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Master the basics of organizational communication with STRATEGIC ORGANIZATIONAL COMMUNICATION with InfoTrac®! Readable and direct, this communication text integrates organization psychology, organizational sociology, and organizational communication to provide you with a comprehensive overview. Multiple case studies from non-U.S. organizations create a global focus with a strong cultural perspective. The book-specific website makes studying easy by providing sample essay questions and tutorial quizzes.
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- Full of valuable insights for managers and scholars alike
- Geography is History!!
- Highly Recommended!
- Organizations of third-generation strategies.
- A Compass and a Map...Not a Blueprint
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Designing the Global Corporation
Jay R. Galbraith , and
Jay A. Galbraith
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ASIN: 0787952753 |
Book Description
If there's anything more challenging than designing a company, it's designing a global company. Balancing strategy and structure becomes even more daunting when geography, foreign governments, and worldwide customers and products are thrown into the mix. And no single design works for all organizations. In this book, internationally recognized expert Jay Galbraith shows companies how to match their own strengths and strategies with proven design options. Whether they're exporting their first product or already operating around the world, Galbraith gives companies the information they need to build flexible, global networks. And through real-world examples, he shows how successful international businesses are already navigating the global environment.
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Full of valuable insights for managers and scholars alike.......2003-06-24
Galbraith has succeeded in filling the gap that he intended to fill in that specific area of management literature where organization theory and international business research interact. Although I was initially rather skeptical of the scholarly value of the book - since it appears to be particularly aimed at practitioners - I was pleasantly surprised at the wealth of novel theoretical insights that I was able to extract from it. Although it clearly builds on Galbraith's earlier work (for which he is renowned), it definitely adds something to the field. This book will leave those interested in international business (both practice and theory!) with an enhanced understanding of some of the organizational aspects of the multinational corporation that seem to me to be relatively underresearched.
Geography is History!!.......2002-11-27
Background: Geography is History!! So went an advertisement from a telecom company a few years ago. And as globalization proceeds to breakdown national boundaries, open up cultures and increases access for economic activity, an awareness of this process of breakdown of geography has become a necessity for any corporation wanting to grow and flourish. Increasing size in this dynamic environment brings with it many challenges including increasing structural complexity, need for quick and seamless communication to manage this complexity, as well as an ability to assess and predict the changing external world, recognize opportunities therein and fashion nimble responses to gain competitive advantage. `Designing the Global Corporation' is a book written to address such issues in an attempt to help managers structure their thinking towards an increasingly boundaryless world.
Synopsis: Jay Galbraith begins his book by arguing against the KISS principle (Keep It Simple, Stupid!) of organizational design. He recognizes that increasing foreign direct investment (FDI), breakdown of trade barriers and improved communications via media like the Internet along with a corporations need to reach customers globally have increased the complexity of doing business. Corporations could fight this complexity and simplify their operations, or learn to accept, manage and in fact use this complexity as a competitive advantage against simpler competitors.
He then goes on to inject great precision into the concept of a globalization for a corporation and defines 5 different levels of international development in increasing order of complexity. A corporation may develop a competitive advantage in its home country and then try to export this advantage to international destinations, evolving through different levels of international development. Or, a corporation like Logitech, may be designed as a transnational corporation from its very inception, with hardware R&D located in Switzerland, software development in California, manufacturing in Taiwan and sales in every country. Evolution from level 1 to level 5 may not be inevitable and/or desirable, with many companies deciding to settle into a particular niche depending upon the nature of their business and their long-term goals.
The rest of the book is devoted to a very clear, well-illustrated nuts and bolts description of designing global corporations with different levels of internationalization. The geographical entity headed by a country manager, multinational single business units and the multinational multi dimensional organizations are described in great detail. Underlying theme of this entire discussion is that the structure of the organization has to cater to its overall strategy, and the former has to change as the latter evolves.
The author spends considerable time and space on the need and means for developing informational and decision-making networks within such complex organizations. Here again he describes 5 different types of networks in increasing order of complexity beginning with informal voluntary communication and going up to a formally structured matrix organization. He discusses the advantages and limitations of each and how such networks may be used to propagate the agenda of the corporation. As a corporation increases its level of internationalization, it has to deal with increasingly complex networks that transcend geography, business function and culture.
He ends the book by describing the 5 dimensions that a global corporation must learn manage in order to remain successful. These 5 dimensions are managing functions, geographies, product lines (or business units), customers and solutions.
Finally, he writes, "Regardless of whether globalization continues, stalls, or even reverses, the models described in this book should continue to guide organizing choices.....and as businesses struggle to compensate and thrive on their ever expanding journey, the ideas and structures presented in this book can serve as a road map."
Critique: The author has presented his ideas very clearly and illustrated them with many examples from real companies. The organization of the book follows a logical flow of thoughts and the language used makes it fairly readable. Having said that, the complexity of many of the concepts presented in this book precludes it from being a casual bedtime reading, rather it demands full concentration and a careful attention to detail from the reader.
Highly Recommended!.......2001-03-15
Globalization has become such an overused buzzword that it has become nearly devoid of meaning. Here, author Jay R. Galbraith injects new precision into the concept: Going international means plenty of hard work and painstaking attention to detail. Because every company's strategy, market and competitive advantage is unique, it's impossible to define one single, perfect, organizational structure for an international business, but Galbraith provides some fascinating alternatives to consider. Although Galbraith's book is jargon-filled and dense, it is full of useful, illustrative examples. He manages to reduce international business to its simplest form: A company develops an edge, and then tries to take it abroad. This involves many challenges, which Galbraith describes in rich detail. So if your company is multinational - or wants to be - we at getAbstract recommend this book to you. It is tailor-made for executives who are involved in international business - or who hope to expand their global reach.
Organizations of third-generation strategies........2000-10-02
"Most companies do not have the capabilities to institute the multidimensional organizations that are required by their strategies and necessary to serve their global customers. In one memorable conversation,...Chris Bartlett summed up the situation well, stating that companies pursue third-generation strategies using second-generation organizations staffed with first-generation human resources. When first-generation managers attempt to institute third-generation multidimentional organizations, they fail and attribute the failure to the organizational form, not to their lack of capability. They then call for a return to simple, first-generation organizations. These simple organizations will work if the companies follow first-generation strategies in clear and stable industries. However, if a company wants to enter complicated countries like China, create value for the global customer desiring solutions, and be competitive in converging industries, it must pursue a third-generation strategy. This book is intended for those who wish to design the third-generation organizations required by third-generation strategies...I believe in 'keeping it simple' but with two twists. First, I believe we should keep it simple for the customer; a company should work toward being easy to do business. Second, I believe we should keep it simple for front-line employees-those people with direct customer and product contact...The new mandate to keep it simple for customers and front-line employees makes management's job difficult and complex; how to organize in order to manage this complexity is addressed in this book...Some firms, like ABB, IBM, and Citigroup, believe that the winning companies are going to be those that can manage global complexity. It is for these firms that this book is written" (from the Preface).
In this context, Jay R. Galbraith:
* highlights some of the reasons for adopting a global organizational capability as well as some of the inherent challenges in doing so, and also spotlights some of the managerial and business-environment mind-set that can prevent these strategies from being embraced and employed to full advantage.
* argues that the global organizations are complex and multidimensional networks as a result of balancing many strategic factors; and then describes these factors in four categories: level of international development, amount of cross-border coordination, activity of host local institutions, and diversity of international business porfolio.
* argues that the level of international development-one of the strategic factors that influence how a company organizes its international operations-consists of three dimensions: the role of subsidiaries, the mode of participation in the local economy, and the proportion of assets and employees located outside the home country; and then defines the different types of competitive advantages, and focuses on the different levels of international development and how a firm changes from one level to another.
* argues that after exporting, the next level of international development is investment in foreign countries with a partner; and then focuses on the partnering process itself and the organizational skills-particularly the organization design.
* describes six tasks of geographical division: (1)transfer advantages from existing geography, (2)localize the success formula, (3)build a local business, (4)communicate with and educate the home country, (5)champion the new subsidiaries, (6)build international capabilities; and also describes the organizational design decisions involved in performing these tasks.
* reviews the variety of multidimensional structures chosen by companies, like Nestle, ABB, HP, and DuPont, by varying strategic factors, like fixed costs, markets, products, customers, competitors, transportability, and portfolio diversity.
* defines the lateral organization as an informational and decision-making process that coordinates activities whose components are located in different organizational units, and describes different types and amounts of lateral network coordination related to the strategic factors.
* argues that the easiest lateral organization is the informal or voluntary organization, and management's role in this self-organizing process is to create the appropriate context and remove any barriers to free-flowing contacts. In the next level, management-building on the informal networks-designs formal cross-border groups to manage shared functions, coordinate business units, and create global products; and then describes what makes the groups formal, and discusses the design issues involved in creating formal groups that coordinate across borders.
* discusses the factors that are creating transnational form as the last level of international development, and then elaborates organizational-design issues of this in an example.
* argues, the full complexity facing many companies involves simultaneously managing functions, geographies, product lines (or business units), customers, and solutions-at the very least. These companies must use multidimensional structures, with the dynamics of global business requiring that these multiple dimensions be reconfigurable. Different customers require the services of different combinations of business units and country subsidiaries; to be competitive, a company must be able to configure and reconfigure its profit centers to create value for customers. And then presents the framework for organizing around multiple dimensions, with focusing on the customer and customer solutions in cases of Citibank and IBM.
Finally, he writes,"Regardless of whether globalization continues, stalls, or even reverses, the models described in this book should continue to guide organizing choices. The most likely new level of international development will probably be a consrtium or some type of electronic or virtual combination of local companies".
I highly recommend this invaluable study.
A Compass and a Map...Not a Blueprint.......2000-08-08
Let's begin with Galbraith's concluding remarks: "The new development process for global products [and services] is one of the key organizational capabilities that a firm must master when evolving into a multinational company. Even without the global challenge, the product development process has become complex: products [and services] have to not only meet market requirements but also be manufacturable, reliable, serviceable, useable, and recyclable, and meet target costs in shorter and shorter cycle times." If this brief excerpt describes the situation your organization is in now or one to which it hopes to relocate ASAP, this brilliant book is "must reading."
In a very real sense, Galbraith functions as both a management consultant and an architect. The emphasis on the principles of "design" is intentional and eminently appropriate. Here are some of questions he answers:
What is the challenge of organizational complexity? How to overcome it?
How to organize the global corporation?
What are the levels of international development?
What does partnering require? When and why is it beneficial?
What is the significance of geographical division?
Which multidimensional structures are most important? Why?
What are the most effective strategies for coordination between and among networks?
What are cross-border formal networks? What are their significance?
What are the most effective ways to shift power across networks?
What is the "transformational form"? What is its significance?
What is a "multidimensional multinational"?
What are the most effective organizational strategies to serve the global customer?
What is a "front-back hybrid organization"?
After "A Look Ahead", Galbraith provides an Appendix ("The New Global Process of New-Product Delopment") which, all by itself, is well worth the price of the book. To repeat, I consider it "must reading" for organizations already embarked upon globalization or which are now preparing to begin that perilous journey. There is another category of organizations which can also derive substantial benefit from this book: Those who now do business with or plan to do business with others now active in the global marketplace. With all due respect to Galbraith, there is no single "design" which is appropriate for all or even for most organizations. Moreover, today's appropriate design may well prove inadequate in the near future, if not by tomorrow. Therefore, I suggest that you use Galbraith's book to identify the questions which must be asked and then answered, to take full advantage of the advice he provides and of the guidelines he suggests, and to view the design process as a unique opportunity to energize (or re-energize) everyone involved. Galbraith asserts (and I agree) that companies CAN transform themselves to design local products or devise local services that capture global scale yet fit local-market requirements. Only those which do will prosper. The choice is theirs. It really is.
Book Description
Global Management and Organizational Behavior By Konopaske and Ivancevich was written to provide a clear picture, analysis, and set of suggestions for managers and leaders to operate in international settings. Global Management and Organizational Behavior is a self-contained set of materials, which illustrates that globalization requires a different tack and course than the traditional treatment of management or organizational behavior. To support the content, models and examples provided in the book, each of the three parts of the text contains readings, exercises and cases.
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The Global Leader: Management Insights from Around the World
Terence Brake
Manufacturer: McGraw-Hill
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ASIN: 0786308214 |
Book Description
In 1994, Terence Brake co-authored the book doing Business Internationally, which provided comprehnsive guidelines for individuals and organizations working across cultural borders. The Global Leader is a follow-up to this successful book, and focuses on the urgent need for companies to build cultures that develop global leaders at all levels. Filled with input executives and senior managers from leading global companies like Avon, Bechtel, Colgate-Palmolive, Huges Electronics, and International Flavors and Fragrances, this guide provides the reder with valuable insights into: Organizational capabilities needed to build and sustain global competitiveness. A leadership process that transforms the challenges of global competition into world-class performance. culture-building tools that release leadership potential throughout the organization. A change process for managing deep cultural transformation.
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Knowledge at Work: Creative Collaboration in the Global Economy
Robert Defillippi ,
Michael Arthur , and
Valerie Lindsay
Manufacturer: Blackwell Publishing Limited
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ASIN: 1405107561 |
Book Description
This book focuses on the processes through which knowledge is created, accumulated and put to use in the knowledge-driven global economy. Its unique perspective stems from its "knowledge diamond " framework to examine how individuals, communities, organizations and host industries reciprocally influence each other in the course of knowledge work. Case examples are selected to appeal to an international audience.The book also covers the key topics of project-based, virtual, and global knowledge work and intellectual property. It emphasizes the practices and tools - both behavioral and information technology - through which participants exchange knowledge and generate new learning. Each chapter concludes with summary questions that can be the basis for the reader 's personal reflection, or for discussion among classroom or management development audiences.
Book Description
Business is now conducted on a global scale. Learning how to communicate and interact across national and cultural boundaries is a key to success. This book discusses the issues affecting international business and how business functions are adapted for specific regions and cultures to facilitate effective working relationships
Customer Reviews:
Not just a travelogue.......2006-08-09
Finally someone who really gets it! This book is a must have for anyone doing international business in today's global environment. As the world gets smaller, I have been getting increasingly more intimidated -- no longer!! This book is the foundation for the elements of truly understanding communication across cultural boundaries. And, perhaps even more importantly, it isn't written by some guy who spent two years in Europe during college. The topics in this book are informed by well researched and relevant theories of human communication. (I have a Ph.D. in communications so I should know) I will recommend this to everyone I know.
Walks the Talk.......2006-05-23
This title is as big as the author's native Texas. But it walks the walk -- an excellent primer that gently puts us in our place as the global village shrinks. More important, it walks the fine line between a cute three-minute-global management piece and a too-large encyclopedia of do's and don'ts. Very useful. It'll be in my bag on every trip abroad.
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- A review by O. Frecaut/ International Monetary Fund (IMF)
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Trust Within Global Virtual Teams: Antecedents, Facilitators, and Sustainability Factors
Olivier Chavaren
Manufacturer: iUniverse
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ASIN: 059527577X |
Book Description
“Within our globalized world, how to make men and women with very different cultures, customs, and time zones work together efficiently? This is a piercing question for the corporate world that Olivier Chavaren has perfectly identified. Admittedly, it is almost unrealistic and paradoxical to want to strengthen the bonds of mutual trust between people who globalization sends further away every day, one from another. But the solutions evoked here turn out to be very appealing. Even beyond tools, the professional and personal relationship may first of all depend upon the humanity of the individuals themselves.”—Etienne Leenhardt, Correspondent for FRANCE 2 (French TV) in Washington, DC
"A meaningful theoretical framework coupled with a solid survey within global teams. An excellent book that every international manager should read."—Bruce McWhirter, Senior VP, Tax & Treasury, EQUANT (telecom networks, operating in 220 countries)
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A review by O. Frecaut/ International Monetary Fund (IMF).......2003-08-04
"This book addresses one of the most pressing concerns for any transnational organization: how to work efficiently across the boundaries of time, space, and culture.The author delivers an important contribution to both theory and practice. To this end, a model is offered for teams to succeed in such environment."
Book Description
There are few industries, if any untouched by global competitive forces. Firms and countries long accustomed to dominance in their respective international markets must now reckon with aggressive and innovative competitors from all corners of the world. As the cross-border flow of people, knowledge, ideas, products, services and management practices accelerates, the notion of home-based advantage is becoming weaker. Unlike their domestic counterparts, firms competing across borders must deal with differences in political, legal, financial, cultural, governance and macroeconomic contexts. These contextual differences shape competition in international strategy and make the study of international strategy more than just a simple extension of classic strategic analysis. Global Strategy deals with the question of how firms can compete in a global environment. Andrew Inkpen and Kannan Ramaswamy examine the issues considered central to the study of strategic management in a global context, such as the nature of global advantage, strategic alliances, competing in emerging markets, international corporate governance, global knowledge management and ethical issues in international business. Much as been written about the relevance of global, regional and domestic strategies to counter competition from overseas and as a means to enter foreign markets. However, lobal Strategy takes a broader view, organizing itself around a set of strategic management issues that arise specifically because a firm is international. While there is obviously some overlap between domestic strategic management and global strategic management, it is Inkpen and Ramaswamy's contention that the differences between domestic and global strategy warrant specific attention. By integrating academic research with practical examples and case studies, they inform students and managers of global business about a diverse set of important strategic issues.
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Global Organization Development: Managing Unprecedented Change (PB)
Therese, F Yaeger ,
Thomas, C Head , and
Peter, F Sorensen
Manufacturer: Information Age Publishing
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ASIN: 1593115598 |
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The purpose of this book is to address one of the most rapidly growing and important areas in the field of organization development. Despite its importance, relatively little is known about international and global organization development. This book is designed to summarize and apply the existing knowledge in international and global organization development in such a fashion as to provide insight, knowledge, and application in a way that is most helpful to the organization development professional who is interested in, or working in, the field. The book incorporates models of cultural differences, which are identified and expanded in terms of the implications for the practice of organization development. (1) It explores cultural values in terms of differences in resistance to change, the nature of leadership roles, organizational structure and the application of such organization development techniques as team building, survey feedback, job redesign, and large group methods. (2) It explore successes in both developed and developing countries. (3) It provides a list of competencies both for basic knowledge and skills and their extension to international work. It explores the match between organization development interventions and national cultural values. (4) It explores the role of economic development and legal and political structures for global organization development practitioners. It deals with the issue of culture specific versus universal organization development techniques. (5) It incorporates stories from pioneers in the field as well as more recent members of the organization development community. (6) It uses illustrations from award-winning international projects. (7) It draws on a substantial amount of work undertaken by the authors including over one hundred interviews with leading organization development professionals, surveys of organization development professionals, articles and books on international/global organization development and the authors' own international research including an awardwinning international case.
Book Description
Companies around the world are beginning to recognize that only by increasing the speed and quality of their learning can they succeed in the rapidly changing global marketplace. Developing organization-wide learning and becoming a learning organization has become critical for adaptation and survival. Organizational Learning: From World Class Theories to Global Best Practices starts with a review of significant learning theory and research accomplished over the past 20 years. This research is integrated into an action-centered theory of organizational learning. The book then explores in depth the Organizational Learning System Model developed by David Schwandt that has been applied in a variety of public and private organizations. Recognizing that companies now work with multicultural groups in a global marketplace, the authors also examine cultural implications of the Model. The authors present best-practice application of the Organizational Learning System Model by companies from around the world, including Arthur Anderson, Price Waterhouse, Beloit Corporation, Motorola, and Meralco. These are companies that have taken the leadership in developing learning systems on a organization-wide basis. Organizational Learning: From World Class Theories to Global Best Practices provides practical steps and strategies for developing and applying organizational learning in the workplace. Features
Customer Reviews:
The best book on organizational learning.......1999-10-28
A comprehensive overview of organizational learning theory with great company cases!
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