tailieunhanh - Enterprises international business: Part 2

(BQ) Continued part 1, part 2 of the document Enterprises international business has contents: Organizational design and control, organizational design and control, marketing internationally, international accounting and financial management,. and other contents. Invite you to refer. | module 10 Organizational Design and Control WE ARE IN THE MIDST OF A MAJOR TRANSITION . . . WE LL SEE OUR TOP ORGANIZATIONS GROW AND SHED A VARIETY OF STRUCTURES AND MODELSTOSUIT THEIR CHANGING CIRCUMSTANCES. Jim Clemmer in High Performance Organization Structures and Characteristics LEARNING OBJECTIVES After reading this module you should be able to LO 10-1 Explain why the design of organizational structure is important to international companies. LO 10-2 Identify the various organizational dimensions managers must consider when selecting organizational structures. LO 10-3 Explain how decision making is allocated between parent and wholly owned subsidiaries in an international company. LO 10-4 Discuss how an international company can maintain control of a joint venture or of a company of which it owns less than 50 percent of the voting stock. LO 10-5 List the types of information an international company s units around the world need to report to the parent company. 258 Restructuring to Enhance Global Competitiveness Kraft s Organizational Evolution When Kraft Foods announced a complex reorganization of its worldwide organizational structure in 2012 the goal was to transform the company to better compete in an increasingly demanding global marketplace. Kraft was the largest branded-food and beverage company headquartered in North America and the second-largest in the world behind Nestlé. Its branded products including Kraft cheese Maxwell House coffee Oreo cookies Oscar Mayer meats Cadbury chocolates and Jello desserts were sold in more than 150 nations. Kraft s reorganization represented the conclusion of over six years of organizational repositioning and restructuring efforts. When she was appointed CEO in 2006 Irene Rosenfeld inherited a company with stale brands a weak presence in emerging markets and increasingly global competitors. Over the next four years despite extensive efforts to transform the company s .