strategy+business ISSUE 64 AUTUMN 2011 How to Be a Truly Global Company Many multinational business models are no longer relevant. Skillful companies can integrate three strategies — customization‚ competencies‚ and arbitrage —into a better form of organization. BY C.K. PRAHALAD AND HRISHI BHATTACHARY YA REPRINT 11308 features global perspective 1 How to Be a Truly Global Company by C.K. P r a ha lad a nd H r ish i Bhat t acha r y ya Photo illustration by Holly Lindem
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Chapter 9: Entry Strategies and Organizational Structures Learning Objectives and Chapter Summary 1. DESCRIBE how an MNC develops and implements entry strategies and ownership structures. MNCs pursue a range of entry strategies in their international operations. These include wholly owned subsidiaries‚ mergers and acquisitions‚ alliances and joint ventures‚ licensing and franchising‚ and exporting. In general‚ the more cooperative forms of entry (alliances‚ joint ventures‚ mergers‚ licensing)
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SPRING 2012 MASTER OF BUSINESS ADMINISTRATION SEMESTER 1 MB0038 – MANAGEMENT PROCESS AND ORGANIZATIONAL BEHAVIOUR (BOOK ID: B1127) ASSIGNMENT SET- 1 Q 1. State the characteristics of management. Q 2. What are the 14 principles of management of Henri Fayol? Q 3. Distinguish between internal and external forces of change. Q 4. Define emotional intelligence. Explain Goleman’s model of emotional intelligence. Q 5. Explain the different leadership styles as per Managerial
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British Journal of Management‚ Vol. 13‚ 83–95 (2002) RESEARCH NOTE How Much do CEOs and Top Managers Matter in Strategic Decision-Making? V. M. Papadakis and P. Barwise* Athens University of Economics and Business‚ 76 Patission Street‚ 10434 Athens‚ Greece and *London Business School‚ Regent’s Park‚ London NW1 4SA‚ UK email: vpap@aueb.gr [Papadakis]; pbarwise@london.edu [Barwise] This research note explores the influence of both CEO and top-management team (TMT) characteristics on the process
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Table of Contents Executive Summary: 3 Company overview: 4 Company Analysis Before Bankruptcy (2009): 4 SWOT Analysis: 4 Porter’s Five Forces Analysis: 4 Organizational Structure and Design: 4 GM Culture: 6 GM Goals and Plans: 7 GM Motivational Tactics: 7 Restructuring: 8 Company Analysis After Bankruptcy (2009): 9 SWOT Analysis: 9 Porter’s Five Forces Analysis: 9 Organizational Structure and Design: 9 GM Culture: 10 GM Goals and Plans: 11 GM Motivational Tactics:
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CHAPTER 22 MANAGEMENT CONTROL SYSTEMS‚ TRANSFER PRICING‚ AND MULTINATIONAL CONSIDERATIONS LEARNING OBJECTIVES 1. Describe a management control system and its three key properties 2. Describe the benefits and costs of decentralization 3. Explain transfer prices and four criteria used to evaluate them 4. Calculate transfer prices using three different methods 5. Illustrate how market-based transfer prices promote goal congruence in perfectly competitive markets 6. Avoid making
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current strategy consists of the following elements: * corporate level- growth * business level- “integrate‚ innovate‚ outperform”-differentiation‚ product leadership‚ product development‚ and customer intimacy * operational level- centralization Until now‚ the consultancy team has analyzed the company internally and externally in order to find out what the main problem is with the current strategy and whether it still fits the current developments in the internal and external environments
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Executive MM Program Class 41 May 7-August 10‚ 2012 AGENDA: What is an organization Ways of looking organizations Organizational Design‚ Organizational Structure Organizational Design and Strategy Organizational Design and Technology Organizational Design and Environment Organizational Trend ORGANIZATION ??? A tool used by people to coordinate their actions to obtain something they desire or value A response to and a means of satisfying some human needs
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employees tend to experience more conflict with each other‚ which requires more of a manager’s time to resolve. 2. Leaders of large organizations struggle to identify the best level and types of centralization and decentralization. What should companies consider when determining the degree of decentralization? A company should consider the size of the organization‚ as the number of employees increase‚ jobs specialization increases due to a greater division of labor. The greater division of labor requires
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MARKETS‚ LOCAL MARKETS AND CULTURAL VARIATIONS. 20.1 INTRODUCTION 20.2 IMPACT OF GLOBALIZATION 20.3 IMPACT OF ELECTRONIC COMMERCE 20.4 GLOBAL CHALLENGES IN STRATEGY IMPLEMENTATION 20.5 STAGES OF INTERNATIONAL DEVELOPMENT 20.6 CENTRALIZATION VERSUS DECENTRALIZATION 20.1 INTRODUCTION Globalization is the process of linking a nation‟s economy with the global economy. The policy initiated by the Government of India in the form of structural reforms through liberalization‚ privatization and
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