OHT 1.1OHT 9.1

Chapter 9

Organizing Strategy

OHT 1.2OHT 9.2

Organizing Strategy

Objectives Introduction Organizational structures Strategic management and organizing

strategy

OHT 1.3OHT 9.3

Objectives

Examine organization structures used by enterprises that are just beginning their international expansion.

Describe the international division and global structures that are used as firms increase their international presence.

Analyze the key structural variables that influence international organization designs.

Review the role of the organizational processes in ensuring that the structure is both effective and efficient.

OHT 1.4OHT 9.4

Introduction

Once an organization decides to go international, it must begin to implement the decision.

Some companies do so by shipping their goods to a foreign market and having a third party handle sales activities.

If the firm’s international market continues to grow, the enterprise will need to review this strategy and decide whether to play a more active role in the distribution and sale of its products. As this happens, the company’s organizing strategy will change.

Major MNEs such as IBM, GM and Mitsubishi have sophisticated global structures that form the basis of their organizing strategies. Sometimes these firms will also have subsidiaries or affiliates that are integrated into the overall structure.

OHT 1.5OHT 9.5

Organizational structures

OHT 1.6OHT 9.6

Early organizational strategies

When a company first begins international operations, it is typical for these activities to be extensions of domestic operations Primary focus continues to be the local market

As international operations increase, however, the MNE will take steps to address this growth structurally For instance, by having a marketing or export department

handle international sales or by using an overseas subsidiary

OHT 1.7OHT 9.7

Figure 9.1 An export department structure

OHT 1.8OHT 9.8

Figure 9.2 Use of subsidiaries during the early stages of internationalization

OHT 1.9OHT 9.9

The international division

The international division structure centralizes all the international operations

Advantages: It reduces the CEO’s burden of direct

operation of overseas subsidiaries and domestic operations

It raises the status of overseas operations to that of the domestic divisions

OHT 1.10OHT 9.10

Figure 9.3 An international division structure

OHT 1.11OHT 9.11

Global organizational structures

As MNEs generate more and more revenues from their overseas operations, their strategies and the structures used to implement these strategies become more global in focus.

There are six basic types of global structures:

OHT 1.12OHT 9.12

Global product structure

An arrangement in which domestic divisions are given worldwide responsibility for product groups

OHT 1.13OHT 9.13

Figure 9.4 A global product structure

OHT 1.14OHT 9.14

Global area structure

Primary operational responsibility is delegated to area managers, each of whom is responsible for a specific geographic region

OHT 1.15OHT 9.15

Figure 9.5 A global area structure

OHT 1.16OHT 9.16

Global functional structure

Builds around the basic tasks of the organization. For example, in manufacturing firms, production, marketing, and finance are the three primary functions that must be carried out for the enterprise to survive

OHT 1.17OHT 9.17

Figure 9.6 A global functional structure

OHT 1.18OHT 9.18

Mixed structure

A hybrid organization design that combines structural arrangements in a way that best meets the needs of the enterprise

OHT 1.19OHT 9.19

Figure 9.7 A mixed structure

OHT 1.20OHT 9.20

Multinational matrix structure

An organizational arrangement that blends two organizational responsibilities such as functional and product structures or regional and product structures

OHT 1.21OHT 9.21

Figure 9.9 A multinational matrix structureSource: Allan R. Janger, Matrix Organizations of Complex Businesses (New York: The Conference Board, 1979), p. 31.

OHT 1.22OHT 9.22

Transnational network Combines elements of functional, product, and

geographic designs, while relying on a network arrangement to link the various worldwide subsidiaries.

At the center of the transnational network structure are nodes, which are units charged with coordinating product, functional, and geographic information.

Different product group units and geographical area units have different structures depending on what is best for their particular operations.

OHT 1.23OHT 9.23

Strategic management and organizational strategy

OHT 1.24OHT 9.24

Effective organizations begin by formulating a strategy and only then design a structure that will efficiently implement this plan.

In determining the best structure, three questions must be answered: Can the company operate efficiently with domestic

divisions or are international divisions also necessary? On what basis should the organization be structured:

product, area, function, mixed, or matrix? How can the necessary coordination and cooperation be

most effectively achieved?

OHT 1.25OHT 9.25

These answers are usually determined through a careful analysis of five key variables: The relative importance of international operations at the

present time and what the projected situation might be within three to five years

The firm’s past history and experience in the international arena

The company’s business and product strategy The management’s philosophy of operating The firm’s ability to adjust to organizational changes

OHT 1.26OHT 9.26

Organizational processes

The structure is designed to answer the question: What is to be done? The organizational processes – decision making, communicating, and controlling – help to make the structure work efficiently

Decision making: The process of choosing from among alternatives

Communication: The process of transferring meanings from sender to receiver

Controlling: The process of determining that everything goes according to plan