Chapter 1: introdution to Management

Câu 1: company achieved a goal with a lower cost comparing with its intended plan.
It is said that the company has achieved……?
a. Efficiency
b. Effectiveness
c. Productivity
d. High- performance

Câu 2: A manager selected the right goal and achieved the goal. He is ……manager?
a. a productive
b. an efficient
c. a good
d. an effective

Câu 3: A manager spent the least amount of time and input resources to produce the
same kind of goods and services in the same industry. He is ……. manager?
a. a best
b. a top
c. an efficient
d. an effective

Câu 4: According to Mintzberg, managerial roles can be broken down into

interpersonal, informational, and .....?
a. conceptual.
b. Figurehead
c. technical.
d. decisional.

Câu 5: Effectiveness is a measure of intended goal and …………of an organization.

a. resources
b. cost
c. real goal
d. performance

Câu 6: Efficiency and Effectiveness are the two tools to measure……..

a. competency of an organization
b. functions of management
c. organizational performance.
d. productivity
Câu 7: Efficiency is a measure of how productively resources are used to achieve
……
a. effectiveness
b. the lowest cost.
c. an organizational goal.
d. profit.

Câu 8: In what order do managers typically perform the managerial functions?

a. Organizing, leading, planning, controlling.
b. Organizing, planning, controlling, leading.
c. Planning, organizing, leading and controlling.
d. Planning, organizing, controlling, leading.

Câu 9 : Management is defined as………..

a. planning, organizing, leading, and controlling of resources to achieve
organizational goals efficiently and effectively.
b. planning, controlling organizing, and leading of human and other resources to
achieve organizational goals efficiently and effectively.
c. planning, organizing, leading, and controlling of human to achieve organizational
goals efficiently and effectively.
d. planning, organizing, leading, and controlling of human and other resources
to achieve organizational goals efficiently and effectively.

Câu 10: Organizational performance is a measure of ……………. managers use

available resources to achieve organizational goals.
a. how productively and efficiently
b. how efficiently and effectively
c. how good or bad
d. how productively and effectively

Câu 11: The ability to analyze, diagnose causes and effect to make planning,
organizing in management is called ……...?
a. technical skills.
b. conceptual skills.
c. Analytical skills.
d. human skills.

Câu 12: The function of management concerned with demonstrating by example

and by teaching, directing, and motivating employees to perform effectively to
achieve the objectives of the organization is called...?
 a. Organizing
b. Leading
c. Planning
d. Controlling

Câu 13: The titles Chairman, CEO, and COO are examples of ……?
a. Entrepreneur.
b. First-line manager.
c. Middle manager.
d. Top manager

Câu 14: Top manager spend most of time for ..........?

a. organizing.
b. planning.
c. leading.
d. controlling.

Câu 15: … is a measure of real output comparing with the intended output?
a. Efficiency
b. Productivity
c. Effectiveness
d. Organization performance

CHAPTER 2: MANAGER; CHAPTER 3: MANAGERIAL ENVIRONMET

1. Analyzing and controlling input, conversion and output activities belong to

………?
a. Total Quality Management theory.
b. Quantitative Management theory
c. Management Information System theory.
d. Operations Management theory.

2. Codify the new methods of performing tasks into written rules and standard
operating procedures are one of the principles which developed by ……?
a. Frank and Lillian Gilbreth.
b. Max Weber
c. Henri Fayol
d. Frederick W. Taylor
3. Formal authority derives from one’s position inside the organization is one of the
principles of ……. theory?
a. quantitative management
b. scientific management
c. administrative management
d. contingency management

4. Learning, perception, motivation, and personality are analyzed … in organization

behavior?
a. at individual level
b. at group level
c. at industry level
d. at organization level

5. Quantitative Management is an approach that aims at increasing ……… through

the use of mathematical models and statistical methods?
a. decision effectiveness
b. productive capacity
c. quality of goods
d. performance

6. Raw materials and skilled people are forces of …………. that affect to the
organization’s operation?
a. procedure, rules of an organization
b. suppliers, stakeholders
c. organizational environment
d. industrial rivalry
7. Redesigning business operations in the production system of goods or services to
increase efficiency. It is concerned with ……?
a. Total Quality Management.
b. Management Information System.
c. Operations Management.
d. Quantitative Management
8. To create an organizational structure and control system help managers run an
organization efficiently and effectively. This is ………… theory?
a. administrative management
b. scientific management
c. quantitative management
d. contingency management
9. Ways to increase motivation, performance, and retention are developed by.........?
a. Mary Parker Follett
 b. Robert Owen
c. Chester Barnard.
d. Hugo Munsterberg
10. Who believed that workers’ performance was influenced by the total
environment in which they worked?
a. Robert Owen
b. Mary Parker Follett
c. Chester Barnard.
d. Hugo Munsterberg

chapter 4: planning
1. The level of rivalry among organizations in an industry is?
a. The more that companies compete against one another for customers
b. Large customers can bargain to drive down the price of that output
c. The easier it is for companies to enter an industry
d. Suppliers can drive up the price of that input
2. What are the levels of management?
a. corporate, business, department
b. business, division
c. corporate, business, faculty
d. corporate, business
3. What is the basic management function?
a. planning, organizing, leading
b. Working, organizing, leading, and controlling
c. organizing, leading, and controlling.
d. planning, organizing, leading, and controlling
4. What is the substitute product for Coca cola?
a. Bottled water
b. Pepsi Cola
c. All are correct
d. Big cola
5. Which of the following statements is true?
a. Specific goals covering a specific time period are undefined
b. “Planning” is only used to large companies
c. Planning involves defining the organization’s goals, establishing strategies for
achieving those goals, and developing plans to integrate and coordinate work
activities
d. When we use the term planning, we mean informal planning.
6. Which of the following statements is wrong?
a. An organization becomes stuck in the middle when its costs are too high to
compete with the low-cost leader or when its products and services aren’t
differentiated enough to compete with the differentiator
b. Both the differentiation strategy and the low-cost strategy are aimed at serving
many or most segments of a particular market
c. A company that competes by offering unique products that are widely valued by
customers is following a differentiation strategy
d. In a low- cost strategy, the true winner is the company with the actual highest
cost in the market place.
7. Why do we have to apply scenario planning?
a. All are correct
b. Decrease costs
c. Decrease risks
d. Have an opportunity
8. Why should managers plan?
a. Planning provides direction to managers and nonmanagers alike
b. All are correct
c. Planning reduces uncertainty by forcing managers to look ahead
d. Planning minimizes waste and redundancy
9. “Specialty” is the meaning of what following approach strategy?
a. All are correct
b. Focused
c. Differentiation
d. Low-cost
10. “S” in SMART stand for?
a. Satisfy
b. Specific
c. Special
d. Strength
Chapter 5: organizing
1. Human resource management includes all the activities managers engage in
to .......... and to ensure that they perform at a high level and contribute to the
accomplishment of organizational goals.
a. pay and benefits
b. attract, develop and retain employees
c. recruitment and selection
d. appraisal and feedback
2. The idea behind the concept of job enrichment is that:
a. reducing the number of tasks that each worker performs simplifies their jobs.
b. increasing workers’ responsibility increases their involvement in their jobs.
 c. increasing the range of tasks performed by a worker reduces boredom and fatigue.
d. increasing the number of tasks performed by a worker reduces the need for
additional human resources.
3. A ........refers to an organizational structure composed of all the departments that
an organization requires to produce its goods or services.
a.product structure
b.product team structure
c.matrix structure
d. functional structute
4. In which of the following types of organizational structures are employees
referred to as two-boss employees?
a. Matrix structure
b. Geographic structure
c. Product structure
d. Functional structure
5. ...........is the process by which managers create a specific type of organizational
structure and culture.
a. Contingency planning
b. Forward vertical integration
c. Organizational design
d. Economies of scale
6. .........is the process by which a manager shares performance appraisal
information with a subordinate and develops a plan for the future development of
that subordinate.
a. Performance feedback
b. Recruitment
c. Selection
d. Training
7. An organizational structure in which each product line or business is handled by
a self-contained division. It is called .....
a. product structure
b. matrix structure
c. geographic structures
d. functional structure
8. The ........... component of human resource management encompasses the steps
that managers take to develop and maintain a good working association with the
workers' unions that represent their employees’ interests.
a. labor relations
b. recruitment and selection
c. pay and benefits
d. performance appraisal and feedback
9. The process by which managers decide how to divide tasks into specific jobs. It is
called .......
a. job simplification
b. job design
c. job enrichment
d. job enlargement
10. Which factors are important determinants of the type of organizational
structure design?
a. Technological, ethical, economic, social factors
b. Political, ethical, economic, environmental factors
c. Environment, strategy, technology, human resources of an organization
d. Political, social, economic, legal factors
Chapter 6: leading
1. ....... who are able to exert influence over other people to help achieve group or
organizational goals.
a.Facilitators
b.Subordinates
c.Leaders
d.Managers
2. .................. that determine the direction of a person’s behavior in an organization,
a person’s level of effort, and a person’s level of persistence in the face of
obstacles/hindrance
a.Managerial forces
b.Internal forces
c.External forces
d.Psychological forces
3. According to contingency models of leadership,.......... are leaders whose primary
concern is to develop good relationships with their subordinates and to be liked by
them.
a. relationship-oriented leaders
b. consideration leaders
c. job-oriented leader
d. task-orientated leaders
4. According to Herzberg's motivator-hygiene theory, ....... needs are related to the
physical and psychological context in which the work is performed?
a. motivator
b. hygiene
c. instrumental
d. expectancy
5. According to the behavior model of leadership, leaders engage in ....... when they
show their subordinates that they trust, respect, and care about them?
 a. initiating structure
b. task-orientated behavior
c. consideration
d. job-oriented behavior
6. By allowing people to continually improve their skills and abilities and engage in
meaningful work is an example of how managers can help people satisfy .......... need
at work
a. physiological
b. growth
c. existence
d. relatedness

7. Cleaning your room because you like tidying up is ....................

a. extrinsically motivated behavior
b. Prosocial motivated behavior
c. intrinsically motivated behavior
d. need motivated behavior

8. Two basic kinds of leader behaviors are .....................

a. Self-confidence and initiating
b. consideration and initiating
c. Relationship-oriented and task-oriented
d. Position power and consideration

9. Which model of leadership focused on identifying the personal characteristics

that cause effective leadership?
a. Trait model
b. Transformational Model
c. Contingency models
d. Behavior models
10. Which of the following forms the base of Maslow's hierarchy of needs?
a. Social needs
b. Esteem needs
c. Physiological needs
d. Belongingness needs
chapter 7: controlling
1. Compare the real result with the intended result in controlling to find out ……..
a. deviations of performance
b. targets of an organization
c. standards of performance
d. differentiation of performance
2. What is manager’s controlling task in management?
a. Establishing vision for employees, directing, inspiring, and motivating subordinates in
an organization.
b. Establishing objectives, making strategy, allocating resources in an organization.
c. Monitoring, regulating, and correcting work performance in an organization.
d. Designing organizational structure, managing resource management in an organization.
3. Financial Measures of Performance is a type of ………………control
a. feedback
b. feed-forward
c. behavior
d. concurrent
4. To evaluate work performance of an organization, managers need to …….
a. make planning before controlling.
b. direct employees before controlling.
c. establish standards of performance or targets.
d. design organizational structure for controlling.
5. Control by system of rules and standard operating procedures to regulate the
behavior of individuals is a ……………….control
a.direct supervision
b.clan
c.MBO
d. bureaucratic
6. Sharing traditions, values, belief to guide employee’s behaviors is called ……..
a. output control
b. forward control
c. behavior control
d. clan control
7. MBO is a kind of control that it is negotiated by
a. middle managers
b. first-line managers
c. top managers
d. levels of management
8. Managers should take corrective action, if performance standards ……………
a. are established too low, so expected results can’t be performed.
b. can’t be performed by subordinates.
c. are not established exactly, so expected results can’t be performed.
d. are established too high, so expected results can’t be performed.
9. Managers control well resources of an organization will help them ……
a. develop managerial skills and roles to the organization.
 b. identify social responsibilities of the organization.
c. build up core values and strong corporate culture of the organization.
d. respond to opportunities and threats from external environment
10. Controlling not only improves work performance but also ……..
a. motivates employees and develop managers’ skills.
b. improves subordinates’ competency.
c. attains competitive advantages of the organization.
d. develops organizational structure system
chapter 8: decision-making
1. How can managers avoid that cognitive bias?
a. They should undertake a personal decision audit to become aware of their
biases
b. They should follow their human judgment
c. They should investigate the other manager’s cognitive bias
d. They cannot do that
2. Which of the following statements is wrong?
a. Managers must ensure that a possible course of action is ethical and will not
unnecessarily harm any stakeholder group
b. Managers must decide whether the alternatives are economically feasible
c. Managers cannot sure the alternative will not threaten the attainment of other
organizational goals.
d. Managers must ensure that a possible course of action will not violate any domestic
or international laws or government regulations.
3. Which of the following statements is wrong?
a. Managers are not certain that a course of action will lead to a desired outcome
b. Nonprogrammed decisions present the greater challenge
c. With nonprogrammed decisions, information is more likely to be complete
d. Nonprogrammed decision making occurs when there are no ready-made decision
rules that managers can apply to a situation.
4. Which of the following statements is wrong?
a. Managers at all levels and in all areas of organizations make decisions
b. Top-level managers make decisions about their organization’s goals, where to locate
manufacturing facilities, or what new markets to move into
c. Making decisions is something that just managers do
d. Middle and lower-level managers make decisions about production schedules,
product quality problems, pay raises, and employee discipline
5. Which of the following statements is wrong?
a. Cognitive biases might be related to problems with attention
b. Bias that cannot adversely affect the way managers make decisions
c. Biases can often result in accurate thinking
d. Some of these biases are related to memory
6. Most decision-making that relates to ............................of an organization is
programmed decision-making.
a. irregular policies
b. complex issues
c. important contracts
d. the day-today running
7. Which of the following statements is true?
a. Decisions play important roles as they determine both organizational and managerial
activities
b. All are correct
c. Decision making process is a continuous and indispensable component of managing
any organization or business activities.
d. Decisions are made to sustain the activities of all business activities and
organizational functioning
8. What kind of sources of bias that can adversely affect the way managers make
decisions?
a. the illusion of control
b. prior hypotheses
c. All are correct
d. representativeness
9. rogrammed decisions are decisions that have been made ...............in the past that
managers have developed rules or guidelines to be applied when certain situations
inevitably occur.
a. Three times
b. one time
c. many times
d. two times
10. What is the key to a good assessment of the alternatives?
a. To state the underlying problem that has to be solved
b. To define the opportunity or threat exactly and then specify the criteria that
should influence the selection of alternatives for responding to the problem or
opportunity
c. All are correct
d. Generate a set of feasible alternative courses of action to take in response to the
opportunity or threat.
Chapter 9: Communication
1. .............. is the discord that arises when the goals, interests, or values of different
individuals or groups are incompatible and those individuals or groups block or
thwart one another’s attempts to achieve their objectives.
a. Disagreement
b. Organizational conflict
 c. Cognitive dissonance
d. Argument
2. Communication is the sharing of information between two or more individuals or
groups to reach .............
a. to increase efficiency.
b. a common understanding.
c. effective work.
d. responsiveness to customers.
3. Have you ever been assigned a group project for one of your classes and had one
group member who consistently failed to get things done on time? This example is
conflict in organizations that springs from......................
a. overlapping authority
b. task interdependencies
c. goals and time horizons
d.scarce resources.
4. Perception affects.................. in communication.
a. message and noise
b. transmission and feedback
c. sender and receiver
d. encoding and decoding
5. The communication process consists of two phases. In the ............., information is
shared between two or more individuals or groups. In the ..........., a common
understanding is ensured.
a. message/noise
b. encoding and decoding
c. sender and receiver
d. transmission phase/feedback phase
6. They do not view the conflict competitively as a win-or-lose situation; instead, they
view it cooperatively, as a win-win situation in which both parties can gain. This is
the type of ........................ negotiation.
a. competition
b. distributive
c. integrative bargaining
d. avoidance
7. When ................ takes place, one party to the conflict simply gives in to the
demands of the other party
a. Compromise
b. Competition
c. Avoidance
d. Accommodation
8. When members of the marketing department in a clothing company disagree
about how they should spend budgeted advertising dollars for a new line of men’s
designer jeans, they are experiencing ......................
a. intragroup conflict.
b. inter-organizational conflict
c. intergroup conflict
d. interpersonal conflict
9. Which the following statement is wrong?
a. Effective communication helps organizations increase efficiency and foster innovation.
b. Effective communication helps organizations improve the quality of their products or
services.
c. Effective communication helps organizations identify good workers
d. Effective communication helps organizations increase responsiveness to customers.
10. Which the following statement is wrong?
a. Too little conflict causes performance to suffer
b. An optimum level of conflict leads to low performance
c. Too much conflict causes performance to suffer
d. An optimum level of conflict leads to high performance
Chapter 10: team management
1. ................. are shared guidelines or rules for behavior that most group members
follow.
a. Group norm
b. Social loafing
c. Group dynamics
d. Group leadershi
2. ....................... is the tendency of individuals to put forth less effort when they
work in groups than when they work alone.
a. Group cohesiveness
b. Individual contributions
c. Social loafing
d. Group dynamics
3 .......................... of small rather than large groups is that members of small groups
have fewer resources available to accomplish their goals.
a. A number
b. An importance
c. An advantage
d. A disadvantage
4. ...............are those that managers establish to achieve organizational
goals. ............. are groups that are formed to achieve their own goals.
a. team/ group
b. Formal groups/informal groups
 c. group /team
d. Informal groups/formal groups
5. A .......... may be defined as two or more people who interact with each other to
accomplish certain goals. A ............ is a group whose members work intensely with
one another to achieve a specific common goal.
a. group /team
b. corporate/company
c. department/ division
d. team/ group
6. Groups and teams are key contributors to organizational effectiveness because
they can help an organization .......................
a. enhance its performance
b. increase innovation
c. gain a competitive advantage
d. increase responsiveness to customers
7. Informal groups created by organizational members such as ............. team
a. interest groups
b. virtual teams
c. task forces
d. the top management
8. Managers need to take .................................... into account as they create and
maintain high-performing groups and teams.
a. innovation of group
b. competitive advantage of group
c. group size, group tasks, and group roles
d. motivation and satisfaction of group
9. Which the following statement is wrong?
a. "norming": close ties between group members develop, and feelings of friendship
and camaraderie emerge.
b. "forming": members try to get to know one another and reach a common
understanding of what the group is trying to accomplish and how group members
should behave
c. "adjourning": the real work of the group gets accomplished.
d. "storming": group members experience conflict and disagreements because some
members do not wish to submit to the demands of other group members.
10. Which the following statement is wrong?
a. If too much deviance and a lack of conformity result in low performance because
the group can't control its members' behavior.
b. If too much deviance and moderate conformity result in low performance
because the group can't control its members' behavior.
 c. If too much conformity and a lack of deviance result in low performance because
the group fails to change dysfunctional norms.
d. If moderate conformity and deviance result in high performance because the group
balances conformity and deviance.

CHAPTER 1: Managers and Managing

1.Organizational performance is a measure of how efficiently and effectively
managers use available resources to satisfy customers and achieve organizational
goals. Organizational performance increases in direct proportion to increases in
efficiency and effectiveness
-Efficiency is a measure of how productively resources are used to achieve a goal.
-Effectiveness is a measure of the appropriateness of the goals that managers have
selected for the organization to pursue and the degree to which the organization
achieves those goals.

.
WHAT IS MANAGEMENT? A manager is a person responsible for supervising the
use of an organization’s resources to meet its goals. An organization is a collection of
people who work together and coordinate their actions to achieve a wide variety of goals.
Management is the process of using organizational resources to achieve organizational
goals effectively and efficiently through planning, organizing, leading, and controlling.
- An efficient organization makes the most productive use of its resources.
- An effective organization pursues appropriate goals and achieves these goals by
using its resources to create goods or services that customers want.
MANAGERIAL TASKS The four principal managerial tasks are planning, organizing,
leading, and controlling.
- Planning Choose appropriate organizational goals and courses of action to best achieve
those goals
- Organizing Establish task and authority relationships that allow people to work
together to achieve organization goals.
- Leading Motivate, coordinate, and energize individuals and groups to work together to
achieve organizational goals.
- Controlling Establish accurate measuring and monitoring systems to evaluate how well
the organization has achieved its goals.

LEVELS AND SKILLS OF MANAGERS Organizations typically have three levels of

management:
- First-line managers are responsible for the day-to-day supervision of non
managerial employees.
- Middle managers are responsible for developing and utilizing organizational
resources efficiently and effectively.
- Top managers have cross-departmental responsibility.
Three main kinds of managerial skills:
- Conceptual
- Human
- technical.
The need to develop and build technical skills leads organizations to divide managers
into departments according to their job-specific responsibilities. Top managers must
establish appropriate goals for the entire organization and verify that department
managers are using resources to achieve those goals.
RECENT CHANGES IN MANAGEMENT PRACTICES
To increase efficiency and effectiveness, many organizations have altered how they
operate. Managers have restructured and downsized operations and outsourced activities
to reduce costs. Companies are also empowering their workforces and using self-
managed teams to increase efficiency and effectiveness. Managers are increasingly using
IT to achieve these objectives.
CHALLENGES FOR MANAGEMENT IN A GLOBAL ENVIRONMENT
One of the main challenges is building a competitive advantage by increasing
efficiency; quality; speed, flexibility, and innovation; and customer responsiveness.
Other challenges include behaving in an ethical and socially responsible way toward
people inside and outside the organization

CHAPTER 2: MANAGER
SCIENTIFIC MANAGEMENT THEORY The search for efficiency started with the
study of how managers could improve person–task relationships to increase efficiency.
The concept of job specialization and division of labor remains the basis for the design of
work settings in modern organizations. New developments such as lean production and
total quality management are often viewed as advances on the early scientific
management principles developed by Taylor and the Gilbreths.

ADMINISTRATIVE MANAGEMENT THEORY

Max Weber and Henri Fayol outlined principles of bureaucracy and administration
that are as relevant to managers today as they were when developed at the turn of the
20th century. Much of modern management research refines these principles to suit
contemporary conditions. For example, the increasing interest in the use of cross-
departmental teams and the empowerment of workers are issues that managers also faced
a century ago.
BEHAVIORAL MANAGEMENT THEORY
Researchers have described many different approaches to managerial behavior,
including Theories X and Y. Often the managerial behavior that researchers suggest
reflects the context of their own historical eras and cultures. Mary Parker Follett
advocated managerial behaviors that did not reflect accepted modes of managerial
behavior at the time, and her work was largely ignored until conditions changed.

MANAGEMENT SCIENCE THEORY The various branches of management science

theory provide rigorous quantitative techniques that give managers more control over
each organization’s use of resources to produce goods and services.

ORGANIZATIONAL ENVIRONMENT THEORY The importance of studying the

organization’s external environment became clear after the development of open-systems
theory and contingency theory during the 1960s. A main focus of contemporary
management research is to find methods to help managers improve how they use
organizational resources and compete in the global environment. Strategic management
and total quality management are two important approaches intended to help managers
make better use of organizational resources.
 C

CHAPTER 3: Managing in the Global Environment

The global environment is a set of forces and conditions in the world outside an
organization’s boundary that affect how it operates and shape its behavior.
. The global environment has two components: the task environment and the general
environment
 The role of a manager is to monitor and shape the internal and external
environments and to anticipate changes and react quickly to them.
- Government regulation: PESTLE
- Forces in the task environment: suppliers, distributors, customers, and competitors
- Demographic forces: are outcomes of changes in, or changing attitudes toward, the
characteristics of a population, such as: age, gender, ethnic origin, race, sexual
orientation, and social class.
-The general environment: global economic, technological, sociocultural, demographic,
political, and legal
 (1) Value System

(2) Vision, Mission and

Objectives

(3) Organization Structure

Internal Environment
(4) Corporate Culture

(5) Human Resources

(6) Physical Resources and

Technological Capabilities.
The Task Environment is the set of forces and conditions that originates with global
suppliers, distributors, customers, and competitors and influences managers daily. The
opportunities and threats associated with forces in the task environment become more
complex as a company expands globally.
The Changing Global Environment
Globalization is the set of specific and general forces that work together to
integrate and connect economic, political, and social systems across countries, cultures,
or geographic regions so that nations become increasingly interdependent and similar.
The process of globalization has been furthered by declining barriers to international
trade and investment and declining barriers of distance and culture.

CHAPTER 4: PLANNING
Planning: Choose appropriate organizational goals and courses of action to best achieve
those goals
the process of determining how the organization can get where it wants to go
and what it will do to accomplish its objectives.
- Advantage:
. Helps managers to be future-oriented.
. A sound planning program enhances decision coordination.
. Emphasizes organizational objectives.
- Disadvantage:
. Time-consuming (overemphasized plan)
. Difficult and complex to make.
Three Steps in Planning
- determining the organization’s mission and goals: Define the business. Establish
major goals.
- Formulating Strategy: Analyze current situation and develop strategies.
 - Implementing Strategy: Allocate resources and responsibilities to achieve
strategies

SMART:

SWOT analysis is a planning exercise: strengths (S), weaknesses (W), external

environmental opportunities (O), threats (T)
- The first step in SWOT analysis is to identify an organization’s strengths and
weaknesses.
- The second step in SWOT analysis begins when managers embark on a full-scale
SWOT planning exercise to identify potential opportunities and threats in the
environment that affect the organization now or may affect it in the future.
Type of strategy: ( 3 cấp bậc hoạch định chiến lược)
- Corporate-Level Strategy :A plan of action to manage the growth and
development of an organization so as to maximize its long-run ability to create
value
- Business-Level Strategy :A plan of action to take advantage of favorable
opportunities and find ways to counter threats so as to compete effectively in an
industry
- Functional-Level Strategy: A plan of action to improve the ability of an
organization’s departments to create value

CHAPTER 5: ORGANIZING
What is organizing structure? Organizational structure is the formal system of task
and job reporting relationships that determines how employees use resources to
achieve an organization’s goals.
- When: + New start-up
+Re-structuring of the company
- How: Divide, coordination of workflow
 Organizational design :The process by which managers make specific organizing
choices that result in a particular kind of organizational structure.
The challenge facing all companies is to design a structure and a culture :
+(1) motivate managers and employees to work hard and to develop supportive job
behaviors and attitudes
+(2) coordinate the actions of employees, groups, functions, and divisions to
ensure they work together efficiently and effectively.

- Four factors are important determinants of the type of organizational structure or

culture managers select:
+ environment
+ strategy
+ technology
+ human resources
Matrix Structure An orga-nizational structure that simultaneously groups people and
resources by function and by product.
- Large size, diversified environment
- Costly, employee has to report to 2 bosses

What activities does HRM include?

•
Attraction
• Development
• Retention
Overvierw Components of a HRM system (có 5tp của
HMR)
+ Recruiment and selection
+ Traning and development
+ Performance appraisal and feedback
+ Compensation
+ Labor relations
 CHAPTER 6: LEADING

Effective Leader - Highly motivated, committed, and high-performing

Ineffective Leader - demotivated, dissatisfied, no effort
Leader: focus on people
Manager: focus on work
The traits( có 8 loại) that show the strongest relationship to leadership, the behaviors
leaders engage in, and the limitations of the trait and behavior models of leadership.
- Trait - Description

- Intelligence - Helps managers understand complex issues and solve problems.

- Knowledge - Helps managers make good decisions and discover ways to increase efficiency and
and expertise effectiveness.

- Dominance - Helps managers influence their subordinates to achieve organizational goals.

- Self- - Contributes to managers’ effectively influencing subordinates and persisting when

confident faced with obstacles.

- High energy - Helps managers deal with the many demands they face.

- Tolerance for- Helps managers deal with the uncertainty and make difficult decisions.
stress

- Integrity and- Helps managers behave ethically and earn their subordinates’ trust and confidence.
honesty

- Maturity - Helps managers avoid acting selfishly, control their feelings, and admit when they
have made a mistake.

Mô hình Behavior:2 loại

• Consideration
• Initiating structure

Mô hình Contigency: 2 loại phong cách lãnh đạo

What is motivation? Psychological forces that determine the direction of a person’s
behavior in an organization, a person’s level of effort, and a person’s level of persistence
in the face of obstacles/hindrance

Để động viên người lao động có 2 loại động cơ:

Có 5 loại nhu cầu của Maslow

CHAPTER 7: CONTROLLING
1. Định nghĩa Controlling
controlling is the process of monitoring, regulating,
comparing, and correcting work performance to
achieve goals. Organizational control is the process
whereby managers monitor and evaluate how
efficiently and effectively an organization whether
organization’s strategy and structure are working as
intended, how they could be improved, and how they might be changed if they are not
efficiently and effectively working. Moreover, controlling also helps organizations
respond to opportunities and threats from external environment change and keep
employees motivated which will help the organizations improve their performance over
time.
2. Control cannot be implemented without functionality? (Controlling không thể
thực hiện nếu thiếu chức năng?)
Controlling cannot be achieved without management functions. Management is the
process of planning, organizing, directing and controlling the activities of an
organization to achieve set goals. Control is an important part of process management
and involves monitoring, evaluating and adjusting activities to ensure that objectives
and standards are met. Without the management function, without planning,
organizing and directing the installation, process control results cannot be achieved.
Therefore, control cannot be carried out without the management function.
3. 4 main pillars to create competitive advantage (4 trụ cột chính để tạo ra lợi thế
cạnh tranh)
 Superior Efficiency
 Innovation
 Quality
 Responsiveness to Customers
4. four steps of the control process ( 4 bước kiểm soát )
Step 1: Establish the performance standards
Step 2: Measure actual performance.
Step 3: Compare actual performance to standards
Step 4: Take corrective action as needed.
5. Báo cáo tài chính Financial statement để làm gì?
Financial statements (FS) provide information related to a business's financial activities,
such as assets, equity, equity, revenue, profit, cash flow, etc.
6. Three types of control ( 3 loại kiểm soát)
7. Three types of control systems ( 3 loại hệ thống kiểm soát)

CHAPTER 8: DECISION- MAKING

1. Decision-making process ( gồm 6 bước)
2. Decision making process ( quy trình ra quyết định)
Decision making is the process by which managers respond to opportunities and
threats by analyzing the options and making determinations, or decisions, about specific
organizational goals and courses of action
3. Bước 6 “ Learn from feedback” rút ra cái gì? Tầm quan trọng của việc học hỏi “
feedback” giúp chúng ta cái gì?
The final step in the decision-making process is learning from feedback. Effective
managers always conduct a retrospective analysis to see what they can learn from
past successes or failures. Managers who do not evaluate the results of their decisions
do not learn from experience; instead they stagnate and are likely to make the same
mistakes again and again. 87 To avoid this problem, managers must establish a formal
procedure with which they can learn from the results of past decisions. The procedure
should include these steps:
1. Compare what actually happened to what was expected to happen as a result of the
decision.
2. Explore why any expectations for the decision were not met.
3. Derive guidelines that will help in future decision making.
Managers who always strive to learn from past mistakes and successes are likely to
continuously improve the decisions they make. A significant amount of learning can
take place when the outcomes of decisions are evaluated, and this assessment can
produce enormous benefits. Learning from feedback is particularly important for
entrepreneurs who start their own businesses, as profiled in the accompanying
“Management Insight” feature.
 CHAPTER 9: COMMUNICATION
1. Communication process ( quy trình truyền thông )

2. Types and sources of conflict in organizations (6 loại nguồn gốc)

CHAPTER 10: TEAM MANAGEMENT

 1. What is formal team?
A formal team is a group of individuals formed by the management team in an
organizational structure to accomplish specific tasks and goals.
2. Để giảm reducing social loafing?

PART II: SHORT ANSWER

1. Management is the planning, organizing, leading and controlling of human and

other resources to achieve organizational goals effectively and efficiently.
2. Organizational performance: a measure of how efficiently and effectively managers
use organizational resources to satisfy customers and achieve goals.
3. List three kinds of managerial skills. -> Conceptual, Human and Technical skill.
4. List some recent changes in management practices -> Restructuring, Outsourcing,
Empowerment, Self- managed team.
5. List the four forces of task environment. -> Supplier, Distributor, Customer,
Competitor
6. Three main sources of barriers to entry are Economies of scale, Brand loyalty,
Gorvernment regulation
7. Identify the five forces of general environment. -> economic, technological, social-
cultural, demographic, political - legal forces.
8. Factors that make it difficult and costly for the organization to enter a particular task
environment or industry are called barriers to entry
9. Compare and contrast programmed and nonprogrammed decision-making ->
Programmed decision making is routine, automatic. Non programmed decision-
making is non-routine.
10. Decision Making is the process by which managers respond to opportunities and
threats by analyzing options, and making determinations about specific organizational
goals and courses of action.
11. Reasoned judgment is the way of making decision that takes time and effort to
make and results from careful information gathering, generation of alternatives,
and evaluation of alternatives
12. List the three techniques to building group creativity in group decision making. ->
Brainstorming, Nominal Group Technique, Delphi Technique
13: What is planning? -> Identifying and selecting appropriate goals and courses of
action for an organization.
14: What does SWOT stand for? -> Strengths, Weaknesses, Opportunties, Threats.
15: List three levels of planning in organization. -> Corporate-level, Business-level,
Functional-level.
16: List three distinct steps in planning process.
-> 1. Determining the mission and goals of the organization
-> 2. Formulating strategy
-> 3. implementing strategy.
17: The process by which managers establish the structure of working relationships
among employees to achieve goals is called Organizing
18: What are three methods of job design? -> Job simplification, Job enlargement,
Job enrichment.
19: What are three kinds of organizational structure model? -> Functional Structure,
Divisional Structure, Matrix Structure.
20: List the four factors that affect managers’ choice of organizational structure. ->
Strategy, Organizational Environment, Technology, Human Resources.
21: Identify five basic needs of people according to The Hierarchy of Needs Theory of
Maslow? -> Physiological needs, Safety needs, Belongingness needs (or Social
needs), Esteem needs, Self-actualization needs.
22: Identify the five sources of leader’s power. -> Legitimate Power, Reward Power,
Coercive Power, Referent Power, Expert Power.
23: What are the three sources of positional power. -> Legitimate Power, Reward
Power, Coercive Power.
24: What are the two sources of personal power? -> Referent Power, Expert Power.
25: Control System are formal target-setting, monitoring, evaluation, and feedback
systems that provide managers with information about whether the organization's
strategy and structure are working.
26: What is controlling? -> Controlling is the process where managers monitor and
regulate how efficiently and effectively an organization and its members are performing
the activities necessary to achieve organizational goals.
27: List three kinds of control system considering time to control. -> Feed-forward
control, Concurrent control, Feedback control.
28: Types and Levels of Managers: CEO, Top Managers, Middle Managers, First-
Line Managers.
29. : Formulating Business-Level Strategies
-> 1. Low-cost stategy
-> 2. Differentiation
-> 3. Best-cost strategy
-> 4. Focused low-cost
-> 5. Focused differentiation strategy
30: Herzberg’s Motivation-Hygiene Theory
-> Need for achievement. Need for affiliation, need for power.