第3章全球化管理比较管理与质量管理

1Chapter3:global,comparative,andqualitymanagementInternationalmanagementandmultinationalcorporationsInternationalmanagementfocusesontheoperationofinternationalfirmsinhostcountriesInternationalbusinessesengageintransactionsacrossnationalboundariesThenatureandpurposeofinternationalbusinessInternationalbusinessesengageintransactionsacrossnational.Thesetransactionsincludetransferofgoods,services,technology,managerialknowledge,andcapitaltoothercountries.FormsofInternationalBusinessUnifyingeffectsUnifyinginfluencesoccurwhentheparentcompanyprovidesandsharestechnicalandmanagerialknow-how,thusassistingthehostcompanyinthedevelopmentofhumanandmaterialresources—demonstrationeffectsPotentialsofconfict·Nationalisticself-interest·Socio-culturaldifferences·OverpoweringeconomicdominanceMultinationalcorporations·Multinationalcorporations(MNCs)havetheirheadquartersinonecountrybutoperateinmanycountries·Ethnocentricorientation:Styleoftheforeignoperationsisbasedonthatoftheparentcompany2·Polycentricorientation:Foreignsubsidiariesaregivenagreatdealofmanagerialfreedom·Regiocentricorientation:Favorsthestaffingofforeignoperationsonaregionalbasis·Geocentricorientation:EntireorganizationisviewedasaninterdependentsystemoperatinginmanycountriesEthnocentricAttitude·beliefthatthebestworkapproachesandpracticesarethoseofthehomecountry·lacktrustinforeignemployeeswithkeydecisionsortechnologyPolycentricAttitude·beliefthathost-countrymanagersknowthebestworkapproachesandpractices·letforeignemployeesdetermineworkpracticesGeocentricAttitude•focusesonusingthebestapproachesandpeoplefromaroundtheglobe•lookforthebestapproachesandpeopleregardlessofthecountryoforiginAdvantages--fromtheperspectiveofMultinationals•Takebusinessopportunitiesinthehostcountry•Raisecapital•Usethelocalcheaperlabors•NaturalresourcesChallenges--fromtheperspectiveofMultinationals•Nationalism•Therise-upofhostcountriesnegotiationpower•Adapttolocalchanges,especiallyfromthegovernmentFrommultinationaltoglobalortransnationalcorporationsMNCshaveheadquartersinonecountrybuttheiroperationsinmanycountriesJustoperatingisnotenough.Theshiftistowardtheglobalortransnationalcorporation,whichfacilitatedbymoderncommunicationstechnology,viewsthewholeworldasonemarketCountryalliancesandeconomicblocsEuropeanUnioncreatedbyMaastrictTreatyin1992aunifiedeconomicandtradeentityasinglemarketwithoutbarrierstotravel,employment,investment,andtradeNorthAmericanFreeTradeAgreementlinkseconomiesofU.S.,Mexico,andCanadasince1994,eliminatedbarriers3tofreetradesuchastariffs,importlicensingrequirements,customsuserfeesCountryalliancesandeconomicblocs（Cont.）andotherLatinAmericaFreeTradeBlocs(Mercosu)AssociationofSoutheastAsianNations(ASEAN)Internationalmanagement:culturalandcountrydifferences·Individualismvs.Collectivism·Largepowerdistancevs.Smallpowerdistance·Uncertaintytolerancevs.UncertaintyAvoidance·Masculinityvs.Femininity·Long-termorientationvs.Short-termorientationInternationalmanagementFrance:LePlanandtheCadreGermany:Authority(obedience)andCodetermination（labordirectorintotheexecutivecommittee）KoreanManagementChaebolischaracterizedbyatightcollusionbetweengovernmentandindustrialconglomeratesKoreanconceptofinhwatranslatesintoharmonyHierarchical,top-downorautocraticJapanesemanagementandtheoryZLifetimeEmploymentSpendworkinglifeinssingleenterprise,havingsenseofsecurityandfeelingofbelongingandsenioritysystemDecisionMakinginJapanNewideasprimarilyfrombelow-supervisorsmakesuggestions-consensussoughtbeforeproposalreachestopmanagement-ifapproved,returnedtoinitiatortoimplementTheoryZInTheoryZ,selectedJapanesemanagerialpracticesareadaptedtotheenvironmentoftheUnitedStatesEmphasisoninterpersonalskillsneededforgroupinteraction,butresponsibilityremainswiththeindividual,ratherthancollectiveBasedontrust,yethierarchicalstructureremainsintactPorter’scompetitiveadvantageofnations·Factorconditionssuchasanation'sresources,itslaborcosts,andtheskillsandeducationofitspeople.·Demandconditionsofanation,suchasthemarketsize,thewayproducts4maybeadvertised,andthedegreeofconsumersophistication.·Thesuppliers.Acompanyprosperswhensupportingcompaniesarelocatedinthesamearea.·Thefirm'sstrategyandstructureaswellasrivalryamongthecompetitors.GainingaglobalcompetitiveadvantagethroughqualitymanagementTheneedforanewphilosophyofqualityisparamount.Theoldphilosophyofadequacy-maintainingthestatusquoforaslongasaproductturnsaprofit-isnolongeracceptable.AstrategicweaponintheglobalmarketallowedJapantocompeteinitiallyintheU.S.andEuropeandnowisthestandardforglobalcompetitionTraditionalqualitymanagementgurus·Dr.Deming-providingcustomersatisfyingproductsandservicesatalowcost,withcommitmenttocontinualinnovationandimprovement·Dr.Juran-fitnessforuse·PhilCrosby-conformitytoprecisestandardsandrequirements(zerodefects)OtherqualityapproachesandawardsMalcolmBaldrigeNationalQualityAward;ISO9000ManagerialfunctionDomesticenterpriseInternationalenterpriseplanningScanningtheenvironmentforthreatsandopportunitiesNationalmarketWorldwidemarketorganizingOrganizingstructureStructurefordome