14. Ставлення до наукового ступеня мва у різних країнах

An MBA is a post graduate degree in business communication. MBA stands for Masters of Business Administration and is a very popular course for business students the world over. The MBA program is recognized worldwide and is considered as a major step towards a successful business management career.

An MBA degree is one of the most sought after degrees in the world because of its value to people in business and administration. Irrespective of the industry or profession that you are in, or regardless of the condition of the economy of your country, an MBA degree can benefit those in positions in business and management, especially those in executive and managerial positions.

An MBA degree can benefit those in positions in business and management, especially those in executive and managerial positions. An MBA degree from a leading institution in the US has great value throughout the world and thus there are thousands of students from various countries who come to the US for the sole purpose of pursuing an MBA degree even though their own country may offer several MBA programs.

With universities from so many countries aggressively marketing their MBA degree in India, it often becomes difficult to decide which should be your final destination. While considering this, it is important to remember that the presentations and seminars conducted by the foreign universities are purely marketing exercises, and would reveal only the rosy picture about the universities. In such a scenario, it becomes crucial to make an objective assessment of the various options you have. Finally, it has to be your decision, as you are the only one being affected by it.

15. Organizational structure of multinational companies

(Організаційні структури міжнародних компаній)

Organizational structure - is a scheme consisting of units and individual officers of the company, located by levels of importance and responsibility, which contains the relationship between them and the chain of command. Depending on the stage of company development (formation, development, stabilization, crisis) require different approaches to build the organizational structure. It is particularly important to control the situation in transition from one stage to another and at the stage of active growth and development of the company.

Multinational companies are faced with two opposing forces when designing the structure of their organization. They are faced with the need for differentiation that allows them to be specialized and competitive in their local markets. They are also faced with the need to integrate. The structures adopted therefore have to find a balance between these opposing needs and also remain in strategic alignment for the company to thrive. Multinational companies have therefore evolved many structural permutations to suit their business needs.

Some main features of this type of structure are: typically set up when firms initially expand abroad, often when engaging in a home replication strategy; foreign subsidiary managers in the international division are not given sufficient voice relative to the heads of domestic divisions; the "silo" effect: International division activities are not coordinated with the rest of the firm, which focuses on domestic activities; Firms often phase out this structure after their initial overseas expansion.

The main advantages of International Division Structure are: - it manages a diversified enterprise with a total staff of hundreds of thousands and geographically remote units; - it provides greater flexibility and quicker response to changes on the environment of enterprise. - expanding the companies' borders, separate offices become "profit centers" actively working on improving the efficiency and quality of production; closer connection between production and consumers.

The disadvantages of divisional structure are:

- a large number of levels managing by vertically, between workers and the managers of production units - 3 or more levels; between workers and company management - 5 or more;

- a large distance between the office staff structure from the headquarters of the company; - the key relationships –are vertically, and therefore are common problems for hierarchical structures - delays, congestion managers, poor cooperation in addressing issues related to the units, etc.

- the duplication of functions at different "levels" and as a result - very high cost of maintaining the management structure;

- offices tend to remain linear management structure, with all their shortcomings.