so tay ky nang quan ly

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B Xy Dng 37 Li Hnh Qun Hai B Trng H Ni Vit NamT: 84-4-974 0938 Fax: 84-4-974 0939 Email: [email protected]

Wastewater and Solid Waste Management in Provincial Centers

D n GTZ TA No: 2000.2208.7 - Project GTZ TA No: 2000.2208.7

Ti liu d n s: IM 001 - Project Document No.: IM 001Pht hnh ln: 01 - Edition: 01

S TAY K NNG QUN LMANUAL ON MANAGEMENT SKILLS

H Ni, thng 3 nm 2007 - Hanoi, March 2007

B Xy dng H NiMinistry of Construction Hanoi

hp tc viin cooperation with

T chc Hp tc K thut cDeutsche Gesellschaft fr Technische Zusammenarbeit (GTZ) GmbH

H tr K thut ca GTZ do GFA thc hinTechnical Assistance on behalf of GTZ by GFA Consulting Group & Associates


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S TAY K NNG QUN L MANUAL ON MANAGEMENT SKILLS

070313-Maunual on Management Skills-EN&VN-Minh-1.doci

Ngi lin h caGFA Consulting Group GmbH

Your contactwith GFA Consulting Group GmbH

Gudrun Krause

Fax +49 (40) 6 03 06169

Email: [email protected]

a ch

Address

GFA Consulting Group GmbH

Eulenkrugstrae 82

D-22359 Hamburg

Germany

Ngi chun bThis manual was prepared by

inh ng [email protected]


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ii

Your contact person

with GFA Consulting Group GmbH

Gudrun Krause

Phone +49 (40) 6 03 06168

Fax +49 (40) 6 03 06169

Email: [email protected]

Address

GFA Consulting Group GmbH

Eulenkrugstrae 82

D-22359 Hamburg

Germany

This report was prepared byDinh Dang Minh

[email protected]


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iii

MC LC

1. LI NIU ...............................................................................................................................1

2. CC CHC NNG QUN L...................................................................................................2

3. CC CP QUN L ...................................................................................................................3

4. VAI TR CA QUN L ...........................................................................................................4

5. CC K NNG QUN L .........................................................................................................6

6. MI TRNG KINH DOANH...................................................................................................7

7. TRNH T LP K HOCH ......................................................................................................7

8.NG LI HOTNG S PHT TRIN CNG TY ..............................................11

9. XCNH MC TIU ..............................................................................................................13

11. GII QUYT VN V RA QUYTNH......................................................................17

12. QUY TRNH T CHC..........................................................................................................22

13. Y THC CNG VIC ..........................................................................................................28

14. THNG TIN LIN LC...........................................................................................................30

15. QUN L THI GIAN ............................................................................................................32

16. XY DNG NHM.................................................................................................................34

17. XY DNG SNG THUN ...........................................................................................37

18. LA CHN ..............................................................................................................................41

19.O TO .................................................................................................................................42

20. LNH O ...............................................................................................................................48

21. TONG C THCY .................................................................................................51

22. QUY TRNH KIM SOT.......................................................................................................55

23. HUN LUYN..........................................................................................................................59

24. T VN ....................................................................................................................................60

25. THI HNH K LUT ...............................................................................................................62

26.NH GI ................................................................................................................................62

27. CHM DT HPNG LAONG ................................................................................62


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TABLE OF CONTENTS

1. PREAMBLE..................................................................................................................................1

2. MANAGERIAL FUNCTIONS.....................................................................................................2

3. MANAGEMENT LEVELS...........................................................................................................3

4. MANAGERIAL ROLES...............................................................................................................4

5. MANAGEMENT SKILLS............................................................................................................6

8. OPERATING GUIDELINES - CORPORATE DEVELOPMENT.......................................11

9. OBJECTIVE SETTING .............................................................................................................13

11. PROBLEM SOLVING AND DECISION MAKING ..............................................................17

12. ORGANIZING PROCESS................................................................................................22

13. DELEGATING..........................................................................................................................28

14. COMMUNICATING.................................................................................................................30

15. MANAGING TIME...................................................................................................................32

17.CONSENSUS BUILDING .......................................................................................................37

18. SELECTING.............................................................................................................................41

19. TRAINING ................................................................................................................................42

20. LEADING ..................................................................................................................................48

21. MOTIVATING...........................................................................................................................51

22.CONTROLLING PROCESS...................................................................................................55

23. COACHING ..............................................................................................................................59

24. COUNSELING .........................................................................................................................60

25. DISCIPLINING.........................................................................................................................62

26. EVALUATING ..........................................................................................................................62

27. TERMINATING ........................................................................................................................62


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1. LI NI U 1. PREAMBLE

Cuc Cch mng cng nghip bt u t th k 18 lm bin i cng vic ca ngi qun l, t chngvai tr qun l cho mt ng ch tr thnh ngi qunl chuyn nghip c tr lng. Sn xut vn cntrong giai on th cng, vi s tham gia ca cc h

gia nh, cc ca hiu nh, v cc xng sn xut aphng. Cc pht minh, my mc mi, v cc qutrnh i mi ca cuc Cch mng cng nghip bini vic kinh doanh v qun l (v d nh vic s dngcc nhin liu ha thch lm ngun nng lng,ng st, s ci tin trong cc quy trnh luyn thp vnhm, s ra i v pht trin ca nng lng in,pht minh ra ng ct trong..). Vi nhng cch tncng nghip trong cc sn phm ch to cng nghip,trong lnh vc vn ti v phn phi, cc hot ng kinhdoanh ln c hnh thnh. iu i hi nhiu tng v k thut mi qun l cc t hp doanhnghip quy m ln.

The Industrial Revolution began in the eighteenthcentury and transformed the job of manager fromowner-manager to professional, salaried manager.The production of manufactured goods was still in thehandicraft stage and consisted of household

manufacturing, small shops, and local mills. Theinventions, machines, and processes of the IndustrialRevolution transformed business and management(such as, the use of fossil fuels as sources of energy,the railroad, the improvement of steel and aluminummetallurgical processes, the development ofelectricity, and the discovery of the internal-combustion engine.) With the industrial innovations infactory-produced goods, transportation, anddistribution, big business came into being. New ideasand techniques were required for managing theselarge-scale corporate enterprises.

Ngy nay, kinh doanh v qun l ang tip tc bin inh cng ngh cao. theo kp tc v s phc tpca hot ng kinh doanh, ngi ta pht minh ranhiu phng tin tnh ton, phn loi v x l thngtin. Cc nh qun l nhn thy rng h c th tn dngnhng kin thc mi ny. in tn l cng cu tinchuyn thng tin sang dng in t vt qua nhngqung ng di. in thoi, rai, v tuyn truynhnh v my vi tnh pht trin cc cch truyn ti thngtin tc thi. My vi tnh lu gi v x l mt khi lngthng tin khng l, tng ha qu trnh ch to v citin cc h thng lin lc hin i. Cc my tnh ln

trong nhng nm 70, my tnh c nhn trong nhngnm 80 v mng ni b trong nhng nm u thp k90 l nhng bn p cho s pht trin sn phm vln mnh ca ngnh cng ngh.

Today, business and management continue to betransformed by high technology. In order to keep pacewith the increased speed and complexity of business,new means of calculating, sorting and processinginformation were invented. Managers realized thatthey could profit from immediate knowledge ofrelevant information. The telegraph was the firstinstrument to transform information into electrical formover long distances. The telephone, radio, television,and computer expanded instant information.Computers store and handle a vast amount of data,automate manufacturing, and enhance moderncommunication systems. The mainframe in the 1970s,

the PC in the 1980s and the office network in the first part of the 1990s were the platforms that drovemassive product development and growth for thetechnology industry.

Cc cng ngh thng tin v x l thng tin l cng cthit yu cho hu ht cc lnh vc kinh doanh. Internet,vi vic kt ni hng triu my tnh, pht trin nmc c kh nng tr thnh ngun lc ln nht cahot ng kinh doanh ngy nay. Trang thng tin toncu - Web (www) - cho php tip cn cc ngun thngtin rng ln v s lng khng l cc trang thng tintrn Internet. Cc nh qun l c th tip cn, lu giv di chuyn cc thng tin c s ha (ging ni,m thanh, vn bn, v s liu). Mng ni b ca cccng ty to ra mt giao din chung chia s thng tintrong ton b cng ty v thng tin cp cc nhmcng tc. Nhn vin c th tip cn thng tin, phi hpv ph bin kt qu mi ni, mi lc.

Communication and processing technologies is anessential tool in almost every field of business. TheInternet, with its interconnection of millions ofcomputers, has evolved to potentially become one ofthe greatest resources available to businesses today.The World Wide Web (www) offers access to vastinformation resources and an immense number ofsites on the Internet. Managers can access, store andmove digital information (voice, sound, text andnumbers). Private corporate intranets provide auniversal interface for sharing company-wideinformation and work group level information.Employees can access information, collaborate, anddistribute results anywhere, anytime.

Ngnh cng nghip my tnh v cng nghip vinthng tip tc pht trin theo cng mt hng v to ra nhiu tin b nh cc my nhn tin hai chiu,dch v lin lc di ng s ha, hi tho video trnmng, in thoi b ti lin lc qua h thng v tinh,truy cp Internet tc cao. Cc ti liu kinh doanhgm c cc ha v vn bn trn cc my tnh

khp ni trn th gii, cc thng tin c trao i ngthi bng m thanh ging ni v qua video.

The computer and telecommunications industriescontinue to converge and have resulted in advancesin two-way pagers, digital cellular service, desktopvideo-conferencing, portable satellite phones, mini-dishes and high-speed Internet access. Businessdocuments include graphics and text on computersaround the world, sound, video and simultaneousvoice communications.

T chc l hai hay nhiu ngi cng lm vic trong Organizations are two or more people working


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mt mi trng c c cu chnh thc nhm honthnh cc mc tiu chung. Cc nh qun l a ra ccch dn, t chc thc hin v iu phi t ccc mc tiu ca t chc. Nh qun l hin i cnhun luyn nhn vin ca t chc cch trin khai lmvic theo nhm c th p ng cc nhu cu vhon thnh cc mc tiu ca t chc mt cch hiuqu. Hin nay khng cn cn n nhng t chc hotng theo kiu chuyn quyn truyn thng vi hthng qun l theo tn ti trn di v vi mt ng chc on, bt p nhn vin lm vic. Nh qun l hini to ra mt khng kh trao quyn cho nhn vinbng cch cho php nhn vin t quyt nh v to racm hng cho nhn vin tng nng sut.

together in a structured, formal environment toachieve common goals. Managers provide guidance,implementation, and coordination so thoseorganizational goals can be reached. The modernmanager coaches employees of the organization todevelop teamwork, which effectively fulfills their needsand achieves organizational objectives. The traditionalautocratic organization with its hierarchical system of

management and an overbearing "boss" that forcesperformance out of people is no longer needed. Themodern manager provides an atmosphere ofempowerment by letting workers make decisions andinspiring people to boost productivity.

2. CC CHC NNG QUN L 2. MANAGERIAL FUNCTIONS

Cc nh qun l to ra v duy tr mt mi trng nib, thng c gi l t chc, nhng ngi khcc th lm vic hiu qu trong . Cng vic ca mt

nh qun l gm c lp k hoch, cho, t chc vkim sot cc ngun lc ca t chc. Cc ngun lcny c th l con ngi, cng vic hoc chc v, cngngh, trang thit b, vt t, cc ngun cung ng, thngtin, v tin bc. Cc nh qun l lm vic trong mt mitrng nng ng v phi d on trc cng nhbit cch thch ng vi cc thch thc.

Managers create and maintain an internalenvironment, commonly called the organization, sothat others can work efficiently in it. A manager's job

consists of planning, organizing, directing, andcontrolling the resources of the organization. Theseresources include people, jobs or positions,technology, facilities and equipment, materials andsupplies, information, and money. Managers work in adynamic environment and must anticipate and adaptto challenges.

Cng vic ca mi nh qun l bao gm ci m ngita thng gi l cc chc nng qun l: lp k hoch,cho, t chc v kim sot. Cc chc nng ny uhng v mc tiu, lin quan n nhau v ph thucln nhau. Lp k hoch l vic to ra mt quy trnh c

tnh h thng thc hin cc mc tiu ca t chc.Vic ny cng nhm mc ch chun b cho tng laica t chc. Lnh o gm c hng dn, lnh o vgim st nhn vin thc hin cc mc ch ca tchc. T chc c hiu l sp xp cc ngun lc cnthit tin hnh k hoch. y l quy trnh to ra ccu, thit lp cc mi quan h v phn b ngun lcnhm hon thnh cc mc ch ca t chc. Kim sotl vic xem xt kt qu hot ng thc t c ph hpvi k hoch khng. Nu kt qu hot ng khngthng nht vi k hoch, s cn n bin php sacha/iu chnh.

The job of every manager involves what is known asthe functions of management: planning, organizing,directing, and controlling. These functions are goal-directed, interrelated and interdependent. Planninginvolves devising a systematic process for attainingthe goals of the organization. It prepares the

organization for the future. Leading involves theguiding, leading, and overseeing of employees toachieve organizational goals. Organizing involvesarranging the necessary resources to carry out the plan. It is the process of creating structure,establishing relationships, and allocating resources toaccomplish the goals of the organization. Controllinginvolves verifying that actual performance matches the plan. If performance results do not match the plan,corrective action is taken.

Hnh 1 Cc chc nng qun l / Figure 1 Functions of Management

Lnh o /Leading

Lp k hoch /Planning

T chc /Organizing

Kim sot /Controlling

PLOC

Lnh o /Leading

Lp k hoch /Planning

T chc /Organizing


Lnh o /Leading

Lp k hoch /Planning

T chc /Organizing


PLOC


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3. CC CP QUN L 3. MANAGEMENT LEVELS

Phm vi nhng ngi qun l thc hin cc chcnng qun l (lp k hoch, t chc, cho v kimsot) khc nhau ty theo cp bc trong h thng thbc qun l. Thut ng ngi gim st c th dngcho tt c cc th bc qun l trong t chc, c th lp dng cho nhng ngi cho cng vic ca ngi

khc. Tuy nhin, trong bi cnh p dng chung, chcdanh ny thng ch hay s dng cho cp trc tipu tin trong h thng th bc qun l. Nu mt tchc chia nhng ngi qun l theo cp cao, cptrung v cp trc tip th thut ng ngi gim st sc dng cho ngi qun l cp trc tip.

The extent to which managers perform the functionsof management - planning, organizing, directing, andcontrolling - varies by level in the managementhierarchy. The term supervisor could be applied at allmanagement levels of the organization to those whodirect the work of others. In common usage, however,the title tends to be used only in the first level of themanagement hierarchy. If an organization weredivided into top, middle, and lower managerial levels,the term generally applies to the lower level.

Hnh 2 Cc cp qun l / Figure 2 Management Levels

Ngi gim st l ngi qun l ch yu thc hin haichc nng cho v kim sot cng vic ca nhnvin thc hin cc mc ch ca nhm. y l cpqun l duy nht c trch nhim qun l nhng ngikhng phi l nh qun l. Nh vy, phn ln thi gianca ngi gim st c phn b cho cc chc nng

cho v kim sot. Tri li, cc nh qun l cp caos dng phn ln thi gian ca mnh cho cc chcnng lp k hoch v t chc. Nh qun l cp cao xcnh s mnh v t ra cc mc ch cho t chc.Chc nng u tin ca nh qun l cp cao l lp khoch di hn. Nh qun l cp cao chu trch nhimgii trnh v cng tc qun l chung trong t chc. Nhqun l bc trung thc hin cc mc ch ca nh qunl cp cao. Ngi gim st cho cng vic thc tca t chc cp hot ng.

Supervisors are managers whose major functionsemphasize directing and controlling the work ofemployees in order to achieve the team goals. Theyare the only level of management managing non-managers. Thus, most of the supervisor's time isallocated to the functions of directing and controlling.In contrast, top managers spend most of their time on

the functions of planning and organizing. The topmanager determines the mission and sets the goalsfor the organization. His or her primary function islong-range planning. Top management is accountablefor the overall management of the organization.Middle management implements top managementgoals. Supervisors direct the actual work of theorganization at the operating level.

Vin nh vm trong t chc Keystone in the Organization

Quan im v vin nh vm trong t chc l quan

im ca nhiu ngi v cng vic ca ngi gimst. So snh gia mt kin trc cng vm vi mt tchc s cho thy nhiu im th v. Khng c vin nh vm (tc l ngi gim st), ci cng vm (tc l

The keystone view is many people's ideal of a

supervisor's job. The comparison between an archwayand an organization is very interesting. Without thekeystone (supervisor), the arch (organization)collapses. The keystone is the central topmost stone

Gim c /Director

V.Director 1

P.Gc 1V.Director 2 /

P.Gc 2

Head Depart.1 /

TP1

Head Depart.2 /

TP.2

Head Depart.3 /

TP.3

Staff /

Nhn vin

Staff /

Nhn vinStaff / Nhn vin

Cp cao /Top management

Cp trung /Middle Management

Cp trc tip(gim st) /

Supervision


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t chc) s sp . Vin nh vm l vin ttrn cng v chnh gia ca cng vm. y l b phnthit yu v n chu p lc t c hai pha cng vm,cng vi p lc ca bn thn n v s dng cc p lcny chng ton b cng vm. Ngi gim stcng l im kt ni chnh gia hai bn cc nh qunl v nhn vin, mi bn c th thc hin cng vicca mnh mt cch hiu qu. Ngi gim st l cpqun l kt ni hot ng ca tng phng/ban vi phncn li ca t chc. Quan im ny nhn mnh tmquan trng ca vic pht trin nhn vin mi cp.

of an arch. It is an essential part because it takes thepressure of both sides, exerts pressure of its own anduses them to strengthen the overall arch. Thekeystone supervisor is the main connector joiningmanagement and employees making it possible foreach to perform effectively. Supervisors are the levelof management linking the operations of eachdepartment to the rest of the organization. This view

underscores the critical importance of developingpeople at all levels.

Hnh 3 Vin nh chm /Figure 3 The keystone

Nhn vin cn vic lm, h mun bit nhng k vngca t chc i vi h v cng vic ca h lin quannh th no n ton b quy trnh ca t chc. Ngigim st l im tip xc p ng nhu cu ny canhn vin. Bng cc n lc ca mnh t nng sutv hiu qu trong cng vic, ngi gim st gip cho

cng ty thnh cng, v bng cch duy tr v to ravic lm cho nhn vin. Thng qua gii thch cc chnhsch, a ra cc ch dn v thng tin, v thng quatip xc thng thng hng ngy vi nhn vin, ngigim st ng vai tr cu ni gia nhn vin vi lnho qun l cng ty. Vin nh vm phi xc nhrng anh ta/c ta s kim sot cng vic thay v chocng vic kim sot mnh. Nh vy, chnh s t tin vobn thn s gip nh qun l thnh cng.

Employees need their jobs and want to know what isexpected of them and how their work relates to thewhole process. The supervisor is the point of contactin the satisfaction of these needs for employees. Byhis or her efforts toward productivity and efficiency,the supervisor helps make the company successful,which preserves and creates jobs. By interpreting

policies and giving instructions and information andthrough normal, everyday contact with employees, thesupervisor serves as the point of contact withmanagement. The keystone has determined that he orshe will control the job instead of the job controllinghim or her. Thus, It is the confidence in self that willhelp determine the success of the manager.

4. VAI TR CA QUN L 4. MANAGERIAL ROLES

p ng nhiu yu cu v thc hin cc chc nngca mnh, nh qun l c hiu l phi ng nhiuvai tr khc nhau. Vai tr l mt tp hp c t chc cacc hnh vi. Chng ta c th xc nh c 10 vai trph bin cho cng vic ca mt nh qun l. 10 vai trny c chia thnh 3 nhm: vai tr tip xc giangi v ngi, vai tr thng tin v vai tr quyt nh.Cc vai tr thng tin kt ni mi cng tc qun l vinhau. Cc vai tr xc tc m bo thng tin c cungcp, cn cc vai tr quyt nh th s dng thng tin.Cc vai tr qun l ny cng nhng yu cu km theoc th do cng mt nh qun l thc hin cng mt lcv nhiu mc khc nhau, ty theo cp bc v

chc nng qun l. 10 vai tr c m t ring bitnhng tt c chng to thnh mt tng th hp nht.

To meet the many demands of performing theirfunctions, managers assume multiple roles. A role isan organized set of behaviors. We can identify tenroles common to the work of all managers. The tenroles are divided into three groups: interpersonal,informational, and decisional. The informational roleslink all managerial work together. The interpersonalroles ensure that information is provided. Thedecisional roles make significant use of theinformation. The performance of managerial roles andthe requirements of these roles can be played atdifferent times by the same manager and to differentdegrees depending on the level and function ofmanagement. The ten roles are described individually,but they form an integrated whole.

Ba vai tr tip xc trc ht c lin quan n cc miquan h con ngi. Vi vai tr b mt, nh qun l i

The three interpersonal roles are primarily concernedwith interpersonal relationships. In the figurehead role,

Ngi gim st /Supervisor

Cp

trn/H

igh

erMgt

Nhnvi

n/Employees

Ngi gim st /Supervisor

Cp

trn/H

igh

erMgt

Nhnvi

n/Employees


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din cho t chc v tt c mi vn th tc. Nhqun l cp cao nht l i din ca cng ty trcphp lut, trong x hi v trong con mt ca nhngngi bn ngoi cng ty. Ngi gim st l i dinca nhm cng tc trc cp qun l cao hn, ngthi cng l i din ca cp qun l i vi nhmcng tc. Trong vai tr cu ni, nh qun l tip xc vicc ng s v nhng ngi bn ngoi. Nh qun l cp cao nht s dng vai tr ny thu nhn thng tinv cc thin , khc vi ngi gim st s dng vai trny duy tr quy trnh cng vic hng ngy. Vai trlnh o xc nh mi quan h gia nh qun l vicc nhn vin.

the manager represents the organization in all mattersof formality. The top level manager represents thecompany legally and socially to those outside of theorganization. The supervisor represents the workgroup to higher management and higher managementto the work group. In the liaison role, the mangerinteracts with peers and people outside theorganization. The top level manager uses the liaison

role to gain favors and information, while thesupervisor uses it to maintain the routine flow of work.The leader role defines the relationships between themanger and employees.

Cc quan h trc tip vi mi ngi theo cc vai trxc tc t nh qun l vo v tr duy nht c th lyc thng tin. Do , ba vai tr thng tin trc ht clin quan n cc kha cnh thng tin trong cng tcqun l. Trong vai tr theo di, nh qun l s ghi nhnv thu thp thng tin. Trong vai tr ngi ph binthng tin, nh qun l s truyn t li nhng thng tin

c bit cho t chc. So vi ngi gim st th nhqun l cp cao nht s nhn v truyn t thng tint ngi bn ngoi nhiu hn. Trong vai tr ngi phtngn, nh qun l s ph bin thng tin ca t chc rabn ngoi. Nh vy, nu nh nh qun l cp cao nhtc coi nh mt chuyn gia cp ngnh th ngigim st c th c coi nh chuyn gia cpphng/ban hoc n v.

The direct relationships with people in theinterpersonal roles place the manager in a unique position to get information. Thus, the threeinformational roles are primarily concerned with theinformation aspects of managerial work. In the monitorrole, the manager receives and collects information. Inthe role of disseminator, the manager transmitsspecial information into the organization. The top level

manager receives and transmits more informationfrom people outside the organization than thesupervisor. In the role of spokesperson, the managerdisseminates the organization's information into itsenvironment. Thus, the top level manager is seen asan industry expert, while the supervisor is seen as aunit or departmental expert.

Do l ngi v tr duy nht c th tip cn thng tinnn nh qun l chnh l trung tm ca qu trnh raquyt nh trong t chc. C 4 vai tr ra quyt nh.Trong vai tr nh thu, nh qun l pht ng nhng

thay i. Trong vai tr ngi x l rc ri, nh qun lgii quyt nhng mi e da i vi t chc. Trong vaitr ngi phn b ngun lc, nh qun l s chn lanhng lnh vc m t chc cn tng cng n lc.Trong vai tr ngi m phn, nh qun l s thay mtt chc trong cc cuc m phn.

The unique access to information places the managerat the center of organizational decision making. Thereare four decisional roles. In the entrepreneur role, themanager initiates change. In the disturbance handlerrole, the manger deals with threats to the organization.

In the resource allocator role, the manager chooseswhere the organization will expend its efforts. In thenegotiator role, the manager negotiates on behalf ofthe organization.

Hnh 4 - Cc vai tr ca qun l / Figure 4 - Managerial Roles

Phn

hi/Feedback

Cc vi tr - B mt / FigureheadT/xc con ngi / - Lnh o / LeaderInterpersonal - Cu ni / Liasion

Cc vi tr - Theo di / MonitorThng tin / - Ph bin / DisseminatorInformation - Pht ngn / Spokesperson

Cc vi tr - Nh thu / EntrepreneurQuyt nh / - X/l rc ri / Disturbance handlerDecisional - P/b Ngun lc / Resource Allocator

-m phn / Negociator

C/cp T.tin /

Provide informatio

X l T.tin /Process informatio

S dng T.tin /Use information

Phn

hi/Feedback

Cc vi tr - B mt / FigureheadT/xc con ngi / - Lnh o / LeaderInterpersonal - Cu ni / Liasion

Cc vi tr - Theo di / MonitorThng tin / - Ph bin / DisseminatorInformation - Pht ngn / Spokesperson

Cc vi tr - Nh thu / EntrepreneurQuyt nh / - X/l rc ri / Disturbance handlerDecisional - P/b Ngun lc / Resource Allocator

-m phn / Negociator

C/cp T.tin /

Provide informatio

X l T.tin /Process informatio

S dng T.tin /Use information


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5. CC K NNG QUN L 5. MANAGEMENT SKILLS

thc hin cc chc nng qun l v ng nhiu vaitr, nh qun l cn c k nng. C th xc nh 3k nng qun l cn c cho mt nh qun l thnhcng, l k thut, k nng v con ngi (nhn vn)v k nng tng. K nng k thut gm c cc kin

thc v s thng tho v quy trnh hoc k thut. Ccnh qun l phi s dng cc quy trnh, k thut hoccng c ca mt lnh vc c th. K nng v con ngi(nhn vn) gm c kh nng tip xc mt cch hiuqu vi ngi khc. Cc nh qun l phi tip xc vhp tc vi nhn vin. K nng tng chnh l khnng tng hp, xy dng cc tng. Cc nh qun lcn hiu thu cc mi quan h tru tng, bit phttrin tng v gii quyt vn mt cch sng to.Nh vy, k nng k thut lin quan n s vt, knng con ngi lin quan n nhn s v k nng tng lin quan n cc .

In order to perform the functions of management andto assume multiple roles, managers must be skilled.Three managerial skills that are essential tosuccessful management can be identified: technical,human, and conceptual. Technical skill involves

process or technique knowledge and proficiency.Managers use the processes, techniques and tools ofa specific area. Human skill involves the ability tointeract effectively with people. Managers interact andcooperate with employees. Conceptual skill involvesthe formulation of ideas. Managers understandabstract relationships, develop ideas, and solve problems creatively. Thus, technical skill deals withthings, human skill concerns people, and conceptualskill has to do with ideas.

Cp bc ca nh qun l trong t chc s quyt nhmc quan trng tng i ca vic s hu cc knng k thut, k nng nhn vn v k nng tng.Cc nh qun l cp cao cn c k nng tng nhn nhn t chc nh mt tng th, Cc k nng tng sc s dng trong cng tc lp k hoch vsp t cc hay cc kha cnh tru tng. Nhngngi gim st cn c k nng k thut qun l lnhvc chuyn mn ca mnh. Tt c cc nh qun l cc cp u cn c k nng nhn vn, tip xc vgiao tip vi ngi khc mt cch hiu qu.

A manager's level in the organization determines therelative importance of possessing technical, human,and conceptual skills. Top level managers needconceptual skills in order to view the organization as awhole. Conceptual skills are used in planning anddealing with ideas and abstractions. Supervisors needtechnical skills to manage their area of specialty. Alllevels of management need human skills in order tointeract and communicate with other peoplesuccessfully.

Hnh 5 Cc yu cu v knngcc cp qun l khc nhau /Figure 5 Skill Distribution at Various Management Levels

Khi tin trnh thay i c y nhanh v cc cngngh a dng ha nhp vi nhau cng l lc ccngnh cng nghip mi c to ra trn ton cu (vd nh ngnh vin thng). Thay i cng ngh dnn nhng thay i cn bn trong c cu ca cc cngty v i hi cc bin php t chc cng nh k nngqun l mi.

As the pace of change accelerates and diversetechnologies converge, new global industries arebeing created (for example, telecommunications).Technological change alters the fundamental structureof firms and calls for new organizational approachesand management skills.

tng/

Conceptual

Nhnvn/

Human

Kthut/

Technical

Cc k nng / Skills

Cp cao /Top management

Cp trung /Middle Management

Cp gim st /Supervision

Cpq

unl/Levels


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6. MI TRNG KINH DOANH 6. BUSINESS ENVIRONMENT

Nh qun l l ngi bit cch phn tch cng nhtng cng kh nng ca mt t chc nhm m bos tn ti v tng trng ca t chc trong mt thgii phc tp v lun thay i. iu ny c ngha lnh qun l c mt b cng c c th gip h hiu thus phc tp ca mi trng m t chc hot ng.

A manager is someone skilled in knowing how toanalyze and improve the ability of an organization tosurvive and grow in a complex and changing world.This means that managers have a set of tools thatenable them to grasp the complexity of theorganization's environment.

H thng qun l th hin t chc doanh nghip v tphp cc th ch cng nh lc lng c nh hng rtln ln nhau v din ra khi t chc ang hot ngtrong mi trng hot ng phc tp v khng ngngthay i nhanh chng. Mi trng kinh doanh ny rtnh hng n kh nng phc v khch hng ca tchc. Cng ty cn lin tc theo di v t thch ng vimi trng nu mun tn ti v pht trin thnh vng.Nhng xo trn trong mi trng c th to ra nhnge da su sc hoc ngc li, nhng c hi mi chocng ty. Mt cng ty thnh cng l cng ty c th xcnh, nh gi v ng ph vi cc c hi v thch thc

khc nhau trong mi trng hot ng ca mnh.

A management system describes the organization andthe set of significant interacting institutions and forcesin the organization's complex and rapidly changingenvironment that affect its ability to serve itscustomers. The firm must continuously monitor andadapt to the environment if it is to survive and prosper.Disturbances in the environment may spell profoundthreats or new opportunities for the firm. Thesuccessful firm will identify, appraise, and respond tothe various opportunities and threats in itsenvironment.

Mi trng ni b Internal Environment

H thng qun l c th khi qut thnh hai cp .Cp u tin gm c mi trng ni b ca bnthn t chc. Trong ni b, mt t chc c thccoi nh mt c my chuyn ha cc ngun lc, nghal nhn cc u vo (lao ng, tin, vt t, thit b) tmi trng bn ngoi (v d nh t th gii bn ngoi),chuyn chng thnh cc sn phm, hng ha v dchv c ch, sau cung cp cc u ra ny n khchhng.

The management system can be conceptualized ontwo levels. The first level involves the organization'sinternal environment. Internally, an organization canbe viewed as a resource conversion machine thattakes inputs (labor, money, materials and equipment)from the external environment (i.e., the outside world),converts them into useful products, goods, andservices, and makes them available to customers asoutputs.

Mi trng bn ngoi External Environment

Cp th hai ca h thng qun l l mi trng bnngoi ca t chc. Mi trng ny gm tt c cc tchc, cc lc lng bn ngoi c th quan tm hoctc ng n kh nng t mc tiu ca t chc: cth l cc yu t cnh tranh, kinh t, cng ngh, phpch, chnh tr, nhn khu (dn s), vn ha v h sinhthi.

The second level of the management system involvesthe organization's external environment. It consists ofall the outside institutions and forces that have anactual or potential interest or impact on theorganization's ability to achieve its objectives:competitive, economic, technological, political, legal,demographic, cultural, and ecosystem.

Cc yu t mi trng to ra thch thc v c hi chot chc. Cc nh qun l phi phn ng v t thchnghi vi nhng thay i trong mi trng ni b cngnh mi trng bn ngoi. S ton cu ha l mt vd v c hi i vi mt t chc. Cc cng nghctng cng nh trong lnh vc giao thng v thng tinlin lc to iu kin cho cc cng ty m rng thtrng ra ton cu hoc th trng th gii. S toncu ha nh hng n cch thc qun l ca cc tchc. Cc nh qun l cn bit cch lm vic hiu quvi cc nn vn ha v h thng chnh tr khc nhautrong khi cc th trng v cng nghang thay inhanh chng. H phi c kh nng d on mitrng thay i ny v pht trin tm nhn cng nhnng lc ca tt c cc cp trong t chc ca mnh nm ly tng lai nng ng ny.

Environmental forces create challenges andopportunities for the organization. Managers mustreact and adapt to changes in their internal andexternal environment. Globalization is an example ofan opportunity for an organization. Improving

technologies, such as transportation andcommunications, have enabled companies to expandinto global or worldwide markets. Globalization affectshow organizations are managed. Managers mustlearn to deal effectively with multiple cultures and political systems in the midst of rapidly changingmarkets and technology. They must be able toanticipate this changing environment and develop thevision and competencies at all levels in theirorganizations to embrace this dynamic future

7. TRNH T LP K HOCH 7. PLANNING PROCESS

Cc nh lnh o lun l ngi i tin phong. H toiu kin cho s thay i din ra, thay v phn ng vi

Leaders are proactive. They make change happeninstead of reacting to change. The future requires


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thay i. Tng lai cn n s lnh o cng ty vicc k nng lng ghp nhiu s kin khng lngtrc v c v a dng vo trong qu trnh lp khoch. Mi mt t chc phi lp k hoch cho cc thayi cn thit t c mc tiu cui cng ca mnh.Lp k hoch mt cch hiu qu s gip cho t chcthch ng vi thay i nh xc nh c cc c hi vngn nga c cc vn vng mc. Lp k hochsnh hng cho cc chc nng qun l khc v nhhng lm vic theo nhm. Lp k hoch s gipci thin qu trnh ra quyt nh. Tt c cc cp qun lu phi tham gia vo qu trnh lp k hoch.

corporate leadership with the skills to integrate manyunexpected and seemingly diverse events into itsplanning. Every organization must plan for change inorder to reach its ultimate goal. Effective planninghelps an organization adapt to change by identifyingopportunities and avoiding problems. It sets thedirection for the other functions of management andfor teamwork. Planning improves decision-making. All

levels of management engage in planning.

Lp k hoch chin lc Strategic Planning

Lp k hoch chin lc s to ra cc quyt nh vhnh ng mang tnh c bn c tc dng nh hnh vchdn t chc l g, t chc lm g v ti sao tchc li lm nh vy. lp k hoch chin lc, cntng hp thng tin phm vi rng, nghin cu ccphng n khc nhau, v nhn mnh ngha tng lai

ca cc quyt nh hin ti. Cc nh qun l cp caoch yu s tham gia vo vic lp k hoch chin lchoc lp k hoch di hn, v tr li cc cu hi nhMc ch ca t chc l g?, T chc cn phi lm gtrong tng lai gic th cnh tranh? Cc nhqun l cp cao nht s lm r s mnh ca t chcv xc nh cc mc tiu cho t chc. Cc cp qun lcao nht cn c lp k hoch di hn l cc boco tng hp v tnh hnh ti chnh, hot ng v mitrng bn ngoi.

Strategic planning produces fundamental decisionsand actions that shape and guide what anorganization is, what it does, and why it does it. Itrequires broad-scale information gathering, anexploration of alternatives, and an emphasis on thefuture implications of present decisions. Top levelmanagers engage chiefly in strategic planning or long

range planning. They answer such questions as "Whatis the purpose of this organization?" "What does thisorganization have to do in the future to remaincompetitive?" Top level managers clarify the missionof the organization and set its goals. The outputneeded by top management for long range planning issummary reports about finances, operations, and theexternal environment.

Lp k hoch chin lc l qu trnh pht trin vphn tch s mnh, cc mc tiu chung, cc chin lctng qut, v vic phn b ngun lc ca t chc.

Chin lc l mt lot cc hot ng c nh ra t n mt mc tiu di hn. Thi hn ca chin lcc th ty , c th l hai, ba, thm ch nm nm. Nichung, thi hn thng c quyt nh trn c smc cam kt ca t chc v cc ngun lc camnh trong tng lai. Cc mc mc tiu thng tptrung vo nhng thay i mong mun, v l ci chm t chc c gng t c. Trc y, vic lp khoch chin lc thng c tin hnh mi nm mtln. Tuy nhin, nhiu cng ty hin khng cn lp cc khoch kinh doanh hng nm na m chuyn sang mth thng lp k hoch lin tc, cho php ng phnhanh hn vi cc iu kin lun lun thay i. Do ,k hoch chin lc bao gm c vic lm cho t chcthch ng c v tn dng c cc c hi trong mitrng hot ng lun lun thay i.

Strategic planning is the process of developing andanalyzing the organization's mission, overall goals,general strategies, and allocating resources. A

strategy is a course of action created to achieve along-term goal. The time length for strategies isarbitrary, but is probably two, three, or perhaps asmany as five years. It is generally determined by howfar in the future the organization is committing itsresources. Goals focus on desired changes. They arethe ends that the organization strives to attain.Traditionally strategic planning has been doneannually. However, many companies are doing awaywith annual business plans altogether and moving to asystem of continuous planning, to permit quickerresponse to changing conditions. Thus, the strategic plan involves adapting the organization to takeadvantage of opportunities in its constantly changingenvironment.

Quy trnh lp k hoch phi hp l v p dng binphp tip cn khoa hc gii quyt vn . Quy trnhny phi c cc bc thc hin lgich v theo trnh t.Lp k hoch chin lc l bc dn dng cho cchot ng k hoch khc ca t chc. Cc nhim vca qu trnh lp k hoch chin lc gm c:

The planning process is rational and amenable to thescientific approach to problem solving. It consists of alogical and orderly series of steps. Strategic planningsets the stage for the rest of the organization'splanning. The tasks of the strategic planning processinclude:

Xc nh s mnh;

Tin hnh phn tch hin trng hoc phn tch

SWOT (im mnh im yu c hi thchthc) bng cch nh gi cc im mnh, imyu v xc nh cc c hi v nguy c;

Define the mission

Conduct a situation or SWOT analysis byassessing strengths and weaknesses andidentifying opportunities and threats.

Set goals and objectives.

Develop related strategies (tactical and


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t ra cc mc ch v mc tiu.

Xy dng cc chin lc lin quan (chin lcmang tnh chin thut v chin lc hot ng);

Theo di k hoch.

operational).

Monitor the plan.

CC BC LP K HOCH

1. Xc nh s mnh

2. Phn tch cc im mnh

3. Phn tch cc im yu

4. Xc nh cc thi c

5. Xc nh cc thch thc

6. Xy dng cc mc mc tiu

7. Xy dng cc mc tiu

8. Xc nh cc chin lc

9. Xy dng k hoch hnh ng

10. Theo di thc hin k hoch

STEPS IN PLANNING PROCESS

1. Define mission

2. Analyse strenghths

3. Analyse weaknesses

4. Identify opportunities

5. Identify threats

6. Set Goals

7. Set Objectives

8. Develop Strategies

9. Develop Action Plan

10. Monitor Plan

Xc nh s mnh. S mnh l mc ch ca tchc, l l do t chc tn ti. Do , vic lp khoch s bt u bng vic xc nh r rng s mnhca t chc. Tuyn b s mnh ca t chc phi baoqut nhng vn r rng v ngn gn, tm lc cnhng hot ng ca t chc. Tuyn b ny s chhng cho t chc cng nh cc chc nng v hotng chnh ca t chc n c cc c hi ttnht. Sau , tuyn b ny cng h tr cc k hochchin thut v k hoch hot ng; n lt mnh, cc

k hoch ny li h tr cc mc tiu ca t chc.Tuyn b s mnh cn ngn gn v phi d hiu bt k nhn vin no ca cng ty cng c th ghi nhv trch dn. S mnh r rng s hng dn cho ccnhn vin lm vic mt cch c lp, ng thi vnm bo tnh tp th trong cng vic hng ti khaithc ht tim nng ca t chc. Tuyn b s mnh cthi km vi mt tuyn b bao trm v trit l hocmc ch chin lc ca t chc, nhm xc nh ctm nhn v tng lai v nhn thc cc thch thc calnh o t chc.

Define the mission. A mission is the purpose of theorganization. It is why the organization exists. Thus,planning begins with clearly defining the mission of theorganization. The mission statement is broad, yetclear and concise, summarizing what the organizationdoes. It directs the organization, as well as all of itsmajor functions and operations, to its bestopportunities. Then, it leads to supporting tactical andoperational plans, which, in turn leads to supportingobjectives. A mission statement should be short. Itshould be easily understood and every employeeshould be able to recite it from memory. An explicitmission guides employees to work independently andyet collectively toward the realization of theorganization's potential. The mission statement maybe accompanied by an overarching statement ofphilosophy or strategic purpose intended to convey avision for the future and an awareness of challengesfrom a top-level perspective.

Phn tch SWOT bng cch nh gi cc immnh, im yu v xc nh cc c hi v nguy c.

Phn tch hin trng hoc phn tch SWOT (im mnh im yu c hi thch thc) rt quan trng lpra mt k hoch chin lc. Phn tch SWOT bt ubng vic xem xt mi trng bn ngoi. Cc t chccn nghin cu tnh hnh hin trng ca mnh tmkim cc c hi v theo di cc nguy c. Cc ngunthng tin c th l khch hng (bn trong v bnngoi), cc nh cung cp, cc cp chnh quyn (aphng, trung ng), cc hip hi chuyn mn hochi ngh nghip, (thng qua cc hi ngh hay trin lmtrng by), cc tp san v bo co (tp san hay boco khoa hc, chuyn mn v thng mi).

Conduct a situation or SWOT analysis byassessing strengths and weaknesses and

identifying opportunitiesand threats. A situation orSWOT (Strengths, Weaknesses, Opportunities, andThreats) analysis is critical to the creation of anystrategic plan. The SWOT analysis begins with a scanof the external environment. Organizations mustexamine their situation in order to seek opportunitiesand monitor threats. Sources of information includecustomers (internal and external), suppliers,governments (local, state), professional or tradeassociations (conventions and exhibitions), journalsand reports (scientific, professional, and trade).

SWOT l cc ginh v s kin lm c s cho mt khoch. Phn tch im mnh v im yu bao gm vicnh gi ni b t chc. nh gi cc im mnh cat chc. iu g l c trng ca t chc? (Hot ng

SWOT is the assumptions and facts on which a planwill be based. Analyzing strengths and weaknessescomprises the internal assessment of theorganization. Assess the strengths of the


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ch to ca t chc chng ta hiu qun u? Mc lnh ngh ca i ng cng nhn? Th phn cachng ta t bao nhiu? C cc ngun ti chnh no?Uy tn ca chng ta c mnh hn cc cng ty khc haykhng?). nh gi cc im yu ca t chc. u lcc lnh vc d b tn thng v c th b khai thc?(Trang thit b, my mc ca chng ta lc hucha? Hot ng nghin cu v pht trin ph hpcha? Cc cng ngh chng ta s dng li thicha?)iu g dn n cnh tranh tt?

organization. What makes the organizationdistinctive? (How efficient is our manufacturing? Howskilled is our workforce? What is our market share?What financing is available? Do we have a superiorreputation?) Assess the weaknesses of theorganization. What are the vulnerable areas of theorganization that could be exploited? (Are our facilitiesoutdated? Is research and development adequate?

Are our technologies obsolete?) What does thecompetition do well?

Phn tch cc c hi v nguy c bao gm vic nh gimi trng bn ngoi. Xc nh cc c hi. Trong lnhvc no cnh tranh cha p ng c cc nhu cuca khch hng? (Cc th trng tim nng mi l thtrng no?im mnh ca nn kinh t l g? Cc ith ca chng ta yu hay mnh? Cc cng ngh mixut hin l cng ngh no? Th trng hin nay ckh nng pht trin hay khng?). Xc nh cc nguyc. Trong lnh vc no cnh tranh cn p ng nhucu ca khch hng mt cch hiu qu hn? (C cc

i th cnh tranh mi khng? Cc ngun lc hin nayc thiu thn khng? Th hiu trn th trng c thayi khng? C cc ch nh mi no? C cc snphm mi no xut hin cha?). Chin lc tt nht lchin lc c th lm cho cc im mnh ca t chcph hp vi cc c hi ca mi trng bn ngoi.

Analyzing opportunities and threats comprises theexternal assessment of the environment. Identifyopportunities. In which areas is the competition notmeeting customer needs? (What are the possible newmarkets? What is the strength of the economy? Areour rivals weak? What are the emerging technologies?Is there a possibility of growth of existing market?)Identifythreats. In which areas does the competitionmeet customer needs more effectively? (Are therenew competitors? Is there a shortage of resources? Are market tastes changing? What are the new

regulations? What substitute products exist?) The beststrategy is one that fits the organization's strengths toopportunities in the environment.

Phn tch SWOT c s dng lm c s cho nhngpht trin trong tng lai cng nh phn tchkhong cch. So snh t chc vi cc Tiu ch chunbn ngoi (cc thng l tt nht) thng c dung nh gi cc nng lc hin ti. Xc nh cc tiu chchun mt cch c h thng s gip so snh lng

ha hiu qu hot ng ca mt t chc, v d nhhiu sut, hiu qu, hoc cc nh hng tc ng cat chc mnh, so vi cc tiu ch tng t ca cc tchc khc bn trong hoc bn ngoi. Phn tch ny sgip khm ph ra cc thng l tt nht c th p dng ci tin. So snh tiu ch chun vi cc t chckhc c th gip xc nh khong cch. Phn tchkhong cch s gip xc nh tin cn thit nhma t chc t mc nng lc hin ti n trng thimong mun cho tng lai. Bng cch ny, t chc cth thch ng vi cc thng l tt nht nhm ci thinhiu qu hot ng ca t chc.

The SWOT analysis is used as a baseline for futureimprovement, as well as gap analysis. Comparing theorganization to external benchmarks (the best practices) is used to assess current capabilities.Benchmarking systematically compares performancemeasures such as efficiency, effectiveness, oroutcomes of an organization against similar measures

from other internal or external organizations. Thisanalysis helps uncover best practices that can beadopted for improvement. Benchmarking with otherorganizations can help identify a gap. Gap analysisidentifies the progress required to move theorganization from its current capabilities to its desiredfuture state. In this way, the organization can adapt tothe best practices to improve organizationalperformance.

t ra cc mc mc tiu v mc tiu. Cc mc mctiu v mc tiu chin lc c xy dng thu hpkhong cch gia nng lc hin ti v s mnh ca tchc. Cc mc mc tiu v mc tiu ny phi ph hpvi s mnh v to ra c s cho cc k hoch hnhng. i khi cc mc tiu c th c cp nnh cc mc mc tiu v hiu qu hot ng. Nichung, cc t chc thng c cc mc tiu di hncho nhng yu t nh hon vn u t, li c phn,hoc quy m hot ng. Hn na, h cn xc nhmc chun ti thiu c th chp nhn c, hoc mcti thiu hp l. Ngoi ra, cn c th c nhng gii hnnht nh, d c biu l r rng hoc ngm hiu, vd nh phi cung cp vic lm cho s nhn vinhin thi. Cc mc tiu c c th ha trn c stuyn b s mnh ca t chc, v l mt tp hp gmcc mc tiu c th v chnh sch, tin hoc qun l

Set goals and objectives. Strategic goals and

objectives are developed to bridge the gap betweencurrent capability and the mission. They are alignedwith the mission and form the basis for the action plans. Objectives are sometimes referred to as performance goals. Generally, organizations havelong-term objectives for such factors as return oninvestment, earnings per share, or size. Furthermore,they set minimum acceptable standards or common-sense minimums. In addition, certain limitations, eitherexplicit or implicit, such as "must provide jobs forexisting employees" may exist. Objectives elaborateon the mission statement and constitute a specific setof policy, programmatic, or management objectives forthe programs and operations covered in the strategic

plan. They are expressed in a manner that allows afuture assessment of whether an objective has beenachieved.


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cho cc chng trnh v cc hot ng sc nutrong k hoch chin lc. Cc mc tiu ny cbiu hin theo cch thch hp sau ny c thnhgi mc hon thnh mc tiu.

Xy dng cc chin lc lin quan (chin lcchung v cc chin lc hot ng). Cc chin lcchung ca Cng ty da trn s mnh v tm nhn ca

t chc. Cn cc chin lc hot ng li da trn ccchin lc chung. y l cc chin lc c th v cnthit cho tng nhim v hoc tng hot ng h tr tonn mt k hoch tng th. Vic xy dng k hochchin lc v hot ng cn i km vi vic kim tra.Theo di hoc to iu kin cho cc hot ng tiptheo nhm mc ch m bo cho cc chin lc cthc hin nghim chnh v kp thi. i khi cn cnhng iu chnh ph hp vi nhng thay i cami trng bn ngoi v/hoc bn trong t chc. Cth thu c li th cnh tranh t vic thch ng vinhng thch thc ny.

Develop related strategies (Corporate andoperational strategies). Corporate strategies arebased on the organization's mission and vision. In

turn, operational strategies are based on theorganization's corporate strategies. These are specificstrategies that are needed for each task or supportiveactivity comprising the whole. Strategic andoperational planning must be accompanied bycontrols. Monitoring progress or providing for follow-upis intended to assure that plans are carried out properly and on time. Adjustments may need to bemade to accommodate changes in the external and/orinternal environment of the organization. A competitiveadvantage can be gained by adapting to thechallenges.

Theo di k hoch. Cn p dng mt phng phptheo di mi trng hot ng mt cch c h thngnhm mc ch lin tc ci tin quy trnh lp k hochchin lc. xy dng c mt quy trnh th tctheo di mi trng, cn phi thit lp cc tiu chunngn hn cho cc bin s ch yu c th chng thccc c tnh cho thi gian di hn. K c khi cc gi trc tnh cho thi gian di hn l c li th vn phi ccc hng dn cho thi gian ngn hn phngtrng hp k hoch khng din ra nh d tnh. Tip, cn phi thit lp cc tiu ch quyt nh khi cnthay i chin lc. Nn thu thp v tng hp cc kin phn hi xc nh xem cc mc ch v mc

tiu c tht s kh thi hay khng. Kt qu r sot nysc s dng cho chu k lp k hoch v r sotln ti.

Monitor the plan. A systematic method of monitoringthe environment must be adopted to continuouslyimprove the strategic planning process. To develop anenvironmental monitoring procedure, short-termstandards for key variables that will tend to validatethe long-range estimates must be established. Although favorable long-range values have beenestimated, short-term guidelines are needed toindicate if the plan is unfolding as hoped. Next, criteriamust be set up to decide when the strategy must bechanged. Feedback is encouraged and incorporatedto determine if goals and objectives are feasible. Thisreview is used for the next planning cycle and review.

8. NG LI HOT NG S PHT TRINCNG TY

8. OPERATING GUIDELINES - CORPORATEDEVELOPMENT

Cc t chc thnh cng l cc t chc lun lun imi v thay i trn c s nhu cu v kin phn hica khch hng. Cc gi tr, s mnh v tm nhn lcc yu t to ra nn tng thc thi cc chc nngqun l. y cng l nhng hng dn c nh hng

n mi hot ng ca mt t chc. Tuy nhin, cchng dn ny ch c ch nu chng c son thor rng v c s dng trong cc hot ng v quytnh hng ngy. Cc gi tr ca mt t chc chnh lnhng nim tin hoc nhng c trng v bn chtkhng th nhng b. S mnh ca t chc chnh lmc ch tn ti ca n, cn tm nhn l hnh nh cabn thn t chc trong tng lai.

Successful organizations continually innovate andchange based upon customer needs and feedback.Values, mission, and vision form the foundation for theexecution of the functions of management. They arean organization's guidelines that affect how it willoperate. They work only if visible and used in

everyday activities and decisions. An organization'svalues are its beliefs or those qualities that haveintrinsic worth and will not be compromised. Itsmission is its purpose for existing. The vision is theimage of itself in the future.

S mnh

S mnh l mt khi nim rng, to ra s khc bitgia mt doanh nghip vi ton b cc t chc doanhnghip khc. S mnh l l do t chc tn ti.

Tuyn b s mnh l mt hn th nh gi mi ngh. Ngoi mc ch ca t chc, cc yu t chcht khc ca tuyn b s mnh cn c i tng mt chc phc v, cch phc v v nguyn nhn phc

Mission

A mission is a broad definition of a business thatdifferentiates it from all other organizations. It is the justification for the organization's existence. Themission statement is the "touchstone" by which all

offerings are judged. In addition to the organization'spurpose other key elements of the mission statementshould include whom it serves, how, and why. Themost effective mission statements are easily recalled


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v. Tuyn b s mnh hiu qu nht l tuyn b c thghi nh d dng v a ra phng hng cng nhng c hot ng cho t chc.

and provide direction and motivation for theorganization.

V mt t chc tn ti hon thnh mt iu g trong mt mi trng rng ln nn s mnh hoc mcch c th ca t chc sem li cho cc nhn vinmt cch hiu chung v c hi, phng hng, tm

quan trng v thnh tu ca t chc. S mnh r rngs chng cho cc nhn vin lm vic mt cch clp ng thi vn m bo tnh tp th khai thctim nng ca t chc. Nh vy, mt tuyn b smnh tt s c s gn kt v cm xc v cam kt.iuny khin cho bt k nhn vin no trong t chc cngc th ni Ti bit ti cn lm cng vic ca mnh nhth no to ra s khc bit.

Since an organization exists to accomplish somethingin the larger environment, its specific mission orpurpose provides employees with a shared sense ofopportunity, direction, significance, and achievement.

An explicit mission guides employees to workindependently and yet collectively toward therealization of the organization's potential. Thus, agood mission statement gets the emotional bondingand commitment needed. It allows the individualemployee to say; "I know how I should do my jobdifferently."

Tm nhn

Cch tt nht tin on tng lai l t to ra n.Tm nhn c th l mt bc tranh, mt hnh nh, hocm t tng lai m bn mong mun. Mt ngi nhn

xa trng rng l ngi c kh nng nhn thy trcmt iu g , ng thi l ngi u tin nhn thys cn thit phi thay i. Anh ta hoc c ta nghi ngthc t hin ti v thc y vic a ra nhng nh gitrung thc v phng hng pht trin ca ngnh vcch thc m cng ty c th p dng n c mctiu . Mt ngi nhn xa trng rng c th c giiphp ngay c trc khi vn ny sinh.

Vision

"The best way to predict your future is to create it." Avision might be a picture, image, or description of thepreferred future. A visionary has the ability to foresee

something and sees the need for change first. He orshe challenges the status quo and forces honestassessments of where the industry is headed and howthe company can best get there. A visionary is readywith solutions before the problems arise.

Mt nghin cu v thi k t 1926 n 1990 cho thycc cng ty bit nhn xa trng rng (l cc cng ty xcnh mc ch hot ng xa hn vic kim li) thnhcng hn cc cng ty khc trn th trng chng

khon vi t l hn 6:1. Cc nh qun l cn c tmnhn hn bt k ai khc, v s thay i ang din ranhanh hn bt k lc no. Cc nh lnh o cn ckh nng bin tm nhn ca mnh thnh hin thc bngcch thu ht tm tr cng nh tri tim ca ngi khc.

A study over the period from 1926 to 1990 foundvisionary companies that set a purpose beyondmaking money outperformed other companies in thestock market by more than six to one. Managersrequire more vision than ever because change is

coming faster than ever. Leaders have the ability tomake their vision real by engaging the minds, as wellas the hearts of others.

Cc gi tr

Bin php qun l ca mi ngi gim st s phn nhcc gi tr ca anh ta/c ta cng nh cc gi tr ca tchc. Xy dng s tin tng phi bt u t vic tora mt vn ha da trn cc gi tr chung. Cc gi tr lnhng nt tiu biu hoc cc c tnh c ngha thccht, v d nh s can m, lng knh trng, trch

nhim, s quan tm, ng tin cy, k lut, v s cngbng. Cc gi tr l iu kin c s cho cc hot ngv cho qu trnh ra quyt nh. Cc gi tr cng xcnh phng hng cho cc dnh v quan tm cangi lao ng trong t chc. Cc hnh vi c nhhng theo cc gi tr, v n lt mnh, chng s xcnh vn ha ca t chc. Mt h thng gi tr mnhm hoc mt vn ha c xc nh r rng s binnim tin thnh cc chun mc, v d nh cht lngtt nht, hot ng tt nht, ng tin cy nht, bnnht, an ton nht, nhanh nht, ng tin nht, r nht,c uy tn nht, c thit k hoc phong cch tt nht, ds dng nht. Nu c hi Chng ta tin tng vo

iu g? hoc Hy lit k cc gi tr ca t chcchng ta, tt c mi ngi trong t chc cn phi ara cu tr li ging nhau.

Values

Each supervisor's approach to management willreflect his or her values, as well as those of theorganization. Building trust starts with creating culturebased on shared values. Values are traits or qualitieshaving intrinsic worth, such as courage, respect,responsibility, caring, truthfulness, self-discipline, andfairness. Values serve as a baseline for actions and

decision-making and guide employees in theorganization's intentions and interests. The valuesdriving behavior define the organizational culture. Astrong value system or clearly defined culture turnsbeliefs into standards such as best quality, best performance, most reliable, most durable, safest,fastest, best value for the money, least expensive,most prestigious, best designed or styled, easiest touse. If asked, "What do we believe in?" or "List ourorganization's values" all employees in theorganization should write down the same values.


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Nhng ngi gim st cn hiu r ngha quan trngca cc gi tr v h thng gi tr. Cc gi tr nhhng n cch m ngi gim st nhn v nh gicc c nhn khc hoc nhm ngi, v do , snhhng n cc mi quan h gia mi ngi. Cc gitr cng nh hng n cch m ngi gim st nhnnh tnh hnh v gii quyt vn . Cc gi tr nhhng n cch m ngi gim st xc nh nh thno l hnh vi ng o c, v th no l sai oc. Cc gi trnh hng n cch m ngi gimst ch o v kim sot nhn vin. V nhn vinthng x s theo cc gi tr m h nhn thc, nniu quan trng l phi m bo rng nhn thc cah phn nh ng cc gi tr ca t chc. Nhngngi gim st cn trao i, khuyn khch v tngcng cc gi tr mong mun v cc hnh vi lin quan lng ghp chng vo trong vn ha ca t chc.

Supervisors need to appreciate the significance ofvalues and values systems. Values affect how asupervisor views other people and groups, thusinfluencing interpersonal relationships. Values affecthow a supervisor perceives situations and solvesproblems. Values affect how a supervisor determineswhat is and is not ethical behavior. Values affect howa supervisor leads and controls employees. Since

employees often base behavior on perceived values itis critical to ensure their perceptions reflectorganizational values. Supervisors mustcommunicate, encourage and reinforce the desiredvalues and related behaviors to integrate them into theorganizational culture.

9. XC NH MC TIU 9. OBJECTIVE SETTING

Mc Mc tiu l ch cui cng m mt t chc cgng t c. Tuy nhin, ngi gim st khngth to ra mt mc mc tiu. Ngi gim st s mx cc quy trnh, phn tch chng, t ra cc mc tiuv sau vt ln t c chng. Lm cng mtvic th khng bao gi c th t c cc kt qukhc nhau. Ngi gim st phi vit ra mt mc tiucho mi mt hot ng m mnh ang c gng honthnh. Nh vy, mc tiu l i tng hoc ci chca mt hot ng. Mc tiu cho bit phng hngr rng thc hin hot ng v xc nh cht lngc th ca cng vic cn c hon thnh trong mtkhong thi gian cho trc. Cc mc tiu phn nh

cc tc ng mong mun ca cc c nhn, cc nhmngi v cc t chc. Chng xc nh phng hng ra quyt nh v xc nh tiu ch o lng cckt qu tc ng (tc dng). Do , cc mc tiu l nntng ca cng tc lp k hoch.

A goalis an end that the organization strives to attain.However, the supervisor cannot "do" a goal.Supervisors break down processes, analyze them, setobjectives and then drive hard to achieve them. Doingthe same thing and expecting different results doesn'twork. The supervisor must write an objective for whathe or she is trying to accomplish. Thus, an objectiveis the object or aim of an action. It implies an explicitdirection for the action to take and a specific quality ofwork to be accomplished within a given period of time.Objectives reflect the desired outcomes forindividuals, groups and organizations. They providedirection for decision-making and a criterion againstwhich outcomes are measured. Thus, objectives are

the foundation of planning.

Qun l theo mc tiu (MBO) MBO

Mt cng c lp k hoch hiu nghim v c th gipngi gim st t ra cc mc tiu l cng c Qun ltheo Mc tiu (MBO). y l mt quy trnh phi hptrong ngi qun l v mi cn b cp di cng

nhau xc nh cc mc tiu cho cn b. thnhcng, cc chng trnh MBO cn c s cam kt vtham gia ca tt c cc cp trong quy trnh MBO, tngi qun l cao nht n v tr cn b thp nhttrong t chc.

An effective planning tool to help the supervisor setobjectives is Management by Objectives (MBO). MBOis a collaborative process whereby the manager andeach subordinate jointly determine objectives for thatsubordinate. To be successful MBO programs shouldinclude commitment and participation in the MBO process at all levels, from top management to thelowest position in the organization.

MBO bt u khi ngi gim st gii thch mc mctiu cho mt phng/ban trong cuc hp ca t chc.Cn b cp di ghi li cc mc mc tiu v xutcc mc tiu cho cng vic c th ca mnh. Ngigim st s lm vic vi cn b cp di ph duyt,v iu chnh cc mc tiu , nu cn. Vic iu chnhmc tiu c thc hin trn c s cng nhau bn bcv ngi gim st c cc ngun lc gip cn b cpdi cam kt hon thnh mc tiu. Nh vy, vic tra cc mc tiu c th sot xt c cho tng c nhnphi c cng nhau xc nh mt cch chnh thc, c

MBO begins when the supervisor explains the goalsfor the department in a meeting. The subordinatetakes the goals and proposes objectives for his or her particular job. The supervisor meets with thesubordinate to approve and, if necessary, modify theindividual objectives. Modification of the individual'sobjectives is accomplished through negotiation sincethe supervisor has resources to help the subordinate

commit to the achievement of the objective. Thus, aset of verifiable objectives for each individual arejointly determined, prioritized, and formalized.


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th tu tin.

Ngi gim st v cn b cp di gp nhau theo nhk kim tra tin gn nht. Trao i l yu t chcht quyt nh s thnh cng hoc tht bi caMBO. Ngi gim st s c kin phn hi v c thcho php iu chnh cc mc tiu hoc thi hn thchin ty theo hon cnh. Cui cng, kt qu hot ng

ca nhn vin sc nh gi theo mc tiu tra, v nhn vin sc khen thng tng ng vikt qu hot ng.

The supervisor and the subordinate meet periodicallyto review the latter's progress. Communication is thekey factor in determining MBO's success or failure.The supervisor gives feedback and may authorizemodifications to the objectives or their timetables ascircumstances dictate. Finally, the employee's performance is measured against his or herobjectives, and he or she is rewarded accordingly.

Cc bc trong quy trnh MBO Steps in MBO Process

Qua nghin cu chng minh c rng nu c scam kt t cp qun l cao nht v bn thn h thamgia thc hin cc chng trnh MBO th kt qu hotng c th c nng cao mt cch ng k. Ktlun ny khng c g ng ngc nhin nu xt nvic, trong qu trnh thc hin MBO, cc nhn vinphi t xc nh h s hon thnh ci g. Xt cho cng,ai c th bit r nng lc ca mt ngi hn bn thn

ngi ?

Research has demonstrated that when topmanagement is committed and personally involved inimplementing MBO programs, they significantlyimprove performance. This finding is not surprisingwhen one considers that during the MBO processemployees determine what they will accomplish. Afterall, who knows what a person is capable of doingbetter than the person does him or herself?

Cc mc tiu l ng c pht ng cc qu trnh lp khoch. iu bt buc l cc cp qun l cao nht phigi vng cc mc mc tiu nh h tr cc cnb qun l cp thp hn trong vic din gii v thchin cc mc mc tiu mt cch hiu qu. Cc mctiu s dn hng cho cc hot ng qun l nh lpk hoch ngn sch, lp k hoch hnh ng, t chcnhn s, mua sm thit b. Cui cng, thnh cng cat chc hon ton ph thuc vo cc kt qu tc ngkt hp t cc mc tiu ny.

Objectives are the driver of planning processes. It isimperative that top managers safeguard the intentionof their goals to facilitate middle and lowermanagement's effective translation andimplementation of them. Objectives guide managerialactivities such as budgeting, the development ofaction plans, staffing, and the purchasing ofequipment. The organization's success ultimatelydepends on the combined outcomes of its objectives.

Mc tiu Objectives

Phn ln nhng ngi gim st l ngi t ra ccmc tiu, tuy nhin mc k nng ca h khng ngu. Rt t khi vit sai mc tiu m vn thu c hiuqu y bng cch qun l theo mc tiu MBO.n gin, mt mc tiu l mt tuyn b v vic s philm v n phi c tuyn b theo dng kt qu cnt. Mt cu cnh d ghi nh khi vit mc tiu lSMART (C th, o lng c, Kh thi, nh hngtheo kt qu, C thi hn).

Most supervisors set objectives, but not with equalskill. Few, who do not correctly write objectives, willreap MBO's full benefits. An objective is simply astatement of what is to done and should be stated interms of results. A mnemonic aid to write objectives isSMART (Specific, Measurable, Attainable, Result-oriented, Time-limited).

C th

Mt mc tiu cn phi c th v cp n mt kt

qu ch yu duy nht. Nu cn t c nhiu kt quth phi c nhiu mc tiu. Bit c phi hon thnhvic g l mt bc ln t kt qu.

Specific

An objective must be specific with a single key result.

If more than one result is to be accomplished, morethan one objective should be written. Just knowingwhat is to be accomplished is a big step towardachieving it.

iu g quan trng i vi bn? Ngay khi lm r cbn mun t c iu g, bn cn ch trng vomc tiu m bn ct ra, v s thc hin iu c ngha quan trng i vi bn.

What is important to you? Once you clarify what youwant to achieve, your attention will be focused on theobjective that you deliberately set. You will be doingsomething important to you.

o lng c

Mt mc tiu cn phi o lng c. Chc mc tiuno nh hng n hnh vi v snh hng cthnh lng c mi l mc tiu c hiu qu ti

u. Nu c th, hy tuyn b mc tiu nh mt ilng. Mt s mc tiu s kh nh lng hn cc mctiu khc. Tuy nhin, kh khng c ngha l khng thc. Hot ng ca cc nhn vin bn hng c th

Measurable

An objective must be measurable. Only an objectivethat affects behavior in a measurable way can beoptimally effective. If possible, state the objective as aquantity. Some objectives are more difficult tomeasure than others are. However, difficulty does notmean that they cannot be measured. Treatment ofsalespeople might be measured by looking at theabsenteeism and turnover rates among the sales


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o lng c bng cch xem xt t l hay vng mtv t l doanh thu ca i ng bn hng. Ngoi ra, cth yu cu cc nhn vin bn hng in m khngcn k tn vo mt bn cu hi kho st hnh vi bit kin ca nhn vin v cc hot ng gim st ivi h. Dch v khch hng c thc o lng bngcc ch s nh s ln khiu ni ca khch, s lngkhch hng m cng ty b mt, hoc thng qua cccuc phng vn, tr li bn cu hi kho st t phakhch hng. Tin b cc cn b cp di c thco lng bng cch xc nh s lng cc nhim vm cn b cp di nm vng. S hp tc vi ccchc nng khc c thc o lng bng thi gianchm tr trong vic cung cp cc thng tin cn thit,hoc thng qua nh gi ca ng s v mc phihp.

force. Also, salespeople could be asked to fill out abehavioral questionnaire anonymously giving theirobservations of the supervision they receive.Customer service could be measured by such indicesas the number of complaints received, by the numberof customers lost, and by customer interviews orresponses to questionnaires. Development ofsubordinates could be measured by determining the

number of tasks the subordinate has mastered.Cooperation with other functions could be measuredby length of delay in providing requested information,or by peer ratings of degree of cooperation.

Trnh a ra cc mc tiu chung chung. Trnh dngcc ng t nh bit, hiu, tin rng, c c.Cc ng t mang ngha hnh ng s d quan sthn v truyn t tt hn nh ca hot ng, v d

nh cc ng t vit, p dng, tng thut, sai, lp t, la chn, i chiu, lp rp, sosnh, iu tra, trin khai.

Lm th no bit bn c tin trin?

Avoid statements of objectives in generalities.Infinitives to avoid include to know, to understand, toenjoy, and to believe. Action verbs are observable andbetter communicate the intent of what is to be

attempted. They include to write, to apply, to recite, torevise, to contrast, to install, to select, to assemble, tocompare, to investigate, and to develop.

How will you know you've progressed?

Kh thi

Mt mc tiu phi kh thi trong iu kin ngun lchin c. Ngha l phi thc t. Nhiu mc tiu khi ara rt thc t. Nhng thi hn thc hin mc tiu c th phi thc t. V d nh, gim c 10 pound(xp x4,5 kg) l mt mc tiu thc t. Nhng nu tmc tiu l gim 10 pound trong mt tun th s l phi

thc t.

Attainable

An objective must be attainable with the resourcesthat are available. It must be realistic. Many objectivesare realistic. Yet, the time it takes to achieve themmay be unrealistic. For example, it is realistic to wantto lose ten pounds. However, it is unrealistic to want tolose ten pounds in one week.

Bn s gp nhng tr ngi no khi thc hin mc tiu?Lm th no khc phc tng tr ngi v thi giancn thit l bao nhiu?

What barriers stand between you and your objective?How will each barrier be overcome and within whattime frame?

nh hng theo kt qu

Mc tiu cn tp trung vo cc mc ch ca t chc.Vic hon thnh tt mc tiu s to ra s khc bit chot chc.

Result-oriented

The objective should be central to the goals of theorganization. The successful completion of theobjective should make a difference.

Lm th no mc tiu ny c th gip t chc tinln? Liu mc tiu ny c ph hp vi s mnh ca tchc khng?

How will this objective help the organization moveahead? Is the objective aligned with the mission of theorganization?

C thi hn

Mc tiu cn phi theo di c. Cc mc tiu c thcho php xc nh cc u tin v thi gian v thi hncho cc mc tiu thc s quan trng.

Time-limited

The objective should be traceable. Specific objectivesenable time priorities to be set and time to be used onobjectives that really matter.

Thi hn m bn xc nh c thc t khng? Cc yucu mang tnh cnh tranh khc c gy nn chm trhay khng? Bn c th khc phc nhng yu cu ny hon thnh mc tiu t ra trong thi hn xcnh hay khng?

Are the time lines you have established realistic? Willother competing demands cause delay? Will you beable to overcome those demands to accomplish theobjective you've set in the time frame you'veestablished?

Vit cc mc tiu c ngha Write Meaningful Objectives

Mc d rt kh a ra cc quy tc nhng mt s gi di y c th s c ch cho bn khi vit mt mctiu.

Although the rules are difficult to establish, thefollowing may be useful when writing an objective.


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1. Bt u bng mt ng t m t hnh ng hocs hon thnh (S dng dng ng t nguynth, ngha l ng t c to).

2. Xc nh kt qu ch yu duy nht cho tng mctiu

3. Xc nh ngy hon thnh d kin

4. Chc chn rng mc tiu bn vit l mc tiu mbn c th kim sot c

5. th li xem mc tiu p ng tiu chSMART hay cha, bn hy t tr li cc cu hisau:

1. Start with an action or accomplishment verb.(Use the infinitive form of the verb. Thismeans to start the with "to.")

2. Identify a single key result for each objective.

3. Give the date of the estimated completion.

4. Be sure the objective is one you can control.

5. To test for validity of SMART objectives, askyourself the following questions.

S = Mc tiu ca ti chnh xc l g?

M = Lm th no m t cng vic c thc hintt?

A = Mc tiu ca ti c kh thi khng?

R = Mc tiu ca ti c ngha khng?

T = Mc tiu ca ti c th theo di c khng?

S= Exactly what is my objective?

M= What would a good job look like?

A = Is my objective feasible?

R= Is my objective meaningful?

T= Is my objective traceable?

10. LP K HOCH HNH NG 10.ACTION PLANNING

Mi mt mc tiu cn c mt k hoch hnh ng,trong xc nh mc tiu theo kha cnh hot ng,ngha l biu t mc tiu bng cc hot ng hayhnh ng c th. Mt k hoch hnh ng cn gipcho ngi gim st duy tr c trnh t hot ng,phi hp c cc hot ng trong nhm mnh v gicho cc d n theo ng tin . K hoch hnh ngphi nu c th cc bc thc hin hoc cc nhim v

s c tin hnh t mc tiu. K hoch hnhng bao gm mt k hoch tin , quy nh thi hncht hon thnh cc hnh ng quan trng, xcnh cc ngun lc cn thit t mc tiu v ccphng php o lng/nh gi mc tiu. Khi lpk hoch hnh ng, cn gii quyt cc lnh vc ckh khn tim n, xem xt tc ng chc nng lnnhau ca cc hnh ng v mc ch cui cng l tngnng sut.

Each objective should include an action plan, which"operationally defines" the objective by expressing it interms of specific actions or operations. An action plancan help the supervisor stay organized, coordinate hisor her team's activities, and keep projects onschedule. The action plan states specifically whatsteps or tasks will be accomplished to achieve theobjective. It includes a schedule with deadlines forsignificant actions, resources necessary to achieve

the objective, and methods to measure the objective.Preparing action plans addresses potential problemareas, considers the cross-functional impact of theactions, and ultimately increases productivity.

K hoch tin s iu phi cc ngun lc. iuquan trng l lp k hoch tin nhn s cng nhk hoch s dng cc ngun lc khan him hoc da

vo thi gian, v d nh k hoch giao thit b. Ngoira, cc k hoch tin cng phi xt n s phthuc ca d n, s ph thuc v ngun lc, v sphn b ngun lc. Theo di k hoch tin v boco, c th bng cch s dng lch, s dng PERThoc cc biu Gantt. PERT l mt dng biu tintrnh m t cc nhim v ca d n. Mi nhim v cmt v cc mi tn km theo ni t nhim vtrc n nhim v sau. Cc nhim v trc l nhnghnh ng hoc nhim v cn c hon thnh trckhi bt u nhim v m chng ta ang ni n. Biu Gantt l mt biu m t thi hn ca cc nhimv. Biu Gantt c dng ng k, chiu di mi

ng k cho bit ngy khi u v ngy kt thc hotng hay nhim v. Cc chi ph ngun lc s ctheo di qua mt k hoch ngn sch, trong nu rchi ph cho tng hot ng. Ngi gim st nn xc

Scheduling coordinates resources. It is important toschedule employees, as well as scarce or time-basedresources, such as equipment delivery schedules.Also, schedules should include project dependencies,

resource dependencies, and resource allocation.Tracking of the schedule can be reported by using acalendar, PERT, and Gantt charts. PERT is aflowchart-like view of project tasks. Each task has abox and arrows pointing to it from its predecessors.The predecessors are the actions or tasks that mustfinish before the task we are looking at can start.Gantt is a time-line view of the tasks. Gantt chart is abar graph where the length of each bar shows thestart and finish dates for each action or task.Resource costs should be tracked by a budget thatshows each action's cost. The supervisor shoulddefine best-case and worst-case time lines for tasks,and the probability for each case.


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nh thi hn hon thnh nhim v trong hai trnghp trng hp thun li nht, v trng hp xunht ng thi xc nh xc sut xy ra ca tngtrng hp.

Ngi gim st c th lp k hoch hnh ng vi sh tr ca cc chng trnh phn mm qun l d nc sn. Phn mm c thit k t chc cc nhim

v, theo di cc chi ph, qun l nhn vin v p ngthi hn. Chng trnh qun l d n c bn nht gipsp xp cc tng ca ngi s dng to ra mtk hoch tin n gin. Chng trnh phn mmny t ra cho ngi s dng mt danh mc cc cuhi va phng vn ngi s dng va ngno suy ngh sao cho c th cp n mi thnh tca d n, sau trnh by kt qu mt cch c tchc. Cc chng trnh khc c th c thm nhiu tnhnng nh theo di cc nhim v v chi ph theo thigian, hoc kh nng lin kt cc nhim v c quan hph thuc ln nhau. Mt s chng trnh c th gipphn b ngun lc, v d nh cc nhn vin c th,

cho cc nhim v c th. Mt s sn phm cng to racc biu c th lit k v trnh by cc nhim vcng nh mi quan h ph thuc gia chng theo tin thi gian.

Project-management software programs are availableto help supervisors create action plans. The softwareis designed to organize tasks, track costs, manage

employees, and meet deadlines. The most basic project-management program helps organize theuser's thoughts so that a simple schedule can becreated. It presents the user with a list of questions --interviewing the user and brainstorming at once -- toextract all of the elements of a project, then presentsthe results in an organized fashion. Other programsadd features such as tracking tasks and costs overtime, or the ability to link interdependent tasks. Some programs can assign resources such as particularemployees, to particular tasks. Some products also produce charts that list tasks and represent them,showing interdependencies, on a time-line.

11. GII QUYT VN V RA QUYT NH 11. PROBLEM SOLVING AND DECISION MAKING

Ngi gim st lun lun l ngi a ra nhng quytnh c nh hng n cng vic ca ngi khc.Tnh hung hng ngy i hi phi c nhng quytnh gim st bao gm cc quyt nh lin quan ntinh thn lm vic ca nhn vin, phn b n lc hot

ng, vt t s dng cho cng vic, v phi hp cck hoch tin v lnh vc cng vic. Ngi gim stcn phi nhn ra cc vn vng mc, ra quyt nh,trin khai hnh ng v nh gi kt qu. c ccc quyt nh thng nht vi mc ch chung ca tchc, ngi gim st phi s dng cc hng dn docc cp qun l cao nht a ra. Nh vy, ngi gimst s kh a ra c quyt nh ng n nukhng lp k hoch tt.

Supervisors constantly make decisions that affect thework of others. Day-to-day situations involvingsupervisory decisions include employee morale, theallocation of effort, the materials used on the job, andthe coordination of schedules and work areas. Thesupervisor must recognize problems, make a decision,

initiate an action, and evaluate the results. In order tomake decisions that are consistent with the overallgoals of the organization, supervisors use guidelinesset by top management. Thus, it is difficult forsupervisors to make good decisions without goodplanning.

Mt mc tiu s tr thnh mt tiu ch sau khi cquyt nh. Quyt nh l gii php c la chn tnhiu phng n khc nhau. Cn ra quyt nh khingi gim st i mt vi mt vn . Ra quyt nhl quy trnh chn la mt tin trnh hot ng giiquyt vn . Quyt nh u tin s tr li cu hi: ccn n bin php khc phc hay khng. Mt gii phpn gin c th p dng l thay i mc tiu.

An objective becomes a criterion by which decisionsare made. A decision is a solution chosen from amongalternatives. Decisions must be made when thesupervisor is faced with a problem. Decision-making is

the process of selecting an alternative course of actionthat will solve a problem. The first decision is whetheror not to take corrective action. A simple solutionmight be to change the objective.

Tuy nhin, cng vic ca ngi gim st l t cmc tiu. Do , ngi gim st s c gng khcphc hu ht mi vn .

Yet, the job of the supervisor is to achieve objectives.Thus, supervisors will attempt to solve most problems.

Mt vn pht sinh khi c s khc bit gia iu xyra trn thc t v iu m ngi gim st mun choxy ra. Mt s vn m ngi gim st phi i mtc th s xy ra thng xuyn. C th h thng hacc gii php cho nhng vn ny bng cch thitlp cc chnh sch lun c gii php sn sng khcphc vn . Trong cc tnh hung lp i lp li ny,chcn p dng quy trnh gii quyt vn mt ln v

A problem exists whenever there is a differencebetween what actually happens and what thesupervisor wants to have happen. Some of the problems faced by the supervisor may occurfrequently. The solutions to these problems may be

systematized by establishing policies that will providea ready solution to them. In these repetitive situations,the problem solving process is used once and thenthe solution (decision) can be used again in similar


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sau khi tnh hung tng t xy ra, c th s dngli gii php (hay quyt nh) ny.

situations.

Khng c cc quy trnh thng xuyn hoc cc chnhsch c thit lp th nhng ngi gim st skh khn hn a ra c quyt nh. Nu cha cchnh sch y, ngi gim st s phi sng to ra mtgii php. Gii quyt vn l qu trnh tin hnh hnhng chnh n t c mc tiu. Mt s quytnh hiu qu hn cn tnh sng to. c cnhng tng tt hn, ngi gim st cn theo ngcc bc trong quy trnh gii quyt vn . Cc bcny cn c xy dng trn c s phn tch lgch.

Exceptions to established routines or policies becomethe more difficult decisions that supervisors mustmake. When no previous policy exists, the supervisormust invent a solution. Problem solving is the processof taking corrective action in order to meet objectives.

Some of the more effective decisions involvecreativity. To get better ideas, the supervisor followsthe steps in the problem solving process. The stepsare built on a logical analysis.

Ngi gim st c th suy nghv mi kha cnh cavn bng cch tr li cc cu hi sau. u l imrc ri? Rc ri pht sinh tu? Cc yu t pht sinhrc ri l g? C th lm iu g trong mi kh nng?Liu tt c cc kh nng ny c kh thi khng? Xcsut thnh cng ca tng gii php? Cc phng nthay th thch hp l phng n no? S la chn no

l ng? Ti xa b cc la chn khc nh vy c hpl hay khng? Khi no v lm th no thc hin giiphp? Cch tt nht thc hin gii php l g? Giiphp ny gii quyt c vn gc cha? Ti ln k hoch, t chc v thit lp c ch kim sot cchot ng dn n gii php cha?

The supervisor can think through all aspects of the problem by answering the following questions. Whatseems to be the trouble? Why is it causing thetrouble? What are the causal factors? What can bedone in all possibilities? Are all these possibilitiesworkable? What are the probabilities of success foreach of the solutions? What are the appropriatealternatives? What is the correct choice? Have I

logically eliminated the other choices? When and howcan the solution be implemented? What is the bestway to implement the solution? Has the solutionsolved the original problem? Have I planned,organized, and provided for the control of actionsleading to solutions?

Cc bc trong quy trnh gii quyt vn gm c (1)xc nh vn , (2) xc nh cc tiu ch quyt nh,(3) xy dng cc phng n thay th, (4) quyt nh,(5) thc hin quyt nh, (6) nh gi quyt nh.

The steps in the problem solving process are (1)define the problem, (2) identify decision criteria, (3)develop alternatives, (4) decide, (5) implement thedecision, and (6) evaluate the decision.

CC BC GII QUYT VN V RA QUYTNH

1. Xc nh vn

2. t ra cc tiu ch quyt nh

3. t ra cc phng n gii quyt

4. Quyt nh

5. Thc thi Quyt nh

6. nh gi quyt nh v theo ui

STEPS IN PROBLEM SOLVING AND DECISIONMAKING

1. Define Problem

2. Identy decision criteria

3. Develop Alternatives

4. Decide

5. Implement the decision

6. Evaluate the decision and follow-up

Bc 1. Xc nh vn . Quy trnh ra quyt nh/giiquyt vn bt u khi ngi gim st nhn ra vn, cm thy p lc phi c hnh ng khc phc,

v c ngun lc lm mt iu g nhm khc phcvn . iu ny c ngha l ngi gim st phi xcnh chnh xc vn . Xc nh vn khng phi lvic d. Tuyn b vn c th qu rng hoc quhp. Ngi gim st thng d bnh hng bi mtphng hng khc phc cho php anh ta/c ta bqua bc u tin v quan trng nht ny. Hoc, ctrng hp, nguyn nhn ca vn trn thc t lichl biu hin triu chng.

Step 1: Define the problem. The problemsolving/decision-making process begins when thesupervisor recognizes the problem, experiences pressure to act on it, and has the resources to dosomething about it. This means that the supervisormust correctly define the problem. Problemidentification is not easy. The problem statement canbe too broad or too narrow. Supervisors are easilyswayed by a solution orientation that allows them togloss over this first and most important step. Or, whatis perceived, as the cause of a problem may actuallybe a symptom.

Ngi gim st cn gii quyt ng vn . xcnh c vn , ngi gim st cn m t cc yu tgy nn vn .y l nhng biu hin triu chng dthy khi bi cnh hay iu kin chra s tn ti ca vn -- m c th l s khc bit gia ci ch mongmun vi thc t ang tn ti. Nu khng xc nhc vn mt cch r rng, s khng bao gi c

The supervisor must solve the right problem. In orderto define the problem, the supervisor must describethe factors that are causing the problem. These arethe symptoms, visible as circumstances or conditions

that indicate the existence of the problem -- thedifference between what is desired and what exists.By not clearly defining the problem, ineffective actionwill be taken.


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hnh ng hiu qu.

Bc 2. Xc nh cc tiu ch quyt nh. Bng cchtch ring cc s kin thc t khi vn , ngi gimst s xc nh iu g l hp l a ra quyt nh.V khng c ring mt tiu ch no tt nht ra quytnh khi chng ta hiu r mi s kin thc t nn cnphi s dng mt b tiu ch thun tin gii quyt

vn . Cc tiu ch quyt nh ny s xc nh: iu gcho quy trnh ra quyt nh. y l nhng c s llun quan trng v ph hp vi vn c xc nh.iu ct yu l cc tiu ch ny c xc lp smtrong quy trnh gii quyt vn , v nu nh xy dngtiu ch trong khi ang phn tch d liu th rt c thd liu s xc nh tiu ch. Do , thit lp tiu chsm sm b

so tay ky nang quan ly

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