MGMT30004 · Managing GloballyMGMT30004 · 跨国管理（全球化经营）
A capstone management subject on running organisations and leading people across borders — cross-cultural management, market entry, international HRM and global supply chains.一门高阶管理课：如何跨国经营组织、跨文化带团队——涵盖跨文化管理、海外市场进入、国际人力资源与全球供应链。MGMT30004 Managing Globally is a Level 3 (12.5-point) subject from the University of Melbourne's Department of Management & Marketing. It examines the cross-cultural challenges of working internationally, the choices managers face around organisational forms and foreign market entry, and international HRM — with strong emphasis on the rise of Asia, especially China and India. This guide is built from 90 real MGMT30004 course materials in the AskSia Library — lecture slides, tutorial decks and the FBE Subject Guide.
MGMT30004 Managing Globally 是墨尔本大学管理与市场营销系开设的三年级（12.5 学分）课程。它研究跨国工作中的跨文化挑战、管理者在组织形式与海外市场进入上面临的选择，以及国际人力资源管理——并特别强调亚洲（尤其是中国与印度）的崛起。本指南基于AskSia Library 中 90 份真实 MGMT30004 课程材料构建——包括讲义幻灯片、辅导课课件与 FBE 课程指南（Subject Guide）。
Built from 90 real MGMT30004 course materials in the AskSia Library.
基于AskSia Library 中 90 份真实 MGMT30004 课程材料构建。
What MGMT30004 is aboutMGMT30004 讲什么
MGMT30004 Managing Globally is an undergraduate Level 3 management subject (12.5 points) at the University of Melbourne. It explores how organisations operate within complex global eco-systems and how managers, employees and entrepreneurs interact with colleagues and clients around the world. Core themes are the cross-cultural challenges of international work, the strategic choices managers face around organisational forms and foreign market entries, international human resource management, and global supply chains. The rise of Asia — particularly China and India — as a regional powerhouse is strongly emphasised, and students apply the frameworks to real-world cases.
MGMT30004 Managing Globally 是墨尔本大学的一门三年级本科管理课程（12.5 学分）。它探讨组织如何在复杂的全球生态系统中运作，以及管理者、员工和创业者如何与世界各地的同事和客户互动。核心主题包括：跨国工作的跨文化挑战、管理者在组织形式与海外市场进入方面的战略选择、国际人力资源管理，以及全球供应链。课程特别强调亚洲（尤其是中国和印度）作为区域强权的崛起，并要求学生把这些框架应用到真实商业案例中。
The MGMT30004 syllabus, topic by topicMGMT30004 大纲 · 逐个主题
Operating across borders & the global eco-system跨国经营与全球生态系统
How organisations function within complex global eco-systems and why cross-border operation is now the default rather than the exception. Sets up the analytical lens for the rest of the subject.
组织如何在复杂的全球生态系统中运作，以及为何跨国经营如今已是常态而非例外。为后续所有主题搭建分析框架。
Cross-cultural management跨文化管理
The cross-cultural challenges of interacting with colleagues, collaborators and clients around the world. Covers cultural frameworks and how cultural difference shapes communication, negotiation and team behaviour.
与世界各地同事、合作伙伴和客户互动时的跨文化挑战。涉及文化分析框架，以及文化差异如何影响沟通、谈判和团队行为。
Organisational forms for global operation全球经营的组织形式
The choices managers face around how to structure an international organisation, taught through the integration–responsiveness grid (global / localisation / transnational / regional) and the structure-evolution model — domestic+export department, international division, global functional, global product (divisional), global geographic/area, matrix, and the transnational network. Lectures map each form onto real firms: L'Oréal as global product-divisional, BP as geographic/area, IBM as matrix, and Haier's micro-enterprise EMC model as the transnational network. The guiding principle is 'structure follows strategy': each new structure exists to solve the pain point the previous one created as the firm scales.
管理者在如何架构跨国组织上面临的选择，课程通过「全球一体化–本地响应」矩阵（全球化 / 本地化 / 跨国 / 区域）和「结构演进模型」来讲授——从「本土+出口部」到国际事业部、全球职能式、全球产品（事业部）式、全球地区/区域式、矩阵式，直至跨国网络式。讲义把每种形式映射到真实企业：欧莱雅（L'Oréal）对应全球产品事业部式、BP 对应地区/区域式、IBM 对应矩阵式、海尔的「人单合一/微海尔」EMC 模式对应跨国网络式。核心原则是「结构追随战略」：每一种新结构的出现，都是为了解决企业扩张时上一种结构所制造的痛点。
Foreign market entry strategy海外市场进入策略
How firms decide which foreign markets to enter and via which mode, anchored in CAGE distance (cultural, administrative, geographic, economic — Ghemawat) and the integration–responsiveness trade-off. Modes run from exporting through franchising, licensing, equity strategic alliances / joint ventures, to wholly-owned subsidiaries (greenfield or acquisition), each balancing control and reward against the liability of foreignness. The subject works this through an International Business: Market Entry simulation (choosing franchise vs JV vs WOS under country-risk and tariff shocks) and through real cases — A2 Milk's prioritisation of Singapore via a market-attractiveness × 'right-to-win' matrix, and Allbirds entering China digital-first before a wholly-owned subsidiary. The lesson the unit repeats: under high cultural/economic distance, franchising and JVs are usually preferred to a wholly-owned subsidiary.
企业如何决定进入哪些海外市场、以何种方式进入，立足于 CAGE 距离（文化、行政、地理、经济——Ghemawat）与「全球一体化–本地响应」权衡。进入模式从出口贸易，到特许经营、授权、股权战略联盟/合资，再到全资子公司（绿地投资或收购），每种都在控制权与回报、与「外来者劣势」之间作平衡。课程通过一个「International Business: Market Entry」模拟（在国家风险与关税冲击下选择特许 vs 合资 vs 全资）以及真实案例来讲透这一点——A2 Milk 用「市场吸引力 × 制胜能力（right-to-win）」矩阵把新加坡列为优先市场，Allbirds 先以数字化方式进入中国、再设全资子公司。课程反复强调的结论：在文化/经济距离较高时，特许经营与合资通常优于全资子公司。
International human resource management (IHRM)国际人力资源管理（IHRM）
The complexity of managing people across borders, including expatriate management, staffing global operations, and adapting HR practice to different national contexts. A legacy core of the subject from its earlier 'IHRM' identity.
跨国管理人员的复杂性，包括外派人员管理、为全球业务配置人才，以及让人力资源实践适配不同国家情境。这是本课程早期名为 'IHRM' 时延续下来的核心内容。
Global supply chains全球供应链
How globally distributed supply chains are configured and coordinated, and the managerial challenges of running them across borders, time zones and institutional environments.
全球分布式供应链如何配置与协调，以及跨越国界、时区和制度环境运营这些供应链所面临的管理挑战。
Global strategy choices全球战略选择
The wide range of strategy choices organisations face when competing globally — balancing global integration against local responsiveness.
组织在全球竞争中面临的多种战略选择——在全球一体化与本地响应之间寻求平衡。
The rise of Asia (China & India)亚洲崛起（中国与印度）
A strongly emphasised theme running through the cultural, strategy and risk topics: Asia — particularly China and India — as a regional powerhouse, and what it means for managing globally. The unit grounds it in real cases and Asialink Doing-Business guides for China and Indonesia: TikTok / ByteDance and its India ban as a born-global platform navigating geopolitical 'tech wars'; BMW Brilliance as a China equity joint venture; Treasury Wine Estates' boom–bust–recovery across the China–Australia tariff shock as a six-letter PESTLE worked example; Starbucks' Beijing retention strategy (advancement over pay); and cultural contrasts such as 'the loudest duck gets shot' versus 'the squeaky wheel gets the grease', China's '996' and Japan's overwork norms. The point is to apply Hofstede/GLOBE, CAGE and market-entry frameworks to specific Asian contexts, not to memorise country scores.
贯穿文化、战略与风险各主题的重点：亚洲（尤其是中国和印度）作为区域强权的崛起，及其对跨国管理的意义。课程用真实案例和 Asialink 的中国、印尼《Doing Business》指南来落地：TikTok / 字节跳动及其在印度被禁，作为一个在地缘政治「科技战」中博弈的「天生全球化」平台；华晨宝马（BMW Brilliance）作为中国股权合资；Treasury Wine Estates 在中澳关税冲击下的繁荣—崩盘—复苏，作为一个贯穿 PESTLE 六个字母的实例；星巴克北京的留人策略（晋升优于加薪）；以及「枪打出头鸟」与「会哭的孩子有奶吃」这类文化对比、中国「996」与日本加班文化。重点是把霍夫斯泰德/GLOBE、CAGE 与市场进入框架应用到具体的亚洲情境，而不是去背诵国家维度分值。
Applying frameworks to real-world cases把框架应用于真实案例
A skills strand running through the subject: applying the learnings to real-world cases and situations, particularly in Asia. Directly examined in the group and individual assignments.
贯穿全课的能力主线：把所学应用到真实案例与情境中，尤其是亚洲案例。这一能力直接在小组作业和个人作业中考核。
How MGMT30004 is assessedMGMT30004 怎么考核
Final exam: Yes期末考试：有| Component考核项 | Weight占比 | Note说明 |
|---|---|---|
| Contribution and collaboration课堂贡献与协作 | 10% | 500 words (equivalent), assessed throughout the semester.约 500 字（等效工作量），贯穿整学期评估。 |
| Group assignment (groups of 3-4 students)小组作业（3-4 人一组） | 20% | 2000 words, due Week 6.2000 字，第 6 周提交。 |
| Individual assignment个人作业 | 20% | 1000 words, due Week 10.1000 字，第 10 周提交。 |
| End-of-semester examination期末考试 | 50% | 2 hours, held during the examination period.2 小时，于考试周举行。 |
End-of-semester exam 50% + group assignment 20% (2000w, Week 6) + individual assignment 20% (1000w, Week 10) + contribution & collaboration 10%.
期末考试 50% + 小组作业 20%（2000 字，第 6 周）+ 个人作业 20%（1000 字，第 10 周）+ 课堂贡献与协作 10%。
When each MGMT30004 task is dueMGMT30004 各项考核时间
Test yourself: MGMT30004 practice questions自测一下：MGMT30004 练习题
- Global integration / standardisation vs local responsiveness / localisation
- Fixed cost vs variable cost in the income statement
- Centralised vs decentralised cash management (treasury)
- Push vs pull inventory replenishment policy
- 全球一体化/标准化 vs 本地响应/本地化
- 利润表中的固定成本 vs 变动成本
- 现金集中管理 vs 分散管理（资金/财资）
- 推动式 vs 拉动式库存补货策略
Show answer查看答案
- Polycentric (staff with host-country nationals)
- Ethnocentric (staff with parent-country nationals / PCNs)
- Regiocentric (mix drawn from the same region)
- Geocentric (best person for the job, any nationality)
- 多元中心（配置东道国国民 HCN）
- 民族中心（配置母国国民 / PCN）
- 区域中心（在同一区域内混合配置）
- 全球中心（任人唯贤，不论国籍）
Show answer查看答案
- Cultural distance
- Administrative (political/institutional) distance
- Geographic distance
- Demographic (age-structure) distance
- 文化距离
- 行政（政治/制度）距离
- 地理距离
- 人口（年龄结构）距离
Show answer查看答案
High-value exam questions in MGMT30004MGMT30004 高频考点 · 考试风格题
A worked MGMT30004 problemMGMT30004 例题
Exam-style scenario: market-entry mode for a born-global app考试式情境：天生全球化 App 的市场进入模式
MGMT30004's exam runs four scenario questions (each Part A + Part B, 500 words, 25 pts) about one fictitious company, each part drawing on a different topic. A representative pattern (paraphrased from the unit's own exam-style example): a domestic green-energy comparison app is planning global growth. Part A — what types of risk should it assess when entering a new country, and why? Give one real global force discussed this semester. Part B — when expanding into Japan, should the firm use an equity strategic alliance (e.g. a joint venture) or a different market-entry mode? Justify with subject theory.
MGMT30004 的期末考试包含四道情境题，围绕同一家虚构公司展开，每题分 A、B 两部分（各 500 字、25 分），分别考查不同主题。一个代表性题型（依据课程自身的考试示例改写）：一家本土绿色能源比价 App 计划全球扩张。A 部分——进入一个新国家时应评估哪些类型的风险？为什么？举一个本学期讨论过的真实全球性力量。B 部分——若扩张到日本，企业应采用股权战略联盟（如合资）还是另一种市场进入模式？请用课程理论加以论证。
Part A: structure the answer with PESTLE/PELT — name political risk (e.g. expropriation, regulation), economic risk (GDP, FX volatility), legal, technological and cultural exposure — then cite one concrete force from the semester (e.g. Trump–China tariffs reshaping supply chains, or the WEF 2026 risk report). Part B: weigh the entry modes on control vs reward and the liability of foreignness, using CAGE distance to argue Japan's cultural/administrative distance from the home market. A joint venture shares political and market-knowledge risk with a local partner and lowers liability of foreignness — usually preferred under high distance — whereas a wholly-owned subsidiary maximises control and revenue but exposes the firm to liability of foreignness and higher cost. The win is to name the framework and apply it to this specific company (the unit's 'average vs excellent' line: contextualised, specific recommendations, not general principles). Since the exam is closed-book, no citations are required, but you must know the framework names.
A 部分：用 PESTLE/PELT 来搭框架——指明政治风险（如征用、监管）、经济风险（GDP、汇率波动）、法律、技术与文化层面的暴露——再援引本学期一个具体力量（如特朗普对华关税重塑供应链，或 WEF 2026 风险报告）。B 部分：从控制权 vs 回报、以及「外来者劣势」来权衡各进入模式，并用 CAGE 距离论证日本相对母国市场的文化/行政距离。合资能与本地伙伴分担政治与市场知识风险、降低外来者劣势——在距离较高时通常更优；而全资子公司控制权与营收最大化，却使企业承受外来者劣势与更高成本。得分关键是「点名框架并应用到这家具体公司」（课程的「平庸 vs 优秀」标准：情境化、具体的建议，而非泛泛的原则）。由于是闭卷考试，无需引注，但你必须记得框架的名称。
MGMT30004 glossaryMGMT30004 术语表
- International HRM (IHRM)国际人力资源管理（IHRM）
- Managing an organisation's people across multiple countries, including staffing, development and reward in different national contexts.
- 跨多个国家管理组织的人员，涵盖不同国家情境下的人才配置、发展与薪酬。
- Expatriate management外派人员管理
- Selecting, preparing, supporting and repatriating employees sent to work in a foreign country.
- 选拔、培训、支持并安排回任那些被派往海外工作的员工。
- Foreign market entry mode海外市场进入模式
- The form a firm uses to enter an overseas market — e.g. exporting, licensing, joint venture, acquisition or greenfield investment.
- 企业进入海外市场所采用的形式——如出口、授权、合资、收购或绿地投资。
- Cross-cultural management跨文化管理
- Leading and coordinating people whose values, norms and communication styles differ across national cultures.
- 领导和协调那些价值观、规范与沟通方式因国家文化而异的人员。
- Global integration vs local responsiveness全球一体化 vs 本地响应
- The core strategic tension between standardising operations worldwide and adapting them to local markets.
- 核心战略张力：在全球统一运营与因地制宜适配本地市场之间取得平衡。
- Global supply chain全球供应链
- A network sourcing, producing and distributing goods or services across multiple countries.
- 跨多个国家进行采购、生产和分销商品或服务的网络。
- Organisational form (international)国际组织形式
- The structure a firm adopts to operate abroad, ranging from arm's-length exporting to wholly-owned foreign subsidiaries.
- 企业为海外经营所采用的结构，从松散的出口贸易到全资海外子公司不等。
- Joint venture合资企业
- A shared-ownership entity formed by two or more firms, often used to enter a foreign market with a local partner.
- 由两家或多家企业共同持股组建的实体，常用于借助本地伙伴进入海外市场。
- CAGE distance frameworkCAGE 距离框架
- Ghemawat's framework for assessing how far two countries are apart along Cultural, Administrative, Geographic and Economic dimensions — used to judge market attractiveness and entry-mode choice.
- Ghemawat 提出的框架，从文化（Cultural）、行政（Administrative）、地理（Geographic）、经济（Economic）四个维度衡量两国之间的「距离」——用于判断市场吸引力与进入模式选择。
- Hofstede's cultural dimensions霍夫斯泰德文化维度
- Six dimensions (power distance, uncertainty avoidance, individualism–collectivism, masculinity–femininity, long/short-term orientation, indulgence) for comparing national cultures. In MGMT30004 you apply the dimensions, not memorise country scores.
- 比较各国文化的六个维度（权力距离、不确定性规避、个人主义–集体主义、阳刚–阴柔、长期–短期取向、放纵–克制）。在 MGMT30004 中，你需要会「应用」这些维度，而不是背诵国家分值。
- Creating Shared Value (CSV)创造共享价值（CSV）
- Porter & Kramer's idea that social and environmental value can be built into a firm's core strategy and profit model — contrasted with traditional CSR, where social good sits separate from profit.
- Porter 与 Kramer 提出：社会与环境价值可以内嵌进企业的核心战略与盈利模式——与传统 CSR（社会公益与利润相分离）形成对比。
- PCN / HCN / TCN staffing母国/东道国/第三国国民配置（PCN/HCN/TCN）
- International staffing categories: a Parent-Country National (from the firm's home country), a Host-Country National (local to the operation) or a Third-Country National (from neither) — chosen under ethnocentric, polycentric, geocentric or regiocentric HR approaches.
- 国际人员配置的类别：母国国民（PCN，来自企业母国）、东道国国民（HCN，业务所在地本地人）、第三国国民（TCN，二者皆非）——在民族中心、多元中心、全球中心或区域中心四种人力资源取向下进行选择。
MGMT30004 — common questionsMGMT30004 常见问题
How is MGMT30004 assessed?MGMT30004 怎么考核？
Is MGMT30004 an economics subject?MGMT30004 是经济学课吗？
What are the prerequisites for MGMT30004?MGMT30004 的先修要求是什么？
Wasn't MGMT30004 called International Human Resource Management?MGMT30004 以前是不是叫 International Human Resource Management？
How much writing does MGMT30004 involve?MGMT30004 写作量大吗？
Other UniMelb course guides墨大 其他课程指南
AskSia is an independent study aid and is not affiliated with, endorsed by, or sponsored by The University of Melbourne. Course details may change — always confirm against the official handbook. Read about how this guide is built. AskSia 是独立的学习辅助工具，与墨尔本大学没有任何隶属、背书或赞助关系。课程信息可能变动，请始终以官方 handbook 为准。了解本指南的编写方法。