2002 Thomson Learning, Inc. CHAPTER 19 Organization, Implementation, and Control of International Operations Text by Profs. M. Czinkota, I. Ronkainen,

2002 Thomson Learning, Inc. CHAPTER 19 Organization, Implementation, and Control of International Operations Text by Profs. M. Czinkota, I. Ronkainen, and M. Moffett Multimedia Presentation by Prof. Milton Pressley The University of New Orleans 2002 Thomson Learning, Inc. To describe alternative organizational structures for international operations To describe alternative organizational structures for international operations To highlight factors affecting decisions about the structure of international organizations To highlight factors affecting decisions about the structure of international organizations To indicate roles for country organizations in the development of strategy and implementation of programs To indicate roles for country organizations in the development of strategy and implementation of programs To outline the need for and challenges of controls in international operations To outline the need for and challenges of controls in international operations LEARNING OBJECTIVES 2002 Thomson Learning, Inc. Organizational Structure Organizational Designs Organizational Designs Little or No Formal Organization Little or No Formal Organization PhotoDisc 2002 Thomson Learning, Inc. Figure 19.1 The Export Department Structure 2002 Thomson Learning, Inc. Organizational Structure The International Division The International Division PhotoDisc 2002 Thomson Learning, Inc. Figure 19.2 The International Division Structure 2002 Thomson Learning, Inc. Organizational Structure Global Organization Structures Global Organization Structures Product Structure Product Structure PhotoDisc 2002 Thomson Learning, Inc. Figure 19.3 The Global Product Structure 2002 Thomson Learning, Inc. Organizational Structure Area Structure Area Structure PhotoDisc 2002 Thomson Learning, Inc. Figure 19.4 The Global Area Structure 2002 Thomson Learning, Inc. Organizational Structure Functional Structure Functional Structure PhotoDisc 2002 Thomson Learning, Inc. Figure 19.5 The Global Function Structure 2002 Thomson Learning, Inc. Organizational Structure Customer Structure Customer Structure Mixed Structure Mixed Structure Matrix Structure Matrix Structure PhotoDisc 2002 Thomson Learning, Inc. Figure 19.6 The Global Matrix Structure at Phillips 2002 Thomson Learning, Inc. Organizational Structure Evolution of Organizational Structures Evolution of Organizational Structures PhotoDisc 2002 Thomson Learning, Inc. Figure 19.7 Evolution of International Structure 2002 Thomson Learning, Inc. ImplementationImplementation Locus of Decision Making Locus of Decision Making PhotoDisc 2002 Thomson Learning, Inc. ImplementationImplementation Decentralization Decentralization Centralization Centralization Coordinated Decentralization Coordinated Decentralization Factors Affecting Structure and Decision Making Factors Affecting Structure and Decision Making The Networked Global Organization The Networked Global Organization PhotoDisc 2002 Thomson Learning, Inc. Figure 19.8 The Networked Global Organization 2002 Thomson Learning, Inc. ImplementationImplementation Promoting Internal Cooperation Promoting Internal Cooperation PhotoDisc 2002 Thomson Learning, Inc. ImplementationImplementation Intranets Intranets Virtual Teams Virtual Teams The Role of Country Organizations The Role of Country Organizations PhotoDisc 2002 Thomson Learning, Inc. Figure 19.9 Roles for Country Organizations 2002 Thomson Learning, Inc. ImplementationImplementation Strategic Leader Strategic Leader Contributor Contributor Implementors Implementors Black Hole Black Hole PhotoDisc 2002 Thomson Learning, Inc. ControlsControls Types of Controls Types of Controls PhotoDisc 2002 Thomson Learning, Inc. ControlsControls Bureaucratic / Formalized Control Bureaucratic / Formalized Control Budget Budget Plans Plans PhotoDisc 2002 Thomson Learning, Inc. ControlsControls Cultural Control Cultural Control Exercising Control Exercising Control PhotoDisc