Chapter 1: Introduction of management
Paradigm:
1.1 Management
Management competencies
( managerial task)
1.1.2 Functions of management
Leading
- Influencing
- Encouraging
- Guiding, motivating
Establish and
- Supervising employee + Established objective ( standards) + Making adjustments
Controlling
1.2.1. Definition of manager
From individual identity To manager identity
- Specialist: performs specific - Generalist; coordinates diverse
tasks tasks
- Get things done through own - Gets things done through others
efforts - A network builder
- An individual actor - Works in highly interdependent
- Works relatively independently manner
“ interdependent= mutual dependence”
Chapter 3,4
1. Lý thuyết: Giới thiệu về công ty
2. Thực tế, thực trạng
3. Discussion and recognization, quan điểm nhóm về vde đó, bài học nhóm rút ra.
1.2.2. Managerial roles
Interpersonal Informational Decisional
Figurehead Monitor Entrepreneur
Perform ceremonial and - Seek and receive Search for opportunities
symbolic duties information and intimate new project
Leader - Maintain personal contact and idea.
- Direct and motivate Disseminator Disturbance
- Train, counsel, Forward information within handler( handle
communicate organization disturbance… disturb)
Liaison Spokesperson Resolve conflicts
Links information flow inside Transmit information to Resource allocator
and outside. outsider Set schedule, budget,
priorities.
Negotiator
Represent team’s/
department’s/
organization’s interest
1.2.3. Management levels and skills
Top managers ( responsible for the entire organization)
- Task:
+ Making decisions
+ Communicating a shared vision for the organization.
+ Nurturing entrepreurial spirit that helps the company innovate and keep pace with rapid
changes
+ Emphasizing on long-term visions and objectives.
+ Shaping corporate culture
Middle managers ( vdu : truong khoa)
First-line managers: Who are directly responsible for the production of goods and
services.
Tasks:
+ Application of rules and procedures to achieve efficient production
+ Provide technical assistance
+ Motivate subordinates
+ Short time horizon: Emphasizing on accomplishing day-to-day goals.
Top-manager
14%
22% Controlling
Planning
Organizing
Leading
28%
36%
Technical skills:
- The understanding and proficiency in performing specific tasks.
- Includes mastery of methods, techniques, and equipment involved in specific
function ( engineering, manufacturing, finance….)
Human skills:
- The ability to work with and through other people and to work effectively as a group
member.
- Demonstrates as motivating, facilitating, coordinating, leading, communicating, and
resolving conflicts.
More:
( Emotional intelligence: EQ: understand my own emotion, and use it. Understand other
emotion and control, use other’s emotion.
Have to control emotion.)
Conceptual skills: ( who can see the whole problems and deeply/ thoroughly understand the
problems.) This is the most difficult skill in these 3 skills.
Skill practice.
- The cognitive capability to observe the organization as a whole and its members’
interrelationship.
- The ability to think strategically (take the broad, long-term view) and to identify,
evaluate, and solve complex problems.
Different requirement of skills needed at each managerial level
Top manager : Need more conceptual skills ( 60%)>>> Interpersonal (30%)>> technical(10%)
Middle managers: Conceptual skills (33%)>>> Interpersonal (33%)>> Technical (33%)
Lower-higher manager: Conceptual (10%)>> Interpersonal (30%)>> Technical (60%).
Management skills= Theory+ Practice
1.3. Organizational environment.
1.3.1 External environment
General environment
ECONOMY.
GDP/GNP
Inflation
Interest rate
Foreign exchange
Tax
LEGAL-POLITICAL
Stability in policies, regulations and legal conditions ( both domestical and international
level)
Related governance law and regulation of business, and commercial treaties and
agreement.
International and regional institutions.
SOCIOCULTURAL
Demographics.
Lifestyles, ethical and social standards, culture values.
Customs and Traditions.
Religions.
TECHNOLOGY
Innovations and inventions
Progress in adopting and/or adapting technology
Functional innovation cycle and product life cycle.
NATURE
Natural resource, climate conditions
Quantity and quality of input
Environmental pollution and corporate responsibility.
( đưa ra nhận định về ông manager, kĩ năng vai trò ông thể hiện.)
1.3.1 External environment
Competitive environment
Customers
/consumer
Other suppliers
stakeholder
Competitors
and New
Entrants
Chaptẻ 2: Managerial decision making
2.1. definition and types of managerial decisions
2.2.2. Types of decisions
Programmed decision
Frequent, repetitive and routine (e.g, billing, supply recorder, consumer
loaning….
Non-programmed decisions
Identifying a problem identifying decisions criteria allocating weights to the
criteria developing weightsanalyzing alternative selecting an alternative
implementing the alternative evaluating decisions effectiveness.
( criteria: age/exp, skills,
