Students should discuss the differences in Japanese and American cultures and the effects on managers and employees.