国际商务英文教学课件PPT.pptxVIP

Organizational Structure;Vertical differentiation : centralization and decentralization(集权与分权);Arguments for centralization;Arguments for decentralization;Strategy and centralization in an international business;Centralization:1.decisions regarding overall firm strategy, major financial expenditures, financial objectives, and legal issues are typically centralized at the firm’s headquarters. 2.Firms pursuing an international strategy also tend to maintain centralized control over their core competencies Decentralization :operating decisions, such as those relating to production, marketing, RD, and human resource management, may or may not be centralized depending on the firm’s strategy ;Horizontal differentiation :the design of structure(组织结构的设计);The structure of domestic firms;Figure 14.2 A Typical functional Structure;Product divisional structure: each product division is set up as a self-contained, largely autonomous entity with its own functions. The responsibility for operating decisions is typically decentralized to product divisions, which are then held accountable for their performance. Headquarters is responsibility for the overall strategic development of the firm and for the financial control of the various divisions (figure 14.3);Figure 14.3 A Typical Product Divisional Structure;The international division ;When firms initially expand aboard, they often group all their international activities into an international division. In time ,however, it might prove viable to manufacture the product in each country, and so production facilities would be added on a country-by- country basis. For firms with a functional structure at home, this might mean replicating the functional structure in every country in which the firm does business. ;The dual structure it creates contains inherent potential for conflict and coordination problems between domestic and foreign operations (1) one problem with the structure is that the heads of foreign subsi