http://www.bized.ac.

uk

Tổ chức và cơ cấu tổ chức

(Business Functions
and Organisation)
 Câu chuyện vui http://www.bized.ac.uk

• 4 người có tên: Tất cả, Ai đó, Bất kỳ ai và

Không ai
• Có một nhiệm vụ quan trọng cần phải làm
và sếp đã đề nghị Tất cả phải hoàn thành.
Tất cả thì nghĩ rằng Ai đó sẽ làm. Bất kỳ ai
cũng có thể làm được việc này. Và Không ai
đã không làm gì cả.
• Ai đó đã tức giận vì cho rằng đó là công
việc của Tất cả. Tất cả thì đã nghĩ rằng Bất
kỳ ai cũng đã có thể làm được, nhưng
Không ai chịu làm nên Tất cả không làm.
• Cuối cùng Tất cả đổ lỗi cho Ai đó khi mà
Không ai làm điều mà Bất kỳ ai cũng có thể
làm.
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Các chức năng kinh doanh -

Business Functions
• Human Resources
• Sales and Marketing
• Research and Development
• Production/Operations
• Customer Service
• Finance and Accounts
• Administration and IT
 http://www.bized.ac.uk

Human Resources
• Recruitment and retention (tuyển dụng)
– Job descriptions
– Person Specifications
• Planning (hoạch định nhân lực)
• Motivation (động viên, đãi ngộ)
• Professional development and training (phát
triển và đào tạo)
• Health and safety and conditions
at work (sức khỏe, an toàn, điều kiện làm việc)
• Liaison with trade unions (công đoàn, QHXH)
 http://www.bized.ac.uk

Sales and Marketing

• Market research (Nghiên cứu TT)
• Promotion strategies (Chiến lược xúc tiến)
• Pricing strategies (chiến lược giá)
• Sales strategies (chiến lược bán hàng)
• The sales team (đội ngũ bán hàng)
• Product – advice on new product
development, product improvement, extension
strategies, target markets (sản phẩm – tư vấn
sản phẩm mới, phát triển sản phẩm, thị trường
mục tiêu…)
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Research and Development

• New product development (SP
mới)
• Competitive advantage (lợi thế
cạnh tranh)
• Value added (giá trị gia tăng)
• Product testing (thử nghiệm)
• Efficiency gains (hiệu suất)
• Cost savings (tiết kiệm chi phí)
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Finance and Accounts

• Cash flow (dòng ngân quỹ)
– Monitoring income/revenue
– Monitoring expenditure
• Raising finance (nguồn vốn)
– Shares (chủ sở hữu)
– Loans (vay)
• Links with all other functional areas
(quan hệ với các chức năng khác)
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Production/Operations (sản xuất

– tác nghiệp)
• Acquiring resources (nhu cầu nguồn lực)
• Planning output – labour, capital, land
(hoạch định đầu ra – lao động, vốn, đất)
• Monitoring costs (quản lý phí)
• Projections on future output (dự báo đầu
ra)
• Production methods (phương pháp sx)
• Efficiency (hiệu suất)
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Customer Service
• Monitoring distribution
• After-sales service
• Handling consumer enquiries
• Offering advice to consumers
• Dealing with customer complaints
• Publicity and public relations
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Business Organisation
• Organisation by type
• Global businesses – complex organisation
structures (toàn cầu)
• National – organisation possibly stretches
throughout the country (quốc gia)
• Regional – could be through a county or
wider area (North West, South East, etc.) (khu
vực)
• Local – small organisations serving local area
or community (vùng, tỉnh…)
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Business Organisation
• Authority – the right to make decisions and carry out
tasks (quyền hạn)
• Span of control – the number of people a superior
is responsible for (tầm hạn quản trị)
• Chain of Command – the relationship between
different levels of authority in the business (hệ thống chỉ
huy – chuỗi chỉ huy)
• Hierarchy – shows the line management
in the business and who has specific responsibilities (cấp
bậc quản trị)
• Delegation – authority to carry out actions
passed from superior to subordinate (ủy quyền)
• Empowerment – giving responsibilities to people
at all levels of the business to make decisions (phân
quyền)
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Administration and IT
•Managing estates – cleaning, health
and safety, maintenance, security
•Reception
•Clerical work – reporting, recording,
record keeping, communication
•Overview of quality control
•Use of IT systems
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Organisation Charts (sơ đồ tổ chức)

Hierarchical Structure (trực tuyến)
Managing Director

Marketing
Sales Director Finance Director
Director

A B C D Market Strategy Purchasing Sales Accounts

Research Manager Manager Manager
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Organisation Charts
Pyramidal Structure
MD
Tháp quản trị
Senior
Management

Middle
Management

Workers
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Organisation Charts
Centralised/Entrepreneurial
(tập trung/phù hợp với các DN nhỏ)

Finance

R&D Production

MD

Marketing Sales
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Organisation Charts
Collaborative (hợp tác)
Sales

Accounts Marketing

Production
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Organisation Charts
Circular/Flat Marketing Sales
(quy trình nghiệp vụ)

Finance Production

R&D
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Organisation Charts
Matrix Structure (ma trận)

Marketing
Sales R&D

Project

HR
Production
Finance
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Organisation Charts
• Changes to business structures
• Linked to new thinking on
leadership and management
• Less hierarchical
• Emphasis on communication
and collaboration between sections
• Global businesses – more complex
structures
 Typical Organisation http://www.bized.ac.uk

Structures
• Simple Structure
– Boss at the apex and everyone else as on
operator(s)
– Little formation of middle management
– Direct Supervision by the owner
– Applies in small organisations
– Dependant on the skill of the
owner/manager
– Information Systems tend to be unplanned
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Simple Structure Form

Diagram
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Typical Organisation
Structures
• Machine Bureaucracy structure
– Is the classic organisation structure
– Enormously efficient
– It runs according to standardised
procedures.
– Can create tensions from the top
down, in terms of decision making.
– Centralised decision making and
information systems
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Machine Bureaucracy
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Typical Organisation
structures
• Professional Bureaucracy Structure
– Is governed by plans and rules, has a
large operating core
– Suited to complex but stable
environment
– Has rules but no plans
– Staff are relatively autonomous and
powerful in decision making sense
– Universities and hospitals are some
examples
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Professional Bureaucracy
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Typical Organisation
structures
• Adhocracy Structure
– Suited to complex and unstable
environment
– It has few rules and many plans
– Remains flexible to ‘best fit’ the working
environment
– Authority structures are loose and
ambiguous
– Basic administrative information systems
but advanced work-related systems
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Adhocracy Diagram
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Divisional Organisation
Structure

• A large organisation that requires multi-speciality

• Work is done by autonomous units, insular divisions
that can behave as small organisations in themselves
(ie. subject to description by one of Mintzberg’s Five)
• The apex plays a large role, as do middle managers
• Prone to miscommunication through the middle line
• Tension often exists between head-quarters and
divisions, especially with respect to information systems
and their use
• Each division will focus on a particular market
Divisional Organisation http://www.bized.ac.uk

Structure
“ Advantages
“ It
allows quick response to competition
“ Each unit is a semi autonomous unit

“ Each unit has its own functional units

“ Broadly trained managers

“ Accommodates growth focus on results

Divisional Organisation http://www.bized.ac.uk

Structure
“ Problems
“ There is a high chance of coordination
problems
“ There could be a rivalry among divisions

“ It might have a duplication of functions or

resources
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Divisional Structure