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CHNG I : QUN TR V NH QUN TRSau khi nghin cu chng ny, ngi c c th: - Nhn thc r khi nim qun tr v nh qun tr. - Gii thch cng vic ca nh qun tr trong cc t chc. - Nm vng kin thc v nng lc c s dng trong cng vic ca nh qun tr qua vic nghin cu v thc hnh chng. - M t nhng thch thc i vi qun tr trong mt mi trng nng ng. *************** Nhng nh qun tr hiu qu l rt cn thit i vi s thnh cng ca tt c cc t chc, bt k l mt t chc kinh doanh c quy m ln, hot ng trn phm vi ton cu hay ch l mt doanh nghip nh, Nhng iu g lm nn mt nh qun tr thnh cng? Khng c mt mu thc chung v mt nh qun tr thnh cng s nh th no. Ngy nay nh qun tr c th di 18 tui hoc trn 80 tui, h c th l n hoc nam, h qun l cc cng ty ln hoc va, cc t chc chnh ph, bnh vin, vin bo tng, trng hc..., mt s ngi nm gi nhng chc v cp cao trong t chc, s khc l cc qun tr vin cp trung v l nhng qun tr vin tc nghip. I. NH NGHA QUN TR 1. Khi nim v t chc Nh qun tr lm vic trong cc t chc. V vy trc khi xc nh nh qun tr l ai v h lm g, cn lm sng t nhng ni dung chnh ca thut ng t chc. Mt t chc l mt s sp xp c h thng nhng ngi c nhm li vi nhau t c nhng mc tiu c th. Mt n v kinh doanh l mt t chc. Cc bnh vin, trng hc, bo tng, cu lc b th thao, ca hiu, cng vin gii tr ngoi tri, nh hng, ban nhc, cu lc b hay nhm cng ng, c quan cng quyn ... cng l cc t chc. Cc c im chung ca cc t chc: Mi t chc u c nhng mc tiu nht nh v chng hnh thnh t nhng con ngi c nhm gp li vi nhau theo cch thc no , v mi nhm u c mt cu trc v cng n lc t c cc mc tiu m tng c nhn ring l hot ng n c khng th t c (xem hnh I-1). c im th hai l, khng c mc tiu no c th t c nu khng c con ngi ra cc quyt nh thit lp mc tiu v thc hin mt lot cc hnh ng hin thc ho cc mc tiu . c im th ba l tt c cc t chc u xy dng mt cu trc h thng trn c s m xc nh v gii hn hnh vi ca cc thnh vin ca n.Mc tiu Cu trc Con ngi

B A Hnh I-1: Cc c im chung ca t chc11

Stephen P.Robbins and David A.Decenzo, Fundamentals of management, essential concepts and applications -4th ed, Pearson Prentice Hall, 2004, p. 4

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Qun tr hc

2. nh ngha qun tr C rt nhiu nh ngha v qun tr, trong cun sch ny, thut ng qun tr c xem nh l tin trnh hon thnh cng vic mt cch c hiu qu v hu hiu, thng qua v vi ngi khc. Chng ta hy nghin cu v tin trnh, hiu qu v hu hiu. Thut ng tin trnh trong nh ngha qun tr biu th nhng hot ng chnh m nh qun tr thc hin, nhng hot ng l: hoch nh, t chc, lnh o v kim tra. Hu hiu (kt qu) v hiu qu cp n vic chng ta ang lm g v thc hin chng nh th no. Hiu qu ngha l thc hin cng vic mt cch ng n v lin quan n mi quan h gia u vo v u ra. Khi cc nh qun tr ng u vi ngun lc u vo khan him (tin bc, con ngi v thit b) h cn phi quan tm n vic s dng hiu qu ngun lc. V vy qun tr lin quan n vic ti thiu ho chi ph ngun lc. Mc du vic ti thiu ho chi ph ngun lc l quan trng nhng thc khng d dng t c kt qu (hu hiu). Do , qun tr cng lin quan n vic hon thnh cc hot ng. Trong thut ng qun tr, chng ta gi iu ny l hu hiu (kt qu). Hu hiu ngha l thc hin ng cng vic. Mc du hiu qu v hu hiu l hai thut ng khc nhau, chng li c lin quan vi nhau, v vy c th d dng c c hu hiu nu chng ta b qua hiu qu. Kt lun chung l: Qun tr gii cp n vic t c mc tiu (hu hiu) v thc hin cng vic vi hiu qu cao c th. 3. Cc nng lc qun tr Bt k cc t chc c nhng mc tiu c th khc nhau nh th no, cng vic ca cc nh qun tr l gip cho t chc thnh t cc mc tiu . V hu ht cc nh qun tr thnh cng u pht trin nhng nng lc cho php h thc hin hiu qu cng vic qun tr cc cp khc nhau trong t chc. Nng lc c xem l mt s tng ha ca kin thc, k nng, hnh vi v thi gp phn to nn tnh hiu qu trong cng vic ca mi ngi. Nng lc qun tr l tp hp cc kin thc, k nng, hnh vi v thi m mt qun tr vin cn c to ra hiu qu trong cc hot ng qun tr khc nhau v cc loi t chc khc nhau. Trong phm vi ca cun sch ny, chng ta s ch tp trung cp n cc nng lc qun tr. Mt cch c th hn, mc ch ca cun sch l lm r v h tr mi ngi pht trin su nng lc qun tr chnh yu: Truyn thng, Hoch nh v iu hnh, Lm vic nhm, Hnh ng chin lc, Nhn thc ton cu, T qun tr. Biu I.1 ch ra nhng kha cnh quan trng trong mi nng lc qun tr chnh yu. Trong thc hnh, vic nhn thc mt nng lc bt u v kt thc u l rt kh khn, v cng him khi cc nh qun tr ch da vo mt loi nng lc ti mt thi im, v th vic ch ra nhng nt khc bit gia chng ch c gi tr xc nh v m t m thi. Mc ch chnh yu l qua vic nghin cu, ngi c c th hiu r cc nh qun tr thnh t cc mc tiu ca h nh th no, v c th t mnh pht trin cc nng lc qun tr cn thit gia tng hiu qu trong cng vic. Hu ht cc nng lc ny u rt hu ch cho d chng ta c th chng bao gi lm nhng cng vic trn cng v ca mt nh qun tr.

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Biu I-1: Su nng lc qun tr then cht1Nng lc truyn thng (communication competency) Truyn thng khng chnh thc(Informal communication) Truyn thng chnh thc (Formal communication) Thng lng (Negotiation) Nng lc hoch nh v iu hnh (Planning and Administration Competency) Thu thp, phn tch thng tin, v gii quyt vn (Information gathering, analysis, and problem solving) Hoch nh v t chc thc hin cc d n (Planning and organizing projects) Qun l thi gian (Time management) Lp ngn sch v qun tr ti chnh (Budgeting and financial management) Nng lc lm vic nhm (Teamwork Competency) Thit k nhm (Designing teams) To ra mi trng mang tnh h tr (Creating a supportive environment) Qun tr s nng ng ca nhm (Managing team dynamics) Nng lc hnh ng chin lc (Strategic Action Competency) Hiu r ngnh hot ng (Understanding the industry) Hiu bit t chc (Understanding the organization) Thc hin cc hnh ng chin lc (Taking strategic actions) Nng lc nhn thc ton cu (Global Awareness Competency) C kin thc v hiu bit v vn ha (Cultural knowledge and understanding) Nhy cm v kh nng ha nhp vn ha (Cultural openness and sensitivity) Nng lc t qun l (Self-Management Competency) C x trung thc v o c (Integrity and ethical conduct) C c tnh v ngh lc (Personal drive and resilience) Cn bng gia yu cu ca cng vic v cuc sng (Balancing work and life demands) Kh nng t nhn thc v pht trin (Self-awareness and development)

II.

NH QUN TR

1. nh ngha nh qun tr Qun tr vin l tn gi chung ch nhng ngi hon thnh mc tiu thng qua v bng ngi khc. Qun tr vin thc hin vic lp k hoch, t chc, lnh o v kim tra vic phn b cc ngun lc con ngi, vt lc, ti chnh v thng tin t c cc mc tiu ca t chc. Chc danh qun tr vin c th khc nhau ty thuc vo phm vi trch nhim, lnh vc ph trch v tnh chuyn mn ha, h c th l tng gim c iu hnh, ch tch, trng phng, qun tr sn phm, qun c phn xng, gim st vin... 2. Cc chc nng qun tr trn chng ta m t cc loi qun tr vin khc nhau v cng c nhng tng ban u v cng vic ca h. Nhng thc ra chng cha th hin mt cch y nhng g m cc nh qun tr phi thc hin trn cng v ca h. Trong phn ny chng ta s xem

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Qun tr hc

xt mt cch h thng nhng g m cc nh qun tr phi thc hin - nhng chc nng m h thc hin v nhng cng vic c th trong nhng chc nng . a Cc ngun lc c s dng bi nh qun tr Nh qun tr cn s dng ngun lc nht nh thnh t cc mc tiu ca mnh. Cc ngun lc m cc nh qun tr s dng c th c phn thnh bn loi: con ngi, ti chnh, c s vt cht v thng tin. Ngun lc con ngi Ngun lc con ngi bao gm nhng ngi cn thit hon thnh cng vic. Mc tiu ca nh qun tr l tc ng v thng qua con ngi hon thnh cng vic.Hoch nh Ngun nhn lc Nh qun tr Ngun lc ti chnh Ngun lc vt cht Ngun thng tin Cc chc nng qun tr Mc tiu T chc Lnh o Kim tra

Hnh I-2: Tin trnh qun tr1 Ngun lc ti chnh Ngun lc ti chnh bao gm s tin m nh qun tr v t chc s dng t c mc tiu ca t chc. Ngun lc vt cht Ngun lc vt cht l nhng ti sn hu hnh ca cng ty v cc bt ng sn, bao gm nguyn vt liu, vn phng, nh my sn xut, cc thit b vn phng, phng tin vn chuyn v cng ngh. Ngun lc thng tin Ngun lc thng tin l nhng d liu m nh qun tr v t chc s dng hon thnh cng vic. b Cc chc nng qun tr Vo nm 1916, trong tc phm "Qun tr cng nghip v qun tr tng qut", nh t bn cng nghip ngi Php Henry Fayol cho rng tt c nh qun tr u thc hin nm hot ng qun tr v c xem nh l tin trnh qun tr, l lp k hoch, t chc, phi hp, iu khin v kim tra. Vo gia thp nin 1950, hai gio s ca trng ULCA l Harold Koontz v Cyril O'Donnell ngh mt tin trnh bao gm cc chc nng hoch nh, t chc, nh bin, lnh o v kim sot lm c s cho cc sch ni v qun tr trong th k ny. Cc nh l lun v thc hnh qun tr tip tc nghin cu, pht trin v thng nht bn chc nng qun tr: hoch nh, t chc, lnh o v kim tra (xem c th hnh sau I-3)

1

Rick W.Griffin, Management, 4th ed, Copyright 1993 by Houghton Mifflin Co.,p.6

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t c mc ch m t chc tuyn b

Hnh I-3: Cc chc nng qun tr1 Hoch nh (Planning). Mt cch tng qut, hoch nh bao gm vic xc nh cc mc tiu ca t chc v phc tho nhng cch thc t c chng. Cc nh qun tr tin hnh vic hoch nh v ba l do: (1) thit lp mt nh hng tng qut cho tng lai ca t chc, chng hn gia tng li nhun, m rng th trng hay gia tng trch nhim x hi; (2) xc nh v cam kt v cc ngun lc ca t chc hon thnh mc tiu; (3) quyt nh nhng cng vic cn thc hin t c mc tiu. T chc (Organizing). Sau khi phc tho xong cc k hoch, nh qun tr cn phi lm cho nhng tng tng i vn tt ny tr thnh thnh thc t. Hiu bit v t chc l yu cu v cng thit yu thc thi c iu . T chc l tin trnh thit lp mt cu trc v cc mi quan h gip cho mi ngi c th thc hin cc k hoch ra v tha mn cc mc tiu ca t chc. Thc hin hiu qu chc nng t chc gip cc nh qun tr phi hp tt hn cc ngun lc ca t chc. S thnh cng ca t chc ph thuc phn ln vo kh nng s dng cc ngun lc ny mt cch c kt qu v hiu qu. Lnh o (Leading). Sau khi hon thnh vic lp k hoch, thit k c cu t chc, sp xp i ng nhn vin, cc nh qun tr cn thc hin chc nng lnh o i vi t chc. Lnh o bao gm cc hot ng nhm thc y mi ngi thc hin nhng cng vic cn thit hon thnh mc tiu ca t chc. Chc nng lnh o khng phi c thc hin sau khi cc chc nng hoch nh v t chc c hon tt; n cn l mt yu t then cht ca cc chc nng ny. Kim tra (Controlling).

1

Stephen P.Robbins and David A.Decenzo, Fundamentals of management, essential concepts and applications-4th ed., Pearson Prentice Hall, 2004, p. 8

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Qun tr hc

Tin trnh m trong mt c nhn, nhm, hoc t chc gim st kt qu thc hin mt cch lin tc v thc hin cc hot ng iu chnh nhng sai lch so vi mc tiu (hoc cc hot ng khng theo k hoch) gi l kim tra. 3. Phm vi v cp bc qun tr a Phm vi qun tr C nhiu loi qun tr vin v h thc hin cng vic qun tr theo nhng cch thc khc nhau. Mt trong nhng s khc bit chnh l phm vi trch nhim ca h. Phm vi trch nhim ca cc nh qun tr chc nng l tng i hp hn so vi cc nh qun tr tng qut. Cc nh qun tr chc nng (Functional managers) ph trch nhng nhn vin l cc chuyn gia trong mt lnh vc, chng hn nh k ton, ngun nhn lc, ti chnh, marketing hoc sn xut. Cc nh qun tr tng qut (General managers) chu trch nhim i vi ton b hot ng ca mt n v, b phn phc hp, chng hn mt cng ty hay mt chi nhnh cng ty. b Cp bc qun tr Trong mt t chc c quy m nh thng ch c mt cp qun tr - l ngi thnh lp hoc ngi ch hay mt gim c iu hnh. Nhng cc t chc c quy m ln thng c nhiu cp qun tr vi nhng mc tiu, nhim v, trch nhim v thm quyn khc nhau. V vy, hot ng ca qun tr vin cp tc nghip l khng ging vi hot ng ca mt gim c iu hnh cho d h u l cc qun tr vin. Qun tr cp tc nghip (First-Line Managers) Mt cch tng qut, cc nh qun tr cp tc nghip chu trch nhim trc tip i vi vic sn xut sn phm v dch v. H c th c gi l cc qun tr vin bn hng, trng b phn, trng ca ty thuc vo tng t chc. Mc tiu chnh ca nh qun tr cp tc nghip l m bo rng sn phm hoc dch v ca t chc c cung cp cho khch hng trn c s tng ngy. Qun tr vin tc nghip lin kt hot ng ca mi b phn vi ton b t chc. Qun tr vin tc nghip trong hu ht cc cng ty thng dnh t thi gian lm vic vi qun tr cp cao hn hoc vi nhn vin ca cc t chc khc. Phn ln thi gian ca h lm vic vi nhn vin h ph trch v vi cc qun tr vin tc nghip khc. Cc qun tr vin tc nghip rt bn rn vi cng vic, chu nhiu p lc trong cuc sng v cn rt t v quyn r. Cc qun tr vin tc nghip thng gii v chuyn mn (c kin thc v k nng) ch dn v gim st cc thuc vin trong cng vic hng ngy. Cc nhn vin thng pht trin kin thc v k nng chuyn mn trc khi tr thnh cc qun tr vin. Qun tr vin cp trung (Middle Managers) Mt s nh qun tr trong cc t chc ln phi tp trung cc n lc ca h vo vic phi hp hot ng ca mi ngi, xc nh r nhng sn phm hay dch v no cn c sn xut, v quyt nh a cc sn phm, dch v n ngi tiu dng nh th no. chnh l cng vic ca cc cc nh qun tr cp trung, nhng ngi nhn cc chin lc v chnh sch chung t qun tr cp cao ri trin khai chng thnh cc mc tiu v k hoch chi tit, c th cho cc qun tr vin tc nghip thc hin. Nhiu ngi tr thnh qun tr vin cp trung sau nhiu nm l qun tr vin cp tc nghip, cho d s thng tin ny thng l rt kh khn v gian kh. S nhn mnh hn vo vic qun tr kt qu thc hin ca nhm v phn phi cc ngun lc l nhng khc bit quan trng nht gia qun tr tc nghip v qun tr cp trung.

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Ngy nay, nhiu t chc vic pht trin i ng nhn vin thuc quyn v gip h tin b trong t chc l vn thit yu nh gi s thnh cng ca qun tr vin cp trung. Mc tiu chnh ca hu ht nh qun tr cp trung l phn b ngun lc mt cch hiu qu v qun l cc nhm lm vic t c mc tiu chung ca t chc. Qun tr vin cp cao (Top Managers) iu hnh chung mt t chc l trch nhim ca qun tr cp cao. Michael Dell, gim c iu hnh ca Hng my tnh Dell, v Meg Whitman, gim c iu hnh ca trang Web bn u gi eBay, nhng ngi to nn s thnh cng ca cc cng ty l nhng qun tr vin cp cao. Chc danh ca cc qun tr vin cp cao ny thng l gim c hoc ph gim c iu hnh, ch tch v ph ch tch Qun tr vin cp cao c nhim v thit lp cc mc tiu, chnh sch v chin lc cho ton b t chc. Cc mc tiu m h thit lp s trin khai n cc cp trong t chc, thm ch n tng nhn vin. Cc gim c v ch tch cng ty thng i din cho t chc gii quyt cc vn vi cng ng, cc i tc kinh doanh, v trong nhng thng lng vi chnh quyn. Nh qun tr cp cao cn phi c k nng nhn thc vng vng. K nng nhn thc cho php nh qun tr cp cao x l lng ln thng tin c t mi trng bn ngoi v bn trong t chc v vn dng nhng thng tin . Qun tr vin cp cao dnh nhiu thi gian (84%) cho chc nng hoch nh, t chc v lnh o. H dnh nhiu thi gian cho chc nng lnh o vi cc nhn vt ch yu trong t chc hn l cho chnh h. Qun tr vin cp cao cng c trch nhim qun l cc quan h cng chng. H phi gii quyt nhanh v m p cc cuc khng hong c th gy phng hi n hnh nh ca t chc. Nh ni, mi cp bc qun tr trong t chc s phn b thi gian khc nhau cho cc chc nng qun tr. Khi nh qun tr dch chuyn ln trn theo h thng cp bc, h s thc hin cng vic hoch nh cng nhiu v t kim tra trc tip hn. Tt c nh qun tr, cho du cp bc no, u ra quyt nh lin quan n bn chc nng trong tin trnh qun tr l hoch nh, t chc, lnh o v kim sot cc hot ng, nhng thi lng h dng cho cc hot ng khng nht thit phi nh nhau. Hn na, ni dung ca cc hot ng qun tr cng thay i theo cp bc qun tr. Cc nh qun tr doanh nghip nh (Small-Business Managers) Trong cc cng ty nh, mt ngi, l ngi thnh lp hoc ngi ch hin ti, thng thc hin ton b cc chc nng qun tr. Cc nh qun tr doanh nghip nh chu trch nhim i vi nhiu loi nhim v khc nhau. Cc nh qun tr doanh nghip nh khng c nhng khc bit v cng vic cc cp qun tr. Tuy vy, khi hot ng kinh doanh pht trin, ngi ch doanh nghip cn thu hp phm vi cng vic v tp trung vo nhng nhim v chnh yu. Chng hn, mt doanh nhn gii v marketing c th tp trung cc n lc ca mnh vo vic tm kim cc khch hng mi t s tng trng ca kinh doanh v thu mn cc qun tr vin khc gim st ti chnh v nhng cng vic khc. 4. Cc k nng qun tr Cng vic ca nh qun tr l phc tp v i hi nhiu k nng. C nhiu quan im khc nhau v cc k nng ny, nhng tu trung li th nhng k nng cn thit qun l mt b phn hoc t chc c th c tm tt thnh 3 loi: k nng nhn thc (conceptual skills), k nng nhn s (human skills) v k nng chuyn mn (technical skills). Vic vn dng cc k nng ny thay i theo tng cp qun tr. Mc du mc cn thit ca mi k nng l khc nhau tng cp qun tr, nhng tt c cc nh qun tr u phi c chng thc thi cng vic ca mnh mt cch hiu qu.

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Qun tr hc

a K nng nhn thc K nng nhn thc l kh nng da trn hiu bit nhn nhn t chc gc tng th v mi quan h gia cc b phn. K nng nhn thc l cn thit cho tt c nh qun tr nhng c bit quan trng cho nh qun tr cp cao. Khi nh qun tr di chuyn ln trn theo cp qun tr i hi h phi pht trin k nng nhn thc nu khng th vic thng tin ca h s b gii hn. Nh qun tr phn xng lu nm, ngi dnh cht vo cc vn k thut hn l suy ngh mt cch chin lc s khng thc hin cng vic tt v tr cp cao, ng u ca t chc. Rt nhiu trch nhim ca nh qun tr cp cao, chng hn nh ra quyt nh, phn b ngun lc v i mi cn mt tm nhn bao qut, rng ln hn. b K nng nhn s K nng nhn s l kh nng ca nh qun tr lm vic vi v thng qua ngi khc v kh nng lm vic mt cch hiu qu nh l mt thnh vin nhm. K nng ny c minh ha theo cch thc m nh qun tr c quan h vi ngi khc, bao gm kh nng ng vin, to thun li, iu phi, lnh o, truyn thng v gii quyt mu thun. Nh qun tr vi k nng lm vic vi con ngi cho php cp di pht biu kin m khng c s s hi hoc bng a, v khuyn khch s tham gia ca h. c K nng chuyn mn K nng chuyn mn l kh nng am hiu v thnh tho trong thc hin cc cng vic c th. K nng chuyn mn bao gm s tinh thng v cc phng php, k thut v thit b lin quan n cc chc nng c th nh marketing, sn xut hoc ti chnh. K nng chuyn mn cng bao gm nhng kin thc chuyn mn, kh nng phn tch v s dng cc cng c v k thut gii quyt vn trong mt lnh vc c th. III. CC NNG LC QUN TR (MANAGERIAL COMPETENCIES)

Chng ta cp n cc cp qun tr v cng vic ca nh qun tr, nhng lm th no thc hin chng mt cch hiu qu th vn cn phi xem xt thm. Nhng i hi v k nng m bo thc hin tt cng vic qun tr nh cp trn l mt hng tip cn c tnh truyn thng, mc d rt ph bin nhng vn khng p ng vi nhng i hi cng nh nhng thay i ca qun tr hin i. V thnh cng, nh tt c cc ngh nghip khc, bn cnh kin thc v k nng th qun tr vin cng cn phi c nhng phm cht c nhn nht nh m nhng i hi t c th cng vic qun tr t ra. Mt hng tip cn vn mang tnh tng hp hn c Susan E. Jackson, Don Hellriegel v John W. Slocum xut vo u nhng nm 2000 trong tc phm "Management: A Competency Based Approach" l tip cn theo nng lc qun tr. Khi nim v nng lc qun tr c trnh by phn trc v trong phn ny s tp trung trnh by mt cch chi tit hn nhng nng lc m cc nh qun tr cn phi c thnh cng trong cng vic ca mnh. 1. iu g lm nn mt nh qun tr gii? phn u ca chng, chng ta nh ngha nhng nng lc qun tr nh l s tp hp nhng kin thc, k nng, hnh vi v thi m mt nh qun tr cn c thc hin hiu qu mt dy rng nhng cng vic qun tr v trong mi trng khc nhau ca t chc. Chng ta cng xc nh 6 nng lc qun tr c th vi tm quan trng ring bit: truyn thng, hoch nh v iu hnh, lm vic nhm, hnh ng chin lc, nhn thc ton cu v t qun. Nhng nng lc ny c th chuyn i khi qun tr vin chuyn t t chc ny n t chc khc.

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Bt k chng ta pht trin cc nng lc ny nh th no, lc no hay u th cng nn s dng chng trong cng vic tng lai ngay c khi vn cha hnh dung n l g hoc c th khng tn ti hm nay. Bng vic thc hnh cc hot ng ngoi kha, cc qun tr vin tng lai c th pht trin cc nng lc nh l truyn thng, hp tc (nhm) m nhng nng lc ny thng rt hu dng i vi nhiu loi cng vic. Tham d cc kha hc thch hp v tham gia cc cu lc b hay cc hip hi quc t c th gip mi ngi m rng kin thc v cc quc gia khc v hnh thnh nng lc nhn thc ton cu. Qun l mt vn phng hay chu trch nhim t chc mt s kin cng ng, chng hn nh ngy dn v sinh cng vin, c th gip pht trin nng lc hoch nh v iu hnh. V nhng nng lc qun tr c th c hc hi v rn luyn t nhng hot ng nh vy nn cc nh tuyn dng lao ng nn ch nhiu n nhng mi quan tm cng nh cc hot ng ca sinh vin thay v ch nhn vo im s trung bnh trong bng im ca h. a Nng lc truyn thng (Communication Competency) Nng lc truyn thng l kh nng truyn t v trao i mt cch hiu qu thng tin lm sao mnh v nhng ngi khc c th hiu r. V qun tr bao gm vic thc hin cng vic thng qua ngi khc nn nng lc truyn thng l rt thit yu i vi vic thc hin hiu qu cng vic qun tr. N bao gm:Truyn thng khng chnh thc Khuyn khch truyn thng 2 chiu thng qua t cu hi c c cc thng tin phn hi, lng nghe, v thit lp nhng cuc tr chuyn thn mt. Hiu c tnh cm ca ngi khc. Thit lp cc mi quan h c nhn mnh m vi mi ngi. Truyn thng chnh thc Thng bo cc hot ng v cc s kin lin quan n mi ngi gip h cp nht cc s kin, hot ng. To ra kh nng thuyt phc, trnh by gy n tng trc cng chng v kim sot vn tt. Vit r rng, sc tch v hiu qu, s dng hiu qu cc ngun d liu trn my tnh. Thng lng Thay mt nhm m phn mt cch hiu qu v vai tr v ngun lc. Rn luyn k nng pht trin cc mi quan h v x l tt cc quan h vi cp trn. Thc hin cc hnh ng quyt on v cng bng i vi thuc cp.

b Nng lc hoch nh v iu hnh (Planning and Administration Competency) Nng lc hoch nh v iu hnh bao gm vic quyt nh nhng nhim v cn phi thc hin, xc nh r xem chng c th c thc hin nh th no, phn b cc ngun lc thc hin cc nhim v v gim st ton b tin trnh oan chc rng chng c thc hin tt. i vi nhiu ngi, nng lc hoch nh v iu hnh thng xut hin trong tm tr ca h trc tin khi h ngh v cc nh qun tr v cng vic qun tr. N bao gm:Thu thp, phn tch thng tin v gii quyt vn Kim sot v s dng thng tin xc nh r cc triu chng, cc vn v phc tho nhng gii php c th c. a ra quyt nh kp thi. Tnh ton nhng ri ro v tin liu kt qu. Hoch nh v t chc thc thi cc d n Pht trin cc k hoch v tin t c cc mc tiu mt cch hiu qu. Phn nh cc u tin trong thc thi nhim v v phn quyn chu trch nhim. Xc nh, t chc v phn b cc ngun lc cn thit hon thnh nhim v.

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Qun tr hc

Qun l thi gian Kim sot cc vn chung v cc d n theo thi gian. Gim st v duy tr cng vic theo tin hoc thc hin nhng thay i v tin nu cn. Thc hin cng vic mt cch hiu qu di p lc ca thi gian. Hoch nh ngn sch v qun tr ti chnh Hiu r ngn sch, cc dng chu chuyn tin mt, cc bo co ti chnh, v bit cch s dng chng ra quyt nh. Ghi chp y v chnh xc cc s sch ti chnh. Phc tho cc nguyn tc tng qut v ngn sch v lm vic vi mi ngi trn nhng nguyn tc ny.

c

Nng lc lm vic nhm (Teamwork Competency)

Vic hon thnh cng vic thng qua nhng nhm ngi c cng trch nhim v thc hin cng vic mang tnh ph thuc ln nhau yu cu nng lc lm vic nhm. Cc nh qun tr c th lm cho hot ng nhm tr nn hiu qu hn bng cch:Thit k nhm Thit lp cc mc tiu r rng khch l vic thc hin cng vic ca cc thnh vin trong nhm. C cu thnh vin ca nhm mt cch hp l, lu n gi tr ca cc tng a dng v cc k nng k thut cn thit. Xc nh trch nhim chung cho c nhm v n nh nhim v v trch nhim cho tng thnh vin ca nhm mt cch thch hp. To lp mt mi trng khch l, h tr To lp mi trng m trong s hp tc hiu qu lun c nh gi kp thi, khch l, v khen thng. H tr nhm trong vic xc nh v s dng cc ngun lc cn thit hon thnh mc tiu. Hnh ng nh l mt hun luyn vin, ngi t vn, c vn i vi cc thnh vin trong nhm. Qun tr s nng ng ca nhm Hiu r nhng im mnh v im yu ca tng thnh vin trong nhm v khai thc cc im mnh ca h hon thnh cc nhim v ca nhm. Ci m i vi cc mu thun v bt ng, v x l tt chng nng cao kt qu cng vic. Chia s s tin cy i vi mi ngi.

d

Nng lc hnh ng chin lc (Strategic Action Competency)

Hiu r s mnh tng qut v cc gi tr ca t chc, v oan chc rng cc hot ng ca mnh v ca nhng thuc cp c phn nh, phi hp r rng l nhng ni dung chnh yu ca nng lc hnh ng chin lc. Nng lc hnh ng chin lc bao gm:Hiu r v ngnh Hiu r v ngnh hot ng v nhn ra mt cch nhanh chng nhng thay i trong ngnh c th to ra nhng c hi v nhng e da g. Bit c hnh ng ca cc i th cnh tranh v cc i tc chin lc. C th phn tch cc xu hng chung xy ra trong ngnh v cc tc ng ca chng trong tng lai. Thu hiu t chc Hiu r nhng s quan tm ca cc gii hu quan (stakeholders). Hiu r nhng im mnh v nhng gii hn ca cc chin lc ca tng n v kinh doanh. Nm vng cc nng lc khc bit (the distinctive competencies) trong t chc.

Chng I -

Qun tr v nh qun tr

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Thc hin cc hnh ng chin lc Phn nh cc u tin v a ra cc quyt nh thc thi s mnh ca t chc v cc mc tiu chin lc. Nhn thc r nhng thch thc qun tr ca tng phng n chin lc v khc phc chng. Thit lp cc chin thut v cc mc tiu tc nghip gip cho vic thc hin chin lc d dng.

e Nng lc nhn thc ton cu (Global Awareness Competency) Vic thc hin cng vic qun tr trong mt t chc thng qua vic phi hp s dng cc ngun lc nhn s, ti chnh, thng tin v nguyn liu t nhiu quc gia v p ng nhu cu th trng vi s a dng v vn ha i hi cc nh qun tr phi c nng lc nhn thc ton cu. Khng phi tt c cc cng ty u sn xut sn phm v cung cp dch v cho th trng ton cu, v khng phi tt c cc t chc u cn phi thit lp cc hot ng nhng quc gia khc t c nhng li th v thu hoc gi nhn cng r hay c o to tt hn. Mc d vy, trong s nghip ca mnh cc qun tr vin c th s lm vic cho mt t chc c phm vi hot ng mang tnh quc t. chun b cho nhng c hi nh vy, qun tr vin tng lai nn bt u pht trin nng lc nhn thc ton cu ca mnh, c th l:Hiu bit v c kin thc v vn ha Hiu bit v cp nht cc khuynh hng v cc s kin chnh tr, x hi, v kinh t trn ton th gii. Nhn thc r s tc ng ca cc s kin quc t n t chc. Hiu, c v ni thng tho hn mt ngn ng khc. Ci m v nhy cm v vn ha Hiu r c trng ca nhng khc bit v quc gia, dn tc v vn ha v nn ci m khi xem xt nhng khc bit ny mt cch khch quan v trung thc. Nhy cm i vi nhng x s vn ha ring bit v c kh nng thch nghi mt cch nhanh chng vi cc tnh hung mi. iu chnh hnh vi mt cch thch hp khi giao tip vi nhng ngi c nhng nn tng v dn tc, chng tc v vn ha khc.

f Nng lc t qun (Self-Management Competency) Con ngi phi c trch nhim i vi cuc sng ca mnh bn trong cng nh bn ngoi cng vic. iu ny m ch n nng lc t qun. Thng thng, khi mi vic tin trin khng tt, mi ngi c khuynh hng cc kh khn ca mnh cho hon cnh. Nhng qun tr vin thnh cng khng ri vo ci by . Nng lc t qun bao gm:C x trung thc v o c C nhng chun mc c nhn r rng m bo to nn nn tng cho vic duy tr cch c x trung thc v c o c. Sn lng tha nhn nhng sai lm. Chu trch nhim v cc hnh ng ca mnh. Ngh lc v n lc c nhn C trch nhim v c tham vng cng nh ng lc hon thnh mc tiu. Lm vic chm ch hon thnh cng vic. Bn ch ng u vi nhng tr ngi v bit cch vn ln (kh nng hi phc) t tht bi. Cn bng gia cng vic v cuc sng Thit lp mt s cn bng hp l gia cng vic v cc kha cnh khc ca cuc sng sao cho khng c vn no ca cuc sng b sao lng. C kh nng t chm sc bn thn c v th xc ln tinh thn, bit cch gim v loi b s cng thng.

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Qun tr hc

Bit x l v t thit lp cc mc tiu lin quan gia cng vic v cuc sng. T nhn thc v pht trin C nhng mc ch ngh nghip v c nhn r rng. S dng nhng im mnh to li th v tm cch ci thin hoc b p cho nhng im yu. Bit phn tch v hc hi t nhng kinh nghim trong cng vic v cuc sng.

IV.

QUN TR - MT TIN TRNH NNG NG

Tin trnh tip nhn v t chc cc ngun lc nhm t c mc tiu thng qua ngi khc, tc hot ng qun tr, l c tnh nng ng hn l tnh. Qun tr trong mi trng cnh tranh gay gt l khng d dng. Con ngi thay i, iu kin hot ng thay i, cng ngh thay i v cc quy nh, lut l thay i, v vy t duy qun tr cng thay i. Cc l thuyt mi ang xut hin, cc phng php thc hnh mi ang c th nghim. Nu cc l thuyt l xc ng hoc thc tin vn dng chng t thnh cng, n s c nhiu t chc p dng v qua thi gian, chng tr thnh cch thc qun tr c chp nhn. S p dng phng php kim sot cht lng Nht bn ca cc hng M l mt v d cho cuc cch mng trong t duy qun tr. 1. Ti cu trc t chc (The Restructuring of Organizations) Trong sut thp nin 1990, lin kt v st nhp l nhn t chnh cho vic ti cu trc t chc, tc ng n hng triu nhn vin v gia nh h. Hnh thc ti cu trc thng km theo vic gim quy m. Gim quy m l tin trnh thu hp kch c ca mt cng ty bng cch sa thi hoc cho cng nhn v hu sm. Mc ch chnh ca gim quy m cc cng ty M v cc cng ty nhng quc gia khc l ging nhau, nhm: Ct gim chi ph, Khuyn khch phn quyn v tng tc ra quyt nh, Gim thiu cc cp bc qun l v tnh trng quan liu, v

Ci thin quan h khch hng V gim quy m, nh qun tr cp tc nghip phi chu trch nhim nhiu hn cho cng vic ca b phn mnh ph trch. Khi nghe t thu hp kch c (gim quy m), tt c mi ngi thng s ngh n vic mt cng vic ca h. Tuy nhin khng phi bao gi cng nh vy. Thnh thong mt b phn ca cng ty c tch ra t cng ty m hot ng theo cch ring nh mt cng ty mi c lp. Cc cng ty chia tch thnh nhiu cng ty hoc b phn nh sau tr thnh mt trong s khch hng hoc nh cung cp quan trng. iu xy ra khi AT&T gim quy m n v c Bell Labs, m thng c bit n l Lucent Technologies v by gi, c cc nghin cu c tin hnh bi Bell Labs, AT&T lm hp ng vi Lucent. Lucent hon ton t do lin lc vi cc cng ty khc cho cng vic kinh doanh. Phng php gim quy m ny thng c gi l thu ngoi gia cng ch bin hay cn gi l s dng ngoi lc (outsourcing). Outsourcing ngha l cho cc t chc khc thc hin dch v cn thit v/hoc sn xut cc b phn hoc sn phm theo yu cu. Nike thu ngoi sn xut giy cc nh my chi ph thp Hn Quc v Trung Quc v nhp khu nhng sn phm giy ny phn phi Bc M. Nhng nh my tng t nh th cng vn chuyn sn phm sang Chu u v nhng khu vc khc Chu phn phi. V vy nh qun tr ngy nay ng u vi mt thch thc mi: hoc nh, t chc, lnh o v kim tra mt cng ty m c th c t nht mt vi nhim v sn xut c thc hin bi cc t chc khc. Loi cng ty ny c bit n nh l cng ty mun. Cng ty mun thng dng nht 3 ngnh: may mc, sn xut t ng v in t. Chc nng thng c thu ngoi nhiu nht l sn xut. Bng cch thu

Chng I -

Qun tr v nh qun tr

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ngoi sn xut, mt cng ty c th chuyn nh cung cp khi cn thit s dng nh cung cp thch hp nht theo nhu cu khch hng. Quyt nh v iu g thu ngoi v iu g t lm l mt trong s cc quyt nh quan trng nht m nh qun tr phi thc hin ngy nay.

Hnh I-4: S pht trin ca c cu t chc1 Khi t chc gim quy m v thu ngoi cc nhim v, chng tr nn linh hot v tinh gin hn. Hnh I-4 minh ho vic thay i kch c v hnh dng ca t chc. Khng ging nh m hnh s trong qu kh, nhng cng ty mi v nh hn l khng ging nh nhng pho i tr tr v ging nhiu vi cc im nt ca mng li cc mi quan h phc tp. Cch ny, gi l hnh thc mng ca t chc, bao gm vic thit lp cc lin kt chin lc trong s nhiu thc th. Cc hnh thc mng ca t chc l ph bin nhng ngnh cng ngh cao, ni m chng cho php cc cng ty c uy tn x l nhng pht minh mi ca cc nh khoa hc cc trng i hc v cc t chc nh, nng ng . t c nhng li th trong cnh tranh cc t chc phi thit lp v qun l cc lin minh chin lc vi cc cng ty khc. Trong mt lin minh chin lc, hai hoc nhiu hn cc cng ty ng hp tc trong mt lin doanh vi k vng l mang li li ch cho c hai. 2. Lc lng lao ng thay i (A Changing Workforce) Cng lc vi s thay i v quy m v m hnh t chc, kt cu lao ng cng thay i mt cch nhanh chng. Mt s thay i quan trng l s phn b ca tui lao ng. T l ln lc lng lao ng M by gi xut pht t s bng n dn s (baby-boom) (77 triu ngi sinh t nm 1946 n 1964), nhng mt s t hn nhng sinh vin mi tt nghip gia nhp th trng lao ng. Gia nhng nm 2000 n 2025, s ngi tui 35 n 47 gim 2% trong khi tui t 60 n 64 tng 3%. V d cui thp nin 1970, khong 3 triu ngi gia nhp vo nhm 18-24 tui mi nm. Nhng n nm 2000, ch c 1 triu cng nhn mi vo tui ny, v con s ny tip tc co li. Ng rng ngui ta mong i cng vic c thc hin bi t nhn vin hn. i vi nhng t chc ny tn ti, nhng nhn vin ny phi c hiu sut cao hn. Mt thay i quan trng khc l tnh a dng ca lc lng lao ng gia tng. S a dng ca lc lng lao ng lin quan n s ho hp cc nhn vin t cc nn tng khc nhau trong lc lng lao ng hin ti. V d ngy cng nhiu ph n lm vic l kt qu ca khuynh hng cn bng gii trong lc lng lao ng thay v s thng tr ca nam gii. T chc a vn ho vi s a dng v vn ho trong lc lung lao ng v cam kt trong vic tn dng ngun nhn lc t ra nhng vn thch thc cho nh qun tr. H cn lm quen vi cch tip cn tin phong trong vic qun tr ngun nhn lc vi s a dng v nn tng vn ho v hc vn. V d i vi cc nhm lm vic nng ng m cc thnh vin1

Susan E. Jackson, Don Hellriegel and John W. Slocum, Management- A competetency based approach, 10th ed, Copyright 2005 by Thomson South-Western, p.31

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Qun tr hc

trong nhm m gi tr vn ho cao tnh tp th- c tm thy chu - l hiu qu hn nhiu nhm m cc thnh vin tip nhn mt nn vn ho cao tnh c nhn- ch yu c v M. Cc cch qun tr khc nhau cn phi ti a ho hiu qu ca nhng nhm nh trn. S a dng v lc lng lao ng gia tng, cng vi s khc bit v quan im tng b b qua trong qu kh (bao gm tn ngng tn gio v cch sng) l nhng c im i din cho c thch thc v c hi i vi t chc v nh qun tr. 3. S thay i v cng ngh (Changing Technology) M, hn 15 triu ngi lm vic trong lnh vc cng ngh cao, pht trin, sn xut v phn phi nhng sn phm in t mi v lin quan n thng tin. Nhng cng nhn tr thc (Knowledge workers) l nhng ngi c trnh gio dc v lm vic vi nhng thng tin chuyn bit. H ng gp 33% trong tng sn phm quc ni M trong sut gia thp nin 1990. S thay i nhanh chng v cng ngh chuyn i cng vic. Cng ngh mi ang thay i tt c cng vic cc ngnh. Hin nhin l hng trm nghn ngi lm vic thng xuyn v bn thi gian nh, lin lc vi vn phng thng qua cc phng tin nh my tnh, moem v my fax. Thm ch hng triu ngi s lm vic ti nh thay v i n vn phng. Nh qun tr s chu trch nhim gim st cng vic c thc hin bi nhng nhn vin c th thi thong mi gp. 4. Ton cu ha (Globalization) Trong sut 50 nm qua, nhng tin b cng ngh trong vn ti v truyn thng khuyn khch s pht trin ca thng mi quc t. V kt qu l nhiu hng m trc ch chuyn phc v ni a m rng thnh ton cu. Bc u tin trong s tin trin ny n gin l xut khu hng ho sang mt hoc hai th trng nc ngoi. Bc k tip l sn xut nhng sn phm ny nc ngoi bi v s hiu qu hn vic vn chuyn sn phm xa hng nghn dm n th trng. Vic thnh lp nhng cng ty kinh doanh gn vi th trng nc ngoi cng gip cng ty hiu nhiu hn khch hng. V. TI SAO PHI NGHIN CU QUN TR ?

L do u tin nghin cu qun tr l tt c chng ta mong c li t vic ci thin cch thc qun tr ca t chc. Ti sao? Bi v chng ta tng tc vi chng hng ngy. Bn c b tht vng khi phi ch i S giao thng cng chnh trong vng hai gi c ti cp bng li xe? Bn c ngc nhin khng khi mt cng ty ln thnh vng v pht t t nhin b ph sn? Bn c tc gin khng khi bn gi in cho phng v ca hng hng khng ba ln v c thng bo v ba mc gi khc nhau cho cng mt chuyn i? C qu nhiu v d minh ha cho vic qun tr ti. Nhng cng ty qun tr ti thng c nhn nhn t vic mt khch hng v st gim doanh thu. V ngy nay nhng cng ty qun tr ti khng c c hi tn ti. L do th hai nghin cu qun tr l mt khi bn tt nghip i hc v bt u ngh nghip, bn hoc l nh qun tr hoc b qun tr. i vi nhng ai ln k hoch, d nh lm ngh nghip qun tr, vic thu hiu tin trnh qun tr hnh thnh nn nn tng h xy dng nhng nng lc qun tr l ht sc hin nhin, nhng khng hn l mi ngi nghin cu qun tr th lp k hoch ngh nghip qun tr. Kho hc v qun tr ch yu cu cho bng cp mong mun, nhng iu khng c ngha l khng cn nghin cu v qun tr. Gi s rng bn s lm vic kim sng v bn hu nh lm vic cho t chc, bn s l nh qun tr hoc lm vic cho nh qun tr. Bn c th c c nhng hnh vi mong i, hiu c cch c x ca ngi lnh o v s vn hnh ni b t chc bng cch nghin cu qun tr. Tm li, cn nh rng bn khng cn phi l nh qun tr c c nhng kin thc b ch t kho hc qun tr.

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Qun tr hc

CHNG II: S PHT TRIN CA T TNG QUN TRMc tiu nghin cu: Sau khi c xong chng ny, ngi c c th: - M t c ba hng tip cn v qun tr trong quan im c in v qun tr: qun tr quan liu, qun tr khoa hc v qun tr tng qut. - Hiu r nhng ng gp ca quan im hnh vi i vi khoa hc qun tr. - Nhn thc r rng lm th no m cc nh qun tr c th s dng t duy h thng v cc k thut nh lng nng cao kt qu cng vic ca nhn vin. - Trnh by r cc thnh t chnh (phng v) ca tnh hung trong quan im ngu nhin v qun tr. - Hiu r nhng tc ng ca yu cu v cht lng i vi thc hnh qun tr. - Nhn thc nhng xu hng thay i trong nghin cu v thc hnh qun tr hin nay. ************* Ngy nay, cng ty ton cu c h thng nh xng phn b trn ton th gii ang tr nn bnh thng v ht sc ph bin. Trong hn 10 nm qua, cc cng ty nh Toyota, Procter & Gamble (P&G), Marriott, v Nike to ra nhiu thch thc i vi cc qun tr vin ca h trong vic qun tr trn quy m ton cu. Cc qun tr vin ngy nay lnh o nhng nhn vin m chnh h him khi gp hay nhn thy, v cc nhn vin cng bit cch t gii quyt vn tt hn. Qun tr hin i, mt mt rt cn nhng phng php mi qun l nhn vin nhm theo kp vi nhng thay i v t chc v cng ngh, nhng mt khc, li khng th t b nhng iu xy ra trong lnh vc qun tr trc khi bc vo k nguyn ca xa l thng tin. Nguyn nhn ny l gii vic qun tr ngy nay phn nh s pht trin ca cc khi nim, cc quan im v nhng kinh nghim c tch ly trong nhiu thp k qua. Vn qun tr hu hiu tng l mi quan tm ca chnh quyn Hy Lp trong thi k trc cng nguyn (s hin hu ca nc cng ha Athnes vi Hi ngh ta n ph thng, nhng vin chc hnh chnh). Vic xy dng cc kim t thp l mt minh chng r rng cho vic t chc mt lc lng ln con ngi hon tt mt cng vic chung. S ch n kinh t hc v khoa hc qun tr mt cch c h thng c bt u khi c s pht trin ca ch ngha t bn. A.Smith cng vi t tng cch mng trong kinh t v James Watt vi ng c hi nc m ra k nguyn m nh s hc Arnold Toynbee gi l k nguyn cng nghp ha (khi u Anh cui th k XVII v ko di n 1885). Nm 1776, trong tc phm The Wealth of Nations1, A.Smith trnh by nhiu khi nim quan trng v kinh t, trong nhn mnh n nhu cu phi phn cng lao ng v s phn cng s em li ba li ch ln: Gia tng s kho lo ca cng nhn, Tit kim thi gian di chuyn t vic ny sang vic kia, Tn dng tt my mc Cch mng cng nghip t ra nhng vn mi trong qun tr. Vic sn xut c chuyn t gia nh n mt khung cnh mi: Nh my - ni tp trung my mc v cng nhn. Hot ng sn xut cng pht trin, nhu cu thu ht nhiu vn h tr cho sn sut cng1

A. Smith, An Inquiry into the Nature and Causes of Wealth of Nations (New York: Modern Library, 1937). Orginally published in 1776.

Chng II - S pht trin ca t tng qun tr

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tng a n vic p dng ngy cng nhiu hnh thc t chc cng ty kinh doanh, c bit l cng ty c phn. c mt s nghin cu v thc hnh ng ch v qun tr trc khi phong tro qun tr khoa hc ra i v d c t nhiu ng gp trong vic ci tin thc hnh qun tr nhng phn tch v qun tr vn ch cn tnh trng mi m, bt thng v khng c mt cng trnh tng hp no v nhng nguyn tc v k thut qun tr tht y . C th ni, cc iu kin x hi, php l, k thut v kinh t cha cung cp iu kin thun li cho nhng n lc ci thin hot ng qun tr. Ti sao chng ta li ch trng n nhng s kin c trong mt cun sch trnh by cc khi nim qun tr hin i? Cu tr li l c rt nhiu khi nim cng nh phng php thc hnh qun tr c thit lp vo thi gian vn cn s dng n by gi. Cu tr li na cho cu hi trn: qu kh l ngi thy tt nht c th dy cho chng ta bit t nhng thnh cng v c nhng tht bi qua. Trong sut th k qua, cc l thuyt gia pht trin nhiu lun im cng tr li cho mt cu hi c bn nh nhau ca qun tr: cch thc no l tt nht qun tr mt t chc?Ni lm vic nh hng cng ngh T chc hc tp Quan im cht lng Quan im ngu nhin Quan im h thng Quan im hnh vi Quan im truyn thng 1870 1880 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010

Hnh II-1: Cc quan im qun tr theo thi gian1 I. QUAN IM TRUYN THNG V QUN TR

Quan im qun tr lu i nht v c l c chp nhn rng ri nht l quan im truyn thng. N c phn thnh 3 nhnh chnh: qun tr quan liu, qun tr khoa hc v qun tr hnh chnh (qun tr tng qut). 1. Qun tr quan liu Qun tr quan liu (Bureaucratic management) c thc hin da trn cc quy tc, h thng cp bc, s phn cng lao ng r rng v cc th tc chi tit. Max Weber (18641920), mt nh x hi ngi c, l tc gi ni ting nht ca quan im qun tr quan liu (s d gi tn nh vy l v Weber da trn cng trnh nghin cu ca mnh v s quan liu ca chnh ph c). D Weber l mt trong nhng l thuyt gia u tin n lc gii quyt cc vn ca t chc nhng ng khng c cc nh qun tr v cc hc gi Hoa K bit n cho n khi cng trnh nghin cu ca ng c dch ra ting Anh nm 1947. ng tp trung ch yu s1

Richard L. Daft, Management, 7th ed, Copyright 2005 by Thomson South-Western, p.40

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Qun tr hc

nghin cu ca mnh vo cc vn kinh t v x hi trn phm vi rng, cc cng trnh ca ng v s quan liu ch l mt phn nhng ng gp ca ng i vi khoa hc x hi.1 Qun tr quan liu cung cp mt cm nang cho hot ng ca ton b t chc. N ch r 7 c im mong mun ca t chc: mt h thng quy tc chnh thc, tnh khch quan, s phn cng lao ng, c cu cp bc, c cu quyn hnh c th, s cam kt v ngh nghip sut i, s hp l (hp l phi). Cng vi cc c im ny c trnh by chnh thc l phng php qun tr cng nhc. hiu v phng php ny, nn gt qua mt bn tt c nhng ngha khng hay, ngha xu ca t quan liu ngy nay tp trung vo nhng im mnh, tnh nht qun v kh nng tin on ca h thng. Nhng li ch ca s quan liu. Nhng li ch t h thng qun tr quan liu d dng nhn thy c l tnh hiu qu v s nht qun, v c xem l pht huy hiu lc tt nht khi thc thi cc quyt nh hay cc nhim v theo chu trnh. Nhng ngi lao ng cp thp hn trong t chc c th thc thi cng vic n gin l tun theo cc quy tc v th tc. Cng vic v kt qu lao ng ca h c tiu chun ha cao v c thc hin theo nhng yu cu cn thit p ng cc mc tiu ca t chc. Hn ch ca s quan liu. Nhng kha cnh tng t ca qun tr quan liu c th lm tng tnh hiu qu ca mt t chc nhng cng a n s km hiu qu t chc khc. Sau y l mt s tr ngi, bt li ca qun tr quan liu: - Cc quy tc cng nhc v t quan liu. - S tham quyn. Cc qun tr vin trong mt t chc quan liu thng t lu tm n nng sut lao ng ca cng nhn trong khi li c gng bo v v m rng quyn ca h. - Ra quyt nh chm. cc t chc ln, phc tp vic ra quyt nh thng l mt thi gian. Vic da vo cc quy tc v th tc thc hin mi vic theo th t tng cp s lm tng tnh cng nhc ca quyt nh v lm chm vic ra quyt nh. - Khng tng thch vi s thay i cng ngh. - Khng tng thch vi cc gi tr ca nhn vin. Cc gi tr ca nhng nhn vin ny bao gm thc hin cng vic mang tnh th thch, phc v khch hng v pht hin cc gii php i mi gii quyt vn . Cc gi tr ny thng l khng tng thch vi h thng quan liu i hi tnh hiu qu, trt t v s nht qun. 2. Qun tr khoa hc (Scientific Management) a Frederick W. Taylor (18561915) Ngi ta ca ngi Taylor l cha ca thuyt qun tr theo khoa hc, ngi cng ng s v bn b m ra mt k nguyn vng trong qun tr ca M, mt phng php qun tr c dng lm c s tri thc cho cng vic qun tr sau ny khng ch M m cn Anh v nhiu nc khc na. Thc ra, trc Taylor, c nhiu ngi nghin cu lnh vc ny v dng nhng thut ng qun tr theo khoa hc nh Dela Hire (1640-1718), Ancotons (1663-1705), Belidor (1693-1769), Peronnet (1708-1796), Dupin (1784-1873) v.v... Nhng nh c Taylor m qun tr theo khoa hc c c mt ngha rt chnh xc v r rng, v theo ng n c ngha l

1

Max Weber, TheTheory of Social and Economic Organizations, ed. and trans. A. M. Henderson and Talcott Parsons (New York: Free Press, 1947).

Chng II - S pht trin ca t tng qun tr

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bit chnh xc ci bn mun ngi khc lm v sau hiu rng h lm mt cch tt nht v tn t nht. Khc vi qun tr quan liu nghin cu nhng cu trc t chc v h thng cng vic trn gic rng, qun tr khoa hc tp trung vo lao ng c nhn cng cc cng c v my mc h s dng. Trit l ca n l thc hnh qun tr nn da trn nhng c s ca quan st v t thc t ch khng phi l s suy on hay nghe ngi khc ni. Taylor, l mt k s c kh ngi M, khi u s nghip ca mnh vi t cch l mt c cng ti Midvale Steel Work Philadelphia. ng tin rng nng sut lao ng gia tng ty thuc vo vic tm ra nhng cch thc ngi cng nhn lm vic hiu qu hn bng cch s dng cc k thut khch quan v khoa hc. Taylor s dng nhng nghin cu thi gian-v-ng tc phn tch cc bc cng vic, cc k thut gim st v s mt mi ca ngi cng nhn. Mt nghin cu v thi gianv-ng tc bao gm vic xc nh v o lng cc thao tc ca ngi cng nhn khi thc hin cng vic v phn tch kt qu t nhng o lng . Nhng thao tc lm chm qu trnh sn xut s b gim thiu. Mt trong nhng mc tiu ca nghin cu thi gian-v-ng tc l thit k mt cng vic c tnh hiu qu v theo chu trnh (lp li). Vic loi b cc c ng lng ph ca c th khi lao ng v nh r kt qu chnh xc ca cc hot ng lm gim thi gian, tin bc v cc hao ph khc to ra sn phm. ng cho rng, nhim v ca nh qun tr l phi xc nh cho c phng php lm v tiu chun ca cng vic, ng thi phi cung cp cho cng nhn s kch thch bng quyn li h gia tng nng sut. iu g c th khin ngi lao ng lm vic ht kh nng ca mnh? Taylor cho rng tin l cu tr li cho cu hi ny. ng h tr h thng khon cng vic c nhn (nh mc) lm c s tr lng. Nu cng nhn lm t nh mc, h s nhn lng theo nh mc . Cng nhn no lm vt nh mc th s c nhn lng vi n gi cao hn cho tt c chi tit sn phm lm ch khng ch cho phn vt nh mc. T tng qun tr ca Taylor c th hin trong 2 tc phm Shop Management (1903) v Principles of scientific Managemet (1911)1 v tm tt 4 im c bn: 1. S khm ph thng qua phng php khoa hc nhng yu t c bn trong cng vic ca con ngi thay cho vic da vo kinh nghim, p dng phng php lm vic khoa hc thay th nhng quy tc thao tc c. 2. Xc nh chc nng hoch nh ca nh qun tr, thay v cho cng nhn t chn phng php lm vic ring. 3. La chn v hun luyn cng nhn mt cch khoa hc v pht trin tinh thn hp tc, thay v khuyn khch nhng n lc c nhn ring l v tr lng theo sn phm. 4. Phn chia cng vic gia ngi qun tr v cng nhn mi bn lm tt nht nhng cng vic ph hp vi h, nh s gia tng hiu qu. b The Gilbreths. Frank (18681924) v Lillian (18781972) Gilbreth2 c nhng ng gp ht sc quan trng i vi qun tr khoa hc, v cng vi Taylor v Gantt, F.B Gilbreth to thnh b ba t nn mng cho phong tro qun tr khoa hc. Frank s dng mt cng c mi c tnh cch mng - my chp nh - nghin cu c ng ca ngi cng nhn. Trong khi , ngoi vic cng chng tin hnh cc nghin cu, Lillian Gilbreth cn tp trung vo kha cnh con ngi trong cng nghip v b tin phong v tng ngh ngy lm vic tiu chun cho cng nhn, quy nh ngh gii lao, thi gian ginh cho n tra. Cng trnh nghin cu ca1 2

F. W. Taylor, The Principles of Scientific Management (New York: Harper, 1911) F. B. Gilbreth, Motion Study (New York: D. Van Nostrand, 1911); F. B. Gilbreth and L. M. Gilbreth, Fatigue Study (New York: Sturgis and Walton, 1916)

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Qun tr hc

b c nh hng n Quc Hi M i vi vic thit lp lut lao ng ca tr em v pht trin cc quy tc bo v ngi lao ng lm vic trong cc iu kin thiu an ton. c Henry Lawrence Gantt. Henry. L. Gantt l tr l ca F. Taylor khi cng lm vic Midvale steel Work v cng l cng s ca Taylor khi hai ngi lm vic Bethelehem steel Company, v do vy m cng chu trch nhim chung trong nhiu pht minh. Trong qu trnh nghin cu v qun tr khoa hc, Gantt tp trung vo tnh dn ch trong cng nghip v lun c gng lm cho qun tr khoa hc mang tnh nhn o. Gantt khng nh, c ngi i thu ln ngi c thu lm u phi chia s nhng li ch chung. Vi quan nim, trong tt c cc vn qun tr, con ngi l yu t quan trng nht, Gantt i trc thi i mnh rt nhiu v a ra nhiu pht minh mi lm thay i cch t duy qun tr d ch trong phm vi nhng ni dung ca qun tr khoa hc. Gantt cn ni ting vi cc loi biu c p dng iu hnh sn xut, nh Daily balance Chart (biu quyt ton hng ngy) s dng cho vic kim tra sn phm c nh ra, v biu mang tn ng: Biu Gantt (1917). d nh gi v qun tr khoa hc. Taylor v nhng ngi khi xng qun tr khoa hc chc s hoan nghnh nhng n lc ca cc cng ty KFC, Honda, Canon, Intel, v cc t chc khc p dng thnh cng l thuyt ca mnh. Hng trm cng ty khc s dng cc nguyn l ca Taylor ci thin tin trnh tuyn chn v hun luyn cng nhn v tm ra phng php tt nht thc hin cho tng cng vic. ng tic, hu ht nhng ngi khi xng qun tr khoa hc u hiu sai kha cnh con ngi trong cng vic, v s nhn mnh ca Taylor vo quyn iu khin v kim sot phn no xem nh yu t con ngi vi t cch l mt c th tng ha cc mi quan h x hi. V do nhn mnh vo hiu nng cp tc nghip v vo nhng tit kim do nghin cu thi gian v ng tc mang li ko s ch tm ca qun tr vo hiu qu qun tr cp tc nghip trong khi nhng kha cnh tng qut li khng c ch trng. 3. Qun tr tng qut (Administrative Management) Qun tr tng qut tp trung vic nghin cu vo nh qun tr v nhng chc nng c bn ca qun tr. Thut ng ny xut hin vo u nhng nm 1900 v c mt k ngh gia ngi Php l Henry Fayol (18411925) pht trin tng i hon thin. Fayol cho rng, nhng thnh cng m ng gt hi c trong vai tr l mt nh qun tr phn ln l nh vic p dng ng cc phng php hn l nh nhng phm cht c nhn ca ng v khng nh, thnh cng, cc nh qun tr khng nhng phi thu hiu cc chc nng qun tr c bn - hoch nh, t chc, phi hp, iu khin v kim tra - m cn phi p dng nhng nguyn tc qun tr mt cch ng n vo nhng chc nng . Fayol cng l ngi u tin tng hp cc chc nng ca nh qun tr theo cch ny. T tng qun tr ca Henry Fayol c ng trnh by trong tc phm ni ting "Qun tr cng nghip v qun tr tng qut" c ngha t nn mng cho s pht trin ca khoa hc qun tr hin i.1 Cng ging nh nhng nh qun tr ng thi theo ch ngha truyn thng, Fayol nhn mnh n nhng tin trnh v cu trc chnh thc trong t chc. Fayol pht trin 14 nguyn tc qun tr sau v khuyn co cc nh qun tr nn ng dng vo t chc. 1. Phn cng lao ng 2. Quyn hnh 3. K lut1

Henri Fayol, General and Industrial Management, trans. Constance Storrs (London: Pitman and Sons, 1949)

Chng II - S pht trin ca t tng qun tr

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4. Thng nht mnh lnh 5. Thng nht ch huy 6. t li ch ca c nhn di li ch chung 7. Th lao 8. Tp trung ha 9. Chui quyn hnh 10. Trt t 11. Cng bng 12. S n nh nhn vin v cng vic 13. Sng to 14. Tinh thn ng i Khi thc hnh, cc qun tr vin c th s dng rt nhiu nguyn tc v qun tr tng qut (hay qun tr hnh chnh) ca Fayol, tuy nhin, nhng qun tr vin khc nhau him khi no s dng cc nguyn tc ny mt cch ging nhau. Ty thuc vo tng trng hp c th, c bit, vic p dng cc nguyn tc s khc nhau. Fayol cng phn chia cc lnh vc hot ng trong mt t chc kinh doanh thnh 6 nhm, bao gm: 1. K thut hay sn xut 2. Thng mi (mua bn, trao i) 3. Ti chnh (tm v s dng ti u vn) 4. An ninh (bo ton ti sn v nhn vin) 5. K ton (k c thng k) 6. Cc hot ng qun tr tng qut, bao gm cc cng vic hoch nh, t chc, lnh o, phi hp v kim tra. y l s phn tch u tin v qun tr theo kiu ny, d cc tc gi sau Fayol c b sung thm, n vn ng vng v c bn. Fayol cn cp n cc yu cu v phm cht v hun luyn qun tr, v theo ng cc phm cht c i hi cc qun tr vin l: th xc, tinh thn, o c, gio dc, k thut v kinh nghim. ng gp ca Fayol i vi s pht trin ca l thuyt qun tr l rt ln. Ngy nay, cch tip cn v qun tr ca Fayol c xem l cn bn i vi khoa hc qun tr hin i, cn gi l tip cn chc nng hay qu trnh qun tr. Phn ln cc ti liu vit v qun tr kinh doanh hin i u s dng cch tip cn nghin cu ny. Tuy nhin, cc nh nghin cu v thc hnh qun tr u c khuynh hng b chc nng phi hp v cho rng bn cht ca qun tr vn d bao gm v i hi s phi hp. II. QUAN IM HNH VI (BEHAVIORAL VIEWPOINT)

Quan im hnh vi (quan h con ngi) tp trung vo vic gii quyt mt cch hiu qu vn con ngi trong t chc. 1. Nhng ng gp ca Follett Mary Parker Follett (18681933) c nhng ng gp quan trng vo quan im qun tr hnh vi. B tin rng qun tr l mt qu trnh lin tc khng ngng, nu mt vn pht sinh

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Qun tr hc

c gii quyt, vic gii quyt vn ny c th dn n pht sinh mt vn mi1. B nhn mnh vo (1) mi quan h gia cc nhn vin trong vic gii quyt vn v (2) ng lc ca qun tr, hn l nhng nguyn tc cng nhc. Nhng t tng ny khc hn vi cc quan im ca Weber, Taylor, v Fayol. Follett nghin cu cch thc m nhng nh qun tr thc hin cng vic bng cch quan st h ti ni lm vic. Da trn nhng quan st ny, b kt lun rng s phi hp l iu kin cn thit qun tr hiu qu v a ra 4 nguyn tc phi hp m nhng cc nh qun tr cn p dng. Follett tin tng rng nhng ngi am hiu cng vic nht s l nhng ngi c cc quyt nh tt nht. V d, b tin chc rng cc qun tr vin tc nghip l nhng ngi ng v tr tt nht phi hp cc cng vic. Da trn vic nghin cu tm l hc v x hi hc, Follett ngh rng nhng cc nh qun tr cn nhn thy r rng mi nhn vin ca mnh c nhng nim tin, thi v cm xc ring. ng gp ca Follett v nhng nghin cu tm l ca c nhn trong i sng x hi i vi cc vn qun tr cn c nhng im ng lu - Phng php gii quyt cc mu thun trong mt t chc - Theo Follet, thng nht chnh l phng php tt nht v lm vng lng nht chm dt mu thun. - Vic ra mnh lnh v chp hnh mnh lnh phi xut pht t mi quan h gia ngi ra lnh v ngi thi hnh lnh. - Ngi qun tr phi hiu c v tr ca mi c nhn trong t chc, bn cht ca mi quan h lm vic tt p l ngi lao ng lm vic vi ai ch khng phi di quyn ai v nhn mnh tm quan trng ca kim tra ch khng phi b kim tra. 2. Nhng ng gp ca Barnard Chester Barnard (18861961) nghin cu v kinh t ti H Harvard nhng khng tt nghip c v ng khng hon thnh mt th nghim khoa hc. Lm vic ti AT&T, nm 1972, Chester tr thnh ch tch ca New Jersey Bell. ng c 2 ng gp c ngha vo l thuyt qun tr c in trong cun sch ca ng The Functions of the Executive (Cc chc nng ca nh qun tr) . Barnard c hai ng gp c ngha vo l thuyt qun tr2. l: - u tin, Barnard nhn nhn cc t chc nh l nhng h thng c tnh x hi, n i hi s cng tc ca cc nhn vin hot ng mt cch hiu qu. Ni cch khc, con ngi trong t chc phi lin tc thc hin vic tng tc vi nhng ngi khc. Theo Barnard, nhng nguyn tc chnh ca cc nh qun tr l truyn thng vi cc nhn vin, thc y h lm vic hng say hn t c mc tiu ca t chc. ng cho rng, vic qun tr mt cch thnh cng cn ph thuc vo vic duy tr mi quan h tt p vi nhng ngi bn ngoi m t chc c lin h n. - Th hai, Barnard xut l thuyt chp nhn quyn hnh. L thuyt ny cho rng nhn vin c th tun th mnh lnh ca cp trn trn c s t nguyn v thc chn la. iu ny hm rng, nhn vin s tun theo cc mnh lnh nu h (1) hiu nhng i hi m cp trn yu cu, (2) tin tng rng mnh lnh ny ph hp vi cc mc tiu ca t chc, (3) c c nhng li ch khi tun th theo mnh lnh ny, cng nh ph hp vi nng lc v s c gng ca h.1

Henry C. Metcalf and Lyndall Urwick, eds., Dynamic Administration: The Collected Papers of Mary Parker Follett (New York: Harper & Row, 1940); Arnold, Milestones in Management.2

William B. Wolf, How to Understand Management: An Introduction to Chester I. Barnard (Los Angeles: Lucas Brothers, 1968); and David D. Van Fleet, The Need-Hierarchy and Theories of Authority, Human Relations 9 (Spring 1982), 111118.

Chng II - S pht trin ca t tng qun tr

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3. Nhng ng gp ca Elton Mayo t cc cuc th nghim Hawthorne ng gp quan trng nht trong quan im hnh vi l t nhng nghin cu c thc hin vo khong nm 19241933 ti x nghip Hawthorne Chicago1. Nhng kt qu th nghim dn Mayo n khm ph quan trng u tin: khi ngi lao ng c quan tm c bit, nng sut lao ng s thay i bt k cc iu kin lm vic c thay i hay khng. Hin tng ny c gi l Tc ng Hawthorne. Tuy nhin, mt cu hi quan trng vn cha c gii p: ti sao ch mt s quan tm c bit nh v vic hnh thnh cc mi lin h nhm c tc ng tr li ln nh vy? tm c cu tr li, Mayo tin hnh phng vn cc nhn vin. Cc cuc phng vn mang li mt khm ph c bit c ngha: nhng nhm lm vic khng chnh thc, mi trng x hi ca nhn vin c nh hng to ln n hiu nng lm vic. Cng t kt qu ca cuc nghin cu, h khuyn co cc nh qun tr nn xem xt ngi nhn vin trong cc mi quan h c nhn (v d nh tnh trng gia nh, cc mi quan h, thnh vin ca cc nhm...) c th hiu c nhng nhu cu v cch thc tho mn cc nhu cu ny ca nhn vin. H cng ngh cc nh qun tr cn nhn bit c nhng cm xc ca nhn vin v khuyn khch s tham gia ca cc nhn vin vo vic quyt nh thay i nhng bt hp l trong t chc. III. QUAN IM H THNG (SYSTEMS VIEWPOINT)

1. Cc khi nim h thng (System Concepts) Mt h thng l tp hp ca cc yu t c mi quan h ph thuc v lin quan vi nhau. C th con ngi l mt h thng vi cc b phn: c bp, t bo, dy thn kinh v h thng thc lin kt chng li vi nhau. Qu trnh sn xut ti hng xe Toyota nh l mt h thng vi cc nhn vin, cc nhm lm vic, cc b phn c lin kt t c mc tiu ca t chc. Mt t chc cng c mi lin h vi nhng ngun lc bn ngoi nh nh cung ng, khch hng, cc c ng v cc trung gian. Mt nh qun tr gii trong vic nh hng h thng ch ra cc quyt nh sau khi xc nh v phn tch k cng nh hng ca quyt nh n nhng nh qun tr khc, cc b phn, khch hng v cc bn lin quan khc. Mi trng

U VOCon ngi, ti chnh, c s vt cht v thng tin TIN TRNH BIN I

U RA Sn phm v dch v

ng thng tin phn hi

Hnh II-2: Quan im h thng c bn ca t chc2

1

Gordon Diaper, The Hawthorne Effect: A Fresh Examination, Educational Studies 16, no. 3 (1990), 261 268. 2 Susan E. Jackson, Don Hellriegel and John W. Slocum, Management- A competetency based approach, 10th ed, Copyright 2005 by Thomson South-Western, p. 58

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Qun tr hc

Quan im h thng v qun tr a ra mt cch tip cn mi gii quyt cc vn pht sinh trong t chc l phn tch vn theo mt th thng nht cc u vo, qu trnh chuyn ho, u ra, s phn hi vo mi trng (c th hin trong hnh II-2). H thng c th l mt c nhn, mt nhm lm vic, mt b phn hay mt t chc. u vo bao gm c s vt cht, con ngi, ti chnh, ngun thng tin a vo qu trnh chuyn ho. Qu trnh chuyn ho bao gm cc k thut c s dng bin cc u vo thnh u ra. u ra l nhng u vo nh con ngi, my mc, thit b, thng tin v ti chnh... c hnh thnh t qu trnh chuyn ho. Phn hi l cc thng tin v tnh trng ca t chc. Trong mt t chc, s phn hi c th c ghi nhn t nhng cuc kho st marketing, nhng bo co ti chnh, nhng nh gi v hot ng ca cng ty... Vai tr ca ngi qun tr l ch o qu trnh chuyn ho thng qua vic hoch nh, t chc, lnh o, kim tra. Mi trng ca t chc bao gm cc yu t nh x hi, chnh tr v kinh t nh hng n hot ng ca t chc (h thng). 2. Cc loi h thng C hai loi h thng: h thng ng v h thng m. Mt h thng ng gii hn s tng tc trong mi trng ca n. Trong khi , mt h thng m li c s tng tc vi mi trng bn ngoi. 3. Cc k thut nh lng Cng vi vic p dng mnh m v rng ri l thuyt h thng xc nh r cc u vo, qu trnh chuyn ho v cc u ra trc khi ra quyt nh l s pht trin cc phng php nh lng tr gip cho vic ra quyt nh ca nh qun tr. Cc k thut nh lng c bn c im c bn sau: 1. Trng tm chnh l vic ra quyt nh. 2. Cc phng n chn la da trn cc tiu chun kinh t. 3. S dng cc m hnh ton hc. 4. Cn thit phi s dng my tnh. Phn tch h thng v cc k thut nh lng c s dng trc ht qun tr qu trnh chuyn i v trong vic ra quyt nh cng nh hoch nh trong qun tr. Cc phng php ny cng c s dng ci thin kh nng ca cc qun tr vin trong vic x l cc vn lin quan n ngun lc con ngi. Vic nghin cu v pht trin vn ang tip tc m rng vic p dng cc k thut ny trong kinh doanh. S pht trin ca cng ngh thng tin l iu kin v cng thun li cho s pht trin ca t duy h thng v k thut phn tch nh lng. IV. QUAN IM NGU NHIN (CONTINGENCY VIEWPOINT)

iu ct yu ca quan im ngu nhin (i khi cn c gi l cch tip cn tnh hung) l vic thc hnh qun tr phi m bo thch ng vi nhng yu cu thc t t mi trng bn ngoi, cc k thut c s dng to ra sn phm hay cung cp dch v v kh nng ca con ngi trong t chc. Mi quan h gia cc bin s ny c tm tt trong Hnh II-3. Tip cn tnh hung trong qun tr xut hin vo gia nhng nm 60 p ng li vi nhng tht bi ca cc nh qun tr c gng mt cch v hiu khi p dng cc khi nim h thng v cc quan im truyn thng vo nhng vn qun tr thc t. 1. Cc bin s ngu nhin Tm quan trng tng i trong mi bin ngu nhin: mi trng bn ngoi, cng ngh v con ngi ph thuc vo loi vn qun tr ang c xem xt.

Chng II - S pht trin ca t tng qun tr

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Cng ngh l phng php c p dng chuyn i u vo ca t chc thnh u. N khng hn ch l my mc m cn l kin thc, cng c, k thut v cc hot ng c dng n thay i nguyn liu th thnh nhng sn phm hay dch v hon tt. Nhng cng ngh m cc cng nhn s dng c sp xp t n gin n phc tp. Mt dng cng ngh n gin bao gm nhng qui tc ra quyt nh gip cng nhn thc hin cc cng vic hng ngy c tnh lp li. Mt cng ngh phc tp li i hi nhn vin a ra nhiu quyt nh, ngay c khi h b gii hn thng tin.

Quan im hnh viCch thc nh qun tr nh hng ngi khc: Nhm phi chnh thc S hp tc gia cc nhn vin Nhu cu x hi ca nhn vin

Quan im h thngCch thc tch hp cc b phn: u vo Bin i u ra

Quan im truyn thngNhng vic nh qun tr thc hin: Hoch nh T chc Lnh o Kim tra

Quan im ngu nhinNh qun tr s dng cc quan im khc gii quyt vn bao gm: Mi trng bn ngoi Cng ngh Cc c nhn

Hnh II-3: Quan im ngu nhin1 2. nh gi quan im ngu nhin Quan im ngu nhin ca qun tr l ht sc hu ch do cch tip cn mang tnh chn on ca n, v n khc bit r rng so vi cch tip cn mt-phng-php-tt-nht ca nhng ngi theo quan im truyn thng. Quan im ngu nhin khuyn khch cc nh qun tr phn tch v hiu r nhng khc bit ca tnh hung v la chn gii php ph hp nht vi t chc, qu trnh v con ngi lin quan trong mi tnh hung. V. QUAN IM CHT LNG (QUALITY VIEWPOINT)

Ngy nay mi t chc nng ng d c qui m ln hay nh, hot ng mang tnh a phng hay ton cu u phi i mt vi nhng thch thc ca phng php qun tr mi. Cc t chc chu p lc t khch hng v cc i th cnh tranh cung cp nhng sn phm hay dch v c cht lng cao ng lc, tng thng xng ng cho cch c x ng ca nhn vin v pht trin k hoch qun l nhng s a dng ca lc lng lao ng mt cch hiu qu. Nhu cu ca khch hng i vi nhng sn phm v dch v tt c th l yu1

Susan E. Jackson, Don Hellriegel and John W. Slocum, Management- A competetency based approach, 10th ed, Copyright 2005 by Thomson South-Western, p. 61

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Qun tr hc

t c nh hng ln n nhng d on trong tng lai. Cht lng c xc nh bng vic mt sn phm hay dch v c to ra hay cung cp phi to c s tin cy v gn gi vi khch hng. Nh qun tr trong mt t chc thnh cng l phi bit c tm quan trng ca cht lng v nhn thc c s gn kt gia sn phm hay dch v c cht lng cao vi li th cnh tranh. 1. Qun tr cht lng ton din ( TQM) Qun tr cht lng ton din l tin trnh lin tc m bo rng mi thnh t ca qu trnh sn xut u nhm n vic hnh thnh cht lng vo trong sn phm. Cht lng phi c nhn mnh nhiu ln n tr thnh c tnh th hai ca mi ngi trong t chc v cc nh cung cp ca n. Hn na, vic o to, hoch nh chin lc, thit k sn phm, qun l h thng thng tin, marketing, v nhng hot ng ch yu khc u c phi hp cng t c mc tiu cht lng. Cha ca quan im cht lng l W.Edwards Deming (1900-1993)1. Ban u cc nh qun tr ngi M t chi tng ca ng ta v cho n khi nhng tng ca ng ta h tr c lc cho vic phc hi li ngnh cng nghip Nht v phi n sau chin tranh th gii th 2 tng ca ng ta mi c chp nhn ti M. 2. Qu trnh kim sot cht lng Qu trnh kim sot cht lng tp trung ch yu vo vic o lng u vo (bao gm nhu cu v mong mun ca khch hng), hot ng chuyn i v u ra. Kt qu ca nhng o lng ny cho php cc nh qun tr v cc nhn vin a ra cc quyt nh v cht lng sn phm hay dch v trong mi giai on ca qu trnh bin i. a u vo. Hu ht vic kim sot cht lng u bt u t u vo, c bit l nhng nguyn liu th v thit b c dng n trong qu trnh ch bin. i vi dch v, u vo l nhng thng tin c bn c cung cp t khch hng. Mt trong nhng du hiu tt nht v lng trung thnh ca khch hng l vic s dng dich v. Trong nhiu hot ng kinh doanh, nhng dch v ny cng l ngun em li li nhun rt ln. b Cc hot ng bin i. S kim sot cht lng c thc hin lin tc v trong sut cc giai on ca qu trnh bin i. Kim sot qu trnh (WIP) c th dn n vic thc hin li hay loi b mt chi tit trc khi chuyn n n hot ng khc. S dng kim sot tin trnh bng thng k l mt trong nhng qui tc chnh ca Deming. Kim sot qu trnh bng thng k l dng nhng phng php nh lng v cc th tc quyt nh liu qu trnh chuyn i c thc hin ng cha, pht hin ra bt c s sai lch no, v nu iu xy ra th phi tm kim v nh gi nguyn nhn ca n. Phng php kim sot qu trnh bng cng c thng k thch hp c t hng thp k trc nhng ch trn 20 nm gn y chng mi c dng nh gi. Chng p ng ch yu nh l bin php ngn nga. c u ra Cch thc kim tra cht lng truyn thng phn ln l s c tnh xem hon thnh bao nhiu phn trong tng s sn phm hon thnh hoc dch v cung cp. i vi hng ho cng1

Samuel Greengard, 25 Visionaries Who Shaped Todays Workplace, Workforce (January 1997), 5059; and Harrington, The Big Ideas.

Chng II - S pht trin ca t tng qun tr

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tc kim tra cht lng ch c thc hin trc khi vn chuyn hng n cho khch hng. Nhng loi hng no b khch hng tr li v li sn xut hoc cc vn d khc u l mt trong nhng biu hin km hiu qu ca qui trnh kim tra cht lng. i vi cc nh cung cp dch v nh cc nh lm tc th cng tc ny thng phi bao gm khch hng cng kim tra cht lng dch v bng cch hi khch hng n khi mi th c va . Tuy nhin, s tho mn cho khch hng khi cung cp cc dch v thng kh c tnh hn khi cung cp hng ho sn phm hu hnh cho h. o lng qua cc bin s Vic nh gi ny c thc hin bng cch c tnh cc c im ca sn phm bao gm cc tiu chun th hin c bng s lng nh chiu di, chiu cao, trng lng, nhit , hoc ng knh o lng cc thuc tnh L c lng cc c im ca sn phm hay dch v c chp nhn hay khng chp nhn. o lng cc thuc tnh th d thc hin hn o lng cc bin s. 3. Tm quan trng ca cht lng To ra sn phm hoc dch v c cht lng cao l iu m t n c tnh quan trng. Cung cp sn phm c cht lng cao cho khch hng thnh cng mang li ba li ch quan trng cho t chc. Khng nh hnh nh ca cng ty: vic cung cp sn phm cht lng cao cho khch hng to nn hnh nh tt cho cng ty nh Maytag, P&G, AT&T, Southwest Airlines, Lexus, v FedEx, v mt s khc. Mt hnh nh tch cc s tm kim thm c nhn vin mi, lm gia tng doanh s, v thu c tin t cc trung gian khc nhau. Chi ph thp hn v th phn cao hn: Trong cc xng sn xut, cht lng cao hn lm gia tng nng sut lao ng v gim thi gian hao ph, chi ph ph liu, chi ph bo qun,... dn n gia tng li nhun. Gim n: Vic thit k v sn xut cc sn phm c khuyt im s nh hng n trch nhim v mt php l do nhng thit hi xy ra v s dng sn phm. Do , nng cao v m bo cht lng sn phm s gip cng ty ci thin doanh thu v gim n nh gia tng lng bn mt cch vng chc. Cc quyt nh v cht lng c th l mt phn trong chin lc ca t chc. Cht lng phi l mt thnh t c bn ca cu trc v vn ho t chc. Cht lng khng phi l mt chng trnh n gin m nh qun tr cp cao c th bt cng nhn m nhn; n l mt phng cch hot ng ngm vo t chc v l li suy ngh ca mi thnh vin trong t chc Cht lng l mt chin lc khng phi l mt chng trnh. VI. NHNG KHUYNH HNG HIN NAY TRONG T DUY QUN TR

Tt c nhng cch tip cn v nhng tng tho lun trong chng ny to nn mt bc tranh tng th phn nh c trng ca qun tr hin nay. Tuy vy, th gii thay i mt cch nhanh chng qua nhiu thp k i hi cc t chc phi th nghim nhng cch thc qun tr mi c th p ng mt cch thch hp hn vi nhng nhu cu ca khch hng v nhng thay i ca mi trng. Hai xu hng trong t duy qun tr hin nay l dch chuyn n mt t chc hc tp v qun tr ni lm vic cng ngh cao. 1. T chc hc tp (The Learning Organization)

Cc nh qun tr bt u ngh v khi nim t chc hc tp sau khi cun sch "The Fifth Discipline: The Art and Practice of Learning Organizations" ca Peter Senge c n

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Qun tr hc

hnh1. Trong tc phm ny, Senge m t nhng loi thay i m cc qun tr vin phi i ph gip cho t chc ca h c th thch ng vi mt th gii ngy cng gia tng s hn lon. Khng c mt quan im r rng rng nh th no l mt t chc hc tp. T chc hc tp l mt thi hoc mt trit l cp n nhng g m mt t chc c th tr thnh. T chc hc tp c th c nh ngha nh l mt t chc m mi ngi c cam kt trong vic xc nh v gii quyt cc vn , cam kt lm cho t chc lun th nghim, thay i v ci tin lin tc, nh m c th gia tng kh nng tng trng, hc tp v thnh t cc mc ch ca n. tng cn bn ca t chc hc tp l vic gii quyt vn , n hon ton ngc vi cc t chc truyn thng c thit k m bo tnh hiu qu. Trong t chc hc tp, mi ngi lao ng u phi tm kim cc vn , chng hn vic hiu bit cc nhu cu ca khch hng c bit no . Mi ngi cng phi gii quyt vn , c ngha l t mi th cng vi nhau theo mt cch thng nht p ng nhu cu ca khch hng. pht trin mt t chc hc tp, cc nh qun tr cn thc hin nhng thay i tt c cc b phn, n v trong t chc. Ba s iu chnh quan trng khuyn khch vic hc tp khng ngng l dch chuyn n mt cu trc nhm (a team-based structure), trao quyn cho ngi lao ng v chia s thng tin. a Cu trc nhm (Team-Based Structure). Mt gi tr quan trng trong mt t chc hc tp l s cng tc v truyn thng xuyn sut khng c ranh gii gia cc b phn v cc cp bc. Cc nhm t qun (t nh hng) l c s xy dng cc khi ca c cu.Mi ngi tham gia vo nhm u l lao ng c o to, c c nhng cng c, thng tin, ng lc v thm quyn ra cc quyt nh tp trung vo kt qu thc hin ca nhm v p ng mt cch sng to v linh hot vi nhng c hi v thch thc mi ang xut hin. b Trao quyn cho ngi lao ng (Employee Empowerment). Vic trao quyn c ngha l giao quyn v s sng to cho ngi lao ng bng cch cho h c t do, c c cc ngun lc, thng tin v cc k nng cn thit ra quyt nh v thc thi chng mt cch hiu qu. Vic trao quyn c th c th hin qua vic cc nhm lm vic t qun, kim sot cht lng, lm phong ph cng vic, v s tham gia cng nh thng qua thm quyn ra quyt nh, hun luyn v thng tin ngi lao ng c th thc hin cng vic ca mnh m khng cn mt s gim st cht ch no. Trong t chc hc tp, con ngi chnh l th mnh chnh yu ca nh qun tr ch khng phi l s ti thiu ho chi ph. Nhng cng ty thch ng vi quan im ny lun tin vo vic i x tt vi ngi lao ng bng cch cung cp mt mc lng c tnh cnh tranh, cc iu kin lm vic tt, v cc c hi pht trin ngh nghip v cuc sng. Hn na, h cng thng to cho ngi lao ng mt cm gic c lm ch bng cch chia s li ch t nng sut v li nhun. c Thng tin cng khai (Open Information). Mt t chc hc tp lun trn ngp thng tin. xc nh nhu cu v gii php cho cc vn , con ngi cn nhn thc r nhng g ang din ra. H phi thu hiu ton b t chc cng nh tng b phn, n v ca n. Thng tin cng khai tr nn c bit quan trng trong t chc gii quyt cc tng hn l sn phm vt cht. Cc nh qun tr cn phi bit rng vic cung cp qu nhiu thng tin bao gi cng tt hn l cung cp t thng tin. Hn na, cc nh qun tr cng nn khch l mi ngi trong t chc chia s thng tin v kin thc.

1

Peter Senge, The Fifth Discipline: The Art and Practice of Learning Organizations (New York: Doubleday/Currency, 1990).

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2.

Ni lm vic nh hng cng ngh

Vic chuyn sang t chc hc tp c mi lin quan cht ch vi s chuyn i hin nay n vic qun tr ni lm vic nh hng cng ngh (a technology-driven workplace). Cc t chc ngy nay khng th c qun l v kim sot theo mt cch thc nh n tng thc hin cch y hn 100 nm, v thm ch l cch y 20 nm. Cc nguyn l m Frederick Taylor v nhng tc gi khi xng qun tr khoa hc l cn kh t gi tr trong cc t chc v x hi ngy nay. i sng ca chng ta cng nh cc t chc ngy nay b ngp su bi cng ngh thng tin. Cc tng, thng tin v cc mi quan h ang tr nn quan trng hn l thit b sn xut, sn phm hay cng vic c thit k r rng1. Nhiu ngi lao ng gi y thc hin cng vic ca h trn my tnh, c th lm vic vi mt nhm o, kt ni mng vi ng nghip ca h trn ton th gii. Ngay c trong cc nh my ch to cc sn phm hu hnh, cc my mc cng c lp trnh thc hin cng vic v ngi cng nhn t do hn trong vic s dng tr tu v kh nng ca mnh trong cng vic. Cc nh qun tr v cng nhn trong cc cng ty ngy nay tp trung vo cc c hi hn l hiu qu, iu i hi h phi linh hot, sng to v khng b rng buc bi cc quy tc cng nhc v cc nhim v c thit k qu chi tit. Hn th vic ngi lao ng c th lin kt nhau qua mng khin cho cc t chc ngy nay khng thot khi mng internet. Th gii kinh doanh in t bng n khin ngy cng nhiu doanh nghip tham gia vo th gii s trn my in ton hn l mt khng gian vt l. E-business i hi cng vic trong t chc c thc hin qua vic s dng kt ni in t (bao gm c Internet) vi ngi tiu dng, cc i tc, cc nh cung cp, ngi lao ng hoc cc gii lin quan khc. Thng mi in t (E-commerce) l mt thut ng hp dng ch cc trao i kinh doanh hay cc giao dch xy ra trn mng. Thng mi in t thay th hoc nng cao kh nng trao i hng ho v tin t cng vi trao i thng tin v d liu t my tnh ny n my tnh khc. C 3 loi thng mi in t: commercebusiness-to-consumer, business-to-business, and consumer- to-consumer c minh ho hnh II-7. Ngy nay, hu ht hot ng thng mi in t u xy ra trn Internet. Nhng cng ty nh Gateway, Amazon.com, Expedia.com l cc v d cho hnh thc business-to-consumer e-commerce (B2C), v h bn cc sn phm v dch v cho ngi tiu dng qua Internet. Lnh vc thng mi in t tng trng nhanh nht chnh l business-to-business ecommerce (B2B), n th hin cc giao dch in t gia cc t chc vi nhau. Nhiu cng ty t chc B2B qua h thng trao i d liu in t ring(electronic data interchange (EDI)). Ngy cng nhiu cng ty s dng cng ngh Web-based v h thng Internet l d s dng hn so vi EDI v d x l vi mt lng ln cc nh cung cp v nhng ngi bn li hn. Mt s cng ty p dng thng mi in t mc rt cao t c nhng kt qu ng kinh ngc. Hng my tnh Dell l ngi tin phong s dng h thng chui cung cp k thut s t t hng n giao hng gi mi quan h vi khch hng, t hng, mua cc ph kin t ngi cung cp, phi hp vi cc i tc sn xut khc v vn chuyn sn phm trc tip n ngi tiu dng. Lnh vc th ba ca thng mi in t l consumer-to-consumer (C2C), cng to ra kh nng kinh doanh trn mng Internet theo cch l mt trung gian gia nhng ngi tiu dng vi nhau. Mt trong nhng v d ni ting nht v hnh thc thng mi in t ny l vic bn u gi qua mng trang Web eBay hoc QXL. Bn u gi trn mng Internet to ra mt th trng rng ln ni m ngi tiu dng c th mua hoc bn trc tip vi ngi khc.1

Kevin Kelly, New Rules for the New Economy: 10 Radical Strategies for a Connected World (New York: Viking Penguin, 1998).

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Qun tr hc

Vi s gia tng nhanh chng ca th gii s, nhiu t chc v ngi lao ng x l hu nh ton b nhng th v hnh chng hn nh tng v thng tin. Cc cng ty chng hn nh Microsoft hoc Ipswitch pht trin cc phn mm v nhng ng dng Internet ph thuc vo tr tu ca nhn vin hn l cc thao tc ca chn tay ca h. Trong nhng cng ty m quyn lc ca mt tng quyt nh s thnh cng th mc tiu trc ht ca cc nh qun tr l gn kt cho c s sng to v tri thc vo trong tng ngi lao ng. Nhng cng ngh in t mi cng lm cho cc t chc t bit phi qun l nh th no. Cng ngh cung cp mt khun kh h tr cho t chc ti cu trc ni lm vic. Chng hn, mt cch tip cn i vi qun tr thng tin l h thng hoch nh ngun lc doanh nghip (ERP)), m trong hp nht tt c cc chc nng kinh doanh ch yu ca cng ty, nh x l n t hng, thit k sn phm, mua sm, tn kho, ch bin, phn phi, ngun nhn lc, tip nhn cc khon thanh ton, v d bo nhu cu tng lai. V ERP gn kt tt c cc h thng ca cng ty nn cc nh qun tr bt c u trong t chc cng c th nhn thy mt bc tranh tng th v t chc v hnh ng mt cch nhanh chng trn c s thng tin c cp nht thng xuyn theo tng pht. ERP to ra mt cch tip cn mi v qun tr - mt h thng qun tr cng ty rng ri m trong mi ngi, t CEO xung n cng nhn vn hnh thit b phn xng, u x l nh nhau i vi nhng thng tin thit yu. V vy ERP cng h tr cc n lc qun tr to nn n by cho tri thc (knowledge) t chc . Peter Drucker a ra thut ng cng vic tri thc (knowledge work) cch y hn 40 nm, nhng ch mi trong nhng nm gn y cc nh qun tr mi tht s nhn ra tri thc l mt ngun lc quan trng ca t chc nn c qun l, ngay c i vi vic qun l chu chuyn tin t hay nguyn liu th. Qun tr tri thc (Knowledge management) cp n nhng n lc tm kim, t chc v to ra mt cch h thng ngun vn tri thc hin hu ca t chc v nui dng vn ho hc tp khng ngng v chia s kin thc n mc mi hot ng ca mt cng ty c xy dng da trn nhng tri thc sn sng . Cng ngh thng tin ng mt vai tr quan trng qua vic lu tr v ph bin d liu v thng tin trong ton b t chc, nhng cng ngh thng tin ch l mt phn ca mt h thng qun tr rng ln. VII. TCH HP CC QUAN IM QUN TR V CC NNG LC

Trong chng I, chng ta xc nh 6 nng lc c xem l ht sc cn thit m bo mang li thnh cng trong tng lai cho mt nh qun tr. Mi mt trong 5 quan im c ngha c bit i vi t nht mt trong s cc nng lc hoc hn. Quan im truyn thng nhm vo vic xc nh cc nng lc qun tr gip t chc hiu qu cng vic ca ngi lao ng. Mi cp qun tr u xc nh r mc tiu v nhim v cn t c trong mi thi k nht nh. Cu trc ca t chc chi phi mi quan h gia nh qun tr v nhn vin. N chi phi t vic hoch nh, t chc v b tr trch nhim cho nhn vin, v theo s ch dn ca nh qun tr. Ngi ta ngh v ngi cng nhn vi t cch l con ngi "l tr" c thc y v ng vin trc ht l do tin bc. Quan im hnh vi tp trung vo vic pht trin 2 nng lc: truyn thng v lm vic nhm. l cng vic ca nh qun tr i hi phi c kin thc x hi v cc xc cm tm l pht trin mi quan h ho thun gia cc cng nhn ni lm vic. Quan im ny c ngha c bit trong hnh vi ca nhn vin bi s nh hng ln nhau. Nu nh qun tr truyn t tt cho cc nhn vin v tho mn cc yu cu ni lm vic ca h, t chc s t hiu qu.

Chng II - S pht trin ca t tng qun tr

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Quan im h thng c ngha quan trng, cc nh qun tr nn tp trung vo vic lm th no t cc u vo, qu trnh chuyn ho, cc u ra khc nhau c mi quan h vi mc tiu ca t chc. Mi t chc nn c ci nhn ton cc khng nn nhn mt cch n gin l mi tng th hay b phn ring bit. lm c iu ny i hi cc nh qun tr phi pht trin h thng thng tin, t duy v hnh ng chin lc, kh nng nhn thc c tng th. pht trin cc nng lc ny, cc nh qun tr s dng m hnh nh lng gip h hiu mi quan h phc tp vi cc quyt nh thch hp. Quan im ngu nhin rt ra t mi mt quan im khc v lin quan n mt s im khc bit ca cc nng lc. Mt t chc c thit k nh th no ph thuc vo mi trng bn ngoi ca n, cc k nng ca ngi lao ng, v cng ngh s dng chuyn dch cc nguyn liu th thnh cc sn phm hon tt. Vic s dng cc nhm, chng hn, l th nghim nng lc truyn thng v nng lc lm vic nhm ca nh qun tr. Quan im cht lng c ngha quan trng trong vic p ng nhng iu mong i ca khch hng i vi gi tr ca hng ho hay dch v h nhn c. Cc nh qun tr cp cao c trch nhim t h thng sn xut sao cho to ra sn phm t cht lng nh trc. Mt phng php m nh qun tr cp cao thng lm l t c s ng h ca nhn vin trc khi a TQM vo thc tin v thng cho nhn vin khi h t mc tiu cht lng. Trit l TQM i hi s phi hp cao trong ton t chc. Trong cc t chc nhn r vai tr cht lng, lm vic nhm c ngha chia s trch nhim v ra quyt nh. Cc nh qun tr u quyn ra quyt nh cho nhn vin, cho php h quyt nh cho chnh h nhng ch sau khi h c c s o to cn thit. Trit l kim tra cht lng bng cc cng c thng k ca Deming khng ch cung cp mt phng php phn tch s sai lch ca cc tiu chun m cn cung cp mt phng php gia tng truyn thng gia cc nhn vin. Trn y chng ta tm hiu khi qut v lch s pht trin ca t tng qun tr. C nhiu cch tip cn khc nhau nghin cu qun tr nhng chung quy li u nhm mc ch a hot ng qun tr t hiu qu cao. Mt s tc gi khc cng phi k thm nh Peter Drucker, ngi tng kt cc trng phi nghin cu qun tr trong tc phm ni ting " Cc chc nng ca nh qun tr" v l ngi xut vic p dng qun tr theo mc tiu (MBO). MC Gregor trn c s tip cn tm l x hi xut mt c cu l thuyt tin hnh cng vic qun tr, phn chia con ngi tng ng vi vic thc hnh cng vic qun tr (thuyt X v Y); William Ouchi, trn c s nghin cu cc cng ty c qun tr theo kiu Nht Bn, a ra thuyt Z ni ting v Thomas J Peters v Robert H. Waterman da trn cch tip cn khng theo truyn thng, tin rng vic qun tr hu hiu l s tuyt ho trong cc quyt nh qun tr (Xem:i tm s tuyt ho- In search of exellence). v.v... S thnh cng ca cc nn kinh t Nht Bn, Hn Quc v gn y l Trung Quc gp phn hnh thnh mt khi nim qun tr mang c trng ca trit hc Phng ng m trong s nhn mnh n cc gi tr tp th, lng trung thnh, s t ho dn tc, nh gi theo qu trnh... c xem l nhng c im khc bit v phn nh cc gi tr vn ho Phng ng. Tuy vy, nhng khc bit ny ch yu th hin s khc bit trong thc hnh qun tr do c th v nh hng ca cc gi tr vn ho hn l nhng khc bit v phng php tip cn. V cho n gi, qun tr vin d cp bc no v mt t chc no th trng tm vn l thc thi cc chc nng hoch nh, t chc, lnh o v kim tra nhm hon thnh mc tiu ca t chc mt cch hiu qu, v thc thi cc chc nng trn h phi n lc pht trin 6 nng lc qun tr nh cp. V vy, s qun tr c hiu qu ch c th t c trn c s s p dng mt cch tng hp v sng to cc l thuyt trn trong nhng cn nhc thu o cc thay i ca mi trng v s bn vng ca cc gi tr vn ho.

Chng III- Mi trng ca t chc

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CHNG III: MI TRNG CA T CHCI. CC YU T CA MI TRNG Mi trng bn ngoi t chc bao gm tt c cc yu t tn ti bn ngoi ranh gii ca t chc c nh hng tim tng n hot ng ca t chc. Cc yu t ny gm cc nh cnh tranh, cc ngun lc, cng ngh v cc iu kin kinh t... nh hng n t chc. N khng bao gm cc s kin m mc nh hng n t chc l qu xa hoc tc ng ca chng l khng nhn thc c. Mi trng bn ngoi ca t chc c phn thnh hai lp: mi trng chung (cn gi l mi trng v m) v mi trng tc nghip (mi trng vi m) v c minh ho hnh III-1). Mi trng chung l cc yu t c nh hng rng v khng trc tip n t chc. Chng bao gm cc yu t x hi, nhn khu, kinh t... nh hng mt cch khch quan ln mi t chc. S gia tng ca t l lm pht hay phn trm t l tht nghip l nhng v d v mi trng chung. Mc d khng nh hng trc tip nhng nhng tc ng ca chng n hot ng ca t chc l hin nhin. Mi trng tc nghip gn vi t chc hn v bao gm nhng nhn t c quan h n cc hot ng hng ngy ca t chc v chng nh hng trc tip n kt qu hot ng ca t chc. Mt cch tng qut, chng bao gm cc yu t nh nhng ngi cnh tranh, cc nh cung cp v khch hng.

Mi trng chungCng ngh Mi trng tc nghip Khch hng Mi trng bn trong Nhn vin Vn ho Qun tr Nh cung cp Chnh tr/lut php Kinh t

Th trng lao ng

Quc t

Vn ho x hi

Hnh III-1: Cc yu t mi trng ca t chc1

i th cnh tranh

1

Richard L. Daft, Management, 7th ed, Copyright 2005 by Thomson South-Western, p.75

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Qun tr hc

1. Tnh khng chc chn ca mi trng. T chc phi xem xt v p ng vi nhng thay i ca mi trng (s khng chc chn) mt cch hiu qu. Khng chc chn ngha l nh qun tr khng c thng tin v nhng nhn t mi trng hiu v d bo nhng thay i hoc nhu cu t mi trng. Khi cc nhn t bn ngoi thay i mt cch nhanh chng, t chc s ng u vi s khng chc chn cao, v d i vi cc cng ty truyn thng v cc hng hng khng, my tnh v in t v cc t chc thng mi in t bn sn phm v dch v qua Internet. Khi t chc i ph vi ch mt vi yu t bn ngoi v nhng nhn t ny tng i n nh, chng hn nh cc cng ty ng chai hoc x l thc phm, nh qun tr gp phi s khng chc chn thp v c th t quan tm n nhng vn bn ngoi. 2. Thch ng vi mi trng Nu t chc gp s khng chc chn cao vi vic cnh tranh, khch hng, nh cung ng hoc cc quy nh ca nh nc, nh qun tr c th s dng mt vi chin lc thch ng vi nhng thay i ny, bao gm cc vai tr m rng phm vi, s cng tc gia cc t chc, lin kt hoc lin doanh, II. MI TRNG V M 1. Mi trng quc t. Kha cnh quc t ca mi trng bn ngoi cp n nhng s kin xut pht t nc ngoi cng nh c hi i vi cc doanh nghip trong nc n t cc quc gia khc. Nghin cu s thay i trong mi trng quc t gip t chc pht hin cc i th cnh tranh, khch hng, v cc nh cung cp mi cng nh cc khuynh hng v x hi, cng ngh v kinh t trn phm vi ton cu. Ngy nay mi cng ty u b nh hng bi s cnh tranh trn c s ton cu. Dixon Ticonderoga Co.1, mt cng ty sn xut bt ch ca M gp kh khn do p lc cnh tranh t nc ngoi, c bit t cc cng ty sn xut bt ch chi ph thp Trung Quc. Ngy nay khong 50% bt ch bn M n t cc quc gia khc, so vi 16% thp k trc. Cc xe hi cht lng cao, gi thp t Nht v Hn Quc thay i ng k ngnh cng ngh xe hi ca M. Vi s pht trin ca Internet nh mt mi trng kinh doanh mi th thm ch nhng cng ty nh nht cng c th nhm vo th trng th gii. Khi hot ng phm vi ton cu, nh qun tr phi xem xt cc nhn t lut php, chnh tr, vn ha x hi v kinh t khng ch nc s ti m cn cc nc khc. Tin trnh hi nhp tng bc vi nn kinh t th gii ca Vit Nam s to nn nhng c hi v thch thc rt ln i vi cc doanh nghip. Rt nhiu doanh nghip phi thay i chin lc, c cu hay ct gim gi thnh duy tr cnh tranh trong nn kinh t mang tnh ton cu. 2. Mi trng cng ngh. Chng ta bit cng ngh l mt qu trnh chuyn ha lm bin i u vo ca t chc thnh u ra. V vy, cng ngh l nhng tri thc, cng c, k thut v hot ng c s dng chuyn i nhng tng, thng tin v nguyn liu thnh hnh ha v dch v cui cng. Cng ngh c th ch n gin nh cch pha mt tch c ph trong nh hng hay phc tp nh vic ch to chic tu V tr PathFinder trn Sao Ha. Kha cnh cng ngh ca vic nghin cu mi trng bao gm nhng thnh tu v khoa hc v cng ngh trong ngnh c th cng nh phm vi x hi rng hn. S thay i nhanh chng ca cng ngh ng vai tr quan trng trong mi trng t chc, t nn tng cho hin1

http://www.dixonticonderoga.com/

Chng III- Mi trng ca t chc

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ti v to ra s bt ph trong tng lai. Cng ngh mi l iu kin c bn to nn s pht trin cho t chc, c bit l cc ngnh cng nghip k thut cao ng thi to c hi cho t chc xem xt li mc ch v phng thc hot ng ca mnh. . a Vai tr cu cng ngh i vi chin lc kinh doanh ca t chc: Trong nhng nm 70, c 2 ng h c bn ra th c 1 ci mang nhn hiu Timex. n nhng nm 90, th phn ca cng ty ny st gim 5% v hin nay cc nhn hiu ng h nh Seiko, Citizen, Pulsar, Accutron v Swatch ang chim u th trn th trng. Ti sao li xy ra tnh trng ny. Nguyn nhn l do Timex khng nm bt xu th pht trin ca cng ngh l cn chuyn hng t c kh ha sang in t. Timex vn tip tc sn xut ng h da trn cng ngh c k do khng p ng c nhu cu ca khch hng. Nhng tin b trong ngnh ha tinh th v sn xut diot bn dn khin cho cng ngh m Timex s dng tr nn lc hu hn bao gi ht. ng h in t trn ngp khp mi ni v gi ca mt chic ng h gim n mc gi y ai cng c th sm cho mnh mt chic. y chnh l nguyn nhn dn n vic Timex mt dn i th trng ca mnh. Tng t nh vy, trong ngnh sn xut t hin nay, ng c c ch to t cc ngun vt liu mi nh gm (ceramic) v s thay i ca h thng nng lng ha hn kh nng hot ng hiu qu v cng sut cao hn ca ng c t trong. b Vai tr ca khoa hc cng ngh i vi qu trnh sn xut Tin b ca cng ngh to ra s thun li trong qu trnh thit k, tit kim thi gian trong qu trnh sn xut v a sn phm mi ra th trng. Cch s dng my vi tnh v phn tch thng k trong sn xut cng lm gia tng cht lng sn phm. Khi my mc v qu trnh x l c hp nht vi nhau thng qua phng php c s d liu v s dng lch trnh chung s gip n gin ha nhng th tc v hn ch nhng sai st thng thy ca con ngi. C l s ng gp ln nht ca khoa hc cng ngh chnh l s tc ng ca n n qu trnh tiu dng ca con ngi bi v my vi tnh c kh nng sn xut hng lot bng cch s dng cc mu thit k v thit b sn xut ging nhau nhng vn m bo tnh khc bit trong nhu cu ca khch hng. Chng hn, Levi Strauss thnh cng khi s dng h thng phn mm h tr thit k gip to ra nhng b trang phc da v Jean thi trang. Phn mm thit k ny gip Levi Strauss c th o lng nhng ng cong ca c th v ty theo chiu cao, cn nng v yu cu c bit ca khch hng to ra nhng b trang phc va vn nht trong thi gian ngn nht. Do kh nng cp nht v phn tch nhng khuynh hng thi trang v mu sc, kiu dng , h thng phn mm s h tr cho qu trnh may v v hon tt sn phm mt cch linh hot. Hin nay hu ht cc ca hng ca Levi Strauss thng xuyn cp nht t 80 - 100 mu thit k mi v trong tng lai gn, ban qun tr ca tp on hy vng bn danh sch ny s ko di thm khong t 400 - 500 mu khc nhau. c Vai tr ca cng ngh trong qu trnh phn phi sn phm Vo cui thp nin 90, c l s thay i to ln nht trong qu trnh phn phi l s hin din ca mng Internet ton cu cung cp nhng n t hng, phn phi v bn sn phm ngay trn mng. Khi Jeff Bezos sng lp ra Amazon.com th lp tc Internet tr thnh mi e da i vi nhng nh bn l truyn thng nh Barner v Noble & Borders. Mua sm trn Internet ang dn dn thay th cho cch mua sm truyn thng cc ca hng bn l. S pht trin ca xa l thng tin tiu biu cho nhng thay i tt bc trong cng ngh ca tt c cc cng ty, tp on. Cng ngh sn xut ng c da vo my vi tnh to nn mt nn sn xut mi. Siu xa l thng tin c kh nng thay i cch thc giao tip c bn ca con ngi ti gia nh v cng s. Hy xem xt h thng qun l hng ho quc t ca Seal v cc hng vn chuyn hng ho. H thng ny gip cc ch tu c th kim sot lng hng ho, a im giao nhn v cc iu kin lin quan. Khi hng ho cn trn dt lin, h thng ny s gi

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Qun tr hc

i cc thng bo n ch tu. Sau khi hng ho ln tu, sng radio v in thoi hay v tinh lin lc s tip tc thc hin nhim v kim sot. Khng ch l mt cng c thng minh, h thng ny cn gip tit kim chi ph do cc khon chi ph pht sinh t vic mt cp hng ho chim t l ln trong tng chi ph ca ch tu. 3. Vn ha x hi. Yu t vn ha x hi ca mi trng v m i din cho cc c im nhn khu hc cng nh cc quy tc, phong tc, v cc gi tr vn ho ca cng ng dn c. Cc c im nhn khu quan trng l s phn b a l v mt dn s, tui v mc hc vn. D liu nhn khu hc hm nay chnh l nn tng cho cho vic m t lc lng lao ng v khch hng ngy mai. Mt khuynh hng cn lu khi nghin cu cc yu t vn ho x hi l xu hng ton cu ha ca c th trng tiu dng v ngun cung lao ng vi mc a dng ngy cng tng. a Yu t nhn khu Nhn khu hc l nhng c im tiu biu cho mt nhm ngi lao ng, mt t chc, mt th trng c th hay nhng ngi trong tui khc nhau (chng hn t 18-22). Cc c im nhn khu v xu hng thay i ca chng ng vai tr quan trng trong cng tc marketing, qung co v qun tr ngun lc con ngi. Chng ta hy xem xt mt vi xu hng thay i v nhn khu v nhng nh hng ca s thay i n hot ng ca t chc. Nhn chung, nhng ngi lao ng lun mong i c cng hin cho t chc. l nhng ngi lao ng c trnh , h mong mun c nhn bit v gp g ln nhau. H khng mun chp nhn s phn v hy vng nhng quyt nh ca t chc s lm thay i cuc i mnh, mong i iu kin sng v lm vic tr nn linh hot hn cng nh cc khon lng bng nhm cng nhn thnh tch ng gp ca c nhn. H cng mong mun mt mi trng lm vic cng bng, ci m, nng ng v c trch nhim, ni khng ch gip h lm vic m cn cng hin. Rt nhiu nhn vin hin nay mong i c hc hi kinh nghim v c hi ng u vi th thch. Cn hiu rng con ngi s khng sn lng hy sinh cuc sng c nhn v gia nh n gin ch v s thnh cng trong cng vic. b Yu t vn ho C rt nhiu tc nhn vn ha khc nhau tn ti trong x hi v xung quanh t chc m chng khng phi lc no cng hin hu nh cc yu t khc ca mi trng. Trn phng din qun tr c th coi vn ha l nhng c trng chung v ngn ng, tn gio, ngh thut, h thng quan nim sng, thi i vi t nhin, mi trng, di sn vn ha cng nh cc gi tr vt cht v tinh thn nhm phn bit gia thnh vin ca mt cng ng ny vi nhng cng ng khc. Gi tr vn ho cha ng nhng nim tin c bn v mt trng thi c coi l quan trng ng k v c ngha i vi mi c nhn, c tnh tng i bn vng theo thi gian. Chng hn, nhng gi tr ca mt cng ng nh lng yu qu v bo v thin nhin, nhng iu nn lm v khng nn lm, nhng c tnh cn trau di hay cc quy tc ng x gia con ngi vi nhau, hoc cc phong tc, tp qun Cc gi tr vn ha khng c chuyn ha ln nhau mt cch chung chung. Bng cch chn on nhng gi tr ca vn ha, cc nh qun tr v nhn vin c th tng cng s hiu bit ln nhau v tin on nhng mong i t pha bn kia, t c th trnh nhng xung t v vn ha. Nu khng, chng s gy ra nhng hiu lm ng tic hay thm ch l mt s xc phm gh gm (chng hn nh hnh ng ch vo giy ca ngi rp l mt s xc phm) hoc b qua nhng tp qun rt ng trn trng ca mt dn tc (nh vic khng cho php mt nhn vin tham d vo mt bui l quan trng ti Indonesia). Vic xc nh mt khung gi tr chun c lin quan n cng vic c s dng trong mt lot cc cuc nghin cu v s khc bit trong vn ha ca cc nhn vin. Geert Hofstede, gim c ca Vin Nghin Cu Hp Tc Vn Ha Quc T pht trin mt chng trnh nghin

Chng III- Mi trng ca t chc

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cu v vn ha trn hng ngn nhn vin ca tp on IBM 50 quc gia. H c xem xt v nh gi trn 5 yu t : s phn bit ng cp, s n trnh nhng iu khng chc chn, ch ngha c nhn (trong s i lp vi ch ngha tp th), quyn lc nam gii (i lp vi n quyn) v hc thuyt Khng Phu T. Hofstede thc hin nh gi tm quan trng ca cc yu t trn ti cc quc gia c xp theo th t t 1 50 (tng ng vi 50 quc gia kho st) (1: quan trng nht & 50: hu nh khng quan trng)1 a S phn bit ng cp: L s o lng mc nh hng v kim sot khng ng nht gia cc thnh vin trong t chc thuc mt nn vn ha c th. Ti cc quc gia nh Mexico, Php, Malaysia v Philippines, t cch thnh vin trong mt tng lp hay c xp theo mt ng cp l vn ct yu cho c hi pht trin ca mi c nhn. Ngc li, ti M, Canada, Thy in v o, mi c nhn u c th t c uy tn, s giu c v a v x hi bt k hon cnh xut thn ca h nh th no. b S trnh n nhng iu khng chc chn (s a nghi/bi quan): L s o lng mc m mi thnh vin trong x hi trnh n nhng iu nguy him v mt s khng chc chn trong tng lai. Cc c nhn trong nn vn ha c khuynh hng nh gi thp yu t ny nhn chung rt lc quan v khng c gng nhiu trnh n nhng tnh hung ng nghi ng. cc quc gia theo khuynh hng ngc li, cc c nhn thng d on cho tng lai bng cch thit lp cc th tc v quy tc khuyn khch tnh an ton v ngh nghip. Cc t chc nh th ny nh gi cao tnh n nh trong cng vic (an ton ngh nghip), t ra nhiu quy nh lut l qun l hnh vi nhn vin v khng khoan dung cho cc tng cng nh nhng hnh vi khc thng. Ti M v Canada, nhn vin ln nh qun tr u khng trnh n nhng iu khng chc chn v mi nghi ng s c h cng nhau gii quyt. Nht Bn v i Loan th ngc li. c Tnh c nhn: L tp hp cc mc x hi mong i cc c nhn t hnh ng bo v bn thn v gia nh ca mnh v l mc m mi c nhn tin tng vo kh nng t quyt nh s phn ca mnh. Tri ngha vi tnh c nhn l tnh tp th, i hi nhng mi quan h cht ch gia cc thnh vin trong cng mt nhm (gia nh, on nhm, t chc hay quc gia) cc thnh vin lun hnh ng v li ch chung v lun th hin s trung thnh tuyt i vi nhng ngi cn li. M v Canada, cc nhn vin ca IBM nh gi cao tnh c nhn, cho l "x hi ca ti" hn l x hi ca chng ta". Ch ngha c nhn ng h v duy tr mt h thng kinh t cnh tranh da vo th trng. V iu ny cn dn n vic nh gi cao cng trng ca tng c nhn trong kt qu cui cng. d Quyn lc thuc v nam gii: Khi nim ny c cp trong nghin cu ca Hofstede phn nh s phn chia gia lc lng lao ng nam gii v n gii cng nh mc khc bit trong cht lng sng ca h. cc quc gia m quyn lc tp trung qu ln vo ngi n ng (Mxico, Nht Bn, o v ), ph n vn cha c cng nhn vi vai tr qun l t chc. n ng lm ch mi hot ng v mi thnh vin u tha nhn iu . Nim tin ph bin cc quc gia Hi Gio l ph n phi l thuc vo ngi n ng bt k kha cnh no ca cuc sng.

1

http://www.geert-hofstede.com/

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Qun tr hc

e Hc thuyt Khng Phu T: Khng T l ngi Trung Hoa sng vo khong nm 500 trc Cng Nguyn. ng ni ting l ngi hc nhiu hiu rng, c tr tu uyn bc. Hc thuyt ca ng gn gi vi cuc sng i thng, i su vo phn tch cch i nhn x th v trch nhim ca mi c nhn i vi mi ngi xung quanh. Chng ti s minh ha hc thuyt ca ng qua nhng nguyn tc di y. Th nht, hc thuyt Khng T i vo vic nghin cu tnh bn vng ca x hi. Theo ng ch c th duy tr tnh bn vng ny mt khi gia cc c nhn c mi quan h theo ng cp r rng. Do vy, nhng nh qun tr cp thp phi th hin s tn trng v tun phc vi nh qun l cp cao. Th hai, gia nh l nguyn mu ca tt c t chc trong x hi. Do , mi c nhn phi tm cch duy tr s pht trin hi ha ca t chc bng cch cho php nhng ngi khc bc l bn cht ca mnh nh phm cht, lng t trng v uy tn, c bit trong cng vic. Th ba, mi ngi phi i x vi nhau nh chnh bn thn mnh. Do vy, nhng nh qun tr cp cao phi khuyn khch cc nhn vin cng nh cc nh qun tr cp trung gian nng cao kin thc v k nng nhm thc y s tin b ca ton t chc. Cui cng, mi c nhn trong cuc sng phi c trch nhim hc tp m mang kin thc, lm vic chm ch, khng tiu xi xa x, rn luyn c kin nhn v gn gi nhng gi tr truyn thng ca x hi. cc quc gia chu nh hng mnh m ca hc thuyt Khng T nh Trung Quc, Nht Bn, Vit Nam v Hn Quc, thc hnh qun tr mt cch cn kim, s lch thip trong x giao, t cch o c tt lun c nh gi cao. Cn kim dn n tit kim t mang li ca ci ti u t. Nhng li pht ngn ca cc thnh vin ln tui c tn trng v vic tng qu cho nhau c ngha rt quan trng trong cng vic kinh doanh. Thm nin trong cng vic lun c cao v c lin quan cht ch vi a v, lng bng v cc c quyn khc ca c nhn trong t chc. Nhng iu ny nhn mnh mi quan h bn vng v s tn trng ln nhau. Th nhng ti M v Canada, nhng nguyn tc trn li khng c nh gi cao. 4. Kinh t.