1 Chapter

Introduction to
Management
Do Huong Giang (PhD)
Faculty of Business Administration
Phone: 0936861192
Email: huonggiang@ftu.edu.vn

Copyright ©2011 Pearson

Education, Inc. Publishing as
Prentice Hall.
 What is an organization?
• Organization
– A deliberate arrangement of people brought together
to accomplish a specific purpose.
• Common Characteristics of Organizations
– Distinct ________
– _______ working together
– A deliberate systematic _______

Copyright ©2011 Pearson

Education, Inc. Publishing as 1-4
Prentice Hall.
Copyright ©2011 Pearson
Education, Inc. Publishing as 1-5
Prentice Hall.
 How Are Managers Different from
Nonmanagerial Employees?
• Non-managerial Employees
– People who work directly on a job or task and have no
responsibility for overseeing the work of others.
– Examples, associates, team members
• Managers
– Individuals in organizations who direct the activities of
others.

Copyright ©2011 Pearson

Education, Inc. Publishing as 1-6
Prentice Hall.
What is management?

 Management is the _____ of working

with ____ and resources to
accomplish organizational _____.

 Management is the achievement of

organizational goals by engaging in the
four major functions of _____,
_____, _____ and ______.

PRINCIPLES OF MANAGEMENT
 Management Process

Planning Organizing Leading Controlling

Achieve-
The process of
The process ofThe process of _________ ment of
_______ and ________ organisational
The process of _________ others to organisa-
activities so
________ goals human and engage in the that ______ tional
and deciding non-human work ________ performance
_______to ________ so necessary to conforms to goals
achieve them. that plans can reach expected
be carried out organisational
organisational
standards and
successfully. goals. ______.

Delivering Building a Mobilising Learning and

strategic dynamic people changing
values organisation
PRINCIPLES OF MANAGEMENT
Levels of Management
 Top Management
 Develops and reviews _____ plans and
strategies
 Evaluates _____ performance of ______
departments and ensures cooperation
 Involved in selection of _____ personnel
 Consults subordinate managers on subjects or
problems of general scope.

PRINCIPLES OF MANAGEMENT
Level of Management
 Middle Management
 Makes _______ plans and prepares _____ plans
for review by top management;
Establishes ________ policies;
_____ subordinates on production, personnel or
other problems
 _____ and ______ personnel.

 Evaluate ______ _______ to determine capability

and readiness for promotion

PRINCIPLES OF MANAGEMENT
Level of Management
 First-line management

 Makes detailed, _______ operating plans

 Reviews performance of subordinates
 Supervises ______ operations
 Makes _____ task assignments
 Maintains ____contact with operative
employees

PRINCIPLES OF MANAGEMENT
Copyright ©2011 Pearson
Education, Inc. Publishing as 1-17
Prentice Hall.
 Managerial Skills

 Technical skills
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
 visualise the organisation as a whole,
 recognise interrelationships among organisational
parts, and
 understand how the organisation fits into wider
context of industry, community and world.

PRINCIPLES OF MANAGEMENT
HUMAN SKILLS
Use of key managerial skills at different
levels of management
Technical Human Conceptual
skills skills skills

Top

Managers

Middle
Managers

First-line
Managers

PRINCIPLES OF MANAGEMENT
 Managerial Roles
…making choices that affect
the organisation
Decisional Roles • Entrepreneurial •
Disturbance handler •
Resource allocator •
Negotiator

Interpersonal Roles Informational Roles

… developing and maintaining positive …receiving and transmitting information
relationships with significant others. so that managers can serve as the nerve
• Figurehead centers of their org. units.
• Leader • Monitor
• Liaison • Disseminator
• Spokesperson

PRINCIPLES OF MANAGEMENT
 INTERPERSONAL ROLES
- Figurehead (người đại diện)
This role refers to the responsibility as a
manager to perform tasks related to social,
symbolic or legal matters. In these
situations, you are not making decisions
but serving as a representative of the
organization.

- Leader (vai trò lãnh đạo)

The leader managerial role refers to your
duty as a manager to oversee the
performance of your staff. Some of your
duties in this role include providing
guidance, developing and motivating staff
and performing evaluations.

- Liaison (vai trò đầu mối liên lạc với bên

ngoài)
In the liaison role, you create and maintain
internal and external relationships. You
serve as a connection between different
groups of people to ensure work runs
smoothly.
 INFORMATIONAL ROLES
Mornitor (người theo dõi thông tin)
In the monitor role, you seek information
related to your organization, such as
potentially impactful industry changes,
includes both internal and external
sources

Disseminator (người truyền tin)

As a disseminator, you receive messages
from internal and external sources that
you convey to the appropriate individuals.
You can transmit this information in both
verbal and written formats.

Spokesperson (người phát ngôn)

In the spokesperson role, you represent
your organization and convey
information, such as goals or policies, to
external stakeholders
 DECISIONAL ROLES
Entrepreneur (người khởi xướng)
The entrepreneur role involves responsibilities related to
organizing and running business processes. These
responsibilities may include solving problems and developing
and implementing new ideas or strategies.

Disturbance-handler (Người xử lý xáo trộn)

When your organization or team faces unexpected challenges,
you take the role of a disturbance handler to help manage the
issue. These challenges can be both external or internal.

Resource-allocator (người phân bổ nguồn lực)

You are responsible for managing and distributing resources.
You make the decisions on how those materials will best be
used or applied throughout the organization or team.

Negotiator (Người đàm phán)

You participate in or direct negotiation situations. These
negotiations may occur with external parties, where you will
represent the interests of your organization. You may also host
negotiations with internal parties, such as other departments or
your team members
Copyright ©2011 Pearson
Education, Inc. Publishing as 1-31
Prentice Hall.