02_Administracion Entorno Mundial

8/22/2019 02_Administracion Entorno Mundial

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AdministracinAD 1000

La administracin en elentorno mundial


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Enero/abril 2005 Luis Felipe Torres Gmez 2

METAS Y

ESTRATEGIAS

TAMAO

TECNOLOGA

AMBIENTE

CULTURA

ESTRUCTURAFormalizacinEspecializacinEstandarizacin

Jerarqua de autoridadComplejidadCentralizacin

ProfesionalismoTasas de personal


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EL ENTORNOORGANIZACIONALTodos los elementos que existen fuera de

las fronteras de la organizacin y quetienen el potencial de afectar a toda o

parte de la organizacin.


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La organizacin y su entorno(Thompson,Strickland y Gamble,2005:47)


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CONTEXTO INTERNACIONAL

Puede afectar directamente a lasorganizaciones.

Todava se piensa en forma local.

Competimos con extranjeros.

Extranjeros compran empresasnacionales.


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PAIS

SECTOR

INDUSTRIALEMPRESA

MUNDO


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AISLAMIENTO

COMERCIAL


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GATT,TLC, etc.

APERTURA COMERCIAL


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EFECTOS DE LA APERTURACOMERCIAL EN MXICO

Nuevoscompetidores

Nuevosmercados

Oportunidades Amenazas/


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EFECTOS DE LA GLOBALIZACIN EN LAESTRUCTURA DE LAS INDUSTRIAS

Globalizacin de la produccin. Pontiac Le Mans (GM)

$6,000 Korea ensamble$3,500 Japn Comp. avanzados

$1,500 Alemania diseo$ 800 Taiwan,Japn,Singapur Peq. Comp.$ 500 Inglaterra Serv. de MKT$ 100 Irlanda Proc. de datos

$7,600 GM, abogados, banqueros, aseguradoras.

Globalizacin de los mercados

Coca-Cola, Levis jeans, Sony Walkman


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Proceso de la administracinestratgica

FODA

Situacin

actual,Evaluar:MisinMetasEstrategias

Examinarelambienteexterno

Identificarlos factoresestratgicos

Examinar elambienteinterno:CompetenciaSinergiaCreacin devalor

Identificar losfactoresestratgicos:FuerzasDebilidades

Definir:MisinMetasEstrategias

Formular lasestrategias

Implementarlasestrategias:LiderazgoEstructuraRecursosHumanosSistemasde control einformacin

Evaluarresultados


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Formulacin estratgica(Decidiendo qu hacer)

Accin de loscompetidores

Formulacin dela estrategia

Debilidades yfortalezasinternas

AccionesOportunidadesy amenazas enel medio


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El Modelo de Porter(Anlisis externo)

Rivalidad entre

los competidores

Nuevosparticipantes

Sustitutos

CompradoresProveedores

Amenaza deParticipantes nuevos

Poder de negociacinde los proveedores

Amenaza desustitutos

Poder de negociacinde los compradores


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Enero/abril 2005Luis Felipe Torres Gmez 14

The Role of National Culture

Values

Ideas about what a society believes to begood, desirable and beautiful.

Provide the basic underpinnings for notions ofindividual freedom, democracy, truth, justice,honesty, loyalty,love, sex, marriage, etc.


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The Role of National Culture

Norms

Unwritten rules and codes of conduct that prescribe howpeople should act in particular situations.

Folkwaysroutine social conventions of daily life (e.g.,

dress codes and social manners)

Moresbehavioral norms that are considered central tofunctioning of society and much more significant thanfolkways (e.g., theft and adultery), and they are oftenenacted into law.

Many differences in mores from one society to another


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Hofstedes Model of National Culture

Figure 6.4


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Hofstedes Model of National

Culture

Individualism

A worldview that values individual freedom and self-expression and adherence to the principle that people

should be judged by their individual achievements rathertheir social background.

Collectivism

A worldview that values subordination of the individual tothe goals of the group and adherence to the principlethat people should be judged by their contribution to thegroup


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CulturePower Distance

A societys acceptance of differences in the well

being of citizens due to differences in heritage,

and physical and intellectual capabilities(individualism).


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CultureAchievement versus Nurturing Orientation

Achievement-oriented societies valueassertiveness, performance, and success and

are results-oriented.Nurturing-oriented cultures value quality of life,

personal relationships, and service.


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Culture

Uncertainty Avoidance

Societies and people differ in their tolerance foruncertainty and risk.

Low uncertainty avoidance cultures (e.g., U.S.and Hong Kong) value diversity and tolerate awide range of opinions and beliefs.

High uncertainty avoidance societies (e.g.,

Japan and France) are more rigid and expecthigh conformity in their citizens beliefs andnorms of behavior.


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Culture

Long Term Outlook

Cultures with a long-term orientation rest onvalues such as thrift and persistence inachieving goals

Cultures with a short-term orientation areconcerned with maintaining personal stability

or happiness and living for the present


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National Culture and GlobalManagement Management practices that are effective in

one culture often will not work as well inanother culture

Managers must be sensitive to the valuesystems and norms of an individuals country

and behave accordingly

02_Administracion Entorno Mundial

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