國際貿(mào)易專業(yè)類外文翻譯-國際貿(mào)易-閱讀頁
2025-02-08 08:24本頁面
【正文】 a worldwide approach which considers subsidiaries as neither satellites nor independent citystates but as parts of a whole, the focus of which is on worldwide as well as local objectives. And 6 each part of the system makes its unique contribution with its unique petence. This approach, which has been popularized as egocentrism, involves collaboration between subsidiaries and headquarters to establish universal standards and permissible local variations on the basis of which key decisions are made. However, egocentrism requires a reward system for subsidiary a manager that motivates them to work for worldwide goals and not just to defend country objectives. In international enterprises, there are three general types of headquarters39。 ethnocentric (homecountry oriented), polycentric (or hostcountry oriented) , and geocentric (world oriented). The ethnocentric attitude can be characterized as: We, the homecountry nationals, are superior to, more trustworthy than, and more reliable than any foreigners in headquarters or the subsidiaries.” In such firms, performance criteria and decision rules are generally based on homecountry standards. Ethnocentrism works against a global strategy because of a lack of good feed back and because the experience and views of managers familiar with local conditions in the areas of operation do not carry appropriate weight in decision making. Polycentric firms go to the other extreme by assuming that local people always know what is best for them and that the unit of the multinational enterprise located in a host country should be as local in identity and behavior as possible. A polycentric firm is more akin to a confederation of quasiindependent subsidiaries. A polycentric management philosophy is likely to sacrifice most of the unification and synergistic benefits of multinational operation. The costs of polycentrism are the waste due to duplication of effort and inefficient use of homecountry experience. The approach has the advantage of making intensive use of local resources and personnel but at the cost of global growth and efficiency. Egocentrism also has costs, largelyrelated to munication and travel expense, time spent in decision making because of the desire to educate personnel about global objectives and to secure consensus, and the expense of a relatively large headquarters bureaucracy. But the payoffs are a more objective total enterprise performance, worldwide utilization of resources, improvement of local pany management, a greater sense of mitment to worldwide goals, and, last but not least, more profit. A globally oriented enterprise, of course, depends on having an adequate supply of managers who are globally oriented. 選自 : Management and Administration, Macmillan Press Ltd., 2021
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