企业和雇员的全球化:留学生作业

大型组织的全球化是不可避免的也是不可抗拒的。至关重要的是，每一个跨国组织必须按照国际标准来长期生存。除了资金的增加，更引人注目的是网络的广阔性扩张，通过即时通信资本增加循环速度，使得资本完成它的周转循环。然而，在对资本需求的全球化背景下，通过购入和卖出金融工具，例如外汇交易，债券，股票，期货或衍生工具交换等，笔耕文化推荐期刊，资本周转可以获得巨大收益。

在组织方面，目前有三种类型的组织：第一：国家间组织（机构运作在国家的边界内），第二：多国组织（如国内的企业单位在不同的国家和市场）和第三：全球组织（全球组织分配，并在全球基础资源的基础上以最快的速度供应更好价值生产的货物或服务）。大型跨国企业跨国公司是已在两个或三个国家进行业务，也可称为全球化的跨国企业（GMES）。

 
Globalization of large scale organisations is inevitable and irresistible. It is essential for every organization to be structured according to international standards to survive long and in several countries. Besides the increase of the finances, more conspicuous is the expanding extensity of mercerisation, capital through instantaneous communications increases the speed with which capital is able to complete its circuit. Under demanding globalisation, however, capital is able to fulfil its circuit at substantially decreased gaps, through buying into and earnings realisation in economic instruments as varied as foreign exchange dealings, bond, equities, futures or derivatives swapping etc.

In terms of kinds of organization, today there are three types of organization i.e., inter-country Organizations (organizations function inside the boundaries of the country), second: Multinational Organizations (like units of their domestic enterprise in distinct nations and markets) and third: Global Organization (the Global Organization allocate and supply resources on a Global cornerstone to supply better value manufactured goods or service at the smallest rate possible). The quickly altering worldwide finances has altered entire scenario. Since it challenges for businesses in periods of evolving innovative structures to experiment, form and realise the environment and parameters of its constituent lines, so it is absolutely crucial to evolve a befitting structure for investigating the principle and worldwide administration strategies.

文献回顾 Literature Review

The large scale multinational enterprises MNEs which have output in two or three nations can be called globalized multinational enterprises (GMEs). The GMEs reined in their subsidiaries most nearly, while the multination ally oriented businesses were giving somewhat more leeway to their affiliates abroad. The distinction amidst the EMEs is more spoke for staff than economic matters. It should be worried that there is a distinction between U.S. Daniel Van den Bulked (BELGIUM) and non-U.S. MNEs. For an MNE with a U.S. parent, business centralization rises with a growing degree of multinational. Whereas only half of the lesser U.S. EMEs are powerfully controlled with consider to buying into end, this percentage rises to two-thirds for MOEs and three-fourths for GMEs. Subsidiaries that are part of a European multinational business display a distinct pattern, as the intervention from head agency is most spoke in EMEs. Whereas in eight of 10 European EMEs buying into conclusions was very resolute by the parent business, this appeared in only six of 10 of the bigger GMEs.

On the other side, for instance Kenichi (2003 p178–190) articulates, the intensive globalisation has de-coupled capital and credit creation from its dominant location in the banking and industrial sector where it easily fell under stringent state regulation, allowing it instead to migrate to various countries. Service industries tend to have a flat experience curve and lower economies of scale. However, some economy of scale may be gained through knowledge sharing, which enables the cost of developing the knowledge over a larger base. Also, in some industries such as professional services, capacity utilization can better be managed as the scope of operations increases. On the customer side, because a service firm's customers may themselves be operating internationally, global expansion may be a necessity. Knowledge gained in foreign markets can used to better service customers. Finally, being global also enhances a firm's reputation, which is critical in service businesses. High quality service products often depend on the service firm's culture, and maintaining a consistent culture when expanding globally is a challenge.

全球化组织的发展 Development of Globalized Organizations

John L. Daniels, Caroline Daniels (p89-97) articulates that world economic crisis showed in a dramatic way to what extent economy has become globalized. Financial markets as well as markets of products/services have become progressively interrelated, and it can be said that they have become international as well. For that reason, premier economists began lifting several issues: Do businesses that have been international from the day of their emergence conceive international markets? Are these businesses directed only by market possibilities and do they overlook customary enterprise directions and aim on presupposed international concepts of perform instead? Will these international businesses prevail over the endeavours of nations/states to maintain their characteristic identities? Globalization embraces much more than easy trade items of products/services to other countries. Globalization can be characterised as the evolution of characteristic markets of products/services into globally interrelated markets of products/services.

In international economics, key goods are normalized, trading advances are consistent and schemes of affray are integrated into diverse foreign markets. In this commerce, businesses that are not adept to contend at an international grade will not accomplish comparable advantage. With consider to this kind of convergence of businesses in the direction of globalization and to its influence, it is understandable why persons from both evolved market finances and appearing markets worry financial influences of globalization. The position is even more hitting when status of world financial urgent position are taken into consideration. Within evolved market finances, persons worry the influence that the globalization of enterprise procedures might have on their job security, wages and benchmark of life, particularly in positions of unchanging penetration of businesses from the appearing markets.

On the other side, persons from the appearing markets, for example Brazil, India, China, Russia, Eastern and Central Europe worry the so-called homogenizing consequences of globalization contemplating it as the hazard not only for their finances, but furthermore for their heritage, culture and custom. However, this worry of evolving nations verifies to be groundless for not less than two reasons. First, globalization boasts possibilities for all businesses, and not only for low-cost ones. In the last cited case, all enterprise procedures would flow only in one main heading – in the direction of the nations that organise to decrease the cost of their goods through reduced input costs. Second, larger international integration brings about larger differentiation. Added financial worth will proceed to the ones who arrive up with exclusive offer, with certain thing that makes them special.

A good example, by Bartlett, Christopher and Goshen, 2000 (p56-63), of a service firm that experienced global expansion challenges is the management consulting firm Bain & Company, Inc. In consulting, a firm's most important strategic asset is its reputation, so a consistent firm culture is very important. Bain faced the following challenges, which depend on the firm's strategy and which affect the ability to maintain a consistent culture: Coordinating across offices and sharing knowledge Whether to hire locals or international staff How to compensate An important part of a global strategy is the method that the firm will use to enter the foreign market. There are four possible modes of foreign market entry: Exporting Licensing (includes franchising) Joint Venture Foreign Direct Investment These options vary in their degree of speed, control, and risk, as well as the required level of investment and market knowledge. The entry mode selection can have a significant impact on the firm's foreign market success.

全球化企业的另一方面 Other Side of Globalized Businesses

Due to internationalization of businesses, many economies are witnessing huge wealth destruction owing to falling property values and stock market crashes. Suzanne Rosellet-McCauley (Death of the decoupling myth) the domino effect began with the US subprime mortgage crisis, followed by the UK, Spain and Ireland, and Germany and Japan have now joined the ranks in recession. The knock-on effects have been felt as far away as Kazakhstan. Even China is not immune, since many people invested life savings in the stock market and small and medium-sized enterprises are hit particularly hard by the credit squeeze. In emerging economies, capital markets are relatively inefficient. There is a lack of information, the cost of capital is high, and venture capital is virtually nonexistent. Because of the scarcity of high-quality educational institutions, the labour markets lack well trained people and companies often must fill the void. Because of lacking communications infrastructure, building a brand name is difficult but good brands are highly valued because of lower product quality of the alternatives.

Relationships with government officials often are necessary to succeed, and contracts may not be well enforced by the legal system. When a large government monopoly (e.g. a state-owned oil company) is privatized, there often is political pressure in the country against allowing the firm to be acquired by a foreign entity. Whereas a very large U.S. oil company may prefer acquisitions, because of the anti-foreign sentiment joint ventures often are more appropriate for outside companies interested in newly privatized emerging economy firms.

WTO report (2008) expresses it is always possible that the transnational corporations could resurrect the age of great sailing ships, the amount of cargo that can be transported and the amount if time it takes to get from one place to another under such a back-to-the-future scenario is nowhere near current norms, nor would it suffice to maintain the present level of economic wealth accumulation by our overlords. And another bleak side of the globalized businesses is market imperfection. Market imperfection can be characterised as anything that hinders with trade. This encompasses two dimensions of imperfections. First, imperfections origin a reasonable market participant to deviate from retaining the market portfolio. Second, imperfections origin a reasonable market participant to deviate from his favoured risk level. Market imperfections develop charges which hinder with deals that reasonable persons make (or would make in the nonattendance of the imperfection).

The concept that Globalized organizations owe their reality to market imperfections was first put ahead by Hymer, Kindleberger and Caves. The market imperfections they had in brain were, although, structural imperfections in markets for last products. According to Hymer, market imperfections are functional, originating from functional deviations from flawless affray in the last merchandise market due to exclusive and enduring command of proprietary expertise, privileged get access to inputs, scale finances, command of circulation schemes, and merchandise differentiation but in their nonattendance markets are flawlessly efficient. By compare, the insight of transaction charges ideas of the MNEs, simultaneously and individually evolved in the 1970s by McManus (1972), Buckley and Caisson (1976), Brown (1976) and Hennery (1977, 1982), is that market imperfections are inherent attributes of markets, and MNEs are organisations to bypass these imperfections. Markets know-how natural imperfections, i.e. imperfections that are due to the detail that the implicit neoclassical assumptions of flawless information and flawless enforcement are not realized.

全球化组织的定位管理Emplacement Management in Globalised Organisations

Managing Global groups is a convoluted task. Selecting the right international managers is the first and foremost task for glossy Global Management. The following illustration by Jean E. Heller in the publication “Criteria for Selecting an International Manager” summarizes the complexity of Global Management. “Ideally, it appears, he(she) should have the stamina of an Olympic Swimmer, the mental agility of an Einstein, the conversational ability of lecturer of dialects, the detachment of a referee, the tact of a diplomat, and the resolve of an Egyptian pyramid builder.

And if he (she) is going to assess up to the claims of dwelling and employed in a foreign homeland, he (she) should have a feeling of culture; his (her) lesson judgments should not be rigid; and he (she) should display no indications of prejudice.

Global Management is not as strong as the illustration overhead but it decisively is complex. It needs strong aim and ongoing teaching for the managers. Sherman & Colander in the publication Managing Human Resources state, “The large-scale error managers can make is to suppose that persons are the identical everywhere”4. This declaration warrants full attention. Most of the international administration difficulties will go away if this declaration is appreciated well. However, as Bartlett and Goshen point out (p138-139), what managers of companies from emerging markets have to know is that global market is knowledge-intensive and based on information. In order to be able to survive in that kind of environment, you have to possess the skill of learning.

This is precisely what enables the company to introduce the value-added products and go up the value curve to the position that provides it with higher profit margins. At that point the company is faced with risk that investments into acquisition of knowledge and skills might entail too many resources and endanger domestic operations. Organizations are distributing sales professionals to work in virtual locations. This changes the paradigm that managers need to be present to coach and guide sales professionals to higher levels of sales achievement.

A study conducted by Johnson, Tammy McClanahan; Standard Register to understand the effects of a sales persons’ location on their sales quota achievement shows that despite the current popularity of establishing virtual work environments, sales professionals working in a virtual environment did not perform better than sales professionals working in a traditional, on-site environment. Results show that better management interaction was not reported by sales persons meeting or exceeding their sales quota, regardless of whether they worked in virtual or an onsite environment. Regardless of sales quota achievement, sales persons working virtually did report better interaction with their managers than their on-site counterparts. While the organizations of the 21st century incorporate more employees working virtually, benefits to the organization may rest with the employees’ perception of better work performance as opposed to an actual increase in work performance.

员工在全球化组织的挑战 Challenges to Employees in Globalized Organizations

Organizational behavior in globalized enterprise has influenced these matters by conceiving certain financial components that disallow or permit diverse paid work issues. Economist Edward Lee (1996) conducts the practical results of globalization and summarizes the four foremost points of anxiety that sway paid work relations: International affray, from the freshly industrialized nations, will origin job loss development and expanded salary disparity for unskilled employees in industrialized countries. Imports from low-wage nations use force on the constructing part in industrialized nations and foreign direct buying into (FDI) is captivated away from the industrialized countries, in the direction of low-waged countries.

The finances structure will result in job loss and salary inequality in evolving countries. This occurs as job shortages in un-Commerce outperform comparable occupations possibilities in new industries. Workers are compelled to accept worsening salaries and position, as a worldwide work market outcome in a competition to the bottom. Expanded worldwide affray sees a force that the position of employees and wages reduced. Globalization raises the autonomy of the district state. Wireless Capital is step-by-step decreased and the competence of the State, enterprises are to regulate the economic industry. What furthermore outcomes from Lee's (1996) discovered that in the industrialized countries have mean of almost 70 per hundred of workers in the service part of which encompasses most of the non-tradable activities. As an outcome, the workers are compelled to come to and evolve more searched after agreements or find other means of survival. Ultimately, this is a outcome of the alterations and tendencies in pay, a development of employees, and globalization, accomplished by a more and encompassed the elongation is very varied workforce, which augment in non-standard kinds of paid work (Markey, R .2006).

结论 Conclusion

Globalization of companies has performed significant part in growth anddevelopment. Countries and occasionally sub national districts should contend against one another for the establishment of MNC amenities, and the subsequent tax income, paid work, and financial activity. This method of evolving more appealing to foreign investment can be distinguished as a race to the bottom in the direction of larger autonomy for business bodies, or both.

Moreover, Global sourcing is changing numerous associations into international organizations. The three absolutely crucial constituents of globalization are Global Sourcing Strategy; structure the Corporate Culture and Managing People from various places. Excelling in these constituents will supply an association an important comparable edge. The essence of globalization is rather simple. It easily means there are no geographical boundaries for business. There is traverse boundary affray for market and jobs. The primary stages of transformation into an international association can be very demanding, but, if associations approach globalization with systemic conceiving, the outcomes can verify to be very beneficial to the organization.