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7/31/2019 2012 Lec 03 Co Cau to Chuc - Updated
1/18
a Kinh tingoiKinh tLut
@
TrnThin Trc Phng
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)
7/31/2019 2012 Lec 03 Co Cau to Chuc - Updated
2/18
a Kinh tingoiKinh tLut
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TrnThin Trc Phng
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
7/31/2019 2012 Lec 03 Co Cau to Chuc - Updated
3/18
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TrnThin Trc Phng
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
7/31/2019 2012 Lec 03 Co Cau to Chuc - Updated
4/18
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TrnThin Trc Phng
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
7/31/2019 2012 Lec 03 Co Cau to Chuc - Updated
5/18
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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
7/31/2019 2012 Lec 03 Co Cau to Chuc - Updated
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TrnThin Trc Phng
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
7/31/2019 2012 Lec 03 Co Cau to Chuc - Updated
7/18
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TrnThin Trc Phng
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
7/31/2019 2012 Lec 03 Co Cau to Chuc - Updated
8/18
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TrnThin Trc Phng
Figure 3-7: The matrix
Beyond the matrix
Less hierarchical structural forms
Transnational
Networked firm
7/31/2019 2012 Lec 03 Co Cau to Chuc - Updated
9/18
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Figure 3-9: US, European and Japanese structural changes
Figure 3-10: Control mechanisms
Control mechanisms
7/31/2019 2012 Lec 03 Co Cau to Chuc - Updated
10/18
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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
7/31/2019 2012 Lec 03 Co Cau to Chuc - Updated
11/18
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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.
7/31/2019 2012 Lec 03 Co Cau to Chuc - Updated
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7/31/2019 2012 Lec 03 Co Cau to Chuc - Updated
13/18
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TrnThin Trc Phng
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
7/31/2019 2012 Lec 03 Co Cau to Chuc - Updated
14/18
7/31/2019 2012 Lec 03 Co Cau to Chuc - Updated
15/18
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TrnThin Trc Phng
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
Cc chc nng iu hnh NNL3
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
7/31/2019 2012 Lec 03 Co Cau to Chuc - Updated
16/18
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TrnThin Trc Phng
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
Cc chc nng iu hnh NNL3
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
7/31/2019 2012 Lec 03 Co Cau to Chuc - Updated
18/18
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