Đề cương Quản trị căn bản

1. Chapter 1: Introduction to Management

 Organization: a group of ppl working together in a specific place to
achieve the goals.

 Social: FTU, Bach Mai Hospital, WHO, UNESCO

Political: people’s committee, prison, government department
Economic: Daewoo Hotel, Women association, Vinschool, Hong Ngoc
hospital, Techcombank, Honda, pharmaceutical company, Unilever

 Common characteristics of organizations:

+ Distinct goals/purpose/mission
+ People working together/Collaboration
+ A deliberate systematic approach
+ Management and Leadership is required to run the organization

 The organization as an open system (Figure) by PETER DRUCKER

+ Inputs: Raw material, capital, technology, information, human
resources
+ Processing/Transformation: employees’ work activities, management
activities, technology & operations methods
+ Outputs: products/services, financial results, information, human
results
Eg: Inputs: in4, capital, facilities, manager, employees
Processing: technological application, management, employees’ activities
Outputs: products, profit, expansion, employees’ satisfaction
EE: competitors, government, bank
1 crisis in this period: overproduction as the suppliers didn’t care about the
demand

 MANAGERS diff from NON-MANAGERIAL EMPLOYEES

 + Managers: direct the activities of others.
+ Non-managerial employees: work directly on a job/task, no
responsibility for overseeing the work of others. (eg: team members,
associates)

 Managers: works with and through other ppl by coordinating their

work activities in order to accomplish organizational goals.

 Management: process of working with and through other ppl to

accomplish organizational goals.
Management: achievement of organizational goals by engaging in 4
major functions of PLANNING, ORGANIZING, LEADING and
CONTROLLING. (POLC)

1. Setting
2. Strategies (?)
3. ?
4. ?
5. ?
6. Influencing
7. Behavior
8. Monitoring/evaluating
9. ?
10.Goals
 1. Outcome/result/end
2. Goals
3. Thing
4. Method/means/technique
5. Waste/amount
6. Things
Bonus: When a leader wins in a battle, he achieves the effectiveness, but the
number of soldiers died and weapons he used refer to the efficiency.
 Levels of management:
4 levels of management: 3 levels of managers, 1 level of non-managerial
employees (operational-level staff)

1. Top managers:
 Set up long-term/long-range goals/plans
 Evaluate the overall performance of all departments
 Select key personnel

2. Middle managers:
 They are considered as the links bw top and first-line managers
 Set up mid-term goals and plans, prepare strategic plans for top
managers to review.
 Evaluate the performance of their departments.
 3. First-line managers:
 Set up short-term goals & plans
 Supervise daily operations and day-to-day activities
 Work directly with non-managerial employees

Henry Mintzberg: manager’s job described by 10 roles in 3 categories

Interpersonal Figurehead (Người đại diện) Sign contract
Roles (developing Leader Motivate employees
and maintaining
positive Send & receive emails and
Liaison (Người liên lạc/đầu mối)
relationships w/ letters
significant others)
Informational Monitor (Người thu thập thông Attend a conference
Roles (receiving tin)
and transmitting Hold meetings w/
Disseminator (Người phổ biến)
in4 so that employees
managers can
serve as the nerve Appear on TV to answer
Spokesperson (Phát ngôn viên)
centers of their questions
org. units.
Entrepreneur (Người khởi
Set up goals & strategies
Decisional Roles xướng)
(making choices Disturbance Handler Deal with loss
that affect the Resource Allocator Recruit employees
organization) Discuss w/ labor union on
Negotiator
salary

 Managerial skills:
+ Technical skills (kĩ năng chuyên môn): reflect both an understanding of
and a proficiency in a specified field
+ Human skills:
 Refer to a manager’s competencies to work well with others, both
as a group member and a leader.
 The ability to lead, motivate, and communicate effectively with
others
+ Conceptual skills:
 visualize the organization as a whole, recognize interrelationships
among organizational parts
 understand how the organization fits into wider context of
industry, community and world
2. Chapter 2: A brief history of management’s roots
 Early management:
+ PHILOSOPHY:
 Confucins: Ethics
 Mencius: Ethics + People: centric
 Xunzi: Laws + Ethics
 Hanfei: Laws + Strategies/Tactics + P.P.
+ Pyramid, The Great Wall of China

 Capitalism: CNTB (chiếm hữu nô lệ,..)

 Development of Major Management Theories

1776: Adam Smith: division of labor/ job specialization
18th century: Industrial revolution
Nhà máy mở rộng  nhu cầu management  management becomes science
itself
1901: scientific management (Frederick W. Taylor): 4 principles, improve worker
efficiency “1 best way to do a job”
General administrative (Max Weber + Henri Fayol): 5 functions + 14 principles,
bureaucracy: ideal rational form of organization
1930s: Behavioral Approach
 The Hawthorne Studies: study whether working condition affects
productivity
Elton Mayo: the lights don’t affect productivity, but glued pressures & supervision
do  start thinking about feeling of workers & working conditions  care more
about behavioral approach
1. Lower
2. Higher
3. Motivator
4. X ppl: negative, Y ppl: positive
5. X: supervise, direct, make them become afraid, Y: praise, reward,
promotion, power to advance, reach full potential
Stick & carrot story (applied to donkey)
Self-actualization Have more achievement, have gud marks
Esteem Have job promotion, have more power
Love and belonging Want to be friend w/ other students, get married
(social)
Safety needs Want to wear helmet, buy insurance
Psychological needs Need a short break, have a meal

1940s: Quantitative Approaches

Robert McNamara: both successful & unsuccessful

Contemporary Approach:
 Process Approach (POLC – Harold Koontz)
 Systematic Approach (model of Peter Drucker: open system)
 Theory Z (William Ouchi: mixed bw Japan & America to increase managerial
effectiveness)

3. Chapter 3: The management environment

- Internal: strengths & weaknesses
- External: opportunities & threats (SWOT analysis)
+ General environment: PESTEL
+ Industry environment: 5 forces of Competition
4. Chapter 4: Foundations of Decision Making

1. Option
2. Process
3. Choosing/selecting
4. Options
5. Problems
6. Gap/difference/distance

- 2 types of problems:
+ Structured problem: straightforward, familiar, easily defined problem
+ Unstructured problem: new, unusual problem with ambiguous or
incomplete information.
- 2 types of decisions:
+ Programmed decisions: repetitive decision, handled using a routine
approach
 + Nonprogrammed decisions: unique, nonrecurring decision; requires a
custom-made solution
- Programmed decisions deal with structured problems
Nonprogrammed decisions deal with unstructured problems

- Decision-making process: 8 steps

- Models of managerial decision making:

+ Rational model: dùng lí trí, your brain, mind to think & make decisions
carefully
+ Non-rational model:
 Bounded rational model: limited ability  satisfice: adopt first
satisfactory option, not the optimal solution. Not aiming for
perfection, choose the outcome that meets the minimum
requirements to achieve the goal.
  Intuitive model: dùng con tim, cảm xúc (experience, feeling,
accumulated judgment)

- Top managers will be more responsible for unstructured problems and

nonprogrammed decisions
- Lower managers will be more responsible for structured problems and
programmed decisions

- Programmed decision-making aids: policy, procedure, rule