Impacts of ChatGPT on Management Practices môn Principle of Management | Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh

Summary Principle of Management
Question 1. ChatGPT has appeared and caused some changes in the way management
works. What do you think about ChatGPT? Will it help or hinder organizational
performance? List out some possible advantages and disadvantages you might think of.
Don’t forget to provide examples to clarify your points. Answer: Advantages:
24/7 Availability: ChatGPT can be programmed to work around the clock, providing employees
with access to information and support whenever they need it. For example, if an employee needs
to update their personal information, they can simply message ChatGPT and get the job done.
Improved efficiency: ChatGPT can handle routine tasks such as scheduling appointments,
providing basic information, and answering frequently asked questions. This frees up human
employees to focus on more complex tasks and projects.
Reduced labor costs: If ChatGPT can take on some of the duties that would otherwise require a
human employee, then management could save money on labor costs. This could be especially
beneficial for small businesses or startups. Disadvantages:
Lack of personal touch: ChatGPT can be programmed to communicate in a conversational and
friendly way, but it still lacks the personal touch of human interaction. Some employees may view
ChatGPT as impersonal or robotic, which could hurt morale.
Limited capabilities: While ChatGPT can handle routine tasks, it may not be able to handle more
complex issues that require human judgment. For example, if an employee has a complaint about
a co-worker, ChatGPT may not have the interpersonal skills to resolve the issue effectively.
Data Security: ChatGPT’s access to organizational information can pose a security risk. It’s
important to ensure that ChatGPT’s access is limited to only what it needs to do its job and that
there are safeguards in place to prevent unauthorized access.
In conclusion, ChatGPT can be a helpful tool for managing routine tasks and providing
information, but it’s important to consider its limitations and potential risks. As with any new
technology, it’s important to test it out and gather feedback from employees to determine its
effectiveness in improving organizational performance.
Question 2. Top managers are responsible for
(1) Creating a context for change,
(2) Developing attitudes of commitment and ownership,
(3) Creating a positive organizational culture through words and actions.
(4) Monitoring their company's business environment.
Of these four dimensions, which ones do you think can also be significantly impacted by
the day-to-day actions of middle managers, first-line managers, and team leaders?
Explain the rationale for your answer. Answer:
All four dimensions can be significantly impacted by the day-to-day actions of middle managers,
first-line managers, and team leaders.
(1) Creating a context for change: Middle managers, first-line managers, and team leaders are
the ones who work closely with employees and can identify areas that need improvement and
changes that can be made to streamline processes. They can communicate this feedback to top
management and help create a context for change.
(2) Developing attitudes of commitment and ownership: Middle managers, first- line managers,
and team leaders are responsible for motivating and inspiring their team members to take
ownership of their work and be committed to the company's goals. They can lead by example
and encourage their team members to take pride in their work.
(3) Creating a positive organizational culture through words and actions: Middle managers,
first-line managers, and team leaders influence the daily interactions of employees and can
create a positive or negative organizational culture. They define values and set the tone for
behavior, which can determine the overall company culture. (4)
Monitoring the company's business environment: Middle managers, first- line managers,
and team leaders can also monitor the business environment and provide valuable insights to
top management. They can identify trends and changes in the market and provide feedback on
how the company can adapt to remain competitive.
In conclusion, the day-to-day actions of middle managers, first-line managers, and team leaders
can significantly impact all four dimensions that are the responsibility of top managers. It is
crucial for these managers to lead by example and take ownership of their responsibilities to
ensure organizational success.
Question 3. Compare and contrast the relative importance of the four characteristics that
companies look for in managers as they rise through the management hierarchy. That is,
describe the similarities and differences in these characteristics among lower, middle,
and upper-level managers and explain the reasons for the differences Answer:
As companies look for managers to hire for positions in different levels of management
hierarchy, they have specific characteristics in mind. These characteristics can be classified
under four categories: technical skills, human skills, conceptual skills, and motivation.
- Technical skills refer to the ability to perform specific tasks and use tools and techniques
relevant to the position. For instance, low-level managers may need technical skills like
proficiency in Microsoft Excel, while high-level managers require technical skills such as a
comprehensive understanding of financial statements. Technical skills’ importance decreases as
managers move up the hierarchy because they delegate technical work and focus more on g p y y g decision-making.
- Human skills are social and interpersonal skills that enable a manager to work effectively with
their peers, colleagues, and subordinates. All levels of managers need human skills, but the
importance of these skills increases as they progress through the hierarchy due to the
increased need for leadership and teamwork.
- Conceptual skills allow a manager to understand their organization's overall vision and
mission, and how all their actions and decisions fit into that larger scheme. For example,
upper-level managers require conceptual skills that enable them to develop strategies, while
middle-level managers require conceptual skills as they have to understand their department's
goals and align it with the company’s larger goals.
- Motivation allows managers to inspire and guide their employees towards a common goal. The
importance of motivation remains relatively constant throughout all levels of management hierarchy.
To summarize, there are similarities and differences in the four characteristics that companies
look for when hiring managers at different levels of management hierarchy. All managers need
at least some degree of technical skills, human skills, conceptual skills, and motivation.
However, the relative importance of each skill changes as managers move up the hierarchy,
indicating the increasing need for higher-level skills as one moves up the hierarchy.
Question 4. Describe the transition to management during the first year. Explain how this
illustrates the chapter's emphasis on human skills as being more important than
technical skills for success or failure in management. Answer:
The transition to management during the first year can be challenging as it requires a shift from
being an individual contributor to leading a team and being responsible for their work. During
this transition, new managers often struggle to balance their own work with the work of their
team members, set goals and expectations, provide feedback, and resolve conflicts.
In this context, the chapter's emphasis on human skills as being more important than technical
skills for success or failure in management is particularly relevant. Human skills refer to the
ability to work with and through people, to understand their needs and motivations, and to
communicate effectively with them.
New managers who possess strong human skills can quickly establish trust with their team
members, build strong relationships, and create a positive work environment that enables
employees to thrive. They are able to delegate work efficiently, provide clear communication,
and develop their employees’ skills. They can also anticipate potential conflicts and work to prevent them from escalating.
On the other hand, new managers who lack human skills may face challenges in building
effective relationships with their team members, communicating effectively, and resolving
conflicts. They may struggle to delegate work efficiently and develop their employees’ skills.
They may also face resistance from their team members due to a lack of trust and transparency.
In conclusion, the transition to management during the first year highlights the crucial role of
human skills in the success or failure of new managers. While technical skills are important,
they are not enough to ensure effective management. The ability to work with and through
people, build relationships, communicate effectively, and manage conflicts are key skills that
managers must possess to be successful.
Question 5. Identify and explain the three-step process that managers use to make sense
of changes in their external environments. Explain how environmental scanning
contributes to organizational performance Answer:
-The three-step process that managers use to make sense of changes in their external environments is as follows:
1. Environmental Scanning: In this step, managers gather information and conduct research to
identify the changes occurring in the external environment. This includes analyzing economic,
technological, political, legal, demographic and social trends that may impact an organization.
2. Interpretation: Once the information is gathered, managers analyze and interpret the data to
understand the implications of these changes on their organization. They look for patterns,
trends and potential opportunities or threats.
3. Response: Based on their interpretation, managers make decisions and take actions to
respond to the changes in the external environment. This may include adjusting their strategies,
changing their operations or seeking out new opportunities.
Environmental scanning contributes to organizational performance by providing managers with
the necessary information to anticipate and respond to changes in the external environment. By
keeping a constant watch on the environment, they are able to identify potential opportunities
and threats before they occur. This enables organizations to be more proactive and agile in their
decision- making, which can lead to higher performance and competitiveness in the market.
Question 6: Describe the key management skills that are essential for management
success. What is the importance of each type of skill to different levels of management
and why? As a student, what type of skills should you concentrate on most and why? Answer:
-There are several key management skills that are essential for management success, including:
1. Leadership skills: Ability to inspire, influence, and motivate the team to achieve the organizational objectives.
2. Communication skills: Ability to convey information effectively and efficiently to various
stakeholders and to listen actively to their feedback.
3. Strategic thinking and planning skills: Ability to create a vision, set goals,
develop plans, and execute them to achieve the organization's long-term success. 4.
Problem-solving skills: Ability to identify problems, analyze data, develop creative
solutions, and make informed decisions. 5.
Time management skills: Ability to prioritize tasks, set deadlines, delegate responsibilities, and manage time efficiently. 6.
Interpersonal skills: Ability to work effectively with people from different backgrounds, cultures, and personalities.
-The importance of each type of skill varies at different levels of management. For example, at
the entry-level, technical expertise and problem-solving skills may be more important, while at
higher levels, strategic thinking, leadership, and communication skills become critical for
managing complex organizational objectives and leading cross-functional teams.
-As a student, it is important to concentrate on developing fundamental skills such as
communication, problem-solving, time management, and interpersonal skills. These skills will
help students in their personal growth and career development and provide a solid foundation
for future management positions. Additionally, it is important for students to focus on developing
leadership skills through volunteering, internships, or extracurricular activities.
Question 7. List and describe the four characteristics of successful organizational
cultures. Explain what is meant by success in this context. Identify an organization that
you are aware of that seems to have a successful organizational culture. Characterize
that organization on each of these four dimensions. Can an organization still have a
successful culture if it is weak on one of these dimensions? Answer:
-The four characteristics of successful organizational cultures are:
1. Strong Core Values - Successful organizations have a clear set of values that
guide their decisions and actions. These values are shared by all members of the
organization and are reflected in everything the organization does.
2. Positive Workplace Environment - Successful organizations create a positive
workplace environment that fosters collaboration, innovation, and growth. They
promote a sense of community and encourage open communication.
3. Continual Learning and Development - Successful organizations prioritize
learning and development, both for their employees and for the organization as a
whole. They encourage continuous improvement and are always looking for ways
to innovate and stay ahead of the game.
4. Strong Leadership - Successful organizations have strong leaders who embody
the organization's values, inspire their team members, and are committed to the organization's goals.
-Success in this context means that the organization is able to achieve its goals and objectives
while maintaining a positive organizational culture that fosters collaboration, innovation, and growth.
-One organization that seems to have a successful organizational culture is Google. Google has
a strong set of core values that includes a focus on users, a commitment to innovation, and a
belief in the power of technology to make the world a better place. They have created a positive
workplace environment that includes perks like free meals, on-site fitness centers, and
opportunities for employees to work on passion projects. They prioritize learning and
development through programs like Google University and encourage their employees to take risks and innovate.
-An organization can still have a successful culture even if it is weak on one of these
dimensions. However, it may not be as successful in achieving its goals and objectives as an
organization that excels in all four dimensions. For example, an organization with a weak
leadership team may struggle to inspire its employees and achieve its goals, even if it has a
strong workplace environment and prioritizes learning and development.
Question 8. Describe the management by objectives (MBO) process. Which type of
manager would be responsible for MBO? What is the probable value of MBO to managers? Answer:
-The management by objectives (MBO) process involves setting specific measurable goals and
objectives with input from both the manager and the employee. The process typically involves the following steps:
1. Setting goals: The manager and employee work together to establish specific,
measurable goals that align with the organization's objectives.
2. Developing action plans: The employee creates an action plan outlining steps to achieve their goals.
3. Monitoring progress: The manager and employee monitor progress regularly, often
through formal progress reviews.
4. Evaluating performance: The manager evaluates the employee's performance
based on the progress made in achieving the goals.
5. Providing feedback: Based on the performance evaluation, the manager provides
feedback to the employee and discusses any needed adjustments to the goals or action plans.
- Any type of manager can be responsible for MBO, but managers who are results-oriented and
focused on productivity are most likely to use this approach.
- The probable value of MBO to managers is that it provides a clear focus for their teams and
enables them to prioritize tasks. It also encourages employee participation in the goal-setting
process, which increases ownership and accountability. Additionally, MBO can enhance
communication between managers and employees, increase job satisfaction, and improve
overall organizational performance.
Question 9: Explain the “power-distance” dimension of national culture? Why is the
“power-distance” dimension of national culture important in management? Answer:
The power-distance dimension of national culture refers to the extent to which people in a
society accept and expect power differences among individuals and groups. In high
power-distance cultures, there is a greater acceptance of unequal distribution of power and
authority, and people tend to defer to those in higher positions. In low power-distance cultures,
there is a greater emphasis on equality and a flatter hierarchy.
The power-distance dimension of national culture is important in management because it affects
how individuals and groups interact with each other in the workplace. In high power-distance
cultures, managers are expected to make decisions and give directions without much input from
subordinates. In these cultures, hierarchy and status are highly valued, and subordinates may
be hesitant to challenge or question their superiors. In contrast, in low power- distance cultures,
managers are expected to be more egalitarian and collaborative, and subordinates are
encouraged to question authority and provide input into decision-making.
Understanding the power-distance dimension of national culture is important for managers
working in a global context because it can impact communication, decision-making, and
organizational structure. Failing to recognize and adapt to cultural differences in power-distance
can lead to misunderstandings, conflict, and ineffective management practices.
Question 10. Compare and contrast the planning done at the top, middle, and bottom levels of an organization Answer:
At the top level of an organization, strategic planning is done to establish long- term goals and
objectives for the entire organization. Top-level planning involves top management, and it is
concerned with the overall direction of the organization. Top-level planning takes into account
the external environment, competition, and the organization's resources.
At the middle level of an organization, tactical planning is done to support the strategic plan.
Middle-level planning involves middle management, and it focuses on implementing the
strategic plan by setting specific objectives, developing action plans, and allocating resources.
Tactical planning also takes into account the internal environment of the organization.
At the bottom level of an organization, operational planning is done to implement the tactical
plan. Operational planning involves lower management and employees, and it is concerned with
day-to-day activities. Operational planning includes setting short-term goals, defining tasks, and
developing procedures and schedules.
In summary, the three levels of planning in an organization are interconnected and each level
builds on the previous level. Top-level planning sets the direction and goals for the organization,
middle-level planning translates the strategy into specific objectives and action plans, and
bottom-level planning ensures that the tactics are implemented correctly.
Question 11. A daughter of a well-known financier., she is currently in her first year of
college but has decided that she definitely wants to earn an MBA as soon as possible
after earning her four-year college degree. Outline the five steps in effective planning and
use these planning guidelines to develop an appropriate plan for her. Answer:
1. Define the objective: The first step in planning is to identify the objective. In this case, the
objective is to earn an MBA as soon as possible after earning a four-year college degree.
2. Assess the current situation: The next step is to assess the current situation. This includes
evaluating the student’s current academic standing, financial situation, and any commitments or
obligations that may affect her ability to pursue an MBA immediately after completing her undergraduate degree.
3. Develop a plan of action: Based on the objective and the current situation, the next step is to
develop a plan of action. This plan should include specific steps that the student must take to
achieve her goal. For example, she may need to research MBA programs, take the GMAT exam, and apply to schools.
4. Monitor and adjust the plan as necessary: The fourth step is to monitor progress and adjust
the plan as necessary. This includes making alternatives and writing down a planning script.
5. Implement the plan and evaluate results: The final step is to implement the plan. This means
taking action on the steps identified in the plan of action. For example, the student may need to
set aside time each day to study for the GMAT or research MBA programs online. The students
also need to set goal for expected outcome from the course.
Question 12. Describe a planning effort that you are acquainted with (either through
reading or personal experience), and explain how both the benefits and pitfalls of
planning described in the chapter were manifest in your case. Comment on the extent to
which your case seems to substantiate or refute the claims made in the text for the
benefits and pitfalls of planning. Answer:
example 1: mobile appliance start-up
One planning effort that I am acquainted with is the development of a new mobile application by
a startup company. The company had a vision of creating an innovative mobile app that would
solve a particular problem in a unique way, and they spent several months planning and
strategizing before beginning development.
One benefit of this planning effort was that the company was able to clearly define their goals
and objectives for the app, as well as their target audience and value proposition. This helped
ensure that the development process was focused and efficient, and that the resulting app was
well-suited to the needs of its intended users.
However, there were also several pitfalls that emerged during the planning process. For
example, the company struggled to accurately estimate the resources required to develop the
app, and ended up significantly underestimating the time and cost involved. This led to delays in
the development process and increased overall costs.
Additionally, the company found it difficult to accurately predict user behavior and preferences,
which made it challenging to design an app that truly resonated with its target audience. This
was compounded by the fact that the technology landscape was rapidly evolving, and the
company had to constantly adjust its plans and strategy in response to new developments.
Overall, I believe that my case largely substantiates the claims……..
example2: How to Set up a Reading Schedule (tham khảo mẫu example 1
ở trên rồi thay
thế bằng 1 số ý của reading book dưới đây)
Planning step (tham khảo):
- Pick a list of books you'd like to read.
- Determine when you will start reading your first book.
- Select the order in which you'd like to read the books on your reading list.
- Decide how many pages you will read every day. If you've decided that you'll read 5 pages per
day, count the number of pages in the book that you've selected to read first.
- Write the page span (1-5) down on paper next to your selected start date. It's also a great idea
to write your schedule up on the calendar, so you can track your reading progress by crossing
off the date when you've finished your reading for that day.
- Continue through the book, tracking where each stopping point will be. You may decide to
mark the stopping points in your book with a post-it or pencil mark, so the reading will seem mor e manageable.
- As you page through the book, you may decide to alter your reading schedule (add or subtract
pages for a particular day), so you'll stop and/or start on a new chapter or section of the book.
- Once you've determined the schedule for the first book, you can move on to the next book on
your reading list. Follow the same process of paging through the book to determine your
reading schedule. Don't forget to write the page numbers down next to the appropriate date on
a piece of paper and/or on your calendar.
Lý do mà strat có lợi (benefits) thì liệt kê những benefit mà sách mang lại. Lý do về
những khó khăn (pitfalls) khi lập strat mà k thành công theo lý thuyết (tham khảo):
Hidden barrier #1: Unclear values and conflicting priorities
Often, the underlying problem is not this or that strategy, but rather the process by which the strategy was formed
— or the lack of any such process. In these cases, strategy is often
developed by the leader along with the chief strategy or marketing executive and only then
communicated to the rest of the senior team for discussion. If the whole team is not involved
clarity and commitment are not possible.
Your organization is suffering from this barrier if you notice any of these signs:
● Lack of clearly defined and articulated direction
— strategy and values — to guide organizational behavior.