BỘ GIÁO DỤC VÀ ĐÀO TẠO

ĐẠI HỌC KINH TẾ THÀNH PHỐ HỒ CHÍ MINH

HỆ ĐẠI HỌC CHÍNH QUY
KHOA NGOẠI NGỮ

Môn học: Quản Trị Học

Giảng viên hướng dẫn: Nguyễn Thị Diễm Em
Sinh viên – MSSV: Ngô Thường An - 31231021982

I
Q1:
Four functions of management are planning, organizing, leading and controlling.
These four functions are contemplated as a process with each step builds on the
others. At the beginning, planning is used to set the performance goals and
determine what should be done to attain them. Moving on to the second step –
organizing, managers will materialize the plans by defining jobs, assigning to the
appropriate personnel, allocating required resources, and coordinating the activities
of individuals and groups. After planning and organizing, managers have to lead
people to accomplish objectives. Leading is the process of arousing enthusiasm and
inspiring efforts to meet performance standards. The final step is controlling which
is also indispensable in the management process. Controlling is the compound of
measuring work performance, comparing results to the plans, and making
corrections if required. Therefore, managers need to actively keep in touch with
people during work, gather and interpret performance measurements, and use this
information to make informed changes. There is interrelationship among the four
management functions. Each one influences and supports the others as they
collaborate in a cyclical nature. The whole management process may be affected
negatively if one of the functions is inadequate or poorly done. In conclusion, these
four functions are the use of human and material resources to achieve performance
goals.
Q2:
There is an article in the Harvard Business Review states that “Hiring good people
is tough . . . keeping them can be even tougher”. Therefore, strategies need to be
developed to retain them. First of all, base compensation in the form of a market-
comparative salary and special treats will pique people’s interest since talented
people demand a pay rate and benefits equivalent to their well-performed
dedication. I believe that you may have an identical idea to me because no other
work issue receives as much attention as pay. Secondly, a creative workplace with a
flexible schedule is one of the criteria to keeping talents. A good working
environment with many benefits will enhance productivity and give a good rest. As
we already know, Vin Group Corporation is the ideal workplace where people
desire to work because many professionals will inspire us to stay enthusiastic, and
we will have time off after stressful hours to avoid overworking. Finally, benefits
offered by companies is also essential since it is a major concern among workers. In
order to attracting and retaining the talented employees, many organizations
traditionally offered additional benefits. These discretionary benefits consist of
health care, retirement decisions, pay for time not worked (personal days, vacations,
and holidays), sick absence, and many other perks. In that case, a long-term contract
between the company and employees will be formed because the company has
guaranteed their legal right and interest. We can take Google as an example.
According to an internal memo provided exclusively to The Hill, the contract
between Google and temporary employees or interns will include comprehensive
health care, 12 weeks of paid parental leave, a $15 minimum wage, at least eight
days of sick leave and a $5,000 per year tuition reimbursement. In summary,
implementing these methods may increase the likelihood of talented employees
long-term staying with the company.
Q3:
As we already know, management is the essential part in the marketplace.
Therefore, competent at management studies is one of the leading to success in our
career of business in the future. Getting through this course brings me well-
informed insight about management and the basic knowledge of it.
“Innovative management for a changing world” is the beginning chapter. It gives
me an overview of the importance of innovative management matters to the
successful organizations in the recent days and the future, a definition of
management and its process, and managers’ responsibilities. Not only that, it also
points out three necessary skills to define the level of each person in the
management levels. Moreover, this first chapter discusses how to leap from being
an individual contributor in the organization to a talented manager who is getting
work completely accomplished by utilizing others’ efforts. This introductory
mentions the required skills and competencies to effectively manage the
organization. It includes human skills, conceptual skills, and technical skills.
Besides that, I am able to distinguish the difference of managers, leaders and their
distinct roles in the organization.
In the third chapter – " The Environment and Corporate Culture”, I have a chance to
learn about the SWOT analysis. SWOT stands for strengths, weaknesses,
opportunities, and threats; and it is used for identifying the competitive position of a
company and strategic planning. This chapter also provides two crucial
environments called the internal environment and the external environment, as well
as some others that have a relationship with these two environments such as the task
environment, the general environment, and the organizational ecosystem. After this
is the introduction of the “five forces model” with five factors used for identifying
and analyzing an industry’s competitive forces: Competitive Rivalry, Supplier
Power, Buyer Power, Threat of Substitution, and Threat of New Entry.
Furthermore, this chapter has defined corporate strategy as an organizational
strategy that determines what businesses a company is in or wants to be in, and
what it wants to do with those businesses. Corporate strategy is divided into three
types: Growth strategy, Stability strategy, and Renewal strategy.
Next is the seventh chapter – “Managerial Planning and Goal Setting”. It discusses
the planning and goal-setting process in general, as well as how to use strategy
maps to align goals. The chapter has pointed out five distinct criteria to form
effective goals. Those are linking to rewards, being specific and measurable, having
a defined time period, covering key result areas, and being challenging but realistic.
Therefore, if we set a vague goal that does not satisfy those five characteristics, we
will be unable to attain it. This chapter also covers four basic MBO (Management-
by-Objectives) steps which are very practical for management, and this method is
used for defining goals and monitoring performance. Not only that, it also compares
and contrasts single-use plans and standing plans, indicates the advantages and the
drawbacks of planning, describes contingency planning, scenario building, and
crisis planning.
Coming up is the chapter about “Designing Adaptive Organizations”. The chapter
starts with the basics of organization: job specialization, line of command, the span
of management, and centralization versus decentralization. Besides that, this
chapter also explains the function and division of the organizational design as well
as the matrix approach and its application to national and international
organizations. It also depicts how coordination performs and illustrates how an
organization attains its goals through the structure.
The chapter “Leadership” presents contemporary leadership with four approaches
for today’s turbulent times: “Level 5 leadership, Servant leadership, Authentic
leadership, and Interactive leadership (gender differences)”. Level 5 leadership is
known as the highest level in a hierarchy of manager capabilities because, at this
level, leaders can maintain the development sustainability of the company and
devote themselves to society. Servant leadership has a role as an inspiration,
empowerment, and the growth of employees since the servant leaders are
responsible for authorizing power, ideas, information, recognition, credit, and
money towards the individuals. In authentic leadership, leaders will be in charge of
encouraging collaboration and assisting others to learn, grow, and improve as they
are. The final one is interactive leadership or gender differences relating to Level 5
leaders and female leaders. The interactive leaders will emphasize the ties that help
to create respect among the participants and value each contribution. This chapter
also compares the difference in qualities

between leaders and managers. The managers will pay attention to the organization
while leaders are in their workforce. Moreover, it provides the traits and personal
characteristics of leaders.
“Motivation Employees” and “Managing Quality and Performance” are the final
chapters. “Motivation Employees” presents the foundation of motivation and how
the intrinsic and extrinsic factors respectively affect the employees and their
productivity. Therefore, leaders need to inspire their subordinates through a job
design: Job Rotation (moving people to different departments), Job Enlargement
(focusing on the quantity so that they can learn from many distinct aspects), and Job
Enrichment (focusing on the quality so that they can learn deeply about the job).
Chapter "Managing Quality and Performance" provides a summary of quality and
financial control, including the usage of the balanced scorecard and feedback
control model. The chapter covers the TQM approaches, overall quality
management, and a detailed procedure for benchmarking.
To summarize, I am grateful for this management course, which has equipped me
with the basics of management and given me a footing for my advancement in my
career path. During this course, I have immersed myself in vital aspects such as
strategic planning, team dynamics, and effective leadership, which have helped me
grasp both theoretical ideas and practical skills. I'm thankful that I can study and
gain knowledge from which I will benefit in my future life.
References:
https://www.forbes.com/sites/elanagross/2019/04/04/googles-temporary-workers-
will-get-full-benefits-including-health-care-and-paid-parental-leave/?
sh=534c8ad264f1
Richard L. Daft (2014), New era of management, 11th edition, Cengage.
Management, 12th edition, John R. Schermerhorn.