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Chương 1
1.1 Management
Ÿ Management is defined as: - the pursuit of
organizational goals
- achieve a specific
purpose

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paid
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ŸPresid
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Ÿandthe rewards of studying management :
small
many
and - experience how to relate to your
bene
midsiz
fits. supervisors.
e
busin - interact with co- workers
esses - manage yourself and your Career

Ÿ the rewards of practicing management:

- experience a sense of
accomplishment.
- stretch your abilities
 build a catalog of succesful products
or services.
- become a mentor and help others.

1.2 What managers do

Ÿ The 4 management functions: planning,
organization, leading and controlling.
Ÿ The management process:
1. set goals and decide how to achieve.
2. arrange tasks, people and other resources
to accomplish the work / get good result in
work.
3.motivate, direct and influence people to work
hard to obtain/ achieve the Organization's
goals.
4. monitor peyormance, compare it with goals
and take corrective action as needed.

Ÿ planning : setting goals and deciding how to

achieve 1 accomplish
Ÿ organizing: arranging tasks, accomplish the
work
Ÿ leading: motivating, directing, influencing
people to work hard to achieve the
organizational's goals
Ÿ controlling : monitoring performance,
comparing it with goals, and taking corrective
action as needed.

1.3 Levels and Areas of Management

Ÿ 4 levels of managers: top, middle, first- line
 managers, nonmanagerial employees.

Ÿ Top managers: qlí cấp cao (president)

Ÿ Middle managers: qlí trung gian (CEO, director,
supervisor )
Ÿ First- line managers: qlí cấp cơ sở ( monitor)
Ÿ Non managerial employees: thực hiện quyết
định
1. Top managers : make long-term decisions,
establish the objectives, polices, and strategies
2. Middle managers : implement the polices and
plans, supervise and coordinate the activities
3. First- line managers: make short-term
operating decision, directing the daily tasks
and obey the middle managers and top
managers
4. Non managerial Employees: nho never has
power an only work and obey middle, top and
first - line managers.

Functional managers : responsible for one

Activity
General managers: responsible for Several
Activities

Ÿ There are 3 types of organizations: For-Profit,

Nonprofit, Mutual-Benefit.
1. For-profit Organizations: for making money, or
profits, by offering products or services.
2. Nonprofit Organizations: for offering services.
ex: Organization are hospitals, colleges, social
welfare agencies
3. Mutual-benefit Organizations: for aiding
members. ex: voluntary collections, labor
unions, trade associations

1.4 Roles managers must play Successfully

(ng qlí phải đóng vai trò thực hiện thành
công)

managers play three roles: interpersonal

(Knăng ngoại giao), informational (Knăng năm
bắt thông tin), decisional (Knăng
 đưa ra quyết định).
Ÿ Interpersonal roles include: figurehead (người
đứng đầu), leader (ng lãnh đạo), liaison
activities (hđộng liên lạc kết nối) .
→ Interpersonal roles, managers interact with
people

Ÿ Informational Roles : monitor (ng giám sát),

disseminater (ng tuyên truyền, Chánh văn
phòng ) and Spokesperson (ng phát ngôn)
-> managers receive and communicate
information with other people.

Ÿ Decisional Roles : entrepreneur ( doanh

nghiệp, tổ chức), Disturbance Handler (xử lí
nhiều thông tin), Resource Allocator (phân bổ
nguồn lực), Negotiator ( Knăng đàm phán )
→ managers use information to make
decisions to Solve problems or take advantage
of opportunities.

1.5 - The skill exceptional managers need

Good managers need 3 principal skills:

technical, conceptual, human skills.
1. Technical Skills : consist of the job-specific
knowledge needed to perform well in a
Specialized field.

2. Conceptual skills consist of the ability to

think analytically. to visualize an organization
as a whole and
 understand how the parts work together
3. Human skills - Soft skills : the alsality to
work well in Cooperation with other people to
get things done.

The most valued traits in Managers :

- motivate and engage others
- communicate with partner
- work experience outside organization
- High energy levels to meet the demands of
global travel = market

1.6 Seven Challenges to being an

exceptional manager

Challenge 1: Managing for Competitive

Advantage - Staying Ahead of Rivals (lợi thế
cạnh tranh-đi trước đối thủ)
Ÿ Competitive advantage is the ability of an
organization to produce goods or services
more effectively than competitors do.
1. Being Responsive to customers: đáp ứng nhu
cầu khàng.
2. innovation: Cải tiến
3. Quality: chất lượng
4. Efficiency: năng xuất
 Challenge 2: Managing for Information
Technology - Dealing with the new nomal
Ÿ Far- ranging electronic management (quản lí
điện tử trên phạm vi rộng rãi) : e-
communication all the time.
Information technology application skills reflect
the extent
 to which you can effectively use information
technology and learn new applications on an
going basis.
Ÿ Ever more data (ngày càng nhiều dữ liệu) : a
challenge to decision-making
Ÿ The rise g artificial intelligence (Sự bùng nổ trí
tuệ nhân tạo) : more automation in the
workforce
Ÿ Organizational changes: shifts in structure,
jobs, goals, and management.

Challenge 3: Managing for diversity - the future

won't Resemble the past.

Challenge 4: Managing for Globalization - The

Expanding management Universe . (qlí sự toàn
cầu hóa- và mở rộng qlí toàn cầu)

Challenge 5: Managing for Ethical standards

( qlí các chuẩn mực đạo đức)

Challenge 6: Managing for Sustainability - The

Business of green (qli sự kiên trì và bền bỉ)
Climate change, hurricanes, floods, fires,...

Challenge 7: managing for happiness and

meaningfulness
1. Identify activities you love doing
2. Find a way to build your natural strenghts
into your personal and work life.
3. Go out and help someone

1.7 Building Your Career Readiness (xây

dựng Cơ hội nghề
 nghiệp của bạn)
Career readiness: cơ hội nghề nghiệp | kĩnăng
Chuyên môn | tinh thần làm việc

Three reasons to close these gaps:

1. To get a job and earn more money.
2. To impress employers with your self-awarness
(gây ấn tượng vs nhà tuyển dụng bằng sự tự
nhận thức của bạn).
3. To create your own motivation to learn.

1.8 Career Corner: Managing Your Career

Readiness

Chương 2: Management
Theory
Các học thuyết quản trị
2.1 Evolving viewpoints: ( học thuyết liên
quan)
- This Chapter describes 2 principal theoretical
perspectives- the historical and contemporary.
- Studying management theory provides
understanding of the present, a guid to action,
a source of new ideas, producing positive
results, clues manager's decisions and outside
events.
Ÿ The historical perspective :
- Classical viewpoint : manage work more
efficiently
- Behavioral Viewpoint : understanding human
behavior and motivating
- Quantitative view point: quantitative
techniques

Ÿ The contemporary perspective

- system viewpoint
- contingency
- quality-management

2.2 Classical viewpoint : Scientific, and

Administrative management
- the classical described in this section, the
behavioral and the quantitative
- manage work more efficiently, had 2
approaches: Scientific management and
administrative management.

Ÿ scientific management (quản trị khoa học)

applied the scientific study of work methods to
improving the productivity of individual workers.
là PP cải thiện Công sức lao động của mỗi cá
 nhân trong tổ chức

Ÿ 4 principles of Scientific Managerment:

1. Evaluate a task
2. Carefully select workers
3. Give workers the training
4. Use scientific principles to plan the work
methods

Ÿ Administrative management ( quản lí hành

chính) is concerned with managing the total
organization.
liên quan đến việc quản lí toàn bộ tổ chức
- administrative management is considerated
such as the need for authority , division of
labor, adequate capital, proper budgeting, and
cooperation and teamwork were essential for
smooth organizational operations.

Ÿ Administrative managerment underline that 4

major Functions : planning, organizing, leading,
and controlling.

2.3 Behavioral Viewpoint: Behaviorism,

Human Relations, and Behavioral Science

the behavioral viewpoint emphasized the

importance of understanding human behavior
and of motitrating employees toward
achievement.

1. Study jobs and determine which people are

best suited to specific jobs.
2. Identity the psychological conditions under
nhich employees do their best work.
3. Devise management strategies to influence
employees to follow management's interests.
1. organizations should be operated as"
communities" with managers and Subordinates
working together in harmony.
2. Conflicts Should be resolved by having
managers and workers talk over differences
and find Solutions that would Satisfy both
parties - a process she called integration.
3. The work process Should be under the control
of workers with the relevant knowledge, rather
than of managers, who should act as
facilitators.

2.4 Quantitative Viewpoints: Management

Science and Operations Management

Quantitative management, the application to

management of quantitative techniques, such
as statistics and computer simulations.
Ÿ Two branches of quantitative management are

management science and operation

- management.

1. Management science: using mathematics to

solve management problems
Ÿ Management science focuses on using
mathematics to aid in problem solving and
decision making
 MS Important because : MS stresses the use
of rational science-based techniques and
mathematical models to improve decision
making and strategic planning.

2. Operation management
Ÿ OM focuses on managing the production and
delivery of an organizational 's products or
services more
 effectively.
OM is important because through the rational
management of resources and distribution of
goods and services, operations management
helps ensure that business operations are
efficient and effective.

2.5 Systems Viewpoint

Ÿ consist of three viewpoints : systems,
contingency (dự phòng), Quality- management
(quản lí chất lượng).

the contemporary perspective :

1. The Systems Viewpoint: the organization as
systems of interrelated parts that operate
together to achieve a common purpose
2. the contingency Viewpoint: emphasizes that a
manager's approach should vary according
3. The Quality-management viewpoint :
Ÿ Quality control : minimizing errors
Ÿ Quality assurance urging employees to strive
for "zero defects"
Ÿ Total quality management : continuous quality
improvement, training, and customer
Satisfaction
 The Four parts of a System :
1. Inputs are the people, capital, information,
equipment, and materials required to produce
an organization's goods or services.
2. Transformational process : are the
organization's capabilities in management,
internal processes and
 technology that are applied to converting inputs
into outputs.
3. Outputs are the products, Services, profits,
losses, employee satisfaction or discontent
4. Feedback is information about the reaction of
the environment to the outputs that affects the
inputs.
 Chapter 9: human resource
management

9:1 Strategic human resource management

quản lí nguồn nhân lực hiệu quả

Human resource management consists of the

activities managers perform to plan for, attract,
develop, and retain/ maintain an effective
workforce. Planning the human resources
needed consists of understanding current
employee needs and predicting future
employee needs.

Human Resource Management: Managing

an Organization's Most important
Resource :
Human resource (HR) management consists of
the activities managers perform to plan for,
attract, develop, and retain / maintain an
effective workforce.

Human Resources as Part of Strategic

Planning:

The strategic human resoruce management

 process :
Ÿ step 1: Establish the mission & the vision
Ÿ Step 2: establish the grand strategy
Ÿ Step 3: formulate the strategic plans
Ÿ Step 4: plan human resources needed
Ÿ step 5: Recruit & select people
Ÿ step 6: Orient, train & develop
Ÿ Step 7: perform appraisals of people
Ÿ purpose: get optimal work performance to help
realize company's mission & vision.
 A person have loyal, innovative, Smart,
passionate I believe that person will be
successfull at work.

Human Capital: Potential of Employee

knowledge and Actions.
Ÿ Human Capital is the economic or productive
potential of employee knowledge, experience
and actions.

knowledge workers: Potential of Brain

Workers
Ÿ A knowledge worker is Someone whose
occupation is principally concerned with
generating or interpreting information, as
opposed to manual labor.

social Capital: Potential of Strong and

Cooperative Relationships
Ÿ Social capital is the economic or productive
potential of strong, trusting, and cooperative
relationships.

Planning the human Resources Needed

Ÿ Strategic human resource planning consists
of developing /growing a systematic,
 comprehensive strategy for understanding
current employee needs and predicting future
employee needs.

Understanding Current employee needs

Ÿ Job analysis : is to determine, by observation
and analysis, the basic elements of a job
Ÿ Job description and job specification :
Ÿ JD, which summarizes what the holder of

the job does and how and why he or she

does it.
 Ÿ Job specification, which describes the
minimum qualifications a person must have
to perform the job successfully.

9.2 Recruitment and Selection: Putting the

right people into the Right Jobs ( tuyển
dụng và lựa chọn : đặt đúng người vào
đúng việc)

Qualified applicants for jobs maybe recruited

from inside or outside the organization. The
task g choosing the best person is enhanced
by such tools as reviewing candidates'
application forms, resumes, and refermance,
and other kinds of employment tests.

Recruitment: How to attract Qualified

Applicants
Ÿ Recruiting is the process of locating and
attracting qualified applicants for jobs open in
the organization.
Ÿ Recruiting is of 2 types: internal and external.

1. Internal recruiting: Hiring from the inside

means making people already employed by the
organization aware of job Openings.
 2. External Recruiting: Hiring from the
Outside:
means attracting job applicants from outside
the organization.

Selection: How to choose the Pest Person

for the Job
Ÿ Selection process which the Screening of job
applicants to hire the best candidate.
Ÿ There are three types of selection tools:
background information,interviews, and
employment tests.

1. Background information: Application Forms,

Resumes, and Reference Checks
Ÿ Application - forms and resumes provide basic
background information about job applications,
such as Citizenship, education, work history,
and certifications.

2. Interviewing: Unstructured ( ko chính thức),

Situational, and Behavioral - Description
Ÿ Unstructured Interview involves asking probing
questions to find out what the applicant is like.
Ÿ Structured Interview Type 1: The Situational
Interview
Ÿ the structured interview consists of asking

each applicant the same questions and

Comparing their responses to a
standardized set of answers.
Ÿ Structured Interview type 2: The behavioral -
Description interview
Ÿ The behavioral - Description interview, the

interviewer explores what applicants have

actually done in the past.
 3. Employment Tests: Ability, Personality,
Personality, Performance, Integrity, and Others
Ÿ employment test are legally considered to
consist of any procedure used in the
employment selection decision process, even
application forms, interviews, and educational
requirements.