Profile of the Expatriate Population

Profile of the Expatriate Population PowerPoint PPT Presentation

International Product Life Cycle. U.S. exports. Foreign production ... An example of an international product: automobile KIA. Factors influencing the decision ...

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Profile of the Expatriate Population

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Slide 1:Profile of the Expatriate Population

Slide 2:Global Talent

Slide 3:The Company of Strangers

* Foreign-born # 1996 ~ 1998

Developed Countries Less Globalized Developing Countries More Globalized Developing Countries

Slide 4:Per Capita GDP growth rates (in %)

Slide 5:International Product Life Cycle

Slide 6:Productivity GDP Per Hour Worked in USD

Country Year 2002 in USD/Hour Norway 38.11 Belgium 34.85 USA 33.46 Ireland 31.46 Germany 29.40 Japan 22.86 Slovakia 12.10 Hungary 11.55 Czech Republic 10.11

Slide 7:GDP Per Year/ Per Worker in USD

Country GDP in 2002 USA 60 728 Belgium 54 338 Ireland 52 486 France 52 444 Norway 51 155 Germany 42 463 Japan 41 649 Slovakia 23 946 Hungary 20 405 Czech Republic 20 031

Slide 8:Tabulka celkové konkurenceschopnosti státu GCI

Slide 9:Tabulka celkové konkurenceschopnosti státu BCI

Slide 10:Growth in the Volume of World Merchandise Exports and GDP 1987-1997 (annual percentage change)

Slide 11:Stock Markets Value in 2003 in trn USD

Slide 12:Number of Mergers & Acquisitions

Slide 13:M&A- WAYS

HOSTILE TAKEOVER – SANOFI – Synthelabo /backed by L`Oreal and Total/ Bid for – AVENTIS – 57 bln US$. Bid Olivetti for TELECOM Italia- 58 bln EUR. PeopleSoft – ORACLE- 24 US $ GOES FOR 17 MONTHS

Slide 14:Taking Over Total value of M&A activity, in billions of dollars

2001 2002

Slide 15:Foreign Direct Investment (FDI)

After reaching record levels in 2000, FDI declined sharply in 2001. The slump was concentrated in the world’s rich countries, where the frantic pace of cross-border M&A flagged after years growth. FDI flows to EU shrank by 60%, while North America’s inflows slowed by 59%. FDI into Africa almost doubled rising from $9billion in 2000 to over $17 billion in 2001. Most of this investment was concentrated in a few big projects in South Africa and Morocco. In the emerging markets, Argentina, Brazil and Hong Kong suffered a combined $57 billion decline inbound FDI. In 2001 America continued to attract more FDI than any other country, it also invested the most abroad of any country.

Slide 16:World FDI inflows in trn USD

Slide 17:FDI inflows, $bn in 2001

Source: UNCTAD

Slide 18:Share of separate regions on FDI inflow in billion USD in 2001

Slide 19:Productivity Comparison of selected MNC and states Multinational Corporations

Receipts in bn USD

Slide 20:Productivity Comparison of selected MNC and states States

Output in bn USD

Slide 21:The greatest companies of the world according to total sales in 2000

Slide 22:MNC with over 50 % of total sales and assets outside their home countries

Slide 23:The Types of MNC


It is a technique used by MNC to shifts profits to countries with low corporate tax rates. Germany (Tax Rate = 48%) A software system is manufactured by the parent firm at a cost of $2,000. It is then sold to the firm’s Irish subsidiary for $2,000. German taxes paid: $0. Ireland (Tax Rate = 4%) The Irish subsidiary turns around and resells the same system to the U.S. subsidiary for $2,500 earning a $500 profit. Irish taxes paid: $20. United States (Tax Rate = 34%) The U.S. subsidiary sells the system at cost, for $2,500. No profit is earned. U.S. taxes paid: $0. The Irish subsidiary then lends money to the U.S. subsidiary for future expansion.

Slide 25:An example of an international product: automobile KIA

Slide 26:Factors influencing the decision concerning the location of production

Slide 27:Estimated number of high-skilled U.S. jobs moving offshore

Slide 28:Share of people with an Internet connection from their home

Slide 29:Investment expenses on IT

Slide 30:Alternative Market Entry Strategies

Slide 31:4 basic decisions concerning creation of organizational structure

Slide 33:Evolution of the Business Structure

Slide 34:Organizational Structure

Slide 35:The Matrix Structure of National Westminster Bank PLC

Slide 36:Front-End/Back-End – Organizational Scheme of Bull Group

Slide 37:Virtual organization at Philips before and after reorganization

Slide 38:Layered conceptualization of culture

Slide 39:Layered conceptualization of culture

BASIC ASSUMPTIONS e.g. the basis on which individuals are respected the basis of the firm’s ability to complete whether competition or collaboration between individuals is the most desirable mode of behaviour how, and by whom decisions should be made ARTEFACTS AND CREATIONS Rites and ceremonies Symbols Honesty VALUES AND BELIEFS Basis of reward Taboos Myths and stories Effort Language Trust Norms


STRUCTURAL INTEGRATION – includes hiring, job placement, job status at all levels of corporation INFORMAL INTEGRATION- inclusion of minority-culture members in informal networks of out of work activities CULTURAL BIAS- PREDJUDICE- DISCRIMINATION- feelings of belonging, loyalty ORGANIZATIONAL IDENTIFICATION-feelings of belonging, loyalty INTER-GROUP CONFLICTS- friction, tensions and power struggles between cultural groups

Slide 41:Porter and Lawler expectancy model

Slide 42:Black and Mendelhall’s Decision Tree Model

Slide 43:Black and Mendelhall’s Decision Tree Model

Slide 44:Black and Mendelhall’s Decision Tree Model

Slide 45:Black and Mendelhall’s Decision Tree Model

Slide 46:MNC – Assessment of the subsidiary performance





Slide 49:The Big Mac index

India 120 Mexico 75 Romania 75 Slovakia 52 Hungary 45 Poland 47 Czech Republic 45 Brazil 48 Peru 75 USA 10 The Big Mac index - working time in minutes necessary for buying 1 Big Mac/ sometimes another approach based on purchasing power parity. How much dollars do we have to pay for goods included in a basket of Big Mac. Compared with American price.

Slide 50:Management of Int. HR

STAGES of TEAM Development FORMING – Do I want to belong to this group ? STORMING – Team role types NORMING – What should be accomplished ? Group norms PERFORMING – Are the skills of team members used to the fullest ? Do we need evaluation of ourselves ?


PF = f ( E, A, M ) Where: PF = is how well the task is performed E = is the context of equipment and physical work setting A = is the skill and knowledge to perform the task well M = is the motivation to perform the task ( explain expectancy)

Slide 52:The Types of MNC

Slide 53:Managerial Grid

Slide 54:Leadership Styles

Leadership style = f(leader, subordinate, situation)

Slide 55:Management Philosophy of MNC Baxter

Slide 56:Managing The DELL Way

Slide 57:Historical Development of MNG

CLASSICAL APROACHES CONTEMPORARY APROACHES 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000

Slide 58:Technique of CSR reconstruction

Slide 59:Branded action that turns ethical behavior

CHARITY COMMUNITY INVESTMENT COMMERCIAL INITIATIVES IN THE COMMUNITY THE BUSINESS BASICS Charity and community giving Selected social issues chosen to protect long-term corporate interest Sales drives and CRM initiatives to promote corporate and brand identities Core activities providing goods and services in an ethical and a cost ethical way

Slide 60:Environmental product curve

Slide 61:Corporate Organizational Structure

Slide 62:The EMEAI Structure – (Europe, Middle East, Africa and India)

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