Câu 1: Explain why management is considered as act, science and a job.

Explain:

v      Management is considered as science because:

Ø      Management has its own research object

-         Research relationships in the management.

-         Research management processes in an organization.

-         Do innovation and improve product quality.

Ø      Management has its own research methodologies:

-         Based on theories of philosophy, economics.

-         Inextricably linked with many specific economic subjects

-         Close relations with scientific statistics, accounting, finance, economic analysis activities.

-         Using the achievements of natural sciences and engineering sciences.

-         Is a scientific review of the good management

-         Is the interdisciplinary sciencebecause it uses much more knowledge of different sciences.

v     Management is considered as act because:

-         Art is the secret, the trick is how to achieve the desired effect

-         Arts administration's first arts administrators in solving the tasksset out a scientific manner and effectively.

o       Art on employers,

o       Art in business use,

o       Art sales, ...

-          Art must always be based on scientific understanding. Science and arts administrators are always complementary to each other.

v     Management is considered as job because:

-          As one of many specialized training schools / training institutions according to market requirements

-          Administration is divided into several sectors, industries developed at the request of management activities, business activities, the development of organizations and enterprises.

-         Who can go to vocational training (knowledge, skills, experience) to join the business

-         The successful job depends on: talent, training …

Câu 2. Explain the roles of management in organization.

Management is process of planning, organizing, controlling and leading organization members and using available organizational resources to achieve organization objectives.

Management is a very important part of an organization.It's main role is to unite people together in order to accomplish achievable goals. Management mobilize or allocate resources to different department like human resource ,finance, IT department etc and organize these resources in such a way that organizational strategic goals are accomplished easily in the long run. Management also takes vital part in planning, organizing, leading and controlling. In short, it takes part in each and every step of the organization. It gives direction, aligns and achieve organization goals with available resources.

Management determines the success or failure of the company. Management helps its organizations and members find purpose and direction. This is the most important factor for people and organizations, helps organization achieve its target, achieving short-term  and long-term achievement, survival and continued growth.

Management is one of five factors the most important development of organization is capital, labor, technology, market and management. Management coordinate  resources of the whole organization into a system. The factors capital, labor, technology and market must be management to use  effectively.

The first,  capital must be invested effectively. Manager must decide  to use capital for what purpose, to invest in which sector. Capital  mustbestrictly managedbyadministrators.

The second, labor is also factor must  manage closely. The company's growth depends on human resources. But, if labor don’t  be managed, the companywillnotachievesuccess. Manager will arrange position of each person suitable to their knowledge to get more effective. Beside , manager organizes training courses to improve staff experience.

The third, technology must be managed by the administrator. Manager decide to  use machine to which produce and how to use effectively and reduce depreciation machine.

The last, market is an important factor in business because it has a direct effect on profitability and sales. Andadministrators have to adjust produce to fit the market.

Management plays an important role for all companies and organizations. If the organization does not have management it is difficult to achieve success.

Câu 3. Present and analyze 4 management principles of F.W. Taylor and how do these principles apply in organizations in Vietnam nowadays

v      Taylor’s 4 principles of management:

1.      The development of true science, so that the best method for performance each task could be determined.

2.      The scientific selection of workers so that each worker would be given responsibility for the task for which he or she was best suited.

3.      The scientific education and development of workers.

4.      Intimate friendly cooperation between management and labor.

Câu 4: Present and analyze 14 management principles of Henry Fayol and how do these principles apply in organizations in Vietnam nowadays.

·        Divison of labor. The most people specialize, the more efficiently the can perform their work.

·        Authority. The manager must give orders so that they can get things done.While they perform authority gives them right to command, the managers will not always compel obedience unless the have personnel authority.

·        Discipline. Memebers in an orgnization need to respect to rules and agreements that govern the organization.To Fayol, discipline result from good leadership at all levels of organization, fair agreement).

·        Unity of command. Each employee must receive instructions from  only on person. To Fayol, when an employee reported to more than one manager, conflict in instructions and confusion of authority would result.

·        Unity of direction. Those operations within the organization that have the same objective should be directed by only one manager using one plan.

·        Subordination of individual interest to the Good common. In any undertaking, the interest of employees shoud not take precedence over the interest of organization as a whole.

·         Renumeration. Compensation for work done shuld be fair for both employees and employers.

·        Centralization. Decreasing the role of subordinates in decision making is centralization; increasing their role is decentalization. To Fayol, managers should maintain their final responsibility, but should be at the same time, gives their subordinates enough authority to perform their job properly in each case.

·        The hierarchy. The line of authority in an organization-often represented by the neat boxes and lines of the organization chart-run in order of rank from top management to lowest level of the enterprise.

·        Order. Materials and people should be in the right place at the right time. People in particular shoud be in the jobs or position that they most suited to.

·        Equity. Managers should bi both friendly and fair to their subordinates.

·        Stability of staff. The high employee turnoever rate undermines the efficient functioning of an organization.

·        Initiative. Subordinates should be given freedom to conceive and carry out their plans, even some mistake may result.

·        Esprit de corp. promoting team spirit will give the organization a sense of unity. To Fayol, small factors should help to develop the spirit.

Câu 5. Analyze main management functions and which principle is the most important?

Basic functions

Management operates through various functions, often classified as planning, organizing, staffing, leading/directing, and controlling/monitoring and adjustment.

§         Plan and projection: Deciding what needs to happen in the future (today, next week, next month, next year, over the next 5 years, etc.) and generating plain for action. The first component of managing is planning. A manager must determine what the organizations goals are and how to achieve those goals. Much of this information will come directly from the vision and mission statement for the company. Setting objectives for the goal and following up on the execution of the plan are two critical components of the planning function. For example, a manager of a new local restaurant will need to have a marketing plan, a hiring plan and a sales plan

§         Organizing: (Implementation) making optimum use of the resources required to enable the successful carrying out of plans. Managers are responsible for organization of the company and this includes organizing people and resources. Knowing how many employees are needed for particular shifts can be critical to the success of a company. If those employees do not have the necessary resources to complete their jobs, organization has not occurred. Without an organized workplace, employees will see a manager as unprepared and may lose respect for that particular manager’s supervisory techniques

§         Controlling: Determining what needs to be done in a situation and getting people to do it. Managing and leading are not the same activity. A manager manages employees; this person makes sure that tasks are completed on time and policies are followed. Employees typically follow managers because he or she is the supervisor and in-charge of employees. Employees see a leader as someone that motivates them and guides them to help meet the firm’s goals. In an ideal situation, the manager also serves as the leader. Managers who want to lead effectively need to discover what motivates their employees and inspire them to reach the company objectives

§         Monitoring and adjustment: Checking progress against plans. The controlling function involves monitoring the firm’s performance to make sure goals are being met. Managers need to pay attention to costs versus performance of the organization. For example, if the company has a goal of increasing sales by 5% over the next two months, the manager may check the progress toward the goal at the end of month one. An effective manager will share this information with his or her employees. This builds trust and a feeling of involvement for the employees. Being a manager involves many different tasks. Planning, organizing, leading and controlling are four of the main functions that must be considered in any management position. Management is a balancing act of many different components and a good manager will be able to maintain the balance and keep employees motivated.

Ø      I think the first one of the five basic functions of management is planning, like the four basic functions of management. So, planning is of course one of the most important if not the most important part of management. Because you need to know where you're going if you want to go there, so it is important that you plan your path is good. Planning is necessary if you want to go with four different functions. Make sure you know exactly what you want to do and how you will do it!

Câu 6. Analyze the differences between manager and entrepreneur? Please give an example to illustrate your idea:

A manager is someone who directs a team and an entrepreneur is someone who organizes, manages, and assumes the risks of a business or enterprise.

* Entrepreneur:

_Establish the business

_Own the business by him self

_Directly manage the business

_The entrepreneur must be a manager

_Have out side-oriented characteristic

* Manager:

_ May or may not be an entrepreneur

_ Managers work in management system and get monthly salary is not entrepreneur

_ Have inside-oriented characteristic

* The main reason for an entrepreneur to start a business enterprise is because he comprehends the venture for his individual satisfaction and has personal stake in it where as a manager provides his services in an enterprise established by someone.

·+An entrepreneur and a manager differ in their standing, an entrepreneur is the owner of the organization and he bears all the risk and uncertainties involved in running an organization where as a manager is an employee and does not accept any risk.

+An entrepreneur and a manager differ in their objectives. Entrepreneur’s objective is to innovate and create and he acts as a change agent where as a manager’s objective is to supervise and create routines. He implements the entrepreneur’s plans and ideas.

+An entrepreneur is faced with more income uncertainties as his income is contingent on the performance of the firm where as a manager’s compensation is less dependent on the performance of the organization.

+An entrepreneur is not induced to involve in fraudulent behavior where as a manger does. A manager may cheat by not working hard because his income is not tied up to the performance of the organization.

+Entrepreneur is required to have certain qualifications and qualities like high accomplishment motive, innovative thinking, forethought, risk-bearing ability etc. Conversely it’s mandatory for a manager to be educated in the fields of management theories and practices.

+An entrepreneur deals with faults and failures as a part of learning experience where as a manager make every effort to avoid mistakes and he postpones failure.

“An entrepreneur could be a manager but a manager cannot be an entrepreneur”. An entrepreneur is intensely dedicated to develop business through constant innovation. He may employ a manager in order to perform some of his functions such as setting objectives, policies, rules etc. A manager cannot replace an entrepreneur in spite of performing the allotted duties because a manager has to work as per the guidelines laid down by the entrepreneur.

On the downside, typical manager brings professionalism into working of an organization. They bring fresh perspectives, ideas and approach to trouble shooting which can be invaluable.

* Example: A business manager can not leave the position, if only for a day. But when a business achieve financial freedom can use financial leverage a flexible, can achieve the state is free to seek profits but is not necessary to be present every day at the office

Câu 8: Explain why professional skills does not strictly require for top  level of manager?

Because professional skills is the ability to understand the technical professional, production management organization ... as editor contracts, economic planning, project planning, computer use, mechanical design ... and solve all professional problems. Especially need for lowest management level.

Lowest management level has mission to guide, urge and control their daily tasks to complete the overall objectives of the organization.

+ Participate in such activities as members of their

+ Operational decisions at work, in the daily and weekly.

Top managers who work at highest level of management and is responsible for all organizational activities (Chairman of management committee, director, rector, principal,…)

Has the ability and will to get rich

+ Appreciating the consequences of their own work, of enterprise

+ Consciously abide by the policy, guidelines and policies of the Party and State

- Have good qualifications

- Capable of organizing and mobilizing force for good.

Awareness and mentality skills are especially need to top managers and ability to aware to do decision making, to guide organization responding to the environmental changes.

Mission: Establish organization strategic action plans and Guide organization to response to its environment.

Because top managers need strategic thinking resolve policy issues, strategic planning and dealing with unforeseen circumstances can impact the survival of an organization.

Câu 9, Management decision:

A, Definition

Management decision is the “creative” action of the manager to solve matured organizational problems.

Management decision is obviously one of the most important aspects of the job. Management decision making is a spreadsheet-based introduction to the tools and techniques of modern managerial

Management decision conducts marketing research and opinion surveys for companies of all sizes in a broad cross section of industries

Management decision is the study of identifying and choosing alternatives based on the values and preferences of the decision maker.

Management decision is the process of sufficiently reducing uncertainty and doubt about alternatives to allow a reasonable choice

Decision dress to questions:

        +) What has to be done?

        +) Does not do or do other way?

        +) How to do?

        +) Who?

        +) When?

       +) How long?

       +) Where?

B) Decision making processes

·        Define problem need to decide

·        Find out decision factors

·        Collect information

·        Define solution

·        Implement the decision

·        Evaluation

C) Decision classification

- Based on responsibility of decision makers: Intuition decision, Science based decision

- Based on problem characteristics: Strategic decision, Static decision

 - Based on time horizon: Long term decision, Medium decision, Short term decision

  - Decision function: Plan decision, financial decision

  - Scope of the decision: Whole organization, partial decisions

  - Field: Technical, economic, legal decisions

   - Norm: Program and non program decisions

Câu 10. Analyze main functions of management decisions?  Give an example to illustrate your idea.

There are 4 functions:

*Direction

You try to ask questions:

- What will I get after making this decision?

- To achieve something, what must we work? How does it work? When

What to do? When it ends?

If an administrative decision can satisfy the above questions, it is referred to function as decision-oriented activities for the object. Otherwise, it will not be function-oriented.

*Guarantee:

Assume you are a leader, you will think about what to use, how to influence the administration objects without the use of management decisions? That is impossible, and therefore management decisions to ensure the functioning of work carried out in the future.

*Coordination

Each management decision is often related to the duties and responsibilities of many individuals or departments within the organization. In the process of implementing the decision, do you think the following status can happen?

- There are overlapping duties and responsibilities of this individual with other individuals, departments with other departments?

- Any tasks that had been omitted, no people?

- Or those tasks in conflict with each other?

If one of those things that happens, it means that management decisions do not coordinate functions. Conversely, this decision was made ​​to coordinate functions.

*Administration and enforcement

- Someone does not implement decisions of their superiors. What will happen to them? Surely they will receive a fixed penalty, depending on specific cases, or at least they will blame the words from the leader. That is known as administrative decisions have forced the function. Indeed, the decision is a management imperative, compulsory enforcement.

- Conversely, if they successfully completed their superiors decided they would get certain rewards depending on the specific case, or at least they also received praise from the leader. We call management decisions mobilization function.

With significant encouragement, the administration also decided a challenge subordinate capacity, as they complete challenging tasks, they feel proud of their dedication, is a source of encouragement to great for them.

Example:

New launched product of a fashion company has sold a lot. Customer likes it very much. The company continued to receive orders from anywhere, exceeds current production capacity of the company. At that time, it’s very important to make decision. We must answer the question: We should continue to receive or reject order? If we receive, how do we do to complete on time? And if we reject, how do we say with customer? I think this is  direction.

Câu 11: What are requirements of management decision? Give an example to illustrate your idea?

Management decisions are valid and effective when they ensure the following basic requirement:

1- Objective and scientific requirement

Almost management decisions have scientific requirement to ensure their efficiency . In general, scientific decisions are decisions which consistent with theoretical and practical objective. Requirements on the science of management decisions be made on the following aspects:

- Decisions are suitable to direction and goals of the organization

- Decisions are suitable to rules, practical trends, principles and scientific principles

- Decisions base on applying scientific methods

- Decisions are suitable to specific conditions, and situations making the decisions

2- Legal requirement

Legality of management decisions is showed ​​on the following aspects:

-Decisions are based in the competence of the organization or individual

-Decisions are not contrary to the law

- Decisions are issued to the proper procedures

All administrative decisions which do not guarantee the legality are suspended or canceled. Individual or organization makes decisions must responsible in front of law

3-   System requirement

The system of management decisions made on the following aspects:

- Decisions issued by all competent authorities must be unified in the same direction. That direction is defined by the common goal

- Decisions issued in different period are not contradictory, inconsistent and negative each other. Decisions which have expired or are not suitable need to be throw away

4- Optimal requirement

Management decision is an action plan to solve a problem in the process of organizing activities. Requirement on the optimal decision requires selected method is optimum. It means that the selected plan satisfies the highest goals and simultaneously it consistent with certain constraints, the support of the members within the organization

5- Condensed and understandable ( cô đọng và dễ hiểu)

The management decisions need to be condensed and understandable to ensure everyone can implement

6- Time clarity

Indentifying very clear when the management decisions are issued and when they are applied Object and range adjust need to be identified clearly

For example: Viet Tien garment joint stock corporation starts implementing sell-off campaign to welcome Vietnamese women day.

Câu 12. How a management function is considered as appropriate management decision?

Management decision is the creative action of the manager to solve matured organizational problems. Management decision making plays an important role for the development and existence of the company. And rational decision making is the heart of management.A manager who1 cannot deal logically with copious amounts of conflicting, misleading, and sometimes inaccessible information does not have much chance of achieving effective results. The premise behind rationality in organizations is based on the notion that reasonable people will respond to their environments by assessing known facts, estimating possible outcomes, and weighing those outcomes against their respective costs.

The decision makermust identifythe right problem. Management must be clearly understood problem such as the advantages and disadvantage of opportunities that the company is owned, the company’s status and make appropriate development strategies. If management. If manager identify incorrectly problems the consequences could be very serious. 

Manager must have decision at the right time. That is very important with any company. It determines the success or failure of the company. For example, if you are manager of fashion company and you want to develop a new product, you must know when is the appropriate time to produce to get a high profit.

Management decisions must be objected orientation. A company must have clearly development objectives in areas to gain high profit. A company  must also have short-term or long- term plan produce and it depends on the decision of the administrator.

The management decision must be scientific, systematic, administrative, direction and flexible. That is requirement that management decision must have to be a right decision and people do follow. For example, you are a director of  fashion company  and you have a plan produce a new T-shirt in this summer. You must have a basis offer decisions to avoid making bad decisions. The  plan must be given a systematic, scientific for people easy visualize. And this plan also has direction and flexible to easily changed when need.

The management decision has a reality or feasibility. When giving a decision ,  managers make sure that these decisions are feasible or not, and could it implement? Management decisions are not dream, it certainly must have a basis, is targeted in order to be implemented. A decision must be realistic in order to achieve optimal.

And the management decision must be efficient. Management decisions are planned for people to perform, if it were ineffective  it would affect many issues such as time, financial and spirit of  people.

Management decisions are important. So before offer a decision, the manager should careful consideration before.

Câu 13: State steps in decision making process. Give an example to illustrate your statement?

Decision-making steps:

- Identify issues to be decided: to identify the right problem to be solved, executives need to answer important questions such as:

+ Business problem is what?

+ Problem solving does not deserve? Enterprises with the resolution or not?

+ Is it not the main problem? Or is it just a small case of larger problem.

+ If the business has ever seen this problem, the solution if you have used the wrong where?

+ If you just ignore the risk that problems encountered what is it?

+ The impact aspects of the problem is what?

+ The solution proposed to meet the conditions for what?

- List the determinants of the time, competition, macroeconomic policies, weak consumer market, may face risks, market.

- Selecting information for decision making: selective information to satisfy the requirements: the system & independent, full and timely policies and flexible, concise and logical.

- Identification of solutions:

+ Given the different plans to choose appropriately.

+ Compare and prioritize these options.

+ To recommend the best suited to decide, and alternative plans when the unexpected factor.

- Make selection decisions: a particular decision is an important decision, be regarded as landmarks rather than the end of the journey. after the decision businesses need to turn it into practical operation. You need a clear implementation plan and assign specific people to perform:

+ Communicate and plan implementation

+ Regularly examine the implementation process

+ Control following the expected decision

- Evaluate results of the decision:

+ Selecting methods of assessment. For example scale graphics, Checklists, comparison, management by objectives.

+ The evaluation period selected.

+ Selecting the assessment + Interview with the evaluation results.

Give an example:

Precision Interiors company specializing in designing and manufacturing car seats and interiors for the automotive manufacturers in Europe and North America. To compete, companies must continually improve the design and materials to enhance their safety and comfort for passengers with the cost and durability suitable. In that spirit, a team of engineers has worked with companies FiberFuture - a smaller suppliers have successfully developed a new material called Zebutek, which features fire resistant and sound-damping any better all other materials are available on the market. He argued: "If the material used to reinforce Zebutek hood and door liner, our products have the advantage really. But there Zebutek costs more than the material used, but we're sure Customers will certainly recognize its value. "

However, the decision to accept the use of this new material is not simple. Will then have to change many things and there are many risks. Apart from their interests, the Engineers also offers a list of issues to consider:

- FiberFuture is a small and relatively new on the market. Will companies be able to provide the number of materials that we meet your needs? We can hope they will provide no schedule? And most importantly, the quality is not stable?

- What happens if FiberFuture bankruptcy? We will struggle to find other suppliers.

- The production process at our Zebutek consistent with, or retrofitted to other devices?

- our customers - the automotive companies - are very hard to keep costs do not increase. Will they agree to when we calculate the higher price for this new material? Or do we accept that additional costs to establish and maintain market share?

- Providers of interior materials present we are a reliable partner and has worked for many years. This relationship will turn out 20 to 30% if the deal will be transferred to FiberFuture?

- Are there any other suppliers are also developing a similar material, or even better Zebutek?

Question 14: In an organization, the management capacity of each management level is 4. Total employees in the organization are 4096. Define the management levels and number managers needed to manage the organization. Assume that the management capacity is increased double to current management capacity; define the management levels and numbers of managers needed to manage the organization.

Cấp quản trị

Doanh nghiệp (1)

(tầm hạn quản trị =4)

1

1

2

4

3

16

4

64

5

256

6

1024

7

4096

Số quản trị viên

1365

Câu 15: State your understanding on plan and projection in organization?

1- Definition of plan and projection

- Making plan is a process of setting goals, developing strategies, and outlining tasks, schedule to accomplish the goals..

·        A scheme, program, or method worked out beforehand for the accomplishment of an objective: a plan of attack.

·        A proposed or tentative project or course of action: had no plans for the evening.

·        A systematic arrangement of elements or important parts; a configuration or outline: a seating plan; the plan of a story.

·        A drawing or diagram made to scale showing the structure or arrangement of something.

·        In perspective rendering, one of several imaginary planes perpendicular to the line of vision between the viewer and the object being depicted.

·        A program or policy stipulating a service or benefit: a pension plan.

. It explains in detail what needs to be done, when, how, and by whom, and often includes best case, expected case, and worst case scenarios. See also planning.

-Types of plan and projection: There are three kinds of plan and projection, including:

    + Strategic plan and projection

    + Tactic plan and projection

    + Operation plan

- Objectives of plan and projection

Strategic planning is a very important business activity. It is also important in the public sector areas such as education. It is practiced widely informally and formally. Strategic planning and decision processes should end with objectives and a roadmap of ways to achieve them.

One of the core goals when drafting a strategic plan is to develop it in a way that is easily translatable into action plans. Most strategic plans address high level initiatives and over-arching goals, but don’t get articulated (translated) into day-to-day projects and tasks that will be required to achieve the plan. Terminology or word choice, as well as the level a plan is written, are both examples of easy ways to fail at translating your strategic plan in a way that makes sense and is executable to others. Often, plans are filled with conceptual terms which don’t tie into day-to-day realities for the staff expected to carry out the plan.

People typically have several goals at the same time. "Goal congruency" refers to how well the goals combine with each other. Does goal A appear compatible with goal B? Do they fit together to form a unified strategy? "Goal hierarchy" consists of the nesting of one or more goals within other goal(s).

One approach recommends having short-term goals, medium-term goals, and long-term goals. In this model, one can expect to attain short-term goals fairly easily: they stand just slightly above one's reach. At the other extreme, long-term goals appear very difficult, almost impossible to attain. Strategic management jargon sometimes refers to "Big Hairy Audacious Goals" (BHAGs) in this context. Using one goal as a stepping-stone to the next involves goal sequencing. A person or group starts by attaining the easy short-term goals, then steps up to the medium-term, then to the long-term goals. Goal sequencing can create a "goal stairway". In an organizational setting, the organization may co-ordinate goals so that they do not conflict with each other. The goals of one part of the organization should mesh compatibly with those of other parts of the organization.

2- Strategic plan

Strategic planning is an organization's process of defining, its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. Various business analysis techniques can be used in strategic planning, including SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats ), PEST analysis (Political, Economic, Social, and Technological), STEER analysis (Socio-cultural, Technological, Economic, Ecological, and Regulatory factors), and EPISTEL (Environment, Political, Informatic, Social, Technological, Economic and Legal).

Strategic planning is the formal consideration of an organization's future course. All strategic planning deals with at least one of three key questions:

·        "What do we do?"

·        "For whom do we do it?"

·        "How do we excel?".

In many organizations, this is viewed as a process for determining where an organization is going over the next year or—more typically—3 to 5 years (long term), although some extend their vision to 20 years.

In order to determine where it is going, the organization needs to know exactly where it stands, then determine where it wants to go and how it will get there. The resulting document is called the "strategic plan.".

- 3 levels of strategic plan and projection

+ Organization

+ Business

+ Function

3- Tactical plan and projection

- Tactical plan is the process of taking the strategic plan and breaking it down into specific, short term actions and plans. The relative length of the planning horizon will vary from one market to another but typically the strategic plan will cover a period greater than three years while the tactical plan covers the period from today through to the end of year three

- It is important that the tactical plan should be checked to ensure it is aligned with the strategic plan and that all activities are aimed at moving closer to the goals defined in the strategic plan. It is very easy for the tactical plan to diverge at a tangent because of someone’s interests or disagreement with the strategic plan.

4- In general, making plan and projection is the first step and play an important role to help individual and organization easier to success.

 Plan and project show their goals and the way to gain those goals. Because without plan and projection, it is very difficult for managers control their employees implementing works effectively. And without making plan, managers and their employees have less chance to get their goals, they don’t   know what they should do

Câu 16 What are methods of plan and projection in management? What are advantages and disadvantages of each method?

There are 3 methods of plan and projection in management:

·        Bottom up method:

·         Advantages:

+ Ensure consistency in plan

+ Maintaining the orientation

+ Strengthen the regulatory role of superiors for subordinates

·        Disadvantages:

+ Plans are often not close to reality, must be conducted regularly to adjust the plan to lose the goals of the organization.

+ It’s dificult to stimulate the creative dynamism of the subordinate, activities are  passive, less effective.

+ According to many experts, the bottom-up approach is not the perfect solution, as sometimes it lacks clarity and control.

·        Top down method:

·        Advantages:

+ Plans are often close to reality

+ Actively promote the creativity of subordinates

+ Exploit the potential of grassroots

·        Disadvantages:

+ Not ensure consistency in plan

+ Difficult to maintain the general orientation

+ Reduce regulatory role of superiors for subordinates

·        Bottom and top down method.

·        Advantages:

+ It means that people become less dependent on the manager

+ Ensure that planning is done uniformly

+ Not only maintain the orientation of their superiors but also does not limit the initiative of subordinates

·        Disadvantages:

General figure:

Question 17: State your understanding on vertical management structure in management. What are advantages and disadvantages of this type of management structure? Give an example to illustrate your idea?

Question 17: vertical management structure

A vertical management structure refers to the number of layers in the management system. Vertical organizations have many different layers and are often shaped like a pyramid in models. A few leaders at the top of the business make key decisions, and the group of decision makers becomes broader as it descends. Decisions and strategies must pass through many different managers in a vertical organization. This stands in direct contrast with a flat management structure, which attempts to have as few layers of management as possible between employees and business owners

·        Function

Vertical organizational structure operates with few in positions of great power at the top and many in multiple levels of varying power. For instance, the CEO of a business is in a position of almost exclusive power, while middle management has significantly limited reach with regard to decision making. Most power executed at the middle level is a continuation of reach of power from the top.

2. Theory

According to author Wendell Krossa, vertical organizational structure is derived from the competitive nature of the animal world. A competition for finite resources creates a hierarchical structure in which the most powerful point has the greatest access to resources and distributes those resources based on his discernment of need. This system sustains itself by keeping some positions of authority and other positions of service to that authority. This hierarchical structure is the oldest we have, with organized societies of people and animals alike falling into this shape.

3.Criticism

Much criticism has been lodged against this model in recent years. Author Wendell Krossa links vertical organizational structure to an earlier stage of human evolution and believes that the persisting attachment is due to a lack of advancement in businesses and the people of whom those businesses are composed. Author Frank Ostroff also asserts that vertical structures are a thing of the past and that horizontal organization is conducive to businesses and workers in the information age.

ADVANTGES

+The primary advantage of a vertical management structure is control

Example: in a new company managers can be assured that their directions will be followed closely and they have stable ways of transmitting information swiftly to all their employees. Leaders can rapidly change the direction of the company if they deem it is necessary, and managers have more time to focus on their core responsibilities instead of worrying about avenues of communication.

DISADVANTGES

+ Initiative

In general, vertical businesses have a small layer of top managers, a layer of middle managers and a more or less undifferentiated operations management, or the hands-on layer of management dealing directly with the workers on the shop floor.

In a vertical arrangement, commands come only from the top layer. The remainder of the organization deals with implementing the commands from above. The lower levels have no autonomy, and their abilities are reduced to putting commands into action. Regardless of their abilities or experience, lower-level managers have no voice in the creation of top-echelon commands or planning.

+ Employees

In the vertical structure, all employees, with the exception of the topmost management, are not free agents at any level. They are bureaucrats charged with putting commands into practice. The high levels issue general commands, and the lower levels implement them in increasingly specific contexts. This can do great harm to employee morale, where employees have no incentive to study the business. In the vertical structure, they care only for their own small office or function, knowing that the upper management is totally responsible for the commands and their consequences. Employees are seen as machines that take commands related to their specific function, eliminating any creativity or flexibility under most circumstances.

+ Management

Vertical structures are based on several assumptions. One of the most important is that those who issue the commands are better qualified to deal with firm-wide issues than those who obey these commands. A problem with this assumption is that the virtues that lead to getting those upper management appointments are not the same that lead to the authority to command. Aggression, deceit, betrayal and the manipulation of the system are as important in getting ahead in business as bona fide abilities such as thrift, education and experience. Institutionally speaking, there is no guarantee that those who are appointed to upper management are given these positions out of the disinterested consideration of their abilities by the board.

Example:

In a new company, employees only care about their office, they don’t support others.

Câu 18: State your understanding on functional management structure in management. What are advantages and disadvantages of this type of management structure? Give an example to illustrate your idea?

·        Understanding

      A functional management is designed on a strong hierarchy where the positions and functions of each employee are clearly specified. There are superiors and there are subordinates, and all of them have a particular function to perform towards the common goal. The organization may be divided into individual departments, where each department has a specific function, and all departments function individually to execute a project. Depending on the requirement of the organization, the type and function of each department will be decided. Thus, when an employee is appointed in the organization, based on her/his skills, she/he will be designated to the appropriate department. By grouping employees with similar skills, a department is formed to comprise a functional organizational structure. All departments are governed by one sole authority, and all functions are monitored and coordinated by this authority.

      A functional organizational structure chart:

2. Advantages

            An organization based on the functional structure has a lot of advantages to offer. These have been enlisted here.

·        Since this structure is primarily based on intense specialization, it is believed that the functional structure will elicit only the best from each department.

·        When employees with similar interests are grouped together, they are likely to be more productive.

·        Providing instruction and executing various projects becomes simple because of the sound linear structure.

·        Each employee has a defined career path and has potential to grow within her/his department in the organization.

3. Disadvantages

As with any method of functioning, this organizational structure also has numerous disadvantages.

·        The functional structure is the most bureaucratic and formal organizational structure because of the rigid hierarchy it follows. Every decision then, takes time to materialize.

·        Communication across departments becomes difficult because all of them are so distinct from each other.

·        Another disadvantage of this specialized approach to functioning in an organization is that the viewpoint of every department is narrow and limited, which does not allow them to see the bigger picture and work efficiently towards a common goal.

4. An example: Let's take into consideration a store that designs and sells fashion clothing and accessories. Here, there will be a creative department that makes the designs. It will be the job of the accounts and finance department to keep a tab on the amount spent on creating the design and for bulk manufacturing. The sales and marketing department will come up with specific plans to sell the products in question, the human resources department will ensure that employees are functioning to their highest potential, and the advertising department will come up with creative methods of attracting the consumer. All these activities will be governed by the president and mid-level managers of the organization. More products will lead to the creation of more departments and deeper hierarchies. Every department will have many other functions to perform, but these are the basic functions of each department.

Câu 19 Organization structure is described by the vertical and horizontal relationships among the firm, it customers, and supplies.

mixed management structure in management: the existence of functional units, these units is only professional tasks for the top level administrators in each area of ​​expertise, but they don’t power to direct the online unit.

- Advantage:

1. Promote the contribution of the professional division of corporate governance. Heads are helped by the function rooms, the experts, the advisory council, heads will decide > ensuring the promotion of professional capability of the functions, just make sure the command of the online system.

2. Reduce professional work for senior managers so that they focus on conditions of large enterprises.

3. To facilitate training of young professionals.

4. Cost savings

5. Make timely decisions, close to reality

- Disadvantage

1. May happen that administrator direct so focused and limited expertise.

2. May spring intervention of professional division for the online unit if the administrators are not responsive and timely direction.

3. May increase the indirect costs.

- Conditions: This type of structure typically apply to businesses with large-scale business and to promote effective regulation should be fully operational and checked regularly and promptly.

Ex: a company, there are many different departments. each department has a team leader. he will manage his team and will report to the director of group operations.

Câu 20. What manager can do to make employees working more efficient?

1) Set up the right environment

Employees need to be motivated by themselves. The duty of a manager or a supervisor is to set up the right environment where employees can motivate and empower themselves.

2) Money isn't always a good motivator.

A well paid job can often help people from becoming less motivated, but it usually isn't helpful in making them more motivated. The truth is that different people are motivated by different things. While money is important for some people, some others cherish more time with family or greater recognition within the organization. A manager or a supervisor trying to motivate his employees should try to understand what motivates each one of them. You can usually find what motivates your employees by asking them, listening to them and observing them.

3) Don't frighten your employees

It may help if the boss yells a lot. But this usually works for only a short time. Fear alone can't keep employees motivated for a very long time. So stay away from the practice of frightening your employees.

4) Motivate yourself

A manager trying to motivate his employees should be motivated himself. If he is enthusiastic about his job, it will be easy for him to make others enthusiastic too. So before you start motivating others ask yourself whether you find your job motivating enough. What can you do to better motivate yourself? If you know what motivates you, it will be easier for you to understand what motivates others.

5) Align the goals of the organization with the goals of the employees

Always work with the objective of aligning the goals of the organization with the goals of the employees. Just having a few motivated employees won't help unless they all work towards realizing the goals of the organization.

6) Use motivational systems

To motivate employees you can use motivational systems. For instance, organizations can establish compensation systems and employee performance systems. It is also possible to make some changes in organizational policies and procedures to support employee motivation.

7) Practice what you read

Leadership skills aren't necessarily cultivated by just reading management publications. You need to practice what you read.

8) Show genuine care and concern

Show genuine care and concern for your employees. Get to know them on a personal level - their families, their favorite foods, names of their kids etc. This has to be done with sincere interest, otherwise your will sound manipulative.

9) Learn to delegate

Give due importance to teamwork. Don't do everything yourself. Good leadership involves delegating responsibility and authority to employees. Let them decide how they want to carry out the tasks. When you delegate, your employees will get the impression that you want them to take stronger roles in their jobs.

10) Reward your employees

Everybody seeks recognition and appreciation - your employees aren't any different. So don't hesitate to appreciate them when you see them doing well in their jobs. This is a critical lesson for manager and supervisors. Clearly convey how an employee's performance contributes to organizational results. By showing your appreciation, you will be able to motivate them to do better.

Câu 21. What manager can do so to keep employees working long time in organization?

1. Offer good projects.

It's not that young people won't do bottom-rung work. They will. Every twenty-two year old understands that someone has to operate the copy machine. The important thing is that this should not be the whole job. One hour a day of getting coffee is fine if the rest of the day is spent writing feature articles for Vogue. Today the workplace is transactional. There are not long-term promises, there is, What can you do for me today? Tell the young worker what you need done, right now, and tell him or her what growth opportunity you will offer in exchange, right now. We all know that jobs are not long-term engagements anymore, so don't make the promise of interesting work based on a long-term stay.

2. Flexible hours.

When managers institute a policy for measuring work completed rather than hours at the office, employee turnover decreases by more than 50%. Younger workers are the most indignant when it comes to being required to work 9-5 every day. So instituting flexible hours will have the most impact on this group of employees. Don't be shy about countering a request for a raise with an offer for flexible work days. In poll after poll young workers say flexibility is more important in a job than money.

3. Training.

The average salary increase is four percent. Even if it were double that, you are not going to change anyone's life with that raise, and they know it. But training and building a new skill set can change someone's career by opening new doors. So find out what sort of skills your employees are looking to build and help them with that education. Also, keep in mind that training doesn't have to cost your company a cent. Young people place enormous value on mentoring. They want constant feedback. Offer structured, constant feedback in place of salary increases and promotions. If the mentoring is good, the lack of promotion won't be a sticking point.

4. Intrapraneurship opportunities.

If you ask young people what their dream job is, most will say entrepreneurship. But most don't have any idea what sort of company they might start. So, in the mean time, while they're dreaming up company ideas, they need corporate jobs. You can endear yourself to your young employees by giving them intrapraneurship opportunities – these are startup situations within a larger company that give participants training for when they want to start their own company. You can also help a young person to engage in work by explaining why a given skill will be essential to their future as an entrepreneur. In one of the great ironies of the new generation, if you teach someone skills to run their own company, they are more likely to stay longer at your company.

Question 23: Analyze economic management method; give an example to illustrate this method. What are advantages and disadvantages of this method?

Economic management method:

-To be implemented through the use of other form of economic objectivity.

-Associated with the use of relation commodity-currencies, which is related tobusiness accounting.

-Method of economy put workers and the labor in self-select into thecontent and method of operation through their attention to material interests, the benefit that intimateactivities effective.

Example: When employees work effectively (the company signed a large contract), the director of the company will be bonuses for the staff. The more effectively they work, the more they earn benefit. Therefore staffs will try harder in their job.

*Advantage of economic management method:

- Money and material are tools of human life, so this method contribute to promoting the working capacity of employees is the most effective way.

- The way to praise and motivation of staff.

- Help employees feel proud and believe in their ability to work.

*Disadvantage:

- Staffs are easier depending on the bonus.

- Create unfair competition among employees.

- Causing loss of trust when the manager gives bonus to employees unfairly.

Câu 24: Analyze educational and psychological management method; give an example to illustrate this method. What are advantages and disadvantages of this method?

Conception: educational and psychological management method is the impact on perceptions and feelings of the employees to enhance self-awareness and enthusiasm of their labor in performing task through the meeting,…

Particular trait of this method is convincing and mental stimulation.

-The convincing makes the employees know right from wrong, right and wrong, dangerous, beautiful, ugly, good and evil.

-The mentally-stimulating create confidence in the justice, creating expectations of life improvement as a rule of beauty in art.

EX: Day 1 / 5, administrators establish to visit and give gifts for employees. they will be happy, work harder, to increase labor productivity.

-Advantage:

 + create incentives for workers to work

+ formation of love and career initiative in work, attachment to the assigned work.

+Increase significantly the lives of every person under the settlement by the main relations of the employees associated with the file making them able and willing to shoulder all responsibilities for the unit in difficult times.

-Disadvantage:

+human psychology easy to change

+everyone has a different psychological

Question 25: What do you understand about goal? How organization define its goals? And why goal is very important for organization?

- Goal is the last result of expectation of any individual or organization.

*How organizations define its goals?

- Organizationally, goal management consists of the process of recognizing or inferring goals of individual team-members, identifying and resolving conflicts among goals, and prioritizing goals consistently for optimal team-collaboration and effective operations.

* Why goal is very important for organization?

- It points out the direction for all decisions of the management.

- Form of measurement standards in the working process.

- Goal is the foundation for planning.

- Goals are the motivation to be promoting the entire organization to work effectively.

Câu 26: Some people argue that “In market economy firm just produce what customers want and therefore planning is unnecessary”. Please explain your idea about this.

Now, the company produces common follow with economy market. The firm produces what customers want. They intetest in prohibiting of customers. Before find information about market. The company need to understand about demanding of customer to give a perfect strategy. To conduct this strategy the company should make a plan to get the most efficience The plan: define objectives, demansion,  taste and references of customers. Besides, they need research information and analyze maket, establish organization models and management, marketing..Making a plan is a very necessary to success in the curent economy. We not only depend on customers but also interest in other factors. So I think making a plan is necessary