Chap 1
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QUẢN TRỊ HỌC
2023
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
LÊ VIỆT HƯNG
Bô môn Quản trị chiến lược
Khoa Quản trị
Trường Đại học Kinh tế TP. Hồ Chí Minh
E-mail:
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 3
whole or in part.
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© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in 5
whole or in part.
CHAPTER 1
Innovative Management
for Turbulent Times
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Outcomes
Describe the four management functions and the type of
management activity associated with each.
Explain the difference between efficiency and effectiveness
and their importance for organizational performance.
Describe conceptual, human, and technical skills and
their relevance for managers.
Describe management types and the horizontal and vertical
differences between them.
Define ten roles that managers perform in organizations.
Appreciate the manager’s role in small businesses and
nonprofit organizations.
Understand the personal challenges involved in becoming a
new manager.
Discuss characteristics of the new workplace and the new
management competencies needed to deal with today’s
turbulent environment.
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Why Innovative
Management Matters*
Innovation is the new imperative
Organizations cannot survive long term
without innovation
Companies like Facebook are always
investing in new ideas
Innovation should be a part of products,
processes, people, and values
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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The Definition of
Management*
Management is the attainment of
organizational goals in an effective and
efficient manner through planning,
organizing, leading, and controlling
organizational resources
Managers get things done through the
organization
Create right systems and environment
Organizations need good managers
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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1.1 - What Do Managers
Do?
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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1.2 - The Process of
Management*
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Organizational
Performance*
Organization: Social entity that is goal
directed and deliberately structured
Organizational effectiveness:
Providing a product or service that
customers value
Organizational efficiency: Refers to the
amount of resources used to achieve an
organizational goal
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Management Skills*
Three categories of skills: conceptual,
human, technical
The degree of the skills may vary but all
managers must possess the skills
The application of management skills
change as managers move up the
hierarchy
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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1.3 - Relationship of
Skills to Management
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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When Skills Fail
Missteps and unethical behavior have been in
the news
During turbulent times, managers must apply
their skills
Common management failures:
Not listening to customers
Misinterpreting signals from marketplace
Not building teams
Inability to execute strategies
Failure to comprehend and adapt to change
Poor communication and interpersonal skills
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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1.5 - Top Causes of
Manager Failure
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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*Management Types:
Vertical
Top managers: Responsible for the
entire organization
Middle managers: Responsible for
business units
First-line managers: Responsible for
production of goods and services
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Management Types:
Horizontal
Functional managers: Responsible for
departments that perform specific tasks
General managers: Responsible for
several departments
Project managers: Responsible for
misinterpreting signals
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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1.6 - Management Levels
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Making the Leap: Becoming
a New Manager
Organizations often promote star
performers to management
Becoming a manager is a transformation
Move from being a doer to a coordinator
Many new managers expect more freedom
to make changes
Successful managers build teams and
networks
Many make the transformation in a “trial by
fire”
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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