VII.ORGANIZING INTERNATIONAL OPERATION Tujuan Bahasan 1.Membahas tipe-tipe struktur organisasi yang digunakan dalam operasi internasional. 2. Menganalisis.

Presentasi berjudul: "VII.ORGANIZING INTERNATIONAL OPERATION Tujuan Bahasan 1.Membahas tipe-tipe struktur organisasi yang digunakan dalam operasi internasional. 2. Menganalisis."— Transcript presentasi:

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2 VII.ORGANIZING INTERNATIONAL OPERATION Tujuan Bahasan 1.Membahas tipe-tipe struktur organisasi yang digunakan dalam operasi internasional. 2. Menganalisis kelemahan dan kelebihan setiap tipe Struktur organisasi 3. Menggambarkan penyusunan organisasi nontradisional yang meliputi merger, joint venture dan keiretsu. 4.Membahas karakteristik organisasi seperti formalisasi, spesialisasi dan sentralisasi dan pengaruhnya thdp organisasi.

3 Strukture Organisasi dasar Keberhasilan perusahaan internasional dapat dipengaruhi struktur secara keseluruhan dan desain operasi.Memilih struktur organisasi yang tepat tergantung beberapa faktor : 1.Keinginan home office mengendalikan operasi luar negerinya. 2.Permintaan di luar negeri. 3.Orang yang bekerja disana. 4.Kebutuhan kedua pasar lokal dan strategi globalisasi home office.

4 Organizational Consequences of Internationalization Aircraft Telecommunication Cameras Consumer Electronica Aerospace Computer Automobile Synthetic fibers Steel Clothing Cement Package goods High Low High Pressure for Local Responsivenes Pressure for Globalization

5 Initial Division Structure Chief Executive Officer ProductionMarketingFinancePersonnel V.P International Operation EgyptAustraliaArgentinaFranceJ a p a n Home office Department Overseas Subsidiaries

6 An International Division Structure Chief Executive Officer ProductionMarketing FinancePersonel Domestic Division: Paint Domestic Division: Tools Domestic Division: Hardware Domestic Division: Furniture International Division Australia Japan Italy Office Operation Marketing Government Relation Home Office Depart. Operating Division

7 Global Structural Arrangement GLOBAL PRODUCT DIVISION GLOBAL AREA DIVISION GLOBAL FUNCTIONAL DIVISION Struktur global ada tiga tipe yang umum, Yaitu :

8 A Global Product Division Structure Chief Executive Officer ProductionMarketingFinancePersonnel Product Division A Product Division B Product Division C Product Division D Product Division E South America AfricaEuropeaustraliaFar East ProductionMarketingFinancePersonnel Great Britain France German Italy Netherlands Home Office Department Operating Divisions

9 A Global Area Division Structure Chief Executive Officer ProductionMarketing FinancePersonnel North America South America Europe Asia Africa Great Britain France Germany Italy Netherlands Home Office Department Operating Divisions

10 Global Functional Division Chief Executive Officer ProductionMarketingFinance Domestic Production Product A Product B Product C Product D Foreign Production Product A Product B Product C Product D Domestic Production Product A Product B Product C Product D Foreign Production Product A Product B Product C Product D

11 Recent, Nontraditional Orgnaizational Arrangement A Multinational Matrix Structure Organizational Arrangement from Merger, from Joint Ventures, from Keiretsu

12 A multinational matrix structure CEO ProductionMarketingFinancePersonel Industrial GoodsEuropeNorth Americca Manager, Industrial Goods North America Manager, Industrial Goods Europe (partial organization part) Home office department Operating divisions

13 MERGER

14 JOINT VENTURE

15 ORGANIZATIONAL CHARACTERISTICS OF MNCs Formalization Specialization -1.Horizontal Specialization -2.Vertical Specialization Centralization VS Decentralization

16 Formalization Is the use of define structure and systems in Decision making, communicating and controlling Specialization Is the assining of individuals to specific, Well-defined tasks. a.Horizontal Specialization assign job so that individuals are given a particular function to perform, and people tend to stay within the confines of this area. b.Vertical Specialization assign work to group or department where individual are collectively responsible for performance. It is also characterized distinct differences between levels in hierarchy such that those higher up are accorded much more status than those further down, and the overall structure is ussually quite tall.

17 Centralization Is a management syastem under which important are Made at the top. Decentralization Pushing decision making down the line and getting the Lower- level personel involve.

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