1. What is management? Is it an art or a science ? Why?

- Management is the process of using organizational resources to achieve

organizational objectives through the functions of planning, organizing and
staffing, leading, and controlling.
- Management is both an art and a science. It is considered a science because it
has an organized body of knowledge containing certain universal truths. When
we talk about science, it deals with lots of principles and universally accepted
truths. It is a systematic body of knowledge that deals with observations and
experimentation. It is called an art because managing requires certain skills
which are personal possessions of managers. Art implies the practical
implementation of knowledge and skills to accomplish the required targets. The
theoretical knowledge can be achieved via educational courses, research, or
practice. Art involves using this knowledge in real-life using a person’s own
creativity and innovation.

2. What do you think makes a good manager? What qualities are the most
important for a good manager?
A good manager possesses several important qualities that contribute to their
effectiveness in leading a team. They are great communicators, active listeners, and
amazing supporters. Some of the most crucial qualities for a good manager include:
- Decision-Making Skills: A good manager has the ability to make informed
decisions, taking into account relevant data, input from team members, and the
overall impact on the organization. They are analytical, confident, and
comfortable taking risks when necessary.
- Leadership Skills: Effective managers demonstrate strong leadership skills,
inspiring their team members through their actions, words, and decision-
making. They set a clear vision, motivate their team, and guide them towards
achieving their goals.
- Effective Communication: A good manager is an excellent communicator.
They should be able to clearly articulate expectations, provide feedback,
actively listen to their employees, and resolve conflicts through open and
honest conversations.

3. What are the roles of a manager in a company?

- Forecasting and planning, analyzing, leading, making decisions and reviewing
- Set objectives: decide what these should be and how the organization can
achieve them
- Managers organize: how the resources of the company are to be used, how the
work is to be classified and divided, select people for the jobs to be done.
 - motivate and communicate effectively, to get people to work as a team:
communicating effectively with all levels of the organization- their superiors,
colleagues, and subordinates, social skills.
- Develop people, including themselves, making people more productive, and to
grow as human beings

4. State the main levels of management? Give examples?

- Top-level managers are responsible for controlling and overseeing the entire
organization. Ex: board of directors and the chief executive or managing
director
- Middle-level managers are responsible for executing organizational plans
which comply with the company’s policies. They act as an intermediary
between top-level and low-level management. Ex: branch and departmental
managers
- Low-level managers focus on the execution of tasks and deliverables, serving
as role models for the employees they supervise. Ex: supervisors, foremen,
section officers, superintendents

5. What do you think would be the best ways to learn to become an international
manager?
Becoming an international manager is a challenging endeavor that requires a
combination of knowledge, skills, and experiences
- Gain international experience: Actively seek opportunities to gain international
exposure. This can include studying abroad, participating in international
internships, or working on global projects. Experiencing different cultures,
languages, and business practices will help broaden your perspective and
develop your cross-cultural competency.
- Develop language skills: Learning foreign languages can greatly enhance your
ability to communicate and build relationships with international partners and
stakeholders. Focus on languages that are relevant to your target markets and
regularly practice speaking, reading, and writing in those languages.
- Develop leadership skills: International managers need strong leadership
qualities to guide global teams and achieve organizational objectives. Focus on
developing skills such as strategic thinking, communication, critical thinking,
problem-solving, and decision-making. Seek leadership roles in diverse
projects or organizations to gain practical experience.

6. What do you know about management development in different countries? Is

it very difficult ? Why?
Management development can vary significantly across different countries due
to cultural, economic, and political factors. It can be very challenging because it
involves understanding and adapting to various business practices, organizational
 structures, and leadership styles prevalent in different regions.For that reason, it can
be very difficult for to become manager in different country because:

- Cultural Differences: Cultural norms and values influence management

practices. Approaches to leadership, decision-making, communication, and
hierarchy can vary greatly across countries. Understanding and adapting to
these cultural differences can be challenging for managers.
- Language Barriers: Language barriers can pose challenges when it comes to
training and developing managers. Communication is key in effective
management, and overcoming language differences can take extra effort and
resources.
- Legal and Regulatory Environment: Each country has its own unique legal and
regulatory framework that affects management practices, including employee
rights, labor laws, and business regulations. Navigating these complex systems
can be demanding for managers.

QUESTIONS
7. The phrase: “Thinking global, acting
local” is often quoted. What does it mean to
you? What kinds of challenges does a
company have to cope with in the global
market?
8. What is planning?
9. What is the main function of strategic
planning?
ANSWERS
● "Thinking global" means considering the larger
global context, including trends, opportunities, and
challenges that go beyond national boundaries.
● "Acting local" refers to tailoring strategies,
products, and services to meet the specific needs
and preferences of local markets.
● The phrase reflects the idea that organizations need
to have a global mindset and awareness of the
broader context in which they operate while
adapting their strategies and operations to suit
specific local markets or conditions.
Planning is the process of making a specific plan to
achieve a goal. It involves thinking ahead, considering
various probabilities, and drawing a roadmap to make
decisions.
It is an essential process in every aspect of our lives, from
personal work, business, to making a vacation plan and so
on. It helps people to set a clear goal, saving their time and
effort to achieve their desired goals.
The main function of strategic planning is to define the
long-term direction and goals of an organization and
determine the best approach to achieve them.

10. What is the role of tactical planning?
11. What are tactical plans based on?
12. What does operational planning
identify?
13. What are the elements of planning?
14. What does the planner have to do?
15. What does defining the present situation Defining the present situation involves assessing and
Strategic planning helps organizations make informed
decisions, allocate resources effectively, and adapt to
changing environments. It involves assessing the internal
and external factors affecting the organization, setting
strategies to solve these problems, and monitoring
progress.
It is really important because it enables businesses to
improve performance, gain a competitive advantage, and
achieve sustainable success.
The role of tactical planning is to translate the strategic
goals and objectives defined in the strategic planning
process into specific actions and plans that can be executed
in the short to medium term.
It focuses on the details of how the strategic goals will be
achieved and involves making operational decisions to
support the overall strategy of the company.
They are based on the strategic plan and served as a
bridge between the strategic level and operational level of
an organization.
Operational planning identifies and addresses the
specific activities, tasks, and processes required to
achieve the tactical goals and objectives of an
organization. It focuses on the day-to-day operations and
provides detailed plans for the execution of tasks at the
operational level.
● Vision: The goals and objectives of the planning
progress. They must be clear so that the planners
know what to follow and do not be distracted.
● Analysis: It involves gathering relevant information,
and analyzing internal and external factors to make
decisions.
● Timeline: making sure the progress is on time to
ensure the final results
● Feedback and learning: receive feedback and review
again to learn from mistakes
A planner is responsible for performing several key tasks,
fulfilling certain responsibilities, and evaluating the
performance to ensure an effective planning process.
He/She also needs to communicate with everyone in the
team in order to get everything on track
include? understanding the current state or context in which the
planning process is taking place. It involves assessing the
internal and external factors that may affect the current
situation or assessing the current performance of the
company (such as SWOT technique)
16. What are contingency plans often Contingency plans are often developed to prepare for and
developed? respond to unexpected events or situations that may
disrupt regular operations or hinder the achievement of
planned goals. They consist of risk management such as
financial stability, company safety, or project
management…

17. What does an action plan consist of?
An action plan consists of a series of specific steps or tasks
that need to be taken to achieve a particular goal or
objective. It provides a detailed roadmap for implementing
a plan or strategy, outlining the actions, responsibilities,
timelines, and resources required.

19. In reality, what decisions do executives make?

- Strategic Planning: Executives make decisions related to market positioning,
competitive strategies, expansion plans, and resource allocation to guide the
company's growth and success.
- Resource Allocation: Executives make decisions about how to allocate
resources such as budget, personnel, and technology across different
departments, projects, and initiatives. They prioritize investments, determine
budget allocations, and ensure resources are utilized effectively and in
alignment with strategic objectives.
- Organizational Structure and Design: Executives determine reporting
relationships, departmental divisions, and the allocation of decision-making
authority. They also make choices about the size and composition of teams and
departments, as well as the overall organizational culture.
- Financial Decision-Making: Executives make decisions related to financial
management, including budgeting, investment strategies, capital allocation, and
financial risk management. They assess financial performance, evaluate
investment opportunities, and make decisions to optimize the organization's
financial health and sustainability.
- Risk Management: Executives make decisions to identify, assess, and mitigate
risks that may impact the organization. They evaluate potential risks and
uncertainties, develop risk management strategies, and make decisions to
minimize or mitigate those risks. This includes decisions related to
cybersecurity, regulatory compliance, operational risks, and crisis management.
 - Stakeholder Management: Executives make decisions to manage
relationships with various stakeholders, including shareholders, customers,
suppliers, and the broader community. They make decisions related to
corporate social responsibility, public relations, and maintaining positive
stakeholder relationships.

20. What are the good points of learning how to make decision?
- Saving time and making better use of resources: When individuals possess
strong decision-making skills, they can evaluate options, weigh pros and cons,
and make informed choices more swiftly. This efficiency leads to increased
productivity and effective utilization of resources.
- Confidence booster: When individuals are equipped with decision-making
skills, they feel more empowered to take charge of their lives and navigate
through various situations.
- Better adaptability: By being able to assess different alternatives and make
informed choices, individuals become more adaptable to new circumstances.
They can adjust their strategies and plans to align with evolving situations,
enabling them to thrive in dynamic environments.
- Improved Problem-Solving: Decision-making skills enable individuals to
analyze complex situations, identify problems, and develop appropriate
solutions -> enhance their problem-solving abilities and find effective
resolutions to challenges they encounter.
- Personal Growth: it encourages individuals to think critically, weigh different
perspectives, and consider the potential outcomes of their choices. This
reflective process allows individuals to gain self-awareness, learn from their
experiences, and continually improve their decision-making abilities.

21. What is the basic purpose of making a decision?

- We make numerous decisions every day and our decisions may range from
routine, every-day types of decisions to those decisions which will have far
reaching impacts.
The basic purpose of making a decision is to choose a course of action or select
an option among alternatives. Decision-making serves the fundamental
function of resolving uncertainty or making a choice when faced with various
possibilities. The purpose of making decisions is to move forward, solve
problems, achieve goals, and bring about desired outcomes.

22. What is the first step in problem solving and decision making?
- Specify the problem – a first step to solving a problem is to identify it as
specifically as possible. It involves evaluating the present state and
 determining how it differs from the goal state. In this step, you are required to
be aware of the situation and understand that actions need to be taken.

23. What do you do to diagnose a problem properly?

- Gather Information: This may involve collecting data, examining reports or
documents, conducting interviews, or observing the situation firsthand. The
goal is to obtain a comprehensive and accurate understanding of the problem.
- Define the Problem: Clearly define the problem by identifying its symptoms,
underlying causes, and the impact it has on individuals or the organization.
This step involves breaking down the problem into specific components and
understanding its scope and boundaries.
- Analyze the Root Causes: Dig deeper into the problem to identify its root
causes. Look beyond the surface-level symptoms and explore the underlying
factors that contribute to the issue. This may involve analyzing data,
conducting root cause analysis, using problem-solving techniques, or seeking
input from subject matter experts.
- Generate Hypotheses: Based on the information gathered and the analysis
conducted, develop hypotheses or potential explanations for the problem.
These hypotheses should align with the identified root causes and provide
insights into why the problem exists.
- Test and Validate Hypotheses: Design and implement tests or experiments to
validate the hypotheses. This may involve conducting further research,
performing simulations, or implementing small-scale interventions. The aim is
to gather evidence and data to support or refute the hypotheses.
- Identify Solutions: Once the problem is properly diagnosed, explore possible
solutions or strategies to address it. Consider various options, evaluate their
feasibility, and assess their potential effectiveness in solving the problem.

24. What is difference between good and mediocre decision makers?

GOOD DECISION MAKER BAD DECISION MAKER

● Past data ● Emotion

● Present evidence
● Facts: Subjective input can be
helpful but should never drive
decisions.
● Informed opinions: Trusted
colleagues, those who study the
same data but experience it
● Uninformed opinions: As Dalio
puts it, “Opinions are a dime a
dozen and nearly everyone will
share theirs with you. Many will
state them as if they are fact.”
● Bias confirming opinions:
“Opinions are especially deadly
 through a different lens.
● Time allowance: Emotion acts
quickly. Reason takes time.
when an inferior opinion confirms
your own bias.”
● Single data points: Cherry picking
a single point on the curve or
interaction and not looking at the
whole scope or relationship.
● Deciding too quickly

25. What is a problem some managers have in choosing an alternative?

- The fear of making the wrong choice: a poor decision can cause many
drawbacks to the organisation, this can lead to a reluctance to take risks or
make decisions, resulting in a tendency to stick with the current status
- Cognitive biases: managers may unintentionally choose the options that
familiar with their preconceived notions or their first impressions and
disregarding objective analysis
- Resource constraints: limited budget, time, or human resources can restrict the
range of options available

26. What is the role of evaluating and controlling decisions?

- Determine whether the chosen alternative achieved the desired outcomes, or if
any adjustments are needed
- Allow managers to learn from past decisions, identifying strengths and
weaknesses to enhance future decision-making
- Identify potential risks and challenges associated with decisions, allow
managers to address them and avoid negative consequences

27. What is managerial planning? Why is it important? What are steps in

planning?
Definition
Management planning is the process of assessing an organisation's goals and creating
a realistic, detailed plan of action for meeting those goals (trong slide ghi vậy)

Managerial planning is important because it:

- Provides a roadmap for achieving organisational goals and objectives
- Allows managers to forecast and prepare for future uncertainties and changes
- Allocates budget, human, and other resources efficiently, ensuring their
optimum utilisation and minimising waste.
Steps in planning: (trong slide ghi dị…)
- Define the Present Situation
- Establish Goals and Objectives
- Analyse the environment to Forecast Aids and barriers to Goals and Objectives
- Develop Action Plans to Reach Goals and Objectives
- Develop Budgets
- Planning usually results in action plans that require money to implement.
- Implement the Plans
- Control the Plans
- Make contingency Plan

28. What is strategic planning? What are the strategic planning steps? Who
should be involved in the planning process?

A strategic plan outlines the long-term goals and objectives of an organisation. It sets
the overall direction and vision, often spanning several years. Strategic plans help an
organisation allocate resources and prioritise initiatives that align with its mission.
They involve high-level decision making and are designed to guide the organisation's
growth, expansion, and major decisions. (slide ghi dị)

Strategic planning involves the following key steps:

1. Vision and Mission: Define the organisation's desired future state and purpose.
2. Environmental Analysis: Assess the internal and external factors that may impact
the organisation.
3. Goal Setting: Establish specific, measurable, achievable, relevant, and time-bound
(SMART) goals.
4. Strategy Formulation: Develop strategies to achieve the goals and address
challenges.
5. Action Planning: Create detailed plans with timelines, resources, and
responsibilities.
6. Resource Allocation: Determine how resources will be allocated to support the
strategies.
7. Implementation: Execute the plans and initiatives.
8. Monitoring and Evaluation: Continuously track progress, evaluate results, and make
adjustments as needed.
9. Communication and Alignment: Share the strategic goals and updates with
stakeholders.

The planning process should involve: (toi nghĩ 2 cái đầu nên ghi…, còn lại khôm bíc)
1. Executives and top management
2. Departmental managers
3. Cross-functional teams
4. Subject matter experts
5. Employee representatives
6. Board of Directors or Advisory Board

29. What are Programmed decisions? Give an example? What are the main types
of programmed decisions?

Definition
Programmed decisions are routine, repetitive decisions that can be made using
predetermined rules, procedures, or guidelines

Example
Leave Approval: Many companies have policies and procedures in place for granting
employee leave requests. These policies may outline factors such as staffing
requirements, notice periods, and limits on concurrent leave. Managers can make
programmed decisions based on these guidelines when considering leave requests.

Main types
- Operational Decisions: These decisions are routine and directly related to day-
to-day operations

- Administrative Decisions: These decisions involve administrative or

managerial functions and are often related to policy implementation and
organisational planning

30. What are Non-Programmed Decisions? Give an example? What are the main
types of non-programmed decisions? State the main differences between the
Programmed Decisions and Non-Programmed Decisions?

Definition
Non-programmed decisions are decisions that are unique, novel, and unstructured,
requiring a customised approach for resolution. These decisions are usually complex
and don't have pre-established guidelines or routines to follow (slide ghi dị)
Example
Crisis Management: Dealing with unexpected crises or emergencies that require
immediate response and decision-making. Examples include natural disasters, product
recalls, or cybersecurity breaches. These decisions often involve assessing risks,
coordinating resources, and making critical choices under pressure.

Main types of non-programmed decisions

- Crisis Management Decisions: Crisis management decisions are made in
response to unexpected and disruptive events that pose a threat to an
organisation's operations, reputation, or stakeholders.
- Personnel Decisions: Decisions regarding hiring, promotions, and talent
management that go beyond routine procedures.

Main differences between the Programmed Decisions and Non-Programmed

Decisions
Non-programmed decisions are decisions that are unique, novel, and unstructured,
requiring a customised approach for resolution. These decisions are usually complex
and don't have pre-established
guidelines or routines to follow.

Unlike programmed decisions, which are routine and repetitive in nature and can be
addressed using predefined rules or procedures, non-programmed decisions are
characterised by uncertainty, ambiguity, and the need for careful analysis

From slide quýt lớp