ĐẠI HỌC FPT CẦN THƠ

Session 1:

Chapter 1:
Understanding the Manager’s Job

Part 1: Introduction of Management

 Learning Objectives
After studying this chapter, you should be able to:
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.
Justify the importance of history and theory to managers,
and explain the develop of management through the
classical, behavioral, and quantitative perspectives.
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.
Chapter 1: Understanding the Manager’s Job 2
 Discussion Starter

Unlike most traditional managers, Netflix CEO, Reed

Hastings does not have an office. He wanders around
headquarters, talking to people about their work and
their ideas. Hastings continues to look for the “next big
thing.”
To watch a brief interview with Reed Hastings, visit CNN
Money (http://money.cnn.com/video/news/2014/02/21/n-
netflix-ceo-reed-hastings-business-of-
being.cnnmoney/index.html).
What qualities and traits do you think are essential for a
manager to have in order to create a successful business?

Chapter 1: Understanding the Manager’s Job 3

 1-1 An Introduction to Management
(slide 1 of 3)

Organization
A group of people working together in a structured
and coordinated fashion to achieve a set of goals

• Public Organization
• Private Organization
• Non-Government Organization
• For-Profit Organization
• Non-Profit Organization (NPO)
• Formal Organization
• Informal Organization

Chapter 1: Understanding the Manager’s Job 4

 1-1 An Introduction to Management

Private Organization
Public Organization

NGO Non-Profit Organization (NPO)

Chapter 1: Understanding the Manager’s Job 5

 1-1 An Introduction to Management
(slide 1 of 3)

Management
A set of activities (including planning and decision
making, organizing, leading, and controlling)
directed at an organization’s resources (human,
financial, physical, and information) with the aim of
achieving organizational goals in an efficient and
effective manner

Chapter 1: Understanding the Manager’s Job 6

 1-1 An Introduction to Management (slide 2 of 3)

Using resources wisely

in a cost-effective way
and

Making the right decisions and

successfully implementing them

Chapter 1: Understanding the Manager’s Job 7

 1-1 An Introduction to Management (slide 3 of 3)

Manager
Someone whose primary responsibility is to carry out
the management process

Ví dụ trong một phòng giao dịch của một ngân hàng.

Quản lý là người theo dõi, đô đốc đội ngũ giao dịch viên,
chuyên viên tín dụng, chuyên viên thẩm định…

Chapter 1: Understanding the Manager’s Job 8

 FIGURE 1.1
Kinds of Managers by Level and Area

Chapter 1: Understanding the Manager’s Job 9

 Levels of Management

Top managers
Executives who manage the overall organization
Create the organization’s goals, overall strategy, and operating
policies
Middle managers
Implement the policies and plans developed by top managers
Supervise and coordinate the activities of lower-level managers
First-line managers
Supervise and coordinate the activities of operating employees
Spend a large proportion of their time supervising the work of
their subordinates

Chapter 1: Understanding the Manager’s Job 10

 Managing in Different Areas
of the Organization

Marketing Human Resources

Managers Managers

Kinds of
Financial Administrative
Managers
Managers Managers
by Area

Operations Specialist
Managers Managers

Chapter 1: Understanding the Manager’s Job 11

 Marketing Managers

Marketing
managers promote
businesses, services,
products, or brands.
They develop marketing
and pricing strategies,
create new customers,
and observe marketing
department staff. They
also manage marketing
budgets and analyze
trends.

Chapter 1: Understanding the Manager’s Job 12

 Financial Managers

Finance Managers oversee

the financial operations of
an organization. They
advise on investment plans,
monitor the company's
finances and produce
financial reports. They work
closely with management to
develop and implement
strategies and plans to
achieve the company's long-
term objectives.

Chapter 1: Understanding the Manager’s Job 13

 Operation Managers

Operations managers
are responsible for maintaining
and increasing the efficiency of
a business, government agency,
or non-profit organization.
These professionals are
talented leaders who support
operational leadership in a
variety of departments —
from finance and IT to human
resources and accounts payable.

Chapter 1: Understanding the Manager’s Job 14

 Human Resources Manager

A human resources manager,

or HR Supervisor,
is responsible for coordinating
all administrative activities
related to an organization's
personnel. Their duties include
developing recruitment
strategies, implementing
systems for managing staff
benefits, payroll and behavior
employees.

Chapter 1: Understanding the Manager’s Job 15

 Administrative Managers

Administrative
managers oversee all
support and clerical work
within a company. They
supervise day-to-day
support activities,
coordinate clerical tasks,
and lead teams of
administrative officers. They
also work with management
and support staff to
improve administrative
processes and enhance
efficiency.
Chapter 1: Understanding the Manager’s Job 16
 Specialist Managers

R&D Managers

They are often in charge of finding

ways to improve an already
existing brand or product, or
developing an entirely new product
line based on new or forecasted
trends within the company's
industry.

Customer Relationship Managers

A customer relationship manager
is responsible for managing a
company's local customer
interactions and helping
businesses better understand
their customers.
Chapter 1: Understanding the Manager’s Job 17
 FIGURE 1.2 The Management Process

Ví dụ,
Hoạch định là một doanh nghiệp đặt
mục tiêu đưa được sản phẩm mới ra
thị trường (hoạch định),
Tổ chức sẽ là sắp xếp những đầu
công việc đối với các cá nhân có năng
lực phù hợp (marketing, sale,
CSKH…).
“điều khiển” sẽ đảm nhiệm phần đôn
đốc, phối hợp các nhân sự cùng nhau
làm việc mang lại hiệu quả. Mục tiêu là
làm sao đưa sản phẩm tiếp cận khách
hàng nhanh nhất và đạt được doanh
số tốt.
“Leading” – Vai trò này bao gồm việc
chỉ đạo, tạo ảnh hưởng và thúc đẩy
nhân viên. Các nhà lãnh đạo giỏi
không chỉ dẫn dắt, tạo động lực tích
cực, mà còn có khả năng truyền cảm
hứng cho các cá nhân xung quanh, kể
cả trong công việc hay đời sống.

Chapter 1: Understanding the Manager’s Job 18

 Planning and Decision Making

Setting the organization’s goals and deciding how best to achieve them
The strategic planning process consists of 5 steps:
1. Initial analysis and evaluation
2. Status analysis
3. Strategy development
4. Strategy implementation
5. Strategic monitoring.

Chapter 1: Understanding the Manager’s Job 19

 Organizing

Determining how best to group activities and resources

Organizing is the function of

management that
involves developing an
organizational structure and
allocating human resources to
ensure the accomplishment of
objectives. The structure of the
organization is the framework
within which effort is coordinated.

Chapter 1: Understanding the Manager’s Job 20

 Controlling

Monitoring and correcting ongoing activities to facilitate

goal attainment
Controlling is a primary goal-oriented function of
management in an organization. It is a process of
comparing the actual performance with the set standards
of the company to ensure that activities are performed
according to the plans and if not then taking corrective
action

Chapter 1: Understanding the Manager’s Job 21

 Leading

Motivating members of the organization to work in the best interests of

the organization
What is Leading as a Manager? Leading involves influencing others
through direction, inspiration, and motivation toward the attainment
of organizational objectives. Leading is distinct from the organizing
function of management, which generally includes arranging or
assembling resources

Chapter 1: Understanding the Manager’s Job 22

 What Skills Do Managers Need?

Technical

Interpersonal Conceptual

Fundamental
Management
Diagnostic Skills Communication

Decision Time
Making Management

Chapter 1: Understanding the Manager’s Job 23

 1-1c Fundamental Management Skills

Technical skills
The skills necessary to accomplish or understand the
specific kind of work done in an organization

Chapter 1: Understanding the Manager’s Job 24

 1-1c Fundamental Management Skills

Conceptual skills (Kỹ năng tư duy)

The manager’s ability to think in the abstract
Ví dụ
Dịch bệnh Covid ập đến và ảnh
hưởng nghiêm trọng đến ngành
hàng sản xuất áo thun của
doanh nghiệp A. Nhà quản trị
nhận thức được những thách
thức và cả cơ hội vào thời điểm
đó khi công ty chuyển hướng
sang sản xuất các sản phẩm
khẩu trang vải đa dạng, phù
hợp theo từng nhóm khách
hàng nhỏ tuổi, trẻ tuổi, trung
niên…

Chapter 1: Understanding the Manager’s Job 25

 1-1c Fundamental Management Skills

Communication skills
The manager’s abilities both to effectively convey ideas and
information to others and to effectively receive ideas and
information from others

Chapter 1: Understanding the Manager’s Job 26

 1-1c Fundamental Management Skills

Time management skills

The manager’s ability to prioritize work, to work efficiently, and
to delegate appropriately

Chapter 1: Understanding the Manager’s Job 27

 1-1c Fundamental Management Skills

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

Chapter 1: Understanding the Manager’s Job 28

 1-1c Fundamental Management Skills

Diagnostic skills
The manager’s ability to visualize the most
appropriate response to a situation

Chapter 1: Understanding the Manager’s Job 29

 1-1c Fundamental Management Skills

Interpersonal skills
The ability to communicate with, understand, and
motivate both individuals and groups

Chapter 1: Understanding the Manager’s Job 30

 1-1d The Science and the Art of
Management
The Science of Management
Assumes problems and issues can be approached
using rational, logical, objective, and systematic ways
Requires technical, diagnostic, and decision-making
skills

Chapter 1: Understanding the Manager’s Job 31

 1-1d The Science and the Art of
Management
The Art of Management
Requires a blend (mix) of intuition, experience,
instinct, and personal insights
Relies heavily on conceptual, communication,
interpersonal, and time management skills

Chapter 1: Understanding the Manager’s Job 32

 1-2a The Importance of Theory and History
(slide 1 of 2)

Why Theory?
Provides a conceptual framework for organizing
knowledge and providing a blueprint (plan) for
action
Management theories are grounded in reality.
Most managers develop and refine (fix) their own theories
of how they should run their organizations and manage the
behavior of their employees.

Chapter 1: Understanding the Manager’s Job 33

 1-2a The Importance of Theory and History
(slide 2 of 2)

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.

Chapter 1: Understanding the Manager’s Job 34

 1-2b The Historical Context of Management

Robert Owen (1771–1858)

Recognized the importance of an organization’s
human resources and expressed concern for the
personal welfare of workers

Charles Babbage (1792–1871)

Focused on efficiencies of production through
division of labor and advocated the application of
mathematics to management problems

Chapter 1: Understanding the Manager’s Job 35

 1-2c The Classical Management Perspective

Classical management perspective

Consists of two distinct branches—scientific
management and administrative management
Scientific management
– Concerned with improving the performance of individual workers
Administrative management
– Focuses on managing the total organization

Chapter 1: Understanding the Manager’s Job 36

 Scientific Management Pioneers (slide 1 of 2)

Frederick W. Taylor (1856–1915)

Replaced old work methods with scientifically-based
work methods
Eliminated “soldiering,” where employees deliberately
worked at a pace slower than their capabilities
Studied and redesigned jobs, introduced rest periods
to reduce fatigue, and implemented piecework pay
systems
Ex: Nhân viên masage được trả lương
100k/ ngày: làm việc không hiệu quả
=> thay đổi trả lương theo năng suất: tăng
hiệu quả

Chapter 1: Understanding the Manager’s Job 37

 FIGURE 1.3
Steps in Scientific Management

-Xây dựng khoa học cho từng yếu tố của công việc để thay thế các
phương pháp quy tắc ngón tay cái cũ
-Lựa chọn nhân viên một cách khoa học và sau đó đào tạo họ thực hiện
công việc như được mô tả trong bước 1
-Giám sát nhân viên để đảm bảo họ tuân theo các phương pháp quy
định để thực hiện công việc của mình
-Tiếp tục lập kế hoạch công việc, nhưng sử dụng công nhân để hoàn
thành công việc
Quy tắc ngón tay cái là một hướng dẫn mang tính kinh nghiệm
Ví dụ như nguyên tắc 80/20 của Pareto là một ví dụ tốt nhất về quy tắc
ngón tay cái cho một doanh nghiệp đang phát triển, 80% lợi nhuận của
công ty nhờ vào 20% khách hàng của họ.

Chapter 1: Understanding the Manager’s Job 38

 Scientific Management Pioneers (slide 2 of 2)

Frank Gilbreth (1868–1924) and Lillian Gilbreth (1878–1972)

Both developed techniques and strategies for eliminating inefficiency.
Frank reduced bricklaying movements, resulting in increased output of about
200 percent. (giảm dịch chuyển viên gạch: 120 viên/1h => 350 viên/1h).
Lillian made substantive contributions to the fields of industrial psychology
and personnel management. (Tâm lý học công nghiệp và quản lý nhân sự)

Chapter 1: Understanding the Manager’s Job 39

 Administrative Management Theorists

Henri Fayol (1841–1925)

Identified the specific management functions of
planning, organizing, leading, and controlling
Lyndall Urwick (1891–1983)
Integrated (mix) scientific management with the
work of other administrative management theorists
Max Weber (1864–1920)
His theory of bureaucracy is based on a rational set
of guidelines for structuring organizations in the
most efficient manner.

Chapter 1: Understanding the Manager’s Job 40

 Discussion Starter (3)

What assumptions do the scientific

management and administrative management
perspectives make about workers? To what
extent are these assumptions still valid today?

Chapter 1: Understanding the Manager’s Job 41

 The Classical Management
Perspective Today

Contributions Limitations
Provides many More appropriate for use in
management techniques stable, simple organizations
and approaches that are rather than the changing and
still relevant today complex organizations of today
Focused attention on Proposed universal guidelines
management as a that do not fit every organization
meaningful field of study Slighted the role of the individual
in organizations

Chapter 1: Understanding the Manager’s Job 42

 1-2d The Behavioral Management
Perspective

Behavioral management perspective

Stresses individual attitudes and behaviors and
group processes

Chapter 1: Understanding the Manager’s Job 43

 Behavioral Management Advocates

Hugo Munsterberg (1863–1916)

Advocated applying psychological concepts to
employee selection and motivation

Chapter 1: Understanding the Manager’s Job 44

 Behavioral Management Advocates

Mary Parker Follett (1868–1933)

Recognized the importance of human behavior in the
workplace Giải qyết các mâu thuẩn và chia mâu
thuẩn thành 3 phương pháp
· Áp chế : không lâu dài vì chỉ đem
thắng về 1 phía
· Thoả hiệp : cả 2 đều phải mất một thứ
gì đó để thương lượng cùng nhua để
hoà bình được lặp lại .
Thống nhất: Tiền đề của phương pháp
là sự khác biệt về quan điểm của mỗi
thành viên đều có giá trị. Đây là cách
giải quyết mâu thuẫn triệt để và hiệu
quả nhất.

Chapter 1: Understanding the Manager’s Job 45

 The Hawthorne Studies

Conducted at Western Electric’s Hawthorne

plant between 1927 and 1932
Illumination study (Nghiên cứu chiếu sáng)
Lighting adjustments affected the productivity of both
control and experimental groups of employees.
Group study
A piecework incentive (Salary) pay plan caused workers to
establish informal levels of individual output.
– Overproducing workers were labeled “rate busters.”
– Underproducing workers were considered “chiselers.”
Interview program
Confirmed the importance of human behavior in the
workplace

Chapter 1: Understanding the Manager’s Job 46

 The Hawthorne Studies

• Illumination study (Nghiên cứu chiếu sáng)

Ví dụ: Tại một công xưởng sản xuất linh kiện điện thoại tại Hawthorne khi thí nghiệm cải
thiện ánh sáng thì năng suất làm việc của công nhân lại tăng lên. Tuy nhiên khi ánh sáng
bị giảm bớt thì năng suất vẫn được cải thiện hơn trước khi thí nghiệm. Như vậy các nhà
nghiên cứu đã kết luận rằng năng suất của công nhân không bị ảnh hưởng bởi những
thay đổi trong đièu kiện làm việc, mà là do ai đó quan tâm đến điều kiện làm việc của họ
để tiến hành một thí nghiệm nào đó. Vì thế đây là một hiệu ứng tâm lý khi có ai đó quan
sát chúng ta làm viẹc thì có vẻ như chúng ta đang cố gắng tập trung làm việc vì thế dẫn
đến năng suất tăng cho dù điều kiện làm việc có thay đổi hay không.

• Group study
Ví dụ: Một nhóm công nhân nữ được cung cấp thời gian nghỉ ngơi và chế độ dinh dưỡng
khác đi so với giai đoạn chưa tham gia khảo sát, các nhà nghiên cứu nhận ra rằng năng
suất làm việc của nhóm công nhân nữ này đã tăng lên. Bên cạnh đó khi làm việc cùng
nhau dưới sự giám sát thì tinh thần đồng đội của họ dường như được cải thiện.

• Interview program
sự tương tác giữa con người với bác sĩ, y tá, nhà trị liệu và các nhân viên y tế khác trong
các thử nghiệm này tăng lên đã có tác động tâm lý tích cực đến bệnh nhân, do đó nuôi
dưỡng ảo tưởng của họ về những cải thiện thể chất đối với tình trạng của họ.

Chapter 1: Understanding the Manager’s Job 47

 The Human Relations Movement

Human relations movement

Grew out of the Hawthorne studies
Proposed that workers respond (reaction) primarily to
the social context of work, including social conditioning,
group norms, and interpersonal dynamics
Assumed that the manager’s concern for workers would
lead to increased worker satisfaction and
improved worker performance

Chapter 1: Understanding the Manager’s Job 48

 Human Relations Theorists

Abraham Maslow (1908–1970)

Advanced a theory suggesting that employees are
motivated by a hierarchy of needs that they seek to
satisfy
Douglas McGregor (1906–1964)
Proposed Theory X and Theory Y concepts
of managerial beliefs about people and work
Theory X
– A pessimistic and negative view of workers consistent with the
views of scientific management
Theory Y
– A positive view of workers; it represents the assumptions that
human relations advocates make

Chapter 1: Understanding the Manager’s Job 49

 Human Relations Theorists

Abraham Maslow (1908–1970)

1. Physiological Needs (basic issues of survival such
as salary, stable employment, able to
eat/drink/sleep well)
2. Security Needs (stable physical and emotional
environment issues such as benefits, pension, safe
work environment, and fair work practices; job
security)
3. “Belongingness” Needs (social acceptance issues
such as friendship or cooperation on the job; feeling
part of a group/team)
4. Esteem Needs (positive self-image and respect
and recognition issues such as job titles, nice work
spaces, and prestigious job assignments; being
recognised for achievements/ improvements)
5. Self-Actualization Needs (achievement issues
such as workplace autonomy, challenging work, and
subject matter expert status on the job, the need for
personal growth and development)

Chapter 1: Understanding the Manager’s Job 50

 Table 1.1 Theory X and Theory Y

Theory X 1. People do not like work and try to avoid it.

Assumptions 2. People do not like work, so managers have to control, direct, coerce,
and threaten employees to get them to work toward organizational
goals.
3. People prefer to be directed, to avoid responsibility, and to want
security; they have little ambition.

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.

Chapter 1: Understanding the Manager’s Job 51

 Contemporary Behavior Science
in Management (slide 1 of 2)

Organizational behavior
Contemporary field focusing on behavioral
perspectives on management
Draws on psychology, sociology, anthropology,
economics, and medicine
Takes a holistic view of behavior and addresses
individual, group, and organization processes

Chapter 1: Understanding the Manager’s Job 52

 Contemporary Behavior Science
in Management (slide 2 of 2)

Important organizational behavior topics:

Job satisfaction
Stress
Motivation
Leadership
Group dynamics
Organizational politics
Interpersonal conflict
The structure and design of organizations

Chapter 1: Understanding the Manager’s Job 53

 The Behavioral Management
Perspective Today

Contributions Limitations
The importance of behavioral The complexity of
process are more likely to be
recognized by managers.
individuals makes behavior
Managers are more likely to
difficult to predict.
view employees as valuable It is not always accepted or
resources instead of mere understood by practicing
tools. managers.

Chapter 1: Understanding the Manager’s Job 54

 1-2e The Quantitative Management
Perspective (slide 1 of 2)
Quantitative management perspective
Applies quantitative techniques to management
Helped Allied forces manage logistical problems during World
War II
Focuses on decision making, cost-effectiveness, mathematical
models, and use of computers to solve quantitative problems

Chapter 1: Understanding the Manager’s Job 55

 1-2e The Quantitative Management
Perspective (slide 2 of 2)

There are two branches of the quantitative

approach:
Management science
Focuses specifically on the development of representative
mathematical models
Operations management
Concerned with helping the organization produce its
products or services more efficiently

Chapter 1: Understanding the Manager’s Job 56

 The Quantitative Management
Perspective Today

Contributions Limitations
Provides managers with an Cannot fully account for
abundance of decision- individual behaviors and
making tools and attitudes
techniques Competence needed many
Increased understanding retard the development of
of overall organizational other managerial skills
processes Typically require a set of
Particularly useful in the assumptions that may not be
areas of planning and realistic
controlling

Chapter 1: Understanding the Manager’s Job 57

 1-3a The Systems Perspective (slide 1 of 3)

System
An interrelated set of elements functioning as a
whole

Chapter 1: Understanding the Manager’s Job 58

 FIGURE 1.4
The Systems Perspective of Organizations

Chapter 1: Understanding the Manager’s Job 59

 1-3a The Systems Perspective (slide 2 of 3)

Open system
An organizational system that interacts with its environment.
Closed system
A system that does not interact with its environment.
Subsystems
A system within another system
Synergy
Two or more subsystems working together to produce more
than the total of what they might produce working alone
Entropy
A normal process leading to system decline

Chapter 1: Understanding the Manager’s Job 60

 1-3a The Systems Perspective (slide 3 of 3)

Select an organization and diagram its inputs,

transformation processes, outputs, and
feedback mechanisms.

Chapter 1: Understanding the Manager’s Job 61

 1-3b The Contingency Perspective

Universal perspectives (quan điểm phổ quát)

Include the classical, behavioral, and quantitative
approaches
Try to identify the “one best way” to manage
organizations
Contingency perspective (Quan điểm dự phòng)
Suggests that appropriate managerial behavior in a
given situation depends on, or is contingent on,
unique elements in a given situation

Chapter 1: Understanding the Manager’s Job 62

 1-3c Contemporary Management
Issues and Challenges

Globalization of product and service markets

Increased emphasis on ethics and social responsibility
The use of quality as the basis for competition
The shift to a predominately service-based economy
Meeting the challenges of a recovering economy
An increasingly diverse workforce
Creating new organizational structures to provide
challenging, motivating, and flexible work environments
The effects of new information technology on how work
is done in organization

Chapter 1: Understanding the Manager’s Job 63

 EXPERIENTIAL EXERCISE: Johari Window

Chapter 1: Understanding the Manager’s Job 64

 QUESTIONS

1. What qualities do you think are essential for a

Marketing/Finance/Operations/Human
Resources/Administrative/Customer Relationship managers to
have in order to create a successful business?
2. What’s the process of management?

Chapter 1: Understanding the Manager’s Job 65

ĐẠI HỌC FPT CẦN THƠ