TRNG I HC M TP.

H CH MINH
KHOA QUN TR KINH DOANH

CNG MN HC

VN HA DOANH NGHIP
M mn hc:
S tn ch: 03
Ngnh o to: Qun tr kinh doanh

Thnh ph H Ch Minh ngy 19-1-2012

iu kin tin quyt: Ngi hc phi hc xong mn Qun tr chin lc v qun tr nhn
s

Mc tiu ca mn hc: Trang b cho ngi hc kin thc v tng quan v vn ha v kinh
doanh, vai tr, chc nng ca vn ha trong kinh doanh v kinh doanh quc t; ngi hc s
hiu c cc tc ng ca vn ha dn tc i vi vn ha doanh nghip v vn ha kinh doanh;
ngi hc s nm c cu trc cc lp ca vn ha doanh nghip, cc giai on hnh thnh, bit
c cc chiu kch ( dimensions) nh gi , quy trnh qun tr ( process) v cc cng c ( tools)
qun tr vn ha doanh nghip .

Ti liu hc tp:
Ti liu chnh: Dng th Liu: 2006: Bi ging vn ha kinh doanh, NXB i hc kinh t
quc dn H Ni

Ti liu tham kho:

Ting Anh.
1. Geert Hofstede: Cultures and organizations- software of the mind 2005 Mc Graw Hill
book ISBN 0-07-143959-5
2. Edgar h. Schein: organizational culture and leadership- Jossey- Bass Publishers- San
Francisco 1997
.

3. Eric G. Flamholtz and Yvonne Randle:

Corporate culture The ultimate strategic

asset, Standfort business books Standfort California.

Ting Vit.
1. Phan nh Quyn, Nguyn Vn Dung, L Vit Hng: 2010: Vn ha t chc v lnh o,
NXB Giao Thng vn Ti , Tp.HCM.
2. Jim Collins 2008: Xy dng trng tn, NXB Tr Tp.HCM.
3. Fons Trompenaars: Chinh phc cc ln sng vn ha. NXB Tri thc 2006.
4. Phan nh Quyn: Nhng loi hnh c bn ca vn ha doanh nghip: Tp ch vn ha doanh
nhn Vit Nam s 4 v 5 nm 2008.
5. Phan nh Quyn: Vn ha doanh nghip: ng lc cnh tranh bn vng: Tp ch vn ha
doanh nhn Vit Nam s xun Mu T 2008
6. Phan nh Quyn: Nhng nh hng ca lch s, gio dc v kinh t x hi i vi vn ha
doanh nghip VN truyn thng. Tp ch VHDN VN s 2-2009

7.Phan nh Quyn: Nhn dng mt vi c im ca vn ha doanh nghip VN hin nay: Tp

ch VHDN VN thng 3-2009.
8.H ly ca tnh cng ng v tnh t tr lng x trong vn ha kinh doanh ca Nht v Vit
Nam: tp ch VHDN VN s 1-2011.
8. Nguyn Quang Vinh- Trn Hu Quang: 2010: Doanh nhn v vn ha kinh doanh. Nh xut
bn Tng Hp TP.HCM.
K HOCH GING DY.
Ging
l thuyt

Bi tp

2. nh hng ca vn ha
dn tc i vi VHKD
v VHDN theo Hofstete
v Trompeenar

15

20

3. Cu tc ca vn ha
doanh nghip.

Tn chng
1.

Tng quan v vn ha
v vn ha kinh doanh

Tho lun,
phn tch tnh hung

Tng
s tit
5

10

10

4. Cc chiu kch, quy trnh

v cng c qun tr vn
ha doanh nghip.
5. C ch hnh thnh v
thay i vn ha doanh
nghip
Tng

50

(Ghi ch: 1 tit = 45 pht)

NH GI KT QU HC TP

STT
1
2

Hnh thc nh gi
Bi tp thuyt trnh
Thi t lun

T l
30%
70%

NI DUNG MN HC
CHNG 1

5 tit

TNG QUAN V VN HA
V KINH DOANH

I
MC TIU CA CHNG.
Cung cp nhng kin thc c bn v vn ha; vn minh; vn hin; kinh doanh; cc c trng
v chc nng ca vn ha ni chung v vai tr chc nng ca vn ha trong kinh doanh
quc t .

II. NI DUNG CA CHNG

1
2
3
4
5

S cn thit v vai tr ca vn ha doanh nghip.

Cc khi nim c bn v vn ha v kinh doanh.
Cc c trng v chc nng ca vn ha kinh doanh.
Phn bit vn ha kinh doanh v vn ha doanh nghip.
Vai tr ca vn ha trong kinh doanh quc t .

CHNG 2 (15 tit)

NH HNG CA VN HA DN TC I VI
VN HA DOANH NGHIP THEO GEERT HOFSTEDE v FONS
TROMPEENAR

I.

MC TIU CA CHNG.

L do chng ny cn ti 15 tit v ni dung bao gm 12 dimensions

Khi ging 12 dimensions ny ngi ging s lin h ti vn ha kinh doanh v vn

ha doanh nghip ca Vit Nam

Cung cp cc kin thc c bn v vn ha dn tc ca cc quc gia trn th gii lin quan

n cc vn ln nh:
1. Mi quan h gia con ngi v t nhin: cc quan nim c bn: vn ha trng ng
(dynamic focus) v vn ha trng tnh (static focus) v nhng biu hin ca n trong
qun tr v kinh doanh: xu hng thch thay i v xu hng thch s n nh
2. Quan nim ca cc nn vn ha khc nhau v vn thi gian.
3. Quan nim ca cc nn vn ha khc nhau v mi quan h gia ngi vi ngi th hin
cc chiu kch (dimensions) c bn nh: khong cch quyn lc (power distance); ch
ngha c nhn v ch ngha tp th ; trng deal v trng quan h (relationship
orientation); s ring t trong cc mi quan h (privacy in relationship: diffuse anf
specific); trng cc gi tr chung (universalistic) v trng gi tr ring ( particularistic)

II. TM TT NI DUNG
1Quan h gia con ngi- t nhin: (how we ralate to nature: controlling or let it take its
course):
Hai quan nim c bn:
Kim sot thin nhin (control nature) bt thin nhin phc v ch con ngi v t
quyt nh s phn (self-determination) ca mnh v thi (can- do attitude )
Quan im ngc li: Quan nim mu s ti nhn thnh s ti thin v ch ngha
s mnh (fatalism)
H qu ca cc quan nim ny trong tm l kinh doanh

c im trng tnh ( static focus) trong vn ha Vit Nam v h qu ca n trong kinh

doanh ca cc doanh nghip:
Thi i vi s thay i (change) : Xu hng thch thay i ca phng Ty i lp
vi xu hng thch s n nh v cc h ly ca n trong kinh doanh.
Xu hng thch s n nh v chm thay i xut pht t vn ha trng tnh ca cc
doanh nghip Vit Nam v h ly ca n.

2Quan nim ca con ngi v thi gian: (how we manage time): thi gian l ng thng;
thi gian l vng trn (lieaner vs cyclic time); thi gian n v thi gian phc
(nonochronic vs polychronic) v nhng h qu ca cc quan nim trong kinh doanh
v qun tr.
nh hng qu kh v truyn thng vs nh hng tng lai; vn lch trnh,
(schedules) k hoch, thi hn cht (deadline) trong hoch nh, thc thi chin
lc..
Quan nim v thi gian ca cc doanh nghip Vit Nam v h qu ca cc quan nim
y i vi hot ng qun tr kinh doanh.

3Khong cch quyn lc: (power distance) cc ch s v khong cch quyn lc ( PDI)
ca cc nn vn ha v h qu ca n trong kinh doanh
Nhng biu hin ca ch s khong cch quyn lc cao v thp cc nn vn ha trn
th gii v h ly ca n
Khong cch quyn lc nn vn ha Vit Nam v nhng biu hin cng cc h ly ca
n trong qun tr kinh doanh.
V d:
-Ch ngha gia trng trong qun l.
-Quan nim sp bao gi cng ng Vit Nam cng nhng h qu ca n.
-Tnh nghi thc v nn quan liu.
-c quyn c li.

CHNG 2 (tt)

NH HNG CA VN HA DN TC I VI
VN HA DOANH NGHIP THEO
GEERT HOFSTEDE v FONS TROMPEENAR

I. MC TIU CA CHNG.

Cung cp cc kin thc c bn v vn ha dn tc ca cc quc gia trn th gii lin quan

n cc vn ln nh:
Quan nim ca cc nn vn ha khc nhau v mi quan h gia ngi vi ngi th hin
cc chiu kch (dimensions) c bn nh: Ch ngha c nhn vs ch ngha tp th
(individualism vs collectivism) Trng gi tr chung- Trng gi tr ring (universalism vs
particularism); tch bch- nhp nhng (specific vs diffuse); biu l cm xc cng khai km nn cm xc (affective vs neutral); giao tip ng cnh cao - giao tip ng cnh thp
(high context vs low context communication); quyn th t to- quyn th ban tng
(achievement vs ascription)
T nhng chiu kch c bn ni trn xem xt cc nn vn ha trn th gii, bi ging s
ln lt lin h ti vn ha Vit Nam mi chiu kch nh tnh cng ng
(communitaranism and village autonomy) v tnh t tr lng x ca ngi Vit;
-Truyn thng trng tnh (heart focused) Trng vn ( femininity focus) Trng danh (name
focuse) Khim tn ( modest) vs Trng l (head focused) , -Trng v (masculinity)
Trng cnh tranh (competiton focus), Trng s khng nh (assertation orientation) ca
phng Ty.
-Trng quan h (relationship focus ) vs trng thng v v kt qu (deal focus) ca cc nn
vn ha Phng Ty
- Trng c (virtue focus) vs Trng ti (talent focus) ca Phng Ty
H ly ca cc diemensions ni trn trong qun tr kinh doanh VN

II. TM TT NI DUNG
4. Ch ngha c nhn- ch ngha tp th: (individualism- collectivism): cc ni dung c
bn.
Hai c trng c bn ca vn ha Vit: tnh cng ng v tnh t tr lng x ca nn nng
nghip la nc: cc biu hin ca n trong giao tip v kinh doanh cng nhng mt tch
v tiu cc xut pht t 2 c trng c bn ny.
Vit Nam: Biu hin ca ch ngha tp th trong qun tr doanh nghip l: Ch ngha
dn ch hnh thc n trnh trch nhim, ha c lng khi c s c; cha chung khng ai
khc, n y trch nhim; D ha vi qu (harmony is the best policy) ; rt dy ng
rng; cc b (provincialism), b phi; cu an, c n (pacifist)
5. Trng gi tr chung (universalism) (qun php bt v thn) v trng gi tr ring
(particularism): trng thng v (deal focus) v trng quan h (relationship focus).

-Khi nim v nhng c im ca mi loi gi tr ni trn

-Biu hin c th ca nh hng trng gi tr ring, trng tnh (particularistic
orientation and heart focus) v trng quan h (relationship focus) trong vn ha kinh
doanh v qun tr ca cc doanh nghip Vit Nam hin ti v nhng tc ng tiu cc
ca n
-Nn chy cht, li ch nhm v s thiu tn trng php lut trong qun tr kinh doanh
Vit Nam.
-Hin tng bng lng hn bng cp; bng mt khng bng lng VN.
6. Chng ta lin quan vi nhau nh th no ( how far we get involved) s ring t trong
cc mi quan h ( privacy in relationship) Tch bch, rch ri (specific) trong cc mi
quan h v nhp nhng (diffuse)
-Ni dung c bn ca chiu kch ny
-Biu hin ca n Vit Nam
-Nhng h ly ca n trong qun tr kinh doanh: li dng chc quyn v nhp nhng li
ch cng v li ch ring t; x nghip sn sau.
7. Cm xc v cc mi quan h (feeling and relationship)
-Biu l cm xc cng khai ( affective) v km nn cm xc (neutral).
-Khi nim
-Ni dung c bn
-Nhng iu lu khi m phn kinh doanh vi i tc cc nn vn ha tng ng
-Biu hin Vit Nam
-Vn ha giao tip ng cnh cao (high context communication) v giao tip ng cnh
thp (low context communication) v nhng iu lu trong m phn v giao tip kinh
doanh trong cc nn vn ha tng ng.
8. Chng ta chp nhn a v nh th no. (how we accord status).
Ngun gc ca quyn lc v a v: (source of power and status): Quyn th v a v do
t to bng hiu qu lm vic, bng ti nng (achievement or doing orientation) hay do
ban tng, quy gn (ascription or being orientation) (vn ha doing vs being)
-Khi nim
-Ni dung c bn

-Biu hin Vit Nam

- Nhng h ly ca n trong qun tr nhn s, lnh o nhn vin trong xy dng vn ha
doanh nghip.

CHNG 2 ( tt)
NH HNG CA VN HA DN TC I VI
VN HA DOANH NGHIP THEO GEERT HOFSTEDE v FONS
TROMPEENAR.
I. MC TIU CA CHNG
Cung cp cc kin thc c bn v vn ha dn tc ca cc quc gia trn th gii lin quan
n cc vn ln nh:
Quan nim ca cc nn vn ha khc nhau v mi quan h gia ngi vi ngi th hin
cc chiu kch (dimensions) c bn nh: Nam tnh - N tnh (masculinty vs femininity)
hay cn c gi l vn ha dng tnh v vn ha m tnh; Tnh cn trng cao - thp
(uncertainty avoidance) ; nh hng di hn- nh hng ngn hn ( long and short
term orientation).
-Khi nim
-Ni dung c bn
-Biu hin trong x hi Vit Nam truyn thng: Truyn thng trng vn; Trng danh
(name focus vs profitability focus); Trng s ha hp (harmony focus vs competition
focus); Trng quan h (relationship vs deal focus) ; Trng c (virtue, manner focus vs
talent focus)
-Tc ng tch v tiu cc ca cc biu hin trn trong cc hot ng qun tr v kinh
doanh ca cc doanh nghip Vit Nam.
- Nhng biu hin mi ca cc dimensions ni trn Vit Nam hin nay
II. TM TT NI DUNG
9. X hi nam tnh (masculinity) (dng tnh) - x hi n tnh ( femininity) ( m tnh):
-Khi nim.
-Cc ni dung c bn.

-Biu hin ca chiu kch ny trong x hi VN truyn thng: Truyn thng vn ha trng
vn, trng danh, trng s ha hp, trng tm linh ca Vit Nam.
(spiritualism orientation) i lp vi trng li (profitability focus), trng vt cht
(materialism orientation), trng cnh tranh, trng s khng nh (assertation) ca cc nn
vn ha khc.
Cc h ly trong qun tr kinh doanh t nhng c im ny.
10. Chng bt nh cao - thp (uncertainty avoidance) v nhng h ly ca n trong qun
tr v kinh doanh.
11. nh hng di hn (long term orientation) v nh hng ngn hn (short term
orientation).
-Khi nim
-Ni dung c bn
-Biu hin Vit Nam v cc h ly ca n: Ngi Vit thiu tm nhn xa v cc h ly
trong kinh doanh.
Tng hp cc khc bit c bn v cc gi tr

Ty ( Asian values vs

Western values)

vn ha ca phng ng v phng

CHNG 3. ( 5 tit)
CU TRC CC LP CA
VN HA DOANH NGHIP
I. MC TIU CA CHNG
Ngi hc cn nm c cu trc 3 lp (levels) ca vn ha doanh nghip v thc
cht ca cu trc ny l g.
Rt ra cc phng php lun t nhng nhn xt v thc cht ca vn ha doanh
nghip.
II. TM TT NI DUNG

Khi nim vn ha doanh nghip: Values; beliefs and norms

Chc nng ca vn ha doanh nghip
Cc yu t quyt nh s hnh thnh vn ha doanh nghip
Phn loi vn ha doanh nghip:
Cu trc cc lp (layers) vn ha doanh nghip theo Edgar.H. Schein:
o Cc qu trnh hu hnh (artifacts);
o Cc gi tr c cng b (espoused values): trit l, chin lc, mc
tiu, tm nhn;
o Cc gi nh nn tng hay quan nim n (basic underlying
assumptions).
Nhn xt v thc cht ca cc lp vn ha doanh nghip v ngha phng php lun t
nhng nhn xt .

Chng 4: (5 tit)
CC CHIU KCH, QUY TRNH V CNG C QUN TR
VN HA DOANH NGHIP.
1. Mc tiu ca chng:
Trang b cho ngi hc nhng kin thc v k nng v cc chiu kch xem xt vn ha ca mt
doanh nghip; nm c quy trnh cc bc qun tr vn ha doanh nghip v cc cng c qun
tr vn ha daonh nghip.

2. Ni dung ca chng :
M hnh 5 chiu kch (five dimensions) nh gi vn ha doanh nghip theo Eric G.
Flamholtz and Yvonne Randle: (1. Customer orientation; 2. Orientation toward
employees; 3. Standards of performance and accountability; 4. Innovation and
commitment to change; 5. Company process orientation)
M hnh cc chiu kch vn ha doanh nghip theo Geert Hostede: Process oriented vs
results oriented; Employee oriented vs job oriented; Parochial oriented vs professional
oriented; Open system vs close system; Loose control vs tight control; Normative vs
pragmatic.
Quy trnh qun tr vn ha cng ty ( A process for managing corporate culture)
1. M t vn ha cng ty hin ti (Describe the current culture)
2. Xc nh vn ha m cng ty mong mun xy dng (define the desired
culture)
3. Xc nh cc khong cch, ht hng v vn ha (Identify cultural gaps).
4. Trin khai k hoch qun tr vn ha (Develop a culture management plan)
5. nh hng v theo di hiu sut hot ng cng ty da trn k hoch qun
tr vn ha (Monitor performance against the culture management plan).
Cc cng c qun tr vn ha doanh nghip: 10 tools
1. Hnh thnh mt bng tuyn b r rang v cc gi tr v vn ha ca cng ty
( develop a clear statement of the company s culture and values).
2. S dng truyn thng cng c cc gi tr vn ha ca cng ty.
3. S dng cc biu tng cng c vn ha cng ty
4. Tuyn m v la chn nhn vin ph hp vi vn ha cng ty
5. Qun tr vn ha thng qua cc hot ng nh hng (orientation) v o
to hun luyn.
6. Lu gi cc nhn vin ph hp vi vn ha cng ty.

7. S dng h thng khen thng ghi nhn v tuyn duyn nhng nhn vin
tiu biu cho vn ha cng ty
8. n ghp cc gi tr vn ha ct li vo cc quy trnh qun tri v tiu ch nh
gi hiu sut lm vic. ( embed core values in performance standards and
procedures)
9. Thay i thong l lnh o( change leadership practices)
10. Lm cho n khp c cu t chc vi cc gi tr ct li nhm h tr cho vn
ha doanh nghip ( align the structure to support core values)

CHNG 5 ( 5 tit)
C CH HNH THNH V THAY I
VN HA DOANH NGHIP.
I MC TIU CA CHNG
Hc vin cn nm c:

Tm nhn ca cng ty vi cc ni dung: vai tr, cu trc, cch hnh thnh

Cc giai on hnh thnh vn ha doanh nghip v c im ca cc giai on
.
Cch thc hnh thnh v thay i vn ha doanh nghip.
Vai tr ca lnh o v cc nh qun tr cc cp trong vic lnh o s thay i
v cch thc thay i VHDN.

II. TM TT NI DUNG
1. Tm nhn ca cng ty (company vision) v trit l kinh doanh ca doanh nghip.
2. C ch hnh thnh, thay i v cch thc thay i vn ha doanh nghip.
Cc giai on hnh thnh v thay i VHDN.
Cch thc thay i VHDN.
3 Vai tr ca lnh o cc cp i vi s thay i vn ha doanh nghip
4.Cc vn cn gii quyt trong xy dng VHDN VN hin nay.
Tp, H Ch Minh, ngy 20 thng 1 nm 2012
TRNG KHOA.
PGS TS ON TH M HNH