2012 Lec 03 Co Cau to Chuc - Updated

7/31/2019 2012 Lec 03 Co Cau to Chuc - Updated

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C CU T CHC

Organization Chart

Content

1. Structural responses to international growth

2. Mode of operation used in various international markets

and HR

3. Control and coordination mechanisms

4. HRM approaches and activities.

5. Scope of Work

6. Functional Structure

7. Organization Structural Design Options

8. Scope of Work (Departments)

9. HR plan (lecture 5)


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Figure 3-1: Management demands of international growth

The path to global status

Causes structural responses, due to:

Strain imposed by growth and geographical spread

Need for improved coordination and control across

business units

The constraints imposed by host-government

regulations on ownership and equity

Evolution path common but not normative


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Figure 3-2: Stages of internationalization

Stages of internationalization:Exporting

Typically the initial stage of international operations

Usually handled by an intermediary (foreign agent or

distributor)

Role of HR department unclear at this stage


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Figure 3-3: Export department

Sales subsidiary

Replacing foreign agents/distributors with own throughsales or branch offices/subsidiaries

May be prompted by:

Problems with foreign agents

More confidence in international activities

Desire for greater control

Give greater support to exporting activities

PCNs may be selected, leading to some HR involvement


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Figure 3-4: Sales subsidiary

International division

Creation of a separate division in which all internationalactivities are grouped

Resembles miniaturereplica of domestic organization

Subsidiary managers report to head of internationaldivision

Objectives regarding foreign activities may determineapproach to staffing of key positions

Expatriate management role of corporate HR


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Figure 3-5: International division

Global product/area division

Choice typically influenced by:

The extent to which key decisions are to be made atthe parent country headquarters or at the subsidiaryunits (centralization versus decentralization)

Type or form of control exerted by parent oversubsidiary


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Figure 3-6a: Global product division Figure 3-6b: Global area division

The matrix

An attempt to integrate operations across more than

one dimension

Considered to bring into the management system a

philosophy of matching the structure to the decision-

making process


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Figure 3-7: The matrix

Beyond the matrix

Less hierarchical structural forms

Transnational

Networked firm


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Figure 3-9: US, European and Japanese structural changes

Figure 3-10: Control mechanisms

Control mechanisms


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Mode of operation and HRM

Not just subsidiary operations Firms may also adopt contractualmodes

Licensing

Franchising

Management contracts

Projects

And/or cooperativemodes (such as joint ventures)

Figure 3-11: Linking operation mode and HRM


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HR factors

HR issues and activities that affect the successful

functioning of international joint ventures include:

Assigning mangers to the joint venture

Evaluating their performance

Handling aspects pertaining to career path

Compensation benefits

Scope of work (SoW) (the whole company)

Phm vi cc vai tr, trch nhimca

cc n v chc nng trong cngty c phn bthchin.


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Ccuchcnng

Ccuchcnng v cc li ch:Phn nh r cc chc nng cho tng khi, bphn da trn yu cu ca cng vic v chuynmn c th. Ti a ha hiu sut ng gp choc h thng.

Trnh trng lp cc trch nhimgia cc khi,bphn. Cc c nhn shiu r hnv vai trng gp ca mnh, hiuquphihp trongcng vics cao hn

Ngi lnh o s nhn thc mc ng gpca tng chc nng v l nn tng nh gihiu qu ng gp ca tng khi, b phn.

Thut ng chuyn ngnh

Cc chc nng iu hnh NNL3

Btu thnh lpkhoch kinh doanh

2

4

5 Trch nhim v Quyn hn G NNL

CcuchcnngCn xy dng trong cc thiim sau:

26

Ti cu trc h thng qun l

C du hiu xung t chc nng

nh gi thnh tch khi, b phn

Trc khi xy dng c cu t chc

1

2

3

5

4


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Ccutchc

Ccutchc v cc li ch:Phn nh r trch nhim qun l, iu hnh vphi hp ca cc chc danh khc nhau theotng chc nng trong doanh nghip

Thhinmt cch chuyn nghipphngthcqun l chung, qui m qun l v hotngcadoanh nghip

Phn r cp bc ca tng v tr truyn thngni b hiu qu. Gip khi chc nng v NNLhoch nh cng tc nh bin nhn s

Thut ng chuyn ngnh


Sau khi c ccuchcnng

2

4

5 Trch nhim v Quyn hn G NNL

CcutchcCn xy dng trong cc thiim sau:

30

Cng b Ban qun l, iu hnh doanh nghip

Phn b cp bc nhn s

Thit lp c cu HR cho mc tiu kinh doanh

Tonglc thng qua vicNL hiu r career path cah motivation

1

2

3

5

4


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Factors Influencing Structural DesignHow should an organisation decide on the best design for

itself?

Structural Design OptionsWhat are common and emerging typesof structures?

Structure Type Description

Functional Top-down, specialized departments reporting throughseparate chains of command, joined only at the top

Divisional Each unit or division dedicated to one product,geographic area, common technology, or customerbase

Matrix Combination of functional and self-contained units,

lateral teams imposed on functional departments

Process-Based Process Owners drive team-based strategic executionwith customer oriented goals in mission-basedprocesses

Network Separate units either internal or external to thecompany, each unit specializes in a business task orfunction held together by ad hoc arrangements


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Thut ng chuyn ngnh


2

4

5

Scope of Work of each department

Phm vi cc vai tr, trch nhimcamtv tr nhn strong cng ty c phn

bthchin.

33

1

C s cho hoch nh HR plan

Organization & Policies

Recruitment & Placement

Labor Relation

Compensation & Benefit

Training & Development

HR PR & External Affair

CpBphn HR


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Documents

2012 Lec 03 Co Cau to Chuc - Updated