structureandcontrols(戰(zhàn)略管理,英文版)(編輯修改稿)
2025-01-28 11:44 本頁(yè)面
【文章內(nèi)容簡(jiǎn)介】 ivision Division Division Strategic Business Unit B Strategic Business Unit D ?Structural integration exists among divisions within SBUs, but not across SBUs ?Each SBU may have its own budget for staff to foster integration ?Corporate headquarters staff serve as consultants to SBUs and divisions Ch1116 Competitive Form Unrelated /Holding Company Strategy President Legal Affairs Finance ?Corporate headquarters has a small staff ?Finance and auditing are the most prominent functions in the headquarters ?Divisions are independent and separate for financial evolution purposes ?Divisions retain strategic control, but cash is managed by the corporate office ?Divisions pete for corporate resources Auditing Division Division Division Division Division Ch1117 Cost Leadership Decentralization Differentiation Centralization MultiDivisional Structure The choice between centralization and decentralization is frequently based on the businesslevel strategy implemented in each division Complex MultiDivisional structure firms may be simultaneously centralized and decentralized , depending upon the various businesslevel strategies employed throughout the firm’s individual businesses MultiDivisional structure firms use a bination of: Financial Controls Strategic Controls Ch1118 Attributes of Various Structural Forms Structural Characteristics Degree of Centralization Use of Integrating Mechanisms Divisional Performance Appraisal Divisional Incentive Compensation Type of Strategy Cooperative MForm SBU MForm Competitive MForm Centralized at Corporate Office Centralized in SBUs Decentralized to Division Linked to Corporate Performance Linked to Corporation, Division SBU Linked to Divisional Performance Extensive Synergies Moderate Synergies Nonexistent Synergies Financial Criteria Strategic Financial Criteria Subjective/ Strategic Criteria Related Constrained Related Linked Unrelated Ch1119 North America Australia Europe Asia Latin America Africa Product A Product B Product C Product D Product A Evolution of MultiDivisional Structure Chief Executive Officer Corporate Office (Staff) Ch1120 A Structural evolution based on Geographic lines usually implies a MultiDomestic International Strategy Evolution of MultiDivisional Structure North America Australia Europe Asia Latin America Africa Product A Product B Product C Product D Chief Executive Officer Corporate Office (Staff) Ch1121 Implementation of a Multidomestic Strategy Worldwide Geographic Area Structure Multinational Headquarters Asia United States Latin America Europe Australia Middle East/ A
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