Tổ chức và cơ cấu tổ chức (Business Functions and Organisation) pps

http://www.bized.ac.uk Tổ chứcvàcơ cấutổ chức (Business Functions and Organisation) http://www.bized.ac.uk 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. http://www.bized.ac.uk Các chứcnăng kinh doanh - Business Functions • Human Resources • Sales and Marketing • Research and Development • Production/Operations • Customer Service • Finance and Accounts • Administration and IT http://www.bized.ac.uk 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) http://www.bized.ac.uk 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…) http://www.bized.ac.uk 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) http://www.bized.ac.uk 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) http://www.bized.ac.uk 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) http://www.bized.ac.uk Customer Service • Monitoring distribution • After-sales service • Handling consumer enquiries • Offering advice to consumers • Dealing with customer complaints • Publicity and public relations http://www.bized.ac.uk 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…) [...]... autonomous and powerful in decision making sense – Universities and hospitals are some examples http://www.bized.ac.uk Professional Bureaucracy http://www.bized.ac.uk Typical Organisation structures • Adhocracy Structure – Suited to complex and unstable environment – It has few rules and many plans – Remains flexible to ‘best fit’ the working environment – Authority structures are loose and ambiguous... business to make decisions (phân quyền) http://www.bized.ac.uk 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 http://www.bized.ac.uk Organisation Charts (sơ đồ tổ chức) Hierarchical Structure (trực tuyến) Managing Director Marketing Director... 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 http://www.bized.ac.uk • Simple Structure – Boss at the apex and everyone else as on operator(s) – Little formation of middle management – Direct... 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 http://www.bized.ac.uk Machine Bureaucracy http://www.bized.ac.uk Typical Organisation structures • Professional Bureaucracy Structure – Is governed by plans and rules, has a large operating core – Suited to... Organisation • Authority – the right to make decisions and carry out tasks (quyền hạn) • Span of control – the number of people a superior is responsible for (tầm hạn quản trị) • Chain of Command – the relationship between different levels of authority in the business (hệ thống chỉ huy – chuỗi chỉ huy) • Hierarchy – shows the line management in the business and who has specific responsibilities (cấp bậc quản... of Mintzberg’s Five) • The apex plays a large role, as do middle managers • Prone to miscommunication through the middle line • Tension often exists between head-quarters and divisions, especially with respect to information systems and their use • Each division will focus on a particular market Divisional Organisation Structure http://www.bized.ac.uk Advantages It allows quick response to competition... focus on results Divisional Organisation Structure http://www.bized.ac.uk Problems There is a high chance of coordination problems There could be a rivalry among divisions It might have a duplication of functions or resources http://www.bized.ac.uk Divisional Structure . http://www.bized.ac.uk Tổ chứcv cơ cấutổ chức (Business Functions and Organisation) http://www.bized.ac.uk Câu chuyệnvui • 4 ngườicótên: Tấtcả, Ai đó, Bấtkỳ ai và Không ai • Có . làm. http://www.bized.ac.uk Các chứcnăng kinh doanh - Business Functions • Human Resources • Sales and Marketing • Research and Development • Production/Operations • Customer Service • Finance and Accounts • . Motivation (động viên, đãi ngộ) • Professional development and training (phát triểnvàđào tạo) • Health and safety and conditions at work (sứckhỏe, an toàn, điềukiệnlàmviệc) • Liaison