Network & International Designs
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Transcript of Network & International Designs
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Network & International Designs
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Network Structure
A network structure is a cluster of different organizationswhose actions are coordinated by contracts andagreements rather through a formal hierarchy ofauthority. Most major organizational functions aresubcontracted to suppliers, who move into or out of theorganization as needed to meet changingneeds.
This type of structure has become increasingly popular infast-changing environments. It has been made possiblelargely by the advent of sophisticated information systemsthat allow real-time access to company data.
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The Network Design
HealthProducts, Inc.(Central Hub)
Distribution Manufacturing
AccountsReceivable
PublicRelations
Marketing
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Advantages of Network Structure
• Costs are reduced by finding reliable, low-cost partners for functional activities
• Avoid high-cost bureaucratic structures to provide value-creation activities
• Can act in an “organic” way, for fast response to changes in the environment
• Allows access to low-cost, foreign sources of inputs and functional specialties
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Disadvantages of Network Structure
• Close interaction is required between partners, and is not always easy to achieve
• Coordination between distant partners doing parts of an overall task can be very difficult
• Difficult to build “core competencies” in a dispersed organization
• Little loyalty among partners, who are often replaced frequently as needs change
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The Horizontal Organization
The horizontal organization is the most recent approach toorganizing. It organizes employees around core processes,making it similar to a matrix based upon functions andprocesses.
Structure is created around cross-functional core processesrather than tasks, functions or geography. Self-directedteams, not individuals, are the primary organizationalelements. Process owners have responsibility for each coreprocess in its entirety. Cross-trained team members aregiven necessary skills, knowledge & authority to do the job.Highly customer-driven, flexible & seeks continuousimprovement
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An Example of a Horizontal Structure
CEO
ProcessOwner
ProcessOwner
Team 1 Team 2 Team 3
Team 1 Team 2 Team 3
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Strengths of Horizontal Structure
• Promotes flexibility & rapid response to changes in customer needs
• Directs the attention of everyone toward the production & delivery of value to the customer
• Each employee has a broader view of organizational goals
• Promotes a focus on teamwork & collaboration• Improves quality of life for employees by offering them
the opportunity to share responsibility, make decisions, and be accountable for outcomes
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Weaknesses of Horizontal Structure
• Determining core processes is difficult & time consuming
• Requires changes in culture, job design, management philosophy, and information & reward systems
• Traditional managers may balk when they have to give up power and authority
• Requires significant training of employees to work effectively in a horizontal team environment
• Can limit in-depth skill development
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Structural Forms Used for International Operations
Structural forms used for international operations vary depending largely upon the degree of involvement ininternational business.
Increasing types of involvement: 1. Importing/exporting 2. Licensing 3. Joint Ventures 4. Direct Investment
Most approaches involve modification of either theProduct Departmentalization form or the Conglomerateform.
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Simple, International Division
CEO
Production Marketing FinanceInternational
Division
Example: Levi Strauss, Inc.
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Extension of Geographical Departmentalization
CEO
NorthAmericanoperations
Europeanoperations
Asianoperations
Example: Ford Motor Company, Coca Cola
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Extension of Product Departmentalization
CEO
ProductManager A
ProductManager B
ProductManager C
Europe AsiaNorth
America
Example: Unilever, NV, FedEx, H.J. Heinz
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Extension of Multi-Divisional (SBU) Departmentalization
CEO
SBU AUS
SBU BGermany
SBU CJapan
SBU DFrance
SBU ETaiwan
Examples: General Electric, BOC, Ltd.
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Global Matrix Design
Example: N.V. Phillips