国际运营管理战略-国际运营的控制和协调.pptxVIP

Control and Coordination of International Operations Session 2;Fayol (1841 – 1925) Describes Five Elements of Management as “Managerial Objectives”. They are: Planning Organising Command Coordination Control The objectives are designed to keep the organisation functioning effectively and efficiently. Address problems quickly and efficiently any part or process that does not contribute to the objectives of the organisation.;These objectives are problematic for any firm but when we start to include geographic location they become much more difficult. In spite of many years of practice the implementation of a truly global corporate strategy is a major challenge for organisations. Corporate leaders have struggled to be able to integrate a worldwide organisational and in the process one have given up altogether and taken the purely outsourced route.;The main issues come down to the degree of freedom that organisation give to the international subsidiary operations. The level of autonomy that the parent company provides to the subsidiary is a major dilemma and the more freedom that is offered in the way that subsidiary operates creates more complexity in the relationship. The more control exercised by the parent company leads to ‘centralised’ approaches. The less control exercised by the parent company leads to ‘decentralised’ approaches. Many firms have oscillated backwards and forwards between the two approaches;;National Trade;;;;;Setting broad objectives that direct an enterprise towards its Overall Goal Planning the path (in general rather than specific terms) that will achieve these goals Stressing Long-term rather than Short-term objectives Dealing with the Total Picture rather than stressing individual activities. Being detached from, and above, the confusion and distractions of day-to-day activities.;Strategic decisions are those decisions which are:- Widespread in their effect on the organisation to which the strategy refers- Define the position of the or