控制、奖励、流程与文化在线视频

同学们好
Hello everyone

我是云南财经大学
I am Pan Xuedong from International Business School

国际工商学院的潘雪冬老师
of Yunnan University of Finance & Economics

这节课我们继续学习国际企业组织的控制
Today we are continuing to study control systems

奖励 流程和文化
incentives, processes and organizational culture of international businesses

跨国企业领导的主要任务就是控制各子单位
A major task of a firm’s leadership is to control the various subunits of the firm to ensure their actions

保证他们的行动与企业整体战略和财务目标相一致
are consistent with the firm’s overall strategic and financial objectives

企业通过各种控制系统和奖励机制来实现目标
Firms achieve this with various control and incentive systems

跨国公司使用四种主要的控制系统
Four main types of control systems are used in multinational firms

1 个人控制
1 personal controls

2 行政组织控制
2 bureaucratic controls

3 产出控制
3 output controls

4 文化控制
4 cultural controls

个人控制是通过与下属个别接触而进行的控制
Personal control is control achieved by personal contact with subordinates

小公司大多使用个人控制
This type of control tends to be most widely used in small firms

即上级直接监控下属的行为
where it is seen in the direct supervision of subordinates’ actions

大型多国企业的高层管理者之间也可以使用这个方法
It is also used in the top managers of large multinational enterprises

行政组织控制是通过一系列规则
Bureaucratic control is control achieved through a system of rules

和章程来指引子单位的行动
and procedures that directs the actions of subunits

多国企业的子单位中最重要的行政组织控制
The most important bureaucratic controls in subunits within multinational firms

是预算和资金使用规则
are budgets and capital spending rules

预算是总部能规定子单位在一年中的资金支出
A budget allows headquarters to specify the amount a subunit can spend in a given year

资金使用规则 使总部有更多的控制权
and capital spending rules give headquarters additional control

产出控制是指总部为子单位设立目标
Output control involves setting goals for subunits to achieve and expressing

并以诸如盈利能力 生产率 增长率 市场份额和质量等
those in terms of relatively objective performance metrics

相对客观的指标来使目标具体化
such as profitability, productivity, growth, market share and quality

根据子单位经理的达成目标能力来判断他们的绩效
The performance of subunit manager is judged by their ability to achieve the goals

和预算一样
As with budgets

目标也是在总部与分部的协商下制定的
goals are normally established through negotiation between subunits and headquarter

一般来说
Generally

总部设定的目标要具有挑战性但又切实可行
headquarters tries to set goals that are challenging but realistic

只要分部能达到目标
so long as subunits meet their goals

总部便不干预
they are left alone

如果分部没有达到目标
If subunit fails to attain its goals

总部会采取询问
headquarters managers are likely to ask some tough questions

替换经理和想办法提高分部效率
to replace managers and look for ways to improve efficiency

当企业的准则和价值体系“深入”员工内时
Cultural control exists when employees “buy into” the norms

文化控制就形成了
and value systems of firm

文化控制形成后
When this occurs

员工能自行控制其行为
employees tend to control their own behavior

减少直接监控的需要
which reduces the need for direct supervision

当企业文化很强时
In a firm with a strong culture

自我控制甚至能减少其他控制系统
self-control can reduce the need for other control systems

奖励是用以
Incentives refer to the devices used to

鼓励员工良好表现的手段
reward appropriate employee behavior

员工以年终奖的形式获得奖励
Many employees receive incentives in the form of annual bonus pay

奖励通常与用于
Incentives are usually closely tied to

产出控制的绩效衡量标准紧密相关
the performance metrics used for output controls

关于奖励 有以下需要强调的几点
There is several points about incentive needed to be emphasized

第一
First

奖励的类型因员工以及他们的任务而不同
the type of incentive used often varies depending on the employees and their tasks

奖励必须与工作的类型相匹配
The incentives must be matched to the type of work

基本原则是要保证员工的奖励机制
The basic principle is to make sure the incentive scheme for an individual employee

与员工所能控制和影响的产出目标相联系
is linked to an output target that he or she has some control over and can influence

第二
Second

跨国公司战略的成功实施通常要求
the successful execution of strategy in the multinational firm often requires

不同子单位经理之间密切配合
significant cooperation between managers in different subunits

鼓励不同部门经理合作的一种方法就是
One way of encouraging the managers to cooperate is

把奖励与组织内部更高水平的业绩相结合
to link incentives to performance at a higher level in the organization

要提高公司的整体盈利能力
In order to boost the profitability of the entire firm

就要求子公司和产品分部的经理们
it requires managers in the subsidiaries and product division

在战略实施中合作
to cooperate with each other on strategy implementation

鼓励经理这么做
Most firms use to link incentive systems with performance

就是把奖励机制与业绩挂钩
to encourage managers to do so

第三
Third

跨国公司所用的机制必须适应
the incentive systems used within a multinational enterprise often have to be adjusted to account

不同国家的制度与文化差异
for national differences in institutions and culture

第四
Fourth

奖励机制可能产生意料之外的结果
it is important for managers to recognize that incentive systems can have unintended consequences

当导致子单位业绩不尽如人意的原因模糊不清时
Performance ambiguity exists

就存在绩效模糊问题
when the causes of a subunit’s poor performance are not clear

当分部业绩一定程度上取决于其他分部的成果时
This is common when a subunit’s performance is partly dependent on the performance of other subunits

即公司的分部间相互依赖程度很高时
that is, when there is a high degree of interdependence

这种现象就很普遍
between subunits within the organization

总体看来
Generally speaking

实施本土化战略的公司
in firms pursuing a localization strategy

绩效模糊的程度较低
the level of performance ambiguity is low

实施全球标准化战略的公司
In firms pursuing a global standardization strategy

相互依赖性和绩效模糊性很高
the level of interdependence and performance ambiguity are high

绩效模糊程度最高的是跨国公司
The level of performance ambiguity is highest of all in transnational firms

跨国公司中相互指责 推卸责任的隐患较多
and there is lots of room for finger-pointing in transnational firms

让我们来对这一小节的教学进行总结
Let’s make a brief summary of this unit

由于子单位相互依赖程度高
The costs of controlling transnational firms are higher than the costs of controlling firms

跨国公司的控制成本要比实行其他战略的公司高
that purse other strategies due to the high level of interdependence

这就涉及控制系统和奖励问题
This is where control systems and incentives come in

跨国公司通常使用产出控制和行政组织控制
Normally, multinational enterprises all use output and bureaucratic controls

但在实行全球标准化或跨国战略的公司中
However, in firms pursuing wither global or transnational strategies

较高程度的绩效模糊限制了产出控制的作用
the usefulness of output controls is limited by substantial performance ambiguities

因此
As a result

这些公司更强调文化控制
these firms place greater emphasis on cultural control

进行文化控制
The development of cultural controls

是跨国战略以及全球标准化战略
may be a precondition for the successful pursuit of a transnational strategy

取得成功的先决条件
and a global strategy as well

接下来
Next

我们学习流程
we study processes

我们把流程定义为
Processes

组织内部进行决策和工作的方式
defined as the manner in which decisions are made and work is performed within the organization

在组织内部许多不同层次都有流程
It can be found at many different levels within an organization

如战略制定流程
such as processes for formulating strategy

资源分配流程
processes for allocating resources

客户咨询
processes for handling customer inquiries

员工业绩考核流程等等
and processes for evaluating employee performance

公司的核心竞争力或宝贵的技术经验通常都体现在流程中
The core competencies or valuable skills of a firm are embedded in its processes

高效率且有效果的流程可以降低价值创造成本
Efficient and effective processes can lower the costs of value creation and

增加产品的附加值
add additional value to a product

一个组织的流程可以用流程图来表示
An organization’s processes can be summarized by means of a flow chart

流程图用来说明工作进展的各个步骤和决策点
which illustrates the various steps and decision points involved in performing work

许多流程横跨不同职能部门
Many processes cut across functions

分部
divisions

要求不同子单位人员之间的配合
and require cooperation between individuals in different subunits

在国际商务的环境下
It is important to make two basic remarks about managing processes

流程管理有两个基本点很重要
particularly in the context of an international business

首先
The first is that

在多国企业中
in a multinational enterprise

许多流程不仅跨组织边界
many processes cut not only across organizational boundaries

囊括几个不同的子单位
embracing several different subunits

而且还跨越国界
but also across national boundaries

如果使用该流程的企业倡导一种
The success will be greatly enhanced if the processes are embedded

不同子单位和国家之间相互合作的企业文化
in an organizational culture that promotes cooperation between individuals from different subunits and nations

正式和非正式的整合机制被用来推动子单位之间的合作
and if formal and informal integrating mechanisms

成功的概率会大大提高
are used to facilitate coordination between subunits

其次
Second

尤为重要的是多国企业应意识到
it is particularly important for a multinational enterprise to recognize

可以带来竞争优势的有价值的新流程
that valuable new processes that might lead to a competitive advantage

能在组织全球经营网络的任何地方建立起来
can be developed anywhere within the organization’s global network of operations

文化是一种社会属性
Culture is a social construct ascribed to

适用于包括组织在内的所有团体
societies including organizations

文化是指人们共同分享的价值观和规范
Culture refers to a system of values and norms that are shared among people

价值观是一个抽象的概念
Values are abstract ideas about what a group

是指一个群体对于什么是好的
believes to be good

正确的 自己想要的东西的界定
right and desirable

规范是指社会规则以及在特定情况下
Norms mean the social rules and guidelines that prescribe appropriate

指导人们做出适当行为的标准
behavior in particular situations

新员工加入一个组织
Values and norms express themselves as the behavior patterns or style

在同事们的影响下会自动遵守某种行为模式
of an organization that new employees are automatically encouraged

和风格以符合这个组织共同的价值观和规范
to follow by their fellow employees

一家企业的文化有很多不同的来源
An organization’s culture comes from several sources

首先
First

创始人或重要的领导人可以对企业的文化产生深刻影响
founders and important leaders can have a profound impact on an organization’s culture

一个著名的案例是日本松下公司的创始人松下幸之助
A famous example of a strong founder effect concerns the Japanese firm Matsushita

他近乎禅道的生意哲学成了松下公司所有新员工
Konosuke Matsushita’s almost Zen-like personal business philosophy was codified

至今仍努力学习的“七条价值观”
in the “Seven Spiritual Values” of Matsushita that all new employees still learn today

其次
Another important influence

对企业文化有重要影响的因素是
on organizational culture is the broader social culture of the nation

企业所在国的社会文化
where the firm was founded or has operations

国家的文化影响了企业文化
National culture influence organizational culture

再次
A third influence

影响企业文化的还有企业的历史
on organization is the history of the enterprise

历史可以左右企业的价值观
which over time may come to shape the values of the organization

企业文化
Organizational culture is the

就是企业历经沧桑后留存的产物
path-dependent product of where the organization has been through time

最后
Finally

成果卓越的决策也可以成为一种
decisions that subsequently result in high performance tend to become

制度融入企业的价值观
institutionalized in the values of a firm

接下来
Next

我们来了解国际商务中的组织文化
we are going to study organizational culture in the international business

首先
First

有很多学者常会提到“强势文化”
management authors often talk about “strong cultures”

在一个强势文化中
In a strong culture

几乎所有的管理人员都持有一套
almost all managers share a relatively consistent

相对一致的价值观和准则
set of values and norms that have a clear impact

对日常工作模式影响重大
on the way work is performed

然而
However

强势并不一定就是好事
strong does not necessarily mean good

一个强势的文化也可能是坏文化
A culture can be strong but bad

德国纳粹党就是一个例子
The culture of the Nazi Party in Germany

它的文化很强势 但绝对不好
was certainly strong, but it was most definitely not good

强势文化不一定能带来高绩效
Nor does it follow that a strong culture leads to high performance

研究表明
One study concluded that

能够长期保持高绩效的公司不仅具有强势文化
firms that exhibited high performance over a prolonged period tended to have strong

而且具有适应性文化
but adaptive cultures

也就是公司的文化必须和整个企业的组织结构
The culture of the firm must match the architecture of the organization,

战略以及当时的竞争环境相符
the firm’s strategy

只有这样才能取得最优绩效
and the competitive environment for superior performance to be attained

具体来说
Specifically

在一个适应性文化中
managers care deeply about customers

经理们大多密切关注和重视客户 股东和员工
stockholders and employees in adaptive cultures

各个跨国公司的战略不同
The need for a common organizational culture that

因此是否在各国分公司中
is the same across a multinational’s global network of subsidiaries probably varies

采用共同的组织文化也不尽相同
with the strategy of the firm.

共享的准则和价值观有利于
Shared norms and values can facilitate coordination

不同部门的员工互相合作协调
and cooperation between individuals from different subunits

一个强势的共同文化可以使大家目标一致
A strong common culture may lead to goal congruence

并且减少各分公司的经理在互相合作中所产生的误解和矛盾
and can attenuate the problems that arise from interdependence

因此
As such

共同的文化
a common culture may be of greater value

对于一个需要各分公司密切合作协调的多国企业来说
in a multinational that is pursuing a strategy that requires cooperation

也许更为有益
and coordination between globally dispersed subsidiaries

与采取本土化战略的企业相比
It is more important to have a common culture

采取跨国战略的公司更需要拥有一个共同的企业文化
in firms employing a transnational strategy than a localization strategy

而采取全球标准化和国际战略的公司则介于两者之间
with global and international strategies falling between these two extremes

这一节的内容就是这些 感谢大家的参与
That’s all for today and thank you for your participation