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| A union which was created by and for the exclusive representation of employees from a single enterprise or company. |
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| a domestic model, this model uses a separate department within the home company’s headquarters that is assigned specific responsibility for overseas transactions. |
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| organizes a firm by geographic region. Regional headquarters are established in various parts of the world, and each headquarters is responsible for all products sold and distributed in that region. |
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| a unique design that tailors a firms organization to meet the needs of specialized global customers. |
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| typically used by companies that have relatively narrow product lines that are easily transferred around the world. Each functional department within a company created departments or divisions in various regions of the world. |
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| - The most complex international organization design. It represents a blend of two of the above global designs working in tandem (e.g. integrating a global functional design with a global product design) |
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| the most common global organization design. In this design, worldwide responsibility for specific product groups is assigned to separate operating divisions within the firm. |
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| consists of a group of interlocking companies typically clustered around a lead manufacturer. |
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| International division model |
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| export departments are usually located in corporate headquarters in the home country, international divisions are most often located overseas near the firm’s principal global markets. Local managers are hired, again to get close to principal customers and markets, and to provide a worldview for headquarters on future business opportunities abroad. |
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| large Japanese companies typically consist of clusters of sister companies that actively help one another in both good times and bad. |
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| the word is derived from description of the process of preparing the roots of a tree for planting. The concept here is that if the roots are properly prepared, the tree will survive and prosper. Similarly, if a proposal is properly prepared, it, too should survive and prosper. |
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| Circle of discussion. Consists or two parts. The Nemawashi, or general discussions and putting out feelers, and ringi-sho, or putting forth a specific written proposal for discussion, modification, and approval. Tends to result in slow decisions, often a disadvantage in a fast-paced competitive global business environment. |
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| small groups of workers who spend time (frequently their own) trying to improve operational procedures or product quality in their own area. |
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| consists of a major company surrounded by a large number of smaller firms that act as either suppliers or distributors for the big firm. |
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a form of foreign direct investment in which a company acquires an existing factory or facility in a foreign country and then modernizes or rebuilds the facility for a new business. |
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a type of turnkey project, occurs when a firm builds a facility, operates it for some time, and then transfers ownership of the facility to another party. |
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when a firm manufactures components or products for another "hiring" firm |
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| Export management company |
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| act like export departments for firms and are specialized in handling all the intricacies of cross-national trading |
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| Foreign direct investment |
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| - occurs when a firm wants to secure an ownership stake in a foreign enterprise. |
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| a special form of licensing that allows the franchisor greater control over how the product is used or marketed. |
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| private companies that specialize in transporting the goods, arranging customs documentation, and getting transportation services for their clients. |
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| a form of investment in which a company designs and builds a new factory from scratch , starting with nothing but a “green field.” |
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| occurs when a company leases the use of its intellectual property rights to local companies for a fee. |
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| when a factory is built using and only final assembly of parts is undertaken. Little transformation of the product occurs at these types of plants. Ex. A maquiladora |
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| do similar tasks as export manufacturing companies, but for larger companies, especially major Japanese keiretsu’s |
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| where one company designs builds and equips an entire factory or production system and then turns it over to the purchaser for a predetermined price. |
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are agreements between two or more firms where the parties have a financial stake and assume an ownership interest in the success of the venture. |
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| an investment vehicle used by two ore more firms when responsibilities and profits are assigned to each party according to a contract |
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| stands for New United Motor Manufacturing, Inc. A joint venture between Toyota and GM to jointly produce compact cars. Toyota learned more about American markets and labor relations. While GM learned useful skills in improved manufacturing. |
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| Shared management arrangement |
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where all partners to the venture actively participate in the management of the alliance. |
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| a feeling of distress in response to immersing oneself in a new environment |
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| Ethnocentric staffing model |
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it emphasizes the use of home-country nationala to staff most if not all of the senior managerial positions throughout a firm’s global operations. |
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employees who come from a different country than the one in which they are working. |
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it strives to hire the best person for the job regardless of where he or she comes from |
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| citizens of the country where the company is headquarter who are assigned to one of its foreign operations |
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| residents of the host country where the company has its local operations. |
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| the opposite of expatriates, they are either host-country nationals or third-country who are assigned to work in the company’s home country to gain critical work experience |
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| Polycentric staffing model |
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it emphasizes the use of host-country nationals in managing overseas operations in the belief that local managers can be more effective in negotiating the labyrinth of local customs, laws, traditions, and political intrigues necessary to make the local venture succeed. |
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| Regiocentric staffing model |
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| It’s a variation on the polycentric model, in which multinational firms organize their HRM policies and staffing criteria by geographic region instead of by a particular country within that region. |
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| refers to the process of returning expatriates to their home countries. |
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| employees of a firm who are citizens of neither the country where the firm is headquartered nor the foreign operations where they are assigned. |
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: a product of social loafing, when one person slacks and someone else picks up for them. |
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| when group members restrict output in the belief that others will take up the slack. Harms high-performance. More common in individualistic countries than collectivist countries. |
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| the process of studying how other firms do something and then imitating or improving on this process. It establishes a standard against which to compare one’s own company’s products or services. |
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| this system is based on the belief that both shareholders and employees have a right to influence company policies, and that profit maximization must be tempered with concern for social welfare. About ½ to 1/3 of a supervisory board are elected by employees. |
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| Guidelines that provide a commonly acceptable basis for quality certification that has become increasingly important in international business. |
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| It consists of the top management team of the firm and is responsible for its actual strategic and operational management. |
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| Mittelstand business strategies |
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| They are small and medium sized firms and are Germany’s main strength in the economy. First, the companies focus on high cost markets and high quality markets. They then compete on customer satisfaction, not profit maximization. Hire best not cheapest employees (Technik), who also have a lot of power in their firms. |
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| one half of the rights granted to the works council and is the right to be consulted on management decisions. |
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| finding easier, more efficient ways to manufacture something |
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| they exist when managers designate a whole project or work process to a team of employees and then allow the team to determine how best to design and implement the assigned task |
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| Statistical Process control |
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| the application of mathematics to quality control where targeted numeric levels of quality are established and then factory managers monitor production to ensure that these targets are met. |
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| the top of a German firm. It is responsible for ensuring that the principal corporate objectives are met over the long term. Its members are elected every five years and can only be changed by a vote of 75% or more of the voting shares. |
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| this term describes the knowledge and skills required for work. It is the science and art of manufacturing high-quality and technologically advanced products. (huge in Germany) |
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| Total quality management (TQM |
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| it is a way of thinking and it represents the central theme underlying most german companies as competitive entities. German engineering prowess remains a global standard that many companies envy. |
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| they typically have no rights in the economic management of the firm but have considerable influence hi HRM policies and practices. Their principal task is to ensure that companies follow regulations that exist for the benefit of their employees |
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| French managers, there is a large class distinction between these managers and workers. |
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| a small set of elite polytechnic universities |
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| people who tend to stress a high degree of scheduling in their lives, concentration on one activity at a time, and elaborate codes of behavior built around promptness in meeting obligations and appointments. |
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| most French fall into this category, stressing human relationships and social interaction over arbitrary schedules and appointments and engaging in several activities simultaneously with frequent interruptions. To the French, the journey is probably more important than the decision |
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