Manual on Management Skills

B Xy Dng 37 L i Hnh Qun Hai B Trng H Ni Vit Nam

T: 84-4-974 0938 Fax: 84-4-974 0939 Email: [email protected]

Wastewater and Solid Waste Management in Provincial Centers

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

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

S TAY K NNG QUN L

MANUAL ON MANAGEMENT SKILLS

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

B Xy dng H Ni

Ministry of Construction Hanoi

hp tc vi in cooperation with

T chc Hp tc K thut c

Deutsche Gesellschaft fr Technische Zusammenarbeit (GTZ) GmbH

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

S TAY K NNG QUN L MANUAL ON MANAGEMENT SKILLS

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

i

Ngi lin h ca GFA Consulting Group GmbH

Your contact with GFA Consulting Group GmbH

Gudrun Krause

Fax +49 (40) 6 03 06169

Email: [email protected]

a ch Address

GFA Consulting Group GmbH Eulenkrugstrae 82

D-22359 Hamburg

Germany

Ngi chun b This manual was prepared by

inh ng Minh

[email protected]


ii

Your contact person

with GFA Consulting Group GmbH

Gudrun Krause

Phone +49 (40) 6 03 06168

Fax +49 (40) 6 03 06169

Email: [email protected]

Address

GFA Consulting Group GmbH

Eulenkrugstrae 82

D-22359 Hamburg

Germany

This report was prepared by Dinh Dang Minh

[email protected]


iii

MC LC

1. LI NI U ...............................................................................................................................1

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

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

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

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

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

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

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

9. XC NH MC TIU ..............................................................................................................13

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

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

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

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

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

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

17. XY DNG S NG THUN ...........................................................................................37

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

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

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

21. TO NG C THC Y .................................................................................................51

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

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

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

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

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

27. CHM DT HP NG LAO NG ................................................................................62


iv

TABLE OF CONTENTS

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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


1

1. LI NI U 1. PREAMBLE

Cuc Cch mng cng nghip bt u t th k 18 lm bin i cng vic ca ngi qun l, t ch ng vai tr qun l cho mt ng ch tr thnh ngi qun l chuyn nghip c tr lng. Sn xut vn cn trong giai on th cng, vi s tham gia ca cc h gia nh, cc ca hiu nh, v cc xng sn xut a phng. Cc pht minh, my mc mi, v cc qu trnh i mi ca cuc Cch mng cng nghip bin i vic kinh doanh v qun l (v d nh vic s dng cc nhin liu ha thch lm ngun nng lng, ng st, s ci tin trong cc quy trnh luyn thp v nhm, s ra i v pht trin ca nng lng in, pht minh ra ng c t trong..). Vi nhng cch tn cng nghip trong cc sn phm ch to cng nghip, trong lnh vc vn ti v phn phi, cc hot ng kinh doanh ln c hnh thnh. iu i hi nhiu tng v k thut mi qun l cc t hp doanh nghip quy m ln.

The Industrial Revolution began in the eighteenth century and transformed the job of manager from owner-manager to professional, salaried manager. The production of manufactured goods was still in the handicraft stage and consisted of household manufacturing, small shops, and local mills. The inventions, machines, and processes of the Industrial Revolution transformed business and management (such as, the use of fossil fuels as sources of energy, the railroad, the improvement of steel and aluminum metallurgical processes, the development of electricity, and the discovery of the internal-combustion engine.) With the industrial innovations in factory-produced goods, transportation, and distribution, big business came into being. New ideas and techniques were required for managing these large-scale corporate enterprises.

Ngy nay, kinh doanh v qun l ang tip tc bin i nh cng ngh cao. theo kp tc v s phc tp ca hot ng kinh doanh, ngi ta pht minh ra nhiu phng tin tnh ton, phn loi v x l thng tin. Cc nh qun l nhn thy rng h c th tn dng nhng kin thc mi ny. in tn l cng c u tin chuyn thng tin sang dng in t vt qua nhng qung ng di. in thoi, rai, v tuyn truyn hnh v my vi tnh pht trin cc cch truyn ti thng tin tc thi. My vi tnh lu gi v x l mt khi lng thng tin khng l, t ng ha qu trnh ch to v ci tin cc h thng lin lc hin i. Cc my tnh ln trong nhng nm 70, my tnh c nhn trong nhng nm 80 v mng ni b trong nhng nm u thp k 90 l nhng bn p cho s pht trin sn phm v ln mnh ca ngnh cng ngh.

Today, business and management continue to be transformed by high technology. In order to keep pace with the increased speed and complexity of business, new means of calculating, sorting and processing information were invented. Managers realized that they could profit from immediate knowledge of relevant information. The telegraph was the first instrument to transform information into electrical form over long distances. The telephone, radio, television, and computer expanded instant information. Computers store and handle a vast amount of data, automate manufacturing, and enhance modern communication systems. The mainframe in the 1970s, the PC in the 1980s and the office network in the first part of the 1990s were the platforms that drove massive product development and growth for the technology industry.

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

Communication and processing technologies is an essential tool in almost every field of business. The Internet, with its interconnection of millions of computers, has evolved to potentially become one of the greatest resources available to businesses today. The World Wide Web (www) offers access to vast information resources and an immense number of sites on the Internet. Managers can access, store and move digital information (voice, sound, text and numbers). Private corporate intranets provide a universal interface for sharing company-wide information and work group level information. Employees can access information, collaborate, and distribute results anywhere, anytime.

Ngnh cng nghip my tnh v cng nghip vin thng tip tc pht trin theo cng mt hng v to ra nhiu tin b nh cc my nhn tin hai chiu, dch v lin lc di ng s ha, hi tho video trn mng, in thoi b ti lin lc qua h thng v tinh, truy cp Internet tc cao. Cc ti liu kinh doanh gm c cc ha v vn bn trn cc my tnh khp ni trn th gii, cc thng tin c trao i ng thi bng m thanh ging ni v qua video.

The computer and telecommunications industries continue to converge and have resulted in advances in two-way pagers, digital cellular service, desktop video-conferencing, portable satellite phones, mini-dishes and high-speed Internet access. Business documents include graphics and text on computers around the world, sound, video and simultaneous voice communications.

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


2

mt mi trng c c cu chnh thc nhm hon thnh cc mc tiu chung. Cc nh qun l a ra cc ch dn, t chc thc hin v iu phi t c cc mc tiu ca t chc. Nh qun l hin i cn hun luyn nhn vin ca t chc cch trin khai lm vic theo nhm c th p ng cc nhu cu v hon thnh cc mc tiu ca t chc mt cch hiu qu. Hin nay khng cn cn n nhng t chc hot ng theo kiu chuyn quyn truyn thng vi h thng qun l theo tn ti trn di v vi mt ng ch c on, bt p nhn vin lm vic. Nh qun l hin i to ra mt khng kh trao quyn cho nhn vin bng cch cho php nhn vin t quyt nh v to ra cm hng cho nhn vin tng nng sut.

together in a structured, formal environment to achieve common goals. Managers provide guidance, implementation, and coordination so those organizational goals can be reached. The modern manager coaches employees of the organization to develop teamwork, which effectively fulfills their needs and achieves organizational objectives. The traditional autocratic organization with its hierarchical system of management and an overbearing "boss" that forces performance out of people is no longer needed. The modern manager provides an atmosphere of empowerment by letting workers make decisions and inspiring people to boost productivity.

2. CC CHC NNG QUN L 2. MANAGERIAL FUNCTIONS

Cc nh qun l to ra v duy tr mt mi trng ni b, thng c gi l t chc, nhng ngi khc c th lm vic hiu qu trong . Cng vic ca mt nh qun l gm c lp k hoch, ch o, t chc v kim sot cc ngun lc ca t chc. Cc ngun lc ny c th l con ngi, cng vic hoc chc v, cng ngh, trang thit b, vt t, cc ngun cung ng, thng tin, v tin bc. Cc nh qun l lm vic trong mt mi trng nng ng v phi d on trc cng nh bit cch thch ng vi cc thch thc.

Managers create and maintain an internal environment, commonly called the organization, so that others can work efficiently in it. A manager's job consists of planning, organizing, directing, and controlling the resources of the organization. These resources include people, jobs or positions, technology, facilities and equipment, materials and supplies, information, and money. Managers work in a dynamic environment and must anticipate and adapt to challenges.

Cng vic ca mi nh qun l bao gm ci m ngi ta thng gi l cc chc nng qun l: lp k hoch, ch o, t chc v kim sot. Cc chc nng ny u hng v mc tiu, lin quan n nhau v ph thuc ln nhau. Lp k hoch l vic to ra mt quy trnh c tnh h thng thc hin cc mc tiu ca t chc. Vic ny cng nhm mc ch chun b cho tng lai ca t chc. Lnh o gm c hng dn, lnh o v gim st nhn vin thc hin cc mc ch ca t chc. T chc c hiu l sp xp cc ngun lc cn thit tin hnh k hoch. y l quy trnh to ra c cu, thit lp cc mi quan h v phn b ngun lc nhm hon thnh cc mc ch ca t chc. Kim sot l vic xem xt kt qu hot ng thc t c ph hp vi k hoch khng. Nu kt qu hot ng khng thng nht vi k hoch, s cn n bin php sa cha/iu chnh.

The job of every manager involves what is known as the functions of management: planning, organizing, directing, and controlling. These functions are goal-directed, interrelated and interdependent. Planning involves devising a systematic process for attaining the goals of the organization. It prepares the organization for the future. Leading involves the guiding, leading, and overseeing of employees to achieve organizational goals. Organizing involves arranging the necessary resources to carry out the plan. It is the process of creating structure, establishing relationships, and allocating resources to accomplish the goals of the organization. Controlling involves verifying that actual performance matches the plan. If performance results do not match the plan, corrective action is taken.

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

Lnh o / Leading

Lp k hoch / Planning

T chc / Organizing

Kim sot /Controlling

PLOC

Lnh o / Leading


T chc / Organizing


Lnh o / Leading


T chc / Organizing


PLOC


3

3. CC CP QUN L 3. MANAGEMENT LEVELS

Phm vi nhng ngi qun l thc hin cc chc nng qun l (lp k hoch, t chc, ch o v kim sot) khc nhau ty theo cp bc trong h thng th bc qun l. Thut ng ngi gim st c th dng cho tt c cc th bc qun l trong t chc, c th l p dng cho nhng ngi ch o cng vic ca ngi khc. Tuy nhin, trong bi cnh p dng chung, chc danh ny thng ch hay s dng cho cp trc tip u tin trong h thng th bc qun l. Nu mt t chc chia nhng ngi qun l theo cp cao, cp trung v cp trc tip th thut ng ngi gim st s c dng cho ngi qun l cp trc tip.

The extent to which managers perform the functions of management - planning, organizing, directing, and controlling - varies by level in the management hierarchy. The term supervisor could be applied at all management levels of the organization to those who direct the work of others. In common usage, however, the title tends to be used only in the first level of the management hierarchy. If an organization were divided into top, middle, and lower managerial levels, the term generally applies to the lower level.

Hnh 2 Cc cp qun l / Figure 2 Management Levels

Ngi gim st l ngi qun l ch yu thc hin hai chc nng ch o v kim sot cng vic ca nhn vin thc hin cc mc ch ca nhm. y l cp qun l duy nht c trch nhim qun l nhng ngi khng phi l nh qun l. Nh vy, phn ln thi gian ca ngi gim st c phn b cho cc chc nng ch o v kim sot. Tri li, cc nh qun l cp cao s dng phn ln thi gian ca mnh cho cc chc nng lp k hoch v t chc. Nh qun l cp cao xc nh s mnh v t ra cc mc ch cho t chc. Chc nng u tin ca nh qun l cp cao l lp k hoch di hn. Nh qun l cp cao chu trch nhim gii trnh v cng tc qun l chung trong t chc. Nh qun l bc trung thc hin cc mc ch ca nh qun l cp cao. Ngi gim st ch o cng vic thc t ca t chc cp hot ng.

Supervisors are managers whose major functions emphasize directing and controlling the work of employees in order to achieve the team goals. They are the only level of management managing non-managers. Thus, most of the supervisor's time is allocated to the functions of directing and controlling. In contrast, top managers spend most of their time on the functions of planning and organizing. The top manager determines the mission and sets the goals for the organization. His or her primary function is long-range planning. Top management is accountable for the overall management of the organization. Middle management implements top management goals. Supervisors direct the actual work of the organization at the operating level.

Vin nh vm trong t chc Keystone in the Organization

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

The keystone view is many people's ideal of a supervisor's job. The comparison between an archway and an organization is very interesting. Without the keystone (supervisor), the arch (organization) collapses. The keystone is the central topmost stone

Gim c /Director

V.Director 1P.Gc 1

V.Director 2 /P.Gc 2

Head Depart.1 /TP1

Head Depart.2 /TP.2

Head Depart.3 /TP.3

Staff /Nhn vin

Staff /Nhn vin Staff / Nhn vin

Cp cao /Top management

Cp trung / Middle Management

Cp trc tip(gim st) /

Supervision


4

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

of an arch. It is an essential part because it takes the pressure of both sides, exerts pressure of its own and uses them to strengthen the overall arch. The keystone supervisor is the main connector joining management and employees making it possible for each to perform effectively. Supervisors are the level of management linking the operations of each department to the rest of the organization. This view underscores the critical importance of developing people at all levels.

Hnh 3 Vin nh chm / Figure 3 The keystone

Nhn vin cn vic lm, h mun bit nhng k vng ca t chc i vi h v cng vic ca h lin quan nh th no n ton b quy trnh ca t chc. Ngi gim st l im tip xc p ng nhu cu ny ca nhn vin. Bng cc n lc ca mnh t nng sut v hiu qu trong cng vic, ngi gim st gip cho cng ty thnh cng, v bng cch duy tr v to ra vic lm cho nhn vin. Thng qua gii thch cc chnh sch, a ra cc ch dn v thng tin, v thng qua tip xc thng thng hng ngy vi nhn vin, ngi gim st ng vai tr cu ni gia nhn vin vi lnh o qun l cng ty. Vin nh vm phi xc nh rng anh ta/c ta s kim sot cng vic thay v cho cng vic kim sot mnh. Nh vy, chnh s t tin vo bn thn s gip nh qun l thnh cng.

Employees need their jobs and want to know what is expected of them and how their work relates to the whole process. The supervisor is the point of contact in the satisfaction of these needs for employees. By his or her efforts toward productivity and efficiency, the supervisor helps make the company successful, which preserves and creates jobs. By interpreting policies and giving instructions and information and through normal, everyday contact with employees, the supervisor serves as the point of contact with management. The keystone has determined that he or she will control the job instead of the job controlling him or her. Thus, It is the confidence in self that will help determine the success of the manager.

4. VAI TR CA QUN L 4. MANAGERIAL ROLES

p ng nhiu yu cu v thc hin cc chc nng ca mnh, nh qun l c hiu l phi ng nhiu vai tr khc nhau. Vai tr l mt tp hp c t chc ca cc hnh vi. Chng ta c th xc nh c 10 vai tr ph bin cho cng vic ca mt nh qun l. 10 vai tr ny c chia thnh 3 nhm: vai tr tip xc gia ngi v ngi, vai tr thng tin v vai tr quyt nh. Cc vai tr thng tin kt ni mi cng tc qun l vi nhau. Cc vai tr xc tc m bo thng tin c cung cp, cn cc vai tr quyt nh th s dng thng tin. Cc vai tr qun l ny cng nhng yu cu km theo c th do cng mt nh qun l thc hin cng mt lc v nhiu mc khc nhau, ty theo cp bc v chc nng qun l. 10 vai tr c m t ring bit nhng tt c chng to thnh mt tng th hp nht.

To meet the many demands of performing their functions, managers assume multiple roles. A role is an organized set of behaviors. We can identify ten roles common to the work of all managers. The ten roles are divided into three groups: interpersonal, informational, and decisional. The informational roles link all managerial work together. The interpersonal roles ensure that information is provided. The decisional roles make significant use of the information. The performance of managerial roles and the requirements of these roles can be played at different times by the same manager and to different degrees depending on the level and function of management. The ten roles are described individually, but they form an integrated whole.

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

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

Ngi gim st /Supervisor

Cp

trn

/ Hig

her M

gt Nhn vin / Employees

Ngi gim st /Supervisor

Cp

trn

/ Hig

her M

gt Nhn vin / Employees


5

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

the manager represents the organization in all matters of formality. The top level manager represents the company legally and socially to those outside of the organization. The supervisor represents the work group to higher management and higher management to the work group. In the liaison role, the manger interacts with peers and people outside the organization. The top level manager uses the liaison role to gain favors and information, while the supervisor uses it to maintain the routine flow of work. The leader role defines the relationships between the manger and employees.

Cc quan h trc tip vi mi ngi theo cc vai tr xc tc t nh qun l vo v tr duy nht c th ly c thng tin. Do , ba vai tr thng tin trc ht c lin quan n cc kha cnh thng tin trong cng tc qun l. Trong vai tr theo di, nh qun l s ghi nhn v thu thp thng tin. Trong vai tr ngi ph bin thng tin, nh qun l s truyn t li nhng thng tin c bit cho t chc. So vi ngi gim st th nh qun l cp cao nht s nhn v truyn t thng tin t ngi bn ngoi nhiu hn. Trong vai tr ngi pht ngn, nh qun l s ph bin thng tin ca t chc ra bn ngoi. Nh vy, nu nh nh qun l cp cao nht c coi nh mt chuyn gia cp ngnh th ngi gim st c th c coi nh chuyn gia cp phng/ban hoc n v.

The direct relationships with people in the interpersonal roles place the manager in a unique position to get information. Thus, the three informational roles are primarily concerned with the information aspects of managerial work. In the monitor role, the manager receives and collects information. In the role of disseminator, the manager transmits special information into the organization. The top level manager receives and transmits more information from people outside the organization than the supervisor. In the role of spokesperson, the manager disseminates the organization's information into its environment. Thus, the top level manager is seen as an industry expert, while the supervisor is seen as a unit or departmental expert.

Do l ngi v tr duy nht c th tip cn thng tin nn nh qun l chnh l trung tm ca qu trnh ra quyt nh trong t chc. C 4 vai tr ra quyt nh. Trong vai tr nh thu, nh qun l pht ng nhng thay i. Trong vai tr ngi x l rc ri, nh qun l gii quyt nhng mi e da i vi t chc. Trong vai tr ngi phn b ngun lc, nh qun l s chn la nhng lnh vc m t chc cn tng cng n lc. Trong vai tr ngi m phn, nh qun l s thay mt t chc trong cc cuc m phn.

The unique access to information places the manager at the center of organizational decision making. There are four decisional roles. In the entrepreneur role, the manager initiates change. In the disturbance handler role, the manger deals with threats to the organization. In the resource allocator role, the manager chooses where the organization will expend its efforts. In the negotiator role, the manager negotiates on behalf of the organization.

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

Phn

hi

/ Fe

edba

ck

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

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

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

C/cp T.tin /Provide informatio

X l T.tin / Process information

S dng T.tin /Use information

Phn

hi

/ Fe

edba

ck

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

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

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

C/cp T.tin /Provide informatio

X l T.tin / Process information

S dng T.tin /Use information


6

5. CC K NNG QUN L 5. MANAGEMENT SKILLS

thc hin cc chc nng qun l v ng nhiu vai tr, nh qun l cn c k nng. C th xc nh 3 k nng qun l cn c cho mt nh qun l thnh cng, l k thut, k nng v con ngi (nhn vn) v k nng tng. K nng k thut gm c cc kin thc v s thng tho v quy trnh hoc k thut. Cc nh qun l phi s dng cc quy trnh, k thut hoc cng c ca mt lnh vc c th. K nng v con ngi (nhn vn) gm c kh nng tip xc mt cch hiu qu vi ngi khc. Cc nh qun l phi tip xc v hp tc vi nhn vin. K nng tng chnh l kh nng tng hp, xy dng cc tng. Cc nh qun l cn hiu thu cc mi quan h tru tng, bit pht trin tng v gii quyt vn mt cch sng to. Nh vy, k nng k thut lin quan n s vt, k nng con ngi lin quan n nhn s v k nng tng lin quan n cc .

In order to perform the functions of management and to assume multiple roles, managers must be skilled. Three managerial skills that are essential to successful management can be identified: technical, human, and conceptual. Technical skill involves process or technique knowledge and proficiency. Managers use the processes, techniques and tools of a specific area. Human skill involves the ability to interact effectively with people. Managers interact and cooperate with employees. Conceptual skill involves the formulation of ideas. Managers understand abstract relationships, develop ideas, and solve problems creatively. Thus, technical skill deals with things, human skill concerns people, and conceptual skill has to do with ideas.

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

A manager's level in the organization determines the relative importance of possessing technical, human, and conceptual skills. Top level managers need conceptual skills in order to view the organization as a whole. Conceptual skills are used in planning and dealing with ideas and abstractions. Supervisors need technical skills to manage their area of specialty. All levels of management need human skills in order to interact and communicate with other people successfully.

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

Khi tin trnh thay i c y nhanh v cc cng ngh a dng ha nhp vi nhau cng l lc cc ngnh cng nghip mi c to ra trn ton cu (v d nh ngnh vin thng). Thay i cng ngh dn n nhng thay i cn bn trong c cu ca cc cng ty v i hi cc bin php t chc cng nh k nng qun l mi.

As the pace of change accelerates and diverse technologies converge, new global industries are being created (for example, telecommunications). Technological change alters the fundamental structure of firms and calls for new organizational approaches and management skills.

t

ng /

Con

cept

ual

Nh

n v

n /

Hum

an

K

thu

t /

Tech

nica

l

Cc k nng / Skills

Cp cao /Top management

Cp trung / Middle Management

Cp gim st / SupervisionC

p q

un

l /

Leve

ls


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6. MI TRNG KINH DOANH 6. BUSINESS ENVIRONMENT

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

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

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

A management system describes the organization and the set of significant interacting institutions and forces in the organization's complex and rapidly changing environment that affect its ability to serve its customers. The firm must continuously monitor and adapt to the environment if it is to survive and prosper. Disturbances in the environment may spell profound threats or new opportunities for the firm. The successful firm will identify, appraise, and respond to the various opportunities and threats in its environment.

Mi trng ni b Internal Environment

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

The management system can be conceptualized on two levels. The first level involves the organization's internal environment. Internally, an organization can be viewed as a resource conversion machine that takes inputs (labor, money, materials and equipment) from the external environment (i.e., the outside world), converts them into useful products, goods, and services, and makes them available to customers as outputs.

Mi trng bn ngoi External Environment

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

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

Cc yu t mi trng to ra thch thc v c hi cho t chc. Cc nh qun l phi phn ng v t thch nghi vi nhng thay i trong mi trng ni b cng nh mi trng bn ngoi. S ton cu ha l mt v d v c hi i vi mt t chc. Cc cng ngh c tng cng nh trong lnh vc giao thng v thng tin lin lc to iu kin cho cc cng ty m rng th trng ra ton cu hoc th trng th gii. S ton cu ha nh hng n cch thc qun l ca cc t chc. Cc nh qun l cn bit cch lm vic hiu qu vi cc nn vn ha v h thng chnh tr khc nhau trong khi cc th trng v cng ngh ang thay i nhanh chng. H phi c kh nng d on mi trng thay i ny v pht trin tm nhn cng nh nng lc ca tt c cc cp trong t chc ca mnh nm ly tng lai nng ng ny.

Environmental forces create challenges and opportunities for the organization. Managers must react and adapt to changes in their internal and external environment. Globalization is an example of an opportunity for an organization. Improving technologies, such as transportation and communications, have enabled companies to expand into global or worldwide markets. Globalization affects how organizations are managed. Managers must learn to deal effectively with multiple cultures and political systems in the midst of rapidly changing markets and technology. They must be able to anticipate this changing environment and develop the vision and competencies at all levels in their organizations to embrace this dynamic future

7. TRNH T LP K HOCH 7. PLANNING PROCESS

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

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


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

corporate leadership with the skills to integrate many unexpected and seemingly diverse events into its planning. Every organization must plan for change in order to reach its ultimate goal. Effective planning helps an organization adapt to change by identifying opportunities and avoiding problems. It sets the direction for the other functions of management and for teamwork. Planning improves decision-making. All levels of management engage in planning.

Lp k hoch chin lc Strategic Planning

Lp k hoch chin lc s to ra cc quyt nh v hnh ng mang tnh c bn c tc dng nh hnh v ch dn t chc l g, t chc lm g v ti sao t chc li lm nh vy. lp k hoch chin lc, cn tng hp thng tin phm vi rng, nghin cu cc phng n khc nhau, v nhn mnh ngha tng lai ca cc quyt nh hin ti. Cc nh qun l cp cao ch yu s tham gia vo vic lp k hoch chin lc hoc lp k hoch di hn, v tr li cc cu hi nh Mc ch ca t chc l g?, T chc cn phi lm g trong tng lai gi c th cnh tranh? Cc nh qun l cp cao nht s lm r s mnh ca t chc v xc nh cc mc tiu cho t chc. Cc cp qun l cao nht cn c lp k hoch di hn l cc bo co tng hp v tnh hnh ti chnh, hot ng v mi trng bn ngoi.

Strategic planning produces fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it. It requires broad-scale information gathering, an exploration of alternatives, and an emphasis on the future implications of present decisions. Top level managers engage chiefly in strategic planning or long range planning. They answer such questions as "What is the purpose of this organization?" "What does this organization have to do in the future to remain competitive?" Top level managers clarify the mission of the organization and set its goals. The output needed by top management for long range planning is summary reports about finances, operations, and the external environment.

Lp k hoch chin lc l qu trnh pht trin v phn tch s mnh, cc mc tiu chung, cc chin lc tng qut, v vic phn b ngun lc ca t chc. Chin lc l mt lot cc hot ng c nh ra t n mt mc tiu di hn. Thi hn ca chin lc c th ty , c th l hai, ba, thm ch nm nm. Ni chung, thi hn thng c quyt nh trn c s mc cam kt ca t chc v cc ngun lc ca mnh trong tng lai. Cc mc mc tiu thng tp trung vo nhng thay i mong mun, v l ci ch m t chc c gng t c. Trc y, vic lp k hoch chin lc thng c tin hnh mi nm mt ln. Tuy nhin, nhiu cng ty hin khng cn lp cc k hoch kinh doanh hng nm na m chuyn sang mt h thng lp k hoch lin tc, cho php ng ph nhanh hn vi cc iu kin lun lun thay i. Do , k hoch chin lc bao gm c vic lm cho t chc thch ng c v tn dng c cc c hi trong mi trng hot ng lun lun thay i.

Strategic planning is the process of developing and analyzing the organization's mission, overall goals, general strategies, and allocating resources. A strategy is a course of action created to achieve a long-term goal. The time length for strategies is arbitrary, but is probably two, three, or perhaps as many as five years. It is generally determined by how far in the future the organization is committing its resources. Goals focus on desired changes. They are the ends that the organization strives to attain. Traditionally strategic planning has been done annually. However, many companies are doing away with annual business plans altogether and moving to a system of continuous planning, to permit quicker response to changing conditions. Thus, the strategic plan involves adapting the organization to take advantage of opportunities in its constantly changing environment.

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

The planning process is rational and amenable to the scientific approach to problem solving. It consists of a logical and orderly series of steps. Strategic planning sets the stage for the rest of the organization's planning. The tasks of the strategic planning process include:

Xc nh s mnh; Tin hnh phn tch hin trng hoc phn tch

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

Define the mission Conduct a situation or SWOT analysis by

assessing strengths and weaknesses and identifying opportunities and threats.

Set goals and objectives. Develop related strategies (tactical and


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t ra cc mc ch v mc tiu. Xy dng cc chin lc lin quan (chin lc

mang tnh chin thut v chin lc hot ng); Theo di k hoch.

operational). Monitor the plan.

CC BC LP K HOCH

1. Xc nh s mnh

2. Phn tch cc im mnh

3. Phn tch cc im yu

4. Xc nh cc thi c

5. Xc nh cc thch thc

6. Xy dng cc mc mc tiu

7. Xy dng cc mc tiu

8. Xc nh cc chin lc

9. Xy dng k hoch hnh ng

10. Theo di thc hin k hoch

STEPS IN PLANNING PROCESS

1. Define mission

2. Analyse strenghths

3. Analyse weaknesses

4. Identify opportunities

5. Identify threats

6. Set Goals

7. Set Objectives

8. Develop Strategies

9. Develop Action Plan

10. Monitor Plan

Xc nh s mnh. S mnh l mc ch ca t chc, l l do t chc tn ti. Do , vic lp k hoch s bt u bng vic xc nh r rng s mnh ca t chc. Tuyn b s mnh ca t chc phi bao qut nhng vn r rng v ngn gn, tm lc c nhng hot ng ca t chc. Tuyn b ny s ch hng cho t chc cng nh cc chc nng v hot ng chnh ca t chc n c cc c hi tt nht. Sau , tuyn b ny cng h tr cc k hoch chin thut v k hoch hot ng; n lt mnh, cc k hoch ny li h tr cc mc tiu ca t chc. Tuyn b s mnh cn ngn gn v phi d hiu bt k nhn vin no ca cng ty cng c th ghi nh v trch dn. S mnh r rng s hng dn cho cc nhn vin lm vic mt cch c lp, ng thi vn m bo tnh tp th trong cng vic hng ti khai thc ht tim nng ca t chc. Tuyn b s mnh c th i km vi mt tuyn b bao trm v trit l hoc mc ch chin lc ca t chc, nhm xc nh c tm nhn v tng lai v nhn thc cc thch thc ca lnh o t chc.

Define the mission. A mission is the purpose of the organization. It is why the organization exists. Thus, planning begins with clearly defining the mission of the organization. The mission statement is broad, yet clear and concise, summarizing what the organization does. It directs the organization, as well as all of its major functions and operations, to its best opportunities. Then, it leads to supporting tactical and operational plans, which, in turn leads to supporting objectives. A mission statement should be short. It should be easily understood and every employee should be able to recite it from memory. An explicit mission guides employees to work independently and yet collectively toward the realization of the organization's potential. The mission statement may be accompanied by an overarching statement of philosophy or strategic purpose intended to convey a vision for the future and an awareness of challenges from a top-level perspective.

Phn tch SWOT bng cch nh gi cc im mnh, im yu v xc nh cc c hi v nguy c. Phn tch hin trng hoc phn tch SWOT (im mnh im yu c hi thch thc) rt quan trng lp ra mt k hoch chin lc. Phn tch SWOT bt u bng vic xem xt mi trng bn ngoi. Cc t chc cn nghin cu tnh hnh hin trng ca mnh tm kim cc c hi v theo di cc nguy c. Cc ngun thng tin c th l khch hng (bn trong v bn ngoi), cc nh cung cp, cc cp chnh quyn (a phng, trung ng), cc hip hi chuyn mn hoc hi ngh nghip, (thng qua cc hi ngh hay trin lm trng by), cc tp san v bo co (tp san hay bo co khoa hc, chuyn mn v thng mi).

Conduct a situation or SWOT analysis by assessing strengths and weaknesses and identifying opportunities and threats. A situation or SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis is critical to the creation of any strategic plan. The SWOT analysis begins with a scan of the external environment. Organizations must examine their situation in order to seek opportunities and monitor threats. Sources of information include customers (internal and external), suppliers, governments (local, state), professional or trade associations (conventions and exhibitions), journals and reports (scientific, professional, and trade).

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

SWOT is the assumptions and facts on which a plan will be based. Analyzing strengths and weaknesses comprises the internal assessment of the organization. Assess the strengths of the


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

organization. What makes the organization distinctive? (How efficient is our manufacturing? How skilled is our workforce? What is our market share? What financing is available? Do we have a superior reputation?) Assess the weaknesses of the organization. What are the vulnerable areas of the organization that could be exploited? (Are our facilities outdated? Is research and development adequate? Are our technologies obsolete?) What does the competition do well?

Phn tch cc c hi v nguy c bao gm vic nh gi mi trng bn ngoi. Xc nh cc c hi. Trong lnh vc no cnh tranh cha p ng c cc nhu cu ca khch hng? (Cc th trng tim nng mi l th trng no? im mnh ca nn kinh t l g? Cc i th ca chng ta yu hay mnh? Cc cng ngh mi xut hin l cng ngh no? Th trng hin nay c kh nng pht trin hay khng?). Xc nh cc nguy c. Trong lnh vc no cnh tranh cn p ng nhu cu ca khch hng mt cch hiu qu hn? (C cc i th cnh tranh mi khng? Cc ngun lc hin nay c thiu thn khng? Th hiu trn th trng c thay i khng? C cc ch nh mi no? C cc sn phm mi no xut hin cha?). Chin lc tt nht l chin lc c th lm cho cc im mnh ca t chc ph hp vi cc c hi ca mi trng bn ngoi.

Analyzing opportunities and threats comprises the external assessment of the environment. Identify opportunities. In which areas is the competition not meeting customer needs? (What are the possible new markets? What is the strength of the economy? Are our rivals weak? What are the emerging technologies? Is there a possibility of growth of existing market?) Identify threats. In which areas does the competition meet customer needs more effectively? (Are there new competitors? Is there a shortage of resources? Are market tastes changing? What are the new regulations? What substitute products exist?) The best strategy is one that fits the organization's strengths to opportunities in the environment.

Phn tch SWOT c s dng lm c s cho nhng pht trin trong tng lai cng nh phn tch khong cch. So snh t chc vi cc Tiu ch chun bn ngoi (cc thng l tt nht) thng c dung nh gi cc nng lc hin ti. Xc nh cc tiu ch chun mt cch c h thng s gip so snh lng ha hiu qu hot ng ca mt t chc, v d nh hiu sut, hiu qu, hoc cc nh hng tc ng ca t chc mnh, so vi cc tiu ch tng t ca cc t chc khc bn trong hoc bn ngoi. Phn tch ny s gip khm ph ra cc thng l tt nht c th p dng ci tin. So snh tiu ch chun vi cc t chc khc c th gip xc nh khong cch. Phn tch khong cch s gip xc nh tin cn thit nhm a t chc t mc nng lc hin ti n trng thi mong mun cho tng lai. Bng cch ny, t chc c th thch ng vi cc thng l tt nht nhm ci thin hiu qu hot ng ca t chc.

The SWOT analysis is used as a baseline for future improvement, as well as gap analysis. Comparing the organization to external benchmarks (the best practices) is used to assess current capabilities. Benchmarking systematically compares performance measures such as efficiency, effectiveness, or outcomes of an organization against similar measures from other internal or external organizations. This analysis helps uncover best practices that can be adopted for improvement. Benchmarking with other organizations can help identify a gap. Gap analysis identifies the progress required to move the organization from its current capabilities to its desired future state. In this way, the organization can adapt to the best practices to improve organizational performance.

t ra cc mc mc tiu v mc tiu. Cc mc mc tiu v mc tiu chin lc c xy dng thu hp khong cch gia nng lc hin ti v s mnh ca t chc. Cc mc mc tiu v mc tiu ny phi ph hp vi s mnh v to ra c s cho cc k hoch hnh ng. i khi cc mc tiu c th c cp n nh cc mc mc tiu v hiu qu hot ng. Ni chung, cc t chc thng c cc mc tiu di hn cho nhng yu t nh hon vn u t, li c phn, hoc quy m hot ng. Hn na, h cn xc nh mc chun ti thiu c th chp nhn c, hoc mc ti thiu hp l. Ngoi ra, cn c th c nhng gii hn nht nh, d c biu l r rng hoc ngm hiu, v d nh phi cung cp vic lm cho s nhn vin hin thi. Cc mc tiu c c th ha trn c s tuyn b s mnh ca t chc, v l mt tp hp gm cc mc tiu c th v chnh sch, tin hoc qun l

Set goals and objectives. Strategic goals and objectives are developed to bridge the gap between current capability and the mission. They are aligned with the mission and form the basis for the action plans. Objectives are sometimes referred to as performance goals. Generally, organizations have long-term objectives for such factors as return on investment, earnings per share, or size. Furthermore, they set minimum acceptable standards or common-sense minimums. In addition, certain limitations, either explicit or implicit, such as "must provide jobs for existing employees" may exist. Objectives elaborate on the mission statement and constitute a specific set of policy, programmatic, or management objectives for the programs and operations covered in the strategic plan. They are expressed in a manner that allows a future assessment of whether an objective has been achieved.


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cho cc chng trnh v cc hot ng s c nu trong k hoch chin lc. Cc mc tiu ny c biu hin theo cch thch hp sau ny c th nh gi mc hon thnh mc tiu.

Xy dng cc chin lc lin quan (chin lc chung v cc chin lc hot ng). Cc chin lc chung ca Cng ty da trn s mnh v tm nhn ca t chc. Cn cc chin lc hot ng li da trn cc chin lc chung. y l cc chin lc c th v cn thit cho tng nhim v hoc tng hot ng h tr to nn mt k hoch tng th. Vic xy dng k hoch chin lc v hot ng cn i km vi vic kim tra. Theo di hoc to iu kin cho cc hot ng tip theo nhm mc ch m bo cho cc chin lc c thc hin nghim chnh v kp thi. i khi cn c nhng iu chnh ph hp vi nhng thay i ca mi trng bn ngoi v/hoc bn trong t chc. C th thu c li th cnh tranh t vic thch ng vi nhng thch thc ny.

Develop related strategies (Corporate and operational strategies). Corporate strategies are based on the organization's mission and vision. In turn, operational strategies are based on the organization's corporate strategies. These are specific strategies that are needed for each task or supportive activity comprising the whole. Strategic and operational planning must be accompanied by controls. Monitoring progress or providing for follow-up is intended to assure that plans are carried out properly and on time. Adjustments may need to be made to accommodate changes in the external and/or internal environment of the organization. A competitive advantage can be gained by adapting to the challenges.

Theo di k hoch. Cn p dng mt phng php theo di mi trng hot ng mt cch c h thng nhm mc ch lin tc ci tin quy trnh lp k hoch chin lc. xy dng c mt quy trnh th tc theo di mi trng, cn phi thit lp cc tiu chun ngn hn cho cc bin s ch yu c th chng thc cc c tnh cho thi gian di hn. K c khi cc gi tr c tnh cho thi gian di hn l c li th vn phi c cc hng dn cho thi gian ngn hn phng trng hp k hoch khng din ra nh d tnh. Tip , cn phi thit lp cc tiu ch quyt nh khi cn thay i chin lc. Nn thu thp v tng hp cc kin phn hi xc nh xem cc mc ch v mc tiu c tht s kh thi hay khng. Kt qu r sot ny s c s dng cho chu k lp k hoch v r sot ln ti.

Monitor the plan. A systematic method of monitoring the environment must be adopted to continuously improve the strategic planning process. To develop an environmental monitoring procedure, short-term standards for key variables that will tend to validate the long-range estimates must be established. Although favorable long-range values have been estimated, short-term guidelines are needed to indicate if the plan is unfolding as hoped. Next, criteria must be set up to decide when the strategy must be changed. Feedback is encouraged and incorporated to determine if goals and objectives are feasible. This review is used for the next planning cycle and review.

8. NG LI HOT NG S PHT TRIN CNG TY

8. OPERATING GUIDELINES - CORPORATE DEVELOPMENT

Cc t chc thnh cng l cc t chc lun lun i mi v thay i trn c s nhu cu v kin phn hi ca khch hng. Cc gi tr, s mnh v tm nhn l cc yu t to ra nn tng thc thi cc chc nng qun l. y cng l nhng hng dn c nh hng n mi hot ng ca mt t chc. Tuy nhin, cc hng dn ny ch c ch nu chng c son tho r rng v c s dng trong cc hot ng v quyt nh hng ngy. Cc gi tr ca mt t chc chnh l nhng nim tin hoc nhng c trng v bn cht khng th nhng b. S mnh ca t chc chnh l mc ch tn ti ca n, cn tm nhn l hnh nh ca bn thn t chc trong tng lai.

Successful organizations continually innovate and change based upon customer needs and feedback. Values, mission, and vision form the foundation for the execution of the functions of management. They are an organization's guidelines that affect how it will operate. They work only if visible and used in everyday activities and decisions. An organization's values are its beliefs or those qualities that have intrinsic worth and will not be compromised. Its mission is its purpose for existing. The vision is the image of itself in the future.

S mnh

S mnh l mt khi nim rng, to ra s khc bit gia mt doanh nghip vi ton b cc t chc doanh nghip khc. S mnh l l do t chc tn ti. Tuyn b s mnh l mt hn th nh gi mi ngh. Ngoi mc ch ca t chc, cc yu t ch cht khc ca tuyn b s mnh cn c i tng m t chc phc v, cch phc v v nguyn nhn phc

Mission

A mission is a broad definition of a business that differentiates it from all other organizations. It is the justification for the organization's existence. The mission statement is the "touchstone" by which all offerings are judged. In addition to the organization's purpose other key elements of the mission statement should include whom it serves, how, and why. The most effective mission statements are easily recalled


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

and provide direction and motivation for the organization.

V mt t chc tn ti hon thnh mt iu g trong mt mi trng rng ln nn s mnh hoc mc ch c th ca t chc s em li cho cc nhn vin mt cch hiu chung v c hi, phng hng, tm quan trng v thnh tu ca t chc. S mnh r rng s ch ng cho cc nhn vin lm vic mt cch c lp ng thi vn m bo tnh tp th khai thc tim nng ca t chc. Nh vy, mt tuyn b s mnh tt s c s gn kt v cm xc v cam kt. iu ny khin cho bt k nhn vin no trong t chc cng c th ni Ti bit ti cn lm cng vic ca mnh nh th no to ra s khc bit.

Since an organization exists to accomplish something in the larger environment, its specific mission or purpose provides employees with a shared sense of opportunity, direction, significance, and achievement. An explicit mission guides employees to work independently and yet collectively toward the realization of the organization's potential. Thus, a good mission statement gets the emotional bonding and commitment needed. It allows the individual employee to say; "I know how I should do my job differently."

Tm nhn

Cch tt nht tin on tng lai l t to ra n. Tm nhn c th l mt bc tranh, mt hnh nh, hoc m t tng lai m bn mong mun. Mt ngi nhn xa trng rng l ngi c kh nng nhn thy trc mt iu g , ng thi l ngi u tin nhn thy s cn thit phi thay i. Anh ta hoc c ta nghi ng thc t hin ti v thc y vic a ra nhng nh gi trung thc v phng hng pht trin ca ngnh v cch thc m cng ty c th p dng n c mc tiu . Mt ngi nhn xa trng rng c th c gii php ngay c trc khi vn ny sinh.

Vision

"The best way to predict your future is to create it." A vision might be a picture, image, or description of the preferred future. A visionary has the ability to foresee something and sees the need for change first. He or she challenges the status quo and forces honest assessments of where the industry is headed and how the company can best get there. A visionary is ready with solutions before the problems arise.

Mt nghin cu v thi k t 1926 n 1990 cho thy cc cng ty bit nhn xa trng rng (l cc cng ty xc nh mc ch hot ng xa hn vic kim li) thnh cng hn cc cng ty khc trn th trng chng khon vi t l hn 6:1. Cc nh qun l cn c tm nhn hn bt k ai khc, v s thay i ang din ra nhanh hn bt k lc no. Cc nh lnh o cn c kh nng bin tm nhn ca mnh thnh hin thc bng cch thu ht tm tr cng nh tri tim ca ngi khc.

A study over the period from 1926 to 1990 found visionary companies that set a purpose beyond making money outperformed other companies in the stock market by more than six to one. Managers require more vision than ever because change is coming faster than ever. Leaders have the ability to make their vision real by engaging the minds, as well as the hearts of others.

Cc gi tr

Bin php qun l ca mi ngi gim st s phn nh cc gi tr ca anh ta/c ta cng nh cc gi tr ca t chc. Xy dng s tin tng phi bt u t vic to ra mt vn ha da trn cc gi tr chung. Cc gi tr l nhng nt tiu biu hoc cc c tnh c ngha thc cht, v d nh s can m, lng knh trng, trch nhim, s quan tm, ng tin cy, k lut, v s cng bng. Cc gi tr l iu kin c s cho cc hot ng v cho qu trnh ra quyt nh. Cc gi tr cng xc nh phng hng cho cc d nh v quan tm ca ngi lao ng trong t chc. Cc hnh vi c nh hng theo cc gi tr, v n lt mnh, chng s xc nh vn ha ca t chc. Mt h thng gi tr mnh m hoc mt vn ha c xc nh r rng s bin nim tin thnh cc chun mc, v d nh cht lng tt nht, hot ng tt nht, ng tin cy nht, bn nht, an ton nht, nhanh nht, ng tin nht, r nht, c uy tn nht, c thit k hoc phong cch tt nht, d s dng nht. Nu c hi Chng ta tin tng vo iu g? hoc Hy lit k cc gi tr ca t chc chng ta, tt c mi ngi trong t chc cn phi a ra cu tr li ging nhau.

Values

Each supervisor's approach to management will reflect his or her values, as well as those of the organization. Building trust starts with creating culture based on shared values. Values are traits or qualities having intrinsic worth, such as courage, respect, responsibility, caring, truthfulness, self-discipline, and fairness. Values serve as a baseline for actions and decision-making and guide employees in the organization's intentions and interests. The values driving behavior define the organizational culture. A strong value system or clearly defined culture turns beliefs into standards such as best quality, best performance, most reliable, most durable, safest, fastest, best value for the money, least expensive, most prestigious, best designed or styled, easiest to use. If asked, "What do we believe in?" or "List our organization's values" all employees in the organization should write down the same values.


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

Supervisors need to appreciate the significance of values and values systems. Values affect how a supervisor views other people and groups, thus influencing interpersonal relationships. Values affect how a supervisor perceives situations and solves problems. Values affect how a supervisor determines what is and is not ethical behavior. Values affect how a supervisor leads and controls employees. Since employees often base behavior on perceived values it is critical to ensure their perceptions reflect organizational values. Supervisors must communicate, encourage and reinforce the desired values and related behaviors to integrate them into the organizational culture.

9. XC NH MC TIU 9. OBJECTIVE SETTING

Mc Mc tiu l ch cui cng m mt t chc c gng t c. Tuy nhin, ngi gim st khng th to ra mt mc mc tiu. Ngi gim st s m x cc quy trnh, phn tch chng, t ra cc mc tiu v sau vt ln t c chng. Lm cng mt vic th khng bao gi c th t c cc kt qu khc nhau. Ngi gim st phi vit ra mt mc tiu cho mi mt hot ng m mnh ang c gng hon thnh. Nh vy, mc tiu l i tng hoc ci ch ca mt hot ng. Mc tiu cho bit phng hng r rng thc hin hot ng v xc nh cht lng c th ca cng vic cn c hon thnh trong mt khong thi gian cho trc. Cc mc tiu phn nh cc tc ng mong mun ca cc c nhn, cc nhm ngi v cc t chc. Chng xc nh phng hng ra quyt nh v xc nh tiu ch o lng cc kt qu tc ng (tc dng). Do , cc mc tiu l nn tng ca cng tc lp k hoch.

A goal is an end that the organization strives to attain. However, the supervisor cannot "do" a goal. Supervisors break down processes, analyze them, set objectives and then drive hard to achieve them. Doing the same thing and expecting different results doesn't work. The supervisor must write an objective for what he or she is trying to accomplish. Thus, an objective is the object or aim of an action. It implies an explicit direction for the action to take and a specific quality of work to be accomplished within a given period of time. Objectives reflect the desired outcomes for individuals, groups and organizations. They provide direction for decision-making and a criterion against which outcomes are measured. Thus, objectives are the foundation of planning.

Qun l theo mc tiu (MBO) MBO

Mt cng c lp k hoch hiu nghim v c th gip ngi gim st t ra cc mc tiu l cng c Qun l theo Mc tiu (MBO). y l mt quy trnh phi hp trong ngi qun l v mi cn b cp di cng nhau xc nh cc mc tiu cho cn b . thnh cng, cc chng trnh MBO cn c s cam kt v tham gia ca tt c cc cp trong quy trnh MBO, t ngi qun l cao nht n v tr cn b thp nht trong t chc.

An effective planning tool to help the supervisor set objectives is Management by Objectives (MBO). MBO is a collaborative process whereby the manager and each subordinate jointly determine objectives for that subordinate. To be successful MBO programs should include commitment and participation in the MBO process at all levels, from top management to the lowest position in the organization.

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

MBO begins when the supervisor explains the goals for the department in a meeting. The subordinate takes the goals and proposes objectives for his or her particular job. The supervisor meets with the subordinate to approve and, if necessary, modify the individual objectives. Modification of the individual's objectives is accomplished through negotiation since the supervisor has resources to help the subordinate commit to the achievement of the objective. Thus, a set of verifiable objectives for each individual are jointly determined, prioritized, and formalized.


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th t u tin.

Ngi gim st v cn b cp di gp nhau theo nh k kim tra tin gn nht. Trao i l yu t ch cht quyt nh s thnh cng hoc tht bi ca MBO. Ngi gim st s c kin phn hi v c th cho php iu chnh cc mc tiu hoc thi hn thc hin ty theo hon cnh. Cui cng, kt qu hot ng ca nhn vin s c nh gi theo mc tiu t ra, v nhn vin s c khen thng tng ng vi kt qu hot ng.

The supervisor and the subordinate meet periodically to review the latter's progress. Communication is the key factor in determining MBO's success or failure. The supervisor gives feedback and may authorize modifications to the objectives or their timetables as circumstances dictate. Finally, the employee's performance is measured against his or her objectives, and he or she is rewarded accordingly.

Cc bc trong quy trnh MBO Steps in MBO Process

Qua nghin cu chng minh c rng nu c s cam kt t cp qun l cao nht v bn thn h tham gia thc hin cc chng trnh MBO th kt qu hot ng c th c nng cao mt cch ng k. Kt lun ny khng c g ng ngc nhin nu xt n vic, trong qu trnh thc hin MBO, cc nhn vin phi t xc nh h s hon thnh ci g. Xt cho cng, ai c th bit r nng lc ca mt ngi hn bn thn ngi ?

Research has demonstrated that when top management is committed and personally involved in implementing MBO programs, they significantly improve performance. This finding is not surprising when one considers that during the MBO process employees determine what they will accomplish. After all, who knows what a person is capable of doing better than the person does him or herself?

Cc mc tiu l ng c pht ng cc qu trnh lp k hoch. iu bt buc l cc cp qun l cao nht phi gi vng cc mc mc tiu nh h tr cc cn b qun l cp thp hn trong vic din gii v thc hin cc mc mc tiu mt cch hiu qu. Cc mc tiu s dn hng cho cc hot ng qun l nh lp k hoch ngn sch, lp k hoch hnh ng, t chc nhn s, mua sm thit b. Cui cng, thnh cng ca t chc hon ton ph thuc vo cc kt qu tc ng kt hp t cc mc tiu ny.

Objectives are the driver of planning processes. It is imperative that top managers safeguard the intention of their goals to facilitate middle and lower management's effective translation and implementation of them. Objectives guide managerial activities such as budgeting, the development of action plans, staffing, and the purchasing of equipment. The organization's success ultimately depends on the combined outcomes of its objectives.

Mc tiu Objectives

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

Most supervisors set objectives, but not with equal skill. Few, who do not correctly write objectives, will reap MBO's full benefits. An objective is simply a statement of what is to done and should be stated in terms of results. A mnemonic aid to write objectives is SMART (Specific, Measurable, Attainable, Result-oriented, Time-limited).

C th

Mt mc tiu cn phi c th v cp n mt kt qu ch yu duy nht. Nu cn t c nhiu kt qu th phi c nhiu mc tiu. Bit c phi hon thnh vic g l mt bc ln t kt qu.

Specific

An objective must be specific with a single key result. If more than one result is to be accomplished, more than one objective should be written. Just knowing what is to be accomplished is a big step toward achieving it.

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

What is important to you? Once you clarify what you want to achieve, your attention will be focused on the objective that you deliberately set. You will be doing something important to you.

o lng c

Mt mc tiu cn phi o lng c. Ch c mc tiu no nh hng n hnh vi v s nh hng c th nh lng c mi l mc tiu c hiu qu ti u. Nu c th, hy tuyn b mc tiu nh mt i lng. Mt s mc tiu s kh nh lng hn cc mc tiu khc. Tuy nhin, kh khng c ngha l khng th c. Hot ng ca cc nhn vin bn hng c th

Measurable

An objective must be measurable. Only an objective that affects behavior in a measurable way can be optimally effective. If possible, state the objective as a quantity. Some objectives are more difficult to measure than others are. However, difficulty does not mean that they cannot be measured. Treatment of salespeople might be measured by looking at the absenteeism and turnover rates among the sales


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o lng c bng cch xem xt t l hay vng mt v t l doanh thu ca i ng bn hng. Ngoi ra, c th yu cu cc nhn vin bn hng in m khng cn k tn vo mt bn cu hi kho st hnh vi bit kin ca nhn vin v cc hot ng gim st i vi h. Dch v khch hng c th c o lng bng cc ch s nh s ln khiu ni ca khch, s lng khch hng m cng ty b mt, hoc thng qua cc cuc phng vn, tr li bn cu hi kho st t pha khch hng. Tin b cc cn b cp di c th c o lng bng cch xc nh s lng cc nhim v m cn b cp di nm vng. S hp tc vi cc chc nng khc c th c o lng bng thi gian chm tr trong vic cung cp cc thng tin cn thit, hoc thng qua nh gi ca ng s v mc phi hp.

force. Also, salespeople could be asked to fill out a behavioral questionnaire anonymously giving their observations of the supervision they receive. Customer service could be measured by such indices as the number of complaints received, by the number of customers lost, and by customer interviews or responses to questionnaires. Development of subordinates could be measured by determining the number of tasks the subordinate has mastered. Cooperation with other functions could be measured by length of delay in providing requested information, or by peer ratings of degree of cooperation.

Trnh a ra cc mc tiu chung chung. Trnh dng cc ng t nh bit, hiu, tin rng, c c. Cc ng t mang ngha hnh ng s d quan st hn v truyn t tt hn nh ca hot ng, v d nh cc ng t vit, p dng, tng thut, sa i, lp t, la chn, i chiu, lp rp, so snh, iu tra, trin khai.

Lm th no bit bn c tin trin?

Avoid statements of objectives in generalities. Infinitives to avoid include to know, to understand, to enjoy, and to believe. Action verbs are observable and better communicate the intent of what is to be attempted. They include to write, to apply, to recite, to revise, to contrast, to install, to select, to assemble, to compare, to investigate, and to develop.

How will you know you've progressed?

Kh thi

Mt mc tiu phi kh thi trong iu kin ngun lc hin c. Ngha l phi thc t. Nhiu mc tiu khi a ra rt thc t. Nhng thi hn thc hin mc tiu c th phi thc t. V d nh, gim c 10 pound (xp x 4,5 kg) l mt mc tiu thc t. Nhng nu t mc tiu l gim 10 pound trong mt tun th s l phi thc t.

Attainable

An objective must be attainable with the resources that are available. It must be realistic. Many objectives are realistic. Yet, the time it takes to achieve them may be unrealistic. For example, it is realistic to want to lose ten pounds. However, it is unrealistic to want to lose ten pounds in one week.

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

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

nh hng theo kt qu

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

Result-oriented

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

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

How will this objective help the organization move ahead? Is the objective aligned with the mission of the organization?

C thi hn

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

Time-limited

The objective should be traceable. Specific objectives enable time priorities to be set and time to be used on objectives that really matter.

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

Are the time lines you have established realistic? Will other competing demands cause delay? Will you be able to overcome those demands to accomplish the objective you've set in the time frame you've established?

Vit cc mc tiu c ngha Write Meaningful Objectives

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

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


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1. Bt u bng mt ng t m t hnh ng hoc s hon thnh (S dng dng ng t nguyn th, ngha l ng t c to).

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

3. Xc nh ngy hon thnh d kin

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

5. th li xem mc tiu p ng tiu ch SMART hay cha, bn hy t tr li cc cu hi sau:

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

2. Identify a single key result for each objective.

3. Give the date of the estimated completion.

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

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

S = Mc tiu ca ti chnh xc l g?

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

A = Mc tiu ca ti c kh thi khng?

R = Mc tiu ca ti c ngha khng?

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

S = Exactly what is my objective?

M = What would a good job look like?

A = Is my objective feasible?

R = Is my objective meaningful?

T = Is my objective traceable?

10. LP K HOCH HNH NG 10.ACTION PLANNING

Mi mt mc tiu cn c mt k hoch hnh ng, trong xc nh mc tiu theo kha cnh hot ng, ngha l biu t mc tiu bng cc hot ng hay hnh ng c th. Mt k hoch hnh ng cn gip cho ngi gim st duy tr c trnh t hot ng, phi hp c cc hot ng trong nhm mnh v gi cho cc d n theo ng tin . K hoch hnh ng phi nu c th cc bc thc hin hoc cc nhim v s c tin hnh t mc tiu. K hoch hnh ng bao gm mt k hoch tin , quy nh thi hn cht hon thnh cc hnh ng quan trng, xc nh cc ngun lc cn thit t mc tiu v cc phng php o lng/nh gi mc tiu. Khi lp k hoch hnh ng, cn gii quyt cc lnh vc c kh khn tim n, xem xt tc ng chc nng ln nhau ca cc hnh ng v mc ch cui cng l tng nng sut.

Each objective should include an action plan, which "operationally defines" the objective by expressing it in terms of specific actions or operations. An action plan can help the supervisor stay organized, coordinate his or her team's activities, and keep projects on schedule. The action plan states specifically what steps or tasks will be accomplished to achieve the objective. It includes a schedule with deadlines for significant actions, resources necessary to achieve the objective, and methods to measure the objective. Preparing action plans addresses potential problem areas, considers the cross-functional impact of the actions, and ultimately increases productivity.

K hoch tin s iu phi cc ngun lc. iu quan trng l lp k hoch tin nhn s cng nh k hoch s dng cc ngun lc khan him hoc da vo thi gian, v d nh k hoch giao thit b. Ngoi ra, cc k hoch tin cng phi xt n s ph thuc ca d n, s ph thuc v ngun lc, v s phn b ngun lc. Theo di k hoch tin v bo co, c th bng cch s dng lch, s dng PERT hoc cc biu Gantt. PERT l mt dng biu tin trnh m t cc nhim v ca d n. Mi nhim v c mt v cc mi tn km theo ni t nhim v trc n nhim v sau. Cc nhim v trc l nhng hnh ng hoc nhim v cn c hon thnh trc khi bt u nhim v m chng ta ang ni n. Biu Gantt l mt biu m t thi hn ca cc nhim v. Biu Gantt c dng ng k, chiu di mi ng k cho bit ngy khi u v ngy kt thc hot ng hay nhim v. Cc chi ph ngun lc s c theo di qua mt k hoch ngn sch, trong nu r chi ph cho tng hot ng. Ngi gim st nn xc

Scheduling coordinates resources. It is important to schedule employees, as well as scarce or time-based resources, such as equipment delivery schedules. Also, schedules should include project dependencies, resource dependencies, and resource allocation. Tracking of the schedule can be reported by using a calendar, PERT, and Gantt charts. PERT is a flowchart-like view of project tasks. Each task has a box and arrows pointing to it from its predecessors. The predecessors are the actions or tasks that must finish before the task we are looking at can start. Gantt is a time-line view of the tasks. Gantt chart is a bar graph where the length of each bar shows the start and finish dates for each action or task. Resource costs should be tracked by a budget that shows each action's cost. The supervisor should define best-case and worst-case time lines for tasks, and the probability for each case.


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

Ngi gim st c th lp k hoch hnh ng vi s h tr ca cc chng trnh phn mm qun l d n c sn. Phn mm c thit k t chc cc nhim v, theo di cc chi ph, qun l nhn vin v p ng thi hn. Chng trnh qun l d n c bn nht gip sp xp cc tng ca ngi s dng to ra mt k hoch tin n gin. Chng trnh phn mm ny t ra cho ngi s dng mt danh mc cc cu hi va phng vn ngi s dng va ng no suy ngh sao cho c th cp n mi thnh t ca d n, sau trnh by kt qu mt cch c t chc. Cc chng trnh khc c th c thm nhiu tnh nng nh theo di cc nhim v v chi ph theo thi gian, hoc kh nng lin kt cc nhim v c quan h ph thuc ln nhau. Mt s chng trnh c th gip phn b ngun lc, v d nh cc nhn vin c th, cho cc nhim v c th. Mt s sn phm cng to ra cc biu c th lit k v trnh by cc nhim v cng nh mi quan h ph thuc gia chng theo tin thi gian.

Project-management software programs are available to help supervisors create action plans. The software is designed to organize tasks, track costs, manage employees, and meet deadlines. The most basic project-management program helps organize the user's thoughts so that a simple schedule can be created. It presents the user with a list of questions -- interviewing the user and brainstorming at once -- to extract all of the elements of a project, then presents the results in an organized fashion. Other programs add features such as tracking tasks and costs over time, or the ability to link interdependent tasks. Some programs can assign resources such as particular employees, to particular tasks. Some products also produce charts that list tasks and represent them, showing interdependencies, on a time-line.

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

Ngi gim st lun lun l ngi a ra nhng quyt nh c nh hng n cng vic ca ngi khc. Tnh hung hng ngy i hi phi c nhng quyt nh gim st bao gm cc quyt nh lin quan n tinh thn lm vic ca nhn vin, phn b n lc hot ng, vt t s dng cho cng vic, v phi hp cc k hoch tin v lnh vc cng vic. Ngi gim st cn phi nhn ra cc vn vng mc, ra quyt nh, trin khai hnh ng v nh gi kt qu. c c cc quyt nh thng nht vi mc ch chung ca t chc, ngi gim st phi s dng cc hng dn do cc cp qun l cao nht a ra. Nh vy, ngi gim st s kh a ra c quyt nh ng n nu khng lp k hoch tt.

Supervisors constantly make decisions that affect the work of others. Day-to-day situations involving supervisory decisions include employee morale, the allocation of effort, the materials used on the job, and the coordination of schedules and work areas. The supervisor must recognize problems, make a decision, initiate an action, and evaluate the results. In order to make decisions that are consistent with the overall goals of the organization, supervisors use guidelines set by top management. Thus, it is difficult for supervisors to make good decisions without good planning.

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

An objective becomes a criterion by which decisions are made. A decision is a solution chosen from among alternatives. Decisions must be made when the supervisor is faced with a problem. Decision-making is the process of selecting an alternative course of action that will solve a problem. The first decision is whether or not to take corrective action. A simple solution might be to change the objective.

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

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

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

A problem exists whenever there is a difference between what actually happens and what the supervisor wants to have happen. Some of the problems faced by the supervisor may occur frequently. The solutions to these problems may be systematized by establishing policies that will provide a ready solution to them. In these repetitive situations, the problem solving process is used once and then the solution (decision) can be used again in similar


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

situations.

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

Exceptions to established routines or policies become the more difficult decisions that supervisors must make. When no previous policy exists, the supervisor must invent a solution. Problem solving is the process of taking corrective action in order to meet objectives. Some of the more effective decisions involve creativity. To get better ideas, the supervisor follows the steps in the problem solving process. The steps are built on a logical analysis.

Ngi gim st c th suy ngh v mi kha cnh ca vn bng cch tr li cc cu hi sau. u l im rc ri? Rc ri pht sinh t u? Cc yu t pht sinh rc ri l g? C th lm iu g trong mi kh nng? Liu tt c cc kh nng ny c kh thi khng? Xc sut thnh cng ca tng gii php? Cc phng n thay th thch hp l phng n no? S la chn no l ng? Ti xa b cc la chn khc nh vy c hp l hay khng? Khi no v lm th no thc hin gii php? Cch tt nht thc hin gii php l g? Gii php ny gii quyt c vn gc cha? Ti ln k hoch, t chc v thit lp c ch kim sot cc hot ng dn n gii php cha?

The supervisor can think through all aspects of the problem by answering the following questions. What seems to be the trouble? Why is it causing the trouble? What are the causal factors? What can be done in all possibilities? Are all these possibilities workable? What are the probabilities of success for each of the solutions? What are the appropriate alternatives? What is the correct choice? Have I logically eliminated the other choices? When and how can the solution be implemented? What is the best way to implement the solution? Has the solution solved the original problem? Have I planned, organized, and provided for the control of actions leading to solutions?

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

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

CC BC GII QUYT VN V RA QUYT NH

1. Xc nh vn

2. t ra cc tiu ch quyt nh

3. t ra cc phng n gii quyt

4. Quyt nh

5. Thc thi Quyt nh

6. nh gi quyt nh v theo ui

STEPS IN PROBLEM SOLVING AND DECISION MAKING

1. Define Problem

2. Identy decision criteria

3. Develop Alternatives

4. Decide

5. Implement the decision

6. Evaluate the decision and follow-up

Bc 1. Xc nh vn . Quy trnh ra quyt nh/gii quyt vn bt u khi ngi gim st nhn ra vn , cm thy p lc phi c hnh ng khc phc, v c ngun lc lm mt iu g nhm khc phc vn . iu ny c ngha l ngi gim st phi xc nh chnh xc vn . Xc nh vn khng phi l vic d. Tuyn b vn c th qu rng hoc qu hp. Ngi gim st thng d b nh hng bi mt phng hng khc phc cho php anh ta/c ta b qua bc u tin v quan trng nht ny. Hoc, c trng hp, nguyn nhn ca vn trn thc t li ch l biu hin triu chng.

Step 1: Define the problem. The problem solving/decision-making process begins when the supervisor recognizes the problem, experiences pressure to act on it, and has the resources to do something about it. This means that the supervisor must correctly define the problem. Problem identification is not easy. The problem statement can be too broad or too narrow. Supervisors are easily swayed by a solution orientation that allows them to gloss over this first and most important step. Or, what is perceived, as the cause of a problem may actually be a symptom.

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

The supervisor must solve the right problem. In order to define the problem, the supervisor must describe the factors that are causing the problem. These are the symptoms, visible as circumstances or conditions that indicate the existence of the problem -- the difference between what is desired and what exists. By not clearly defining the problem, ineffective action will be taken.

Documents

Manual on Management Skills