ORGANIZATION

STRUCTURE
PRESENTED BY GROUP 10
 WHICH LOGO IS IT?

HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY- HCMUT

WHICH LOGO IS IT?

VAN LANG UNIVERSITY - VLU

 WHICH LOGO IS IT?

UNIVERSITY OF MEDICINE AND PHARMACY AT HO CHI MINH CITY

 WHICH LOGO IS IT?

UNIVERSITY OF ARCHITECTURE HO CHI MINH CITY

WHICH LOGO IS IT?

FOREIGN TRADE UNIVERSITY

FOREIGN TRADE
UNIVERSITY
FORMER YEAR MOTTO CORE VALUES
Leading by Differentiation Innovation and Excellence
20/08/1960
Accountability and Resilience
Diversity and Inclusion

CAMPUS MISSION VISION

Ha Noi To serve society through To become an innovative
Ho Chi Minh City excellence in education, university, ranked among the
Quang Ninh innovation, and the leading universities in Asia.
transfer of knowledge.
 THEORIES IN USE
Division of Department-
Labor alization

Chain of Organizational
Span of
Command Structure Control

Centralization
vs Formalization
Decentralization
 ORGANIZATIONAL CHART
TOP MANAGERS

MIDDLE MANAGERS

FIRST-LINE MANAGERS

NON-MANAGERIAL
 DIVISION OF LABOR
Administrative Departmentalization Academic Departmentalization
Key operational tasks like admissions, finance, student Each academic department focuses on a specific field.
services, and international relations are divided among This specialization allows faculty members to become
specialized offices. experts in their disciplines and provide quality education
=> Ensure that each office is focused on its specific and research.
responsibilities, which leads to smoother operations and
better service to students and staff.

Research Responsibilities Geographical Division

FTU has specialized research centers that focus on FTU operates in multiple locations (Hanoi, Ho Chi Minh
specific areas of international trade, economics, and City, and Quang Ninh). Each campus handles local
business and these units carry out research projects, needs while following the same central policies,
organize conferences, and collaborate with international ensuring that tasks are managed based on regional
institutions. contexts.
CHAIN OF
COMMAND
HIERARCHY/ FUNCTIONAL STRUCTURE

CLEAR LINE OF AUTHORITY

CLEAR CHAIN OF COMMAND

SPAN OF CONTROL
At the Top Levels: The Board of Trustees and the
President oversee broad strategic decisions, ĐẢNG ỦY

maintaining a wide span of control to accommodate

HỘI ĐỒNG TRƯỜNG

multiple campuses and departments.

CÁC TỔ CHỨC ĐOÀN THỂ CÔNG ĐOÀN
BAN GIÁM HIỆU

At Middle Management: Deans and Department HỘI ĐỒNG KHOA HỌC

VÀ ĐÀO TẠO
ĐOÀN TNCS HỒ CHÍ MINH

Heads manage smaller teams within their faculties, HỘI SINH VIÊN

ensuring personalized oversight and mentoring. This

narrower span of control allows them to address specific CÁC CƠ SỞ CÁC ĐƠN VỊ CHỨC NĂNG CÁC ĐƠN VỊ CHUYÊN MÔN CÁC ĐƠN VỊ ĐẶC THÙ

academic and administrative challenges effectively.

At Operational Levels: Faculty members and

administrative staff often manage smaller student
cohorts or administrative units, enabling close
supervision and support.
 The top levels (the Boards of Directors) are at the center
CENTRALIZATION of decision-making, with lower units reporting upward,
typical of centralized authority.

Operational flexibility is achieved through decentralization

DECENTRALIZATION at the departmental level and in extracurricular domains,
where faculty and students enjoy autonomy to innovate
and implement localized initiatives.

AUTHORITY
SIX KEY ELEMENTS OF ORGANIZATIONAL STRUCTURE

DEPARTMENTALIZATION
HANOI HEADQUARTER

QUANG NINH CAMPUS

HO CHI MINH CAMPUS

SIX KEY ELEMENTS OF ORGANIZATIONAL STRUCTURE

DEPARTMENTALIZATION
Functional Geographical Program-based
Departmentalization Departmentalization Departmentalization
Each department or faculty The main campus in Hanoi serves as FTU also employs program-based
specializes in specific areas, the central hub, offering a departmentalization to cater to the diverse
dividing the overall workload and comprehensive range of programs academic needs of its students.
expertise and housing key administrative units. Undergraduate programs are managed by
> Ensuring that students The Ho Chi Minh City campus departments that focus on foundational
receive in-depth education focuses on business education education in business and trade, while
while faculty members can aligned with the dynamic economic graduate programs have separate units
concentrate on research and environment of southern Vietnam, overseeing advanced coursework and
teaching within their expertise. while the Quang Ninh campus tailors research.
its programs to regional industries
such as trade and tourism.
SIX KEY ELEMENTS OF ORGANIZATIONAL STRUCTURE

High level Standardized policies

Job descriptions
of formalization Procedural guidelines

Flexibility Designing research projects

in extracurricular Selecting methodologies
domains Publishing findings

FORMALIZATION
 MECHANIST ORGANIC
STRUCTURE STRUCTURE
Largely characterized by a mechanistic design
Rigid hierarchy, well-defined roles, centralized SOLUTION
decision-making, and formalized processes.
Empowering mid-level managers
for localized decision-making
Fostering innovation through
Allows strategic decisions to be uniform across collaborative, cross-departmental
campuses and create a stable environment teams.
Modern communication tools and
Reduced flexibility, slower decision-making employee engagement programs
and limited innovation
FTU’S STRUCTURE

STRENGTHS
Efficiency in Decision-Making and Implementation

Defined Roles and Responsibilities

Stability and Control

Specialization and Focus

Adaptability for Geographical Diversity

FTU’S STRUCTURE

DEFINED ROLES AND

STRENGTHS RESPONSIBILITIES
Every position in the hierarchy has specific duties,
which reduces confusion and ensures accountability at
all levels—from the President to faculty members.

EFFICIENCY IN DECISION-MAKING STABILITY AND CONTROL

AND IMPLEMENTATION This structured system keeps FTU stable, particularly
FTU has a clear chain of command. Directives flow as it manages multiple campuses and departments.
smoothly from the Board of Trustees to operational Centralized decision-making ensures everyone aligns
units, ensuring quick implementation of policies.

ADAPTABILITY FOR
SPECIALIZATION AND FOCUS GEOGRAPHICAL DIVERSITY
While centralized, FTU gives its regional campuses
Departments can focus on their specific areas,
some autonomy, allowing them to address local needs
leading to expertise in teaching, research, and
while adhering to the broader university vision.
student support.
FTU’S STRUCTURE

INNOVATION STIFLING
BUREAUCRATIC INEFFICIENCIES

WEAKNESSES
LIMITED FLEXIBILITY

MORALE AND ENGAGEMENT ISSUES

FTU’S STRUCTURE

LIMITED FLEXIBILITY
Top-down decision-making can be slow in adapting to

WEAKNESSES
changes, such as new academic trends.

MORALE AND ENGAGEMENT ISSUES

Centralization can lead to a sense of detachment if
employees feel their input isn’t valued. This may affect their
INNOVATION STIFLING motivation and engagement."
Faculty and staff at lower levels might hesitate to propose
new ideas due to rigid authority lines. This could limit FTU’s
adaptability.

BUREAUCRATIC INEFFICIENCIES
Having multiple layers of authority can lead to delays, as
processes often require formal approval at each stage.
FTU’S STRUCTURE

OPPORTUNITIES for improvement

Encourage Decentralized Decision-Making

Foster Cross-Departmental Collaboration

Streamline Bureaucratic Processes

Enhance Employee Involvement and Engagement

Introduce Training for Leadership Development

 FTU’S STRUCTURE

OPPORTUNITIES
Balance Mechanistic and Organic Elements
Encourage Decentralized Decision-Making
FTU can integrate organic elements into its mechanistic structure by
Provide more autonomy to campus leaders and department
empowering faculty and departments with more autonomy.
heads.

Foster Cross-Departmental Collaboration Introduce Leadership Training

Create cross-functional teams to work on projects like Provide development programs for mid-level managers and
curriculum design, student services, or research initiatives. department heads to improve decision-making and leadership skills.

Streamline Bureaucratic Processes Enhance Employee Involvement and Engagement

Simplify reporting and approval systems. Implementing Introduce platforms like town halls, faculty forums, and surveys
centralized management software can automate routine tasks to gather feedback.
and allow staff to focus on academic and research priorities.
THANK YOU
FOR YOUR ATTENTION!