Introduction to

Management

The knowledge
you need to
achieve efficiency
and effectiveness
at work
Session 1

Introduction to
the course
 OUR PROGRAM
TODAY

Break the ice + Get to Course practicalities Introduction to Your group work
know each other - Our class rules Management kick-off
- Tips on studying in - History of
this course Management
- Assessment & - Learning outcomes
Grading - Course structure
 THE HOUSE RULE OF
THIS COURSE

“Blame is not for failure, it is for

failing to help or ask for help.”
Jorgen Vig Knudstorp
-The CEO of The Lego Group-
WHO AM I?

Nguyen Tran Bao Phuong

- MSc in Economics & Business
Administration, Aalto University, Finland
Master thesis on how job-oriented employees
bring meaningfulness to there working
experience
- BSc in Business Administration, Major in
Marketing, Arcada UAS, Finland
 Objectivist: Transmission
of information
Student: Passive
recipient

Constructivist: Constructing
understanding
Student: Active meaning creator

METHODS
OF
TEACHING
 Objectivist: Transmission
of information
Student: Passive
recipient

Constructivist: Constructing
understanding
Student: Active meaning creator

METHODS
OF
TEACHING
"IT IS HELPFUL TO REMEMBER THAT
WHAT THE STUDENT DOES IS
ACTUALLY MORE IMPORTANT IN
DETERMINING WHAT IS LEARNED
THAN WHAT THE TEACHER DOES."
-T. J. SHUELL 1986 -
SKILL DEVELOPMENT

During the course, we

will work with the
following skill sets:
Critical thinking
Teamwork skills
Receiving and
giving feedback
ASSESSMENT &
GRADING

SUBMISSION
PERCENTAGE
TIME

Fri, Dec 9th, by

REFLECTION 20%
23:59
INDIVIDUAL
To be defined by
FINAL TEST 60%
Registrar's office

WEEKLY Before the next

Bonus/Minus
ASSIGNMENT class

GROUP
FINAL GROUP Sat, Dec 17th, by
20%
PRESENTATION 23:59
 Criteria for Evaluation
- Understanding of theories & literature
- Your ability to apply new knowledge to
your life and work in the future
- Depth of analysis & quality of insight

Individual
- Your writing skill

Assignment Technical Instructrion

Times New Roman font, font size 12, line
Reflection spacing 1.5
20% PDF Format - File name:
STUDENTNUMBER_FULLNAME.pdf (e.g.
012345_NguyenVanA.pdf)

Deadline
Fri, Dec 9th, by 23:59
How to have
high-grade
homework:
Students show the ability to:
Understand the
theories/literature
Use theories in the future
Learn from experience
Any kind of
collaborating on
individual
assignments is
considered cheating
=> ZERO
Final Test Technical Instructrion
(60%) To be informed
 Criteria for Evaluation
- The big picture
- Use theories as thinking tools & apply
theories to analyze
- Depth of analysis & quality of insight
- Your presentation skills

Group Information

Assignment
Groups of 5, design an assigned company
(handouts delivered in the class)

Final presentation 20% Form: Presentation (10 mins) + report (max.

20 pages) + individual contribution

Deadline
Presentation in Session 15
Slides & Report submitted on Sat, Dec 17th, by
23:59
 Criteria for Evaluation
- Answer all questions
- Deep of analysis & Quality of insights

Group Instructions
In your group, answer the questions in the

Assignment handouts delivered every week.

Bonus: 1 point/assignment; no submission =

Weekly Assignment
-0.5 points/assignment
Bonus/Minus
Use Jamboard or Post-its for this activity.

Deadline
Before the next class.
DEADLINE = The
line you will be
DEAD if you cross
All late
submissions are
FAILED and
cannot be
redeemed.
 Attendance:
Full attendance: 8 pts.
1 absent day: 5 pts.
2 absent days: 2 pts.

Active participation: Bonus points for

some class activities (to be defined in
the class) => MUST read the book to be
well-prepared

CHANCES
FOR BONUS Review Activity for each session:

POINTS 1st prize: 2 pt.

2nd prize: 1.5 pt.
3rd prize: 1 pt.
The others (correct more than
50%): 0.5 pt.
OUR 1. Attendance will be

OFFICIAL checked at any time &

many times during class.

CLASS RULES If you are not there

without prior notice to
me, it means you do not
actually attend class =>
You will be checked as
absent.
2. Deadlines are fixed. Late
submission = FAIL => No
negotiation
3. Cheating = ZERO => Don't
ever try to copy
UNDERLYING 1. Always ASK

RULES TO 2. Active participation for EVERY

session & EVERY assignment =>

ACHIEVE enhance understanding & retain

memory => by-products for your
HIGH SCORE final exam
3. Critical thinking: Always THINK
before & after you receive
information
4. Reflection: Alway RELATE and
REFLECT the reality/your own
experience on the theories you
have learned
5. Don't learn the jargons, learn the
concepts
QUESTIONS AT THIS
POINT?

 MANAGEMENT

What is Management?
1 Historical Context

Few basic
2 Three main theories
things for
today
3 Relevance today
 HISTORICAL CONTEXT

This came about as a reaction to the

Industrial Revolution (Late 1700s to late
1800s)
Industry = work
Revolution = rapid
change
PRIMARY SPARKS

Power: steam power Machinery Innovations: Transportation:

& hydropower The spinning Jenny, Railroad, steam boats,
watt steam engine, roads are being
telegraph improved by general,
communications, etc. etc.
 Farms Factories

Small shops Large companies

 Large groups working
together

People working alongside the

machinery

EMERGING
ISSUES The increasing pace of
industry
 How are we going to organize
all of this?

How are we going to

maximize productivity?

QUESTIONS
TO BE
ANSWERED How are we going to manage
all of these people?
 Max Weber

3 Bureaucracy

He described the bureaucracy

as an ideal rational form of

PRIMA organization.
=> Big picture

RY Frederick Taylor

THEO Henri Fayol

Management Principles Theory
Scientific Management

He described scientific management as a

method of scientifically finding the “one

RIES He identified five management best way to do a job.”described scientific

functions and 14 management management as a method of scientifically

principles. finding the “one best way to do a job.”

=> Managerial approach => Micro approach

BUREAUCRACY Against favoritism or
"particularism"

Standardized guidelines should

determine hiring & firing
CEO
Clear rules should govern
performance

Organizations should look like the

MANAGERS Government and the Legal System
Not traditional, family-based
leadership
Not Charisma-based leadership

WORKERS
One's authority should be tied to
the official position (s)he occupies
SCIENTIFIC A (Material) + B (Labor) = C (Product)

MANAGEMENT Apply science to work

Saw customized, self-styled work as

a serious productivity problem

Popularized Time & Motion Studies

Wanted to find the "one right way"

to do every single task
Reduce the amount of time
Reduce the number of motions
Break each task into small
steps
Standardize each step
Do all tasks the new "one
right way"
ADMINISTRATIVE Wanted more systematic principles to
train managers

SCIENCE/ Saw a noticeable lack of available

CLASSICAL management theory in his day

MANAGEMENT
Management activities:
Planning: Look ahead, chart a
course
Organizing: Select & arrange people
Commanding: Oversea, lead, drive
Coordinating: Harmonize, facilitate
Controlling: Ensure compliance
PLANNING
ORGANIZING 14 principles of management: Division
of work, Authority, Discipline, Unity of
COMMANDING
command, Unity of direction,
COORDINATING Subordination of individual interests to
CONTROLLING the general interest, Remuneration,
Centralization, Scalar chain, Order,
Equity, Stability of tenure personnel,
Initiative, Esprit de corps
COMMONALITIES &
OVERLAP

Hierarchy
Division of labor
Standardized approach to work
Centralization of authority
Separation of personal and work life
Aim at selecting the best employees
Aim at paying people fairly
RELEVANCE A classical management approach to
organizations is just one way to do things.
TODAY Many new theories and approaches are a
reaction against classical management
theory.
 COURSE
STRUCTURE
Session Topic References Assignment

1 Introduction to the course Assignment 1

Part 1 Introduction to management Textbook

2 Assignment 2
Managers and Management Chapter 1

Textbook
3 The Management Environment Assignment 3
Chapter 2

4
Part 2 Planning Textbook
Assignment 4
Foundations of Planning Chapter 5

Textbook
5 Foundations of Decision Making Assignment 5
Chapter 4

Part 3 Organizing Textbook

6 Assignment 6
Organizational Structure and Design Chapter 6

Textbook
7 Managing Human Resources Assignment 7
Chapter 7
Session Topic References Assignment

Part 4 Leading Textbook

8 Assignment 8
Understanding Groups and Managing Work Teams Chapter 10

Textbook
9 Motivating and Rewarding Employees Assignment 9
Chapter 11

Textbook
10 Leadership and Trust Assignment 10
Chapter 12

Textbook
11 Managing Communication and Information Assignment 11
Chapter 13

Part 5 Controlling Textbook

12 Assignment 12
Foundations of Controlling Chapter 14

Review all Individual

13 Group work
Readings Reflection

Review all Presentation

14 Literature Review
Readings Slides & Report

Review all
15 Group presentation No Assignment
Readings
FOR NEXT - Read:

SESSION + Chapter 1 (available on Mlearning)

- Weekly group assignment 1
Feel free to contact me if there is any
confusion:
+ Contact right after class
+ Email:
phuong.nguyentranbao@hoasen.edu.vn
Your
groupwork
kick-off
 YOUR
PROJECT First decision: decide on how you as a
group will work on the assignment?

PLANNING
STARTS
TODAY Read the assignment handout
carefully and respond to the
questions.

Draft a rough plan that ensures that

your group will get the work done
with reasonable but focused effort.
 Your project planning starts
today
TASKS WEEK 1 WEEK 2 WEEK 3 WEEK 4

GROUP FORMING - DECIDE LEADER

AGREE ON MILESTONES

DECIDE MAIN TASKS & DEADLINES

ROLE/TASKS ASSIGNMENT

ORGANIZATION SELECTION

FAMILIARIZE YOURSELVES WITH

THE LITERATURE
Please now form
your groups of 5
and start working
with the handouts

Choose your group

on M-learning