Quay roi Onh d~c (Sexual harrasment) Hanh vi dug<: tM hi~n qua nhihlg lOl noi co tinh ggi tlnh, sg d(lng ch')m thl! xac khang mong mu6n va nhihlg Uri tan dnh, de nghi ve tinh d~c ho~c lOl noi hay hilnh vi mang ban chat tlnh dlfC.
Quy dinh (Rule) Vim ban quy dinh ro rang cho biet cac nha quAIl Iy pbai lilm gl va khong dU<;1c lilm gl.
Qui d!nh d~o dllc (Code of ethics) Kh~ng djnh ehfnh thue ve eae gia tri C(J ban va cae quy tie d~o duc trong cong ty rna cac nhlln vien phai tuan Ihu.
Quy trlnh (Procedure) M(lt 101).t cac buac n6i tiep co quan h~ tUCIIlg h6 co thi! dug<: sir d~ng di! gii'li quyel m">l van de xac djnh.
Quyen h,rc (Power) Khi'! nang gay anh hm'mg 1m cae quyel dinh.
Quyen h,rc ep buQc (Coercive power) Quyen "!C dl!a Iren C(J sa sg sg haL
s
Sang kien (Innovation) Qua Irlnh dua ra m9t Y tuang sang ~o va bien no thanh san ph1lm, djch ~ ho~c phuCIIlg phap ho~t d(lng hihl feh.
SII m~ng (Mission) MlfC dich cua m9t cong ty.
Sl!da d~ng ciia Il!c Irn;mg lao d<Jng (Workforce diversity) Sgkhac nhau ve gim,
chung t¢c, dlln t,,>c, ho~c cac diem khac ella nguOl lao d(lng Irong cae cong ty. SI! nghi¢p (Career) Chu6i cac dja vi rna m,,>t nguai nfun giu trong cu,,>c dOl cua
minh.
51,1' thay d6i (Change) M,,>t sl! thay d6i ve con nguOl, C(J cau ho~c cong ngh~. 51! thoa hi¢p (Compromise) M">t giiii phap de giiii quyet mau thuan trong do m6i
btn hy sinh mQt s61gi feh ella mlnh.
SI,I' tuang d6ng co tlnh cMt gia dinh (Assumed similarity) Tin rling nhihlg
nguOl khac cOng gi6ng nhu minh. T
Tac nhan tbay d6i (Change agents) NguOl hanh dQng nhu Ia xuc tac va quan Iy
qua mnh thay d6i.
Tam quan trqng cua nhi~IIII v~ (Task significance) Muc d,,> rna m,,>! cong vi~c
co Imh huang dang ke den cUQc s6ng hay cong vi~ cua nguOl khac.
T~p trung bOa (Centralization) SI! t~p trung tham quyen ra quyet djnh clla nha quan Iy clfp cao.
Thai dq (Attitudes) Quan diem danh gia ve cac d6i tuqng, con nguOi ho*c sl!
ki~n.
Thiim quyen (Authority) Ole quyen thu9c ve ml?t vj trl qUlin Iy trong vi~ dua ra cae m~nh I~nh va trong eha chUng duge thl!c hi~n.
ThAm quyen ghin tiep (Staff Authority) Thilm quyen ung hI?, hO trq va tu van
eho nhfrng ngum co tham quyen theo tuyen.
Thiim quyen theo tuyen (Line authority) Thilm quyen cho phep m(lt ngum quan
Iy chi d~o cong vi~c cua clfp dtr6i.
Thi hanh (Implementation) Chuyen till quyet djnh tm nhfrng ngum lien quan va lam cho hQ cam ket d6i vm quyet djnh do.
Thiel ke rung vi~c Uob design) Olch thuc cac nhi~ VI} ket hgp vm nhau de t~o
thanh cac cong vi~c hoan chinh.
Thiet ke t6 chile (Organization design) Vi~c xay dtplg ho*c thay ddi C(J c1fu cua m(lt cong ty.
Thong di~p (Message) M(lt ml}c dich dn dugc truycln d~t.
Thi'Ji gian hOl,lt dqng (Discretionary time) Luqng thm gian co tM kiem soot dugc
clla ngum quan ly.
Thi'Ji gian lam vi~c linh hOl,lt (thOi gian linh hOl,lt) (Flexible work hours) H~ ~~~~~~~~~~~c~~ti~~_~
gia nMt djnh trong tuan nhtrng dugc tl! do thay d6i gia lam vi~ clla minh trong gim h~n nMt djnh.
Thi'Ji gian phuc dap (Response time) Luqng thm gian khOng kiim soat dugc, bO
ra de tra 1m cac yeu d.u, m~nh I~nh va cac v1fn de do ngum kMc dua ra.
Thuyet lanh dl,lO thoo tinh hu6ng (Situational leadership theory) Ml?t Iy thuyet
ng!u hUng cho rfing liinh <40 can phil hgp vm hoan canh, d*c bi~t la kha nang va trinh dl? clladp dum.
Thlfang thuyet (Negotiation) Qua trlnh hai hay nhieu ben trao d6i hang hoa hay
djch Vl,l va dl! dinh th6ng nMt ve gia trao d6i chUng.
Thlfang thuyet ~p th~ (Collective bargaining) Qua trinh dam phan ml?t thoa
thu~n nghi~p doan va vi~c'thi hanh thoa tllU~n d6 sau khi dii dam pMn xong. Tiep c(in dinh Ilfqng (Quantitative approach) Vi~c sir d~g cac phllang phap djnh lllqng M cai tien qua trinh dua ra quyet djnh.