Chapter 1 - Tóm tắt chương 1

An organization
A group consisting of people with formally assigned roles who work together to
achieve the organization’s goals.
Manager
Someone who is responsible for accomplishing the organization’s goals, and who
does so by managing the efforts of the organization’s people.
Managing
To perform five basic functions: planning, organizing, staffing, leading, and
controlling.
Management process
The five basic functions of planning, organizing, staffing, leading, and controlling.
● Planning - establishing goals and standards; developing rules and procedures;
developingplans and forecasts
● Organizing - giving each subordinate a specific task; establishing departments;
delegating authority to subordinates; establishing channels of authority and
communication; coordinating the work of subordinates
● Staffing - determining what type of people should be hired; recruiting prospective
employees; selecting employees; setting performance standards; compensating
employees; evaluating performance; counseling employees; training and developing
employees
● Leading - getting others to get the job done; maintaining morale; motivating
subordinates
● Controlling - setting standards such as sales quotas, quality standards, or
production levels; checking to see how actual performance compares with these
standards; taking corrective action as needed
Human resource management (HRM)
- The process of acquiring, training, appraising, and compensating employees, and
of attending to their labor relations, health and safety, and fairness concerns.
- HRM falls under the staffing function of the management process.
1) Why is HRM important to all Managers?
Avoid personnel mistakes, improve profits and performance: get results—through
people, you may spend some time as an hr manager, HR for small businesses.
2) The personnel Aspects of Management
Conducting job analyses (determining the nature of each employee’s job)
Planning labor needs and recruiting job candidates
Selecting job candidates
Orienting and training new employees
Managing wages and salaries (compensating employees)
Providing incentives and benefits
Appraisal performance
 Communication (interview, counseling, disciplining)
Training employees and developing managers
Building employee relations and engagement

3) Line and staff aspects of HRM

Authority
The right to make decisions, direct others’ work, and give orders (ra lệnh).
Line authority (Quyền hạn trực tuyến: là quyền hạn cho phép quản lí ra quyết
định và giám sát trực tiếp đối với cấp dưới).
Traditionally gives managers the right to issue orders to other managers or employees.
Superior (order giver) - subordinate (order receiver) relationship.
Staff authority (Quyền hạn tham mưu: là quyền cung cấp lời khuyên và dịch vụ
cho các nhà quản lí khác)
Gives a manager the right to advise other managers or employees.
Tạo ra an advisory relationship
Line management (người có quyền hạn trực tuyến là line management )
A manager who is authorized to direct the work of subordinates and is responsible for
accomplishing the organization’s tasks.
Staff management (người có quyền hạn tham mưu là staff management)
A manager who assists and advises line managers.
Staff managers generally run departments that are advisory or supportive, like
purchasing and human resource management. Human resource managers are usually
staff managers. They assist and advise line managers in areas like recruiting, hiring, and
compensation.
4) Line Managers’Human resource management responsibilities
- Placing the right person in the right job
- Starting new employees in the organization (orientation)
- Training employees for jobs that are new to them
- Improving the job performance of each person
- Gaining creative cooperation and developing smooth working relationships
- Interpreting the company’s policies and procedures
- Controlling labor costs
- Developing the abilities of each person
- Creating and maintaining departmental morale
- Protecting employees’ health and physical conditions
5) The human resource department
Recruiters: Use various methods including contacts within the community and
print and online media to search for qualified (tiêu chuẩn) job applicants.
Equal employment opportunity (EEO) representatives or affirmative action
coordinators: Investigate and resolve EEO grievances, examine (kiểm tra)
organizationalpractices for potential violations( vi phạm tiềm ẩn), and compile (biên
soạn) and submit EEO eports
Job analysts: Collect and examine detailed information about job duties to prepare
job descriptions.
Compensation managers: Develop compensation plans and handle the
employee benefits program.
Training specialists: Plan, organize, and direct training activities.
Labor relations specialists: Advise management on all aspects of union-
management relations.
6) Trends influence (shaping) HRM (5 cái)
a. Workforce Demographics and Diversity Trends (*)
The composition of the workforce will continue to change over the next few years;
specifically,it will continue to become more diverse with more women, minority (thiểu
số) group members,
and older workers in the workforce.
Race, nationality, gender
Sexual orientation, age
Religion, culture, personality
Work experience, education, and more
b. Trends in Jobs People Do (*)
Work has shifted from manufacturing jobs to service jobs.
In companies like Grab and Gojek, most workers are freelancers and independent
contractor-gig workers.
More jobs are becoming “high-tech.”
For managers, the challenge is that they have to manage such workers differently.
c. Technology & Workforce Trends (*)
Technology changes the nature of work and brings employment opportunities in
different occupations.
- technological change is affecting the nature of jobs.
- technology is changing how employers get human resource management
- tasks done.
Human Capital: emphasize workers’ knowledge, education, training, skills, and
expertise
d. Globalization & Competition Trade (*)
Refers to the tendency of firms to widen their business to new markets abroad
Globalization leads to more competition
These refer to companies extending their sales, ownership, and/or manufacturing to
new markets abroad.
 More competition means more pressure to lower costs, make employees more
productive,and do things better…
e. Ecomonis Challenges (*)
Although globalization supported a growing global economy, the past 10 or so years
were difficult economically:
- GDP fell
- The unemployment rate soon rose to more than 10%.
- Furthermore, the demand for workers is unbalanced.
f. Economic & Workforce Projections
Unemployment rate
Slow-growing labor force
Aging population
Unbalanced labor force
Six types of digital technologies are driving this transfer of
functionality from HR professionals to automation.
-Employers increasingly use social media—tools such as Twitter, Facebook, and
LinkedInto recruit new employees.
-Employers use mobile applications, to monitor employee location and to
provide digital photos at the facility clock-in location to identify workers.
-Employers use cloud computing which enables employers to monitor and report
on
things like a team’s goal attainment and to provide real-time evaluative feedback.
-Employers also use data analytics, which uses statistical techniques, algorithms,
and problem-solving to identify relationships among data for the purpose of solving
particular problems (such as what the ideal candidate’s traits are, or how can I tell in
advance which of my best employees is likely to quit?)
-Artificial intelligence (AI) basically means using computers to do tasks in
human-like ways.
-Augmented reality (AR) transforms huge amounts of data and superimposes
digital summaries and images on the physical world.
Strategic human resource management
Formulating and executing human resource policies and practices that produce the
employee competencies and behaviors the company needs to achieve its strategic
aims
employment engagement
The extent to which an organization’s employees are psychologically involved in,
connected to, and committed to getting their jobs done.
ethics
The principles of conduct governing an individual or a group; specifically, the
standards you use to decide what your conduct should be.
Leadership and Navigation The ability to direct and contribute to initiatives
and processes within the organization
Ethical Practice The ability to integrate core values, integrity, and accountability
throughout all organizational and business practices
Business Acumen The ability to understand and apply information with which to
contribute to the organization’s strategic plan
Relationship Management The ability to manage interactions to provide
service and to support the organization
Consultation The ability to provide guidance to organizational stakeholders
Critical Evaluation The ability to interpret information with which to make
business decisions and recommendations
Global and Cultural Effectiveness The ability to value and consider the
perspectives and backgrounds of all parties
Communication The ability to effectively exchange information with
stakeholders