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

3 4

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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 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.)

External environment
„ Types of external environment
„ Analysing the environment
Internal environment (culture)
„ Nature of organisational culture
„ Manifestations of culture
„ 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
„ TIME ALLOCATION TO QUESTIONS
AND SECTIONS:
¾ MULTIPLE CHOICE QUESTIONS
¾ SHORT ANSWER QUESTIONS
¾ CASE QUESTIONS
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Let’s check your UNDERSTANDING:
Decide whether it is TRUE or FALSE
1. An organisation with narrow spans of control will
have fewer managers and more subordinates per
manager; whereas an organisation with wide spans
of control will have more managers and fewer
subordinates per manager.
2. Delegation is the process of distributing and
entrusting work to other persons.
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
information to make it appear favourable to the
recipient.
8. The process of helping the sender of a message
to say exactly what he or she really means is active
listening.
9. Perception is a process through which people
receive and interpret information from the
environment.
10. The fundamental attribution error explains one’s
own success by internal causes and one’s own
failures by external causes. The self-serving
prophecy occurs when an observer blames others’
performance failures on internal factors and
attributes others’ successes to external factors.
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How to revise…..
„ Use concept map!!!
„ Don’t cram your head with everything in a day!!!
„ Pair- and/or group study.
„ Keep short notes.
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4. Centralised organisations delegate decision
making throughout all levels of
management, and decentralised
organisations concentrate decision making
at the top levels of management.
5. Verbal communication includes the use of
interpersonal space, body posture, eye
contact and gestures.
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11. Halo effect based on factors such as gender,
age, ability, race and ethnicity can and do bias
perceptions in some work settings.
12. The generalisation of one attribute, such as
punctuality, to an overall impression of a
person’s performance is known as selective
perception.
13. Process theories of motivation help us to
understand human needs and how people with
different needs may respond to different work
situations.
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14. Content theories of motivation are concerned
with how individuals give meaning to rewards and
how rewards influence their behaviour.
15. The reinforcement theory of motivation suggests
ways of improving performance by focusing on
the environment as a major source of rewards
and influence on human behaviour.
16. In Maslow’s hierarchy of needs theory, the deficit
principle says that a satisfied need is not a
motivator of behaviour.
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20. According to two-factor theory, a manager’s
motivational efforts should be directed
toward correcting poor hygiene factors and
building satisfier factors into job content.
21. McClelland says that people acquire or
develop the needs for achievement, power
and affiliation as a result of life experiences.
22. The equity theory of motivation holds that
when people feel they have been inequitably
treated, they will try to remove the sources of
discomfort and achieve a sense of equity.
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26. Punishment and extinction are organisational
behaviour modification strategies for weakening
or decreasing the frequency of an undesirable
work behaviour.
27. Norms refer to the degree to which members are
attracted to and motivated to remain part of a
team.
28. Cohesiveness refers to rules or standards that
guide the behaviour of team members.
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17. In Maslow’s hierarchy of needs theory, the
progression principle holds that higher-order
needs must be satisfied before lower-order needs.
18. Unlike Maslow’s hierarchy of needs theory,
Alderfer’s ERG theory states that an already
satisfied lower-level need can become reactivated
and influence behaviour when a higher-level need
cannot be satisfied.
19. According to Herzberg’s two-factor theory,
hygiene factors relate to the nature of the job
itself and promote satisfaction, while satisfier
factors relate more to aspects of job context that
can prevent dissatisfaction.
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23. The law of effect states that behaviour that results
in a pleasant outcome is less likely to be repeated
and behaviour that results in an unpleasant
outcome is more likely to be repeated.
24. Positive reinforcement is an organisational
behaviour modification strategy for strengthening
or increasing the frequency of work behaviour.
25. Negative reinforcement is an organisational
behaviour modification strategy for weakening or
decreasing the frequency of work behaviour.
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29. Both task and maintenance activities are essential
for team members to work well together for long
periods of time.
30. The all-channel communication network in which
all members communicate directly with one
another is described as a centralised
communication network.
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