Hi Tho K Nang Qun L Workshop on Management and Leadership

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H?i Th?o K? Nang Qu?n LýWorkshop on Management
and Leadership

• Bui X. Tung
• Shidler College of Business
• University of Hawaii, USA
• TTHL Can Tho, 10-2007

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Outline(N?i dung)

• Leadership and Influence
• Decision making and problem solving
• Change Management
• Human Resource Management
• Empowerment and persuasion
• Planning, time management, delegation
• Recruitment, retention and personnel development
• Negotiation

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Disclaimer(Nh?ng n?i dung không d? c?p)

• Western perspective
• Private perspective
• Is it the right time, right location, right
  people?

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Credits(Ð?i ngu tham gia so?n th?o)

• Elaine Bailey, University
• Kem Lowry, Uni of Hawaii
• Deb Fennell, Dart Energy
• Thomas Little, Inc.

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Part I

• Leadership and Influence
• (K? Nang Qu?n Lý
• ?nh hu?ng)

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Our Agenda(N?i dung)

• Learning to understand the effect of paradigms on
  persons, organizations and cultures and how they
  frame the conceptions of leadership.
• Distinguishing between Transactional and
  Transformational leadership paradigms
• Demonstrating the effect of paradigms and style
  on ones conception of leader effectiveness and
  organizational effectiveness.

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Leadership as a Democratic Ideal(K? nang qu?n lý
theo quan ni?m dân ch?)

• American foundations are discovered in the
  concept of a free and responsible citizenry
  participating in accountable ways to advance the
  individual and common well being
• How can we build a free, responsible citizenry?

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Transformational Leadership(K? nang qu?n lý
chuy?n hoá)

• Transformational Leadership emerged with its
  emphasis on change and forward movement and the
  development of followers as full human beings.
• Three Approaches.
• Burns, Kotter, and Kouzes and Posner, propose the
  leader is to develop a vision and to align
  constituents and followers around that vision
  through the use of persuasive communication,
  inspiration, and empowerment.
• Heifetz and Laurie, Lipman-Blumen, sees leaders
  role as tapping into the collective wisdom of the
  group to co-create a shared vision, create
  connections between personal aspirations and
  work, and provide workers with the resources,
  encouragement, and support needed to achieve
  goals.

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Principled Centered / Servant Leadership( Lãnh
d?o theo nguyên t?c trung/ Lãnh d?o theo Tinh
th?n ph?c v? )

• A third school of contemporary leadership
• Coveys theory of Principle-Centered Leadership
• Greenleafs concept of Servant Leadership.
• Return to leaderships historic roots as an
  ethical discipline.
• Growing recognition that modernization does not
  automatically lead to human progress in the form
  of greater freedom, justice and equality.
• Greenleaf proposes true leaders are first
  attracted to a moral cause and become leaders in
  service to that cause. Their responsibility as
  leaders is to serve the needs of their followers.

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The Learning Leader(Ngu?i qu?n lý luôn h?c
h?i, ti?p thu)

• 1990s, Peter Senge, in the Learning Organization
• proposes
• organizations must engage in continuous learning
  to keep pace with global change
• learning disabilities prevent most organizations
  from accomplishing effective learning and
  leadership
• proposed methods for overcoming these
  disabilities include
• see organizational patterns and relationships,
• question the deeply held assumptions that
  underlie organizational practice,
• seek systemic solutions to problems, rather than
  blame targets

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Emerging Leadership and Global Awareness(K? nang
qu?n lý Nh?n th?c chung)

• Requires leaders to confront the issues of
  freedom, equality and justice on a massive scale
  in pluralistic and diverse nations and
  organizations
• Diffuse technology and the growth of global
  corporations can promote human well-being or
  create new levels of disparity that contribute to
  poverty, poor health, and global conflict.
• Ethical choices that leaders make have
  repercussions for eras to come.
• Reemergence of the responsible individual with
  values and communicative relationships

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New Leadership Options(Nh?ng k? nang qu?n lý m?i)

• Leadership must emphasize talent and environment
  by
• Creating a learning environment
• Reducing fear that interferes with collaboration
  and communication
• Diversified where people value difference as
  competitive advantage
• See problems as opportunities
• Leverages the organization mission and manages
  talent

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Your Paradigmatic Options(L?a ch?n cho b?n thân
m?t ki?u qu?n lý)

• What are your assumptions about leadership and
  its competitive strategic advantage?
• What are the opportunities your assumptions bring
  to the leadership and the organizational
  situation?
• How will you be able to solve problems more
  effectively better using your paradigm?

But be careful Your Paradigm is not always
Others paradigm
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When YOUR Paradigm Is Not THEIR Paradigm (Khi
ki?u qu?n lý c?a b?n không phù h?p v?i nh?ng
ngu?i khác)
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There Are Three Kinds Of People in Leadership(Có
3 m?u ngu?i lãnh d?o)

• Those who MAKE things happen
• Those who WATCH things happen
• Those who WONDER what happened

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COLLINS'S LEVELS OF LEADERSHIP So d? Các c?p
d? qu?n lý c?a Collin
LEVEL 5 EXECUTIVE Builds enduring value
greatness through a blend of personal humility
and professional will.
  LEVEL 3 COMPETENT MANAGER Organizes
people/resources toward effective and efficient
pursuit of predetermined goals.
.   LEVEL 1 HIGHLY CAPABLE INDIVIDUAL Makes
productive contributions through talent,
knowledge, skills and good work habits.
LEVEL 4 EFFECTIVE LEADER Catalyzes commitment
to and vigorous pursuit of a clear and
compelling vision, stimulating higher
performance standards
LEVEL 2 CONTRIBUTING TEAM MEMBER Contributes
personal capabilities to achievement of group
objectives and works effectively with others in
a group setting.
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Matching Style and Group Maturity
RELATIONSHIP
H
ADVISE
COACH
TASK
SHOW
TELL
L
1
2
3
4
L
H
Work Task Resource Use Assess
Learn
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What do we need to improve as leaders?(V?i vai
trò là m?t ngu?i lãnh d?o c?n c?i thi?n nh?ng gì?)

• Leaders bring people together to make things
  happen
• and do

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What Do Leaders Do?(Ngu?i lãnh d?o Làm gì?)

• Your Heros
• LEADERSHIP PRACTICES
• ________________________
• ________________________
• ________________________
• ________________________
• ________________________
• ________________________

Your Hero?

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Building Effective Business Relationships(T?o
d?ng các m?i quan h? thu?n l?i cho công vi?c)

• Credibility
• ()
• Consistency
• ()
• Communication

Leadership Success

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HOW DO YOU MAKE A DIFFERENCE (Làm th? nào d? t?o
ra s? thay d?i)
I Now
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A Leadership Formula(Công th?c Qu?n lý)
B C E A
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A Leadership Formula(Công th?c Qu?n lý)
Behavior
B C E A
Context
Energy
Attitude
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The Leadership Goal(M?c tiêu qu?n lý)
The ultimate test of leadership is its ability
to create in the business system the drive and
commitment to achieve real, tangible value for
all of the business customers through all of
the business processes, services and products
and the people who operate them.
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Facing the Future (Ð?nh hu?ng trong tuong lai)
How do you build a balanced environment achieving
both business value and human effectiveness in
your business system?
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Your Leadership Strategy(Chi?n lu?c qu?n lý)
What steps will you take to apply the principles
from this seminar to your organization to achieve
your balanced leadership system potential?

• Learning Growth
• Business Process
• Customer
• Financial

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Don Shulas C.O.A.C.H.-ing Rules(Các nguyên t?c
C.O.A.C.H.-ing c?a Don Shula)

• Conviction-Driven stand for something
• Overlearning practice for perfection
• Audible-ready change when needed
• Consistency predictable performance
• Honesty-based high integrity in all things

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The Model?(Ch?n mô hình nào?)

• The Coach

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The Leaders Six Jobs
(6 công vi?c c?a ngu?i qu?n lý)

• 1. Establish a credible vision
• 2. Set and communicate priorities and
  responsibilities
•  
• 3. Design and articulate a plan for success 

• 4. Give clear, creative, consistent feedback on
  performance
•  
• 5. Lead by example
•  
• 6. Create a credible environment that builds
  confidence enthusiasm

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1. Establish A Credible Vision(Có t?m nhìn
thuy?t ph?c)

• Describe the desired performance in vivid words
  and images
• Demonstrate the what, why and where of the
  desired performance
• Challenge the person to rise to the level of your
  performance vision and behavior expectation
• Guide the performance effort
• Change what the person sees and believes about
  the significance of his or her performance and
  contribution

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2. Set and Communicate Priorities and
Responsibilities(Ð?t ra các uu tiên và trách
nhi?m và chuy?n t?i chúng)

• Each person needs to know
• 1. What you expect.
• 2. How he or she might operate in achieving the
  goals.
• 3. Who and what can help is available.
• 4. What are the rules for success.
• 5. How to judge progress and success.
• 6. You are not in a popularity contest

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3. Design and articulate a SMARTO plan for
success(Xây d?ng và trình bày k? ho?ch SMARTO)

• Establish priorities that are.
• Specific and clear
• Measurable
• Action oriented
• Results focused
• Time specific
• Owned by the person

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4. Give clear, creative, consistent feedback on
performance (Có ph?n h?i rõ ràng, d?ng nh?t,
sáng t?o v? vi?c th?c hi?n công vi?c)

• Agree on what you both expect
• Let the person perform dont hover
• Encourage and monitor the progress according to
  agreed criteria and the persons need
• Check the numbers
• Celebrate the persons success
• Learn from each attempt

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  5. Lead by example(Làm guong)

• Expect responsibility accountability
• Take the risks people need
• Stand up for what is right
• Dont blame

• Give people the freedom to try
• Persevere
• Strive for personal excellence
• Keep on keeping on
• Make it simple

Everything you do counts!
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6. Create a credible environment that builds
confidence enthusiasm(T?o m?t môi tru?ng làm
vi?c dáng tin c?y tang cu?ng ni?m tin và lòng
nhi?t tình c?a nhân viên)

• Positives promote Performance the team with the
  best players almost always win
• Build momentum Encourage BHAGS
• Grow GO options
• Dont treat everyone the same be fair and
  particular with the differences you discover and
  that they earn and deserve
• Celebrate Success
• Encourage, Enlarge, Energize

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The Leaders Charge(Trách nhi?m c?a ngu?i lãnh
d?o)

• Fill the mind, spirit and behavior of your
  people with the belief that you are about a
  serious and worthy endeavor and make it so.
• T. Little

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Part II

• Power and Politics
• Quy?n l?c và Các ho?t d?ng chính tr?

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Power and Politics(Quy?n l?c và Các ho?t d?ng
chính tr?)

• Study questions.
• What is power?
• How do managers acquire the power needed for
  leadership?
• What is empowerment, and how can managers empower
  others?
• What are organizational politics?

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Power and Politics(Quy?n l?c và Các ho?t d?ng
chính tr?)

• Study questions.
• How do organizational politics affect managers
  and management?
• Can the firm use politics strategically?

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What is power?(Ð?nh nghia quy?n l?c)

• Power is the ability to
• Get someone to do something you want done.
• Make things happen in the way you want.
• Influence is
• What you have when you exercise power.
• Expressed by others behavioral response to your
  exercise of power.

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What is power?(Ð?nh nghia quy?n l?c)

• Position power.
• Derives from organizational sources.
• Types of position power.
• Reward power.
• Coercive power.
• Legitimate power.
• Process power.
• Information power.
• Representative power.

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What is power?(Ð?nh nghia quy?n l?c)

• Reward power.
• The extent to which a manager can use extrinsic
  and intrinsic rewards to control other people.
• Success in accessing and utilizing rewards
  depends on managers skills.

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What is power?(Ð?nh nghia quy?n l?c)

• Coercive power.
• The extent to which a manager can deny desired
  rewards or administer punishments to control
  other people.
• Availability varies from one organization and
  manager to another.

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What is power?(Ð?nh nghia quy?n l?c)

• Legitimate power.
• Also known as formal hierarchical authority.
• The extent to which a manager can use
  subordinates internalized values or beliefs that
  the boss has a right of command to control
  their behavior.
• If legitimacy is lost, authority will not be
  accepted by subordinates.

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What is power?(Ð?nh nghia quy?n l?c)

• Process power.
• The control over methods of production and
  analysis.
• Places an individual in the position of
• Influencing how inputs are transformed into
  outputs.
• Controlling the analytical process used to make
  choices.

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What is power?(Ð?nh nghia quy?n l?c)

• Information power.
• The access to and/or control of information.
• May complement legitimate hierarchical power.
• May be granted to specialists and managers in the
  middle of the information system.
• People may protect information in order to
  increase their power.

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What is power?(Ð?nh nghia quy?n l?c)

• Representative power.
• The formal right conferred by the firm to speak
  as a representative for a potentially important
  group composed of individuals across departments
  or outside the firm.
• Helps complex organizations deal with a variety
  of constituencies.

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What is power?(Ð?nh nghia quy?n l?c)

• Personal power.
• Derives from individual sources.
• Types of personal power.
• Expert power.
• Rational persuasion.
• Referent power.

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What is power?(Ð?nh nghia quy?n l?c)

• Expert power.
• The ability to control another persons behavior
  through the possession of knowledge, experience,
  or judgment that the other person needs but does
  not have.
• Is relative, not absolute.

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What is power?(Ð?nh nghia quy?n l?c)

• Rational persuasion.
• The ability to control another persons behavior
  by convincing the other person of the
  desirability of a goal and a reasonable way of
  achieving it.
• Much of a supervisors daily activity involves
  rational persuasion.

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What is power?(Ð?nh nghia quy?n l?c)

• Referent power.
• The ability to control anothers behavior because
  the person wants to identify with the power
  source.
• Can be enhanced by linking to morality and ethics
  and long-term vision.

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How do managers acquire thepower needed for
leadership?(Làm th? nào ngu?i qu?n lý có du?c
quy?n l?c lãnh d?o?)

• Acquiring and using power and influence.
• A considerable portion of any managers time is
  directed toward power-oriented behavior.
• Power-oriented behavior is action directed at
  developing or using relationships in which other
  people are willing to defer wholly or partially
  to ones wishes.

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How do managers acquire thepower needed for
leadership?(Làm th? nào ngu?i qu?n lý có du?c
quy?n l?c lãnh d?o?)

• Acquiring and using power and influence.
• Three dimensions of managerial power and
  influence.
• Downward.
• Upward.
• Lateral.
• Effective managers build and maintain position
  power and personal power to exercise downward,
  upward, and lateral influence.

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How do managers acquire thepower needed for
leadership?(Làm th? nào ngu?i qu?n lý có du?c
quy?n l?c lãnh d?o?)

• Building position power by
• Increasing centrality and criticality in the
  organization.
• Increasing task relevance of own activities and
  work units activities.
• Attempting to define tasks so they are difficult
  to evaluate.

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How do managers acquire thepower needed for
leadership?(Làm th? nào ngu?i qu?n lý có du?c
quy?n l?c lãnh d?o?)

• Building personal power by
• Building expertise.
• Advanced training and education, participation in
  professional associations, and project
  involvement.
• Learning political savvy.
• Learning ways to negotiate, persuade, and
  understand goals and means that others accept.
• Enhancing likeability.
• Pleasant personality characteristics, agreeable
  behavior patterns, and attractive personal
  appearance.

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How do managers acquire thepower needed for
leadership?(Làm th? nào ngu?i qu?n lý có du?c
quy?n l?c lãnh d?o?)

• Managers increase the visibility of their job
  performance by
• Expanding contacts with senior people.
• Making oral presentations of written work.
• Participating in problem-solving task forces.
• Sending out notices of accomplishment.
• Seeking opportunities to increase name
  recognition.

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How do managers acquire thepower needed for
leadership?(Làm th? nào ngu?i qu?n lý có du?c
quy?n l?c lãnh d?o?)

• Additional tactics for acquiring and using power
  and influence.
• Using coalitions and networks to alter the flow
  of information and the analytical context.
• Controlling, or at least influencing, decision
  premises.
• Making ones own goals and needs clear.
• Bargaining effectively regarding ones preferred
  goals and needs.

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How do managers acquire thepower needed for
leadership?(Làm th? nào ngu?i qu?n lý có du?c
quy?n l?c lãnh d?o?)

• Common strategies for turning power into
  relational influence.
• Reason.
• Friendliness.
• Coalition.
• Bargaining.
• Assertiveness.
• Higher authority.
• Sanctions.

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How do managers acquire thepower needed for
leadership?(Làm th? nào ngu?i qu?n lý có du?c
quy?n l?c lãnh d?o?)

• Power, formal authority, and obedience.
• The Milgram experiments.
• Designed to determine the extent to which people
  obey the commands of an authority figure, even
  under the belief of life-threatening conditions.
• The results indicated that the majority of the
  experimental subjects would obey the commands of
  the authority figure.
• Raised concerns about compliance and obedience.

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How do managers acquire thepower needed for
leadership?(Làm th? nào ngu?i qu?n lý có du?c
quy?n l?c lãnh d?o?)

• Obedience and the acceptance of authority.
• Chester Barnard argued that
• Authority derives from the consent of the
  governed.
• Subordinates accept or follow a directive only
  under special circumstances.

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How do managers acquire thepower needed for
leadership?(Làm th? nào ngu?i qu?n lý có du?c
quy?n l?c lãnh d?o?)

• Obedience and the acceptance of authority cont.
• For a directive to be accepted as authoritative,
  the subordinate
• Can and must understand it.
• Must feel mentally and physically capable of
  carrying it out.
• Must believe that it is consistent with the
  organizations purpose.
• Must believe that it is consistent with his or
  her personal interests.

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How do managers acquire thepower needed for
leadership?(Làm th? nào ngu?i qu?n lý có du?c
quy?n l?c lãnh d?o?)

• Obedience and the acceptance of authority cont.
• Directives that meet the four criteria will be
  accepted as authoritative since they fall within
  the zone of indifference.
• Directives falling within the zone are obeyed.
• Directives falling outside the zone are not
  obeyed.
• The zone is not fixed over time.

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What is empowerment, and how can managers empower
others?(Th? nào là Trao quy?n? Cách th?c ngu?i
qu?n lý trao quy?n cho ngu?i khác?)

• Empowerment.
• The process by which managers help others to
  acquire and use the power needed to make
  decisions affecting themselves and their work.
• Considers power to be something that can be
  shared by everyone working in flatter and more
  collegial organizations.
• Provides the foundation for self-managing work
  teams and other employee involvement groups.

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What is empowerment, and how can managers empower
others?(Th? nào là Trao quy?n? Cách th?c ngu?i
qu?n lý trao quy?n cho ngu?i khác?)

• The power keys to empowerment.
• Traditional view.
• Power is relational in terms of individuals.
• Empowerment view.
• Emphasis is on the ability to make things happen.
• Power is relational in terms of problems and
  opportunities, not individuals.

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What is empowerment, and how can managers empower
others?(Th? nào là Trao quy?n? Cách th?c ngu?i
qu?n lý trao quy?n cho ngu?i khác?)

• The power keys to empowerment.
• Ways to empower others.
• Changing position power.
• Expanding the zone of indifference.

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What is empowerment, and how can managers empower
others?(Th? nào là Trao quy?n? Cách th?c ngu?i
qu?n lý trao quy?n cho ngu?i khác?)

• Power as an expanding pie.
• With empowerment, employees must be trained to
  expand their power and their new influence
  potential.
• Empowerment changes the dynamics between
  supervisors and subordinates.

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What is empowerment, and how can managers empower
others?(Th? nào là Trao quy?n? Cách th?c ngu?i
qu?n lý trao quy?n cho ngu?i khác?)

• Ways to expand power.
• Clearly define roles and responsibilities.
• Provide opportunities for creative problem
  solving coupled with the discretion to act.
• Emphasize different ways of exercising influence.
• Provide support to individuals so they become
  comfortable with developing their power.
• Expand inducements for thinking and acting, not
  just obeying.

69
What are organizational politics?(Ho?t d?ng
chính tr? trong t? ch?c)

• Machiavellian tradition of organizational
  politics.
• Emphasizes self-interest and the use of
  nonsanctioned means.
• Organizational politics is defined as the
  management of influence to obtain ends not
  sanctioned by the organization or to obtain
  sanctioned ends through nonsanctioned influence
  means.

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What are organizational politics?(Ho?t d?ng
chính tr? trong t? ch?c)

• Alternate tradition of organizational politics.
• Politics is a necessary function resulting from
  differences in the self-interests of individuals.
• Politics is the art of creative compromise among
  competing interests.
• Politics is the use of power to develop socially
  acceptable ends and means that balance individual
  and collective interests.

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What are organizational politics?(Ho?t d?ng
chính tr? trong t? ch?c)

• Positive aspects of organizational politics.
• Overcoming personnel inadequacies.
• Coping with change.
• Substituting for formal authority.

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What are organizational politics?(Ho?t d?ng
chính tr? trong t? ch?c)

• Organizational politics and self-protection.
• Common self-protection strategies.
• Avoiding action and risk taking.
• Redirecting accountability and responsibility.
• Defending turf.

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What are organizational politics?(Ho?t d?ng
chính tr? trong t? ch?c)

• Common techniques for avoiding action and risk
  taking.
• Working to the rule.
• Playing dumb.
• Depersonalization.
• Stalling.
• Routine.
• Creative.

74
What are organizational politics?(Ho?t d?ng
chính tr? trong t? ch?c)

• Common techniques for redirecting accountability
  and responsibility.
• Passing the buck.
• Buffing (or rigorous documentation).
• Rewriting history.
• Scapegoating.
• Blaming the problem on uncontrollable events.
• Escalating commitment to a losing course of
  action.

75
What are organizational politics?(Ho?t d?ng
chính tr? trong t? ch?c)

• Common techniques for defending turf.
• Expanding the jobs performed by the work unit.
• Forming and using coalitions.

76
How do organizational politics affect managers
and management?(Ho?t d?ng chính tr? trong t?
ch?c có ?nh hu?ng gì d?n ngu?i qu?n lý và công
vi?c qu?n lý)

• Managers may gain a better understanding of
  political behavior by placing themselves in the
  positions of other persons involved in critical
  decisions or events.
• This understanding can be facilitated with the
  use of a payoff matrix analysis.

77
How do organizational politics affect managers
and management?(Ho?t d?ng chính tr? trong t?
ch?c có ?nh hu?ng gì d?n ngu?i qu?n lý và công
vi?c qu?n lý)

• Political action and subunit power.
• Common types of lateral, intergroup relationships
  where political action occurs.
• Work-flow linkage.
• Service ties.
• Advisory connections.
• Auditing linkages.
• Approval linkages.

78
How do organizational politics affect managers
and management?(Ho?t d?ng chính tr? trong t?
ch?c có ?nh hu?ng gì d?n ngu?i qu?n lý và công
vi?c qu?n lý)

• Political action in the chief executive suite.
• Executive behavior can sometimes be explained in
  terms of resource dependencies.
• Resource dependence increases as
• Needed resources become more scarce.
• Outsiders have more control over needed
  resources.
• There are fewer substitutes for a particular type
  of resource controlled by a limited number of
  outsiders.

79
How do organizational politics affect managers
and management?(Ho?t d?ng chính tr? trong t?
ch?c có ?nh hu?ng gì d?n ngu?i qu?n lý và công
vi?c qu?n lý)

• Strategies for managing resource dependencies.
• Developing workable compromises among competing
  resource dependencies.
• Altering the firms degree of resource
  dependence.
• Redefining how the firm expects to conduct
  business in the international arena.
• Determining the proper level of executive pay.

80
Can the firm use politics strategically?(Công ty
có chi?n lu?c s? d?ng quy?n l?c?)

• There is growing awareness of the importance of
  political strategy for business firms.
• In the United States, corporate political
  strategy advises managers to
• Engage in the public political process.
• Turn the government from an industry regulator to
  an industry protector.
• Decide when and how to get involved in the public
  policy process.

81
Can the firm use politics strategically?(Công ty
có chi?n lu?c s? d?ng quy?n l?c ?)

• Organizational governance.
• The pattern of authority, influence, and
  acceptable managerial behavior established at the
  top of the organization.
• Significantly determined by the effective control
  of key resources by members of a dominant
  coalition.

82
Can the firm use politics strategically?(Công ty
có chi?n lu?c s? d?ng quy?n l?c ?)

• Organizational governance implications.
• The daily practice of governance is the
  development and resolution of issues.
• Governance is becoming more public and open.
• Imbalanced governance by some U.S. corporations
  may limit their ability to manage global
  operations effectively.

83
Can the firm use politics strategically?(Công ty
có chi?n lu?c s? d?ng quy?n l?c ?)

• Organizational governance implications.
• While governance is often closely tied to the
  short-term interests of stockholders and pay of
  CEOs, some firms are expanding governance
  interests to include employees and communities.
• Governance should have an ethical basis.

84
Can the firm use politics strategically?(Công ty
có chi?n lu?c s? d?ng quy?n l?c ?)

• A persons behavior must satisfy the following
  criteria to be ethical
• The behavior must produce the greatest good for
  the greatest number of people.
• The behavior must respect the rights of all
  affected parties.
• The behavior must respect the rules of justice.

85
Can the firm use politics strategically?(Công ty
có chi?n lu?c s? d?ng quy?n l?c ?)

• CEOs and employees may justify unethical actions
  by suggesting that the behavior
• Is not really illegal and so could be moral.
• Appears to be in the firms best interest.
• Is unlikely to be detected.
• Demonstrates loyalty.

86
Part III

• Organizational Decision Making and Problem
  Solving
• (Ra Quy?t Ð?nh và Gi?i quy?t V?n d? c?a t? ch?c)

87

• Management Science From Theory to
  Practice and the Role of I.T.
• Khoa h?c Qu?n lý T? Lý thuy?t d?n Th?c ti?n và
  vai trò c?a I.T

88
Outline(N?i dung)

• The theory and methods. What do we teach at MBA
  schools?
• The reality. How good decision theory in
  practice?
• Lessons for government leaders

89

• What are the typical theories and methods we
  teach at MBA Schools?
• (N?i dung ki?n th?c và phuong pháp gi?ng d?y o
  các tru?ng MBA)

90
A Review of Managers Decision Toolbox (Công c?
h? tr? ra quy?t d?nh c?a các nhà qu?n lý)

• The Model The economic paradigm
• Simons Decision Making Model and Problem Solving
  Model
• Wallass Model of Creativity
• Lewin and Scheins Model of Change
• Bui and Shakuns Negotiation Model
• Leaderships Model

91
Contingency Framework Models of Decision
Making (Nh?ng b?t tr?c Nh?ng mô hình ra quy?t
d?nh)
92
Organization Knowledge and Decision Making (Hi?u
bi?t v? t? ch?c và Vi?c ra quy?t d?nh)
93
(No Transcript)
94
Economic Paradigm - A Practical Perspective(Mô
hình Kinh t? - T?m nhìn mang tính th?c t?)

• Define Objective(s)
• Identify Assumptions
• Identify Alternatives
• Analyze Each Alternative
• Choose Best Alternative
• Execute Chosen Alternative

95
Model of Decision Making and Problem Solving(Mô
hình Ra Quy?t d?nh và Gi?i quy?t V?n d?)

• Intelligence
• Design
• Choice
• Implementation
• Monitoring

96
Model of Creativity(Mô hình Sáng t?o)

• Preparation - outside the box
• Incubation - matching ideas to new needs
• Illumination - Eureka (killers application)
• Verification - technologically and economically
  feasible
• Examples
• Toshibas FAX machine in the 1980s (Photocopy
  Phone)
• Apple Inc.s iPhone (mobile phone Internet
  iPod)

97
Change Model(Thay d?i mô hình)

• Unfreeze
• Implementation
• Freeze
• Role of IT
• Providing data for motivating change
• Technology to facilitate implementation
• I.T. to help monitor process

98
A Model of Social Change (Mô hình v? Thay d?i
trong Xã h?i)
99
Negotiation Model(Mô hình Ðàm phán)

• Expand Solution Space
• Change Values
• Change Goals/Objectives
• Change Actors/Players
• (see Part V)

100
Leadership model(Mô hình qu?n lý)

• Intelligence get the facts quickly
• Decision make decision quickly
• Action make decisive decision
• Situational decision (solve quickly and
  effectively a particular problem) ? situational
  leadership (A Hero of the day!)
• Sustained decision (solve problem without causing
  other problems) ? sustained leadership
• Role of IT
• Providing data for real-time facts
• Technology to facilitate trade-off analysis
• I.T. to help measure impacts of decisions

101
How far are we from real life?(M?c d? xa r?i
th?c t?)
102
How do we reconcile?(Cách di?u hoà)
103
Implications for Developing Simulation for
Management(G?i ý d? Mô ph?ng mô hình Qu?n lý)

• Know the objective(s) of your simulations
• Look at simulation as a explanation and
  exploration process to better understand the
  reality
• Consider the Input-Process-Output paradigm you
  can simulate each of the three aspects to isolate
  their impact
• Observe boundary conditions -- what you can
  control and what you cannot
• What-if and Goal-seeking are two popular
  features of simulation in M.S.
• How to build effective simulation for leaders?

104
Characteristics of a good decision maker(Ð?c
di?m c?a ngu?i ra quy?t d?nh dúng d?n)

• Leader must lead
• Stay focus decide what should be taken into
  consideration for decision / what not
• Set high standards decision reflects your
  expectations / Higher standards higher results
• Kindle passion link decision to a mission / a
  dream for workers to look up too
• Lead other to lead delegate leadership (there
  is some risk but the benefit could be big)

105
Summary(Tóm t?t)

• I.T. provides
• Information to help discover/define problem
• Computing capability to facilitate and speed up
  analysis
• Storage to preserve organization knowledge
• But, leadership remains critical competitive
  advantage

106
Part III

• Human Resource Management
• (Qu?n Lý Ngu?n Nhân L?c)

107
Outline(N?i dung)

• Theory HRM and Employees Motivation
• Practice Creating recruiting and retention

108
Human Resource Management Trends and
Overview(Qu?n lý Nhân s? T?ng quan và Các
Khuynh hu?ng)
109
Human Resource Management DEFINED(Ð?nh nghia QL
Nhân s?)
Human Resource Management involves all management
decisions and practices that directly affect or
influence the people, or human resources, who
work for the organization.
110
Human Resource Management MISSION(S? m?nh QL
Nhân s?)
The effective management of human resources is a
key factor in assisting organizations to adapt to
environmental changes and achieve organizational
strategies.
111
Human Resource Management PHILOSOPHY(Tri?t lý v?
QL Nhân s?)

• Employees are investment
• Mutual needs of employee and organizations
  are to be met
• Management satisfies employees economic
  and emotional needs
• Employees encouraged to maximize skills and
  ability

112
Major HRM Activities(Các ho?t d?ng QL Nhân s?
ch? y?u)

• Organizational Design
• Staffing (Planning labor needs and
  recruiting job candidates)
• Orientation and training new employees
• Development of Rewards and Benefits Systems
• Employee and Organizational Development

113
Major HRM Activities(Các ho?t d?ng QL Nhân s?
ch? y?u)

• Appraising Performance
• Communicating (Interviews, counseling,
  discipline)
• Employee Health and Safety
• Grievances and Labor Relations
• Equal Employment Opportunities

114
HRM Department Roles(Vai trò c?a B? ph?n QL Nhân
s?)

• Policies
• Communication
• Advice
• Services
• Control

115
HRM Departmental Roles(Vai trò c?a B? ph?n QL
Nhân s?)

• Policies and Procedures
• Terms of Employment
• Fair Pay and Benefits
• Job Security
• Safe and Attractive Working Environment

116
HRM Departmental Roles(Vai trò c?a B? ph?n QL
Nhân s?)

• Policies and Procedures
• Workplace Rules
• Democratic Workplace
• Right to Due Process
• Right to Information

117
HRM Departmental Roles(Vai trò c?a B? ph?n QL
Nhân s?)

• Policies and Procedures
• Stake in Success
• Shares Rewards
• Shares Profits
• Shares Ownership
• Shares Recognition

118
HRM Departmental Roles(Vai trò c?a B? ph?n QL
Nhân s?)

• Communication
• Employee Handbooks
• Bulletin Boards
• Open Meetings with Management

119
HRM Departmental Roles(Vai trò c?a B? ph?n QL
Nhân s?)

• Communication
• Newsletters
• Grievance Procedures
• Open Door Policy

120
HRM Departmental Roles(Vai trò c?a B? ph?n QL
Nhân s?)

• Advice
• Interpretation of Rules / Regulations / Policies
• Personnel Management related Issues
• Personal Career Development and Planning

121
HRM Departmental Roles(Vai trò c?a B? ph?n QL
Nhân s?)

• Services
• Participation in Employee Selection
• Fund Raising (Disaster Relief)
• Organizing Company Social Events

122
HRM Departmental Roles(Vai trò c?a B? ph?n QL
Nhân s?)

• Control
• Statistical Record Keeping and Analysis
• Career Tracking and Planning
• Performance Evaluation System

123
Outcomes from the Integration of Strategy and HR
Plans(K?t qu? c?a vi?c k?t h?p Chi?n lu?c và các
K? ho?ch QL Nhân s?)

• A source of uniqueness
• An increased capacity for change
• Strategy unity

124
Traditional Strategy HR Integration(Chi?n lu?c
truy?n th?ng - T?ng h?p nhân s?)
Strategy
HR Practices
125
Innovative Strategy HR Integration(Chi?n lu?c
d?i m?i - T?ng h?p nhân s?)
Strategy
Mind-set
HR Practices
126
Current Trends Impacting HRM(Nh?ng khuynh hu?ng
hi?n t?i tác d?ng d?n QL Nhân s?)

• Deregulation
• Removal of government controls
• Opening of new markets
• New organizational alliances
• Drop in prices/lower costs

127
Current Trends Impacting HRM(Nh?ng khuynh hu?ng
hi?n t?i tác d?ng d?n QL Nhân s?)

• Technology Advances
• Changing HR practices
• Changing the nature of work

128
Current Trends Impacting HRM(Nh?ng khuynh hu?ng
hi?n t?i tác d?ng d?n QL Nhân s?)

• Expanding Global Economy
• Increasing international competition
• Operations abroad
• Cheap/skilled labor

129
Current Trends Impacting HRM(Nh?ng khuynh hu?ng
hi?n t?i tác d?ng d?n QL Nhân s?)

• Legal Trends
• The Equal Employment Opportunity (EEO)
  environment is the collection of legal and
  special policies that state the members of
  U. S. society should have equal access to,
  and treatment in, employment.
• International Laws

130
Current Trends Impacting HRM(Nh?ng khuynh hu?ng
hi?n t?i tác d?ng d?n QL Nhân s?)

• Outsourcing Employees
• Local Outsourcing
• National Outsourcing
• International Outsourcing
• Problem Areas
• Motivation
• Performance Appraisal

131
MOTIVATIONÐ?NG CO
132
Motivation Defined(Ð?nh nghia)

• MOTIVATION channeling and directing human
  energy toward the activities, tasks, and
  objectives that further the organizations
  mission.
• MOTIVATION is an internal state that directs
  individuals toward certain goals and objectives.

133
What is motivation?(Ð?nh nghia)

• MOTIVATION IS
• A state of mind
• A desire
• Energy
• Interest that translates into action

134
Importance of Motivation to Management(T?m quan
tr?ng c?a Ð?ng co d?i v?i vi?c Qu?n lý)

• Motivation leads to action
• Motivation is one of three major factors in
  work performance
• Ability X Motivation X Opportunity
  Performance
• Motivation can be influenced because it is
  a changing state of mind.

135
Importance of Motivation to Management(T?m quan
tr?ng c?a Ð?ng co d?i v?i vi?c Qu?n lý)

• Ability X Motivation X Opportunity
  Performance
• Ability natural mental or physical talent
  that remains stable over time
• Motivation changes from situation to
  situation and can be influenced
• Opportunities are provided by managers for
  performance

136
Importance of Motivation to Management(T?m quan
tr?ng c?a Ð?ng co d?i v?i vi?c Qu?n lý)

• Job satisfaction
• An attitude of feeling about ones job
• Pay, co-workers, supervision, organization
• Motivation more complex
• Attitude about job
• Even deeper needs
• Needs are based on
• Personality
• Values
• What we have/desire

137
Work Factor Values Survey(Ði?u tra Giá tr? c?a
các nhân t? trong công vi?c)

• Work individually and rank factors
• Work in groups to rank factors
• Comparisons to research findings
• Sense of accomplishment ranked high
• Income and financial rewards ranked high to
  middle depending on individual income level
• Less loyalty to employer-worldwide
• US companies lose 50 of employees over 4
  years
• Loyalty and job security relationship

138
Importance of Motivation to Management(T?m quan
tr?ng c?a Ð?ng co d?i v?i vi?c Qu?n lý)

• Behavioral aspect
• Need to take action(s)
• Relationship to job satisfaction complex
• Maslow, Herzberg, and McCleland
• Research
• 60 of over 57 years olds satisfied
• 33 of 18-26 year olds - satisfied

139
Maslows Hierarchy of Needs(Tháp nhu c?u c?a
Maslow)
Self-Actualization
140
Two-Factors of Motivation(2 nhân t? c?a Ð?ng co)

• Motivation
• Motivation and intrinsic factors necessary to
  stimulate positive motivation
• The work itself
• Achievement
• Challenge
• Responsibility
• Advancement
• Growth
• Recognition

141
Measurement of Fairness(Thu?c do s? công b?ng)

• Attempt to describe how personal factors and
  environmental factors interact and influence each
  other to produce specific behaviors
• Equity theory input/output relationship
• Expectancy Theory
• Effort will result in good performance
• Performance will result in specific
  reward/outcome
• The reward must have values

142
Motivation and Culture(Ð?ng co trong các n?n Van
hoá khác nhau)

• Motivation common to all cultures
• Factors that motivate vary among cultures
• Motivation factors depend of
• Cultural values
• Individual needs
• Individualism vs. Collectivism
• Time as linear vs. time as circular

143
Culture and Motivation Examples(Ví d? minh ho?)

• Japanese maquiladoras better motivate and retain
  employees than U.S. maquiladores
• Similar values in
• Power distance
• Strong uncertainty avoidance
• Collectivism
• Easier to train in system consistent with values
• Management system reflect national values

144
Component of Motivation(Các thành t? t?o nên
d?ng co)

• Gender differences
• Job security ranked high
• Personal fulfillment ranked high
• Status and wealth lower, ranked higher by men
• Meaningful worked ranked higher by women than men

145
Component of Motivation(Các thành t? t?o nên
d?ng co)

• The Actual Job
• Consideration of job factors survey
• Depends on individual differences
• The Organization
• Organizational climate and culture
• Organizational opportunities
• Strategies, missions
• Norms, policies and practices
• Individual, Job and Organizational setting
  all contribute to motivation

146
Job Design Motivation(Ð?ng co vi?c s?p x?p
công vi?c)

• Design jobs to be interesting, challenging,
  and motivating
• Job design element should consider
  individual needs and job characteristics
• Core Job Characteristics
• Skill variety
• Task identity
• Task significance
• Autonomy
• Feedback

147
Definition of Terms(Ð?nh nghia Các Thu?t ng? có
liên quan)

• Skill variety degree to which a job
  requires a range of competencies and
  abilities
• Task identity degree to which a job
  requires completion of a whole and
  identifiable piece of work
• Task significance degree to which the
  job is perceived by the employee as having
  a substantial impact

148
Definition of Terms(Ð?nh nghia Các Thu?t ng? có
liên quan)

• Autonomy degree to which the job provides
  freedom, independence, and discretion to
  schedule tasks and procedures
• Job feedback degree to which job tasks
  provide individuals with direct and clear
  information about their performance

149
Job Design Motivation(Ð?ng co vi?c s?p x?p
công vi?c)

• Critical Psychological States
• Variety, identity and significance lead to
  experiencing meaningfulness of work
• Autonomy leads to sense of responsibility
• Feedback leads to knowledge of impact and
  results
• Outcomes
• High motivation, satisfaction, and performance
• Low turnover and absenteeism
• Moderated by
• Individual needs, knowledge and skills

150
Job Characteristics Enrichment Model(Mô hình làm
phong phú các d?c di?m công vi?c)
Job Characteristics
Psychological States
Outcomes
Skill Variety Task Identity Task Significance
Meaningfulness of the work
High Internal motivation
151
Job Redesign Conditions(Ði?u ki?n tái s?p x?p
công vi?c)

• Knowledge and skill of employee
• Growth needs strength for learning,
  self-development, and challenge
• Satisfaction with contextual factors
  (basic working conditions)

152
Job Redesign(Tái s?p x?p công vi?c)

• Job rotation programs movement between
  jobs at same skill level
• Job enlargement policies increase number
  of tasks performed, horizontal job loading
• Job enrichment methods broaden
  responsibilities, more autonomy, vertical
  job loading

153
Job Redesign(Tái s?p x?p công vi?c)

• Sociotechnical system interventions
  attempt to match technology of the job with
  employee social needs
• Basic unit of work design is the group
• Self-managed work teams set goals,
  allocate tasks, responsible for all
  management functions related to the group

154
Training and Working Conditions(Ði?u ki?n Làm
vi?c và T?p hu?n)

• Training to improve performance improves
  motivation through outcomes
• Poor working conditions affect the effort-
  to-performance linkage

155
Goal Setting and Motivation(Ð?t ra m?c tiêu và
Ð?ng co)

• Goal setting is an essential factor in
  effort-to-performance effort
• Specific, Measurable, Achievable but
  challenging, Reasonable, Timely (SMART)
• Management by Objectives (MBO)
• Goal setting process
• Set goals using SMART guidelines
• Involve employees in the process
• Support employees through monitoring and
  feedback

156
Motivation and the Organization(Ð?ng co và T?
ch?c)

• Organizational factors enhance motivation
  in conjunction with individual and
  job-related factors
• Organizational Culture, Politics and Trust
• Healthy, supportive culture and
• supported, valued employees individual
  and job factors taken into consideration
  Motivation

157
Motivation and the Organization(Ð?ng co và T?
ch?c)

• Equity is a sense of fairness, justice and
  impartial treatment
• A balance in the ratio of inputs to outputs
  compared to equivalent others
• Perceptions need to be addressed with
  factual date

158
Creative Recruiting Retention The Search
for Magic PillsTuy?n d?ng S? d?ng nhân l?c
m?t cách sáng t?o
159
Outlook on Labor Availability(Cách nhìn v? ngu?n
lao d?ng s?n có)

• Competition with private sector
• Migration to mega-cities
• Demographics

160
If the horse is dead, get off it.(N?u m?t
con ng?a ch?t, thì hãy v?t b? nó)

• Being Creative An Approach-Avoidance
  Proposition
• Magical pills solutions the easy way out, and
  only has a short-lived effect
• Creative means giving up old ways
• Creative requires looking at the hard stuff,
  too (like at what role WE are playing in the
  problem)
• Money is an easy answer, but not necessarily
  the right or most effective answer
• Recruiting and Retention is a hand-in-hand
  proposition --- effective recruiting increases
  effective retention effective retention
  decreases need for recruiting
• If you are going to have ideas ahead of the times
  (i.e., creative), you will have to get used to
  living with the fact that most people are going
  to believe you are in the wrong. - Bruce Lloyd
  
• Every new idea goes through three stages It
  wont work it will cost too much I thought it
  was a good idea all along. -- Frank Vizzare
• Faced with the choice between changing ones
  mind and proving there is no need to do so,
  almost everybody gets busy on the proof. --
  John Galbraith

161
Recruiting(Tuy?n d?ng)

• First steps first (very methodical process)
• Whose job is recruiting?
• Identify what the Job is and is not think of
  other similar characteristics for jobs in other
  industries
• Whats unique about my best workers in that job?
  (include hobbies, background, recreation, buying
  behaviors, etc. --- then, target those areas)
• What do I have to offer? (If you want someone
  to do a good job, give them a good job to do.
  - Frederick Herzberg)
• Make a list -- what makes you
  different/unique? (compared to your competitors
  in the labor market note your labor
  competitor may be in another industry)
• Brand yourself --- its your value
  proposition, and will become your guiding
  principle(s) in the eyes of those who see it

162
Branding not just for cowboys any more!!

• Communicates a differentiating promise to
  potential (and current) employees --- why theyd
  choose you rather than your competitors --- why
  you stand out
• Sample branding
• Yahoo Yahoo is not just a search engine, its
  a LIFE engine a results engine money engine
  career engine change engine entrepreneurial
  engine daydream/innovation engine knowledge
  engine fun place to work engine
• Southwest Airlines Built around having fun at
  work, just like their ticket sales promos
  They promote the concept that We hire for
  attitude, and train for skill
• FISH! We can hire the brain. The heart and
  soul we have to earn.
• Army Its not just a job its an adventure.

163
Break time

• Come Up with Your Own Branding

164
Break timeNgh? gi?i lao

• Come Up with Your Own Branding

165

• Campaign, with gusto
• Recruitment brochures
• Select an appropriate ad copy writ