Chapter 1 - INTRODUCTION 

– Introduction to organization and management 

– Management yesterday and today
WHAT IS ORGANISATION?  
An organisation is a deliberate arrangement of people to accomplish some 
specific purpose. 

WHAT IS ORGANISATION?  

- Each organisation has a distinct purpose. This purpose is typically expressed

in terms  of a goal or a set of goals that the organisation hopes to accomplish. 
WHAT IS ORGANISATION?  
- Each organisation is composed of people. One person working alone is not an
organisation, and it takes people to perform the work that is necessary for the 
organization to achieve its goals. 
WHAT IS ORGANISATION?  
- All organisations develop some deliberate structure so that their
members can  do their work.
WHAT IS ORGANISATION? 

Why are organisations changing?

WHO ARE MANAGERS? 
• A manager is someone who coordinates and oversees the work of other 
people so that organisational goals can be accomplished.  
• A manager’s job is not about personal achievement; it is about helping 
others to do their work and achieve. That may mean coordinating the work  of
a departmental group, or it might mean supervising a single person.
 Istheresomewaytoclassif?

How managers differ from non-managerial employees?

WHAT IS MANAGEMENT? 

Management is what managers do?  Management involves

coordinating and overseeing the work  activities of others so that
their activities are completed  efficiently and effectively.

Thu-Ha Truong 

Thu-Ha Truong
Thu-Ha Truong

MANAGEMEN: Science or Art? 

❖ Science of Management 
• Theory is built from practice 
• Assumes that problems can be approached using
rational, logical, objective, and  systematic ways 
• Research subjects: what managers do: functions
(planning, organizing, leading,  controlling), roles and
skills. 
❖ Art of Management 
• Decisions are made and problemssolved using a blend
of intuition, experience,  instinct, and personal insights. 
• Requires the use of conceptual, communication, interpersonal,
and time-management  skils to successfully accomplish the tasks
associated with managerial activies.
Management skills 
What types of skills does a manager need?

Management skills 
– Technical skills: Knowledge of and proficiency in a certain specialized
field 
– Human skills: The ability to work well with other people individually and
in a  group. Managers know how to communicate, motivate, lead, and
inspire  enthusiasm and trust. 
– Conceptual skills: The ability to think and to conceptualise about
abstract and  complexsituations. Managers must be able to see the
organisation as a whole  (‘helicopter perspective’) and understand the
relationships between various  subunits, and to visualise how the
organisation fits into its broader environment  
Skills needed at different management level

Specific Skills for Managers

– Behaviors related to a manager’s effectiveness:
• Controlling theorganization’senvirones.•Organizing and coordinating. 
• Handling information. 
• Providing for growth and development. 
• Motivating employees and handling conflicts. 
• Strategic problem solving. 

Universal Need for Management

Universal Need for Management
– Level in the organization 
• Do managers manage differently based on where they are in the 
organization? 
– Type of organization 
• Is managing in a commercial enterprise different than managing in a non
commercial organization? 
– Size of organization 
• Does the size of an organization affect how managers function in the 
organization? 
– Organisational area 
• Are there any differences in managers’ work in functional areas 
(manufacturing, marketing, human resources, accounting, information 
systems, and so on)? 
Universal Need for Management
– Level in organization 
• All managers, regardless of level, make decisions.  
• The amount of time they give to each function is not necessarily  the same.  
• The content of the managerial functions changes with the  manager’s level.

Universal Need for Management

- Type of organization (profit versus non-for-profit)
• There are commonalities to all managerial jobs 
• The most important difference is in measuring performance. 
• Profit and not-for-profit organisations are far more alike than they are 
different.  
o Managers can effectively and efficiently plan, organise, lead and control 
o Managers can handle the various parts of the organisational system and  the
changing situations the organisation faces. 
Sudan: The last male northern white rhino and a symbol of endangered  
secies conservation
Universal Need for Management
– Size of organization
 The proportion of time they spend on each activities are different.
Universal Need for Management
- Organisational area
• The relative degree and mixture of roles by a particular
manager will  depend on the functional area of the
organisation.  
• Some roles that are universally required for managers
independently  of their functional areas, such as the leader,
liaison and disturbance  handler 
• Managers’ work activities include management functions of
planning,  organising, leading and controlling within his or her
respective  organisational areas. 
MANAGEMENTYESTERDAY AND TODAY The Egyptian
Pyramids The Great Wall of China
MANAGEMENT YESTERDAY AND
TODAYMANAGEMENT YESTERDAY AND TODAY Các
học thuyết quản trị Lý thuyết quản trị Bối cảnh lịch sử Hành vi tổ
chức Quản trị định Những ví dụ ban  đầu về quản trị Adam
Smith Cách mạng công nghiệp 
Lý thuyết quản trị khoa học 

hành chính tổng hợp lượng Những người ủng hộ tiên phong

Những nghiên cứu ở Hawthorne Phong trào quan  hệ giữa người với người Các
nhà khoa học hành vi 
– He argued the economic advantages that organisations and society would
gain from the division of labour 1776
MANAGEMENTYESERDAY ANDTODAY SCIENTIFIC
MANAGEMENT – 1911 – The year modern management theory was born –
The year Frederick  Winslow Taylor’s Principles of Scientific Management was
published 
🡪 “One best way” for a job to be done 

– The pig-iron experiment => Their daily average output  

could be increased from 12.5 tons to 47 or 48 tons 
HOW? => Combinations of procedures, techniques and   tools 

TSCIENTIFIC MANAGEMENT
- Use scientific working - Scientifically select workers 
method  instead of basing on with skills and abilities that
experience - Put the right match  each job and train
person on the job  with the them in the  most efficient
correct tools and   ways to accomplish  tasks 
equipment, had the worker - Divide responsibility for 
follow  his instructions managing and for working,
exactly  while  supporting
- Motivate the worker individuals in work  groups
with an  economic doing what they do best.
incentive of a  
significantly higher daily
wage. - Division of labour
=> create  proficiency in
work

SCIENTIFIC MANAGEMENT– Frank & Lillian Gilbreth

– Eliminate wasteful hand-and-body motions (loại bỏ những thao tác thừa) 

– The Gilbreths were among the first researchers to use motion
pictures to study hand andbody motions (sử dụng phim hoạt
hình để nghiên cứu những thao tác của cơ thể) 
– They invented a device, called a microchronometer, that
recorded a worker’s motions  and the amount of time spent doing
each motion. Wasted motions missed by the  naked eye could be
identified and eliminated. (phát minh máy kiểm tra nhịp độ tí hon 
=> ghi lại những thao tác của công nhân và thời gian cần thiết của
những thao tác này => thao tác thừa mà mắt thường không nhìn
thấy được sẽ bị loại bỏ) 
– The Gilbreths also devised a classification scheme to label 17
basic hand motions  (such as search, grasp, hold), which they
called therbligs (Gilbreth spelled backwards  with the ‘t’ and the
‘h’ transposed). (thiết kế hệ thống phân loại để dán nhãn 17 hoạt
động cơ bản bằng tay – gọi là therbligs) 
research subjects? 
Workers GENERAL COMMENTS
– ADVANTAGES 

• Marks the birth of a new science as management as

an independent science. • Increase labor productivity 

– DISADVANTAGES 

• Limits the workers' creativity => Create boring, tired 

• Research the enterprise as a closed and stable

system SCIENTIMANAGEMENTHow do today’s managers use scientific
management? 

GENERALADMINISTRATIVE THEORY 
Most prominent theorists 
- Max Weber (1864-1920)
- Henry Fayol (1841-1925) 
GENERAL ADMINISTRATIVE THEORY

– He described management as a universal set of  

functions that included planning, organising,  
commanding, coordinating and controlling.  

– Fayol’s attention was directed at the activities of all  managers 

– Fayol described the practice of management as  

something distinct from accounting, finance,  
production, distribution and other typical business  
functions. 

– He proceeded to state 14 principles of management

– fundamental rules of management that could be taught  

in schools and applied in all organisational situations.  
ORGANISATIONAL BEHAVIOR – The Hawthrone Studies– Encompass
numerous experiments in the redesign of jobs,  changes in workday and
workweek length, introduction of  rest periods, and individual versus group
wage plans (thực 
hiện một số thử nghiệm về thiết kế lại công việc, thay đổi độ 
dài ngày làm việc và tuần làm việc, đưa ra các thời gian nghỉ 
ngơi và kế hoạch trả lương hàng tuần cho cá nhân và nhóm) 
🡪 Group pressure, acceptance and the accompanying security  had more
effect on a worker’s output than others (các áp lực nhóm, sự phục tùng và sự
an toàn công việc ảnh hưởng đến 
năng suất nhiều hơn các yếu tố khác)
🡪 Social norms or group standards were the key determinants  of individual
work behaviour 
ORGANISATIONAL BEHAVIOR – The Hawthrone Studies 
❑Conclude: 

• People’s behaviour and attitudes are closely related, group factors

significantly  affect individual behaviour, group standards establish individual
worker  output (hành vi và tình cảm/thái độ có mối liên hệ chặt chẽ với nhau,
làm việc nhóm ảnh hưởng đáng kể lên hành vi cá nhân, các tiêu chuẩn nhóm
tạo nên năng suất của cá nhân) 
• Money is less a factor in determining output than are group
standards, group  attitudes and security (tiền là một yếu tố ít ảnh
hưởng đến năng suất hơn so  với tiêu chuẩn nhóm, tình cảm/thái
độ của nhóm và sự an toàn)
ORGANISATIONAL BEHAVIOR – Mc Gregor

The Japanese management style KAIZEN THEORY

What are the similarities and differences  between Kaizen and Z Theory?

Thu-Ha Truong