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10/5/23, 12:02 AM PM Notes (Theory 1-7 + Short Answers) : 1. Managers?
10/5/23, 12:02 AM PM Notes (Theory 1-7 + Short Answers) : 1. Managers?
1. Managers?
→ someone who coordinates and oversees the work of other people so that
organizational goals can be accomplished.
1. Top manager:
2. Middle manager:
2. Process:
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3. Challenges: nowadays
• digital technology
• ethical (đạo đức): serve the community + protect the environment
• global competition:
in the past: in a small group
nowadays: companies with the same + different kinds of products in a particular field
Example: ngày xưa phở chung xóm cạnh ranh, ngày nay phở cạnh tranh chung xóm,
nổi tiếng và các món khác
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• Viettien
• Tomford
• Nextdoor
• Price: 2
Viettien : 8
Tomford: 1
Nextdoor: 10
• Fabric: 1
Viettien: 8
Tomford: 8
Nextdoor: 8
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go to the same 8 steps of making a decision ~ the way you decide is different
• Similarity
o aim for the best
o depend on logic and calculation
• Differences:
o Biggest differences: in steps 4 and 5
▪ R: try to have as many options as possible + try to gather as much
information as possible
▪ BR: only consider options that are convenient + only find information
that is convenient
Programmed decisions:
→ As you want to move up/ motivate/advance, then you start to make unprogrammed –
decision
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6 common Bias
▪ muốn get fit, giữ dáng ~ bạn rủ đi ăn uống cafe ( may be uống trà thui
sẽ ốm :)) )
→ tới cafe có deal ngon → uống trà sữa về thể dục sau đồ đó :)) → short-term
benefits
⇒ prefer the first options although whether 100.000$ is not the real price or
not
▪ hấp tấp enter the relationship rồi tìm lý do bao biện :))
▪ ip 14 mới ra → mua ip 14 và đọc bài khen ip 14
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º Sunk-cost:
make decisions based on the time, effort, and money that you have spent
→ bỏ tiền, tgian, công sức ra → kiểm tra từng khâu: xưởng may, cskh của nv, marketing,
cạnh tranh…
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the higher level of presence in abroad (độ nhận diện) ~ the risk is higher:
• Outsourcing: (mang tính quốc tế): move part of your production/products outside
(mua máy tính ở Mỹ của cty điện tử Mỹ → bộ phận customer service ở Ấn và nvien
CSKH là ng Ấn → much cheaper)
• import-export:
Ex: cty A (me): muốn đánh vào thị trường cty B (nc ngoài)
cty B: cty thời trang Campuchia → bán (exclusive) nhãn hàng của cty A ở Campuchia
→ Cty B với công nghệ của cty A→ cấp phép để B bán collection của A
• joint venture (liên doanh): A-B collaborate to create C → C is in the host country: B
• subsidiary – branch (cty con-chi nhánh): A doesn’t need B anymore: go to host
country → open brand by yourself
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2 Level:
• Surface level: gender, sex, skin color, clothing, hair, height, weight, voice, smell
• Deep level: personality, working/lifestyle, hobby, religion, intelligence
Why:
Why not:
• Easy to conflict
• Discrimination
Disadvantage:
• language barrier.
• conflict: work/lifestyle:
→ as prejudice
ngày xưa: ng da đen dc hưởng mọi quyền lợi như ng da trắng ~ ngày nay: ng da trắng: ác
→ cần loại bỏ
ngày xưa: bve phụ nữ ~ ngày nay: đàn ông: tội đồ của xh → loại bỏ đàn ông → phong trào
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⇒ cực đoan về diversity: phải xu nịnh theo những suy nghĩ: overweight about diversity
vdu như: ng béo phì → ko thể nói: ko có size → use social media: cty: discriminate fat
people
→ phải nói lỗi của cty ko consider đủ size although → being fat is her problem
trc khi apply cty, xem những cái qcao/products… xem có cực đoan hay ko
Advantage:
- Organizing workshop and teach about those things (LGBT stuff, religions)
Ethics:
In the past, a good company could only provide good food and service. These days, a good
company can also serve the community and protect the environment.
4 levels of ethics (low to high):
- Legal approach: you only do the thing that is required by law.
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- Stories: Learn about the founder through their founding stories, founder’s story,
rumor and gossip, news that write about this company.
- Ritual (Nghi thuc): repetitive activities to achieve a certain meaning (ex: le chao co)-
Asian countries have more rituals like Japan.
- Material artifacts (objects/physical things) and symbols (non-physical things) : things
that contain meaning
Ex artifacts: uniforms, pen, book, chai thuy tinh cua Coca-Cola
Ex symbols: logo, taste, slogan, font, sound, smell
- Language: is their the specific way that the company use their language
Ex: Tour les jours xin chao!, form email chuan
Culture can also encourage change
As a manager, you can build a manager that lead to change
How can you build a culture that encourage change and innovation:
- Accept ambiguities and risks
- Tolerate impractical
- Tolerate conflict: you let your employees debate
- Tolerate risk
- Keep control minimal
- Focus on “end” (result) rather than “means” (process)
- Provide positive feedback
- Empower (trao quyền):
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+ You let your employees or who are lower than you participate in your decision
making or even you let them make decisions.
+ Tell them what they are doing is important
Disruptive innovations: are innovations that change a market or an industry or even
change how we live.
Ex: iPhone, car, Internet
When you become a change manager, the biggest change is workplace politics (the
relationship between people in a company).
Tips:
- Who have soft power in the company (Phải nhìn xem ai có quyền lực cứng (ghi trong
hợp đồng) và quyền lực mềm (thông qua quan hệ có đc như))
- Phải xem việc thay đổi có đụng chạm đến quyền lợi hoặc có cách nào để họ tham
gia vào change project ko => giảm đụng chạm những người có quyền lực mềm
- Nếu mà là nhân viên đc giao 1 công việc quan trong, cách tốt nhất là ko đc khoe vs
nhân viên khác, cứ im lặng làm.
• BIG 5 Personanlity:
o Openness: do you actively chase your ideas / how easily accept others’ ideas
without convincing
o Conscientiousness: how hardworking/tidy
o Extraversion: find energy around ppl
o Agreeableness: how much you value others’ feelings
o Neuroticism: how easily upset you are / alert
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• All types of teams are in ascending order of their advancement (được sắp xếp
theo thứ tự tang dần) (chap 12)
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• Name and example of 2 types of problems. The kind of decisions are required
respectively to these 2 types. The implications of these decisions for
managers. (chap 2)
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• The one is crucial element needed when building your own organizational
structure. (chap 10&11)
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