Management Structure Essay Example | Topics and Well Written Essays - 2500 words

Management Structure - Essay Example Within any organization, the structure and management approaches needs to change in accordance with global changes and requirements and despite several changes, since the World War, companies have failed to meet the demands of the changing world economy. According to Bartlett and Ghoshal (1995) companies seem to have become fossilized and unable to adapt to slower growth so there is much instability in the market. Cost reduction programs tend to provide only short term relief, to the markets and companies so different business and organizational strategies are required to focus on long term gains and benefits to bring about growth and organizational stability. Successful companies like GE, ABB and Toyota seem to have rejected the principles of multi divisional enterprising according to Bartlett and Ghoshal and these companies employ an emerging management model which is not a new organizational structure but brings out a set of management processes and new roles and tasks for managers at different levels. Within any organization, the changes in the managerial structure are based on the core processes of entrepreneurial or encouraging initiatives, integrative and leveraging competence, renewal as in managing, rationalization and revi talization and a new management approach (Bartlett and Ghoshal, 1995). ... l typology of multinational companies or MNCs tend to show a global, multidomestic and transnational aspects of interdependence and local responsiveness. The relationship between local and global corporate social responsibility with international organizational strategy shows that the strategic logic of Bartlett and Ghoshal could be applied to the realm of corporate social responsibility and multinational firms tend to respond to pressures for integration and responsiveness (Husted and Allen, 2006). Multinational firms tend to replicate the product market organizational strategy in the management of corporate social responsibility and these alternative approaches are also followed by MNEs. Institutional pressures, strategic analysis of social issues and stakeholders tend to guide decision making in CSR. Management of multinational enterprises is thus largely dependent on the strategies in management and corporate social responsibility, the analysis of social issues, the human resourc e management approach, and shows the implications of marketing management and public policy. Harzing (2000) used data from 166 subsidiaries of 37 MNCs in 9 countries and show how the MNCs tend to differ in aspects of interdependence and local responsiveness. International management assumes the existence of different types of MNCs that are polycentric, ethnocentric, geocentric, global as well as transnational. Multinational organizations are complex and manageable with a number of related characteristics and a typology for MNCs could help in explaining the functioning of such companies. The lack of conceptual integration and empirical corroboration in international business and management could be corrected with the reinforcing characteristics of MNCs. MNCs that bring about a balance