REVISION
INTRODUCTION TO MANAGEMENT
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1
Main Contents
• Revision of the whole course
• Revision scope
• How to work on the final test
– MCQs
– Short answers
– Case
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2
Managerial Levels
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1–3
Effectiveness and Efficiency in Management
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1–4
Management Functions
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1–5
Skills Needed at Different Management Levels
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1–6
Characteristics of Organizations
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1–7
Universal Need for Management
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1–8
How an Organization’s Culture Is Established and Maintained
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3–9
The External Environment
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3–10
Organizational Stakeholders
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3–11
To Whom is Management Responsible?
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5–12
Overview of Managerial Decision Making
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6–13
Types of Plans
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7–14
The Strategic Management Process
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8–15
Levels of Organizational Strategy
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8–16
Corporate Strategies
• Growth Strategy
– Seeking to increase the organization’s business by expansion into new
products and markets.
• Types of Growth Strategies
– Concentration
– Vertical integration
– Horizontal integration
– Diversification
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8–17
The BCG Matrix
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8–18
Types of Competitive Strategies
• Cost Leadership Strategy
– Seeking to attain the lowest total overall costs relative to other
industry competitors.
• Differentiation Strategy
– Attempting to create a unique and distinctive product or service for
which customers will pay a premium.
• Focus Strategy
– Using a cost or differentiation advantage to exploit a particular market
segment rather a larger market.
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8–19
Forces in the Industry Analysis
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8–20
REVISION
EXAMINATION SCOPE
Prepared by Nguyen Thi Thanh Hang
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21
Chapter 9: Organizational Structure and Design
• Organizational Structure
– The formal arrangement of jobs within an organization.
• Organizational Design
– A process involving decisions about six key elements:
• Work specialization
• Departmentalization
• Chain of command
• Span of control
• Centralization and decentralization
• Formalization
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10–22
Mechanistic versus Organic Organization
• High specialization
• Cross-functional teams
• Rigid departmentalization
• Cross-hierarchical teams
• Clear chain of command
• Free flow of information
• Narrow spans of control
• Wide spans of control
• Centralization
• Decentralization
• High formalization
• Low formalization
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10–23
Contingency Factors
• Structural decisions are influenced by:
– Overall strategy of the organization
• Organizational structure follows strategy.
– Size of the organization
• Firms change from organic to mechanistic organizations as they grow in
size.
– Technology use by the organization
• Firms adapt their structure to the technology they use.
– Degree of environmental uncertainty
• Dynamic environments require organic structures; mechanistic structures
need stable environments.
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10–24
Selection of organizational structures
(cont.)
• Environmental Uncertainty and Structure
– Mechanistic organizational structures tend to be most
effective in stable and simple environments.
– The flexibility of organic organizational structures is better
suited for dynamic and complex environments.
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Common organizational designs
• Traditional Designs
– Simple structure
– Functional structure
– Divisional structure
• Contemporary
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Team structure
Matrix structure
Project structure
Boundaryless structure
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Chapter 10: HRM
• The importance of HRM
• The HRM process
• Current issues in HRM
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Managing downsizing
Managing workforce diversity
Managing sexual harrassment
Work-life balance
Controlling HR costs
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Human Resource Management Process
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12–28
Chapter 11: Managing Teams
• The difference between group and work group
• Group development stages
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Chapter 14: Communication
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What is communication?
Four functions of communication
The interpersonal communication process
Interpersonal communication barriers
Direction of communication flows
Types of communication networks
The grapevine
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The Interpersonal Communication Process
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11–31
Interpersonal Communication Barriers
National
Culture
Language
Filtering
Emotions
Interpersonal
Communication
Defensiveness
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11–32
Information
Overload
Communication Flows
U
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D
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Lateral
11–33
Three Common Organizational Communication Networks and How They Rate on
Effectiveness Criteria
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11–34
Chapter 16: Motivating Employees
• What is motivation?
• Early theories
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Maslow Hierarchy of Needs
McGregor’s Theory X and Theory Y
Herzberg Two-Factor Theory
Mcclelland’s Three-Needs Theory
• Contemporary theories
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Goal-setting theory
Reinforcement theory
Jog design theory
Equity theory
Expectancy theory
• Motivating unique groups of workers
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Chapter 16: Leadership
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Leader and leadership?
Early leadership theories
Contingency theories
Contemporary views on leadership
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Chapter 17: Controlling
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What is controlling, purposes?
Controlling systems
The importance of controlling
The control process
Organizational performance? How to measure?
(Organizational productivity and effectiveness)
• Feedforward, concurrent, and feedback control
• Tools for controlling organizational performance (financial
controls, the balanced scorecard, information controls,
benchmarking).
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Exam Structure
• 20 MCQs (20%)
• 05 short answer questions (50%), choose
from six questions
• 1 case study (30%)
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Case study
• Clear ideas and presentation, straightforward,
no repetition
• Say what it is, then justify
• Avoid describing the details in the case again.
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39
Steps in writing
1. Brainstorm ideas
2. Group ideas under big categories/points
3. Write up with clear organization (introduction , body, and
conclusion)
4. Don’t forget the transitional words (first, second, third, and
so on)
5. Check again for errors (grammar, spelling, presentation,
ideas overlap, etc.)
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