Tổ

chứcvàcơ

cấutổ

chức

(Business Functions
and Organisation)

Câu chuyệnvui
•

4 ngườicótên: Tấtcả, Ai đó, Bấtkỳ

ai

và

Không

ai
•

Có

một

nhiệmvụ

quan

trọng

cầnphảilàm

và

sếp

đã

đề

nghị

Tấtcả

phải

hoàn

thành.
Tấtcả

thì

nghĩ


rằng

Ai đósẽ

làm. Bấtkỳ

ai

cũng

có

thể

làm

đượcviệcnày. VàKhôngai

đãkhônglàmgìcả.
•

Ai đó

đãtứcgiậnvìchorằng

đólàcông

việccủaTấtcả. Tấtcả

thì


đãnghĩ

rằng

Bất

kỳ

ai

cũng

đãcóthể

làm

được, nhưng

Không

ai

chịulàmnênTấtcả

không

làm.
•


Cuối

cùng

Tấtcả

đổ

lỗichoAi đókhimà

Không

ai

làm

điềumàBấtkỳ

ai

cũng

có

thể

làm.

Các


chứcnăng

kinh

doanh

-

Business Functions
•

Human Resources
•

Sales and Marketing
•

Research and Development
•

Production/Operations
•

Customer Service
•

Finance and Accounts
•

Administration and IT


Human Resources
•

Recruitment and retention (tuyểndụng)
–

Job descriptions
–

Person Specifications
•

Planning (hoạch

định

nhân

lực)
•

Motivation (động

viên, đãi

ngộ)
•

Professional development and training (phát


triểnvàđào

tạo)
•

Health and safety and conditions
at work (sứckhỏe, an toàn, điềukiệnlàmviệc)
•

Liaison with trade unions (công

đoàn, QHXH)

Sales and Marketing
•

Market research (Nghiên

cứu

TT)
•

Promotion strategies (Chiếnlượcxúctiến)
•

Pricing strategies (chiếnlượcgiá)
•


Sales strategies (chiếnlượcbánhàng)
•

The sales team (độingũ

bán

hàng)
•

Product –

advice on new product
development, product improvement, extension
strategies, target markets (sảnphẩm–tư

vấn

sảnphẩmmới, phát

triểnsảnphẩm, thị

trường

mụctiêu…)

Research and Development
•

New product development (SP

mới)
•

Competitive advantage (lợithế

cạnh

tranh)
•

Value added (giá

trị

gia

tăng)
•

Product testing (thử

nghiệm)
•

Efficiency gains (hiệusuất)
•

Cost savings (tiếtkiệm

chi phí)


Finance and Accounts
•

Cash flow (dòng

ngân

quỹ)
–

Monitoring income/revenue
–

Monitoring expenditure
•

Raising finance (nguồnvốn)
–

Shares (chủ

sở

hữu)
–

Loans (vay)
•


Links with all other functional areas
(quan

hệ

vớicácchứcnăng

khác)

Production/Operations (sảnxuất

–tácnghiệp)
•

Acquiring resources (nhu

cầunguồnlực)
•

Planning output –

labour, capital, land
(hoạch

định

đầura–laođộng, vốn, đất)
•

Monitoring costs (quảnlýphí)

•

Projections on future output (dự

báo

đầu

ra)
•

Production methods (phương

pháp

sx)
•

Efficiency (hiệusuất)

Customer Service
•

Monitoring distribution
•

After-sales service
•

Handling consumer enquiries

•

Offering advice to consumers
•

Dealing with customer complaints
•

Publicity and public relations

Business Organisation
•

Organisation by type
•

Global

businesses –

complex organisation
structures (toàn

cầu)
•

National

–


organisation possibly stretches
throughout the country (quốcgia)
•

Regional

–

could be through a county or
wider area (North West, South East, etc.) (khu

vực)
•

Local

–

small organisations serving local area
or community (vùng, tỉnh…)

Business Organisation
•

Authority

–

the right to make decisions and carry out
tasks (quyềnhạn)

•

Span of control

–

the number of people a superior
is responsible for (tầmhạnquảntrị)
•

Chain of Command

–

the relationship between
different levels of authority in the business (hệ

thống

chỉ

huy

–

chuỗichỉ

huy)
•


Hierarchy

–

shows the line management
in the business and who has specific responsibilities (cấp

bậcquảntrị)
•

Delegation

–

authority to carry out actions
passed from superior to subordinate (ủyquyền)
•

Empowerment

–

giving responsibilities to people
at all levels of the business to make decisions (phân

quyền)

Administration and IT
•Managing estates


–

cleaning, health
and safety, maintenance, security
•Reception
•Clerical work

–

reporting, recording,
record keeping, communication
•Overview of quality control
•Use of IT systems

Organisation Charts (sơđồ

tổ

chức)
Hierarchical Structure (trựctuyến)
Managing Director
Sales Director
Marketing
Director
Finance Director
A B C D
Market
Research
Strategy
Purchasing

Manager
Sales
Manager
Accounts
Manager

Organisation Charts
MD
Middle
Management
Workers
Pyramidal Structure
Tháp

quảntrị
Senior
Management

Organisation Charts
R&D
Marketing Sales
Production
Finance
MD
Centralised/Entrepreneurial
(tập

trung/phù

hợpvớicácDN nhỏ)


Organisation Charts
Sales
Marketing
Production
Accounts
Collaborative (hợptác)

Organisation Charts
Marketing Sales
ProductionFinance
R&D
Circular/Flat
(quy

trình

nghiệpvụ)

Organisation Charts
Project
Marketing
R&D
Sales
Finance
HR
Production
Matrix Structure (ma trận)

Organisation Charts

•

Changes to business structures
•

Linked to new thinking on
leadership and management
•

Less hierarchical
•

Emphasis on communication
and collaboration between sections
•

Global businesses –

more complex
structures

Typical Organisation
Structures
•

Simple Structure
–

Boss


at the apex

and everyone else as on
operator(s)
–

Little formation of middle management
–

Direct Supervision by the owner
–

Applies

in small organisations
–

Dependant on the skill of the
owner/manager
–

Information Systems tend to be unplanned

Simple Structure Form
Diagram

Typical Organisation
Structures
•


Machine Bureaucracy structure
– Is the classic organisation structure
– Enormously efficient
– It runs according to standardised

procedures.
– Can create tensions from the top
down, in terms of decision making.
– Centralised

decision making and
information systems

Machine Bureaucracy

Typical Organisation
structures
•

Professional Bureaucracy Structure
– Is governed by plans and rules, has a
large operating core
– Suited to complex but stable
environment
– Has rules but no plans
– Staff are relatively autonomous and
powerful in decision making sense
– Universities and hospitals are some
examples


Professional Bureaucracy