managing internationally

Physical assets of an organisation such as plant, people, and finance

Information, Reputation, knowledge

skills and abilities which an organisation uses to deploy resources effectively - systems, procedures and ways of working

General --> Head of complete unit (division). Responsible for unit's performance and relies on the managers in charge of each function

Functiuonal --> responsible for an area of work (either line manager or staff manager

Line --> in charge of a function thaqt creates value directly by supllying products or services to customers.

Staff--> in charge of activities like finance, personnel, purchasing, legal etc. 

planning, organising, leading and controlling

- the process of managing

- the task of managing

- shaping the context (office layout, reward system?

- Determinism: assumption that factors in the external environment determine an organisation's performance

-Choice: assumption that people influence events and shape their context

-Interaction: assumption that people are influenced by the context and they themselves also influence the context

-Identifying and challenging assumptions

-Recognising the importance of context

-Imagining and exploring alternatives

-See limitations

represents a complex phenomenon by identifying the mahor elements and relationships

it represents a more complex reality. It helps to understand the complexity and how changemay affet it

Operational research --> Scientific method of providing managers with a quantitative basis for decisions regarding the operations under their control

one in which outcomes depend on the interaction of both the technical and social subsystems 

they manage a value-adding process

-adam smith: worker repeats steps

-Charles Babbage: division of labor

-Frederick Taylor: eliminating unnecessary motions

-Henry Ford: rational factory (laufband)

-Mary Parker Follett: repetitive tasks devalue human creativity

-Elton Mayo:n studies the effect of the environmental factors of productivity(breaks, refreshments, working hours, lighting)

Linear: Closed, environment is stable enough to develop a strategy

Non-Linear:Open, environment is changing to rapidly to develop detailed strategy

It means transfering activities to countries wich will do them more cost-efficiently. (most of the time western economies that transfer routine manufacturing activities to a low-wage developing countrie or due to faster communication over the internet even administrive activities such as accounting)

Foreign direct investment is an investment in the form of a controlling ownership in  a business in one country by an entity based in another country. (participation in management, transfer of technology and expertise) usually by inversting in buildings, physical facilities or by bying a companie

Licensing is when a business grants the right to a firm in another country to produce and sell it's products. The licensing company does not control the business operations.

Franchising means that the franchisee uses another firm's succesfull business model and brand name. The seller imposes tight conditions on matters such as qualityand working procedures (Fast food)

It's an alliance in which the partners agree to form a seperate independent organisation for a specific business purpose. (starbucks in Germany with KarstadtQuelle) The hazards are cultural differences and misunderstanding between partners

It's a company whose stock is 100% owned by another company (a regular subsidiary's stock is 50-99% owned by another company)

Existential reason --> fundament to exist because its products/services fulfill needs of its customers (could also be the government)

Vision --> is very attractive bt nobody is willing to pay an adequate price

Unique selling proposition (if you buy this you will get this specific benefit)

- is there a need which you can meet or create?

- are your customers willing and able to pay for it?

- who will cry in case you have disappeared from the market?

-which is your USP?

-are you able to develop new products/services to keep your USP

- small & medium Enterprises

- International Enterprises

- Multinational Enterprises

- Transnational Enterprises

- Global Enterprises

- Born Globals

There is no universally accepted definition of an SME

CH & EU --> Micro enterprise less than 10 employees and a turnover of no more than 2 Milliuon Euros/ Small enterprises less than 50 employees and a turnover of no more than 10 million. Medium enterprise no more than 250 employees and a turnover of no more than 50 million

international--> do import and export but don't invest outside of their home country

MNE's--> major decisions are made by the managers in the home country but have significant production and marketing operations in many other countries.

Transnational--> operate in many countries and delegate many decisions to local managers. They use local knowledge to build the business

Global--> global enterprises work in many countires. Production/service processes are performed and intergrated across many locations (as are ownership,control and top management)

Born global--> a company that form the beginning of its activities pursues a vision of being global (internationalization period)

Born again global--> established organizations that have previously focused on their domestic markets, but which suddenly embrace rapid and dedicated internationalization

State ownership--> SBB

Personal ownership--> Einzelunternehmen

Common ownership --> migros

Collective ownership --> Verein/shareholders

B2C --> Business to customer

B2B--> Business to business

B2B2C -->Business to Business to Consumer(midor-->migros)

Vision statement--> desired future state of organization

Mission statement--> purpose of the organization for stakeholders and employees

Statement of Corporate Values--> core principles

know how, money, infrastructure, customers, employees, and so on

Advantages: Simple, common interest --> good internal relations, use of expert knowledge, departments are well defined and easily controllable

Disadvantage: Conflict over priorities --> risk of department egoism, Many interfaces, limited possibilites for human resource development