VII ORGANIZING INTERNATIONAL OPERATION Tujuan Bahasan 1 Membahas
VII. ORGANIZING INTERNATIONAL OPERATION Tujuan Bahasan 1. Membahas tipe-tipe struktur organisasi yang digunakan dalam operasi internasional. 2. Menganalisis kelemahan dan kelebihan setiap tipe Struktur organisasi 3. Menggambarkan penyusunan organisasi nontradisional yang meliputi merger, joint venture dan keiretsu. 4. Membahas karakteristik organisasi seperti formalisasi, spesialisasi dan sentralisasi dan pengaruhnya thdp organisasi.
Strukture Organisasi dasar 1. 2. 3. 4. Keberhasilan perusahaan internasional dapat dipengaruhi struktur secara keseluruhan desain operasi. Memilih struktur organisasi yang tepat tergantung beberapa faktor : Keinginan home office mengendalikan operasi luar negerinya. Permintaan di luar negeri. Orang yang bekerja disana. Kebutuhan kedua pasar lokal dan strategi globalisasi home office.
Organizational Consequences of Internationalization Pressure for Globalization High Aircraft Cameras Consumer Electronica Telecommunication Aerospace Computer Automobile Synthetic fibers Steel Clothing Low Cement Low Package goods High Pressure for Local Responsivenes
Initial Division Structure Chief Executive Officer Home office Department Production Marketing Finance Personnel V. P International Operation Overseas Subsidiaries France Japan Egypt Australia Argentina
An International Division Structure Chief Executive Officer Home Office Depart. Production Marketing Finance Personel Operating Division Domestic Division: Paint Domestic Division: Tools Domestic Division: Hardware Domesti c Division : Furnitur e Australia Office Operation Marketing International Division Japan Italy Government Relation
Global Structural Arrangement Struktur global ada tiga tipe yang umum, Yaitu : GLOBAL PRODUCT DIVISION GLOBAL AREA DIVISION GLOBAL FUNCTIONAL DIVISION
A Global Product Division Structure Chief Executive Officer Home Office Department Production Product Division A Marketing Product Division B South America Finance Product Division C Africa Personnel Product Division D Europe Product Division E australia Great Britain France German Italy Netherlands Production Marketing Finance Personnel Operating Divisions Far East
A Global Area Division Structure Chief Executive Officer Home Office Department Production Operating Divisions North America Marketing South America Finance Europe Personnel Asia Great Britain France Germany Italy Netherlands Africa
Global Functional Division Chief Executive Officer Production Marketing Domestic Production Foreign Production Product A Product B Product C Product D Finance
Recent, Nontraditional Orgnaizational Arrangement A Multinational Matrix Structure Organizational Arrangement from Merger, from Joint Ventures, from Keiretsu
A multinational matrix structure (partial organization part) CEO Home office department Operating divisions Production North Americca Marketing Finance Industrial Goods Manager, Industrial Goods North America Personel Europe Manager, Industrial Goods Europe
MERGER
JOINT VENTURE
ORGANIZATIONAL CHARACTERISTICS OF MNCs Formalization Specialization -1. Horizontal Specialization -2. Vertical Specialization Centralization VS Decentralization
Formalization Is the use of define structure and systems in Decision making, communicating and controlling Specialization Is the assining of individuals to specific, Well-defined tasks. a. Horizontal Specialization b. assign job so that individuals are given a particular function c. to perform, and people tend to stay within the confines of d. this area. b. Vertical Specialization c. assign work to group or department where individual are collectively responsible for performance. It is also characterized distinct differences between levels in hierarchy such that those higher up are accorded much more
Centralization Is a management syastem under which important are Made at the top. Decentralization Pushing decision making down the line and getting the Lower- level personel involve.
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