assignment: design infographic

Principles of
Management
BA123IU

• Lecturer: Dr. Alang Thớ

• Email: [email protected]

• Consultation appointment:
immediately before or after class
managerial process/ managerial practice: planning; organizing; leading; controlling

+planning: that means you have your objectives, goals, approaches

+organizing: you already have a plan, then conduct it, and you are going
to do it
+leading: Managers have to lead others, manage the labor, and the people work
for you, the way you treat them
+controlling: the power of controlling your plan

• Explaining the histories of the evolutions of

Learning management thinking

• Understanding the classical management

objectives of thinking
• Understanding behavioral management

this chapter
approaches
• Understanding the foundations of modern
management
Classical management
approaches
• The industrial revolution in the 17th
century
• World’s society and economics changed
rapidly
• The efficient of production through
specialized tasks and division of labor
• Management thought and practices in the
20th century
Figure 2.1 Major branches in the classical approach to management
Business administration xuất hiện khoảng những năm 2000

classical management: Quản lý cổ điển

Scientific
management
• Emphasizes careful selection and training of
workers and supervisory support.
• Authors: Frederic W. Taylor, Frank and Lillian
Gilbreth
Video
illustrated
management
practices in
the industrial
revolution
Four guiding principles 1. Develop for every job a
“science” that includes rules
of scientific of motion, standardized work
implements, and proper
management (Frederick working conditions.
Taylor) 2. Carefully select workers with
the right abilities for the job.
3. Carefully train workers to do
the job and give them the
proper incentives to
cooperate with the job
“science.”
4. Support workers by carefully
planning their work and by
smoothing the way as they go
about their jobs.
Scientific management
(the Gilbreths)
• Motion study
• Science of reducing a job or task
to its basic physical motions
• Eliminating wasted motions improves
performance
A video illustrated
motion studies by
the Grilbreth
Practical lessons • Make results-based
from scientific compensation a performance
incentive
management • Carefully design jobs with
efficient work methods
• Carefully select workers with
the abilities to do these jobs
• Train workers to perform jobs
to the best of their abilities
• Train supervisors to support
workers so they can perform
jobs to the best of their abilities
Administrative principles (Henri Fayol) —
rules/duties of management:

Foresight Organization Command Coordination Control

to fit diverse to make

to lead, efforts sure things
to provide select, and together happen
to complete
and mobilize evaluate and ensure according to
a plan of
resources to workers to information plan and to
action for
implement get the best is shared take
the future
the plan work toward and necessary
the plan problems corrective
solved action
Administrative principles (Henri
Fayol) (cont.)
• Scalar chain
• there should be a clear and unbroken line of communication from the top to the
bottom of the organization
• Unity of command
• each person should receive orders from only one boss Mỗi nhân viên chỉ nên nhận lệnh và chỉ
thị từ một người giám sát trực tiếp (sếp).
• Unity of direction
• one person should be in charge of all activities with the same performance objective
Tất cả các hoạt động trong tổ chức có cùng mục tiêu nên được chỉ đạo bởi một người quản lý
duy nhất bằng một kế hoạch duy nhất. Điều này có nghĩa là một người đứng đầu và một kế
hoạch cho một nhóm các hoạt động có cùng mục tiêu.
 Bureaucratic organization (Max Weber)

• Bureaucracy
• An ideal, intentionally rational, and
very efficient form of organization
• Based on principles of logic, order,
and legitimate authority
Một Hình Thức Tổ Chức Lý Tưởng, Hợp Lý và Hiệu Quả: Quan
liêu, theo định nghĩa của Max Weber, không nhất thiết là điều tiêu
cực, kém hiệu quả mà chúng ta thường nghĩ đến ngày nay. Nó là
một kiểu lý tưởng, có nghĩa là nó là một mô hình khái niệm được
thiết kế để làm nổi bật các đặc điểm quan trọng nhất của một hiện
tượng cụ thể. Weber xem quan liêu là cách hợp lý nhất để tổ chức
các nhóm người lớn để đạt được các mục tiêu cụ thể. Nó được
cấu trúc một cách có chủ ý theo cách ưu tiên tính hợp lý và hiệu
quả.
Characteristics of bureaucratic
organizations:

• Clear division of labor

• Clear hierarchy of authority
• Formal rules and procedures
• Impersonality
• Careers based on merit
Possible disadvantages of
bureaucracy:

• Excessive paperwork or “red tape”

• Slowness in handling problems
• Rigidity in the face of shifting needs
• Resistance to change
• Employee apathy
 Behavioral • Emphasize on the human side of the workplace

management • Authors: Mary Parker Follett; Elton Mayo;

Douglas McGregor; Abraham Maslow; Chris
approaches Argyris
Figure 2.2 Foundations in the behavioral or
human resource approaches to management
Organizations
as communities
Mary Parker
Follett Theory X and
Hawthorne
Theory Y
studies
Douglas
Elton Mayo
McGregor

Human resource
Theory of approaches
Personality and
human needs Assumption:
organization
Abraham People are social Chris Argyris
Maslow and self-
actualizing
 Organizations as communities
(Mary Parker Follett)
• Groups and human cooperation:
• Groups allow individuals to combine their talents for a
greater good
• Organizations are cooperating “communities” of
managers and workers
• Manager’s job is to help people cooperate and achieve
an integration of interests

organization: need the connection

among other people --> open your
network, make friends --> expand your
relationships
Organizations as communities (Mary Parker
Follett) (cont.)
• Forward-looking management insights:

Making every employee Business problems involve

Private profits relative to
an owner creates a sense a variety of inter-related
public good
of collective responsibility factors
• precursor of employee • precursor of systems • precursor of managerial
ownership, profit thinking ethics and social
sharing, and gain-sharing responsibility
Hawthorne studies

• Initial study examined how economic

incentives and physical conditions affected
worker output
• No consistent relationship found
• “Psychological factors” influenced results
Hawthorne studies (cont.)

• Social setting and human relations

• Manipulated physical work conditions to assess impact on output
• Designed to minimize the “psychological factors” of previous experiment
• Mayo and colleagues concluded:
• New “social setting” led workers to do good job
• Good “human relations” = higher productivity
• Employee attitudes and group processes
• Some things satisfied some workers but not others
• People restricted output to adhere to group norms
Lessons from the Hawthorne
Studies:

• Social and human concerns are keys to productivity

• Hawthorne effect — people who are singled out for special attention perform as expected
Maslow’s theory of
human needs

• A need is a physiological or
psychological deficiency a person
feels compelled to satisfy
• Need levels: everyone have five levels of need
• Physiological
• Safety cấp cao hơn sau nhu cầu vật lý: cần sự an toàn
• Social
• Esteem
• Self-actualization
Figure 2.3 Maslow’s hierarchy of human needs
Maslow’s • Deficit principle
theory of • A satisfied need is not a motivator
of behavior
human • Progression principle
• A need becomes a motivator once
needs the preceding lower-level need is
(cont.) satisfied
• Both principles cease to operate at
self-actualization level
McGregor’s Theory X
assumes that workers:

• Dislike work
• Lack ambition
• Are irresponsible
• Resist change
• Prefer to be led
McGregor’s • Willing to work
Theory Y •
•
Capable of self control
Willing to accept responsibility
assumes • Imaginative and creative

that • Capable of self-direction

workers
are:
Implications of • Managers create self-fulfilling
Theory X and prophecies
• Theory X managers create
Theory Y situations where workers
become dependent and
reluctant
• Theory Y managers create
situations where workers
respond with initiative and high
performance
• Central to notions of
empowerment and self-
management
Argyris’s theory of
adult personality
• Classical management principles and practices
inhibit worker maturation and are inconsistent with
the mature adult personality
• Psychological success occurs when people define
own goals
Argyris’s • Management practices should
accommodate the mature personality by:
theory of • Increasing task responsibility
adult • Increasing task variety
• Using participative decision making
personality
Modern Management Foundations Nền tảng quản lý hiện đại

• Foundations for continuing developments in management

Quantitative analysis Systems view of

Contingency thinking
and tools organizations
statistics

Commitment to Knowledge
Evidence-based
quality and management and
management
performance learning organizations
Management science or operations research

Quality
control
Inventory Queuing
management theory

Supply chain Linear

management programming

The scientific
applications of
mathematical
Value chain techniques to Network
analysis management models
problems
 • Analytics – the use of large data bases and
mathematics to solve problems and make
informed decisions using systematic analysis
Quantitative • Typical quantitative approach to managerial
problem-solving
Analysis and • Problem encountered, it is systematically
Tools analyzed, appropriate mathematical models
and computations applied, optimal solution
identified
 • System
• Collection of interrelated parts that function
together to achieve a common purpose
• Subsystem
Organizations • A smaller component of a larger system
as Systems • Open systems
• Organizations that interact with their
environments in the continual process of
transforming resource inputs into outputs
Figure 2.4 Organizations as complex networks of interacting subsystems
 • Tries to match managerial responses
with problems and opportunities
unique to different situations
Contingency • No “one best way” to manage
thinking • Appropriate way to manage
depends on the situation
Commitment • Managers and workers in progressive
organizations are quality conscious

to quality and • Quality and competitive advantage are

linked

performance • Total quality management (TQM)

• Comprehensive approach to continuous
quality improvement for a total
organization
• Creates context for the value chain
 • Continuous improvement
• Continual search for new ways to improve
Commitment to quality
• Something always can and should be
quality and improved

performance • ISO certification

• Global quality benchmark
(cont.) • Refine and upgrade quality to meet ISO
standards
Knowledge Management

Portfolio of intellectual
Knowledge management is assets include patents,
the process of using intellectual property rights,
intellectual capital for trade secrets, and
competitive advantage accumulated knowledge of
the entire workforce
Learning organizations

• Organizations that are able

to continually learn and
adapt to new circumstances
• Core ingredients include:
• Encourage learning
• Information sharing
• Teamwork
• Empowerment
• Participation
Evidence-Based Management

Making management decisions on Evidence-Based Positive Human

“hard facts” about what really works Resource Management Practices
Employment security
Selective hiring
Self-managing teams
High pay based on merit
Training and development
Reduced status distinctions
Shared information
Summary of the chapter

• The classical management thinking with three branches include the Taylor’s principles of scientific
management, the Fayol’s administrative principles, and the Weber’s bureaucratic organizations.
Taylor focused on the individual task performance. Fayol emphasized on the management
process. Weber focussed on the organizations’ hierarchy, rules, and tasks.
• The behavioural approaches shifted management attention toward the human factor as a key
element in organizational performance. Several theories relating to human are presented:
organization as community (Follett), human relation (Hawthorne), Maslow’s hierarchy of human
needs, McGregor’s theory X and Y, Argyris’s theory of adult personality
• The modern management foundations based on analytics, systems, contingency thinking, quality
management practices, knowledge management and organizational learning, and evidence-based
management