Professional Documents
Culture Documents
MGT ch01
MGT ch01
D
0879396996
hungnp30@fe.edu.vn
1. Assistant Professor, Department of Business
Management, National Taipei University of Technology,
Taiwan.
2. Lecturer, Head of Research center of Applied Sciences,
Faculty of Business, FPT University, Vietnam.
3. Studied Ph.D.degree and Postdoc at National Taipei
University of Technology, Taiwan.
4. My research interests: Multi-Criteria Decision Making,
Optimization, GIS, Agricultural Economics, Operational
research.
1
© 2019 Cengage. All rights reserved.
Learning Objectives
After studying this chapter, you should be able to:
1. Define management, describe the kinds of managers found in
organizations, identify and explain the four basic management
functions, describe the fundamental management skills, and
comment on management as a science and art.
2. Justify the importance of history and theory to managers, and
explain the evolution of management through the classical,
behavioral, and quantitative perspectives.
3. Identify and discuss key contemporary management perspectives
represented by the systems and contingency perspectives, and
identify the major challenges and opportunities faced by
managers today.
EFFICIENTLY
( hiệu quả, hiệu nghiệm)
Using resources wisely
in a cost-effective way
and
EFFECTIVELY
( đưa ra mệnh lệnh)
Making the right decisions and
successfully implementing them
© 2019 Cengage. All rights reserved.
1-1 An Introduction to Management (slide 3 of 3)
• Manager
– Someone whose primary responsibility is to carry out
the management process
Kinds of
Financial Administrative
Managers Managers Managers
by Area
Operations Specialist
Managers Managers
Technical
(kiến thức chuyên
môn nghiệp vụ)
Interpersonal Conceptual
(lắng nghe, thấu (khả năng truyền
hiểu) đạt)
Fundamental
Management
Skills Communication
Diagnostic (giao tiếp)
Time
Decision
Management
Making
(deadline)
© 2019 Cengage. All rights reserved.
1-1c Fundamental Management Skills
(slide 1 of 3)
• Technical skills
– The skills necessary to accomplish or understand
the specific kind of work done in an organization
• Interpersonal skills
– The ability to communicate with, understand, and
motivate both individuals and groups
• Conceptual skills
– The manager’s ability to think in the abstract
• Diagnostic skills
– The manager’s ability to visualize the most
appropriate response to a situation
© 2019 Cengage. All rights reserved.
1-1c Fundamental Management Skills
(slide 2 of 3)
• Communication skills
– The manager’s abilities both to effectively convey ideas and
information to others and to effectively receive ideas and
information from others
• Decision-making skills
– The manager’s ability to correctly recognize and define
problems and opportunities and to then select an appropriate
course of action to solve problems and capitalize on
opportunities
• Time management skills
– The manager’s ability to prioritize work, to work efficiently, and
to delegate appropriately
• Why Theory?
– Provides a conceptual framework for organizing
knowledge and providing a blueprint for action
• Management theories are grounded in reality.
• Most managers develop and refine their own theories of
how they should run their organizations and manage the
behavior of their employees.
• Why History?
– Stresses an awareness and understanding of
historical developments in management
• Understanding the historical context of management
provides a sense of heritage and can help managers avoid
the mistakes of others.
Theory Y 1. People do not naturally dislike work; work is a natural part of their lives.
Assumptions 2. People are internally motivated to reach objectives to which they are
committed.
3. People are committed to goals to the degree that they receive personal
rewards when they reach their objectives.
4. People will both seek and accept responsibility under favorable
conditions.
5. People have the capacity to be innovative in solving organizational
problems.
6. People are bright, but under most organizational conditions their
potential is underutilized.
• Contributions • Limitations
– The importance of – The complexity of
behavioral process individuals makes
are more likely to be behavior difficult to
recognized by predict.
managers. – It is not always
– Managers are more accepted or
likely to view understood by
employees as practicing managers.
valuable resources
instead of mere tools.
• System
– An interrelated set of elements functioning as a
whole
• Universal perspectives
– Include the classical, behavioral, and quantitative
approaches
– Try to identify the “one best way” to manage
organizations
• Contingency perspective
– Suggests that appropriate managerial behavior in a
given situation depends on, or is contingent on,
unique elements in a given situation