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Essay / Research Paper Abstract
This 10 page paper outlines different factors relevant to international business. The paper looks at international control strategies, including different organisational structures, import and export strategies, global manufacturing and supply chain management, human resource management and collaborative ventures, including the different forms of ventures. The bibliography cites 9 sources.
Page Count:
10 pages (~225 words per page)
File: TS14_TEinbusness.rtf
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Unformatted sample text from the term paper:
barriers with the internet and development of communications technology, but the meaning of the communication and barriers created by culture and language may create barriers to communication. This can increase
the difficult of identifying issues and motivating employees. Information flow may also be problematic. Organisational structure can either help or hinder the operational control. Bartlett and Ghosal (2002) identify four
different types of organisational structure; multinational, international, global and transnational. The multinational company is made up of a portfolio of international businesses, decision may be made on financial information which
defines the management process that overlays the more informal personal processes. The international structure is more co-ordinated and centralised, most decisions, such as product development and launch are centralised
and there is a higher level of control form the head office. The global business is a company that is structured to make the most of economies of scale.
This is fully centralised, such as a central ordering department for all the subsidiary companies in different countries. Central resource management makes this a more centralised model that that of
the international structure. The last is that of the translational. This is a highly integrated company, but there is not the same level of centralisation. This is a selective
centralisation, combined with decentralisation, usually facilitated by internal networks. There are advantages and disadvantages to the different structures and the way decision are made. Where decision are made centrally
there is the potential for a broader picture to be considered, the use of greater resources and higher level of specialist knowledge. However these can also create costly delays and
fail to take into consideration cultural diversity, which are the advantages of decentralised decision making. The company needs to consider the overall strategy to determine which is the correct
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