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1. Worldwide product division structure - The worldwide product division structure is an organizational structure where the first division after the CEO is by product. 2. Worldwide area structure - The worldwide area structure is really the geographical division structure, and is an organizational structure where the first division after the CEO is by geographical area.

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Would you recommend a divisional structure by geographic area product customer or process for a medium sized bank in your local area why?

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What is the most appropriate organizational architecture for a firm that is competing in an industry where global strategy is appropriate?

I am searching the answer too, but I have got some information about it. Maybe it will help. The appropriateness of each strategy depends on the pressures for cost reduction and local responsiveness in the industry. There are four basic strategies to compete in the international environment: global standardization localization transnational International The global standardization strategy focuses on increasing profitability and profit growth by reaping the cost reductions that come from economies of scale, learning effects, and location economies. The strategic goal is to pursue a low-cost strategy on a global scale. The global standardization strategy makes sense when: There are strong pressures for cost reductions Demands for local responsiveness are minimal The global matrix structure is an attempt to minimize the limitations of the worldwide area structure and the worldwide product divisional structure. The global matrix structure: Allows for differentiation along two dimensions - product division and geographic area Has dual decision--making - product division and geographic area have equal responsibility for operating decisions Can be bureaucratic and slow Can result in conflict between areas and product divisions Can result in finger-pointing between divisions when something goes wrong Firms pursuing a global standardization strategy focus on the realization of location and experience curve economies. Headquarters maintains control over most decisions The need for integrating mechanisms is high Strong organizational cultures are encouraged The worldwide product division is common


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