Lecture 1

Assessment
• Class participation: 10%
• Group presentation: 15% (top 1:+0.6, top 2: 0.4,top 3: 0.2)
• Mid term: 15%
• Final exam: 60%

Chapter 1: Introduction to Management

• Organization
- A deliberate arrangement of people brought together to accomplish a specific
purpose
- Organization is a group of people working together in a specific structure to
achieve the goal.
• Common Characteristics of Organizations
- Distinct purposes
- People working together
- A deliberate systematic structure
- Management
• Types of organization: It depends
Size Possession Goals
- Big - GO - Economic
- Medium - NGO - Political
- Small - Social

• Example of organisation (Mid-term)

Economic Political Social

- Daewoo Hotel - People’s - FTU

- Vinschool Commitee - Women
- Hong Mai hospital - Government associations
- Honda department - Bach Mai hospital
- Techcombank - Prison - UNESCO
- Unilever - WHO
- Pharmaceutical
Company

Lecture 2
“Organization is an open system” - Peter Drucker
What is open system? Why organization must be an open system?
1. External interaction
2. Adaption and developing => work effectively
SWOT- Strengths - Weaknesses - Opportunities - Threats (Internal & External)
Example: Cactus (sống với môi trường khắc nghiệt -> học được cách thích nghi phát
triển -> làm việc cũng thế -> cần phải đối mặt với nhiều khó khăn thử thách thì mới có
cơ hội phát triển) -> Organization must be an open system

Open system

Example

Input Processing Output External

Environment
 • Manager • Management • Employees’ • Bank
• Employees • Employees’ satisfaction • Competitors
• Capital activities • Products • Government
• Facilities • Technological • Profit
• Information application • expansion

Different between non-managerial Employees:

a. Non-managerial Employees
• People who work directly on a job or task and have no responsibility for
overseeing the work of others.
• Examples, associates, team members
b. Managers
• Individuals in organizations who direct the activities of others.
Definition of manager
• Managers are someone who works with and through other people by
coordinating their work activities in order to accomplish organizational goals.
• A manager is someone who coordinates and oversees the work of other people
so organizational goals can be accomplished. (pg 40)
• A manager’s job is not about personal achievement—it’s about helping others do
their work.
Management:
• Management is the process of working with and other people to accomplish
organizational goals
• Management is the achievement of organizational goals by engaging in the four
major functions of planning, organizing, leading and controlling. -> POLC
• The most important function is planning because it sets up the goals and it
directs other function to move on

Examples (Mid-term)
 A manager analyzes the business environment.->planning
A manager recruits new employees. -> Organizing
A manager motivates his/her employees.-> Leading
A manager observes employees working.-> Controlling
A manager sets up new strategy.-> planning
A manager designs the organizational structure.->organizing
A manager evaluates performance of employees.-> Controlling
A manager supports and trains his/her employees.-> Leading
A manager defines which actions need to be done.-> planning
A manager punishes his/her employees.-> Leading

Organizational goals
• Efficiency: Methods (Cách đi đến trường)
• Effectiveness: Results (đến được trường nhanh)
1. Effectiveness:
• It refers to the results
• The ability to achieve organizational goals
• It refer to “doing the right things”
2. Efficiency
• It refers to the methods
• The ability to achieve goals with minimum waste of resources; that is to make
best use of available resources
• It refer to “doing things right”
3. Example: When a leader wins in a battle, he achieves the effectiveness, but the
number of soldiers died and weapons he used refer to the efficiency

Level of management:

1. Top managers:
• Set up long-term goals and plans
• Evaluate the overall performance of all departments
 • Select key personnel
2. Middle managers:
• They are considered as the link between top and first-line managers
• Set up mid-term goals and plans, prepare long-term plans for top managers to
review
• Evalutate the performance of all departments/division
3. First-line managers:
• Set up short-term goals and plans
• Supervise specific operation and daily activities
• Work directly with non managerial employees
Examples:
First-line managers Middle managers: Top managers

• Supervisors: monitoring and • Regional • Executive vice

regulating a company’s staff in their manager president
performance of delegated duties • Project leader • President
• Shift managers • Store manager • Managing
• District managers • Division director
• Department managers manager • Chief
• Office managers • Plant manager: operating
head of factory officer (CEO)
• Chief
executive
officer (COO)

Lecture 3

What roles does manager play?

Henry Mintzberg observed that a manager’s job can be described by ten roles
performed by managers in 3 general categories:
https://www.youtube.com/watch?v=NgkQYRqxKTs
• Interpersonal roles: relationship, interact among people
• Figure head: representative, on behalf
(are the head of the organizational unit and are responsible for performing
certain ceremony or duties (taking a new employee out for lunch,
attending wedding,...) => sounds not important => ensure the organization
run smoothly)
• Leader: the way of motivation, influence, direct and guide pp to the right
way
 (are accountable for the work and performance of their subordinates. They
are responsible for hiring and training in their direct area and also
providing subordinates with incentives to increase productivity)
• Liaison: center for communication, connect people together inside and
outside
(connection between organizationor subunit to those outside of it.
Establish contact with peers, customers and supplies which can be valuable
source of information)
• Information roles:
• Monitor:select, analyze information
(scanning their environment for information important things is that the
manager has their ears to the ground and is waiting for valuable
information to relay to his or hersubordinates.)
• Disseminator:use in4 to make decision, to do sth, share in4 to pp, transfer
in4 to pp, let them aware in4, internal
(help subordinates, those inside the organization or subunit, access the
information)
• Spokesperson: more external
(transfer the information to the outside, include: a conference call with
investors, conversation with suppliers. In addition to managing the
interests of theirsubordinates, managers must also deal with external
stakeholders, such as: investors,suppliers, creditors, and government
agencies)
• Decisional role
• Entrepreneur:
(take advantages of identified information and opportunities (Monitor
scans) => utilize it to improve the organization or subunit)
• Disturbance handler: lots of difficulties, deal with those problems
(responding to events or situations that are beyond their control.)
• Resource allocator: the way use resource, divide,
decide who get what (time, money, equipment, facilities), also establish an
organizational structure and authorize decision before implementation
• Negotiator: need to negotiate with employees
To negotiate on behalf of the organization. Managers regularly negotiate
supplier contracts,employee grievances (khieu nai), and employee labor
contracts.
Examples:
A manager recruits employees => Resource allocator
A manager motivates employees. => leader
A manager attends a conference. => Monitor
A manager holds a meeting with employees.=> disseminator
A manager signs a contract. => Figurehead
A manager appears on TV to answer questions. =>Spokesperson
A manager deals with a loss. =>Disturbance handler
A manager discusses with labor union on salary. => Resource allocator
A manager sends and receives emails and letters of partners.=> Liaison
A manager sets up goals and strategies. => Entrepreneur

Managerial Skills
• Technical skills: reflect both an understanding of and a proficiency in a specified
field
• Human skills:(soft skill)
 • refer to a manager’s competencies to work well with others, both as a
group member and a leader.
• the ability to lead, motivate, and communicate effectively with others
• Conceptual skills:(mid, brain, thinking, analyze, see problems, develop solution,
good long-term)
• visualise the organisation as a whole
• recognise interrelationships among organisational parts
• understand how the organisation fits into wider context of industry,
community and world.
Examples:
1. Communication skills => human
2. Teamwork skills=> human
3. Computer skills=> technical
4. Analyzing skills => conceptual
5. Prediction skills => conceptual
6. Driving skills => technical
7. Public presentation skills => human
8. Problem solving skills=>conceptual
9. Decision making skills => conceptual
10. Critical thinking skills => conceptual
11. Accounting skill => technical
Technical Skills Human Skills Conceptual Skills
- Computer skills - Communication skills - Critical thinking skills
- Driving skills - Teamwork skills - Decision making skills
- Accounting skill - Public presentation - Problem solving skills
skills - Prediction skills
- Analyzing skills

Which category of skills is the most important to managers?

=> It depends the level of managers
• Top managers: Conceptual skills
• First-line managers: Technical skills
• Middle managers: 3 skills are fairly important
=> Human skills are needed for all levels of managers
Lecture 4
 Chapter 2: A brief history of management’s roots
I. Early Management
a) Ancient time
• When Pyrimid, the great wall was built -> 2700 BC -> 3000BC - 2500 BC
• Management was included in Philosophy and management ideas belonged to
philosophers and politicians (especial in China)
o Confucius (Khổng tử): Ethics
o Mencius (): Ethics + “People”
o Xunzi : Ethics + rules
o Hanfei: was ambassordor in Tan (Laws - Strategy - Power)
• Organized endeavors directed by people responsible for planning, organizing,
leading and controlling have existed for thousands of years.
b. Capitalism:
• 2 important events:
• Industrial Revolution: apply technology
• Division of labor - Adam Smith 1776
=> Increase productivity => Expand Business => More employees => more
Management => Management become independence to be a science => Theories and
approaches
II. Classical Approach
1. Scientific approaches
• Frederick W. Taylor described scientific management as a method of scientifically
finding the “one best way to do a job”
• It emphasizes the scientific study of work methods to improve worker efficiency.
2. General administrative theory
• Focused on what constituted good management
• Henri Fayol
• identified five functions that managers perform: planning, organizing,
commanding, coordinating, controlling
• 14 principles of management (pg 70)
• Max Weber (pictured) described the bureaucracy as an ideal rational form of
organization.(pg 71)
•
•

Scientific management General administrative theory

Father (29) Frederick W. Taylor Henri Fayol & Max Weber

Country America France & Germany

Position/job supervisor in mechanical managing director &

engineer sociololist

Field Steel Company coal-mining company &

sociologist

Objective improve worker efficiency manage the organization well

No.of principles 4 14

Key words of Science methods create the organization

principles

=> 2 theories did not care about employees

III. Behavioral approaches
• The Hawthorne Studies
Hawthorne is a electric factory: whether the working condition can influence the
work efficiency
 => Conduct an experiment: Experimental groups were exposed in 4 Rooms with
different level of light:
o Normal light => increase
o White light => increase
o Strong light => increase
o Moonlit night => decrease
Elton Mayo pointed 2 factors impact the productivity: Supervision & Group
pressure
• Human relation
o Abraham Maslow:

Basic need => don want to be hurt -> dont want to be alone ->want to want to
achieve more

For Maslow, needs appear one by one from the _lower____(1) to the
__higher____(2).
For Maslow, when a need is satisfied, it is no longer a __motivator_____(3).
Examples:
Physiological Social Safety Esteem Self-actualization
- David wants - Tom wants to - Hannah - Daisy wants to - Andrew wants to
to have a make friends wants to have job have more
short break with other wear helmet promotion achievement.
- Lana wants to students - Paul wants to
have a meal. have good marks.
 - Mary wants to - Peter wants - Britney wants
get married to buy to have more
insurance power

o Douglas McGregor:
• Theory X is the assumption that employees dislike work, are lazy, avoid
responsibility, and must be coerced to perform -> manage X people: punishment,
supervision,
• Theory Y is the assumption that employees are creative, enjoy work, seek
responsibility, and can exercise self-direction -> manage Y people: reward,
opportunity to show more, promote, empower
• Rule “stick and carrot”

Lecture 5
IV. Quantitative Approaches:
- W. Edwards Deming and Joseph M. Duran ‘s ideas became the basis for total
quality management (TQM)
- Robert McNamara:
- Not everything can count as number
V. Contemporary Approaches:
- Process approach: POLC (Henri Fayol)
- Systematic Approach: mentions that organization must be an open system
included 4 parts: input, transformation, output, external environment (Peter
Drucker)
-
Chapter 3: The management environment

Internal environment: working, company culture, people, -> Strength , Weakness

External environment: customers, suplliers, competitors -> Opportunity, Threat
Not only analyze internal but external to achieve new goals
Village mr A old but rich bad guy always des trick &trap ->let pp borrow with interest
rate
Mr B need money -> borrow A -> could not pay -> A đến nhà B lấy gì để thế ->nhà B là
lều -> suddenly thấy daughter 18 -> trick & trap: invite B and cgai đến nhà A
Nhà A đệp vl to vl big lake wao, ask them for game ->white rock win -> A haha
-> Lấy xong ném ra hồ
➔ Implication
- Weak not means you lose if you know how to tận dụng opportunity and strength
- Strong but overoptimistic, coi thường đối thủ

I. General environment (Macro)

- Dimensions in the broader society that influence the industry and the firms within
it.
- PESTEL – Political, Economic, Social, Technological, Environmental and Legal
 - A PESTLE/PESTEL analysis is a tool that can provide prompts to the governors,
management and staff involved in the analysis of the changes in the environment
that could impact future management decisions.
- A PESTLE is usually as a part of the strategic development of a business plan
however a PESTLE analysis can be used as part of identifying the opportunities
and threats for operational planning within environments.
- The PESTLE provides a simple framework within which to consider external
factors.
- Examples:
Political Economic Social Technological Environmental Legal
- Stability - GDP - Gender - Invention - Weather - Trade policy
of the - Income and age - Machines - Laws
country - Interest - Tradition and process
rate and - Innovation
- Inflation customs
- Exchange - Life style
rate

- 5 forces model of Micheal E.Potter (Mô hình 5 lực lượng cạnh tranh)
Bargaining Power of Suppliers increases when
1. Suppliers are _large___ and _few___ in number
2. Suitable substitute products are not __available______
3. Individual buyers are not _main/big/major__ customers of suppliers and there
are _many__ of them
4. Suppliers’ goods are _important/essential/critical__ to buyers’ marketplace
success
5. Suppliers’ products create __high__ switching costs.
6. Suppliers pose a threat to integrate __forward__ into buyers’ industry
Barriers to entry. These barriers are high when:
1. Economies of scale are __high____.
2. Product differentiation is __high______.
3. __high______ Capital requirements
4. __high______Switching costs
5. __difficult______ Access to distribution channels
6. Government policy __restrict/discourage______.
Threat of Substitute Products increases when:
1. Buyers face __low_____ switching costs
2. The substitute product’s price is ___lower/cheaper____ than the firm’s.
3. Substitute product’s quality and performance are _equal_____ to or
__better/superior____ than the existing product
Bargaining Power of Buyers increases when:
1. Buyers are __large_____ and __few____ in number
2. Buyers purchase a _significant_____ portion of an industry’s total
_revenues/sales______
3. Buyers’ purchases are a __large_____ portion of a supplier’s annual revenues
4. Buyers can switch to another product without incurring __high____ switching
costs
5. Buyers pose threat to integrate _backward__ into the sellers’ industry
Intensity of Rivalry Among Competitors increases when:
1. There are __numerous/many______ or __equally______ balanced competitors
2. Industry growth __slows______ or __decreases/declines_____
3. There are __high_____ fixed costs or __high____ storage costs (chi phi kho)
4. There is a __lack/shortage_____ of differentiation opportunities or ___low____
switching costs
5. When __high_____ exit barriers prevent competitors from leaving the industry
Mid-term: Buyers & Rivals

External Environment
+ General: PESTEL
+Industry: 5 Forces

Chapter 4: Foundations of decision making

Definition
• Decision is an _option (a choice)__(1) to take actions after consideration

• Making decision is a __process___(2) of _choosing____(3) one of the

_options/alternatives/choices_____(4) to deal with _problems_____(5).
• A problem is a __gap/different____(6) between the existing status and the
expected status.
 Types:
How many types of problems?
There are many types of problems, however in business there are 2 types of
problems: structured and unstructured problems
• Structured Problem

o A straightforward, familiar, and easily defined problem

• Unstructured Problem
o A problem that is new or unusual for which information is ambiguous or
incomplete.
How many types of decisions?
Programmed & Non-programmed decision
• Programmed Decisions

o A repetitive decision that can be handled using a routine approach

• Nonprogrammed Decisions
A unique and nonrecurring decision that requires a custom-made solution.
Which decision is to deal with which problem? Which managers deal with which
problem?
Structured -> programmed -> lower-level managers
Unstructured -> non-programmed -> upper-level managers
How do managers make decisions – decision-making process:
Step 1: Identify the problems: broken car
Step 2: Define criteria: brand, price, quality
Step 3: Allocate the weight of criteria/ Identify the priority: brand (20%), price (30%),
quality (50%)
Step 4: Develop the alternatives (find options): Mercedes S580, Audi A8, BWM 740
Step 5: Analyze the alternatives
Mercesdes Audi BWM
Brand (20%) 10x20% 9x20% 7x20%
Price (30%) 7x30% 9x30% 10x30%
Quality (50%) 9x50% 10x50% 9x50%
 Total 8.6 9.5 8.9
Step 6: Select: Audi
Step 7: Implement: Go to Audi showroom
Step 8: Evaluate the decision effectiveness

Decision making style

• Rational: use your brain
• Bounded Rational: between brain and heart
• Intuitive: feeling, experience

Chapter 5: Foundations of planning

Definition
- Planning is the primary function of management. It is a process of setting up the
goals, establishing strategies and making plans to achieve the goals.
- Planning includes the answer for 5W1H (What, Who, When, Where, Why, Which,
How)
- Planning is important because
o Planning establishes coordinated effort
o Planning reduces uncertainty
o Planning reduces overlapping and wasteful activities
 o Planning establishes the goals or standards that facilitate control

- Some Criticisms of Formal Planning

o Planning may create rigidity
o Formal plans can’t replace intuition and creativity
o Planning focuses managers’ attention on today’s competition, not on
tomorrow’s survival
o Formal planning reinforces success, which may lead to failure
- Goal
Goal is the desired outcomes of individuals, groups, and organizations
Goal is the direction for other items of planning
- Types of goals (plans
o Time frame
Long-tem (3 years)
Medium-term (1-3 years)
Short-time (<1 years)
o Breadth of use
Strategic
Tactical (how to achieve KPI -> marketing)
Operational (sales, maintainance, hr,… what they have to do
specifically)
o Frequency of use
 Single use
Standing
o Specificity
Directional
Specific

Goals Setting
- Traditional goal setting
 - Management By Objectives (MBO)
o A process of setting mutually agreed-upon goals and using those goals to
evaluate employee performance.
Traditional goal setting MBO (Management
Top down (1 way) Top down and bottom up (2 ways)
General Specific
Cons: Take time
Depends on the types of goals, company, employees, situation
How to set up a good goal?
SMART WC
➢ S: Specific ➢ W: Written down
➢ M: Measurable
➢ C: Challenging
➢ A: Achievable/Attainable
➢ R: Relevant/ Realistic
➢ T: Timed/ Time framed/ Time
bound
Strategy
Strategy is a set of actions in a particular way to achieve the goals in long-term
Strategic Management is a process of planning, organizing, leading and controlling the
strategies to achieve the goals.
The aims of Strategic Management are to compete with rivals and attract the
customers.
6 steps in strategic management process
• STEP 1: Identifying the organization’s current mission, goals and strategies
• STEP 2: Doing an external analysis
• STEP 3: Doing an internal analysis
• STEP 4: Formulating the strategies
• STEP 5: Implementing strategies
• STEP 6: Evaluating results
What is the most important step? -> Step 1 -> set the base
The strategic management process:

Fomulating strategy of SWOT

 S W
O SO WO
T ST WT

3 levels of strategies (Final)

Which level? (final)

Corporate Competitive Functional
Growth strategy Focus strategy Marketing strategy
Retrenchment strategy Differentiation strategy Human resource strategy
Integration strategy Cost Leadership strategy
Stability strategy
Diversification strategy

Corporate level
- Growth Strategy: (SO)
o Concentration growth: concentrate on 1 SBU
o Use diversification (new SBU) >= 2 SBU
➢ Related
▪ Open
▪ M&A (Merge and Acquisition)
 ➢ Unrelated
o Integration
➢ Vertical: Do not rely on suppliers and distributors (input (suppliers) >
process > output (distributors))
➢ Horizontal: You will be stronger if you coporate with other company
- Stability Strategy: (ST, WO)
o It is implemented when the environment is stable and the company does not
have many strengths as well as weaknesses, or there are some opportunities,
but the company is very weak, or the company has some strengths, but there
are many threats
o When implementing this strategy, the company does not have much changes
in size or product diversification
- Retrenchment: (WT)
o It is implemented when there are many threats and the company is weak
o When implementing this strategy, the company will close some branches or
subsidiaries (cong ty con -> cong ty me: parent company), or reduce product
diversification.
o Examples (Final)
➢ Vietcombank opened new branches in Haiphong. -> Concentration
➢ Coca Cola launched Dasani mineral water-> related diversification
➢ SHB merged with Habubank-> Related diversification
➢ Kinh Do bought Wall ice-cream from Unilever-> Related diversification
➢ FPT opened FPT University-> unrelated diversification
➢ TH true milk opened a cow farm in Nghe An.-> vertical integration
➢ HP merged with Compaq-> Related diversification
➢ Coca Cola launched Dasani mineral water. -> Related diversification
➢ Sony cooperated with Erikson to produce cellphone. -> Horizontal
integration
➢ Toyota and GM opened a factory in California to produce cars ->
Horizontal integration
Competitive level

- Cost leadership (chi phi thap) (gia #chi phi)

- Differentiation: need to be unique,
Focus

Competitive strategies (final exam)

 • Competitive strategies are also called business-level strategies.
• For Michael Porter, there are 2 sources of competitive advantages. What are
they?
Low cost & differentiation
• Which tool that you have learnt can help firms find their competitive
advantages?
o 5 forces of M.Porter (external environment)
o SWOT (analyse internal environment to find the strenths and
weaknesses)
o Value-chain Model (Mo hinh chuoi gia tri) M.porter
Supporting activities
R&D: Resource & Devoloping Infrastructure
HRM Procurement:Hoat dong mua sam
Technology
Inbound Produce Outbound Marketing After sale
logistics and logistics and sales services
assemble
Main activities

• For Apple, what are their competitive advantages?

Cost Leadership strategy

Business level strategies are also called __competitive____(1) strategies.
Companies try to have the _lowest____(2) cost compared to other competitors in
the __industry____(3) with features which are accepted by __customers____ (4)
Companies will try to _reduce____(5)costs of inputs or increase the
_efficiency_____(6) in management.
In retail industry in the US, the famous case of Cost Leadership Strategy is
__Walmart ____ (7- this is a corporation)
Differentiation strategy
Companies try to create _special____(1) or _unique__(2) characteristics for their
product or services.
 Companies do not care much about __Cost___(3) and invest in _R&D_(4) and
marketing mainly to attract _customers_(5).
An example of this strategy in laptop industry in the world is the case of
_Apple_____(6- this is a corporation)
Focus strategy
Firms can choose to focus on _cost__(1) or __differentiation_____(2).
However, firms do not compete in the whole market, they choose a specific __
segment __(3). (phan khuc thi truong)
A example of focus strategy in fashion ready to wear industry in Vietnam is
_Viettien__(4- this is a brand). It is not like the case of _H&M____(5), Zara, UniQlo,
or Canifa when they aim at _all__(6).

Eg: Focus strategy focus on cost: “Bột giặt Vì dân“ -> focus on geographic segment -
> region: countryside
+ 1990, countryside 80% -> easy to chiem linh thi truong
+ Low demand -> lower manufacturing cost, packaging cost, research cost
Focus strategy focus on differentiation: Ivy Moda -> women office fashion -> not
like H&M, Uniqlo, Zara -> kids, old, ….

BCG Matrix

Industry growth rate (

Relative market share (Thi phan tuong doi)
 Chapter 7: Organizing
Definition
Organizing is a __process____(1) of _allocating____ (2) and __coordinating___(3)
resources and designing organizational _structure_____(4) to achieve the goals.
Organizational Structure (O.S) is an _official_____(5) framework in which
_jobs_____(6) within the organization are divided and _grouped_____(7).
How to design the O.S?
1. Division of labor (divide tasks -> increase productivity)
2. Departmentalization
3. Chain of command
4. Span of control
5. Centralization or Decentralization
6. Formalization
When need OS? -> Change in external & internal environment. (Structuring
(establish), restructuring (when company develop)
Division of labor
• Division of labor is a process of dividing tasks into smaller _____ (1), or
separate _____(2), then assign suitable ______(3) for each part.
• Defined by 1776 by Adam Smith
• Good
• Not good
Departmentalization
Definition: How jobs are grouped together.
Types of Departmentalization:
Chain of demand
• Chain of Command (Chế độ phân quyền)
– The line of authority extending from upper organizational levels to
lower levels, which clarifies who reports to whom.
• Authority
– The rights inherent in a managerial position to give orders and expect
the orders to be obeyed.
• Responsibility
– An obligation to perform assigned duties.
Span of control (phạm vi kiểm soát)
• The number of employees a manager can efficiently and effectively
supervise
• Span of control can be large or small depending on many factors:
- Abilities of employees
- Abilities of managers
- Nature of the jobs: Popularity – Standardization – complexity
- Technology
- Organization culture (value, relationship, among people; strong ->
work easily, less conflict -> span of control: big)
- Leadership style
Examples (Final)
If the jobs are new and complicated, span of control should be large or
small? Why? -> Small need to direct support clearly
If the employees are Y people, span of control should be large or small?
Why? -> Large they know what to do, active
If managers are experienced, span of control should large or small?
Why? -> large, manager know what to do, experience how to manage
people well, a lot of skills to many types of employees
If the jobs are standardized, span of control should be large or small?
Why? -> large, feature of job is clear
If the technology of firms is modern, span of control should be large or
small? Why? -> large
A company has 4096 non- managerial employees. The top manager is thinking of
2 options for Span of control:
1. SoC=4
2. SoC=8
The jobs in this company are standardized and familiar. Employees are Y.
Analyze 2 options and give the top manager the recommendation.
 SoC = 4 SoC = 8
Level of managers 6 4
-> Take more time
->Heavier
Number of managers 1365 585
-> Higher costs for
payments
Jobs description x
Recommendation x

Centralization (tập quyền: tập trung quyền lực)

- X people
- Eg: Military, Public of Security -> many rules -> need to follow to
achieve the goals
Decentralization (phân quyền)
- Y people
- Marketing, R&D, Business -> Sometime you have good idea to
atribute to the manager
- Give authority stick to their position
It depends on specific factors: employees, fields, environment (important of
decisions)
Delegation (ủy quyền)
- Give the power of your position to one of employees in a short
period of time to finish the task (on behalf). When he/she finished
the task, they lose their power.
Tùy thuộc vào khía cạnh và thời hạn thì ủy quyền & phân quyền khác nhau
Formalization
Everything manager fix -> set rules-> give to employees
Low formalization -> ít luật -> FTU
High formalization -> nhiều luật -> Factory
High or Low formalization depends on the function of the organization.
➔ CONCLUSION : Decide the company’s type
Mechanistic Organization
A bureaucratic organization; a structure that’s high in specialization,
formalization, and centralization.
Organic Organization
A structure that’s low in specialization, formalization, and centralization.
Chapter 8: Motivating and Rewarding employees

Motivation is good for all employees, managers and organizations.

Definition (Final)
1. Motivation is a process in which individual efforts is energized, oriented and
reinforced.
2. 2 types of motivation: intrinsic & extrinsic motivation
 3. Work motivation includes direction of behaviors, level of effort and level of
persistence
4. According to researchers, motivation + performance = outputs
5. Performance = Motivation + Ability + Opportunity
Many questions in thisssssss

Exist together
Equity Theory Relationship
1. According this theory, people often compare what with what?
Input & Outcome; this ratio & ratio of other people (same job, same company,
other job at the same company, same job at other company or in others city)
Khối gv cạnh tranh với khối văn phòng

2. What can motivate people in this theory?

Expectancy Theory
An individual tends to act in a certain way, based on:
• Their effort will lead to high performance
• Their performance will be rewarded

Need-> solution of manager to satisfied those need

Chapter 9: Leadership

Definition
• Leader
– Someone who can influence others and who has managerial authority
• Leadership
– The process of leading a group and influencing that group to achieve its
goals
Power
– Refers to an individual’s capacity to influence decisions.
– Authority is part of the larger concept of power.
Types of power
Referent power (quyền lực tham chiếu): người có những cái nguồn lực đngá mong
muốn (kiểu ca sĩ nhiều fan, nhiều followers, đóng phim hay, hát hay) & phẩm chất cao ->
cô thư ký sếp, vợ sếp (kp sếp nma mình sợ huhu)
Approaches to leadership
Trait Theories of Leadership (Học thuyết vĩ nhân)
Theories that isolate characteristics (traits) that differentiate leaders from nonleaders.
The seven traits shown to be associated with effective leadership

Drive (high motivation)

Desire to lead (want to influence people
Honesty and integrity (trung thực và liêm chính)
Extraversion (hướng ngoại) -> ??
Behavioural Theories of Leadership
Theories that isolate behaviors that differentiate effective leaders from ineffective
leaders
Iona: 3
• Autocratic Style (truyền quyền, độc đoán)
– A leader who centralizes authority, dictates work methods, makes
unilateral decisions, and limits employee participation
• Democratic Style (dân chủ)
– A leader who involves employees in decision making, delegates authority,
encourages participation in deciding work methods, and uses feedback to
coach employees
• Laissez-Faire Style (Free) - Impower
– A leader who generally gives employees complete freedom to make
decisions and to complete their work however they see fit

Michigan Studies Differ: 2

Also developed two dimensions of leadership behavior
 • Employee Oriented
– A leader who emphasizes the people aspects.
• Production Oriented
– A leader who emphasizes the technical or task aspects

Managerial Grid: 81
– A two-dimensional grid for appraising leadership styles based on
• Identified five styles for management:
– impoverished management
– task management
– middle-of-the-road management (quản trị thỏa hiệp)
– country club
– team management (leader care about 2 side at maximum level)
 ➔ Team management is the best
Situational Approaches
• Situational Leadership Theory (SLT)
A leadership contingency theory that focuses on followers’ readiness (by Hershey &
Blanchard)
R1 = Not willing + Not able
➔ S1 = Telling - Defines roles and tells people what, how,
R2 = Willing + Not able
➔ S2 = Selling - Provides directive and supportive behavior
R3 = Not willing + Able
➔ S3 = Participating - Shared in decision making; leaders’
R4 = Willing + Able
➔ S4 = Delegating - Provides little direction or support.

Comtemporary approaches
1. Visionary leadership
2. Charismatic leadership
3. Transactional leadership
4. Transformational leadership