6. III. LyĆ¹ thuyeĆ”t quaĆ»n lyĆ¹
cuĆ»a C. Mac, F. AĆŖngghen,
V.I. Lenin
1. Tƶ tƶƓƻng cuĆ»a C. Mac veĆ
quaĆ»n lyĆ¹
2. Tƶ tƶƓƻng cuĆ»a F. AĆŖnghen
(1820-1885)
3. Tƶ tƶƓƻng Quang Vinh V.I.LeĆ¢nin
03/18/13 Truong
cuƻa 6
21. Sau khi Frank cheĆ”t, baĆø Lillian (1878-
1972) ƱaƵ tieĆ”p tuĆÆc coĆ¢ng vieƤc cuĆ»a
choĆ ng vaĆø taƤp trung hĆ“n vaĆøo khĆa caĆÆnh
con ngƶƓĆøi.
BaĆø Ʊƶa ra yĆ¹ tƶƓƻng veĆ
vieƤc coĆ¢ng nhaĆ¢n caĆ n ƱƶƓĆÆc
laĆøm vieƤc trong nhƶƵng ƱieĆ u
kieƤn ƱaĆ»m baĆ»o an toaĆøn,
coĆ¹ soĆ” ngaĆøy laĆøm vieƤc tieĆ¢u
chuaĆ„n, ƱƶƓĆÆcQuang Vinh giaĆ»i lao
03/18/13 Truong
nghƦ 21
39. Fayol developed the following fourteen
management principles and argued that
managers should receive formal training
in their application:
1. Division of labour: the more people
specialize
2. Authorithy
3. Discipline
4. Unity of command
5. Unity of direction
03/18/13 Truong Quang Vinh 39
40. 6. Subordination of individual intrestst to the
common good
7. Remuneration
8. Centralisation
9. Scalar chain
10.Order
11.Equity
12.Stability and tenure of staff
13.Initiative
14.Esprit de corps: promoting team spirit give
the organization a sense of unity 40
03/18/13 Truong Quang Vinh
93. NgaĆøy nay, khi lƶĆÆc lƶƓĆÆng lao ƱoƤng (nhaĆ”t
laĆø Ć“Ć» coĆ¢ng ty Ʊa quoĆ”c gia) xuaĆ”t thaĆ¢n
tƶĆø caĆ¹c neĆ n vaĆŖn hoĆ¹a khaĆ¹c nhau, khi
maĆø xu theĆ” toaĆøn caĆ u hoĆ¹a
nĆ“Ć» roƤ thƬ yĆ¹ kieĆ”n, kieĆ”n thĆ¶Ć¹c
vaĆø caĆ¹c kieĆ”n nghĆ² cuĆ»a caĆ¹c
nhaĆø nhaĆ¢n loaĆÆi hoĆÆc vaĆŖn hoĆ¹a
seƵ giuĆ¹p Ćch raĆ”t nhieĆ u cho caĆ¹c
nhaĆø quaĆ»n trĆ² trong nhƶƵng moĆ¢i
trƶƓĆøng vaĆŖn hoaĆ¹ Vinh
03/18/13 Truong Quang
khaĆ¹c 93
nhau.
94. 2. 3-TrƶƓĆøng phaĆ¹i haĆønh vi trong quaĆ»n
lyĆ¹
TrƶƓĆøng phaĆ¹i naĆ y taƤp trung vaƤn duĆÆng
thuyeĆ”t taĆ¢m lyĆ¹ trong quaĆ»n lyĆ¹ vaĆøo vieƤc
ƱieĆ Ćøu haĆønh haĆønh vi cuĆ»a con ngƶƓĆøi.
HoĆÆ cho raĆØng taĆ¢m lyĆ¹ cuĆ»a con ngƶƓĆøi
thƬ coĆ¹ nhieĆ u song nhƶƵng vaĆ”n ƱeĆ
bĆ¶Ć¹c xuĆ¹c nhaĆ”t seƵ ƱƶƓĆÆc bieĆ„u loƤ ra
ngoaĆøi ( baĆØng haĆønh vi ) vaĆø vƬ theĆ”
mgƶƓĆøi quaĆ»n lyĆ¹ mĆ“Ć¹i bieĆ”t ƱƶƓĆÆc ƱeĆ„
ra quyeĆ”t Ć±Ć²nh Ć¶Ć¹ng phoĆ¹. ThuyeĆ”t
haĆønh vi laĆø moƤt hoĆÆc thuyeĆ”t taĆ¢m lyĆ¹
tƶ saĆ»n hieƤn ƱaĆÆi do
ļ G.B.WattsonTruong Quang Vinh
03/18/13 94
(1875-1958) ƱeĆ xƶƓnĆ¹g
95. NoƤi dung chuƻ yeƔu cuƻa thuyeƔt
haĆønh vi trong quaĆ»n lyĆ¹ laĆø nguyeĆ¢n
lyĆ¹ veĆ lƶĆÆa choĆÆn vaĆø ra quyeĆ”t
Ć±Ć²nh trong ƱoĆ¹ quan troĆÆng laĆø ra
quyeĆ”t Ć±Ć²nh.
Trong moƤt toĆ„ chĆ¶Ć¹c quyeĆ”t Ć±Ć²nh ƱƶƓĆÆc
chia thaĆønh hai nhoĆ¹m : quyeĆ”t Ć±Ć²nh
veĆ muĆÆc tieĆ¢u cuĆ»a toĆ„ chĆ¶Ć¹c vaĆø
quyeĆ”t Ć±Ć²nh veĆ vieƤc thƶĆÆc hieƤn
muĆÆc tieĆ¢u. SƶĆÆ hĆ“ĆÆp nhaĆ”t cuĆ»a hai loaĆÆi
quyeĆ”t Ć±Ć²nh naĆ y laĆø trung taĆ¢m cuĆ»a
coĆ¢ng vieƤc quaĆ»n lyĆ¹. Vinh
03/18/13 Truong Quang 95
96. 3. ThuyeĆ”t X vaĆø Y
MoƤt hoĆÆc giaĆ» khaĆ¹c thuoƤc trƶƓĆøng
phaĆ¹i quaĆ»n trĆ² haĆønh vi laĆø Douglas Mc
Gregor (1906-1964). NaĆŖm 1960, trong
cuoĆ”n saĆ¹ch nhan ƱeĆ āKhĆa caĆÆnh con
ngƶƓĆøi cuĆ»a toĆ„ chĆ¶Ć¹c kinh doanhā, Mc
Gregor ƱaƵ Ʊƶa ra moƤt taƤp hĆ“ĆÆp nhƶƵng
nhaƤn Ć±Ć²nh raĆ”t laĆÆc quan veĆ baĆ»n chaĆ”t
con ngƶƓĆøi.
OĆng cho raĆØng moĆ£i nhaĆ¢n
vieĆ¢n ƱeĆ u laĆø nhƶƵng caĆ¹
nhaĆ¢n saĆ¹ng Quang Vinh vaĆø ƱaĆ y
03/18/13 Truong taĆÆo 96
112. (Barnard viewed organizations as
social systems that require employee
cooporation if they are to be effective.
Therefore people should continually
communicate with one another.
According to Barnard, managersā major
roles are to communicate with
employees and to motivate them to
expend their fullest effort toward the
organizationās goals.)
03/18/13 Truong Quang Vinh 112
113. CuƵng theo Barnard, hoaĆÆt ƱoƤng
quaĆ»n lyĆ¹ coĆ¹ thaĆønh coĆ¢ng laĆø
tuyĆø thuoƤc vaĆøo vieƤc duy trƬ
moĆ”i lieĆ¢n heƤ toĆ”t ƱeĆÆp vĆ“Ć¹i
nhƶƵng ngƶƓĆøi Ć“Ć» beĆ¢n ngoaĆøi toĆ„
chĆ¶Ć¹c vaĆø nhƶƵng ngƶƓĆøi khaĆ¹c
maĆø nhaĆø quaĆ»n trĆ² coĆ¹ lieĆ¢n heƤ
thƶƓĆøng xuyeĆ¢n.(Barnard also
believed that successful management
depend on maintaining good relations
with people out side Vinh organization
03/18/13 Truong Quang the 113
120. Behavioral
viewpoint
How managers influence others
ļ§Interpersonal roles
ļ§Information roles
ļ§Decisional roles
Systems
Traditional
viewpoint together :
How the parts fit
viewpoint do
What managers
ļ§Individual
ļ§Plan
ļ§Group
ļ§Organize
ļ§Organization
ļ§Lead
ļ§Enviroment
ļ§Control
Contingency viewpoint :
one of the four viewpoimts
of managememt, which
contends that different Contingenc
y viewpoint
situations require different Managers use of other
practices and allows the viewpoint to solve problems
involving
use of the other viewpoints ļ§External
separately or in the environment
ļ§Technology
combination to deal with ļ§Individuals
various problems.
03/18/13 Truong Quang Vinh 120
121. 6. 1-CaĆ¹c bieĆ”n soĆ” tƬnh huoĆ”ng(contingency
variables)
BaĆ»n chaĆ”t cuĆ»a thuyeĆ”t quaĆ»n trĆ² tƬnh
huoĆ”ng laĆø nhƶƵng bieƤn phaĆ¹p quaĆ»n
trĆ² caĆ n phaĆ»i phuĆø hĆ“ĆÆp vĆ“Ć¹i caĆ¹c
bieĆ”n soĆ” quan troĆÆng. CaĆ¹c bieĆ”n soĆ” naĆ y
6.1.1-CoĆ¢ng ngheƤ:
bao goĆ m:
ļ§ LaĆø phƶƓng phaĆ¹p duĆøng ƱeĆ„
bieĆ”n caĆ¹c yeĆ”u toĆ” ƱaĆ u vaĆøo
cuĆ»a toĆ„ chĆ¶Ć¹c thaĆønh caĆ¹c
yeĆ”u toĆ” ƱaĆ u ra( the method used to
transform organizational inputs into outputs.
The knowledge, tools, techniques, and actions
applied to change Quang Vinh into finished goods
03/18/13 Truong materials 121