Ospd Final
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Transcript of Ospd Final
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SUBMITTED BY:-GROUP IVSOMA THAKUR
JYOTI BHATIA
NEERAJ BAJPAIHIMANSU KUMAWAT
SAURABH ARORA
UMESH CHANDRA
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INTRODUCTION
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INTERNATIONAL MANAGEMENTInternational Management refers to the particulartype of skills, knowledge & understanding needed bymanagers who are in charge of operations that involves
people from different countries & cultures.
In Indian ContextBefore 1991
Comprehensive approach to development More Emphasis to Public Sector
Policies of Import Substitution
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In 1991
Liberalization Privatization Globalization
In Present Context
World A Global Village No Tariff Barriers Free Trade Doctrine Declining of Barriers of distances and culture.
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POLITICAL ENVIRONMENT Political ideologies and economics systems are
interwoven
Trend towards privatization Economic integrations
NGOs and MNCs
Strategies of MNCs
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CULTURAL ENVIRONMENT Different country has different culture
Understanding culture helps
Hofstedes research MNCs should take special concern for local culture
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TRADE BARRIERS Tariff barriers
Non tariff barriers
Counter trade Trade of services
Free trade zone
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SOUTH AFRICAS CONCEPT OF UBUNTU UBUNTU:
Ancient African word meaning humanity to others IT PREACHES:
- Human interdependence
- Reciprocity suppression of self interest and the virtue of
symbiosis
- Umntu ngumntu ngabanye
MANAGERS CAN USE THE CONCEPT IN :
- Placement, promotion, transfer, reward discipline- Improve efficiency
- Solving disputes
- Striking similar to Chesterd Bernard
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CHINESE NEGOTIATING STYLE
THE PING PONG MODEL
HOW THIS MODEL CAN HELP:
Give managers systematic way to negotiate Help in long term relation building
PRE NEGOTIATION: Lobbying, presentation, informal, discussion, trustbuilding
FORMAL NEGOTIATION: Task related exchange of information,persuasion, concession , argument
POST NEGOTIATION: Implementation and new rounds of discussion
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STUDYING AMERICAN AND JAPANESE
CULTUREJAPANESE CULTURE AMERICAN CULTURE
MAN WITHIN NATURE OUTSPOKEN
PATIENCE CAUTION CONFRONTING ACTION
SILENCE RISK TAKING
GROUP CONTENTION PERSONAL PRINCIPLE
HARMONY HUMBLE CO-OPERATION PROVING ONESELF FREEDOM
REWARDING SOCIETY BEING HEARD
LOYALTY REWARDING PERFORMANCE
HEIRARCHY UNTIRING EFFORT OPPORTUNITY EQUALITY
DEPENDANCY FAIR EFFORT
HOW MANAGERS CAN USE THIS:
Expatriate can use these two different styles estimate the needs of people in different
cultures and act accordingly
A h /Thi k
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Authors/Thinkers
of International Management
Theories Heckscher and Ohlin:- Differences In factor endowments determinedifferences in comparative advantage , which themselves shape the pattern ofinternational trade.
M.E.Porter:-Propositions:-(a)Diminishing Importance of work costs and competencies(b)Easy shifting of operations(c) Independence of MNC from one international bases for resources.(d)Comparability of workforces and capital market arrangements.
Conclusion:-
1. Firms need to constantly to seek new sources of competitive advantage.
2. Need to operate internationally in order to fine-tune their competitivestrengths and to identify and then remove weaknesses.
3. The key determinant of contemporary national advantage is product andprocess innovation.-not cheap labour or an abundance of national resources.
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More Authors/Thinkers
of International Management Theories John Dunning:- Eclectic Theory
Likelihood of a firms investing abroad essentially on firm-specific factors ,location-specific
factors that make it advantageous to invest in a particular country, and Internalization
Advantages which cause the internal transfer of labour,capital and technical knowledge.
Geert Hofstede:- Four Dimensions of a culture:-
1. Power Distance:-The extent to which less powerful members of institutions and organizations
accept that power is distributed unequally.
2. Uncertainty avoidance:-The extent to which people feel threatened by ambiguous situations,
and have created beliefs and institutions that avoid these.
3. Individualism:-Tendency of people to look after themselves and their immediate family only.
4. Masculinity:-A situation in which the dominant values in society are success ,money and
material things.
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Global market offers large opportunities and threats
Limited resources want for optimization
Effective production-produce that commodity that youcan produce most effectively
Benefits of cheap labour-outsourcing
Quality services at economical prices
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ANALYSIS BEFORE ENTERING A NEW COUNTRY PESTEL-political, ecological, social,
technological, economical, logical
SWOT strength , weakness , opportunities , threats Dynamic management
Involving the locals
Synergy of cultural ideas and managerial practices
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PRODUCT PORTFOLIO ANALYSIS
USE OF BOSTON GRIDHIGH GROWTHRATE STARS PROBLEM
CHILDREN
LOW GROWTH
RATE CASHCOWS DOGS
HIGH MARKET
SHARE
LOW MARKET
SHARE
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StrategiesJoint ventures
Technology sharing
Franchising licensing
Copyrights
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SUMMARY No Demographic boundaries, as corporate became
transnational corporate.
Increasing its efficiency by reducing overcapacity,differentiating product offerings.
Allowing for the rapid exploitation of the learningcurve.
An important change is of training managers in thecustoms and cultures of those geographic areas wherethey will be working and being willing to pay the priceto hire and retain the best possible talent.
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Contd... The joint venture became a way for TNCs to effectively
compete in the global economy and continuedinternational research is needed to learn and innovatefor the future success.TNCs form aVIRTUALCORPORATION, defined as a network of companiesthat came together to exploit fast-changingopportunities and share cost ,skills and access to global
markets.
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THANK YOU