Management NPN DA NANG UNIVERSITY OF ECONOMICS FACULTY OF INTERNATIONAL BUSINESS MANAGEMENT TOPIC SUMMARY OF MANAGEMENT NAME RONA TRAN CLASS QUẢN TRỊ HỌC LECTURER NPN YEAR 2021 CHAPTER 1 OVERVIEW OF M.
Trang 1FACULTY OF INTERNATIONAL BUSINESS
MANAGEMENT
TOPIC: SUMMARY OF MANAGEMENT
LECTURER: NPN
YEAR:2021
Trang 2CHAPTER 1: OVERVIEW OF MANAGEMENT-
MANAGEMENT IN UNSTABLE ENVIRONMENT
- Management: is the attainment of organizational goals in an effective and
efficient manner through planning, organizing, leading, and controlling
organizational resources
- 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
What do managers do?
1- Set objectives (establish goals for the group and decide what must be done to achieve them)
2- Organize (divide work into manageable activities and select people to accomplish tasks)
3- Motivate and communicate ( create a teamwwork via decisions on
pay,promotions and though communicaton)
4- Measure( set targets anf standards, appraise performance))
5- Develop people(recognize the value of employees and develop this critical organizational asset)
Management skills:
+ Conceptual skill: is the understanding-based ability to view an
organization as a whole and the relationships between its parts.This skill is essential for managers, but especially important for senior management
+ Human skill: Human resource skills are the manager's ability to work with
and through others effectively.This skill includes the ability to motivate, facilitate, coordinate, lead, communicate, and resolve conflicts
+ Technical skill: is the ability to be knowledgeable and proficient in
performing specific tasks
Management Levels:
Senior Manager:
Trang 3- Duties: make strategic decisions, organize the implementation of the strategy to maintain and develop the organization
-Position: President of the board, vice president of the board, board
members, general manager, deputy general manager, director, deputy
director
Admins intermediate:
-Duties: make tactical decisions, implement business plans and policies, coordinate activities, work to accomplish common goals Review and check the work progress of junior staff
-Position: Head of Department, Deputy Manager, Chief Manager, Deputy Manager
Junior-level administrators:
- Duties: Make operational decisions to urge, guide and control employees
in specific daily business activities, in order to achieve common goals
-Position: production team leader, sales team leader, foreman, shift
leader
Manager roles:
1.Human relationship role: Organizations are strong when many people in
that organization are working towards the organization's goals
Representative role: Representing the company and the people under it in the organization
Leadership role: Coordinating and checking the work of subordinate staff; Recruit, train, guide and motivate employees
Associate Role: Relationship with others to complete the work
assigned to their unit
2 Information role: Information is an asset of an enterprise, so information
management is also an important role of administrators
The role of collecting and receiving information: The administrator
is responsible for regularly analyzing the context around the
organization to collect information that affects the operation of the organization
Information Dissemination Role: Disseminate information
necessary for their work to all concerned
Informational role: On behalf of the organization to bring news to the outside with a specific purpose to benefit the business
3.Decisional role:
Trang 4 Entrepreneurial role: This role is manifested when a manager seeks
to improve an organization's operations, such as adopting a new technology or adapting an existing technique
Disturbance resolution role: Responding to surprises that disrupt the normal operations of the organization in order to return the organization to stability soon
Resource allocator role: Reasonable resource allocation helps to achieve high efficiency Resources include people, money, time, powers, equipment, or materials
Negotiating role: On behalf of the organization to negotiate with other units as well as impossible
Manager functions:
Planning is defining organizational goals and outlining ways to achieve those goals
Organizing is the process of establishing a structure of relationships that enables people to carry out a plan and satisfy the goals of the organization
Leading includes activities that motivate people to do the work
necessary to accomplish organizational goals
Controlling is the process by which an individual, group or organization continuously monitors performance and takes actions to correct
deviations from objectives
CHAPTER 2: THE EVOLUTION OF MANAGEMENT
THINKING
Classical Perspective :includes thress subfields
Scientific management: Improve efficiency and labor productivity through scientific methods
- According to Frederick Winslow Taylor, developing a scientific method
to guide workers instead of letting them choose their own way of doing things, dividing responsibility, authority, and rights in a reasonable way between managers and followers
- Henry Gantt introduced a system of work norms and a reward system for workers and administrators who met and exceeded targets Henry Gantt developed the Gantt chart to measure and plan work
o Contributions: developing management skills through division and specialization of the labor process
Trang 5o Limitations: only applicable in stable environment
Bureaucracy management:Max Weber, a German theorist, introduced the concepts.Manage organizations on impersonal, rational
basis Organization depends on rules and records
Management principles: Henri Fayol was a major contributor 14
general principles of management and 4 principles are still used today:
Unity of command
Division of work
Unity of direction
Scalar chain
Humanistic Perspectives: Mary Parker Follett and Chester Barnard
The original initiators
Human Relations Movement
Human Resources Perspective
Behavioral Sciences approach
Quantitative Perspective: Also referred to as management science.Use of
mathematics and statistics to aid management decision making
CHAPTER 3: ORGANIZATION ENVIRONMENT
The external organizational environment: includes all outside elements
that affect the organization
+ Macro/general environment: affect organizations indirectly.Includes
technological, international, legal/political, economic, natural, saciocultural +Micro/task environment: Sectors that conduct transactions with the
organization Includes customers, labor market, competitors, suppliers
Relationship between organization and environment: The environment
creates uncertainly for managers – managers must respond and design adaptive organizations
Environment uncertainty :managers do not have sufficient information
about environmental factors to understand and predict environmental needs and changes
Trang 6Adapting to the environment:
Boundary-spanning roles
Interorganizational partnerships
Mergers
Joint ventures
The internal environment: Corporate culture is the set of key values,
beliefs, understandings, and norms that members of an organization
share:Symbols, Stories, Heroes, Slogans, Ceremonies
Types of organizational culture:
Adaptability culture
Achievement culture
Involvement culture
Consistency culture
Managing the high performance culture:Bottom-line strategies
are successful in the short term.Successful companies balance culture and business performance
CHAPTER 4:PLANING AND STRATEGY
- Planning is Fundamental
Overview of goal setting and planning:
-A goal: is a desired future state that the organization attempts to realize -A plan: is a blueprint for goal achievement and specifies the necessary resource allocations, schedules, tasks, and other actions
PLANING
Levels of Goals and Plans: Mission statement strategic goals/ plans
senior management Tactical goals/plans Openrational gooals/plans
Planning process of the organization:
1 Develop the plan
2 Translate the plan
3 Plan operatons
4 Execute the plan
Trang 75 Monitor and learn
Goals setting in organizations:
- Organizational Mission:the organization’s reason for existence
- Strategic goals :official goals, broad statements describing the
organization’s future
- Strategic plans : define the action steps the company will take
- Goals should be aligned using a strategy map
Operational planning
Single and Standing Plans:
- Single-Use Plans:Achieve one-time goals
Program: building new headquarters, converting paper files to digital Project: renovating the office, setting up a new company intranet
- Standing Plans: Ongoing plans
Policy: Sexual harassment policies, Internet and social media policies Rule: No eating rule in areas of company where employees are visible
to public
Procedure: Procedures for issuing refunds, Procedures for handling employee grievances
Benefits of plan:
Goals and plans provide a source of motivation and commitment
Goals and plans guide resource allocation
Goals and plans are a guide to action
Goals and plans set a standard of performance
Limitations of plan:
- Goals and plans can create a false sense of certainty
- Goals and plans may cause rigidity in a turbulent environment
- Goals and plans can get in the way of intuition and creativity
Strategic Management: is a specific type of planning.
-Purpose of strategy: Explicit strategy and Competitive advantage
-Levels of strategy:
Trang 8 Corporate-level strategy
Business- level strategy
Funtional -level strategy
-SWOT Analysis: Formulating strategy often begins with an audit of internal
and external factors
Internal: Strengths and Weaknesses
External: Opportunities and Threats
Formulating Company-level strategy
Formulating Business-level strategy
International Business Strategy:
o Export strategy
o Globalization strategy
o Multi-domestic strategy
o Transnational strategy
CHAPTER 5: DECISION MAKING
Types of decisions and problems
- Decision making is the process of identifying opportunities >> Decision is
a choice made from available alternatives
Programmed and non programmed decisions
Facing uncertainty and ambiguity
Models of decision making
Ideal and rational Model
Administrative Model
Political Model
Decision making steps
1 Recognition of Decision Requirement – Identify problem or opportunity
2 Diagnosis and Analysis – Analyze underlying causal factors
3 Develop Alternatives – Define feasible alternatives
4 Selection of Desired Alternative – Alternative with most desirable
outcome
Trang 95 Implementation of Chosen Alternative – Use of managerial,
administrative, and persuasive abilities to execute chosen alternative
6 Evaluation and Feedback – Gather information about effectiveness
Personl Decision Model:
Directive style – People who prefer simple, clear-cut solutions to problems
Analytic style – Managers prefer complex solutions based on a lot of data
Conceptual style – Managers like a broad amount of information
Behavioral style – Managers with a deep concern for others
CHAPTER 6: ORGANIZING
Organizing: is the process of establishing a structure of relationships that
enables people to carry out a plan and satisfy the goals of the organization
The deployment of organizational resources to achieve strategic goals: Division of labor
Lines of authority
Coordination
Organizing structure defines:
The set of formal tasks assigned to individuals and departments
Formal reporting relationships
The design of the systems to ensure effective coordination
Organizing is important because it follows from strategy
Organizing the Vertical Structure:
Work Specialization:is the degree to which organizational tasks are subdivided into individual jobs; also called division of labor
Chain of Command:is an unbroken line of authority that links all individuals in the organization and specifies who reports to whom
Span of Management:
+ Tall structure have more levels and narrow span
+ Flat structure have a wide span and fewer levels
Centralization and Decentralization:
+ Centralization – decision authority is located near the top of the organization
Trang 10+ Decentralization – decision authority is pushed downward to all levels
+ Factors that influence centralization versus decentralization are:
- Change and uncertainty are usually associated with decentralization
- Strategic fit
- Crisis requires centralization
Designing elements in the organizational structure
Vertical Functional structure
Divisional Structure
Matrix approach
Team approach
Virtual network approach
Organizing for Horizontal Coordination
Coordination Needs
Task Forces, team and project management
Relational Coordination
Factors Shaping Structure
Structure Follows Strategy:Business performance is influenced by structure
Structure Fits the Technology: Knowledge, tools, techniques, and activities should match production activities
CHAPTER 7: LEADING
The Nature of Leadership: Leadership is the ability to influence people
toward the attainment of goals
Level 5 Leadership: Highest level in a hierarchy of manager capabilities
o Lack of ego (humility)
o Fierce resolve to do what is best for organization
o Shy and self-effacing
o Credit other people
Leadership Traits: Traits – distinguishing personal characteristics of a
leader
- Effective leaders possess varied traits and combine these with their
strengths
Trang 11- Strengths – natural talents and abilities that have been supported and
reinforced with learned knowledge and skills
Behavioral approach:
Defined two leadership behaviors: + Task-oriented behavior
+ People-oriented behavior Followership : Organization does not exist without followers
Power and influence:
+Position Power:
Legitimate power
Reward power
Coercive power
+Personal Power:
Expert power
Referent power
+Other sources of power:
Personal effort
Network of relationships
Information
+Interpersonal Influence Tactics
Six Interpersonal Influence Tactics for Leaders:
1 Use rational persuasion
2 Help people like you
3 Rely on the rule of reciprocity
4 Develop allies
5 Be assertive – ask for what you want
6 Make use of higher authority
CHAPTER 8: MOTIVATIVE
Motivation – the arousal of enthusiasm and persistence to pursue a course
of action
Content Perspectives on Motivation
Trang 12The Hierarchy of Needs
ERG Theory:
- Existence needs – the needs for physical well-being
- Relatedness needs – the needs for satisfactory relationships with
others
- Growth needs – the needs that focus on the development of human
potential and the desire for personal growth
Process Perspectives on Motivation:
- Goal-Setting Theory:Increase motivation and enhance performance by setting goals and providing timely feedback
Key components of the theory:
Goal specificity
Goal difficulty
Goal acceptance
Feedback
- Equity theory: Focuses on how individuals feel about how they are
treated compared to other people doing the same job
- Expectancy Theory: Motivation depends on individuals’ expectations
about their ability to perform tasks and receive desired rewards
Reinforcement Perspective on Motivation :
o Direct Reinforcement
o Social learning theory: Individual’s motivation can result from the person’s observations of other people’s behavior
Job design for motivation
o Job Enrichment
o Job Characteristics Model
CHAPTER 9: CONTROLLING
Organizational control is the systematic process through which
managers regulate organizational activities to make them consistent with expectations established in plans, targets, and standards of
performance
Purposes of Control:
Provides organizations with indications of how well they are performing in relation to their goals
Provides a mechanism for adjusting performance to keep
organizations moving in the right direction