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ĐỀ CƯƠNG QUẢN TRỊ HỌC TIẾNG ANH

I. CHAP 1: THE WORLD OF INNOVATIVE MANAGEMENT

TỔNG QUAN VỀ NHÀ QUẢN TRỊ

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 by coordinating and motivating other people.

1. Basic Functions of Management:

- Planning means identifying goals for future organizational performance and
deciding on the tasks and use of resources needed to attain them.
- Organizing involves assigning tasks, grouping tasks into departments, delegating
authority, and allocating resources across the organization.
- Leading is the use of influence to motivate employees to achieve organizational
goals.
- Controlling means monitoring employees’ activities, determining whether the
organization is moving toward its goals, and making corrections as necessary.
- Organizational effectiveness is the degree to which the organization achieves a
stated goal, or succeeds in accomplishing what it tries to do.
- Organizational efficiency refers to the amount of resources used to achieve an
organizational goal.
2. Management Skills:
- Technical skills: manager’s ability to demonstrate understanding and proficiency
in the performance of specific tasks (mastery of the methods, techniques, and
equipment involved in specific functions, etc.)
- Human skills: manager’s ability to work with and through other people and to
work effectively as a group member (motivate, facilitate, coordinate, lead,
communicate, and resolve conflicts).
- Conceptual skills: manager’s ability to see the organization as a whole system
and the relationships among its parts (think strategically to identify, evaluate, and
solve complex problems.).
3. Management Types:
- Vertical differences (phân loại theo chiều dọc):
 Top managers are at the top of the hierarchy and are responsible for the entire
organization.
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 Middle managers work at middle levels of the organization and are

responsible for business units and major departments.
 First-line managers are directly responsible for the production of goods and
services.
- Horizontal differences (phân loại theo chiều ngang):
 Functional managers are responsible for departments that perform a single
functional task and have employees with similar training and skills.
 General managers are responsible for several departments that perform
different functions.
4. Manager roles:
- Informational roles describe the activities used to maintain and develop an
information network.
- Interpersonal roles pertain to relationships with others and are related to the
human skills.
- Decisional roles pertain to those events about which the manager must make a
choice and take action.
II. CHAP 3: THE ENVIRONMENT AND CORPORATE CULTURE

MÔI TRƯỜNG TỔ CHỨC

A. ORGANIZATIONAL ENVIRONMENT

Organizational environment includes all elements existing outside the boundary

of the organization that have the potential to affect the organization.

Task environment is closer to the organization and includes the sectors that
conduct day-to-day transactions with the organization and directly influence its basic
operations and performance.

- Customers: People and organizations in the environment that acquire goods or

services from the organization.

- Competitors: Organizations in the same industry or type of business that provide

goods or services to the same set of customers.

- Suppliers provide the raw materials that the organization uses to produce its
output.

- Labor market represents people in the environment who can be hired to work
for the organization.
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General environment affects organizations indirectly.

- International dimension: includes events originating in foreign countries.

- Technological dimension: includes scientific and technological advancements in

a specific industry, as well as in society at large.

- Sociocultural dimension of the general environment represents the demographic

characteristics, norms, customs, and values of the general population.

- Economic dimension represents the general economic health of the country or

region in which the organization operates.

- Legal-political dimension includes government regulations at the local, state,

and federal levels, as well as political activities designed to influence company behavior.

- Natural dimension includes all elements that occur naturally on Earth,

including plants, animals, rocks, and resources (air, water, and climate, etc.).

B. THE ORGANIZATION–ENVIRONMENT RELATIONSHIP

- Environmental uncertainty: managers do not have sufficient information
about environmental factors to understand and predict environmental needs
and changes.
- Strategic issues are events and forces that alter an organization’s ability to
achieve its goals.
- Boundary spanning links to and coordinates the organization with key
elements in the external environment.
- A merger occurs when two or more organizations combine to become one.
- A joint venture is a strategic alliance or program by two or more
organizations.
C. CORPORATE CULTURE

Culture as the set of key values, beliefs, understandings, and norms shared by
members of an organization.

- Symbol is an object, act, or event that conveys meaning to others. Symbols can
be considered a rich, nonverbal language that vibrantly conveys the organization’s
important values concerning how people relate to one another and interact with the
environment.

- Story is a narrative based on true events that is repeated frequently and shared
among organizational employees.
- Hero is a figure who exemplifies the deeds, character, and attributes of a strong
culture.

- Slogan is a phrase or sentence that succinctly expresses a key corporate value.

- Ceremony is a planned activity at a special event that is conducted for the

benefit of an audience.

1. Types of Culture:

Adaptability culture emerges in an environment that requires fast response and

highrisk decision making.

Achievement culture is suited to organizations concerned with serving specific

customers in the external environment, but without the intense need for flexibility and
rapid change.

Involvement culture emphasizes an internal focus on the participation of

employees to adapt rapidly to changing needs from the environment.

Consistency culture uses an internal focus and a consistency orientation for a

stable environment.

2. Shaping Corporate Culture for Innovative Response:

High-performance culture, a culture that (1) is based on a solid organizational

mission or purpose, (2) embodies shared adaptive values that guide decisions and
business practices, and (3) encourages individual employee ownership of both bottom-
line results and the organization’s cultural backbone.

Cultural leader defines and uses signals and symbols to influence corporate
culture.

III. CHAP 7: PLANNING AND GOAL SETTING

HOẠCH ĐỊNH

Mission is the organization’s reason for existence

Planning is the act of determining goals and defining the means of achieving
them.

A goal is a desired future circumstance or condition that the organization wants to

realize.
A plan is a blueprint specifying the resource allocations, schedules, and other
actions necessary for attaining goals.

1. Levels of Goals and Plans

- Strategic goals are broad statements of where the organization wants to be in

the future and pertain to the organization as a whole, rather than to specific divisions or
departments.

- Strategic plans are the action steps by which an organization intends to attain
strategic goals.

- Tactical goals are the outcomes that major divisions and departments must
achieve for the organization to reach its overall.

- Tactical plans are designed to help execute major strategic plans and to
accomplish a specific part of the company’s strategy.

- Operational goals are specific, measurable results that are expected from
departments, work groups, and individuals

- Operational plans specify the action steps toward achieving operational goals
and support tactical activities.

+ Single-use plans are plans that are developed to achieve a set of goals that are
unlikely to be repeated in the future.

+ Standing plans are ongoing plans that are used to provide guidance for tasks
that occur repeatedly in the organization.

Key performance indicators (KPIs) are measures that reflect how well lower-
level goals are helping the organization progress toward attaining its strategic goal.

2. Operational Goal Management Methods:

Management-by-objectives (MBO) is a method whereby managers and

employees define goals for every department, project, and person and use them to
monitor subsequent performance.

Management by means (MBM) is a recent approach that focuses people on the

methods and processes used to attain results, rather than on the results themselves.

3. Planning for a Turbulent Environment:

- Contingency planning identifies important factors in the environment and
defines a range of alternative responses to be taken in the case of emergencies, setbacks,
or unexpected conditions.

- Scenario building: managers look at trends and discontinuities and imagine

possible alternative futures to build a framework within which unexpected future events
can be managed.

- Crisis planning involves the two major stages of prevention and preparation.

IV. CHAP 9: MANAGERIAL DECISION MAKING

RA QUYẾT ĐỊNH

Decision is a choice made from available alternatives

Decision making is the process of identifying problems and opportunities and

then resolving them.

1. Types of Decisions:

Programmed decisions involve situations that have occurred often enough to

enable decision rules to be developed and applied in the future.

Nonprogrammed decisions are made in response to situations that are unique, are
poorly defined and largely unstructured, and have important consequences for the
organization.

2. Types of Problems:

Certainty means that all the information the decision maker needs is fully
available. (NOT A PROBLEM)

Uncertainty means that managers know which goals they wish to achieve, but
information about alternatives and future events is incomplete.

Risk means that a decision has clear-cut goals and that good information is
available, but the future outcomes associated with each alternative are subject to some
chance of loss or failure.

Ambiguity is by far the most difficult decision situation.

3. How managers actually make decisions

Bounded rationality means that people have limits, or boundaries, on how
rational they can be.

Satisficing means that decision makers choose the first solution alternative that
satisfies minimal decision criteria.

Intuition represents a quick apprehension of a decision situation based on past

experience but without conscious thought.

Coalition is an informal alliance among managers who support a specific goal.

Coalition building is the process of forming alliances among managers.

4. Personal Decision Framework

Directive style – Managers prefer simple, clear-cut solutions to problems

Analytic style – Managers prefer complex solutions based on a lot of data

Conceptual style – Managers like a broad amount of information

Behavioral style – Managers with a deep concern for others

V. CHAP 10: DESIGNING ADAPTIVE ORGANIZATION

THIẾT KẾ TỔ CHỨC

Organizing is the deployment of organizational resources to achieve strategic

goals.

1. Organizing the Vertical Structure:

Work specialization (division of labor), is the degree to which organizational

tasks are subdivided into separate jobs.

Chain of command is an unbroken line of authority that links all employees in an

organization and shows who reports to whom.

Span of management (span of control ) is the number of employees reporting to a

supervisor

- Tall structure has an overall narrow span and more hierarchical levels.

- Flat structure has a wide span, is horizontally dispersed, and has fewer
hierarchical levels.
- Centralization means that decision authority is located near the top of the
organization.

- Decentralization, decision authority is pushed downward to lower organization

levels.

Line authority means that people in management positions have formal authority
to direct and control immediate subordinates.

Staff authority is narrower and includes the right to advise, recommend, counsel
in the staff specialists’ area of expertise

2. Types of structure:

Functional structure, also called a U-form (unitary structure), activities are

grouped together by common function from the bottom to the top of the organization

Divisional structure occurs when departments are grouped together based on

similar organizational outputs.

Matrix approach combines aspects of both functional and divisional structures

simultaneously, in the same part of the organization.

Team-based structure, the entire organization is made up of horizontal teams that

coordinate their work and work directly with customers to accomplish the organization’s
goals.

Virtual network structure means that the firm subcontracts most of its major
functions to separate companies and coordinates their activities from a small organization
at headquarters.

3. Organizing for Horizontal Coordination:

Coordination refers to the managerial task of adjusting and synchronizing the

diverse activities among different individuals and departments.

Collaboration means a joint effort between people from two or more departments
to produce outcomes that meet a common goal or shared purpose and that are typically
greater than what any of the individuals or departments could achieve working alone.

Task force is a temporary team or committee designed to solve a problem

involving several departments.
Project manager is a person who is responsible for coordinating the activities of
several departments for the completion of a specific project.

VI. CHAP 14: UNDERSTANDING INDIVIDUAL BEHAVIOR (LEADING)

LÃNH ĐẠO

Self-efficacy is an individual’s strong belief that he or she can successfully

accomplish a specific task or outcome.

Self-awareness means being conscious of the internal aspects of one’s nature,

such as personality traits, beliefs, emotions, attitudes, and perceptions, and appreciating
how your patterns affect other people.

Job satisfaction reflects the degree to which a person finds fulfillment in his or
her job.

Organizational commitment refers to an employee’s loyalty to and engagement

with the organization.

Trust is an important component of organizational commitment.

Perception is the cognitive process that people use to make sense out of the
environment by selecting, organizing, and interpreting information from the environment.

Attributions are judgments about what caused a person’s behavior

Personality is the set of characteristics that underlie a relatively stable pattern of

behavior in response to ideas, objects, or people in the environment.

Big Five personality factors are dimensions that describe an individual’s

extroversion, agreeableness, conscientiousness, emotional stability, and openness to
experience.

1. Problem-solving styles:

+Sensation-Thinking

+Intuitive-Thinking

+Sensation-Feeling

+Intuitive-Feeling
Emotion is a mental state that arises spontaneously, rather than through conscious
effort, and is often accompanied by physiological changes.

2. Stress and Stress Management

Stress is an individual’s physiological and emotional response to external stimuli

that place physical or psychological demands on the individual and create uncertainty and
lack of personal control when important outcomes are at stake.63

Role ambiguity, which means that people are unclear about what task behaviors
are expected of them.

Role conflict occurs when an individual perceives incompatible demands from

others.

VII. CHAP 15: LEADERSHIP

NHÀ LÃNH ĐẠO

Leadership is the ability to influence people toward the attainment of

organizational goals.

1. Contemporary Leadership:

Humility means being unpretentious and modest rather than arrogant and prideful.

Servant leader is a leader who serves others by working to fulfill followers’

needs and goals, as well as to achieve the organization’s larger mission.

Authentic leadership refers to leadership by individuals

Interactive leadership is a leadership style characterized by values such as

inclusion, collaboration, relationship building, and caring.

2. Behavioral Approaches : Two basic leadership behaviors identified as

important for leadership are attention to tasks and attention to people.

Consideration is the term used by researchers at The Ohio State University to

describe the extent to which a leader is sensitive to subordinates, respects their ideas and
feelings, and establishes mutual trust.

Initiating structure is the term that describes the extent to which a leader is task-
oriented and directs subordinates’ work activities toward goal accomplishment.
The leadership grid® is a two-dimensional leadership model that measures the
leader’s concern for people and concern for production to categorize the leader in one of
five different leadership styles.

3. Contingency Approaches

The situational model of leadership: focuses a great deal of attention on the

characteristics of followers in determining appropriate leadership behavior.

Fiedler’s contingency theory: looked at some other elements of the

organizational situation to assess when one leadership style is more effective than another.

A substitute for leadership makes the leadership style unnecessary or redundant.

A neutralizer counteracts the leadership style and prevents the leader from
displaying certain behaviors.

4. Charismatic and Transformational Leadership

Charismatic leader is a leader who has the ability to inspire and motivate people
to transcend their expected performance, even to the point of personal sacrifice.

Transformational leader is distinguished by a special ability to bring about

innovation and change by creating an inspiring vision, shaping values, building
relationships, and providing meaning for followers.

Transactional leader clarifies subordinates’ roles and task requirements, initiates

structure, provides rewards, and displays consideration for followers.

5. Followership

Alienated follower is a passive, yet independent, critical thinker. (bị xa lánh)

Conformist participates actively in a relationship with the boss but doesn’t use
critical-thinking skills. (tuân thủ)

Pragmatic survivor has qualities of all four extremes—depending on which style

fits with the prevalent situation. (thực dụng)

Passive follower exhibits neither critical, independent thinking nor active

participation.(bị động)

Effective follower is both a critical, independent thinker and active in the

organization.(hiệu quả)
6. Power and Influence

Power is the potential ability to influence the behavior of others

Influence is the effect that a person’s actions have on the attitudes, values, beliefs,
or behavior of others.

- Hard position power:

+ legitimate power : Power coming from a formal management position in an

organization and the authority granted to.

+ reward power: from the authority to bestow rewards on other people.

+ coercive power : The opposite of reward power

- Personal soft power:

+ expert power: Power resulting from a person’s special knowledge or skill

regarding the tasks being performed

+ Referent power comes from an individual’s personal characteristics that

command others’ identification, respect, and admiration so that they wish to emulate that
individual

VIII. CHAP 16: MOTIVATING EMPLOYEES

ĐỘNG VIÊN

Motivation refers to the forces either within or external to a person that arouse
enthusiasm and persistence to pursue a certain course of action.

Intrinsic rewards are the satisfactions that a person receives in the process of
performing a particular action.

Extrinsic rewards are given by another person, typically a manager, and include
promotions, praise, and pay increases

1. Content Perspectives on Motivation

Content theories emphasize the needs that motivate people. At any point in time,
people have a variety of needs.
- Maslow’s hierarchy of needs theory proposes that people are motivated by
multiple needs and that these needs exist in a hierarchical order

+ Physiological needs: most basic human physical needs include food, water, and
oxygen.

+ Safety needs: a safe and secure physical and emotional environment and
freedom from threats

+ Belongingness needs: desire to be accepted by one’s peers, have friendships, be

part of a group, and be loved.

+ Esteem needs: desire for a positive self-image and to receive attention,

recognition, and appreciation from others.

+ Self-actualization needs: the need for self-fulfillment.

- ERG theory:

+ Existence needs: physical well- being

+ Relatedness needs: satisfactory relationships with others

+ Growth needs: the development of human potential and the desire for personal
growth and increased competence

2. Process Perspectives on Motivation

- Goal-setting theory, described by Edwin Locke and Gary Latham, proposes that
managers can increase motivation and enhance performance by setting specific,
challenging goals, and then helping people track their progress toward goal achievement
by providing timely feedback.

- Equity theory focuses on individuals’ perceptions of how fairly they are treated
compared with others.

- Expectancy Theory suggests that motivation depends on individuals’

expectations about their ability to perform tasks and receive desired rewards.

3. Job Design for Motivation

Job design is the application of motivational theories to the structure of work for
improving productivity and satisfaction.
Job enrichment, which means incorporating high-level motivators into the work,
including responsibility, recognition, and opportunities for growth, learning, and
achievement.

Work redesign means altering jobs to increase both the quality of employees’
work experience and their productivity.

Job characteristics model is a model of job design that considers core job
dimensions, individuals’ critical psychological states, and employee growth-need strength.

4. Innovative Ideas for Motivating

Empowerment is power sharing, the delegation of power and authority to

subordinates in an organization.

Engagement means that people enjoy their jobs and are satisfied with their work
conditions, contribute enthusiastically to meeting team and organizational goals, and feel
a sense of belonging and commitment to the organization.

Making progress principle is the idea that the single most important factor that
can boost motivation, positive emotions, and perceptions during a workday is making
progress toward meaningful goals.

IX. CHAP 19: MANAGING QUALITY AND PERFORMANCE

KIỂM SOÁT

Organizational control refers to the systematic process of regulating

organizational activities to make them consistent with the expectations established in
plans, targets, and standards of performance.

1. Feedback Control Model

The balanced scorecard is a comprehensive management control system that
balances traditional financial measures with operational measures relating to a company’s
critical success factors.

2. Hierarchical Versus Decentralized Approaches

Hierarchical control involves monitoring and influencing employee behavior

through extensive use of rules, policies, hierarchy of authority, written documentation,
reward systems, and other formal mechanisms.

Decentralized control is based on values and assumptions that are almost

opposite to those of hierarchical control.

Open-book management allows employees to see for themselves—through

charts, computer printouts, meetings, and so forth—the financial condition of the
company.

3. Total Quality Management (TQM): is an organizationwide effort to infuse

quality into every activity in a company through continuous improvement.

Quality circle is a group of 6 to 12 volunteer employees who meet regularly to

discuss and solve problems that affect the quality of their work

The continuous process of measuring products, services, and practices against the
toughest competitors or those companies recognized as industry leaders to identify areas
for improvement.

Six Sigma is a highly ambitious quality standard that specifies a goal of no more
than 3.4 defects per million parts. That essentially means being defect-free 99.9997
percent of the time.
Quality partnering involves assigning dedicated personnel within a particular
functional area of the business.

Continuous improvement, or kaizen, is the implementation of a large number of

small, incremental improvements in all areas of the organization on an ongoing basis.

4. Budgetary Control

Expense budget includes anticipated and actual expenses for each responsibility
center and for the total organization.

Revenue budget lists forecasted and actual revenues of the organization.

Cash budget estimates receipts and expenditures of money on a daily or weekly

basis to ensure that an organization has sufficient cash to meet its obligations.

Capital budget lists planned investments in major assets such as buildings, heavy
machinery, or complex information technology systems, often involving expenditures
over more than a year.

Zero-based budgeting is an approach to planning and decision making that

requires a complete justification for every line item in a budget instead of carrying
forward a prior budget and applying a percentage change.

Top-down budgeting: the budgeted amounts for the coming year are literally
imposed on middle- and lower-level managers

Bottom-up budgeting: a process in which lower-level managers anticipate their

departments’ resource needs and pass them up to top management for approval.

5. Financial Control
- Balance sheet shows the firm’s financial position with respect to assets and
liabilities at a specific point in time.
- Income statement, sometimes called a profit-and-loss statement or P&L for
short, summarizes the firm’s financial performance for a given time interval,
usually one year.