International human resource management - Chapter 2

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Trong chương này, chúng tôi kiểm tra xem địa điểm quốc tế tăng trưởng nhu cầu về quản lý, và các yếu tố tác động về cách quản lý của các công ty quốc tế hóa đáp ứng với những thách thức này. Chúng tôi bắt đầu với các tiền đề rằng các nguồn nhân lực (HR) sẽ không hoạt động trong chân không, và các hoạt động nhân sự được xác định bởi, và ảnh hưởng, các yếu tố tổ chức. Chúng tôi bao gồm các lĩnh vực sau:...

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Nội dung Text: International human resource management - Chapter 2

Chapter 2 The organizational context 2/1 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Chapter objectives In this chapter, we examine how international growth places demands on management, and the factors that impact on how managers of internationalizing firms responds to these challenges. We start with the premise that the human resource (HR) function does not operate in a vacuum, and that HR activities are determined by, and influence, organisational factors. We cover the following areas: • structural responses to international growth • control and coordination mechanisms (cont.) 2/2 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Chapter objectives (cont.) • mode of operation used in various international markets • effect of responses on human resource management approaches and activities. It builds upon material covered in Chapter 1 to provide a meaningful global and organizational context for drawing out the international dimension of human resource management – the central theme of this book. 2/3 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 2-1: Management demands of international growth 2/4 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
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 2/5 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 2-2: Stages of internationalization 2/6 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
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 2/7 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 2-3: Export department 2/8 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Sales subsidiary • Replacing foreign agents/distributors with own through sales 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 2/9 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 2-4: Sales subsidiary 2/10 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
International division • Creation of a separate division in which all international activities are grouped • Resembles ‘miniature replica’ of domestic organization • Subsidiary managers report to head of international division • Objectives regarding foreign activities may determine approach to staffing of key positions – Expatriate management role of corporate HR 2/11 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 2-5: International division 2/12 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Global product/area division • Strain of sheer size may prompt structural change to either of these global approaches • Choice typically influenced by: – The extent to which key decisions are to be made at the parent country headquarters or at the subsidiary units (centralization versus decentralization) – Type or form of control exerted by parent over subsidiary 2/13 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 2-6a: Global product division Figure 2-6b: Global area division 2/14 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
The matrix • An attempt to integrate operations across more than one dimension • Violates Fayol’s principle of unity of command • Considered to bring into the management system a philosophy of matching the structure to the decision-making process 2/15 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 2-7: The matrix 2/16 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Problems with the Matrix Bartlett and Ghoshal  Leads to conflict and confusion • Dual reporting  Creates informational logjams • Proliferation of communication  Produce turf battles and loss of channels accountability • Overlapping responsibilities  Make it virtually impossible to • Barriers of distance, resolve conflicts and clarify language, time and confusion culture 2/17 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Beyond the matrix • Less hierarchical structural forms – Heterarchy – Transnational – Networked firm 2/18 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 2-8: The networked organization 2/19 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 2-9: US, European and Japanese structural changes 2/20 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch