10/1/2020

Introduction

About instructor:
CHAPTER 1 Email: yennt@uel.edu.vn
And you?
THE MANAGEMENT
PROCESS TODAY

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Syllabus by chapters Textbook and references

Management and Chapter 1: The Management process today
Managers
Chapter 2: Values, Attitudes, Emotions and Culture: The Manager as a person

The Environment Chapter 3: Managing Ethics and Diversity

of Management
Chapter 4:Managing in Global environment

Planning, decision Chapter 5: Decision making, learning, creativity and Entrepreneurship

making and
Chapter 6: Planning, strategy and competitive advantage
competitive
advantage
Organizing and Chapter 7: Designing Organizational Structure
change
Chapter 8: Control, change and Entrepreneurship

Leading individual Chapter 9: Motivation

and Group
Chapter 10: Leader and leadership
Controlling
essential activities Chapter 13: The Management process today
and processes Magazines, Journals
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Time Allocation Progress assement

Individual:
Credits 04 Answer questions during lectures
Sessions Instructor: 45

Students: 15
Group:
Progress 20%

Mid-term exam 30%

Voluntarily form study groups
Final exam 50% Groups prepare exercises in each chapter
Each selects one topic to present to the class.

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Learning Objectives (1 of 2) Learning Objectives (2 of 2)

1-1. Describe what management is, why management
is important, what managers do, and how
managers utilize organizational resources
efficiently and effectively to achieve
organizational goals.
1-2. Distinguish among planning, organizing, leading,
and controlling (the four principal managerial
tasks), and explain how managers’ ability to
handle each one can affect organizational
performance.
1-3. Differentiate among three levels of management,
and understand the tasks and responsibilities of
managers at different levels in the organizational
hierarchy.
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1-4. Distinguish among three kinds of managerial skill,
and explain why managers are divided into
different departments to perform their tasks more
efficiently and effectively.
1-5. Discuss some major changes in management
practices today that have occurred as a result of
globalization and the use of advanced information
technology (IT).
1-6. Discuss the principal challenges managers face in
today’s increasingly competitive global
environment.
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What Is Management: where do managers work ?

Content
1. What is management? Organizations
Management is normally attached to
2. Essential managerial task?
organizations
3. Levels and skills of manager? • Small and medium enterprises

4. Recent changes in management practices • Corporations/groups

• Governments and administrative agencies
5. Challenges for management in global • Hospitals
environment. • Museums
• Schools/Colleges/Universities
• Societies/Associations/Non-governmental Organizations

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1. What Is Management: where do managers work? TOPICS FOR DISCUSSION (1 of 5)

Organizations
Collections of people who work together and
coordinate their actions to achieve a wide
variety of goals
Common characteristics of organizations:
Some people say that: Organization must have
people, goals and structure. Some say no need
to have structure. Give your opinions about this
situation?

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1. What Is Management? How are managers different from nonmanagerial employees?

Managers
The people responsible for supervising the use of Manager Nonmanagerial employee
an organization’s resources to meet its goals • Direct and oversee the • Work directly on tasks
activities of others
• Not responsible for
Resources overseeing others’ work
• May have work duties not
People, skills, know-how, experience, machinery, related to overseeing
raw materials, computers and IT, financial capital, donnot have to planning,
others
patents, loyal customers and employees policy making, leadership,..
• Objective: Support others to
work • Objective: Personal
achievement

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1. What Is Management? (1 of 3) Achieving High Performance

Management Organizational Performance
The planning, organizing, leading, and A measure of how efficiently and effectively
controlling of human and other resources to managers use available resources to satisfy
achieve organizational goals effectively and customers and achieve organizational goals
efficiently
=> Management is the process of getting things done
effectively and efficiently, with and through people

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TOPICS FOR DISCUSSION (1 of 5) Organizational Performance

Describe the difference between efficiency and
effectiveness, and identify real organizations
that you think are, or are not, efficient and
effective. [LO 1-1]
Effectiveness
A measure of the appropriateness of the goals
an organization is pursuing and the degree to
which the organization achieves those goals=>
do the right things.

Efficiency
A measure of how productively resources are
used to achieve a goal => do things right

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example Efficiency, Effectiveness, and Performance

One day, Cam’s mother asked the two sisters to go to the in an Organization
field to catch shrimp. She required each person to catch
4 baskets. The hard-working Tam got 5 baskets in 4
hours. The lazy Cam caught 3 baskets in 2 hours. Who is
effective and efficient?

Effectiveness = achievement/ target

Efficiency = achievement/ cost

Jump to Appendix 1 for long description.

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Efficiency, Effectiveness, and Performance Why Study Management?

in an Organization
1. Individuals learn to understand the dynamic and
complex nature of work and make decisions that
are ethical and effective for an organization.
Figure 1.1 2. Understanding management helps the manager’s
employer to succeed.
High-performing
organizations are 3. The economic benefits of becoming a good
efficient and manager are impressive.
effective. 4. Learning management principles can help you make
good decisions in non-work situations.

Jump to Appendix 1 for long description.

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2. Four Tasks of Management Planning (1 of 2)

Figure 1.2 Planning
Process of identifying and selecting appropriate
goals and courses of action

- Goals
- Strategies
- Structures

Jump to Appendix 2 for long description.

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Steps in the Planning Process Planning (2 of 2)

1. Decide which goals to pursue. Strategy
2. Decide what strategies to adopt to attain Cluster of decisions about what goals to pursue,
those goals. what actions to take, and how to use resources
3. Decide how to allocate organizational to achieve goals
resources to pursue strategies that attain
those goals.

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Organizing (1 of 2)
Organizing
Structuring working relationships in a way that
allows organizational members to work together
to achieve organizational goals
Organizing (2 of 2)
Organizational Structure
A formal system of task and reporting
relationships that coordinates and motivates
organizational members so that they work
together to achieve organizational goals

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Leading Controlling
Leading Controlling
Articulating a clear vision and energizing and Evaluating how well an organization is achieving
enabling organizational members so they its goals and taking action to maintain or
understand the part they play in achieving improve performance
organizational goals Outcome of the control process
Ability to measure performance accurately and
regulate efficiency and effectiveness

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3. Levels and Skills of Managers Levels of Managers (1 of 2)

Department Figure 1.3
A group of people who work together and possess
similar skills or use the same knowledge, tools, or
techniques to perform their jobs

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Levels of Management (1 of 2) Levels of Management (2 of 2)

First-Line Managers Top Managers
Responsible for the daily supervision of Establish organizational goals, decide how
nonmanagerial employees departments should interact, and monitor the
performance of middle managers
Middle Managers
• Supervise first-line managers
• Responsible for finding the best way to use
resources to achieve organizational goals

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Levels of Managers (2 of 2) Relative Amount of Time That Managers

Top Management Team Spend on the Four Managerial Tasks
A group composed of the CEO, the COO, and the Figure 1.4
vice presidents of the most important
departments of a company

Jump to Appendix 3 for long description.

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TOPICS FOR DISCUSSION (2 of 5) Managerial Skills

In what ways can managers at each of the
three levels of management contribute to
organizational efficiency and effectiveness?
[LO 1-3]
Conceptual Skills
The ability to analyze and diagnose a situation and
distinguish between cause and effect
Human Skills
The ability to understand, alter, lead, and control the
behavior of other individuals and groups
Technical Skills
The job-specific knowledge and techniques required
to perform an organizational role

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TOPICS FOR DISCUSSION (3 of 5) Technical Skills

Identify an organization that you believe is high
performing and one you believe is low
performing. Give five reasons why you think the
performance levels of the two organizations
differ so much. [LO 1-2, 1-4]
Core Competency
Specific set of departmental skills, abilities, and
experiences that allows one organization to
outperform its competitors

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Types and Levels of Managers 4. Recent Changes in Management Practices (1 of 2)

Figure 1.5 Restructuring

Downsizing an organization by eliminating the
jobs of large numbers of top, middle, or first-line
managers and non-managerial employees

Jump to Appendix 4 for long description.

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4. Recent Changes in Management Practices (2 of 2) 4. Empowerment and Self-Managed Teams (1 of

2)
Outsourcing Empowerment
Contracting with another company, usually abroad, Expansion of employees’ knowledge, tasks, and
to have it perform an activity the organization decision-making responsibilities
previously performed itself

Increases efficiency because it lowers operating

costs, freeing up money and resources that can be
used in more effective ways

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4. Empowerment and Self-Managed Teams (2 of 5. Challenges for Management in a Global

2) Environment
Self-Managed Team
Rise of Global Organizations
A group of employees who assume responsibility
for organizing, controlling, and supervising their
Building a Competitive Advantage
own activities and monitoring the quality of the
goods and services they provide
Maintaining Ethical and Socially Responsible Standards

Managing a Diverse Workforce

Utilizing IT and E-Commerce

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Building Competitive Advantage (1 of 3) Building Blocks of Competitive Advantage

Competitive Advantage Figure 1.6
Ability of one organization to outperform other
organizations because it produces desired goods
or services more efficiently and effectively than
they do

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Building Competitive Advantage (2 of 3) Building Competitive Advantage (3 of 3)

Innovation Turnaround Management

Process of creating new or improved goods and
services or developing better ways to produce or
provide them
The creation of a new vision for a struggling
company based on a new approach to planning
and organizing to make better use of a
company’s resources and allow it to survive and
prosper

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Maintaining Ethical and Socially Responsible Standards Managing a Diverse Workforce

The pressure for a manager to increase
organizational performance exists at all levels.
Social responsibility centers on deciding what if
any obligations a company has towards the
people and groups affected by its activities.
The challenge for a manager is to recognize the
ethical need and legal requirement to treat
human resources in a fair and equitable manner.
Human resources (HRM) procedures and
practices that are legal and fair must be put into
place.

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Utilizing IT and E-Commerce (1 of 2) BE THE MANAGER

Utilizing new information technology (IT) in an What kinds of organizing and controlling
efficient and effective manner is an important problems is Achieva suffering from? [LO 1-2]
challenge to managers.
IT has enabled individual employees and self-
managed teams by providing them with more
information and allowing for virtual interactions.

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TOPICS FOR DISCUSSION (5 of 5) APPENDICES

In what ways do you think managers’ jobs have
changed the most over the last 10 years? Why
have these changes occurred? [LO 1-6]
Long descriptions of images

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Appendix 1: Efficiency, Effectiveness, and
Performance in an Organization
The graphic is divided into four sections.
1. Low efficiency and high effectiveness: Manager chooses the right goals to pursue,
but does a poor job of using resources to achieve these goals. Result: A product
that customers want, but that is too expensive for them to buy.
2. High efficiency and high effectiveness: Manager chooses the right goals to pursue
and makes good use of resources to achieve these goals. Result: A product that
customers want at a quality and price that they can afford.
3. Low efficiency and low effectiveness: Manager chooses wrong goals to pursue
and makes poor use of resources. Result: A low-quality product that customers
do not want.
4. High efficiency and low effectiveness: Manager chooses inappropriate goals, but
makes good use of resources to purse these goals. Result: A high-quality product
that customers do not want.
Copyright McGraw-Hill Education. Permission required for reproduction or display.
Return to slide.
©McGraw-Hill Education.
Appendix 3: Relative Amount of Time That
Managers Spend on the Four Managerial Tasks
Graphic shows the relative amount of time that managers spend
on the four managerial tasks. For planning, top managers spend
the most time on this followed by middle managers and then
first-line managers. The same is true for organizing, although this
task is more evenly distributed. For leading, first-line managers
spend the most time on this task, followed by middle managers,
and then top managers. Controlling is similar to organizing in its
distribution.
Copyright McGraw-Hill Education. Permission required for reproduction or display.
Return to slide.
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10/1/2020
Appendix 2: Four Tasks of Management
The graphic shows the four task of managements as a circular
process.
Planning. Choose appropriate organizational goals and courses of
action to best achieve those goals.
Organizing. Establish task and authority relationships that allow
people to work together to achieve organization goals.
Leading. Motivate, coordinate, and energize individuals and
groups to work together to achieve organizational goals.
Controlling. Establish accurate measuring and monitoring
systems to evaluate how well the organization has achieved its
goals.
Copyright McGraw-Hill Education. Permission required for reproduction or display.
Return to slide.
©McGraw-Hill Education.
Appendix 4: Types and Levels of Managers
The pyramid shows the C E O at the pinnacle, below that are top
managers, middle managers, and first-line managers at the base.
It is also divided by research and development, marketing and
sales, manufacturing, accounting, and materials. Managers are
grouped into departments on the basis of their skills. Each
department contains the hierarchy of C E O, top managers,
middle managers, and first-line managers.
Copyright McGraw-Hill Education. Permission required for reproduction or display.
Return to slide.
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