1321551558_977__Week%252B12%252Bslides

1321551558_977__Week%252B12%252Bslides - Week 12:...

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Unformatted text preview: Week 12: international organization & HRM 12/05/11 1 330G 12/05/11 330G 2 What is an organization? 12/05/11 330G 3 Key concepts:-- organization (as an entity)-- structure-- control-- organization or organizing (as a process of action)-- management Again, what is strategic management? And international strategic management? 12/05/11 4 330G Strategic Management As a Process Objectives External Analysis Internal Analysis Strategic Choice Strategy Implementation Competitive Advantage? Mission 12/05/11 5 330G 12/05/11 330G 6 Why organizations need structuring? Structure is for organizing and control-- to regulate tasks and responsibilities-- to define reporting relationships-- to integrate the efforts of people, teams, units, and divisions into a smoothly functioning whole. 12/05/11 330G 7 Structure is for organizing and control-- to regulate tasks and responsibilities-- to define reporting relationships In essence, structure is for channeling communication processes, reducing the possibilities of conflict, and enhancing productivity. 12/05/11 330G 8 12/05/11 330G 9 Why organizations need re-structuring?-- its about organizational change: e.g., downsizing, delayering, re-engineering, reinventing, etc. 12/05/11 330G 10 Drivers for organizational change:-- expansion of international business-- importance of developing knowledge which is a competitive advantage-- technological development and workplace adjustment-- information barrier has been leveled down between managers and employees-- change of social contract-- economic recession and rising unemployment rate Types of structure types of structure should be understood as overlapping types that may be combined Simple structure Functional Structure Divisional Structure Product Structure Client Structure HQ-Subsidiary Structure 12/05/11 11 330G Owner / Manager Owner/Manager makes all major decisions directly and monitors all activities difficult to maintain this structure as the firm grows in size and complexity separation of ownership and management causes agency problems Simple Structure 12/05/11 12 330G The Agency Relationship A Trade Off Divides Information Processing Requirements Into Manageable Blocks Divides Owners From Managers Interests of Owners and Managers May Diverge 12/05/11 13 330G Individual Shareholders Institutional Shareholders Principals Agents Senior Executives Corporate Staff Division General Managers Shared Activity Managers Monitors The Agency Relationship Board Of Directors Managing Agency Dual Role 12/05/11 14 330G Functional Structure (U-Form: Unitary) divides management responsibilities by function marketing finance accounting procurement production R&D HR logistics etc....
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This note was uploaded on 12/05/2011 for the course MGMT 330G taught by Professor Francissun during the Fall '11 term at Utah Valley University.

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1321551558_977__Week%252B12%252Bslides - Week 12:...

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