20/09/2024

PRINCIPLES OF MANAGEMENT

Ms. Nguyen Thi Minh Hien

Fall 2024

LECTURERS’INFORMATION

• 1. Ms Nguyen Minh Trang

Email: [email protected]
Phone: 0947508883
• 2. Ms. Nguyen Thi Minh Hien
Email: [email protected]
Phone: 0867881200

1
 20/09/2024

Date Content Date Content

18 Sep - Introduction 30 Oct Mid-term Test
- Chapter 1: Managing and Performing
20 Sep Chapter 2: Managerial Decision-Making 1 Nov Chapter 6: International Management
25 Sep Chapter 2: Managerial Decision-Making (cont.) 6 Nov Chapter 6: International Management (cont.)
27 Sep Chapter 3: The History of Management 8 Nov Chapter 7: Entrepreneurship
2 Oct Tutorial 1: Presentation 1 13 Nov Tutorial 4: Presentation 3
4 Oct Chapter 4: External and Internal organization 15 Nov Chapter 8: Strategic Analysis: Understanding a
environments and corporate culture Firm’s Competitive Environment
9 Oct Chapter 4: External and Internal organization 20 Nov Chapter 8: Strategic Analysis: Understanding a
environments and corporate culture (cont.) Firm’s Competitive Environment (cont.)
11 Oct Tutorial 2: Review chapter 1-4 22 Nov Tutorial 5: Presentation 4
16 Oct Tutorial 3: Presentation 2 27 Nov Tutorial 6: Presentation 5
18 Oct Chapter 5: Ethics, Corporate Responsibility, and 29 Nov Summary
Sustainability

SYLLABUS AND COURSE SCHEDULE

TYPE OF ASSESSMENT AND TEXTBOOK

• Attendance: 10%
• Presentation and discussion: 15%
• Mid-term examination: 15%
• Final examination: 60%

Textbook: Principle of Management

Access: https://openstax.org/details/books/principles-management

2
 20/09/2024

CLASS’S RULES

• NO food in class
• Late for the class: - 0.5 point, Unexcused Absence: -1 point
• Missing more than 4 classes will result in a ban from the final exam
• Be ready when the class starts
• Keep the class organized

GROUPING

• Divide into 10 groups:

• Name your group and present group’s name and slogan
• Draw presentation order

3
 20/09/2024

Chapter 1

Managing and Performing

After reading this chapter, you should able to answer these

questions:
1. What Do Managers Do?

2. The Roles Managers Play?

3. Major Characteristics of the Manager’s Job

4
 20/09/2024

1. WHAT DO
MANAGERS DO?

Photo

WHO ARE MANAGERS?

• Manager
• Someone who works with and through other people
by coordinating their work activities in order to
accomplish organizational goals
(Robbins, et. Al, 2006, p. 7)

10

10

5
 20/09/2024

WHERE DO THEY WORK?

• Organizations:
• A deliberate arrangement of people brought together to accomplish a specific purpose
• Common Characteristics of Organizations:
• Goals
• People
• Structures

11

WHAT IS MANAGEMENT?

• Managerial Concerns
• Efficiency
• “Doing things right”- Getting the most output for the least input
• Effectiveness
• “Doing the right things” - Work activities that attain organizational goals

Management refers to the process of coordinating and

integrating work activities so that they’re completed
efficiently and effectively with and through other people.
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. 12
Copyright © 2005 Pearson Education Canada Inc.

12

6
 20/09/2024

MANAGEMENT FUNCTIONS

Planning Organizing Leading Controlling

Lead to

Defining goals, Determining Directing and Monitoring

establishing what needs motivating all activities Achieving the
strategy, and to be done, involved parties to ensure organization ’s
developing how it will and resolving that they are stated
sub-plans to be done, and conflicts accomplished purpose
coordinate who is to do it as planned
activities

Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy

13 Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

13

WHAT DO MANAGERS DO
TO HELP ORGANIZATIONS ACHIEVE TOP
PERFORMANCE?
• Managers are in constant action
• Switch frequently from task to task
• Change focus of attention to respond to issues as they arise
• Engage in a large volume of tasks of short duration
• Interacting with others
• Interract: casual, phone conservations, one-on-one meetings, and larger group
meetings
• Statistic fact: managers spend about 2/3 of their time with other people
• Most management work is conversational
• Statistic fact: managers spend about 2/3 to 3/4 of their time in verbal
activity

14

7
 20/09/2024

II. THE ROLES

MANAGERS PLAY

Photo

15

Interpersonal
2. WHA T ARE THE
RO LES TH AT
roles
MA NAGERS PLAY IN
O RGA NI ZAT I O NS ?
Informational
MINTZBERG’S SEMINAL
roles
STUDY OF MANAGERS:
3 CORE MANAGEMENT
ROLES:
Decisional roles

16

8
 20/09/2024

2. WHAT ARE THE ROLES THAT

MANAGERS PLAY IN ORGANIZATIONS?

Mintzberg’s seminal study of managers: 3 core management roles

1. Interpersonal roles
• Managers are required to interact with a substantial number of people
• Figurehead role
• Every manager must perform some ceremonial duties
• Leader role
• Responsible for the work of the people in their unit
• Liaison role
• Establish and maintain contacts outside the vertical chain of command

17

2. WHAT ARE THE ROLES THAT

MANAGERS PLAY IN ORGANIZATIONS?

2. Informational roles
• Managers are required to gather, collate, analyze, store, and disseminate many kinds
of information
• Monitor role
• Scanning the environment for information, talking with liaison contacts, receiving
unsolicited information
• Disseminator role
• Managers pass privileged information directly to subordinates
• Spokesperson role
• Executive makes a speech to lobby for an organizational cause
• Supervisor suggests a product modification to a supplier

18

9
 20/09/2024

2. WHAT ARE THE ROLES THAT

MANAGERS PLAY IN ORGANIZATIONS?
3. Decisional roles
• Managers are charged with the responsibility of making decisions on behalf of
both the organization and the stakeholders with an interest in it
• Entrepreneur: Managers seek to improve their businesses, adapt to changing
market conditions, react to opportunities
• Disturbance or crisis handler: Managers address and resolve unexpected
problems or crises that disrupt normal operations
• Resource allocator: Managers decide how to distribute resources—such as
budget, personnel, and equipment—across various projects or departments
• Negotiator: Managers are responsible for negotiating agreements, resolving
conflicts, and reaching mutually beneficial outcomes with other parties, such as
partners, suppliers, or clients.

19

Exhibit 1.4 The Roles Managers Play

(Attribution: Copyright Rice University,
OpenStax, under CC-BY 4.0 license)

20

10
 20/09/2024

III. MAJOR
CHARACTERISTICS
OF THE MANAGER’S JOB

Photo

21

Strong Communication Skills

Leadership Ability
Decision-Making Skills
Emotional Intelligence
3. W HAT A R E T HE Adaptability and Flexibility
C HA R AC T E R I ST I C S
T HAT E F FE C T I V E Strategic Thinking
M A N AG E R S D I SP L AY ?
Delegation Skills
Problem-Solving Skills
Time Management
Accountability and Integrity

22

11
 20/09/2024

3. WHAT ARE THE CHARACTERISTICS

THAT EFFECTIVE MANAGERS DISPLAY?

Managerial Responsibilities
1. Long-range planning
2. Controlling
3. Environmental scanning
4. Supervision
5. Coordinating
6. Customer relations and marketing
7. Community relations
8. Internal consulting
9. Monitoring products and services

24

3. WHAT ARE THE CHARACTERISTICS

THAT EFFECTIVE MANAGERS DISPLAY?

Variations in Managerial Work

Two most salient perceptions:

(1) The manager’s level in the organizational hierarchy

• Levels of management: Executives, Middle management, and

First-line management

(2)The type of department or function for which he is responsible

25

12
 20/09/2024

The manager’s level in the organizational hierarchy

Source: OpenStax

26

3 TYPES OF MANAGERIAL SKILLS

Conceptual skills
a manager’s ability to organize and analyze
information in order to improve organizational
performance.
Human relations skills
the ability to work with people and understand
employee motivation and group processes 
become involved with and lead the group.
Technical skills
- Managers must have the ability to use the tools,
procedures, and techniques of their special areas
- Accountant must have expertise in accounting
principles, whereas a production manager must
know operations management

27

13
 20/09/2024

Exhibit 1.6: Difference in Skills Required for Successful Management

According to Level in the Hierarchy

Conceptual skills
a manager’s ability to organize and analyze
information in order to improve organizational
performance.
Human relations skills
the ability to work with people and understand
employee motivation and group processes 
become involved with and lead the group.
Technical skills
- Managers must have the ability to use the tools,
procedures, and techniques of their special areas
- Accountant must have expertise in accounting
principles, whereas a production manager must
know operations management
Source: OpenStax

28

3. WHAT ARE THE CHARACTERISTICS

THAT EFFECTIVE MANAGERS DISPLAY?

Management by Department or Function

- Managerial responsibilities also differ with respect to the type of department or function

• e.g. manufacturing, marketing, accounting and finance, and HR management

departments.

- Personal level: the mix of conceptual, human, and technical skills changes over time

• different functional areas require different levels of specific management activities

- Managers are rotated through departments as they move up in the hierarchy.

29

14
 20/09/2024

CHAPTER REVIEW QUESTIONS

1. What are the characteristics and traits that you possess that are common
to all successful managers?

2. Why should management be considered an occupation rather than a

profession?

3. How do managers learn how to perform the job?

4. Explain the manager’s job according to Henry Mintzberg.

5. What responsibilities do managers have towards people within the

organization? How do they express these responsibilities?

31

CHAPTER REVIEW QUESTIONS

6. How do managers perform their job according to John Kotter?

7. How do managers make rational decisions?

8. How does the nature of management change according to one’s level and
function in the organization?

9. Discuss the role of management in the larger societal context. What do

you think the managers of the future will be like?

10. Identify what you think are the critical issues facing contemporary
management. Explain.

32

15
 20/09/2024

MANAGERIAL DECISION EXERCISES

1. You are a manager at a local convenience store that has been the victim of
graffiti. Identify the roles you will undertake with both internal employees and
others.
2. Here are three job titles. Rank which job would devote the most of its time to
conceptual, human, and technical skills.
a. Vice president of finance at a Fortune 100 company
b. Coding for a video game producer
c. General manager at a local McDonald’s franchise

33

Thank you!

34

16