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1 About the Author

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• Circa 280 - 233 BC.

• A philosopher of the late Warring States period

• A major practitioner of Legalism

• Han Phi Tu has a lisp, can't argue, but is good at writing books

Hàn Phi Tử

1 About the Author

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• He comes from the Korean aristocracy , was NEVER RESPECTED by the king.

• The Korean king "did not amend and clarify the law“

Hàn Phi Tử

" Confucians used literature to violate the law”

“ Knights used martial arts to break the law”

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2 THE AUTHOR'S POINT

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• Han Phi Tu agreed with Tuan Tu's concept of

"Human nature is inherently evil"

and added and developed new content

2 THE AUTHOR'S POINT

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• The human issue in his philosophy is quite "ruthless" and shows the "breakthrough" from

within.

• The true nature of man is often hidden by values "unreal“

• Accepts people with full survival instincts fighting for their own existence as a natural thing

2 THE AUTHOR'S POINT

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2 THE AUTHOR'S POINT

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2 THE AUTHOR'S POINT

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Han Phi Tu accepts the universal existence of this human form naturally as it is

an inevitable product of the development process

2 THE AUTHOR'S POINT

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• A period in human history that didn’t put interests first.

“That was ancient times”.

• But later, when the population increase , their wealth decreases , even though they work

hard , they still CAN NOT LIVE

2 THE AUTHOR'S POINT

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• The society BEGAN to compete for wealth, plunder each other

• The social contradictions starting from economic interests.

2 THE AUTHOR'S POINT

profit is the basic factor that motivates people to act in the pursuit of wealth and is the cause of conflicts;

But on the other hand, it is also the factor that binds people together.

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• Han Phi Tu realized the two-way effect of economic factors on people.

Profit is the basic factor that motivates people to act

in the pursuit of wealth and is the cause of conflicts

It is also the factor that binds people together .

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3 LEADERSHIP METHOD

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• Reward and punishment policy was the right policy

• Progressive perceptions:

“Work must be used as the goal of using people”.

• Laws were the standard in order to distinguish right or wrong , maintain social order into a framework.

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B ARTICLE CONTENTS

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3 LEADERSHIP METHOD

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• This type of leader is not directly involved in the decision-making process It places a lot of trust in

his or her team

• The advantage : helps employees feel appreciated and confident in their own abilities.

• The disadvantages : employees abuse of trust, overstepping the bounds.

AUTHORIZATION LEADER

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3 LEADERSHIP METHOD

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• On the upside , this leadership style is well suited to an experienced team

• However , this style is also easy to make many members quickly feel too stressed and

"broken in the middle of the road"

LEADING THE WAY

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3 LEADERSHIP METHOD

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• In fact , this leadership style is very suitable for urgent situations.

• However , employees to feel unheard and respected.

AUTOCRATIC LEADER

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3 LEADERSHIP METHOD

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• This leadership style is a compromise between autocratic and delegated leadership

• Will both be popular with your employees and have the space to show your

leadership

• Not suitable in a fast-paced work environment.

DEMOCRATIC LEADERSHIP

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B ARTICLE CONTENTS

3 LEADERSHIP METHOD

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• The ideal leadership style for nonprofits and human rights-oriented organizations , or for teams that

are experiencing low morale

• Each employee's role on an equal footing with them

• Employee’s will have a strong motivation to demonstrate competence.

SERVANT LEADERSHIP

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B ARTICLE CONTENTS

3 LEADERSHIP METHOD

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• The transformational leadership style has many advantages , because you will maximize the

work capacity of your employees if you can inspire them

• It's only really paradoxical if your employees don't agree and feel disconnected from your

vision.

TRANSFORMATIONAL LEADERSHIP

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B ARTICLE CONTENTS

3 LEADERSHIP METHOD

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• “Doing good is rewarded, doing bad is punished”

That's the transactional leadership style

• The good side of the transfer leadership style has fairness in the work.

• However, employees can also lose motivation if they are penalized for temporary, unintentional

mistakes at work.

TRADING LEADER

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B ARTICLE CONTENTS

3 LEADERSHIP METHOD

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• This leadership style requires the boss to possess a personality that attracts others

• Employees in the team will feel inspired , motivated and even energetic from the words and actions

of their boss

• But becoming a leader with this style is not easy , because not everyone has a natural attraction.

PERSUASIVE LEADERSHIP

4 MEANINGFULNESS

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• As a political - legal theory and a typical social management theory in history, the theory of legal

theory has become China's idea of ancient China and the Eastern feudal ideology

• A significant impact on the awareness of China's economic and political development policies and its

neighboring countries.

4 MEANINGFULNESS

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• The idea of combining power with the law and the basic legal principles

The idea of the rule of law has great significance in the history of the state and the rule of law in Eastern

feudalism.

4 MEANINGFULNESS

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• The theory of the rule of law provides correct perceptions of the role and function of law

• Laws must be built in accordance with real- life , fairness, transparency and unity

• The rule of law also promotes the use of people according to their talents and sets requirements for survey, investigation, inspection, evaluation, and handling in management

4 MEANINGFULNESS

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• The theory of rule of law also greatly influenced the Vietnamese feudal system

• Important not only in terms of history and culture but also in terms of life organization

• Inheriting and promoting the role of the law and the principles of ensuring strict law enforcement, contribute to overcoming the limitations of thinking and methods of social management.

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