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Agenda

„ Review of Management Issues


HANOI UNIVERSITY „ Exam Guidelines
Faculty of Management and „ Check Your Understanding Quiz
Tourism
MGT 201
INTRODUCTION TO MANAGEMENT
SPRING 2008
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Model of management process


Your Thought….
KNOWLEDGE
BASE AND KEY
„ What makes a good Manager??? MANAGEMENT
SKILLS

MANGEMENT
Work FUNCTIONS
Work methods •Planning PERFORMANCE
(GOAL
agenda and •Organising ACHIEVEMENT)
roles •Leading
•Controlling

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Review of Management Issues Review of Management Issues


Management Functions Management Skills
™ Planning ™ Technicalskills
™ Organising ™ Human skills
™ Leading
™ Conceptual skills
™ Controlling

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1
Review of Management Issues Competencies for managerial success

Management Roles ¾ Communication

™ Informational ¾ Teamwork

™ Interpersonal
¾ Self-management
¾ Leadership
™ Decisional
¾ Critical thinking

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Exam Guidelines Exam Guidelines


CHAPTERS INCLUDED: CHAPTERS INCLUDED:
„ Chapter 1: Challenge of Management „ Chapter 9: Basic elements of Organisation
„ Chapter 3: Understanding Internal and Structure
External Environments „ Chapter 11: Human Resource Management
„ Chapter 6: Establishing Goals and Plans „ REI lecture: Leadership
„ Chapter 7: Strategic Management „ Chapter 12: Motivations
„ Chapter 16: Controlling

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CHAPTER 3 CHAPTER 3 (cont.)


Internal environment (culture)
External environment
„ Nature of organisational culture
„ Types of external environment „ Manifestations of culture
„ Analysing the environment „ Promoting innovation

„ Managing the environment

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THE TASK ENVIRONMENT
THE MEGA-ENVIRONMENT
Competitors
Technological Economic
element element Government &
regulators Customers/
THE clients
Legal-political ORGANISATION
The element
The
organisation employment Suppliers
market Public pressure
International Sociocultural groups
element element

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Chapter 6: Planning

¾ The planning process


¾ How goals facilitate performance

¾ Linking goals & plans

¾ Management by objectives

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Chapter 7 Strategic Management Strategic management process


„ Strategic management: concepts
„ Strategic management process: Environmental
analysis
„ Strategy formulation
Formulate
Conduct SWOT
„ Strategy implementation
Strategy Strategy Strategic
mission &
analysis formulation implementation control
strategic goals
„ Types and levels of strategy
Internal
assessment

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Levels of strategy
Chapter 7 Strategic Management
Grand strategies:

Corporate level „ Growth „ Defensive


Concentration Divestiture

Business level Vertical integration Bankruptcy


Liquidation
Diversification
Harvest
Stability Turnaround
Functional level „

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Chapter 8 Organisation Structure Chapter 11 HRM


„ Nature of organisation structure
„ Establishing the employment
„ Job design
relationship
„ Types of departmentalisation
„ Maintaining the employment
„ Methods of vertical coordination relationship
„ Methods of horizontal coordination „ Terminating the employment
relationship
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THE HRM FRAMEWORK Chapter 12 Motivations


HRM functions
Identifying HR needs „ Nature of motivation
Attracting human resources „ Needs theories

„ Cognitive theories
Maintaining human resources
„ Reinforcement theory

„ Social learning theory


Terminating the relationship

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Chapter 12 Motivations NEEDS THEORIES
Needs hierarchy ERG Motivator−hygiene McClelland’s
theory theory theory learned needs

Self- Need for


actualisation Motivators achievement
Growth
ability X motivation X environmental
Satisfiers Need for
conditions = performance Esteem
power

Need for
Belongingness Relatedness
affiliation

Safety Hygienes
Existence
Physiological

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Final Examination format


Chapter 16 Controlling „ Final Examination:
• Control as a management function 50 % of the whole assessment
„ Writing time: 3 hours
• The control process
„ Hurdle: Students must achieve 50%
• Types of controls
in the final exam.
• Managerial approaches to implementing
controls
• Assessing control systems
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Exam Paper Structure: IMPORTANT!!!


NO: textbooks, books or any
9 20 multiple choice questions; each
reference materials or
worth 2 mark (40%)
9 6 short answer questions; each worth 5
NO MOBILE allowed
marks (30%) „ YES: Non-electronic dictionaries

9 Case study : with at least 2 questions


(30%) THINK TWICE BEFORE
CHEATING IN ANY FORM!!!
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TIME MANAGEMENT How to revise…..
„ TIME ALLOCATION TO QUESTIONS „ Use concept map!!!
AND SECTIONS: „ Don’t cram your head with everything in a day!!!
¾ MULTIPLE CHOICE QUESTIONS „ Pair- and/or group study.
¾ SHORT ANSWER QUESTIONS
„ Keep short notes.
¾ CASE QUESTIONS

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Let’s check your UNDERSTANDING: 4. Centralised organisations delegate decision


Decide whether it is TRUE or FALSE
making throughout all levels of
1. An organisation with narrow spans of control will
management, and decentralised
have fewer managers and more subordinates per organisations concentrate decision making
manager; whereas an organisation with wide spans at the top levels of management.
of control will have more managers and fewer
subordinates per manager. 5. Verbal communication includes the use of
2. Delegation is the process of distributing and
interpersonal space, body posture, eye
entrusting work to other persons. contact and gestures.
3. Managers in progressive organisations are
delegating more and finding more ways to
empower people at all levels.
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7. Filtering is the intentional distortion of 11. Halo effect based on factors such as gender,
information to make it appear favourable to the
recipient. age, ability, race and ethnicity can and do bias
8. The process of helping the sender of a message perceptions in some work settings.
to say exactly what he or she really means is active
listening. 12. The generalisation of one attribute, such as
9. Perception is a process through which people punctuality, to an overall impression of a
receive and interpret information from the person’s performance is known as selective
environment.
perception.
10. The fundamental attribution error explains one’s
own success by internal causes and one’s own 13. Process theories of motivation help us to
failures by external causes. The self-serving understand human needs and how people with
prophecy occurs when an observer blames others’ different needs may respond to different work
performance failures on internal factors and
attributes others’ successes to external factors. situations.
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14. Content theories of motivation are concerned 17. In Maslow’s hierarchy of needs theory, the
with how individuals give meaning to rewards and progression principle holds that higher-order
how rewards influence their behaviour. needs must be satisfied before lower-order needs.
15. The reinforcement theory of motivation suggests 18. Unlike Maslow’s hierarchy of needs theory,
Alderfer’s ERG theory states that an already
ways of improving performance by focusing on
satisfied lower-level need can become reactivated
the environment as a major source of rewards and influence behaviour when a higher-level need
and influence on human behaviour. cannot be satisfied.
16. In Maslow’s hierarchy of needs theory, the deficit 19. According to Herzberg’s two-factor theory,
principle says that a satisfied need is not a hygiene factors relate to the nature of the job
motivator of behaviour. itself and promote satisfaction, while satisfier
factors relate more to aspects of job context that
can prevent dissatisfaction.
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20. According to two-factor theory, a manager’s 23. The law of effect states that behaviour that results
motivational efforts should be directed in a pleasant outcome is less likely to be repeated
toward correcting poor hygiene factors and and behaviour that results in an unpleasant
building satisfier factors into job content. outcome is more likely to be repeated.
21. McClelland says that people acquire or 24. Positive reinforcement is an organisational
develop the needs for achievement, power behaviour modification strategy for strengthening
and affiliation as a result of life experiences. or increasing the frequency of work behaviour.
22. The equity theory of motivation holds that 25. Negative reinforcement is an organisational
when people feel they have been inequitably behaviour modification strategy for weakening or
treated, they will try to remove the sources of decreasing the frequency of work behaviour.
discomfort and achieve a sense of equity.
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26. Punishment and extinction are organisational 29. Both task and maintenance activities are essential
behaviour modification strategies for weakening for team members to work well together for long
or decreasing the frequency of an undesirable periods of time.
work behaviour.
27. Norms refer to the degree to which members are 30. The all-channel communication network in which
attracted to and motivated to remain part of a all members communicate directly with one
team. another is described as a centralised
28. Cohesiveness refers to rules or standards that communication network.
guide the behaviour of team members.

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