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1. Managers?
→ someone who coordinates and oversees the work of other people so that
organizational goals can be accomplished.

(3 levels of management from 1→ 3)

1. Top manager:

- create long-term plans/strategy by oversight (cái nhìn tổng quát)

- deal with problems that affect the whole company (5-10years)

2. Middle manager:

- each company has different views → difficult to define.

- look at the strategies → create annual plans for your branch (chi nhánh)/company
- manage a particular function/aspect (head of marketing, …)

3. Line manager: in charge of the daily running of the company/ operation

4. Employee

CEO, COO, Presidents, Managing directors,…

Regional manager, project leader, big store manager,

manager of a branch (chi nhánh) of a small business,…

Team leader, shift manager, small store manager, office

manager,…

2. Process:

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→ planning: setting ideas, and goals and developing the plan.

top: direction - middle: kế hoạch cho bộ phận - line: kế hoạch vc cho employees
→ organizing: right job- right ppl → give them enough resources (tools + money) to carry
out the job.
→ leading: motivating ppl
→ controlling: observe, monitor, and make adjustments if necessary → ensure the plan

3. Challenges: nowadays
• digital technology
• ethical (đạo đức): serve the community + protect the environment
• global competition:
in the past: in a small group
nowadays: companies with the same + different kinds of products in a particular field
Example: ngày xưa phở chung xóm cạnh ranh, ngày nay phở cạnh tranh chung xóm,
nổi tiếng và các món khác

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have problem → jump into the problem + define

✓ Why do I think this is a problem? → be aware of yourself → jump into solving
the problem
→ Make decision.

1. Identify the problem: you need to buy clothes

2. Identify the criteria:

• fabric: cotton, linen

• price
• style
• color
• trend
• size
• form
• purpose
• brand

3. Allocate weight: weight: trọng số like which is more important

4. List your alternatives: tìm giải pháp giải quyết → develop options?

• Viettien
• Tomford
• Nextdoor

5. Allocate alternatives: each criteria x each option = final results

• Price: 2

Viettien : 8

Tomford: 1

Nextdoor: 10

• Fabric: 1

Viettien: 8

Tomford: 8

Nextdoor: 8

…→ Nextdoor: 10x2 + 8x1+…

⇒ final results: the highest number: next door

6. select alternatives: next door

7. implement: go to the next-door store to buy

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8. evaluate the decisions

→ when we have a problem:

go to the same 8 steps of making a decision ~ the way you decide is different

4 decision-making approaches (common way):

Rationality ~ Bonded Rationality (Hợp lý có giới hạn)

• Similarity
o aim for the best
o depend on logic and calculation
• Differences:
o Biggest differences: in steps 4 and 5
▪ R: try to have as many options as possible + try to gather as much
information as possible

→ bất chấp tiện hay ko → choose the best

▪ BR: only consider options that are convenient + only find information
that is convenient

→ cần options tiện → choose ⇒ more popular

Intuition (Trực giác): consider personal feelings/emotions

Evidence-based (same as rationality)

Programmed decisions:

• follow programmed decisions in the first years of your career

• programmed decisions have been made for you as the process → just follow

( gặp vấn đề A → xử lý theo kiểu A’ )

→ As you want to move up/ motivate/advance, then you start to make unprogrammed –
decision

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bigger company → the more programmed - decisions

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Bias ← wrong decision-making:

6 common Bias

o Immediate Gratification: make decisions based on short-term benefits

⇒ not consider long-term benefits/consequences

▪ muốn get fit, giữ dáng ~ bạn rủ đi ăn uống cafe ( may be uống trà thui
sẽ ốm :)) )

→ tới cafe có deal ngon → uống trà sữa về thể dục sau đồ đó :)) → short-term
benefits

o Anchoring effect: make decisions based on the first information that u

have, even when that information is wrong
▪ mua nhà trả góp → thấy căn hấp dẫn 100.000$ → cò bảo là sẽ
discount 80.000$
▪ nhà đó / ng cò đó ~ giá trên web 50.000$ ~ gặp ở ngoài bảo là typing
mistake

→ giá thực thế: 80.000$

⇒ prefer the first options although whether 100.000$ is not the real price or
not

º Confirmation: (nóng vội): be hasty to make decision

→ should: find information to suppport / confirm your decisions

▪ hấp tấp enter the relationship rồi tìm lý do bao biện :))
▪ ip 14 mới ra → mua ip 14 và đọc bài khen ip 14

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º Availability: believe that common information is right, uncommon information

is wrong

▪ nhìu ng rate quán đó trên app ngon ~ tới ăn dở vai :)))

→ have different taste/ cái quán mua rating

º Sunk-cost:
make decisions based on the time, effort, and money that you have spent

~ instead of the facts/ information

(sink-sunk: chìm) → Cho thông tin chìm luon :)))

▪ feeling mqh có vấn đề → ctay/ko → phải decide trên các criteria:

chung gu ko, tgian gặp nhau nhìu kooo → but noooo ~ lỡ quen
bao năm rùi,… ⇒ ko nỡ bỏ

º Self-serving: you think that bad things happen because of luck/other

people/government

New decision making style ( cty khởi nghiệp đồ, …) :

Design thinking: make decisions based on the viewpoint of the users

• tuyển officer → office ko đủ cho new officers

o traditional way: define criteria: máy lạnh, gần cửa hàng tiện lợi, gần trung tâm
… → tìm chỗ
o design thinking way: ask for the need of the officers → define criteria as
officers’ hobbies

→ tìm chỗ and let them check it to decide

▪ Back up plan → solution tốt thứ 2

▪ Nếu tất cả đổ bể (scandals,… ) → cbi trc plan sẵn cho những trg hợp như v
▪ Vấn đề xảy ra với các cty mới khởi nghiệp: ko có data

Nếu số lg sales giảm xuống ko rõ nguyên nhân? → how to deal with it ?

→ bỏ tiền, tgian, công sức ra → kiểm tra từng khâu: xưởng may, cskh của nv, marketing,
cạnh tranh…

→ tìm ra nguyên nhân

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make a good impression ← ability: demonstrate/ express culture

→ how to prepare yf by understanding + expressing culture
• what u need to prepare as an employee
• what u need to prepare as a manager
ready to work internationally, have to know:
• language: …, verbal+ body language
• clothing: ở ả rập, Dubai: cover your body, except your eyes / các nc bắc âu…:
comfortable style
• manner: the way in which something is done: how you call the staff
• food: don’t bring out fish sauce, durian / willing eat what they serve
• holiday: what are the big holidays/ should give presents for them
More advanced:
Hofstede’s Five Dimensions: the tool to analyse: life/work style
1. Collectivism: how much do u value the benefit of the group over the benefit of the
individual
2. Power distance: how much respect do u show for ppl in higher position: các nc Á
Đông / the country have the lowest power distance: Sweden
3. Uncertainty (risk) avoidance: how much risk are u willing to take
low avoidance culture: ppl spent money freely, ok within debt - gói bảo hiểm sẽ khác
high avoidance culture: spent little, save money
4. Masculinity: how much do you value physical and mental strength
high masculinity: want you to be stronger, prefer organize competition prevail: best
customer sevice,..
low masculinity: value relationship, helfulness (in trouble)
5. Time orientation:
short term: value/enjoy the moments, tradition
long term: value dynamism (năng động), want to build sth/be so
⇒ (the country) Hofstede Culture
eating habit - how/what they it
religion, laws
behaviour: bow (cúi chào): Japanese: how high level they are → how lower you bow
give way (nhường đg)

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3 types of international/multinational company (MNC):

Home country (nơi xuất xứ) >< Host country (chi nhánh)
• Multi-domestic country: host know best, believe in the host company/ppl ,therefore
the manager will come frm domestic country → they can understand abt the
domestic country
 Host will give a decision for the host country
→ Polycentric
• Global company: home knows best (cty ở đâu → respect ng sống ở đó)
→ Ethnocentric
• Transnational company: Do not rely on home/ host, our company has a
unique/special way of working. only hire the most suitable with that special way of
working
 Making decision: depends on the industry that you are working in.
→ Geocentric

How to be an international company:

the higher level of presence in abroad (độ nhận diện) ~ the risk is higher:

• Outsourcing: (mang tính quốc tế): move part of your production/products outside
(mua máy tính ở Mỹ của cty điện tử Mỹ → bộ phận customer service ở Ấn và nvien
CSKH là ng Ấn → much cheaper)
• import-export:

CHOLIMEX: chợ lớn import export

EXIMBANK: import export bank

Ex: cty A (me): muốn đánh vào thị trường cty B (nc ngoài)

• Licensing (cấp phép): be paid money to be able to sell/ to use a part of

cty A: hãng may nổi tiếng, có cnghe may hiện đại

cty B: cty thời trang Campuchia → bán (exclusive) nhãn hàng của cty A ở Campuchia

→ Cty B với công nghệ của cty A→ cấp phép để B bán collection của A

• Frenchising (nhượng quyền thương hiệu): B : bán cnghe và sdung cả thương

hiêu, cách quản lý, … (đội lốt như là A): cung cấp nhà, tiền, pháp lí,…

→ do as if B were A: KFC, LOTTERIA, TRÀ SỮA,…

• joint venture (liên doanh): A-B collaborate to create C → C is in the host country: B
• subsidiary – branch (cty con-chi nhánh): A doesn’t need B anymore: go to host
country → open brand by yourself

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Diversity in workplace: differences

2 Level:

• Surface level: gender, sex, skin color, clothing, hair, height, weight, voice, smell
• Deep level: personality, working/lifestyle, hobby, religion, intelligence

→ Why/Why not: should have diversity: in terms of language, …

Why:

• have diverse customers + business partner → easy to serve them

• encourage creativity
• More ideas to solving problem
• Spot for employee self and opportunity to learn new things
• Attract employees with diverse profile

Why not:

• Easy to conflict
• Discrimination

Disadvantage:

• language barrier.
• conflict: work/lifestyle:

ex: you’re HR: your employee: phân biệt giới tính

Western countries: đấu tranh cho phụ nữ, ng da màu,…

big deal: (cực đoan hóa) radicalize: diversity in Western countries

→ as prejudice

ngày xưa: ng da đen dc hưởng mọi quyền lợi như ng da trắng ~ ngày nay: ng da trắng: ác
→ cần loại bỏ

ngày xưa: bve phụ nữ ~ ngày nay: đàn ông: tội đồ của xh → loại bỏ đàn ông → phong trào

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⇒ cực đoan về diversity: phải xu nịnh theo những suy nghĩ: overweight about diversity

vdu như: ng béo phì → ko thể nói: ko có size → use social media: cty: discriminate fat
people

→ phải nói lỗi của cty ko consider đủ size although → being fat is her problem

trc khi apply cty, xem những cái qcao/products… xem có cực đoan hay ko

Advantage:

What activities can you do to reduce the differences of diversity?

- Sharing about yourself (hobbies)

- Making food or sharing pictures

- Organizing workshop and teach about those things (LGBT stuff, religions)

- Sport (the easiest way to make people more close)

Ethics:

• serve the community

• protect the host environment country

In the past, a good company could only provide good food and service. These days, a good
company can also serve the community and protect the environment.
4 levels of ethics (low to high):
- Legal approach: you only do the thing that is required by law.

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Ex: how many carbons you are

- Market approach: you do things that are requested by customers and you only do
as much as your customers want.
- Stakeholder approach: you do as much as your stakeholders (customers,
employees, family and so on) want.
These three things you must do. However, the activist is based on your wants.
- Activist approach: you serve the community and protect the environment because
you want to do it.

How can you promote business ethics for your company?

- Reward and punishment

- Lead by example (lam guong)
- Experiential training
BLM (bv quyen loi ng da den) is radical left (however some people do because they really
want to do)
# (bao ve quyen loi phu nu)

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How can you manage change with other people?

Causes for changes: External and Internal
- Customers preferences
- Government laws
- Change technology
- New strategies
- Change in key position
- Economic prices
- Changing employees attitudes
- Your competitors release a new product or service
- Declining sale (thua lo)
- Scandal
- Broken equipment

Steps of the change process

1. Analyze how many causes of change
2. Analyze areas we need to change for your company. There are four of changes:
- Strategy: long- term planning
- Structure: means things that help the company run
Ex: office, rules and regulations, positions, company culture
- Technology
- People
3. Plan for change
4. Organize for change
=> Unfreezing: you prepare to change
5. Leading: motivate people
6. Controlling : absorb the work and fix the error
=> changing
*Changing process is successful but does not stick. So, you have to keep leading and
controlling to make sure that the change will stick. => refreezing
Why don't changes happen? Barriers to change
- Habits
- Fear of loss ( fear of uncertainty)
- Their belief: what do you believe the company should be and what do you belief your
position (ex: Victoria Secret produce for skinny girls however one day, the manager
want to produce plus size for obese people. Then many people disagree => personal
belief)
- Ability
- Stress (pressure a lot, deadline)
- Culture is the biggest barrier to change

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7 dimensions (kiểu mẫu):

1. Attention to detail: Apple, Japan, German (high attention to detail)

2. Outcome orientation: how much the company values the people/result (value
outcome not value people and in contrast) (ex: Google-high)

3. People orientation: they focus on the well-being of the company

4. Team orientation
5. Aggressiveness: how much competition between their employees
6. Stability: does your company activeness new ideas
7. Innovation & risk-taking
How can we learn a company culture as a new manager/new employee?

- Stories: Learn about the founder through their founding stories, founder’s story,
rumor and gossip, news that write about this company.
- Ritual (Nghi thuc): repetitive activities to achieve a certain meaning (ex: le chao co)-
Asian countries have more rituals like Japan.
- Material artifacts (objects/physical things) and symbols (non-physical things) : things
that contain meaning
Ex artifacts: uniforms, pen, book, chai thuy tinh cua Coca-Cola
Ex symbols: logo, taste, slogan, font, sound, smell
- Language: is their the specific way that the company use their language
Ex: Tour les jours xin chao!, form email chuan
Culture can also encourage change
As a manager, you can build a manager that lead to change

How can you build a culture that encourage change and innovation:
- Accept ambiguities and risks
- Tolerate impractical
- Tolerate conflict: you let your employees debate
- Tolerate risk
- Keep control minimal
- Focus on “end” (result) rather than “means” (process)
- Provide positive feedback
- Empower (trao quyền):

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+ You let your employees or who are lower than you participate in your decision
making or even you let them make decisions.
+ Tell them what they are doing is important
Disruptive innovations: are innovations that change a market or an industry or even
change how we live.
Ex: iPhone, car, Internet
When you become a change manager, the biggest change is workplace politics (the
relationship between people in a company).
Tips:
- Who have soft power in the company (Phải nhìn xem ai có quyền lực cứng (ghi trong
hợp đồng) và quyền lực mềm (thông qua quan hệ có đc như))
- Phải xem việc thay đổi có đụng chạm đến quyền lợi hoặc có cách nào để họ tham
gia vào change project ko => giảm đụng chạm những người có quyền lực mềm
- Nếu mà là nhân viên đc giao 1 công việc quan trong, cách tốt nhất là ko đc khoe vs
nhân viên khác, cứ im lặng làm.

• BIG 5 Personanlity:
o Openness: do you actively chase your ideas / how easily accept others’ ideas
without convincing
o Conscientiousness: how hardworking/tidy
o Extraversion: find energy around ppl
o Agreeableness: how much you value others’ feelings
o Neuroticism: how easily upset you are / alert

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• The differences between a leader and a boss: (chap 1)

• Identify structure (mechanistic, organic) we should adopt for our business,

aspects/elements we should consider for our analysis before making decision.
(chap 11)

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• Team and Group. (chap 12)

• Describe conscientious people (người có lương tâm).

- A person who is very conscientious is meticulous and thorough in their actions
and takes their responsibilities seriously.

• Definition of “satisfice” and example. How this concept applies in management

(decision-making). (chap 2)

• Example of someone is not so agreeable (người không dễ chịu).

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• All types of teams are in ascending order of their advancement (được sắp xếp
theo thứ tự tang dần) (chap 12)

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• Stages of group development. (chap 12)

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• Types of conflicts learnt. (chap 12)

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• Name a few problems spotted (phát hiện) in groups. (chap 12)

• Name and example of 2 types of problems. The kind of decisions are required
respectively to these 2 types. The implications of these decisions for
managers. (chap 2)

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• Error & Biases (chap 2)

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• Why organizations invest in studying Organizational Behaviors. What are

these Organizational Behaviors. (chap 15)

• 3 components of Attitudes. The implications for managers. (chap 15)

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• Orientation and Training. Which is more important.

• The one is crucial element needed when building your own organizational
structure. (chap 10&11)

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