1. What are the four management functions? Briefly explain each function.

How would you

analyze the Man Gulch disaster using the functions of management (Mann Gulch video)?

Four functions to describe a manager’s work: planning, organizing, leading, and

controlling.
- Planning: Management function that involves setting goals, establishing strategies for
achieving those goals, and developing plans to integrate and coordinate activities.
- Organizing: Management function that involves arranging and structuring work to
accomplish the organization’s goals.
- Leading: Management function that involves working with and through people to
accomplish organizational goals.
- Controlling: Management function that involves monitoring, comparing, and correcting
work performance.
Man gulch
- Some are very young, two of them are on the first day at work, one of them is on the
birthday on 19. Wagner dodge is the most experienced guy in the team. He is creative
guy, little bit artist but he is very quiet. He didn’t talk much. When they first jumped in,
they thought the fire wasn’t a problem. But Dodge didn’t think so. Because it looked
much bigger than they thought. the crew across to the north side of the gulch and march
them toward the river along the side of the hill to be safer. But they couldn’t go to the
river anymore because of the river. They turned back and run towards the hill and the fire
was chasing them from behind, up the hill. Dodge recognized that they can’t outrun the
fire. Without saying anything he just fired the grass in front of them.

1) Planning
- Goal : stop the fire. Wrong assessment of the environment  wrong goal. Notion of
flexibility / responsiveness.
- Resources : tools. ‘drops’ the tools. Dodge recognized the situation / change the goals /
change the tools. Nobody listened.
 Lessons: plans are living documents / idea.

2) Organizing
- Structure: no clear who is the leader.
- Team members didn’t have time to know each other.
- ‘drop your tools’  no one did. There is no structure there. Everyone is their own boss.
- Rumsey and Salle made it because they stuck together.
 Lesson : a good organization is resilient through crisis.

3) Leading
- Dodge obviously lost his leadership at that critical moment.
- His expert/personality .. may be very exceptional, but nobody trusted it at time.
- When a formal structure collapse, there is no role, no structure, no routine, no sense, and
no leader.
 Lesson: do your subordinates listen to you at critical moment?
 4) Controlling
We don’t see any controlling in this case, the team was broken down right away. in the team,
people didn’t know each other, not report to each other, just run for their lives.

2. Why do managers need to understand their organization environments? What are some
general environment factors in the PEST model? Give examples.
3. Using PEST model to explain why it is so hard to stop counterfeiting products in China
(Counterfeiting product video)?

- PEST :
+ Political: Government stability, Taxation policy, Foreign trade regulations, social
welfare policies, legal framework. (Vietnam is more stable than Thailan because Vietnam
just has one party)
+ Economic: Business cycle, GNP trends, Interest rates, Money supply, Inflation,
Unemployment, Disposable income. (Vietnam has a strong growth rate and the inflation
isn’t so much)
+ Social-cultural: population demographics, Income distribution, social mobility, life
style changes, attitudes to work and leisure, consumerism, level of education. (compared
to the parents’ generation, the lifestyle has a huge change)
+ Technological : Government spending on research, government industry focus on
technological effort, new discoveries/development, speed of technology transfer, rates of
obsolescence .
- Because to avoid misforcast, misunderstand the market, unprepared for new entrants;
forces and institutions outside the organization that potentially can affect the
organization’s performance;

Table 1

Political
- The law doesn’t prosecute people with
small amount of counterfeiting
products.
- Enforcement of the law is difficult:
Corruption, Relationship, and lack of
information and forces.
- Government wants to maintain good
image from citizens- they do not want
to stop the counterfeiting products too
strongly.
Economic
- Counterfeiting products contribute a
large portion (15-20% of all goods =
Social
- Counterfeiting products create huge
number of jobs for unskilled labor
- Customers: people want brands but
could not pay the real brands – so they
like counterfeiting.
- Workers: people are not full-aware of
international law of counterfeiting –
they had no idea that they are violating
the law when producing counterfeit.
Technology
- Development of technogy allows
people to counterfeit product easily
 tens of billions of dollars) and quickly (1 week) with low cost
- High profit for businesses (example - Internet allows people to sell without
from Callaway fake products) showing-up in person.(to avoid being
caught)

4. What are characteristics of an effective team? Please give examples.

- RELEVANT SKILLS Effective teams are composed of competent individuals who have
the necessary technical and interpersonal skills to achieve the desired goals while
working well together. This last point is important because not everyone who is
technically competent has the interpersonal skills to work well as a team member.
- MUTUAL TRUST Effective teams are characterized by high mutual trust among
members. That is, members believe in each other’s ability, character, and integrity. But as
you probably know from personal relationships, trust is fragile. Maintaining this trust
requires careful attention by managers.
- UNIFIED COMMITMENT Unified commitment is characterized by dedication to the
team’s goals and a willingness to expend extraordinary amounts of energy to achieve
them. Members of an effective team exhibit intense loyalty and dedication to the team
and are willing to do whatever it takes to help their team succeed.
- GOOD COMMUNICATION Not surprisingly, effective teams are characterized by good
communication.54 Members convey messages, verbally and nonverbally, between each
other in ways that are readily and clearly understood. Also, feedback helps guide team
members and correct misunderstandings. Like a couple who has been together for many
years, members of high-performing teams are able to quickly and efficiently share ideas
and feelings.
- NEGOTIATING SKILLS Effective teams are continually making adjustments to who
does what. This flexibility requires team members to possess negotiating skills. Because
problems and relationships regularly change within teams, members need to be able to
confront and reconcile differences.
- APPROPRIATE LEADERSHIP Effective leaders are important. They can motivate a
team to follow them through the most difficult situations.
- INTERNAL AND EXTERNAL SUPPORT The final condition necessary for an effective
team is a supportive climate. Internally, the team should have a sound infrastructure,
which means proper training, a clear and reasonable measurement system that team
members can use to evaluate their overall performance, an incentive program that
recognizes and rewards team activities, and a supportive human resource system. The
right infrastructure should support members and reinforce behaviors that lead to high
levels of performance. Externally, managers should provide the team with the resources
needed to get the job done.
- Vis duj
Back in the early 1990s, Starbucks chairman and CEO Howard Schultz had opened a few
hundred new stores across the United States, but the business was not successful.
 The ambitious expansion was hitting problems concerning customer service and a lack of
communication between various levels of the company. The company might have brewed
a winning cup of joe but their customer service and employee engagement were staler
than a pot of yesterdays coffee.
In 1995, Howard Behar became the president of Starbucks and with him came
advancements in company culture. He cultivated a work environment that met the
employees needs, which in turn inspired them to better serve their customers. It was
through his belief that it was not the coffee they were selling but the customer experience,
which gave Behar the mission statement to rally his teams to work together more
effectively.

5. What are characteristics of well-designed goals? Please give examples.

- Written in terms of outcomes rather than actions: focuses on the ends, not the means
- Measurable and quantifiable: specifically defines how the outcome is to be measured and
how much is expected.
- Clear as to a time frame: How long before measuring accomplishment.
- Challenging yet attainable: Low goals do not motivate.
High goals motivate if they can be achieved.
- Written down: Focuses, defines, and makes goal visible
- Communicated to all necessary organizational members: Puts everybody “on the same
page’’.
Example: Company’s goals for 2009
Become internationally recognized
By Dec. 2009, we will have branches in 4 more countries
Improve product quality
We will reduce the defect from 5 to 4%
Increase revenue and profit
Improve customer’s satisfaction

6. Compare functional and product structures of organizations. Why most organizations have
some kind of mixed structure?

Product structure:
+Allows specialization in particular products and services
+Managers can become experts in their industry
+Closer to customers
-Duplication of functions
-Limited view of organizational goals
Functional structure:
Advantages
+Efficiencies from putting together similar specialties and people with common skills,
knowledge, and orientations
 +Coordination within functional area
+In-depth specialization
Disadvantages
-Poor communication across functional areas
-Limited view of organizational goals

Reason:
With an increasing trend of globalization, the organizations are widely adopting the mixed
structures to effectively manage the cross-functional teams and maintain their effectiveness.
This structure is gaining popularity because it brings improvement in using shared human
and infrastructure resources, allows flexible and faster decision-making, and meeting the
customers’ expectations in local markets.

7. What do we mean by organizational culture? Describe the organizational culture of the

3.dotcom companies?

- The shared values, principles, traditions, and ways of doing things that influence the way
organizational members act and that distinguish the organization from other
organizations.
- The organizational culture of 3.dotcome companies:
+ people are very committed to their company. (some of them are working 9-5 and even
more and their no supervision. Some of them are offered by other companies 3 times
salary and they turned down)
+ free in thinking and voicing their opinions (if you have to comply to what the boss said,
it’s hard to think the new thing)
+high level of trust (the supervisor trust their employees, they don’t supervise them, they
let them what thing they should do, what the company should do, they design the job for
themselves.
+Open atmostphere : everyone is the same, everyone likes to talk to each other, fun and
mix together.

8. Choose ONE of three motivation theories: need theory, expectancy theory and
intrinsic/extrinsic. Briefly explain the key ideas. Use the chosen theory to explain how SAS
motivated their employees (in the SAS video).

File khác
9. Explain the concept of leadership and the differences between management and leadership?
Please give examples of leadership and management roles you observed in your class?

- Leadership: A process of influencing a group to achieve goals.

Table 2

Management Leadership
‘do the right procedures’ ‘do the right things’
Achieve the goal through a system of Achieve the goal through encouragement
policies, administration orders and support

Ex:
- Identify the objectives and requirements of the project  management
- Develop work plan  management
- Care about the impacts of the project to the team members and possible related people 
leadership
- Assign tasks to members  management
- Motivate members to perform well  leadership
- Coordinate with different members on Project implementation  management
- Build trust and shared values in the team  leadership
- Care about new ideas and initiatives to implement the Project.

10. What are some key leadership qualities? What qualities did you see in coach Park
Hang Seo?

- Vision: The ability to create and articulate a realistic, credible, and attractive vision of
the future that improves upon the present situation
+ vision brings in passion for all involved
+ vision is a dream with a deadline
- Relationship:
+ connections
+ support
- Competence: technical and interpersonal knowledge and skills
- Commitment:
+ energy
+ personal sacrifice

- Vision: before the game, the administration had trouble with the pitch to practice. Park
had 2 other solutions because he investigated it in advance. He also weighed up the pros
and cons of these 2 solutions; before all the game starts, Park always shows Vietnamese
players the videos of opponents’ previous games to analyze the ads and dis of them.
- Relationship: he is very close to Vietnamese football players, he always encourages the
spirits of them before the game starts; he always cared for the pitch, the meals of the
footballers.
- Competence: used to a football player (since grade 10th, playing for many teams and
 clubs in South Korea; 2002, he worked as a assistant for a coach, Hiddink for 2 years 
how a coach’s life is, how to organize tasks, plan and handle the problems; he used to
lead the Korean football team to get the World Cup 2002)
- Commitment: Hiddink said that Park is a very emotional guy, not easy to accept defeat;
spend 4 years examining Chinese football; although other coaches just led the VN team
for no more than 8 months, Park still accepted to become the coach; before the final of
sea game, Park said: ‘ we just need to take one more step to gain the victory and we can
do everything to do this’. Le Huy Khoa, Park’s language assistant : ‘he devotes all his
time, efforts, mind, attention to the game. He never lets anything affect’

12. What do we mean by communication? Give examples.

The transfer and understanding of meaning/ Communication is concerned with achieving a

shared understanding in an interaction.
For instance, Communication with new employees at Columbus Company, Ltd., a shoe care
firm in Tokyo, serves the functions of information, motivation, and socialization. During
their initiation, new hires learn about the company’s products and how to use them and
interact socially with each other and senior staff members.

13. Choose 3 most important principles of communication. Explain and give examples. How
does coach Park Hang Seo communicate to his players (based on the video)?

– Principles of communication:

1. Problem-oriented, not Person-oriented *

2. Descriptive, not Evaluative *

3. Validating, not Invalidating

4. Specific, not Global *

5. Conjunctive, not Disconjunctive

6. Owned, not Disowned

7. Supportive listerning, not One-way listening

- 3 most important :
+ Problem oriented, not personal-oriented (they will feel defensive, as a result, the problem
would be ignored, not personal responsibility, focus on the problem)
+ Descriptive, not Evaluative (evaluate: focus on how good people are, how well they do the
 job, easy to make people defensive, they will try to debate because it makes them feel bad;
focus on what we are doing, try to be objective as possible)
+ conjuntive, disconjunctive ( people feel u don’t care about what they said, try to listen and
link to what they said, try to relate what people said, give more attention

11. Describe the control types and process (three-step model). Explain why Mr. Harris’s
venture failed?
- control types:
+ Market Control
Emphasizes the use of external market mechanisms to establish the standards used in the
control system.
External measures: price competition and relative market share
+ Bureaucratic Control
Emphasizes organizational authority and relies on rules, regulations, procedures, and
policies.
+ Clan Control
Regulates behavior by shared values, norms, traditions, rituals, and beliefs of the firm’s
culture.

- Process: A three-step process of measuring actual performance, comparing actual

performance against a standard, and taking managerial action to correct deviations or
inadequate standards
+ step 1: To determine what actual performance is, a manager must first get information
about it. Thus, the first step in control is measuring.
+ Step 2: Comparing Actual Performance Against the Standard: The comparing step
determines the variation between actual performance and the standard.
+ step 3: Taking Managerial Action Managers can choose among three possible courses
of action: do nothing, correct the actual performance, or revise the standards. Because
“do nothing” is self-explanatory, let’s look at the other two.

- Reasons:
+ Basic control system: Clan-but they didn’t have much time to build trust before
working together.
+ They didn’t assign clear and specific responsibilities and benefits division at very first
beginning.
+ Mr. Harris let his partner to hold all important responsibilities (CEO, CFO), which
made the partner felt he should get more.
+ Mr. harris don’t have a close look at the financial situations.

1. 14. Using four function of management to explain the win/lose of the teams in the
Apprentice video.
- Planning:
- Controlling:
- Organizing
- Leading
-