0% found this document useful (0 votes)

7 views36 pages

Chapter 2-Part 1

quản trị doanh nghiệ

Uploaded by

linhlinh0055

We take content rights seriously. If you suspect this is your content, claim it here.

Available Formats

Download as DOCX, PDF, TXT or read online on Scribd

0% found this document useful (0 votes)

7 views36 pages

Chapter 2-Part 1

quản trị doanh nghiệ

Uploaded by

linhlinh0055

We take content rights seriously. If you suspect this is your content, claim it here.

Available Formats

Download as DOCX, PDF, TXT or read online on Scribd

You are on page 1/ 36

BUSINESS MANAGEMENT

QUẢN TRỊ DOANH NGHIỆP

Dr. Nguyen Thi Van Ha

Faculty of Transport and Economics (FTE)
Department of Business Administration (DBA)

04/09/2023 | UTC | FTE- DBA| Dr.Nguyen Thi Van Ha | ‹1›

Subject Syllabus
PART 1: The management challenges

Chapter 1: Managers and Entrepreneurs

Chapter 2: Analysis of external and internal factors

on business management, SWOT analysis

Chapter 3: International Management and Cross-

Cultural Competence
Chapter 4: Management’s Social and Ethical
Responsibility

PART 2: Managing the main functional

areas
Chapter 5: Human resource management

Chapter 6: Marketing management

04/09/2023 | UTC | FTE- DBA| Dr.Nguyen Thi Van Ha | ‹2›

Chapter 2: Analysis of external and internal factors on
business management, SWOT analysis

Aims of the chapter

Each chapter has specific aims. The aims of this chapter are to:
• Summarize the demographics of the new workforce
• Explain how the social contract between employer and employee has changed in
recent years
• Define the term managing diversity, and explain why it is particularly important today
• Discuss how the changing political-legal environment is affecting the practice
of management
• Discuss why business cycles and global economy are vital economic considerations
for modern managers
• Describe the three-step innovation process and define the term intrapreneur

04/09/2023 | UTC | FTE- DBA| Dr.Nguyen Thi Van Ha | ‹3›

Chapter 2: Analysis of external and internal factors on
business management, SWOT analysis

Outline of the chapter

• The social environment
• The political legal environment
• The economic environment
• The technological environment
• Summary
• Case study and discussion

04/09/2023 | UTC | FTE- DBA| Dr.Nguyen Thi Van Ha | ‹4›

The Twenty-First-Century Workplace: Seven Major Changes

• The Virtual Organization

• The Just-in-Time Workforce
• The Ascendancy of Knowledge Workers
• Computerized Coaching and Electronic Monitoring
• The Growth of Worker Diversity
• The Aging Workforce
• The Birth of the Dynamic Workforce

04/09/2023 | UTC | FTE- DBA | Dr.Nguyen Thi Van Ha | ‹5›

2.1 The social environment

 Dimensions of the Social Environment

– Demographics
• Changes in the statistical profiles of population
characteristics.
– The new social contract
• Changes in the employer-employee relationship.
– Inequalities
• Persistent barriers encountered by women, minorities,
and others in the workplace .
– Managing diversity
• Creating organization cultures that enable all employees to
realize their potential.

04/09/2023 | UTC | FTE- DBA | Dr.Nguyen Thi Van Ha | ‹6›

2.1 The social environment
2.1.1 Demographics of New Workforce

 Demographics:
– Statistical profiles of population characteristics - a valuable planning tool for
managers
– Managers with foresight who study demographics can make appropriate
adjustments in their strategic, human resource, and marketing plans
– Selected demographic shifts reshaping the workforce (especially in case of
USA)
• It is getting larger
• It is becoming increasing female
• It is becoming more racially and ethnically diverse
• It is becoming older

04/09/2023 | UTC | FTE- DBA | Dr.Nguyen Thi Van Ha | ‹7›

2.1 The social environment
2.1.1 Demographics of New Workforce

Copyright © Houghton Figure 2.1

Mifflin Company. All
rights reserved. The Changing U.S. Workforce

04/09/2023 | UTC | FTE- DBA | Dr.Nguyen Thi Van Ha | ‹8›

2.1 The social environment
2.1.1 Demographics of New Workforce

04/09/2023 | UTC | FTE- DBA | Dr.Nguyen Thi Van Ha | ‹9›

2.1 The social environment
2.1.1 Demographics of New Workforce

04/09/2023 | UTC | FTE- DBA | Dr.Nguyen Thi Van Ha | ‹10›

2.1 The social environment
2.1.1 Demographics of New Workforce

Copyright © Houghton Figure 2.1

Mifflin Company. All
rights reserved. The Changing U.S. Workforce (cont’d)
04/09/2023 | UTC | FTE- DBA | Dr.Nguyen Thi Van Ha | ‹11›
2.1 The social environment
2.1.1 Demographics of New Workforce

• Needed Remedial Education

– The shrinking U.S. workforce is increasingly deficit
in reading, writing, science, and basic math skills.
– The workforce will have more Hispanics and older
persons in the future.

04/09/2023 | UTC | FTE- DBA | Dr.Nguyen Thi Van Ha | ‹12›

2.1 The social environment
2.1.1 Demographics of New Workforce

Myths About Older Workers (Dispelled)

•Are not less productive than average worker
•Do not incur higher benefits costs.
•Do not have higher absenteeism.
•Do not have more accidents at work.
•Are not less willing to learn.
•Are not inflexible about the hours they
are willing to work.

04/09/2023 | UTC | FTE- DBA | Dr.Nguyen Thi Van Ha | ‹13›

2.1 The social environment
2.1.2 A new social contract between employer and Employee

Traditional Social Contract

– Implicit cultural agreement: be loyal to the company and
the company will take care of you until retirement
New Social Contract
– Assumption that employer-employee relationship will be a
shorter-term one based on convenience and mutual benefit,
rather than for life.
• Employees are expected to manage their own careers to increase
their long-term value.
• Employers are expected to provide the means necessary for
continual workforce development .

04/09/2023 | UTC | FTE- DBA | Dr.Nguyen Thi Van Ha | ‹14›

2.1 The social environment
2.1.3 Nagging Inequalities in the Workplace

Under the Glass Ceiling

•Women continue to experience a significant gender-wage
gap and strong barriers to advancement.
•Women are demanding more equitable compensation and
workplace opportunities.
•The transparent but strong barrier keeping women and
minorities from moving up the management ladder
Continuing Pressure for Equal Opportunity
•Women, minorities, and the physically challenged are all
expected to press harder for more employment
opportunities.
04/09/2023 | UTC | FTE- DBA | Dr.Nguyen Thi Van Ha | ‹15›
2.1 The social environment
2.1.3 Nagging Inequalities in the Workplace

Part-Timer Promises and Problems

•Contingent workers will comprise a increasing percentage
of the workforce.
•The advantages of lower wage and benefits costs and the
flexibility of a contingent workforce are offset by their
negative work attitudes and increased likelihood of quitting.

04/09/2023 | UTC | FTE- DBA | Dr.Nguyen Thi Van Ha | ‹16›

2.1 The social environment
2.1.4 Managing Diversity

Managing Diversity
The process of creating an organizational culture that
provides all employees, including women and minorities,
with assistance and opportunities to help them realize their
full potential.
More than EEO (Equal Employment Opportunity)
The moral necessity and commitment in going beyond
EEO and affirmative action to create flexible organizations
that encompass and value diversity.
04/09/2023 | UTC | FTE- DBA | Dr.Nguyen Thi Van Ha | ‹17›
2.2 The Political - Legal Environment

Politics
The art (or science) of public influence and control.
 Laws are an outcome of the political process that
differentiate good and bad conduct
 The political system tries to balance competing interests
in a generally acceptable manner
 Managers, as both citizens and caretakers of socially,
politically, and economically powerful organizations, have a
large stake in the political-legal environment.
04/09/2023 | UTC | FTE- DBA | Dr.Nguyen Thi Van Ha | ‹18›
2.2 The Political - Legal Environment

• The Politicization of Management

– Issues management
• Ongoing process of identifying, evaluating, and
responding to important social and political issues.
• Purposes: minimize “surprises” and make more
systematic and effective responses to issues.
– General political responses
• Reactive: Defending the status quo against all
comers.
• Neutral: Adopting a “wait and see” approach.
• Proactive: Proactively trying to identify and respond to
issues.
04/09/2023 | UTC | FTE- DBA | Dr.Nguyen Thi Van Ha | ‹19›
2.2 The Political - Legal Environment

Figure 2.2
Management’s Political Response Continuum

04/09/2023 | UTC | FTE- DBA | Dr.Nguyen Thi Van Ha | ‹20›

2.2 The Political - Legal Environment

Specific Political Strategies

•Campaign financing
•Lobbying
•Coalition building
•Indirect lobbying

04/09/2023 | UTC | FTE- DBA | Dr.Nguyen Thi Van Ha | ‹21›

2.2 The Political - Legal Environment

Increases in Demands for Accountability

• “Cooking the books,” price fixing, and bid rigging are
serious white-collar crimes likely to draw stiff penalties and
a jail sentence.
Political and Legal Implications for Management
•Increased use of legal audits
•A review of all operations to pinpoint possible
legal liabilities or problems.
•Use of alternative dispute resolution (ADR)
•Settling disputes with less costly methods, including
arbitration and mediation.
04/09/2023 | UTC | FTE- DBA | Dr.Nguyen Thi Van Ha | ‹22›
2.3 The Economic Environment

There is a close relationship between economics and

management
• Economics is the study of how scarce resources are used to
create wealth and how that wealth is distributed
 Three aspects of the economic environment of
management
• Jobs
• Business cycles
• The global economy

04/09/2023 | UTC | FTE- DBA | Dr.Nguyen Thi Van Ha | ‹23›

2.3 The Economic Environment

The Job Outlook in Today’s Service Economy,

Where Education Counts
• Service sector job growth in high paying occupations that
require at least a bachelor’s degree is twice as fast as that of
all other occupations.

04/09/2023 | UTC | FTE- DBA | Dr.Nguyen Thi Van Ha | ‹24›

2.3 The Economic Environment

 Coping with Business Cycles

• Business cycles
•The up and down movement of an economy’s ability to
generate wealth.
•A predictable structure but variable timing
•A clear pattern of alternating expansions and recessions
•Business cycles are converging worldwide.

04/09/2023 | UTC | FTE- DBA | Dr.Nguyen Thi Van Ha | ‹25›

2.3 The Economic Environment

Figure 2.3
Business Cycles Affect Managerial Decisions
04/09/2023 | UTC | FTE- DBA | Dr.Nguyen Thi Van Ha | ‹26›
2.3 The Economic Environment

 The challenge of a global economy

 A Single Global Marketplace
•Global trade is causing a shift to a single economy.
•The commercial world is no longer East-West, North-South.
 Globalization Is Personal
•Working for a foreign-owned company is a growing trend.
•Meeting world standards for quality and costs (through lower
wages) is necessary to be globally competitive.