QUẢN TRỊ HỌC

2024
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
LÊ VIỆT HƯNG
Bô môn Quản trị chiến lược
Khoa Quản trị
Trường Đại học Kinh tế TP. Hồ Chí Minh
E-mail: hunglv@ueh.edu.vn

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 3
whole or in part.
 4

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 5
whole or in part.
 CHAPTER 1

Innovative Management for

Turbulent Times

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Learning Outcomes
 Describe the four management functions and the type of management activity
associated with each.
 Explain the difference between efficiency and effectiveness and their
importance for organizational performance.
 Describe conceptual, human, and technical skills and their relevance for
managers.
 Describe management types and the horizontal and vertical differences
between them.
 Define ten roles that managers perform in organizations.
 Appreciate the manager’s role in small businesses and nonprofit
organizations.
 Understand the personal challenges involved in becoming a new manager.
 Discuss characteristics of the new workplace and the new management
competencies needed to deal with today’s turbulent environment.

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
7
 Why Innovative
Management Matters*
 Innovation is the new imperative
 Organizations cannot survive long term without
innovation
 Companies like Facebook are always investing in
new ideas
 Innovation should be a part of products, processes,
people, and values

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
8
 The Definition of Management*
 Management is the attainment of organizational
goals in an effective and efficient manner through
planning, organizing, leading, and controlling
organizational resources
Managers get things done through the organization
Create right systems and environment
Organizations need good managers

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
9
 1.1 - What Do Managers Do?

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
10
 1.2 - The Process of Management*

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
11
 Organizational Performance*
 Organization: Social entity that is goal directed and
deliberately structured
 Organizational effectiveness: Providing a product
or service that customers value
 Organizational efficiency: Refers to the amount of
resources used to achieve an organizational goal

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
12
 Management Skills*
 Three categories of skills: conceptual, human,
technical
 The degree of the skills may vary but all managers
must possess the skills
 The application of management skills change as
managers move up the hierarchy

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
13
 1.3 - Relationship of
Skills to Management

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
14
 When Skills Fail
 Missteps and unethical behavior have been in the news
 During turbulent times, managers must apply their skills
 Common management failures:
 Not listening to customers
 Misinterpreting signals from marketplace
 Not building teams
 Inability to execute strategies
 Failure to comprehend and adapt to change
 Poor communication and interpersonal skills

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
15
 1.5 - Top Causes of
Manager Failure

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
16
 *Management Types: Vertical
 Top managers: Responsible for the entire
organization
 Middle managers: Responsible for business units
 First-line managers: Responsible for production of
goods and services

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
17
 Management Types: Horizontal
 Functional managers: Responsible for departments
that perform specific tasks
 General managers: Responsible for several
departments
 Project managers: Responsible for misinterpreting
signals

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
18
 1.6 - Management Levels

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
19
 Making the Leap: Becoming
a New Manager
 Organizations often promote star performers to
management
 Becoming a manager is a transformation
Move from being a doer to a coordinator
 Many new managers expect more freedom to make
changes
 Successful managers build teams and networks
 Many make the transformation in a “trial by fire”

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
20
 1.7 - Making the Leap from Individual
Performer to Manager

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
21
 Do You Really Want
to Be a Manager?
 The increased workload
 The challenge of supervising former peers
 The headache of responsibility for other people
 Being caught in the middle

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
22
 Manager Activities*
 Adventures in multitasking
Activity characterized by variety, fragmentation, and
brevity
Less than nine minutes on most activities
Managers shift gears quickly
 Life on speed dial
Work at unrelenting pace
Interrupted by disturbances
Always working (catching up)

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
23
 Manager Roles*
 Role: Set expectations for a manager’s behavior
 Every role undertaken by a manager accomplishes
the functions of:
Planning
Organizing
Leading
Controlling

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
24
 1.8 - Ten Manager Roles

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
25
 Manager Roles
 Manager roles are important to understand but they
are not discrete activities
 Management cannot be practiced as independent
parts
 Managers need time to plan and think

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
26
 1.9 - Hierarchical Levels and
Importance of Leader and Liaison Roles

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
27
 Managing in Small Business and
Nonprofit Organizations*
 Small businesses are growing
Inadequate management skills is a threat
The roles for small business managers differ
Entrepreneurs must promote the business
 Nonprofits need management talent
Apply the four functions of management to make
social impact
More focus on keeping costs low
Need to measure intangibles like “improving public
health”
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
28
 Innovative Management for
the New Workplace*
 Rapid environmental shifts:
Technology
Globalization
Shifting social values
 In the new workplace, work is
free-flowing and flexible
Success depends on innovation and continuous
improvement

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
29
 1.10 – State-of-the-Art Management
Competencies for Today’s World

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
30
 New Management Competencies
 Collaboration across functions, levels, customers,
and companies
 Experimentation and learning are key values
 Knowledge and information sharing

More challenges and changes are on the horizon!

This is an exciting time in management.

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
31
 Làm thế nào để nhân
viên của minh muốn
làm điều mình muốn

TỪ CHỈ HUY => LÃNH ĐẠO

Khách hàng
Người thực sự hưởng nỗ lực của tổ chức

Phục vụ
Nhân viên vận hành trực tiếp
Công việc trực tiếp ảnh hưởng sự thỏa mãn khách hàng

Hỗ trợ
Lãnh đạo nhóm và quản trị viên
Giúp đỡ nhân viên vận hành thực hiện
công việc và giải quyết vấn đề

Hỗ trợ
Quản trị viên cấp cao
Duy trì rõ
sứ mệnh và
chiến lược
tổ chức

Làm thế nào để thực

hiện mục tiêu bằng và
thông qua nhân viên

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 TIÊU CHÍ ĐÁNH GIÁ THỰC HIỆN HOẠT ĐỘNG

 Năng suất thực hiện hoạt động thông qua gắn

kết nhân viên với công việc để đạt mục tiêu.

KHÁCH HÀNG  Hỗ trợ tốt người nhân viên đạt được kết quả

 Mang lại sự thỏa mãn cao cho nhân viên

 Xây dựng tổ chức có chất lượng đời sống công

việc cao.

CÔNG TY ĐỐI THỦ

“Năng suất thực hiện và chất lượng cuộc sống
công việc là thước đo đánh giá hiệu quả của nhà
lãnh đạo.”

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 MÔ HÌNH TỔ CHỨC MỚI

CHIẾN LƯỢC

VĂN HÓA
ĐỘI

CH
ẤT

I
ĐỔ NGUỒN
LƯ
AY
Ợ
NHÂN LỰC NG
TH

LÃNH ĐẠO
LIÊN KẾT NĂNG
NANG SUẤT
SUAT

TỔ CHỨC

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.