ĐẠI HỌC QUỐC GIA HÀ NỘI

TRƯỜNG ĐẠI HỌC KINH TẾ

VNU UNIVERSITY OF ECONOMICS & BUSINESS

PRINCIPLES OF MANAGEMENT

Nguyễn Ngọc Quý

Ph.D in Management
 Chapter 1
Introducing Modern
Management:
Concepts and Skills
 1.1. The Importance of Management
1.2. The Management Task
1.2.1. The Role of Management
1.2.2. Defining Management
1.2.3. The Management Process: Management Functions
1.2.4. Management Process and Goal Attainment
Chapter 1
1.2.5. Management and Organizational Resources
Introducing Modern 1.3. The Universality of Management
Management: 1.4. Management Skill: The Key to Management Success
1.4.1. Defining Management Skill
Concepts and Skills 1.4.2. Management Skill: A Classic View
1.4.3. Management Skill: A Contemporary View
1.4.4. Management Skill: A Focus of This Book
1.5. Management Careers
1.5.1. A Definition of Career
1.5.2. Career Stages, Life Stages, and Performance
1.5.3. Promoting Your Own Career
1.5.4. Special Career Issues
1.6. Management Skill Activities
 Objectives
1. An understanding of a manager’s task
2. Knowledge about the management process and
organizational resources
3. An understanding of management skill as the key to
management success
4. Insights concerning what management careers are and how
they evolve
 Defining Organization
• Organization
• A systematic arrangement of people brought together to
accomplish some specific purpose; applies to all
organizations.
• Where managers work (manage).
• Common Characteristics of Organizations
• Distinct purpose and goals
• Systematic structure
• People
Common Characteristics of
Organization
People Differences
• Operatives
• People who work directly on a job or task and have no
responsibility for overseeing the work of others.
• Managers
• Individuals in an organization who direct the activities of
others.
1.2. The Management Task
1.2.1. The role of management
 Management moves an organization toward its purposes or
goals
How:….?
 planing
 organizing resources
 influencing
 controlling
1.2.2. Defining Management

Management is the process of reaching

organizational goals by working with and
through people and other organizational
resources.
Defining Management
 Definition: Coordinating work activities so that they are
completed efficiently and effectively with and through
other people
 Efficiency: getting the most output from the least input;
doing the things right
 Effectiveness: completing activities so that the
organization’s goals are attained; doing the right things
Management is…

Efficiency
Efficiency
Getting
Getting
work
work
done
done with
with
and
and through
through
others
others Effectiveness
Effectiveness
Management encompasses the following three main
characteristics:
1. It is a process or series of continuing and related activities.
2. It involves and concentrates on reaching organizational goals.
3. It reaches these goals by working with and through people and
other organizational resources.
1.2.3. The Management Process: Management Functions
The four basic management functions—activities that make up the
management process
Planning Organizing
• Choosing tasks that must be • Assigning the tasks to various
performed to attain individuals or groups within
organizational goals, the organization
• Outlining how tasks must be • Determining tasks and
performed groupings of work
• Indicating when should they
be performed
Management Functions (cont’)
Influencing Controlling
• Gathering information that measures
• Guiding the activities of
recent performance within the
organization members in
organization
appropriate directions
• Compare present performance to
• Aiming at productivity pre-established performance
increase standards
• Take corrective actions (if needed)
 Management Functions

Figure 1.3
Relationships among
the four functions of
management used to
attain organizational
goals
Planning
Not establishing objectives for all important organizational areas
Making plans that are too risky
Not exploring enough viable alternatives for reaching objectives
Organizing
Not establishing departments appropriately
Not emphasizing coordination of organization members
Establishing inappropriate spans of management
Influencing
Not taking the time to communicate properly with organization members
Establishing improper communication networks
Being a manager but not a leader
Controlling
Not monitoring progress in carrying out plans
Not establishing appropriate performance standards
Not measuring performance to see where improvements might be made
1.2.4. Management Process and Goal Attainment

How does the Management Process help an

organization to achieve its purposes or goals?
 Planing ?
 organizing resources ?
 Influencing ?
 Controlling ?
1.2.5. Management and Organizational Resources
• Resources include:
Human
Monetary
Raw materials
Capital
 1.3. The Universality of Management
Management principles are universal: apply to all types of organizations
and organizational levels
• Level in the Organization
• Do managers manage differently based on where they are in
the organization?
• Profit versus Not-for-profit
• 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?
The universality of management (cont)

• Management Concepts and National Borders

• Is management the same in all economic, cultural, social
and political systems?
• Making Decisions and Dealing with Change
• Do managers all make decisions and deal with change in
the same ways?
1.4. Management Skill: The Key to Management Success

1.4.1. Defining Management Skill

Management skill is the ability to carry out the process of reaching
organizational goals by working with and through people and other
organizational resources.

1.4.2. Management Skill: A Classic View

Three types of skills are important for successful management
performance: technical, human, and conceptual skills
 General Skills for Managers

Skills of Successful
Managers

Conceptual Human Technical

Skills skills skills

PowerPoint Presentation by NNThang & NPMai

General Skills for Managers
• Ability to see the organization as a
Conceptual whole
skills • Ability to understand how the
organization relates to its environment

• Ability to build cooperation within the team

Human skills being led

• Ability to apply specialized knowledge and

Technical expertise to work-related techniques and
skills procedures
Figure 1.6
As a manager moves from the supervisory to the top- management level, conceptual skills
become more important than technical skills, but human
Choose a manager that you know in the real
life, identify managerial skills that
contribute to the success of the organization
1.4.3. Management Skill: A Contemporary View

The major activities that modern managers typically perform are of three basic
types.
 Task-related activities are management efforts aimed at carrying out
critical management related duties in organizations.
 People-related activities are management efforts aimed at managing
people in organizations.
 Change-related activities are management efforts aimed at modifying
organizational components.
1.4. Management Skill: A Focus of This Book

Reading Textbook and answer the question:

Why managers should spend time defining the most formidable

tasks that they face and sharpening the skills that will help them
to carry out these tasks Successfully ?
 1.5. Management Careers

 Definition: A career is a sequence of work-related positions occupied by a

person over the course of a lifetime
 Career Stages, Life Stages, and Performance
Exploration Stage
Establishment Stage
Maintenance Stage
Decline Stage
 Promoting Your Own Career
 Special Career Issues
Women managers
Dual-career couples
1.6. Management Skill Activities

Levels of Management
CEO
Top Level Management COO
CIO
CFO
General Mgr
Middle Level Management Plant Mgr
Regional Mgr
Office Manager
Shift Supervisor
First-Line Management Department Manager
Team Leader
Top Managers

Responsible
Responsible for…
for…

Creating
Creating aa context
context for
for change
change

Developing
Developing attitudes
attitudes of
of commitment
commitment
and
and ownership
ownership in
in employees
employees

Creating
Creating aa positive
positive organizational
organizational
culture
culture through
through language
language and
and action
action

Monitoring
Monitoring their
their business
business environments
environments
Middle Managers
Responsible
Responsible for…
for…

Setting
Setting objectives
objectives consistent
consistent with
with top
top
management
management goals,
goals, planning
planning strategies
strategies

Coordinating
Coordinating and
and linking
linking groups,
groups,
departments,
departments, and
and divisions
divisions

Monitoring
Monitoring and
and managing
managing the
the performance
performance
of
of subunits
subunits and
and managers
managers who
who report
report to
to them
them

Implementing
Implementing the
the changes
changes or
or strategies
strategies
generated
generated by
by top
top managers
managers
First-Line Managers
Responsible
Responsible for…
for…

Managing
Managing the
the performance
performance of
of
entry-level
entry-level employees
employees

Teaching
Teaching entry-level
entry-level employees
employees
how
how to
to do
do their
their jobs
jobs

Making
Making schedules
schedules and
and operating
operating plans
plans based
based on
on
middle
middle management’s
management’s intermediate-range
intermediate-range plans
plans
 Distribution of Time per Activity by Organizational
Level

Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll,

“The Job(s) of Management.” Industrial Relations 4, no. 2 (1965), p. 103.
 Importance of Managerial Roles in Small and Large
Businesses

Source: Adapted from J. G. P. Paolillo, “The Manager’s Self-Assessments

of Managerial Roles: Small vs. Large Firms,”
American Journal of Small Business (January–March 1984) pp. 61–62.