FUNDAMENTALS

OF MANAGEMENT
Lecturer: Nguyen Thi Thao Quynh (MA)
E m a il: n g u y e n t h it h a o q u y n h . c s 2 @ f t u . e d u . v n
 ML176 (LSCM)
Access to materials
Classroom.google.com
Code: rqi6vhg
Textbook
1. Jones and George(2019),
ESSENTIALS OF CONTEMPORARY
MANAGEMENT, 8 th , McGraw-Hill.
2. Robbins, Stephen P. and Coulter,
Mary, MANAGEMENT, (2018), 14th Ed,
Pearson.
Textbook
1. Jones and George(2019),
ESSENTIALS OF CONTEMPORARY
MANAGEMENT, 8 th , McGraw-Hill.
2. Robbins, Stephen P. and Coulter,
Mary, MANAGEMENT, (2018), 14th Ed,
Pearson.
 Ø UNIT 1: Introduction to Management
Ø UNIT 2: Values, Attitudes, Emotions,
and Organizational Culture

COURSE Ø UNIT 3: Managing Business

Environment

CONTENTS Ø UNIT 4: Managerial Decision Making

Ø UNIT 5: Planning and Strategic
Management
Ø UNIT 6: Designing Organizational
Structure
Ø UNIT 7: Motivating and Rewwarding
Employees
Ø UNIT 8: Leadership
 01 Managers and Organization
02 Definition
CHAPTER 1 03 Management functions
INTRODUCTION 04 Management roles
TO MANAGEMENT 05 Management skills
06 Current issues
What do you
know about
management?
 ü All managers work in
organizations
ü Organizations – collections of
WHAT IS
people who work together
MANAGEMENT?
and coordinate their actions
to achieve a wide variety of
goals
 ü The people responsible for
supervising the use of an
organization’s resources to meet its
goals
MANAGERS? ü Resources include people, skills,
know-how and experience,
machinery, raw materials,
computers and IT, patents, financial
capital, and loyal customers and
employees
 ü The planning, organizing, leading,
and controlling of human and other
resources to achieve organizational
goals effectively and efficiently
WHAT IS
ü Organizational Performance: A
MANAGEMENT?
measure of how efficiently and
effectively managers use available
resources to satisfy customers and
achieve organizational goals
 Efficiency
A measure of how well or how
productively resources are
ORGANIZATIONAL used to achieve a goal

PERFORMANCE
Effectiveness
A measure of the
appropriateness of the goals
an organization is pursuing
and the degree to which they
are achieved.
Levels of Management
 Department

AREAS OF A group of managers and employees

who work together and possess
MANAGERS similar skills or use the same
knowledge, tools, or techniques
 ü First line managers -
Responsible for daily supervision
of the non-managerial
employees who perform many of
LEVELS OF the specific activities necessary
MANAGEMENT to produce goods and services
ü Middle managers - Supervise
first-line managers. Responsible
for finding the best way to
organize human and other
resources to achieve
organizational goals
 ü Top managers –
v Responsible for the
performance of all
departments and have cross-
LEVELS OF departmental responsibility.
MANAGEMENT v Establish organizational goals
and monitor middle managers
v Decide how different
departments should interact
v Ultimately responsible for the
success or failure of an
organization
Four Functions of Management
PLANNING
Steps in the Planning
Process
1. Deciding which goals the
organization will pursue
2. Deciding what courses of
action to adopt to attain
those goals
3. Deciding how to allocate
organizational resources
PLANNING
ü Complex, difficult
activity
ü Strategy to adopt is not
always immediately clear
ü Done under
uncertainty
ORGANIZING
ü Task managers perform
to create a structure of
working relationships
that allow organizational
members to interact and
cooperate to achieve
organizational goals
ORGANIZING
ü Involves grouping people
into departments according
to the kinds of job-specific
tasks they perform
ü Managers lay out lines of
authority and responsibility
ü Decide how to coordinate
organizational resources
ORGANIZING
ü Organizational
Structure: A formal
system of task and
reporting relationships that
coordinates and motivates
members so that they work
together to achieve
organizational goals
LEADING
ü Leadership involves using
power, personality, and
influence, persuasion, and
communication skills
ü Outcome of leadership is
highly motivated and
committed workforce
CONTROLLING
ü Task of managers is to
evaluate how well an
organization has achieved
its goals and to take any
corrective actions needed
to maintain or improve
performance
ü The outcome of the control process
is the ability to measure performance
accurately and regulate
organizational efficiency and
effectiveness
Mintzberg’s Managerial Roles
 ü Entrepreneur—deciding which
new projects or programs to
initiate and to invest resources
in.
DECISIONAL ü Disturbance handler—
managing an unexpected event
ROLES or crisis.
ü Resource allocator—
Roles associated with methods assigning resources between
managers use in planning functions and divisions, setting
strategy and utilizing resources. the budgets of lower managers.
ü Negotiator—reaching
agreements between other
managers, unions, customers,
or shareholders.
 ü Figurehead—symbolizing
the organization’s mission
and what it is seeking to
achieve.
INTERPERSONAL ü Leader—training,
ROLES counseling, and mentoring
Roles that managers assume to high employee
performance.
provide direction and
ü Liaison—linking and
supervision to both employees
coordinating the activities
and the organization as a whole. of people and groups both
inside and outside the
organization.
 ü Monitor—analyzing
information from both the
internal and external
environment.
INFORMATIONAL ü Disseminator—
ROLES transmitting information to
Roles associated with the tasks influence the attitudes and
behavior of employees.
needed to obtain and transmit
ü Spokesperson—using
information in the process of
information to positively
managing the organization. influence the way people in
and out of the organization
respond to it.
Relative Amount of Time That Managers Spend
on the Four Managerial Functions
 MANAGERIAL SKILLS

üConceptual skills: The ability to analyze and diagnose

a situation and distinguish between cause and effect.
üHuman skills: The ability to understand, alter, lead,
and control the behavior of other individuals and
groups.
üTechnical skills: Job-specific skills required to perform
a particular type of work or occupation at a high level.
Skill Types Needed
 CORE COMPETENCY

üSpecific set of departmental skills, abilities,

knowledge and experience that allows one
organization to outperform its competitors
 RESTRUCTURING

üInvolves simplifying, shrinking, or downsizing an

organization’s operations to lower operating costs
Ø Can reduce the morale of remaining employees
 OUTSOURCING

üContracting with another company, usually in a low

cost country abroad, to perform a work activity the
company previously performed itself
üIncreases efficiency by lowering operating costs,
freeing up money and resources that can now be
used in more effective ways
EMPOWERMENT
ü Involves giving employees
more authority and
responsibility over the way
they perform their work
activities
 SELF-MANAGED TEAMS

üGroups of employees who assume collective

responsibility for organizing, controlling, and
supervising their own work activities
 01 Rise of Global Organizations
CHALLENGES 02 Building a Competitive Advantage
FOR 03 Maintaining Ethical Standards
MANAGEMENT IN 04 Managing a Diverse Workforce
A GLOBAL
05 Global Crisis Management
ENVIRONMENT
06 Technology and
Utilizing Information

Technologies
 Competitive Advantage – ability of
BUILDING one organization to outperform other

COMPETITIVE organizations because it produces

desired goods or services more
ADVANTAGE
efficiently and effectively than its
competitors
Building Blocks of Competitive Advantage
 Increasing efficiency
v Reduce the quantity of resources

BUILDING used to produce goods or services

COMPETITIVE Increasing Quality

v Improve the skills and abilities of
ADVANTAGE
the workforce
v Introduce total quality
management
 Increasing speed, flexibility, and
innovation

BUILDING Ø How fast a firm can bring new

COMPETITIVE products to market

Ø How easily a firm can change or
ADVANTAGE
alter the way they perform their
activities
 Innovation
v Process of creating new or

BUILDING improved goods and services that

COMPETITIVE customers want

v Developing better ways to produce
ADVANTAGE
or provide goods and services
 v Difficult and complex management
task

TURNAROUND v Done under conditions of great

MANAGEMENT uncertainty
v Risk of failure is greater for a
troubled company
v More radical restructuring
necessary
 v Managers are under considerable

MAINTAINING pressure to make the best use of

resources
ETHICAL AND
v Too much pressure may induce
SOCIALLY managers to behave unethically,
RESPONSIBLE and even illegally
STANDARDS
 v To create a highly trained and
motivated workforce managers
MANAGING A
must establish HRM procedures
DIVERSE that are legal, fair and do not
WORKFORCE discriminate against organizational
members
 GLOBAL CRISIS
MANAGEMENT
May be the result of:
ü Natural causes
ü Manmade causes
ü International terrorism
ü Geopolitical conflicts