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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)

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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

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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

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Figure 3-3: Export department

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

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Figure 3-4: Sales subsidiary

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

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Figure 3-5: International division

Global product/area division

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) subsidiary

Type or form of control exerted by parent over

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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 decisionmaking process

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Figure 3-7: The matrix

Beyond the matrix

Less hierarchical structural forms

Transnational Networked firm

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Figure 3-9: US, European and Japanese structural changes

Control mechanisms

Figure 3-10: Control mechanisms

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Mode of operation and HRM

Not just subsidiary operations Firms may also adopt contractual modes

Licensing Franchising

Management contracts
Projects

And/or cooperative modes (such as joint ventures)

Figure 3-11: Linking operation mode and HRM

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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 nhim ca cc n v chc nng trong cng ty c phn b thc hin.

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SoW c 2 cp c bn:

Cp cng ty Cp B phn (phn 4 trong bi)

Ty thuc vo loi hnh hot ng, SoW s khc nhau

C cu chc nng
L c cu phn b cc vai tr vi cc tnh cht c th khc nhau trong mt t chc. Vic phn b chc nng phi ty thuc vo tnh cht ca ngnh kinh doanh, sn phm kinh doanh hay sn xut.

Chc nng cng ty software

General Management Finance, Accounting Human Resource, Administration Design and R&D Quality Assurance and Quality Control Marketing Purchasing and Distribution

Production
Technology

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C cu chc nng
C cu chc nng v cc li ch:
Phn nh r cc chc nng cho tng khi, b phn da trn yu cu ca cng vic v chuyn mn c th. Ti a ha hiu sut ng gp cho c h thng. Trnh trng lp cc trch nhim gia cc khi, b phn. Cc c nhn s hiu r hn v vai tr ng gp ca mnh, hiu qu phi hp trong cng vic s cao hn Ngi lnh o s nhn thc mc ng gp ca tng chc nng v l nn tng nh gi hiu qu ng gp ca tng khi, b phn.

C cu chc nng
Cn xy dng trong cc thi im sau:
1

Bt u thnh lp k hoch kinh doanh

Ti 2 trc h thng qun l cu Thut ng chuyn ngnh

C 3 hiu xung t chc nng hnh NNL du Cc chc nng iu

nh gi thnh tch khi, b phn 4

Trc khi xy dng c cuv chc Trch nhim t Quyn hn G NNL 5

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C CU CHC NNG

C CU T CHC

C cu t chc
L h thng cc chc nng c phn nh theo khi hoc b phn chc nng. L h thng th hin s tng tc gia cc chc danh, cc nhn s chuyn trch cho tng chc nng . Th hin h thng qun l v cc nguyn tc qun l trong doanh nghip. C cu t chc cn phn nh r rng cch giao tip ni b v phi hp ca cc khi, b phn khc nhau.

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C cu t chc
C cu t chc v cc li ch:
Phn nh r trch nhim qun l, iu hnh v phi hp ca cc chc danh khc nhau theo tng chc nng trong doanh nghip

Th hin mt cch chuyn nghip phng thc qun l chung, qui m qun l v hot ng ca doanh nghip Phn r cp bc ca tng v tr truyn thng ni b hiu qu. Gip khi chc nng v NNL hoch nh cng tc nh bin nhn s

C cu t chc
Cn xy dng trong cc thi im sau:
1

Sau khi c c cu chc nng

Cng b Ban qun l, iu hnh doanh nghip 2 Thut ng chuyn ngnh

Phn b cp bc nhnnng iu hnh NNL 3 Cc chc s

Thit lp c cu HR cho mc tiu kinh doanh 4

To5 ng lc thng qua vic NL hiu r career path ca h Trch nhim v Quyn hn G NNL motivation
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Factors Influencing Structural Design

How should an organisation decide on the best design for itself?

Structural Design Options

What are common and emerging types of structures?
Structure Type
Functional Divisional

Description
Top-down, specialized departments reporting through separate chains of command, joined only at the top Each unit or division dedicated to one product, geographic area, common technology, or customer base Combination of functional and self-contained units, lateral teams imposed on functional departments Process Owners drive team-based strategic execution with customer oriented goals in mission-based processes

Matrix Process-Based

Network

Separate units either internal or external to the company, each unit specializes in a business task or function held together by ad hoc arrangements

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Scope of Work of each department

1

Phm vi cc vai tr, trch nhim ca mt 2 Thut ng chuyn ngnh v tr nhn s trong cng ty c phn b thcCc chc nng iu hnh NNL hin. 3
4

C s cho hoch nh HR plan

5
33

Cp B phn HR

Example

Organization & Policies Recruitment & Placement Labor Relation Compensation & Benefit Training & Development HR PR & External Affair Human Resource

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