Management of Multinational Corporations ( MNCS )

Chapter 14 : Towards Transnational Companies

Managing Complexity through Flexible Coordination
Characteristics of Transnational Organizations

Integrated Network
Roles and Responsibilities of Subsidiaries
Organizational Processes

Developing Transnational Managers

Business Managers
Country Managers
Functional Managers
Corporate Managers

Managing the Transnational Process.

Chapter Summary

The important characteristics of a transnational organization are integrated network of assets and capabilities, differentiation of roles and responsibilities of subsidiaries and simultaneous management of multiple organizational processes. The vast differentiation of roles and responsibilities and management processes within the organization and efforts to coordinate them leads to complexity in transnational organizations.

Traditional companies attempted to manage the coordination task using the one particular process or the limited processes which they were familiar with. This approach is simple to follow but often leads to inefficiencies. If an organization is centralized, decisions are taken by the management at headquarters, who are unaware of local markets.

Decentralization affects an organization's global competence. A transnational therefore emphasizes flexibility in using different tools and mechanisms, depending on the type of problem and the situation. The top management has to vary the mix of centralization of authority, formalization of systems and socialization of managers according to the nature of the task and the strategic role of the units being considered.

Business managers, country managers and functional managers- all have a crucial role to play in the strategic decision making process and critical organizational operations in a transnational organization. The top management is responsible for identifying and developing these managers into talented specialists who can contribute significantly to the success of the organization.

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