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Chapter 8
Global Management
Management Principles
Craig W. Fontaine, Ph.D.
Management Fundamentals - Chapter 52
International management challenges of globalization
Europe– European Union (EU)
• Political and economic
alliance European
countries that agreed to
support mutual economic
growth
• Expanding to at 22
member countries with
375 million consumers
Management Fundamentals - Chapter 53
The Americas– North American Free Trade
Agreement (NAFTA)• Agreement for free flow of
goods and services between the Canada, Mexico, and United States
– Free Trade of the Americas (FTAA) — Alaska to Chile — is a possibility
International management challenges of globalization
Management Fundamentals - Chapter 54
Asia and the Pacific Rim– Economic power of
China and Japan– Growth in other Pacific
Rim countries– Asian countries
represent a third of the global marketplace
International management challenges of globalization
International management challenges of globalization
Management Fundamentals - Chapter 56
Africa– Increased attention to stable countries– Beckons international business– South African Development
Community (SADC) links 14 countries in trade and economic development
International management challenges of globalization
Globalization Basics
Key concepts of globalization:– Global economy
– Globalization
– International management
– Global manager
Global economy– Resource supplies, product markets, and business
competition are worldwide, rather than local
Globalization– The process of growing interdependence of these
components in the global economy
Globalization Basics
International management– Management in organizations with business interests in more than
one country
Global manager– Informed about international developments
– Transnational in outlook
– Competent in working with multicultural people
– Aware of regional developments in a changing world
Globalization Basics
International businesses– Conduct for-profit transactions of goods and services across
national boundaries
Reasons why businesses go international:– Profits
– Customers
– Suppliers
– Capital
– Labor
Globalization Basics
Market entry strategies involve the sale of goods or services to foreign markets but do not require expensive investments.
Types of market entry strategies:– Global sourcing– Exporting– Importing– Licensing agreement– Franchising
Globalization Basics
12
Common forms of international business—from market entry to direct investment strategies.
Going Global Levels of Involvement in International Business
14
Issues in globalization
Complications in the global business environment:– Environment is complex, dynamic, and highly competitive.– Global business executives must deal with differences in the
environment of business in different countries.– World Trade Organization resolves trade and tariff disputes among
countries.– Protectionism can complicate global trading relationships.
Trading Agreements &Trading Blocs
• Definition: Preferential trading agreements– Members of bloc favored over non-members
• Expected Advantages to trading blocs– Creation of new markets for producers– Lower priced goods/services for consumer– Promote political stability & economic prosperity
• Much of world divided into regional trading blocs
1. Trade Preference Association: Members lower govt. barriers on goods from other members only (e.g., Preferred nation designation).
2. Free Trade Area: Members eliminate barriers against other members but maintain individual barriers against goods from non-members (e.g., NAFTA).
Types of Trading Agreements &Trading Blocs
3. Customs Union: Members eliminate govt. barriers against members imports and establish common tariffs against non-members (e.g, EC, Mercosur).
4. Common Market: Barriers to all transactions removed b/n members, incl. transfers of labor, capital, & services. Common barriers against non-members (e.g., EU).
Types of Trading Agreements &Trading Blocs
The 25 Nations of the European Union
What are multinational corporations ?
A multinational corporation (MNC) is a business with extensive international operations in more than one foreign country.
Why multinational corporations?
Mutual benefits for host country and MNC:
– Shared growth opportunities
– Shared income opportunities
– Shared learning opportunities
– Shared development opportunities
Problems Experienced by HOST Countries
Host country complaints about MNCs:– Excessive profits
– Domination of local economy
– Interference with local government
– Hiring the best local talent
– Limited technology transfer
– Disrespect for local customs
Problems Experienced by Multinational Companies
MNC complaints about host countries:
– Profit limitations
– Overpriced resources
– Exploitative rules
– Foreign exchange restrictions
– Failure to uphold contracts
Ethical Concerns for Multinational Corporations
Ethical issues for MNCs:– Corruption — illegal practices that further one’s business
interests.– Sweatshops — employing workers at low wages for long hours
and in poor working conditions.– Child labor — full-time employment of children for work
otherwise done by adults.
What should go right and what can go wrong in MNC-host country relationships.
Corruption in Business and Government
Management Fundamentals - Chapter 526
Complicated the Roles for Managers
Planning and controlling– Complexity of international environment makes global
planning and controlling challenging.
– Planning and controlling risks: • Currency risk
• Political risk
Management Fundamentals - Chapter 527
Organizing and leading
– Multinational organization structures
• Global area structure
• Global product structure
– Staffing international operations
• Competent locals
• Expatriates
Complicated the Roles for Managers
Management Fundamentals - Chapter 528
New Challenges for Managers
Comparative management– How management systematically differs among countries and/or
cultures.
Global managers– Need to successfully apply management functions across
international boundaries.
Management Fundamentals - Chapter 529
Are management theories universal?
– North American management theories may be ethnocentric.
• Participation and individual performance are not emphasized as much in
other cultures.
New Challenges for Managers
Management Fundamentals - Chapter 530
Culture has many Components
Popular dimensions of culture:– Language
• Low-context cultures and high-context cultures– Interpersonal space– Time orientation– Religion– Contracts and formal agreements
Management Fundamentals - Chapter 531
Remember Hofstede?
Values and national cultures:– Power distance
– Uncertainty avoidance
– Individualism-collectivism
– Masculinity-femininity
– Time orientation
Project GLOBE
Project GLOBE (Global Leadership and Organizational Behavior Effectiveness)– Researches the leadership, organizational practices, and diversity
among world cultures.• Power distance• Uncertainty avoidance• Gender egalitarianism• Future orientation
Beyond Hofstede
Project GLOBE’s nine dimensions continued
• Institutional collectivism• In-group collectivism• Assertiveness• Performance orientation• Humane orientation
Nine cultural dimensions used by Project GLOBE researchers.
A large team of international researchers collaborated in Project GLOBE to examine societal cultures using the nine cultural dimensions shown in the figure. When results from extensive empirical studies were analyzed for 62 countries, they were found to fall into ten culture clusters. Countries within a cluster share many societal cultural practices; countries tend to differ significantly across clusters in their cultural practices.
Employees in an International Workforce
• Parent-country national – employee who was born and works in the country in which an organization’s headquarters is located.
• Host-country national – employee who is a citizen of the country (other than parent country) in which an organization operates a facility.
• Third-country national – employee who is a citizen of a country that is neither the parent country nor the host country of the employer.
Employees in an International Workforce
• When organizations operate overseas, they hire a combination of parent-country nationals, host-country nationals, or third-country nationals.
• Expatriates – employees assigned to work in another country.
Managers and Culture
Culture – The shared set of beliefs, values, and patterns of behavior common to a group
of people. Culture shock
– Confusion and discomfort a person experiences in an unfamiliar culture. Cultural intelligence
– The ability to adapt and adjust to new cultures Ethnocentrism
– Tendency to consider one’s own culture as superior to others.
When Managers go Abroad
Stages in adjusting to a new culture:– Confusion
– Small victories
– The honeymoon
– Irritation and anger
– Reality
Expatriate Adjustment Stages
Source: GMAC Relocation Services, used with permission.
Causes of Expatriate Assignment Failure
Source: Based on data from Global Relocation Trends Survey Report (New York: GMAC GRS/Windham International, 2000), 48.
Global Employee Selection Factors
Spouse, Family, and Dual-Career Issues
• Adaptability screening– assesses how well managers and families are likely to
adjust to a foreign culture
Language and cross-cultural training for the family is just as, if not more, important than training for
employees.
Selecting Expatriate Managers
• Expatriate managers need technical competence in the area of operations.
• In addition, many other skills are necessary to be successful in an overseas assignment:– Ability to maintain a positive self-image and feeling of
well-being– Ability to foster relationships with host-country nationals– Ability to perceive and evaluate the host country’s
environment accurately
Compensating Expatriates
• After setting the total pay, the organization divides this amount into the four components of the total pay package:1. Base salary2. Tax equalization allowance3. Benefits4. Allowances
Typical Expatriate Compensation Components
Global Assignment Management Cycle
Helping Expatriates Return Home
• Repatriation – the process of preparing expatriates to return home from foreign assignment.1. Communication: the expatriate receives information
and recognizes changes at home while abroad2. Validation: giving the expatriate recognition for the
overseas service when this person returns home.
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