Chapter 1: Managers and You in the Workplace

Activity 1: Manager Role Classification

Description A:
"Alex oversees the day-to-day activities of employees who are directly involved in
manufacturing products. Alex ensures that production targets are met, addresses any issues on
the production floor, and provides immediate feedback to employees." → first line
Description B:
"Jamie coordinates between various departments to ensure that project goals are aligned with
the company's strategic objectives. Jamie also manages several team leaders and is involved
in resource allocation and departmental performance evaluations." → middle manager
Description C:
"Taylor develops long-term strategies for the organization, sets overall company goals, and
makes high-level decisions that influence the entire company's direction. Taylor also
represents the company in external affairs and manages relationships with key stakeholders."
→ top managers
Description D:
"Jordan is responsible for implementing company policies on a departmental level and
supervises a team of first-line managers. Jordan also works on improving departmental
performance and communicates with top management about departmental needs and
progress." → middle managers

Activity 2: Efficiency vs. Effectiveness

Case 1: "A manufacturing plant manager implements a new assembly line process that
increases the production rate by 20% without requiring additional resources or time. The new
process rate in products. → efficiency
Case 2: "The marketing team decides to launch a new advertising campaign to reach a
broader audience. They allocate a substantial budget to this campaign and set specific targets
for increasing brand awareness and sales." → effectiveness
Case 3: "An IT department adopts a new project management software that streamlines
workflow and reduces the time spent on administrative tasks by 30%. As a result, the team
can handle more projecis simultaneously." → efficiency
Case 4: "The CEO of a company sets a new vision to enter international narkets within the
next two years. The strategy includes researching new market opportunities and forming
partnerships with local businesses to achieve global expansion." → effectiveness/ target
Case 5: "A retail manager reorganizes the store layout to make it easier for customers to find
products. The changes result in a 15% increase in sales per square foot and a 10% decrease in
customer complaints about store navigation." → effectiveness / efficiency

Activity 3: Management Functions

Case 1: "The CEO of a tech company sets a new goal to increase market share by 15%
within the next year. They develop a detailed strategy that includes launching new product
features, expanding into new markets, and increasing marketing efforts. A timeline and
specific milestones are established to track progress." → planning
Case 2: "A restaurant manager reorganizes the kitchen staff schedules to ensure that peak
dining hours are adequately covered and that each shift has the appropriate number of chefs
and servers. They also arrange for cross-training to ensure staff flexibility." → organizing
Case 3: "A project leader motivates their team by setting clear expectations, providing
regular feedback, and addressing any concerns or conflicts that arise. The leader also
encourages team members and recognizes their contributions to maintain high morale." →
leading
Case 4: "The quality control department regularly checks the products for defects, compares
the results to the quality standards, and implements corrective measures when discrepancies
are found. They also prepare reports on product quality for management review." →
controlling
Case 5: "A non-profit organization develops a strategic plan to address homelessness in the
community. They outline specific objectives, allocate resources, and assign responsibilities to
various departments to ensure that the plan is executed effectively.” → planning + organizing
Case 6: "A sales manager reviews the monthly sales performance of their team, identifies
trends, and provides feedback to team members on their performance. The manager also
adjusts sales targets and strategies based on the performance data." → leading + controlling

Activity 4: Identifying Managerial Skills by Level

Case 1: "Alex is a Senior Software Developer who oversees the daily operations of the IT
team. Alex is responsible for troubleshooting technical issues, implementing software
updates, and ensuring that the team meets its project deadlines. Alex uses programming skills
and technical knowledge to solve problems and improve systems.” → first line - conceptual
skills - technical skills
Case 2: "Jordan is a Sales Manager who coordinates the efforts of several sales teams.
Jordan's role involves organizing sales strategies, setting targets, and developing plans to
achieve sales goals. Jordan also communicates with other departments to ensure alignment
and provides feedback to sales team members" → middle - conceptual skills - interpersonal
skills
Case 3: "Taylor, the CEO of a large manufacturing company, is focused on setting long-term
strategic goals, such as entering new markets and expanding product lines. Taylor works on
developing the company's vision, making high-level decisions, and representing the company
to stakeholders and the media." → conceptual skills - top managers
Case 4: "Riley is a Production Supervisor who manages a team of assembly line workers.
Riley's tasks include scheduling shifts, ensuring compliance with safety regulations, and
providing on-the-spot guidance for technical issues. Riley also addresses any personnel
concerns that arise during shifts." → first line - technical skills - interpersonal skills
Case 5: "Morgan is a Division Director who oversees multiple departments within a
company. Morgan's responsibilities include developing departmental budgets, coordinating
inter-departmental projects, and aligning departmental objectives with the company's overall
strategy. Morgan frequently engages with top executives to ensure alignment." → conceptual
skills - middle managers
Case 6: "Jamie is the Chief Financial Officer of a multinational corporation. Jamie's role
involves setting financial strategies, forecasting economic trends, and making high-level
financial decisions to support the company's growth and stability. Jamie also represents the
company in financial negotiations and reports to the board of directors." → conceptual skills -
technical skills

Activity 5: Analyzing Managerial Challenges and Focuses in Vietnamese Brands

> Each group will select one brand /company.
> Each group will research their selected brand/company, focusing on identifying and
understanding the most significant managerial challenges they face. Consider factors such as
technology, innovation, social media, ethics, political uncertainty, and customer focus.
Company profile: TikTok Shop
> TikTok Shop is a social commerce feature within the TikTok app, enabling users to
discover, browse, and purchase products directly from videos. Launched to capitalize on
TikTok's massive user base, the shop integrates seamlessly with the platform's content,
turning viral videos into sales opportunities. TikTok Shop is particularly popular among Gen
Z and Millennials, who enjoy the convenience of shopping while being entertained.

Activity 6: Skill Identification in Business Scenarios

> Objective: To identify and discuss the skills needed for different business scenarios,
enhancing critical thinking, communication, collaboration, knowledge application, and social
responsibility.
> Your task: each group reads their assigned scenario and identifies the skills needed to
effectively handle the situation.
> Scenario 1: A retail store is receiving negative reviews due to poor customer service. The
manager needs to address the issue to improve customer satisfaction. → social responsibility
+ communication
> Scenario 2: A team project in a tech company is running behind schedule because of poor
collaboration and misunderstandings among team members. → communication +
collaboration + knowledge application + social responsibility
> Scenario 3: A company is launching a new product and must decide on the best marketing
strategy to reach their target audience effectively. → critical thinking + communication +
collaboration
> Scenario 4: A company discovers that a supplier is using unethical labor practices. The
company must decide how to handle the situation while balancing cost and ethical. →
critical thinking + collaboration + knowledge application + social responsibility
Chapter 2: Making decisions

Activity - Classifying Business Problems & Decisions

Case 1: Vinmart notices that stocks of bottled water and noodles are running low during a
heatwave. The automatic inventory system hasn't placed an order yet. The store manager
must decide whether to manually restock these items. → structured problems - programmed
decision
Case 2: A loyal customer with a strong credit history applies for a personal loan at
Vietcombank. The automated loan approval system recommends granting the loan based on
pre-set criteria. → quá trình lập lại - structured problems
Case 3: Thaco is exploring entering the electric vehicle market but has no prior experience.
The market demand in Vietnam is uncertain, and the company needs to decide whether to
invest in this new venture.
Case 4: FPT Corporation discovers a major cybersecurity breach in its cloud services, risking
customer data exposure. The source of the breach is unknown, and FPT must decide how to
respond. → unstructured problems
Case 5: Highlands Coffee is considering opening new branches in smaller cities like Nha
Trang. These locations are less established, and there's uncertainty about customer demand.
→ unstructured problems
Case 6: Vinpearl Hotels needs to manage its cleaning schedule for guest rooms. Rooms are
cleaned daily after guests check out. The housekeeping staff relies on an automated schedule
based on check-out times. → structured problems

Activity - Understanding Decision-Making Styles

Case 1: The management team at Vingroup, Vietnam's largest real estate developer, is
deciding on the timeline for completing a new housing project. The CEO wants the project
finished within six months, despite concerns about potential delays due to regulatory
approvals. He prioritizes fast, efficient outcomes over flexibility. → directive style
Case 2: Viettel, one of Vietnam's leading telecom companies, is planning to expand into new
international markets. The board of directors, carefully analyzes various economic, political,
and competitive factors before making any decision. Despite the complexity of the situation,
they are patient and willing to gather extensive information before proceeding. → analytic
style
Case 3: Vietnam Airlines is considering launching premium in-flight services for long-haul
international flights. The marketing director is open to a wide range of ideas and doesn't mind
ambiguity, trusting her instincts to make the final decision. → conceptual style
Case 4: Vinamilk, a leading dairy producer in Vietnam, is working on developing an
employee engagement program to improve workplace morale. The HR manager values
collaboration and seeks solutions that address everyone's concerns, making sure employees
feel comfortable with the outcomes. → conceptual style
Case 7: Mobile World, a popular electronics retailer in Vietnam, is planning to open a new
store. The regional manager decides to choose a location based on a simple recognition:
opening stores near major transportation hubs leads to higher sales, he also overlooks other
factors like local competition and demographic shifts in the area.
Case 8: PNJ - PNJ must set prices for a new jewelry collection. The pricing manager setting
prices at "psychologically attractive" numbers like 9,999,000 VND, believing that customers
respond more favorably to prices just below a round number. The manager ignores current
market trends and competitor pricing strategies.
Chapter 3: Influence of the External Environment and the Organization’s Culture

Management case: Vinamilk's Organic Yogurt Launch

Vinamilk, is set to launch its new organic yogurt line, targeting health-conscious consumers.
• As launch day approaches, the CEO emphasizes the company's innovative processes and
quality control, convinced that their reputation will guarantee a successful entry into the
organic market. → internal
• However, the marketing manager points out the risks posed by emerging competitors and
changing consumer attitudes towards organic products. He stresses that despite the company's
strengths, the success of the yogurt depends significantly on market dynamics beyond their
control. → external

Activity 1. Determine the "Degree of Change" & "Degree of Environmental

Complexity"
• Case 1: A small tech startup developing Al-based applications operates in a fast-paced
industry where technological advancements occur rapidly. New competitors emerge
frequently, and consumer preferences change with trends in technology.
• Case 2: A neighborhood grocery store that has been in business for decades operates in a
stable environment with few competitors. The product offerings and customer preferences
have remained relatively constant over the years.
• Case 3: A renewable energy company focused on solar panel installations is in a growing
market. While technological changes are significant, the company deals with relatively few
regulatory components and competitors, resulting in a straightforward market structure.
• Case 4: A large pharmaceutical company specializing in long-term drug development
operates in a complex environment characterized by strict regulations and numerous
components such as suppliers and regulatory agencies. However, the overall market dynamics
change slowly due to lengthy drug development cycles.

Apple: Launching a New iPhone in Emerging Markets

List of Tasks:
• Understanding consumer behavior and preferences in India.
• Overseeing the production process in China.
• Ensuring timely distribution to various markets.
• Developing campaigns tailored to Brazilian and Indian markets.
• Ensuring the product meets global standards.
List of Employees:
• John (United States): Experienced in global product launches.
• Li Wei (China): Manufacturing specialist familiar with production processes.
• Priya (India): Market research analyst with knowledge of local consumer behavior.
• Carlos (Brazil): Marketing expert experienced in localizing campaigns.
• Hans (Germany): Quality assurance manager with attention to detail.

Toyota: Developing a New Eco-Friendly Vehicle

List of Tasks:
• Creating the blueprint for the new model.
• Ensuring technical viability and environmental compliance.
• Sourcing eco-friendly materials.
• Conducting pilot testing in the United States and Japan.
• Adapting the design to meet global environmental standards.
List of Employees:
• Taro (Japan): Lead engineer with expertise in vehicle design.
• David (United States): Market testing specialist.
• Anita (Mexico: Supply chain coordinator focused on sustainable sourcing.
• George (United Kingdom): Regulatory compliance officer.
• Sipho (South Africa): Environmental standards expert.

Unilever: Implementing a Global Sustainability Program

List of Tasks:
• Developing the overall sustainability framework.
• Customizing the program for different regions (Asia, Africa).
• Building alliances with local NGOs.
• Conducting sustainability training across offices.
• Measuring the program's effectiveness globally.
List of Employees:
• Anna (Netherlands): Program designer with a background in sustainability.
• Musa (Kenya): Local adaptation specialist for the African region.
• Vijay (India): Partnership development expert with NGO experience.
• Irina (Indonesia): Employee training coordinator.
• Maria (Brazil): Impact assessment officer.

Samsung: Innovating the Next Generation of Mobile Devices

List of Tasks:
• Leading research and development of new features.
• Enhancing production efficiency in Vietnam.
• Creating user-friendly interfaces for global markets.
• Planning the product launch in the United States and Europe.
• Analyzing feedback from different regions to improve product features.
List of Employees:
• Jin-ho (South Korea: R&D head for new technologies. 4
• Nguyen (Vietnam): Manufacturing process expert. 2
• Rachel (United States): User experience designer. 3
• Anna (Germany): Market launch strategist. 1
• Igor (Russia): Customer feedback analyst. 5

Nestlé: Developing a Culturally Sensitive Advertising Campaign

List of Tasks:
• Creating the overall advertising concept.
• Customizing advertisements for Japan and Nigeria.
• Planning media buy for various regions.
• Understanding consumer perceptions in different markets.
• Measuring the campaign's success globally.
List of Employees:
• Lukas (Switzerland): Campaign development lead. 1
• Yuki (Japan): Cultural adaptation specialist. 4
• Aisha (Nigeria): Local advertising expert. 2
• Kevin (United States): Media strategist. 3
• Carlos (Brazil): Performance analyst. 5

Google: Enhancing Global Software Platform Inclusivity

List of Tasks:
• Improving accessibility features for different user groups.
• Adapting the platform to different languages and cultural contexts.
• Conducting user testing in diverse markets (China, India, South Africa).
• Ensuring the platform meets global data privacy regulations.
• Developing strategies to enhance user engagement.
List of Employees:
• Michael (United States): Platform accessibility lead.
• Ling (China): Localization expert.
• Aarav (India): User testing coordinator.
• Ingrid (Germany): Data privacy compliance officer.
• Thando (South Africa): User engagement strategist.

Your Tasks
• Analyze Cultural Differences: Each management team will use
Hofstede's tool to understand the cultural profiles of their employees' countries.
• Task Allocation: Students must allocate the tasks to employees based on their strengths,
considering cultural characteristics such as power distance, individualism vs. collectivism,
uncertainty avoidance, etc. For example:
> Assigning Priya from India to Market Research because of high contextual knowledge and
an understanding of collectivist societies.
> Allocating Li Wei from China to Manufacturing Coordination due to familiarity with local
production processes and hierarchical management style.
 Chapter 6: Managing Social Responsibility and Ethics

Identify whether cases below reflect Social Responsibility or Social Responsiveness

Case 1: A large electronics company decides to redesign its entire production process to use
sustainable materials and renewable energy sources. This decision, driven by a commitment
to environmental stewardship, aims to reduce the company's carbon footprint over the next 20
years. The initiative is costly and may not yield financial returns in the short term, but the
company believes it is an obligation to minimize its impact on climate change. → Social
Responsibility
Case 2: After a natural disaster strikes a community where the company operates, a
multinational corporation quickly donates funds and supplies to aid relief efforts. The
company also sets up a temporary support center for affected employees and their families.
This decision was made in response to immediate needs, with the company adapting quickly
to help in the aftermath of the disaster. → Social Responsiveness
Case 3: A coffee company commits to sourcing all its coffee beans from fair-trade certified
farms, ensuring that farmers receive a living wage and work under humane conditions. This
change aligns with the company's mission to promote ethical trade practices and improve the
well-being of its suppliers, even though it increases costs. → Social Responsibility
(long-term)
Case 4: A consumer goods company recalls a popular product due to a potential safety
hazard identified through customer complaints. Although the recall incurs significant costs
and affects profits, the company prioritizes immediate customer safety and reputational
protection, responding to the issue quickly with plans to replace the product as soon as
possible. → Social Responsiveness

Identify green approaches in each case

Case 1: A consumer electronics company develops a new line of energy-efficient appliances
and actively markets them to environmentally conscious customers. The company positions
itself as a leader in sustainable products, hoping to gain a competitive edge in the marketplace
by appealing to the growing demand for green products. → market approach
Case 2: A small apparel company, known for its dedication to sustainability, actively
advocates for stronger environmental regulations and higher standards for corporate
responsibility in its industry. The company works with activist groups and policymakers,
lobbying for systemic changes that would reduce environmental harm and promote
sustainable business practices. → activist approach
Case 3: A manufacturing company installs pollution control equipment to meet the minimum
legal requirements set by environmental laws. The company does not invest in additional
sustainability initiatives beyond what is mandated, focusing solely on avoiding legal penalties
and ensuring compliance. → legal approach
Case 4: A global food and beverage corporation engages employees, local communities,
suppliers, and NGOs to develop its sustainability strategy. The company implements
programs such as reducing water usage, improving agricultural practices, and educating
consumers on environmental impacts, considering the input and concerns of all its
stakeholders. → stakeholder approach

Activity - Distinguish between ethical & social responsibilities

Case 1: A clothing company decides to stop purchasing materials from suppliers that use
child labor, even though it will increase production costs. This decision is based on the
company's commitment to human rights and fairness. → ethical
Case 2: A large corporation partners with local health organizations to provide free medical
check-ups and fitness programs for residents in the surrounding community, with no direct
business benefit expected. → social
Case 3: A food company clearly labels its products to disclose all ingredients, including
potential allergens and additives. Even though it could avoid disclosing certain less desirable
ingredients to protect its sales → ethical
ethical mang tính chất chủ quan, social là tác động bên ngoài
Case 4: An energy company voluntarily invests in advanced technologies to reduce its
carbon emissions, aiming to contribute to the global fight against climate change. The
company is driven by its belief that businesses have a duty to protect the environment. →
social
Case 5: A small business implements a new policy that ensures all employees receive a
living wage and fair working conditions, even though it could reduce profit margins. →
ethical
Case 6: A technology company provides significant financial support to local schools by
funding new computer labs and teacher training programs. The company believes that
improving education in the local community will have long-term benefits, helping to create a
more skilled workforce for future generations. → social

Social enterprises are businesses whose primary purpose is to create a positive community
impact rather than to generate profits for individual shareholders. They apply the power of
the marketplace to advance social, cultural and/or environmental agendas. Thus, they
measure success with the attainment of both economic and social value. → có ảnh hưởng đến
cộng đồng, có lợi nhuận

Other forms of organizations

• For-profit organizations are businesses in the traditional sense, whose primary purpose is
making money for their owners and shareholders. They generally use financial return on
investment as their measure of success, seeking to generate the maximum profit. → có chủ
đằng sau ví dụ: trường đại học hoa sen
• Non-profit organizations seek to create the maximum social return on investment, in other
words to make the biggest positive community impact. These organizations receive special
status under the law and are exempt from many taxes. They usually depend on donations,
grants, and volunteers to cover their operating costs. → làm dự án quan tâm đến cộng đồng,
phi lợi nhuận, tái đầu tư lại và phát triển - ví dụ: trường đại học

Distinguish between for, non-profit & social organizations

Case 1: A company operates in rural areas to provide clean drinking water through an
affordable filtration system. It charges a small fee to sustain operations but reinvests profits
into expanding its services to more underserved communities. → non-profit
Case 2: A global apparel company manufactures and sells clothing at competitive prices. The
company's success is measured through financial metrics like sales growth, profit margins,
and shareholder returns. → social organizations
Case 3: A charity operates food banks in multiple cities, providing free meals to low-income
families and individuals. The organization relies on donations, government grants, and
volunteer support to fund and staff its operations. It does not charge for its services and
focuses entirely on feeding as many people as possible. → non-profit
Case 4: A coffee company partners with farmers in developing countries to ensure fair wages
and sustainable farming practices. It sells its coffee at a premium price to consumers who
value ethically sourced products. → social organizations
Case 5: A software company develops cutting-edge technology products aimed at increasing
workplace efficiency. It is privately owned and focuses on product sales and licensing deals.
→ for-profit
Case 6: A charity operates food banks in multiple cities, providing free meals to low-income
families and individuals. The organization relies on donations, government grants, and
volunteer support to fund and staff its operations. It does not charge for its services and
focuses entirely on feeding as many people as possible. → non-profit

Chapter 7: Managing Change and Disruptive Innovation

Identify all forces for organizational change in each case

Case 1: A national retail chain that has been operating brick-and-mortar stores for decades is
struggling to maintain profitability as more consumers shift to online shopping → economy.
Customers are demanding faster service and home delivery options, while competitors are
investing heavily in e-commerce platforms. In response, the company decides to implement a
new organizational strategy to increase its online presence and adopts new technology to
develop a user-friendly e-commerce platform. They also hire a team of IT specialists to
manage the transition. However, long-time employees express concerns about learning new
technology and the potential closure of physical stores. → external: consumer needs and
wants, technology + internal: new organizational strategy, employee attitudes, new
equipment, the economy
Case 2: An automobile manufacturer, known for its gasoline-powered cars, faces increasing
pressure to produce electric vehicles (EVs) as consumer preferences shift toward
environmentally friendly options. New government regulations also impose stricter emissions
standards, pushing the company to innovate or risk falling behind competitors. The company
invests in new equipment for EV production and develops a long-term strategy to position
itself as a leader in sustainable vehicles. However, internal tensions arise as some employees
worry about the implications of learning to work with new machinery and technologies. →
new governmental laws, new equipment, technology, consumer needs and wants, new
organization strategy, the economy
Case 3: A financial services firm is compelled to make significant changes due to new
government regulations aimed at increasing transparency and consumer protection in the
industry. These regulations require the firm to adopt new reporting technologies and modify
its data management practices. In response, the firm devises a new strategy that includes
training staff on the updated legal requirements and technological tools. At the same time,
employee morale is low, with many feeling overwhelmed by the constant regulatory changes
and the complexity of the new systems. → government laws, technology, new organization
strategy, employee attitudes, consumer needs and wants

Activity - Decide areas of change

Objective: Each group, acting as the management team of a global company, will decide on
one area of organizational change to implement.
Instructions:
• Each group selects one company case.
• Groups analyze the case and identify which area of change (Strategy, Structure, Technology,
or People) would best address the company's struggles.
• Each group presents their decision, explaining why they chose this area, the expected
consequences (risks, costs, benefits), and how the change will solve the company's problem.

Case 1: Nokia
Nokia, once a leader in mobile phones, failed to adapt to the smartphone era dominated by
Apple and Samsung. While its hardware was strong, its software strategy was outdated,
which caused it to lose significant market share. Nokia's management needs to decide how to
regain its position in the tech market. Should they innovate their strategy, restructure the
company, invest in new technologies, or focus on transforming the culture and mindset of
their people?
Core Problem: Inability to compete with smartphone technology and software innovation.
Task: Choose an area of change to address the competitive landscape.

Case 2: General Electric (GE)

GE, a diversified global conglomerate, has been facing declining stock prices and
performance. With operations spanning multiple industries (energy, healthcare, aviation, etc.),
its complexity has made it difficult to remain agile and respond to market changes. GE's
leadership needs to consider streamlining its operations, improving efficiency, and finding
ways to stay competitive.
Core Problem: Complex, inefficient organizational structure making it slow to respond to
industry changes.
Task: Should they change their strategy, simplify their structure, adopt new technologies, or
improve team dynamics?

Case 3: Blockbuster
Blockbuster was once the go-to video rental company. However, with the rise of digital
streaming platforms like Netflix, Blockbuster failed to embrace technological changes. It is
now struggling to stay relevant, with physical stores becoming obsolete as consumer
preferences move toward streaming.
Core Problem: Outdated technology and an inability to transition to digital services.
Task: Should they change their strategy to adapt to the digital world, invest in new
technology, redesign the company's structure, or change the culture of the workforce to
embrace digitalization?

Case 4: Uber
Uber's rapid rise to prominence in the global transportation industry has been overshadowed
by scandals involving employee dissatisfaction, harassment, and leadership misconduct. As a
result, Uber's public image and employee morale have been damaged, threatening its growth
and innovation capacity.
Core Problem: Toxic workplace culture, resulting in poor employee morale and negative
public perception.
Task: Should Uber focus on restructuring the leadership, invest in employee development
and improving workplace culture, adopt new tech to optimize operations, or modify their
overall strategy?

Case 5: Boeing
Boeing, one of the world's largest aircraft manufacturers, faced a massive safety crisis after
the crashes of two 737 Max planes.
Investigations revealed flaws in its production processes and oversight, leading to a loss of
trust from airlines and regulatory bodies. Boeing must now decide how to restore its
reputation and ensure such issues do not happen again.
Core Problem: Safety and quality control issues in production, leading to public mistrust and
financial losses.
Task: Should Boeing change its focus, redesign its structure for better oversight, adopt new
technology to ensure safety, or focus on rebuilding trust within its workforce?

Case 6: McDonald's
McDonald's, the global fast-food giant, is facing challenges as consumer preferences shift
toward healthier, more sustainable food options. While McDonald's has made some changes
to its menu, it is still viewed by many as an unhealthy, unsustainable option.
McDonald's needs to decide how to stay relevant in a market that is increasingly
health-conscious.
Core Problem: Consumer demand for healthier, sustainable options, affecting brand
perception.
Decision: Should McDonald's change its overall strategy, update its structure for faster
innovation, adopt new technology for sustainable food production, or focus on transforming
its workforce to drive health-conscious changes?
Answers:
 Chapter 8: Foundations of Planning

Determine which case represents "formal planning"

Case 1: A software company is facing declining sales. The CEO meets with the management
team to discuss the situation. They decide to focus on improving customer service.
Employees are informed verbally, and changes are made on the fly. → not formal planning
Case 2: A marketing firm sets a goal to increase its client base by 20% within the next year.
The management team holds multiple meetings, writes documents and reports outlining the
strategies to attract new clients, and assigns specific tasks to different departments. Progress
is tracked monthly, and adjustments are made if necessary. → formal planning

Identify whether this plan is: strategic or operational? long-term or short-term? specific
or directional?
Case 1: A global pharmaceutical company is facing new competition. To remain competitive,
the executive team sets a broad goal of improving market share by expanding research and
development efforts over the next five years. The company does not provide a clear roadmap
but emphasizes the importance of innovation and exploring new partnerships in the biotech
industry. → strategic + long-term + directional
Case 2: A retail store chain creates a detailed plan for reducing inventory costs by 10% over
the next six months. The plan outlines specific steps, including renegotiating supplier
contracts, improving inventory turnover, and using technology to track inventory more
effectively. Each department receives clear instructions and deadlines. → operational +
short-term + specific
Case 3: A new tech startup aims to achieve market leadership within its industry. The
founders set a flexible plan to guide the company's growth by pursuing product innovation
and establishing partnerships with venture capital firms. The goal is to accomplish this within
four years, but they are open to adjusting the strategy based on market conditions. →
strategic + directional + directional
Case 4: A manufacturing plant manager creates a clear, step-by-step plan to increase
efficiency by installing new machinery and retraining staff. The goal is to complete the
project in eight months, with precise deadlines and assigned tasks for each team. There is
little flexibility in the plan. → operational + short-term + specific

Which contingency factor affects planning in this case?

Case 1: The CEO of a global telecommunications company is setting the overall corporate
strategy for the next five years. The plan includes entering new international markets,
investing in emerging technologies, and building long-term partnerships with government
agencies. This strategic planning process requires coordination across all departments, with
high-level goals that will guide the entire organization. → level in the organization
Case 2: A regional sales manager is developing an operational plan to increase sales within
the next quarter. This plan includes setting sales targets, assigning territories to sales
representatives, and scheduling weekly team meetings to track progress. The plan is specific
to one department and is focused on short-term objectives. → level in the organization
Case 3: A renewable energy company is considering launching a new line of solar panels.
However, the uncertain political environment and fluctuating government regulations on
clean energy subsidies make it difficult to create a specific, long-term plan. Instead, the
company develops a flexible strategy that can adapt quickly to changes in government
policies and market conditions. → Degree of environmental uncertainty
Case 4: A real estate development firm is planning to build a luxury apartment complex. The
construction will take three years, and the company needs to make long-term commitments
with contractors, suppliers, and investors. The project requires a detailed, multi-year plan to
ensure that resources are secured for the duration of the project. → Length of future
commitments

Group Activity - Planning by Hierarchy of Organization

Each group select 1 case below:
1) Apple Inc.
2) Tesla Inc.
3) Starbucks Corporation
4) Google (Alphabet Inc.)
5) Nike Inc.
6) Amazon Inc.
Read the case direction and identify objectives at each level:
Overall Organizational Objectives: What are the high-level strategic goals of the entire
company?
Divisional Objectives: What are the objectives of a major division or business unit within the
organization?
Departmental Objectives: What are the specific goals of a department within the chosen
division?
Individual Objectives: What would be the specific, measurable objectives for an individual
employee in the department?
Case 1: Apple continues to innovate in consumer technology with a strong focus on
expanding its ecosystem of devices and services (e.g., iPhone, iPad, Mac, Apple Watch, and
Apple Services). The company is also investing heavily in sustainability and renewable
energy initiatives.
Case 2: Tesla is focusing on expanding its electric vehicle (EV) lineup, increasing production
capacity for batteries, and continuing advancements in autonomous driving technology. The
company also aims to make its energy solutions (solar panels, battery storage) more
accessible to consumers.
Case 3: Starbucks aims to expand its presence globally by opening more stores in emerging
markets while emphasizing sustainability and ethical sourcing. The company is also
enhancing its digital experience and loyalty program to drive customer engagement.
Case 4: Google continues to invest in its core advertising business while expanding into new
areas such as artificial intelligence (Al), cloud computing, and autonomous vehicles. The
company is also focused on improving data privacy and security.
Case 5: Nike focuses on expanding its digital commerce and increasing its
direct-to-consumer sales. The company also continues to emphasize sustainability by
developing more eco-friendly materials and manufacturing processes.
Case 6: Amazon is focusing on expanding its global logistics and delivery capabilities,
continuing to dominate e-commerce, and increasing its investments in cloud computing
(AWS) and Al-driven services.

Chapter 9: Managing Strategy

Group work case - Each group will select 1 case study below:
Case 1: Toyota Motor Corporation.
Case 2: Airbnb Inc.
Case 3: Coca-Cola Company.
Case 4: Nike Inc.
Case 5: Microsoft Corporation.
Case 6: Tesla Inc.
Step 1: Identifying the Organization's Current Mission, Goals, and Strategies
Example for Netflix Inc.
• Mission: To provide personalized content across a global platform.
• Goals: Increase international subscribers and expand original content production.
• Strategies: Focus on original content creation and personalization algorithms.
=> Identifying the Organization's Current Mission, Goals, and Strategies in your case?
Step 2: Doing an External Analysis
• Opportunities: Identify at least two positive trends in the external environment that present
growth or expansion opportunities (e.g., market trends, technological advances, economic
conditions).
• Threats: Identify at least two negative trends or threats in the external environment that
could hinder the company's success (e.g., competitive pressures, regulatory changes,
economic downturns).
Example for Netflix Inc.
Opportunities:
• Growing demand for streaming services in international markets.
• Advancements in Al and data analytics to personalize user experience.
Threats:
• Increasing competition from Disney+, Amazon Prime, and HBO Max.
• Rising production costs for high-quality content.
=> Identifying the Organization's Current Mission, Goals, and Strategies in your case?
Step 3: Doing an Internal Analysis
• Resources: List the key resources that the company uses to create value (e.g., financial,
technological, human resources).
• Capabilities: Identify key capabilities that enable the company to operate effectively (e.g.,
research and development, manufacturing excellence, customer service).
• Core Competencies: What are the company's core competencies? What makes it stand out
from competitors? (e.g., brand strength, innovation, operational efficiency)
SWOT Analysis
• Strengths: List the company's strengths (e.g., strong brand, technological expertise, market
position).
• Weaknesses: Identify weaknesses or limitations (e.g., dependence on specific markets, high
operational costs).
• Opportunities: List the external opportunities identified in Step 2.
• Threats: List the external threats identified in Step 2.
Step 4: Formulating Strategies
• Corporate Strategy: What is the overall strategy for the company? (e.g., growth, stability, or
renewal)
• Competitive Strategy: How does the company compete in its market? (e.g., cost leadership,
differentiation, focus)
• Functional Strategy: What functional-level strategies support the corporate and competitive
strategies? (e.g., marketing, operations, finance, R&D)
Example for Netflix Inc:
• Corporate Strategy: Growth through international expansion and content creation.
• Competitive Strategy: Differentiation through high-quality original content and superior
user experience.
• Functional Strategy: Invest in Al and data analytics to enhance content personalization,
expand R&D in content production.

Activity - Types of Corporate Strategy

Case 1: Tesla, an electric vehicle (EV) manufacturer, decides to pursue backward vertical
integration by producing its own batteries rather than relying on external suppliers. The
company builds a Gigafactory to manufacture battery cells in-house, giving Tesla control
over the production process, cost, and supply chain. By producing its own batteries, Tesla can
reduce production costs, secure a steady supply of critical components, and improve the
efficiency and performance of its electric vehicles. → vertical
Case 2: The Walt Disney Company, already a giant in the media and entertainment industry,
decides to grow through horizontal integration by acquiring 21st Century Fox. By combining
with a major competitor, Disney expands its portfolio of entertainment assets, gaining control
of popular franchises such as X-Men, Avatar, and The Simpsons. This acquisition also
strengthens Disney's position in the streaming market, as it gains access to Fox's vast library
of content for Disney+.
Case 3: Starbucks, a global leader in the coffeehouse industry, decides to focus on growing
its core coffee and beverage business by increasing the number of products it offers and
expanding into new markets. The company introduces a wider range of seasonal beverages,
healthy food options, and plant-based alternatives. Additionally, Starbucks increases its
presence in international markets, particularly in Southeast Asia, by opening new stores and
offering locally inspired flavors and products tailored to regional tastes.
Case 4: Amazon, primarily known for its e-commerce and cloud computing businesses,
diversifies through related diversification by acquiring Whole Foods, a high-end grocery
retailer. The acquisition allows Amazon to enter the grocery retail business while leveraging
its logistics expertise, online platform, and distribution capabilities. The two businesses are
related through their focus on customer service and convenience, allowing Amazon to
enhance its physical store presence and expand its product offerings in a related industry.
 Chapter 10: Entrepreneurial Ventures

Activity 1. Read each case & match it with one of the four stages of the entrepreneurial
process
Case 1: A public health researcher in a developing country observes the lack of access to
affordable healthcare, particularly for chronic diseases like diabetes. They notice the rapid
growth of mobile health (mHealth) apps globally but see a gap in affordable, localized
solutions in their region. They begin analyzing regulatory frameworks, socio-economic
challenges, and mobile infrastructure to determine how this technology could be adapted to
local needs. → Identify opportunities and possible competitive advantages
Case 2: A fashion designer identifies a rising trend in consumer demand for sustainable and
ethically produced fashion, with growing concerns about the environmental impact of fast
fashion. After studying the market, they discover an opportunity to produce a new line of
eco-friendly apparel using waste materials. They focus on building a value proposition
around sustainability, transparency in production, and targeting environmentally conscious
consumers. → Identify opportunities and possible competitive advantages
Case 3: A tech-savvy entrepreneur identifies a significant portion of the population in rural
areas without access to traditional banking services. They decide to start a FinTech venture
offering micro-lending and low-cost digital wallets to rural customers. After developing the
core platform, the entrepreneur raises funds from angel investors and launches a pilot
program in one region, hiring a small team for operations. → Start the venture
Case 4: A successful food delivery startup that gained traction during the pandemic is now
facing challenges scaling operations as demand increases rapidly. The founder struggles with
managing relationships with restaurants, optimizing delivery routes, and maintaining high
service quality. Additionally, they need to implement new technology systems and raise more
capital to sustain the business's rapid growth. → Manage the venture
Case 5: A team of environmental scientists and engineers notice the growing trend in urban
agriculture due to climate change and food security concerns. They see an opportunity to
develop a smart farming system using loT technology that allows small-scale urban farmers
to monitor crops remotely. They conduct extensive market research to identify demand and
potential adoption barriers, focusing on partnerships with urban municipalities and
environmental groups. → Explore the entrepreneurial context
Case 6: A medium-sized tech company acquires a smaller competitor to enhance its portfolio
of Al-based software solutions. The founder of the acquiring company must now manage the
post-merger integration process, dealing with merging teams, consolidating technology
platforms, and aligning corporate cultures. They also face the challenge of maintaining the
original customer base of the acquired company while integrating it into their operations. →
Manage the venture

Activity 2. Match it each case with the work of entrepreneur

Case 1: An entrepreneur developed a home energy management system that uses artificial
intelligence to optimize electricity usage based on real-time data. This product was unique in
the market, allowing homeowners to save significantly on energy bills while reducing their
carbon footprint. By leveraging cutting-edge technology, they created something entirely new
and different from traditional energy solutions. → Create something new and different
Case 2: A workspace rental company saw the rise of remote work during the pandemic and
quickly adapted by offering flexible, short-term rentals and converting some of its office
spaces into co-working environments with built-in video conferencing technology. The
entrepreneur recognized the change in work habits and responded by adjusting their business
model to meet the new demand for flexible working spaces. → Search for, respond to, and
exploit change (research để tìm cơ hội phát triển)
Case 3: Before launching a new line of eco-friendly packaging, an entrepreneur conducted
thorough market research, analyzing industry trends, customer demand, and competitor
offerings. They tested prototypes with potential customers and evaluated the scalability of
biodegradable materials. The research confirmed a growing demand for sustainable
packaging, leading the entrepreneur to confidently proceed with the venture. → Research
feasibility - kiểm tra tính năng (đã có cơ hội rồi)
Case 4: An entrepreneur launched an online marketplace that connected local artisans with a
global audience, promoting handmade crafts and sustainable practices. After successfully
launching the venture, the entrepreneur managed operations by building partnerships with
shipping companies, optimizing the website's user experience, and hiring a small team to
manage customer service and logistics. They continuously scaled the platform to handle
increasing orders as demand grew. → Launch and manage new ventures

Activity 3. Match it each case with the idea sources

Case 1: An entrepreneur realized that most hearing aids are bulky, expensive, and
uncomfortable for long-term use. After speaking with users, they identified the need for a
more discreet and affordable alternative. This insight led to the creation of a slim,
rechargeable hearing aid that is Bluetooth-enabled, allowing for easier control via a
smartphone app and eliminating the need for constant battery replacement. → Limitations of
what is currently available
Case 2: A psychology graduate saw that traditional therapy is often expensive and
inaccessible for many individuals. They took a new approach by creating an online platform
that offers on-demand text-based therapy, allowing users to communicate with licensed
therapists via chat at any time, providing flexibility and affordability. This platform also
incorporated Al to help therapists track patient progress more efficiently. → New and
different approaches + Advances and breakthroughs
Case 3: An engineer discovered that while renewable energy sources like solar and wind are
abundant, their inconsistency (due to weather) limits their reliability. After years of research,
they developed a breakthrough energy storage system using innovative battery technology
that stores excess energy generated during peak production and releases it during
low-production periods, ensuring a stable supply of renewable power. → Advances and
breakthroughs
Case 4: A nutritionist who specialized in animal diets noticed that while there are many
generic pet food options, there is a lack of high-quality, breed-specific formulas tailored to
the unique nutritional needs of different dog breeds. This insight led them to launch a
premium pet food company that offers customized, breed-specific diets, filling a previously
unaddressed niche in the pet food industry. → Unfilled niches

Activity 4. Match it each case with the idea sources

Case 1: A family owns and operates a small manufacturing company, with the shares of the
company held only by close family members. They do not trade the stock publicly, and all
key decisions are made within the family. The family members serve as both shareholders
and managers of the business. → Closely held corporation
Case 2: A group of attorneys forms a law firm, with one partner acting as the managing
partner responsible for overseeing the daily operations, while others invest capital but are
only minimally involved in management. The limited partners are protected from personal
liability beyond their investment, while the general partner assumes more responsibility for
the firm's operations and debts. → Limited liability company (LLC)
Case 3: Two college friends start an event planning company together, combining their
expertise in design and marketing. Both partners share equally in the profits, management
decisions, and risks. However, if the business faces financial difficulties or legal claims, both
partners are personally responsible for any debts or liabilities. → General partnership
Case 4: A group of entrepreneurs establishes a tech company to develop innovative software
solutions. They choose to incorporate the business, creating a legal entity that is separate
from its owners. The founders, as shareholders, are not personally liable for the company's
debts or legal issues, and they hire a board of directors to help manage the company's
operations. → S corporation
Case 5: A group of attorneys forms a law firm, with one partner acting as the managing
partner responsible for overseeing the daily operations, while others invest capital but are
only minimally involved in management. The limited partners are protected from personal
liability beyond their investment, while the general partner assumes more responsibility for
the firm's operations and debts. → Limited liability partnership (LLP)
Case 6: A group of five individuals starts a marketing agency and elects to organize the
business as an S corporation. They meet the IRS's requirements for an S corp, allowing them
to be taxed as a partnership, while benefiting from the liability protections of a corporation.
Profits and losses are passed through to the shareholders, avoiding double taxation. → S
corporation

Activity 5. Decide the most appropriate exist

Case 1: A HealthTech startup has developed a popular telemedicine platform that has
attracted significant attention from both users and investors. However, in recent months,
larger competitors have started entering the market with superior resources and wider reach.
The startup is still growing but lacks the scale to compete with these major players. A large
healthcare company has expressed interest in acquiring the startup, offering the founders a
substantial buyout while allowing the platform to expand under a bigger brand. → Merger or
acquisition
Case 2: An e-commerce company has grown exponentially over the past few years, with
strong financials and a loyal customer base. The company is well-positioned for further
expansion into international markets and new product categories. Investors are confident in
the company's growth prospects, and there is growing interest from institutional investors.
The founders believe the business could scale significantly if they raise more capital and go
public. → Initiate an IPO
Case 3: A family-owned manufacturing business has been operating for decades, but the
market for their products has been in steady decline due to changing consumer preferences
and technological advancements. The business generates a modest, consistent profit, but
growth prospects are limited. The owners are nearing retirement age and would prefer to
focus on maintaining the company's steady cash flow rather than investing in innovation or
expansion. → Treat it as a cash cow
Case 4: A fashion startup launched two years ago with high hopes of disrupting the industry
with sustainable clothing. However, after a series of missteps in marketing, supply chain
issues, and difficulties in scaling, the company is struggling financially. Sales have been
consistently lower than expected, and the founders have depleted their personal savings.
The company does not have a clear path to profitability, and the founders decide it's time to
cut their losses. → Liquidation (thanh khoản)
 Chapter 11: Designing Organizational Structure

Read and identify whether each case illustrates cross-functional teams or customer
departmentalization
Case 1: BrightTech Innovations, a technology company developing eco-friendly consumer
electronics, recently launched a new project to design a solar-powered portable charger. The
project team is composed of specialists from engineering, product design, marketing, and
sustainability. Each member brings unique expertise to the table, meeting regularly to address
design challenges, refine product specifications, and coordinate a go-to-market strategy.
Through close collaboration, the team aims to align technical specifications with market
demand and environmental goals. → Cross-functional teams

Case 2: Family Care Health Services is a healthcare provider that has organized its
operations to focus on different patient groups. It has specific departments catering to
families, senior citizens, and corporate clients. Each department tailors its services and
communication to the unique needs of its assigned customer segment, ensuring that each
patient group receives specialized attention. The staff in each department is trained to handle
the particular concerns of their respective client base, from preventative care for families to
chronic disease management for seniors. → Customer departmentalization

Case Study 3: EcoHome Renovations is a construction company that recently took on a

sustainable housing project. To manage the project's diverse requirements, the company
assembled a team including architects, sustainability experts, project managers, and financial
analysts. This team works together to plan and implement eco-friendly design features,
budgeting, and material sourcing, with regular discussions to ensure alignment on project
goals. Each team member's unique expertise contributes to a comprehensive approach to the
project's development. → Cross-functional teams

Cross-functional teams tập trung sp, quá trình

Customer departmentalization tập trung vô KH, xử lý conser từ phía KH

Line authority rõ ràng luôn ai làm công việc gì, làm việc trực tiếp
Staff authority hỗ trợ,cho lời khuyên, giảm gánh nặng thông tin

Each professional roles below are either Line Authority or Staff Authority?
• Production Manager → L
• Human Resources Manager → S
• Sales Manager → L
• Financial Analyst → S
• Marketing Manager → L (Mkt sp, có thể là staff)
• Legal Advisor → S
• Operations Supervisor → L (Tương tự Pruduction)
• IT Support Specialist → S
• Customer Service Manager → L
• Training Specialist → S (tương tự IT)

Thông thường cấu trúc của 1 công ty là Centralization. Khi nhân viên có vấn đề, báo cáo lên
line manager, rồi lên cao hơn. Ap dụng ở công ty đã phát triển rồi. Người đứng đầu có thể
nắm rõ hết các vấn đề ở công ty
Decentralization ngược lại Centralization. Các bộ phận tách biệt nhau. Vd: tesla, spotify

Read and identify whether each case illustrates centralization or decentralization

Case 1: GlobalText Publishing is a large publishing house where all major decisions,
including new book acquisitions, pricing, and marketing strategies, are made by the executive
team at the headquarters. Regional offices and lower-level managers follow these decisions
without much input. The top-level executives believe this approach maintains brand
consistency and control over company operations. → Centralization
Case 2: LocalBite is a fast-growing chain of restaurants with locations nationwide. Each
restaurant manager is given the freedom to create menu specials based on local tastes,
manage inventory, and make decisions on promotions to attract customers in their area. The
corporate office provides general guidelines but encourages managers to tailor their
operations to local preferences. → Centralization
Case 3: InnovateX is a technology firm where all product development, budgeting, and
strategic decisions are managed by the senior leadership team at the company's headquarters.
Regional offices have limited decision-making power, and most major initiatives must be
approved by upper management. The company's leadership believes that this ensures
alignment with the company's long-term vision. → Centralization
Case 4: EcoGrocer is a supermarket chain that empowers store managers to make decisions
on pricing adjustments, product selection, and community events based on local customer
demands. While corporate headquarters provides overall policies and branding guidelines,
each store is encouraged to operate in a way that best serves its specific customer base. This
flexibility is intended to improve responsiveness to local needs. → Decentralization

Read and identify whether each case illustrates Mechanistic or Organic Structures
Case 1: TechCore Solutions is a technology company where roles and responsibilities are
clearly defined, and each employee has a specific set of tasks. Communication flows in a
top-down manner, with strict adherence to procedures and reporting structures. Departments
operate independently, and any major changes or decisions must be approved by upper
management, following a detailed approval process. Employees are expected to adhere
closely to established protocols. → Mechanistic
Case 2: GreenGrowth Innovations, a small environmental consulting firm, encourages open
collaboration and allows employees to shift between roles depending on project needs.
Communication flows freely across all levels, with employees often working in teams that cut
across departments. Decision-making is often shared among team members, and the company
adapts its processes regularly based on current projects and client demands. → Mechanistic
Case 3: AutoPro Manufacturing has a highly structured setup with clearly defined job roles
and responsibilities. Employees follow specific procedures, and there is a strong emphasis on
efficiency and compliance. Communication is mostly formal, following a chain of command,
and changes in processes or roles require approvals from senior management. Employees
have limited flexibility in their roles, with a focus on stability and consistency in operations.
→ Organic Structures

Read and identify whether each case illustrates unit, mass or process production
Case 1: EliteCustom Woodworks is a small business specializing in handcrafted,
custom-made furniture pieces such as dining tables, bookshelves, and cabinets. Each item is
produced based on individual customer orders, with unique specifications for dimensions,
materials, and finishes. Production is done in small batches or as single units, with artisans
dedicating time to each custom piece. The company's focus is on quality and customization
rather than volume. → Unit
Case 2: AutoParts Manufacturing Inc. is an automotive parts supplier that produces
standardized car parts, such as brake pads, oil filters, and spark plugs, in large quantities.
These parts are produced in batches to meet high demand from automotive manufacturers.
Production is highly automated, and employees work on assembly lines, where each worker
performs repetitive tasks to produce large batches of identical items efficiently. → Mass
Case 3: AquaPure Bottling Company produces purified bottled water for national
distribution. Production is a continuous process, where water is filtered, purified, bottled, and
packaged without interruption. The plant operates 24/7, with equipment running continuously
to keep up with demand. The entire production process is closely monitored and automated to
ensure consistent quality across all batches of bottled water. → process production

Read and identify whether each case illustrates either simple, functional or divisional
structure
Case 1: Startup Solutions is a small tech startup with a team of 10 people. The CEO
personally manages all aspects of the business, from strategy and sales to product
development. The team operates with minimal hierarchy, and each employee reports directly
to the CEO. Employees have broad roles, covering multiple tasks, and there is litte
formalization of policies or procedures. Most decisions are made centrally by the CEO. →
simple
Case 2: GreenFields Agritech is a mid-sized company focused on sustainable agriculture
technology. The company is organized by functional departments, including R&D,
Marketing, Finance, Sales, and Human Resources. Each department is managed by a
specialist with expertise in that area, and employees are grouped according to their skills and
responsibilities within these departments. Department heads report to the CEO, who oversees
the integration of departmental activities. → functional
Case 3: GlobalGoods Corporation is a large multinational company with distinct product
lines, including electronics, home appliances, and medical devices. Each product line
operates as its own division with a divisional head responsible for all aspects of that line's
performance, including production, marketing, and sales. The divisions function
independently, with their own budgets and strategies, but all divisional heads report to
corporate headquarters, which provides overall direction. → divisional
Read and identify whether each case illustrates either matrix or project structure
Case 1: InnoTech Corporation is a technology company that develops software for various
industries. For each project, InnoTech assembles teams with specialists from functional
departments like engineering, marketing, and finance. These specialists work under both their
department manager and the project manager, who oversees the specific project goals.
Employees often have dual reporting lines and switch between projects while still retaining
their departmental roles. For example, a software engineer might report to the engineering
department head but also work under a project manager for a specific product development
project. → matrix
Case 2: DesignX Studio is a creative agency where all employees are permanently assigned
to projects. Once one project is complete, they immediately transition to a new one. The
organization doesn't have traditional departments; instead, it's structured entirely around
project teams, with each team composed of designers, strategists, and project managers
dedicated to client projects from start to finish. Employees do not report to a functional
department head but instead report only to their current project manager. → project
 Chapter 12: Managing Human Resources

Decide whether each case represents Work Councils or Board Representatives?

Case A: FabTech Manufacturing, a mid-sized European company, recently proposed a
restructuring plan affecting several departments. The company has a formalized committee of
employees, selected by their peers, who meet regularly with management to review and
discuss major organizational changes. This committee evaluates how proposed decisions may
impact working conditions, job roles, and employee career prospects, providing feedback to
management to minimize adverse effects on the workforce. → Work councils
Case B: GreenWorld Energy, a renewable energy company, has allocated two seats on its
board of directors specifically for elected employees. When GreenWorld considered
expanding internationally, these employee board members voiced concerns regarding job
security and the company's sustainability commitments. Their insights helped guide the
board's decisions, ensuring that the workforce's perspectives were factored into strategic
planning. → Board representatives

Identify which concept each case exemplifies: Job Analysis, Job Description, or Job
Specifications.
Case A: Tech Innovations Ltd., a technology consulting firm, is expanding its team and
needs to better understand the responsibilities of a "Data Analyst" role. The HR department
conducts a thorough process to assess this position, interviewing current data analysts and
observing their daily tasks. They define the essential duties, key behaviors, and performance
standards for a data analyst, identifying what is required to succeed in the role. → Job
analysis
Case B: At GreenThumb Landscapes, a mid-sized landscaping company, the HR team has
developed a document for the "Project Manager" position. This document details the
responsibilities of the project manager, including planning landscape designs, managing
client relationships, overseeing project timelines, and coordinating with on-site teams.
provides a complete outline of the tasks and responsibilities involved in the job. → Job
description
Case C: Healt Net Solutions, a healthcare services provider, is hiring for the position of
"Medical Assistant." The HR department creates a document listing the minimum
qualifications necessary to apply for this role. This includes required skills, education,
certifications, and physical capabilities needed to perform the job effectively. Candidates are
assessed based on whether, they meet these essential qualifications. → Job specification

Identify which concept each case exemplifies: Skill-Based Pay or Variable Pay
Case A: Buildlt Construction, a regional construction company, has recently introduced a
compensation model that encourages employees to learn new skills. For instance, laborers
who complete training and demonstrate proficiency in operating heavy machinery, carpentry,
or advanced masonry receive increases in their base pay. This system allows employees to
boost their earnings by developing skills across different trades, providing opportunities for
both personal and professional growth. → Skill-based pay
Case B: At Stellar Sales Corp, a nationwide retail company, sales representatives receive part
of their compensation based on their sales performance. Each month, representatives who
meet or exceed sales targets receive a bonus in addition to their base salary. The size of the
bonus varies depending on individual performance, with higher earners being those who
consistently achieve the top sales figures. → Variable pay

Group activities:
Designing Recruitment and Pre-Training Processes
• You are part of an HR team assigned to recruit and onboard new employees for key
positions across various companies.
• Each team will be responsible for developing the recruitment and pre-training process for
one of the following positions.
• Start by researching each company's industry and typical role requirements, then outline a
tailored recruitment process (e.g., job posting channels, interview stages, assessment
techniques) and a pre-training plan for each position.
Designing Recruitment and Pre-Training Processes
1. Digital Marketing Specialist at VinGroup
As one of Vietnam's largest conglomerates, VinGroup is seeking a Digital Marketing
Specialist to drive online engagement for its retail and real estate brands. Your team must
create a recruitment process that evaluates candidates' digital marketing skills, creativity, and
analytics knowledge. Develop a pre-training plan that introduces the new hire to Vin Group's
brand guidelines, customer insights, and specific tools used for digital campaigns.
2. Financial Analyst at Vietcombank
Vietcombank, a leading bank in Vietnam, needs a Financial Analyst to provide data-driven
insights for strategic decisions. Your recruitment plan should include assessments of financial
modeling skills, regulatory knowledge, and attention to detail. For pre-training, design
modules covering Vietcombank's reporting standards, compliance protocols, and financial
product offerings to prepare the analyst for immediate contribution.
3. Brand Manager at Masan Group
Masan Group, a major player in the consumer goods industry, is hiring a Brand Manager to
oversee and expand its popular product lines. Craft a recruitment process that focuses on
identifying candidates with experience in brand management, market research, and campaign
planning. For pre-training, include content on Masan's brand history, competitive landscape,
and marketing strategy essentials to align the new hire with the brand's goals.
4. Finance Manager at FPT Corporation
FPT Corporation, a leader in IT services, is looking for a Finance Manager to manage
budgets and guide financial planning for its projects. Develop a recruitment process that
assesses skills in financial forecasting, budgeting, and strategic financial management. Create
a pre-training module to cover FPT's budgeting process, financial reporting tools, and the
company's financial strategy.
5. Business Development Manager at TH True Milk
TH True Milk, a top dairy producer in Vietnam, is searching for a Business Development
Manager to identify and develop new market opportunities. The recruitment process should
focus on candidates' abilities in strategic thinking, market analysis, and negotiation.
Pre-training should include modules on TH True Milk's market position, competitive
analysis, and business development objectives.
6. Marketing Research Analyst at Vinasoy
Vinasoy, known for its soy milk products, needs a Marketing Research Analyst to provide
data-driven insights for product and market strategies. Design a recruitment plan that tests
analytical skills, familiarity with market research methods, and consumer behavior
understanding. For pre-training, cover Vinasoy's market segmentation, data analysis tools,
and recent consumer trends to ensure a well-prepared start.
Step 1: Define the Recruitment Process
Job Posting Strategy: Where would you post this position to reach the most qualified
candidates? Consider specific job boards, industry platforms, or professional networks.
Selection Criteria: What specific skills, experiences, and qualifications are you looking for in
candidates?
Interview Stages and Structure: How many stages will your interview process have, and
what will each stage focus on? What kinds of questions or tests will help assess the
candidate's suitability for this role?
Skills Assessments or Tests: If applicable, what specific assessments or tests (e.g., practical
tests, case studies) would you include to evaluate the candidate's skills?
 Chapter 13: Managing Groups and Teams

Read and identify the formal work group in each case

Case 1: In a retail corporation, a structure dictates that all store managers report directly to
regional managers. Each store's team consists of a store manager and department supervisors
who coordinate operations to ensure consistent policy implementation across all locations.
→ Command groups
Case 2: In a software development company, a temporary team is assembled to manage the
launch of a new application feature. The team includes engineers, designers, and marketers
who work together to complete the project, and once the launch is successful, the team
disbands, and members return to their original roles. → Task groups
Case 3: In a manufacturing firm, a team is formed to develop a more sustainable product line.
This team brings together representatives from various departments, including R&D,
marketing, procurement, and operations. Each team member contributes expertise from their
functional area, collaborating to create a product that meets both technical and market needs.
→ Cross-functional teams
Case 4: A customer service company organizes its remote support teams with a high degree
of autonomy. Each team is responsible for managing its schedule, setting productivity goals,
and even hiring new members. In addition to their traditional tasks, team members take on
responsibilities such as evaluating performance metrics and planning operations, making
them independent in their daily activities. → Self-managed teams

Read and identify the stages of group development

Case 1: A marketing company has assembled a new team to launch a product for an
important client. Team members meet for the first time and begin by introducing themselves
and sharing their backgrounds. They discuss the project's overall objectives, establish roles
within the team, and identify a team leader to facilitate coordination. As they proceed, they
focus on understanding the project requirements and defining their approach. → Forming
Case 2: After several meetings, members of the newly formed product launch team begin to
voice different ideas on the marketing strategy. Tensions rise as team members advocate for
their own perspectives, and disagreements over the project approach led to conflict. Some
members express frustration, and communication becomes strained, with differing opinions
on the best course of action for the client's campaign. → Storming
Case 3: After working through initial conflicts, the product launch team begins to establish
stronger bonds. Members understand each other's strengths and start collaborating more
effectively, often consulting one another for advice. They develop team norms around
communication, decision-making, and feedback, which brings a sense of unity. As the team
solidifies these practices, their collaboration improves, and morale increases. → Norming
Case 4: With established norms and roles, the product launch team is now working
seamlessly toward their objectives. Team members are highly productive, focusing on
executing the marketing strategy and meeting the client's needs. The team operates smoothly,
with minimal supervision needed, as members confidently tackle their responsibilities and
coordinate effectively. → Performing
Case 5: Having successfully completed the client's product launch, the team prepares to
disband. Members focus on documenting their work, finalizing any outstanding tasks, and
reflecting on the project's success. They hold a wrap-up meeting to celebrate their
achievements and discuss lessons learned. Some members express gratitude for the
experience, while others look forward to new projects or roles. → Adjourning

Read and identify the external conditions

Case 1: A technology startup aims to rapidly expand into new markets. To support this goal,
the company emphasizes a strategy focused on innovation and market agility. Employees are
encouraged to prioritize creative problem-solving, and projects are chosen based on their
potential to disrupt existing market trends. This strategic emphasis shapes team behaviors,
with members constantly seeking innovative approaches and striving for rapid product
iterations to maintain a competitive edge. → Organization's strategy
Case 2: At a large manufacturing company, clear relationships define the organizational
hierarchy. Each department has specific leaders responsible for overseeing team members'
tasks and maintaining productivity. Team members follow a well-defined chain of command,
knowing precisely whom to report to and where to seek guidance. This structured hierarchy
ensures that decisions flow efficiently from top to bottom; creating an environment where
team roles and expectations are explicit → Authority relationships
Case 3: A financial services firm operates under strict formal rules and regulations to comply
with industry standards and maintain customer trust. Employees adhere to a detailed code of
conduct, with policies governing data privacy, ethical behavior, and client interactions. Teams
working on client projects follow these regulations closely to ensure compliance, and
adherence to these formalities shapes team processes and decision-making within the
organization. → Formal rules and regulations
Case 4: A healthcare organization ensures that all departments have access to essential
resources for day-to-day operations, including high-quality equipment and updated software.
Each team is provided with specific budget allocations and resources necessary for their
tasks. This access to resources enables teams to operate effectively, empowering them to
focus on delivering high standards of patient care without being constrained by resource
limitations. → Availability of resources
Case 5: A consulting firm places high importance on employee selection criteria, hiring only
those candidates who demonstrate exceptional analytical skills and strong adaptability to
client needs. During the hiring process, team leads participate to assess cultural fit, ensuring
new employees will integrate smoothly with existing team dynamics. This focus on selective
hiring standards influences team composition, creating groups of individuals who can
collaborate effectively and meet the firm's high-performance expectations. → Employee
selection criteria

Read and identify the form of conflict

Case 1: In a financial institution with a top-down management style, leaders maintain a strict
“no-conflict” policy, believing that any form of disagreement disrupts productivity. Team
members are encouraged to suppress any disagreements and prioritize harmony at all times.
When minor issues arise, employees are instructed to follow existing procedures without
question, leading to a highly controlled environment. Over time, team members become
reluctant to voice new ideas or raise concerns, fearing that any conflict will be perceived
negatively and harm their reputation within the organization. → Traditional view of conflict
Case 2: In a creative advertising agency, managers encourage open discussion and view
occasional conflicts as a normal part of the collaborative process. Leaders believe that
differing opinions bring valuable perspectives to projects and push the team to think
innovatively. When team members disagree over campaign ideas, they are encouraged to
express their opinions and debate constructively. This approach fosters an environment where
team members feel comfortable sharing diverse perspectives, leading to more robust
brainstorming sessions and higher-quality creative outputs. → Human relations view of
conflict

Read and identify the types of conflict

Case 1: A marketing team is working on a campaign for a new product launch, but members
disagree on the direction of the campaign. Some team members believe the focus should be
on highlighting the product's unique features, while others think the campaign should
emphasize affordability to attract a broader audience. The team struggles to agree on the
campaign's primary message, and this lack of alignment delays the project's progress. → Task
conflict
Case 2: In a product development team, tension has arisen between two team members who
have clashing personalities. One member prefers a highly structured approach and follows
strict deadlines, while the other is more flexible and tends to work at a different pace. This
difference in working styles has led to misunderstandings and frustration, causing friction
that affects team morale and collaboration. → Relationship conflict
Case 3: An operations team is tasked with streamlining the workflow to improve efficiency.
However, disagreements arise over how tasks should be assigned and sequenced. Some team
members advocate for a centralized approach where one person coordinates all activities,
while others prefer a decentralized approach that allows individual members to manage their
tasks independently. The team's inability to agree on the workflow leads to confusion and
delays in project completion. → Process coònlict

Group Activity - Group Work Policies

Each group is assigned one of the business scenarios. Based on the assigned situation, each
group should develop a set of "group work policies" that address the specific needs and goals
of their assigned business function. The policies should take into account the criteria of
Creating Effective Work Teams.
• Finance Team in Budget Planning
• Human Resources Team
• Marketing Campaign Team
• Sales Team
• Operations Team
• Customer Service Team

1. Finance Team in Budget Planning

The finance department in a manufacturing company is tasked with preparing the annual
budget. This requires collaboration among financial analysts, accountants, and managers to
allocate resources effectively across departments, such as production, marketing, and R&D.
The team needs to ensure accuracy in financial forecasts, assess departmental funding
requests, and align the budget with the company's strategic goals. Their policies should
address goal alignment, data accuracy, and timely communication among team members.

2. Marketing Campaign Team for Product Launch

A marketing team in a consumer goods company is responsible for launching a new product
line targeting young adults. The team consists of social media managers, content creators,
graphic designers, and market researchers. They need to create a cohesive marketing
campaign across various digital platforms, develop promotional materials, and track
engagement metrics. The team must establish policies for creative brainstorming, content
approval processes, and coordination with external partners for advertising.

3. Sales Team with New Client Acquisition Goals

A sales team in a software company is focused on acquiring new clients for a recently
launched SaaS (Software as a Service) product. Team members include sales representatives,
customer success specialists, and account managers who work together to reach specific
quarterly targets. They need to identify potential leads, nurture client relationships, and close
deals. The team's policies should support clear communication on lead status, collaboration
on sales strategies, and a commitment to client satisfaction.

4. Human Resources Team for Employee Onboarding Program

The HR department at a mid-sized company is developing a new onboarding program to
improve the experience for new hires. The team includes HR specialists, training
coordinators, and department liaisons. They are responsible for creating orientation materials,
scheduling training sessions, and ensuring new employees feel integrated into the company
culture. Policies should focus on setting a welcoming tone, effective scheduling, and
consistent communication with new hires and relevant departments.

5. Operations Team for Supply Chain Optimization

The operations team in a retail company is tasked with optimizing the supply chain to reduce
costs and improve delivery times. The team includes supply chain analysts, inventory
managers, and logistics coordinators who work together to streamline procurement, manage
inventory levels, and coordinate with shipping partners. Their policies need to support data
sharing, coordinated planning, and problem-solving to handle delays or stock shortages.

6. Customer Service Team for Enhanced Client Support

A customer service team in an e-commerce company is focused on improving client support
for a high-demand product category. The team includes call center representatives, technical
support staff, and a client relations manager. Their responsibilities involve handling customer
inquiries, troubleshooting issues, and ensuring customer satisfaction. Policies should promote
good communication, consistent follow-up with customers, and collaboration among team
members to resolve issues efficiently.
 Chapter 14: Managing Communication

Read and identify barriers in communication

Case 1: During a product design meeting, engineers frequently use technical terms and
industry-specific acronyms while discussing product features. The marketing team,
unfamiliar with the jargon, finds it challenging to follow the conversation, resulting in
miscommunication about the product's product's specifications and delayed marketing plans.
→ Jargon
Case 2: In a team meeting, several junior members remain silent when asked for input on a
new project, fearing that their ideas might be dismissed. Their silence results in missed
opportunities for fresh perspectives, and the project proceeds with a lack of diverse input.
→ Silence
Case 3: A sales representative selectively reports only positive feedback to the management
team about a new product, downplaying the negative responses from customers. This filtering
of information gives management an overly optimistic view of the product's success, leading
them to overlook potential improvements based on customer feedback. → Filtering
Case 4: A project manager in a consulting firm sends daily emails to the team, detailing
every minor update and potential change in project direction. As a result, team members
struggle to process and prioritize essential information among the overwhelming volume of
emails, leading to missed deadlines and confusion over key tasks. → Information overload
Case 5: A supervisor sends a strongly worded email to a team member after a minor mistake
in a project. Feeling hurt and defensive, the team member misinterprets the message as overly
harsh and starts avoiding communication with the supervisor, leading to a strained working
relationship. → Emotions
Case 6: In a multinational team, members from different cultural backgrounds have varying
approaches to directness in communication. Members from more indirect cultures avoid
openly disagreeing with their colleagues, while those from direct cultures interpret this as a
lack of engagement. This cultural misunderstanding leads to frustration and misalignment
within the team. → National Culture

Read and identify direction of flow

Case 1: A team of customer service representatives shares feedback from clients with their
supervisor, highlighting recurring complaints about delayed responses. The team suggests
implementing a new ticketing system to improve response times. This information flows
upward from frontline employees to the supervisor, providing valuable insights for
decision-making. → Upward communication
Case 2: An IT specialist from the corporate headquarters contacts a warehouse manager to
discuss implementing a new inventory tracking system. Although they are in different
departments and levels, this diagonal communication allows the IT team to gather operational
insights and tailor the system to the warehouse's needs, promoting efficient cross-department
collaboration. → Diagonal communication (ko chac)
Case 3: In an advertising agency, graphic designers and copywriters work on the same
campaign and frequently share updates and ideas. By communicating laterally, they ensure
their creative concepts align and support each other, leading to a cohesive final campaign
without involving their supervisors in each interaction. → Lateral communication
Case 4: A manager in a retail company sends a memo to store employees explaining a new
customer service protocol to improve the shopping experience. The memo outlines specific
steps employees should follow, such as greeting customers within five seconds and offering
assistance. This directive flows from the manager down to all employees, ensuring everyone
understands and implements the new service standards. → Downward

Group Activity - Skill set

Each group is looking to recruit new members. For each position level-junior, middle
manager, and senior manager - you have to identify the essential skill set requirements. Skill
Requirements for each positions (Beyond Specialized Skills):
- Communication skills
- Persuasion skills
- Speaking skills
- Writing skills
- Reading skills
 Chapter 15: Understanding and Managing Individual Behavior

Read and identify behavior & organizational behaviors

Case Study 1 (Example): Sophia, a software developer, often stays late at the office to
complete her tasks. She believes her efforts set an example for her colleagues. However, her
manager has noticed that her teammates have begun to mimic her late hours, despite
management encouraging work-life balance.
Additionally, Sophia has started to feel resentment because her extra efforts are not formally
acknowledged by the organization.
• Behavior: Sophia staying late to complete tasks and expecting her actions to set an example
is individual behavior.
• Organizational Behavior: The broader team mimicking
Sophia's late hours and the organization's stance on work-life balance reflect organizational
behavior.

Case Study 2: At a weekly team meeting, the manager, Mr. Lee, frequently interrupts
employees while they present their updates. Some employees choose to remain quiet to avoid
conflict, while others react defensively. Over time, these meetings have become
unproductive, with employees feeling disengaged and less willing to contribute.
• Behavior: interrupts employees while they present their updates
• Organizational Behavior: unproductive, with employees feeling disengaged and less
willing to contribute

Case Study 3: A cross-functional team at GlobalTech has been tasked with launching a new
product. Emma, a marketing executive, takes charge of organizing team meetings and
delegating tasks effectively. However, during one meeting, another team member, Raj,
questions her leadership style, causing tension. Despite this, the team successfully launches
the product, which the company attributes to the team's strong collaborative culture.
• Behavior: Emma organizing meetings and Raj questioning her leadership are individual
behaviors.
• Organizational Behavior: The team's ability to overcome tension and collaborate
effectively, supported by the company's culture, represents organizational behavior.

Read and identify the goals organizational behaviors

Case Study 1: Anita is a project manager at a manufacturing company. She is known for her
ability to complete projects ahead of schedule and under budget, often finding creative ways
to improve workflows. Her team appreciates her leadership, and she frequently receives high
performance ratings from her supervisors. However, some of her colleagues feel pressured to
match her level of productivity and have complained about burnout. → OCD, Job
satisfaction (còn thiếu)
Case Study 2: Michael, a customer service representative, has been taking frequent sick days
and often fails to notify his manager in advance. His absences have left the team
short-staffed, causing delays in responding to customer inquiries. The company has noticed a
significant decline in customer satisfaction ratings, and Michael's manager is considering
disciplinary action. → Absenteeism, (còn thiếu)
Case Study 3: Sarah, a senior sales executive, recently decided to leave her position to join a
competitor. Although she had received several awards for her performance, she often voiced
concerns about a lack of growth opportunities within the organization. Her departure has left
her manager scrambling to fill the role, and team morale has dropped significantly. →
Turnover, Job satisfaction

Read and identify the attitude component

Case Study 1: Liam is a sales representative who has been assigned an outdated laptop for
his daily work. Whenever he uses the laptop, he feels annoyed and irritated because it
frequently crashes and slows down his tasks. He often mutters angrily while working and
becomes visibly frustrated during meetings. → Affective component
Case Study 2: Sophia is part of her company's community service committee. After hearing
about an upcoming beach cleanup event, she decides to sign up and encourages her
colleagues to join as well. She makes plans to spend her weekend participating and even
prepares a list of supplies to bring for the team. → Behavioral component
Case Study 3: Emma is a financial analyst who has been using a new reporting software for
the past month. After attending training sessions and reading user reviews, she concludes that
the software lacks key features necessary for detailed analysis. She believes it is inefficient
compared to the previous system and feels it will hinder her ability to produce accurate
reports. → Cognitive component

Read and identify the Dark Triad Traits

Case Study 1: Daniel leads a production team in a high-pressure factory environment. When
mistakes occur, he singles out employees publicly and berates them, showing no concern for
their feelings. Recently, Daniel implemented a cost-cutting measure that reduced break times,
resulting in employee fatigue and injuries. Despite complaints, Daniel shows no guilt or
remorse, dismissing the concerns as "excuses for laziness." → Psychopathy
Case Study 2: Victor is a regional sales manager who always finds ways to exceed his
targets, even if it means manipulating (thao túng) others. He often withholds critical
information from his colleagues to maintain control over situations and only shares details
when it benefits his goals. Victor avoids emotional involvement with his team and believes
that achieving his sales numbers justifies any means, even if it creates conflict among team
members. → Machiavellianism
Case Study 3: Emma, a senior executive, constantly talks about her achievements and how
the company's success is largely due to her efforts. She seeks admiration from her peers and
expects lavish praise for even routine tasks. Emma disregards others' contributions and
becomes visibly irritated when someone else receives recognition, often downplaying their
accomplishments. → Narcissism

Read and identify the learning theories

Case Study 1: Samantha is a new intern in the marketing department. She often observes her
mentor, a senior marketing manager, during client meetings. Samantha notices that the
manager always starts meetings with a warm introduction and listens attentively to clients'
concerns. Inspired by these observations, Samantha adopts the same approach in her own
interactions and finds that it helps her build better relationships with clients. → Social
Learning Theory
Case Study 2: Carlos is a production line worker at a manufacturing plant. His manager has
implemented a reward system: employees who meet their daily targets receive a bonus at the
end of each week, while those who fail to meet targets are assigned less desirable shifts. Over
time, Carlos adjusts his workflow to consistently meet the targets and even surpass them to
ensure he receives the weekly bonus. → Operant Conditioning
 Chapter 16: Motivating Employees

Read and identify the needs

Case 1: Nina moved to a new city for work and feels lonely. She joins a workplace social
club to make friends and feel part of a group. → Social needs
Case 2: Jessica's manager praises her for a recent project, and she is promoted to team leader.
The recognition boosts her confidence and motivates her further. → Esteem needs
Case 3: Minh retires after a successful career and begins writing a novel, fulfilling a dream
he has held for years and exploring his creative potential. → Self-actualization needs
(personal hơn)
Case 4: Alex, a part-time worker, often goes without meals to stretch his income. He
prioritizes paying rent and buying basic necessities, leaving little for anything else. →
Physiological needs
Case 5: Ravi recently started a job after months of unemployment. The steady paycheck and
health insurance make him feel secure and less worried about his family's future. → Safety
needs

Read and identify the factors

Case 1: Mark is a marketing specialist who recently led a successful campaign. His manager
publicly acknowledged his efforts during a company meeting, and Mark was given the
opportunity to mentor junior staff. He feels proud and inspired to take on more challenging
projects, knowing his contributions are valued. → Hygiene factors
Case 2: Emma works in a modern office with ergonomic furniture, consistent salary
payments, and a reasonable workload. While she appreciates these conditions, she shows no
enthusiasm to go beyond completing her tasks. → Motivators

Read and identify the job concepts

Case 1: Anna's job used to involve answering customer service calls only. Now, her
responsibilities have been expanded to include responding to customer emails and managing
live chat inquiries. She feels her role is more varied, but the added tasks are similar in nature.
→ Job enlargement
Case 2: Ella, a graphic designer, has full control over her projects. She decides the design
concepts, timelines, and methods for completing her work without constant supervision.
This autonomy makes her feel empowered and motivated. → Job depth
Case 3: Maria is responsible for coordinating events at her company. Her role combines tasks
such as booking venues, arranging catering, creating event schedules, and managing guest
lists, making her job feel cohesive and purposeful. → Job design
Case 4: Tom, a sales associate, was recently given additional responsibilities such as setting
monthly sales targets for his team and evaluating their performance. These new duties make
him feel more engaged, as he now plays a role in planning and decision-making. → Job
enrichment
Read and identify the job design approaches
Case 1: David, a software developer, noticed that his team often faces delays due to
inefficient communication between developers and testers. Without being asked, he proposed
and implemented a new workflow tool to streamline collaboration, significantly improving
the team's efficiency. He enjoys taking ownership of optimizing his work processes. →
Proactive perspective of work design
Case 2: Sophia works as a project manager in a collaborative environment. Her role requires
her to coordinate with various departments, hold regular team meetings, and build strong
relationships with clients to ensure project success. She finds her work meaningful because it
relies heavily on fostering and maintaining social connections. → Relational perspective of
work design

Read and identify the justice types

Case 1: Mark applied for a promotion at his company. Although he didn't get the position, he
was content with the decision because the selection process was transparent, with clear
criteria and an unbiased evaluation by a panel. → Procedural justice
Case 2: Emma and her colleagues received annual bonuses based on their performance.
Emma felt satisfied with her bonus because it was proportional to her contributions and
aligned with what her peers received for similar work. → Distributive justice

————————————————————————————

Chapter 17: Being an Effective Leader

Read and identify the leadership styles

Case 1: Emma is leading a team through a challenging project. She provides clear
instructions on what needs to be done but also takes time to explain the reasons behind her
decisions and listens to her team's concerns. She balances directing the team and offering
encouragement to keep them motivated. → Selling (high task–high relationship)
Case 2: Sophia manages a highly skilled and self-sufficient team. She trusts them to handle
their responsibilities without much guidance or oversight. She only checks in occasionally to
ensure everything is on track and offers minimal support unless specifically requested. →
Delegating (low task–low relationship)
Case 3: David leads an experienced team working on a new strategy. Rather than giving
detailed instructions, he involves the team in brainstorming and decision-making. His role is
to facilitate discussions and ensure everyone's input is considered, while the team takes
responsibility for implementing their ideas. → Participating (low task–high relationship)
Case 4: Alex is the manager of a new team working on a tight deadline. He assigns specific
tasks to each team member, explains exactly how they should be done, and monitors progress
closely. There is little time for discussion or collaboration, as the focus is solely on
completing the tasks enicientlv. → Telling (high task–low relationship)
Read and identify the transformation/ transactional
Case 1: Amelia leads her organization with a vision of creating a sustainable and innovative
company. She inspires her team by sharing her passion for environmental initiatives and
challenges them to think beyond traditional practices. Through her encouragement and
support, employees feel empowered to develop creative solutions and exceed their usual
performance expectations. → Transformational leaders
Case 2: James manages his sales team by setting clear targets and offering bonuses for those
who meet their goals. He closely monitors performance, provides feedback based on results,
and ensures that rewards or consequences are given according to agreements. His leadership
style focuses on maintaining productivity through clear exchanges of effort and rewards. →
Transactional leaders

Read and identify the power

Case 1: Maya, a sales manager, motivates her team by offering incentives such as bonuses
and extra vacation days for exceeding their sales targets. Her team works harder to achieve
these rewards. → Reward power
Case 2: David is a senior software engineer with extensive knowledge of advanced coding
techniques. His colleagues often seek his advice and follow his suggestions because of his
expertise and problem-solving skills. → Expert power
Case 3: Tom, a team supervisor, warns an underperforming employee that if their
performance doesn't improve, they may face a demotion. The employee complies out of fear
of the potential punishment. → Coercive power
Case 4: As the department head, Sarah is responsibie for approving all project budgets. Her
authority stems from her official position within the organization, and employees comply
with her decisions because of her role. → Legitimate power
Case 5: Anna, a charismatic leader, inspires her team with her positivity and strong work
ethic. Her employees admire her and willingly follow her lead, not because of her formal
position but because of her personal traits. → Referent power
 Chapter 18: Monitoring and Controlling

Activity 1. Select either Immediate corrective action or Basic corrective action

Case 1: An e-commerce company has been experiencing significant delays in shipping
orders. The standard shipping time is 2 days, but it has recently increased to 5 days due to
understaffing in the warehouse. → Basic Corrective Action
Select either:
• Immediate Corrective Action: Hire temporary staff to process orders faster.
• Basic Corrective Action: Investigate long-term staffing issues and inefficiencies in
warehouse operations.

Case 2: A restaurant chain is receiving customer complaints about food quality. The new
kitchen staff is not following the standard recipe, leading to inconsistent dishes. →
Immediate Corrective Action
Select either:
• Immediate Corrective Action: Retrain staff immediately to follow the recipes.
• Basic Corrective Action: Review the hiring and training processes to prevent similar issues
in the future.

Case 3: A bank's online banking system crashes for an entire day due to a software glitch,
preventing customers from accessing their accounts. → both
Select either:
• Immediate Corrective Action: Reset the system and restore service quickly.
• Basic Corrective Action: Investigate the software issue, improve system testing and
monitoring.

Activity 2. Select either Organizational Productivity or Organizational Effectiveness

Case 1: A car manufacturing company has noticed that its production has slowed over the
past six months. Previously, the company produced 200 cars per week using 1,000 labor
hours. However, recently, the company has only been able to produce 150 cars with the same
amount of labor hours. The CEO is concerned about this decline in output and wants to
evaluate the company's performance. → Organizational Productivity
Select either:
- Organizational Productivity: Measure how efficiently the company is converting its inputs
(labor hours) into outputs (number of cars produced).
- Organizational Effectiveness: Evaluate whether the company's goals (number of cars
produced per week) are appropriate and being met.

Case 2: A non-profit organization focuses on reducing homelessness in a major city. The

organization set a goal of reducing homelessness by 20% over the next two years. After one
year, an internal report shows that the organization has only reduced homelessness by 5%.
Although they are providing more shelter services, their efforts seem to fall short of the larger
goal. The leadership is now reviewing the organization's overall performance.
→ Organizational effectiveness
Select either:
- Organizational Productivity: Measure how many people are served in shelters relative to the
organization's resources (staff, funding).
- Organizational Effectiveness: Evaluate whether the goal of reducing homelessness by 20%
is being met and how appropriate that goal is for phe organization's capabilities.

Activity 3. Read each case and decide which control approach is illustrated
Case 1: A manufacturing plant manager anticipates potential supply chain disruptions due to
upcoming changes in government trade regulations. To mitigate this, the manager orders raw
materials in bulk ahead of the regulation changes and partners with multiple suppliers to
ensure there will be no production halts in the future. The manager also reviews supplier
contracts and makes adjustments to ensure that the plant has all necessary resources before
any issues arise. → Feedforward control
Case 2: At a busy call center, the floor supervisor monitors calls in real-time to ensure that
agents are following the company's customer service guidelines. When the supervisor notices
a problem-such as an agent handling a call incorrectly-they step in immediately to provide
guidance and corrective feedback. This allows the supervisor to ensure that calls are handled
properly while they are still in progress. → Concurrent control
Case 3: The production manager at a car assembly plant regularly walks through the factory
floor, interacting directly with employees and observing their work. During these walks, the
manager provides real-time feedback, listens to employee concerns, and offers solutions to
any challenges they are facing. The manager also ensures that employees are following safety
protocols and quality standards. → Management by walking around
Case 4: After guests check out of a hotel, the management team sends out a customer
satisfaction survey to gather feedback about the guests' experiences. The team reviews the
survey responses and identifies recurring complaints about room cleanliness and slow service
in the restaurant. Based on this feedback, they implement new cleaning procedures and
retrain the restaurant staff to improve service in the future. → Feedback control
Chapter 18A: Planning and Control Techniques Module

Environmental Scanning Tools

• PESTLE (Political, Economic, Social, Technological, Legal, Environmental) analysis helps
organizations assess the macro-environmental factors affecting them. It encourages managers
to look beyond their immediate industry and scan broader forces that can impact business.
• SWOT analysis is commonly used in environmental scanning to evaluate internal and
external factors. While internal strengths and weaknesses focus on the company, the
"opportunities" and
"threats" sections help scan the competitive environment.
• Porter's Five Forces is valuable for analyzing the competitive environment within an
industry. It helps managers understand the forces that shape competition and influence
profitability.
Group activity
In this stage, students will move from scanning the environment to forecasting future trends
in the soft drink market. Each group will:
• Identify one key trend from their SWOT analysis (for example, health-conscious consumer
behavior, increasing competition, sustainability concerns).
• Discuss the most appropriate forecasting techniques (both quantitative and qualitative that
their company could use to predict how this trend will evolve.

Select the budgeting approach

Case Study 1: BlueWave Electronics is a mid-sized manufacturer of consumer electronics,
with a budgetary system that has
remained consistent for years. Each department starts the annual budgeting process by using
the previous year's budget as the base. Managers are required to justify any additional
resources they need for new projects or expanded activities. However, departments that show
stable operations without major changes typically experience minimal adjustments to their
budgets.
Budgeting Process: The marketing department, for instance, receives a 5% increase every
year to account for inflation and new marketing initiatives. Only if the department requests
more than this set increase do they need to provide further justification.
Operational costs and fixed expenses remain the same unless major capital expenditures or
projects are anticipated.
→ Incremental budget

Case Study 2: GreenGrow Agriculture, a company specializing in organic farming solutions,

decided to overhaul its budgetary process to focus on efficiency and innovation. The CEO
mandated that every department begin the budgeting process from scratch, meaning each
manager had to justify all of their expenses as if they were being funded for the first time.
Departments needed to defend each proposed expenditure by explaining its alignment with
the company's strategic goals of cost reduction, sustainability, and innovation.
Budgeting Process: The finance team didn't look at last year's budget figures at all but
instead asked department heads to analyze their projects and plans for the upcoming year,
ranking them by priority. If a department couldn't justify a cost or prove it was essential to
company objectives, the budget was reduced or eliminated.
→ zero-based budget

Select the budgeting approach

Case Study 1: GreenLeaf Landscaping is a mid-sized business that provides landscaping and
garden maintenance services. The company is preparing a budget that focuses on the specific
activities it will carry out over the next year, such as lawn maintenance, garden design, and
tree care services. Each department lists the primary activities it will undertake, and a specific
dollar amount is allocated to each of these activities based on projected costs.
Budgeting Focus: The management team ensures that sufficient funds are allocated for
purchasing materials, paying for labor, and covering operational costs for each of its services.
By budgeting for each activity individually, GreenLeaf can manage its spending and ensure
resources are allocated efficiently.
→ expense budget

Case Study 2: SunRise Cafe Chain is preparing its budget for the upcoming year and is
particularly focused on forecasting future sales for its various cafe locations.
The company has identified market growth opportunities and is using past sales data to
predict how many customers they will serve and how much revenue they will generate in
each location. The management uses this information to forecast revenue across all branches.
Budgeting Focus: Each cafe location is required to submit detailed projections of how many
beverages and food items they expect to sell over the next year. These projections are based
on past performance, seasonal trends, and anticipated changes in customer traffic due to
marketing initiatives.
→ revenue budget

Case Study 3: AquaPure Water Filters, a company that manufactures and sells water
filtration systems, is preparing its financial plan for the upcoming quarter. The company's
finance department is focused on making sure that enough funds are available to cover its
operations, including paying suppliers, employee wages, and covering unexpected expenses.
Their budget carefully tracks how much cash is available at the start of each month and
forecasts how much cash will be needed to pay bills and ensure liquidity.
Budgeting Focus: The finance team focuses on estimating the amount of cash inflows from
sales and service contracts. They also calculate the expected outflows for expenses such as
material procurement, salaries, and utilities to ensure the company does not run out of cash.
→ cash budget

Select the budgeting approach

Case Study 1: AutoFix Repair Shops, a chain of auto repair businesses, is creating a budget
that incorporates the expected revenues and expenses for each of its repair shops. The
company's main goal is to determine the profit contribution of each unit by comparing their
revenue projections to their operational expenses. This budget helps the company understand
which repair shops are the most profitable and which ones may need additional support or
restructuring.
Budgeting Focus: Each repair shop submits a budget that forecasts its revenue from repair
services, part sales, and customer contracts. Alongside the revenue forecast, each shop also
details its expected expenses, including wages, rent, equipment costs, and supplies, to
calculate its overall profitability.
→ profit budget
 Chapter 18B: Managing Operations Module

Activity - decide whether ach organization is service- or manufacturing-focused

Case 1: PureAir Solutions provides air purifiers for homes and offices. The company
designs, manufactures, and sells air purifers, offering installation services and optional
maintenance contracts. Customers primarily interact with PureAir to purchase the purifiers,
but many opt for ongoing maintenance services. → manufacturing
Case 2: FreshSpaces Cleaning provides scheduled office cleaning services and supplies
eco-friendly cleaning products as part of its packages. Although FreshSpaces primarily offers
cleaning services, they manufacture their own line of environmentally safe cleaning products,
which are used in every service contract and sold independently to other cleaning companies.
→ service

Chuỗi cung ứng là dòng di chuyển của sản phẩm

Chuỗi giá trị - ví dụ apple có gia công sản xuất linh kiện ở Việt Nam → VN tham gia vào
chuỗi cung ứng → sau đó công ty thu lời → Apple bán lời xong trả tiền cho nhà máy gia
công => công ty thu lợi nhuận rồi chia lại lợi nhuận cho các nhà cung cấp (Thông thường bên
thiết kế sẽ nhận lợi nhuận nhiều nhất)

Activity: mass customization vs lean organization

Case Study 1: FitStyle Apparel is a clothing company that offers customers the option to
design their own activewear through an online platform. Customers can choose from a range
of fabrics, colors, and fit options, tailoring the apparel to their exact preferences. FitStyle's
production system allows for quick adjustments based on individual orders, ensuring each
item is unique and delivered to the customer within two weeks. → Mass customization
Case Study 2: EcoFresh produces eco-friendly household cleaning detergents using a
streamlined production system. The company offers only three product variations-standard,
concentrated, and sensitive skin formulas-based on popular demand. By limiting
customization and focusing on process eficiency, EcoFresh reduces waste and lowers costs,
passing these savings on to customers. Production is closely monitored to avoid
overproduction and ensure , quality consistency. → lean organization