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Workshop 8

The document outlines the in-class activities and assessments for a workshop on global organizational structure. It includes: 1) A discussion of when multinational organizations need to change structure, and the difference between direct and indirect coordination. 2) A case study on coordinating a hotel chain's Asian operations through mechanisms like feedback tailored to cultural context. 3) Student presentations on a case study and an in-class quiz for revision. 4) Assessment questions on designing organizations to enable thinking globally and acting locally, restructuring and monitoring suggestions as an international manager, and perspectives on working for a transnational organization.

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Isneha Dussaram
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186 views2 pages

Workshop 8

The document outlines the in-class activities and assessments for a workshop on global organizational structure. It includes: 1) A discussion of when multinational organizations need to change structure, and the difference between direct and indirect coordination. 2) A case study on coordinating a hotel chain's Asian operations through mechanisms like feedback tailored to cultural context. 3) Student presentations on a case study and an in-class quiz for revision. 4) Assessment questions on designing organizations to enable thinking globally and acting locally, restructuring and monitoring suggestions as an international manager, and perspectives on working for a transnational organization.

Uploaded by

Isneha Dussaram
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Workshop 8 – Chapter 8

Global Structure

In-class activity 1: Discussion questions


Discuss the following in class:
1. Explain when multinational organisations would need to bring about a change in
the organisation’s structure (design)

2. Explain the difference between direct and indirect co-ordination mechanisms.

3. Watch Ricardo Semler/Kerry O’Brien’s interview which demonstrate a different


kind of structure/control mechanism that is being used by that company.
http://www.youtube.com/watch?v=gJkOPxJCN1w Discuss the possibility of this model
working in a broader business environment (e.g. in more individualistic societies, bigger
multinational companies etc.)

In-class activity 2: Ongoing Semester Case Study – Businessville Hotel.

Around the World Hotels (which now has branches in Vietnam, Thailand, Malaysia,
Indonesia, Korea as well as China and Europe) wants to optimise its economies of scale
on a regional basis. The CEO of Around the World Hotels wants to appoint a Director of
Asian operations to be based at the Beijing Businessville Hotel to internationalise the
hotel chain.

Assume you were the person appointed to the job, and identify the issues that need to be
addressed in coordinating the hotels on a regional international basis.

Propose a structure for the Asian operations by considering the following questions;
(a) what control mechanisms would need to be put in place to make sure the
businesses are all operating as well as possible?
(b) What feedback do you provide to managers to let them know how well they
are performing – how can you tailor that feedback to suit the cultural context?

In-class tutorial activity 3: Student Presentation Case Study.

Students to present solutions to Q 8-10, 8-11 & 8-12 of case study titled ‘HSBC in 2015’
on page 284-285 of the textbook. Audience to prepare discussion points for the questions.

In-class tutorial activity 4: In-class multi-choice quiz.


1
Print out the quiz for the students and administer in class. Students will be given 10 mns
to attempt the quiz. Discuss the solutions in class. This quiz serves as a good revision
exercise.

Assessment 1 - Portfolio questions:

Students are required to answer the three questions in essay format (maximum 450 words
in total). Please print number of words at the end.

1. Explain the need for an MNC to “be global and act local.” How can a firm design its
organization to enable this?

2. As an international manager, what would make you suggest restructuring of your


firm? What other means of direct and indirect monitoring systems could you suggest?

3. What is a transnational organization? Because many large MNCs are moving toward
this format, it is likely that you could at some point be working within this structure—
how do you feel about that?

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