{"id":1803,"date":"2013-07-03T18:51:44","date_gmt":"2013-07-03T11:51:44","guid":{"rendered":"http:\/\/science-technology.vn\/?p=1803"},"modified":"2013-07-03T18:51:44","modified_gmt":"2013-07-03T11:51:44","slug":"he-thong-quan-li-moi","status":"publish","type":"post","link":"https:\/\/science-technology.vn\/?p=1803","title":{"rendered":"H\u1ec7 th\u1ed1ng qu\u1ea3n l\u00ed m\u1edbi"},"content":{"rendered":"

H\u1ec7 th\u1ed1ng qu\u1ea3n l\u00ed m\u00e0 nhi\u1ec1u c\u00f4ng ti \u0111ang d\u00f9ng ng\u00e0y nay d\u1ef1a tr\u00ean l\u00ed thuy\u1ebft c\u1ee7a th\u1eddi \u0111\u1ea1i c\u00f4ng nghi\u1ec7p th\u1ebf k\u1ec9 19. V\u00e0o th\u1eddi \u0111\u00f3, x\u00e3 h\u1ed9i \u0111\u00e3 \u0111\u01b0\u1ee3c chuy\u1ec3n t\u1eeb c\u00f4ng vi\u1ec7c n\u00f4ng nghi\u1ec7p sang c\u00f4ng nghi\u1ec7p. Ph\u1ea7n l\u1edbn c\u00f4ng nh\u00e2n \u0111\u1ec1u l\u00e0 n\u00f4ng d\u00e2n v\u1edbi k\u0129 n\u0103ng h\u1ea1n ch\u1ebf trong c\u00f4ng nghi\u1ec7p cho n\u00ean Adam Smith \u0111\u00e3 khuy\u00ean c\u00e1c c\u00f4ng ti chia nh\u1ecf qui tr\u00ecnh s\u1ea3n xu\u1ea5t ph\u1ee9c t\u1ea1p th\u00e0nh c\u00e1c nhi\u1ec7m v\u1ee5 nh\u1ecf h\u01a1n n\u01a1i c\u00f4ng nh\u00e2n c\u00f3 th\u1ec3 \u0111\u01b0\u1ee3c hu\u1ea5n luy\u1ec7n \u0111\u1ec3 l\u00e0m ch\u1ec9 m\u1ed9t nhi\u1ec7m v\u1ee5. Trong h\u1ec7 th\u1ed1ng n\u00e0y, c\u00f4ng nh\u00e2n ch\u1ec9 l\u00e0 m\u1ed9t m\u1ea5u r\u0103ng trong h\u1ec7 th\u1ed1ng d\u00e2y chuy\u1ec1n l\u1eafp r\u00e1p c\u1ee7a c\u01a1 x\u01b0\u1edfng. H\u1ecd kh\u00f4ng c\u1ea7n ngh\u0129 nh\u01b0ng ph\u1ea3i tu\u00e2n theo m\u1ec7nh l\u1ec7nh t\u1eeb ng\u01b0\u1eddi qu\u1ea3n l\u00ed. Ng\u01b0\u1eddi qu\u1ea3n l\u00ed ki\u1ec3m so\u00e1t m\u1ecdi ho\u1ea1t \u0111\u1ed9ng, ra m\u1ecdi quy\u1ebft \u0111\u1ecbnh \u1edf m\u1ee9c c\u1ee7a h\u1ecd, v\u00e0 b\u00e1o c\u00e1o cho h\u1ec7 th\u1ed1ng qu\u1ea3n l\u00ed theo c\u1ea5p b\u1eadc, n\u01a1i ch\u1ec9 \u0111\u1ea1o \u0111\u01b0\u1ee3c ki\u1ec3m so\u00e1t t\u1eeb tr\u00ean \u0111\u1ec9nh. L\u00ed thuy\u1ebft c\u1ee7a Adam Smith \u0111\u00e3 ti\u1ebfn ho\u00e1 th\u00e0nh h\u1ec7 th\u1ed1ng qu\u1ea3n l\u00ed, \u0111\u01b0\u1ee3c d\u1ea1y r\u1ed9ng r\u00e3i trong c\u00e1c \u0111\u1ea1i h\u1ecdc tr\u00ean to\u00e0n th\u1ebf gi\u1edbi trong su\u1ed1t th\u1ebf k\u1ec9 20. N\u00f3 tr\u1edf th\u00e0nh n\u1ec1n t\u1ea3ng cho \u0111\u00e0o t\u1ea1o qu\u1ea3n l\u00ed, \u0111\u1eb7c bi\u1ec7t trong m\u1ed9t s\u1ed1 ch\u01b0\u01a1ng tr\u00ecnh th\u1ea1c s\u0129 qu\u1ea3n tr\u1ecb kinh doanh \u00a0(MBA).<\/span><\/p>\n

Ng\u00e0y nay x\u00e3 h\u1ed9i \u0111ang d\u1ecbch chuy\u1ec3n t\u1eeb c\u00f4ng vi\u1ec7c c\u00f4ng nghi\u1ec7p sang tri th\u1ee9c. Ph\u1ea7n l\u1edbn c\u00f4ng nh\u00e2n \u0111\u1ec1u c\u00f3 gi\u00e1o d\u1ee5c cao v\u1edbi k\u0129 n\u0103ng chuy\u00ean m\u00f4n ho\u00e1 v\u00e0 h\u1ecd \u0111\u01b0\u1ee3c \u0111\u00e0o t\u1ea1o \u0111\u1ec3 ngh\u0129 v\u00e0 ra quy\u1ebft \u0111\u1ecbnh \u1edf m\u1ee9c c\u1ee7a h\u1ecd. \u0110\u00f3 l\u00e0 l\u00ed do t\u1ea1i sao l\u00ed thuy\u1ebft c\u1ee7a Adam Smith v\u1ec1 qu\u1ea3n l\u00ed kh\u00f4ng c\u00f2n h\u1ee3p th\u1ee9c n\u1eefa nh\u01b0ng c\u00e1c c\u00f4ng ti v\u1eabn d\u00f9ng h\u1ec7 th\u1ed1ng l\u1ed7i th\u1eddi n\u00e0y. \u1ede nhi\u1ec1u ch\u1ed7, c\u00f4ng nh\u00e2n kh\u00f4ng \u0111\u01b0\u1ee3c ph\u00e9p ra quy\u1ebft \u0111\u1ecbnh m\u00e0 ph\u1ea3i \u0111\u1ee3i ng\u01b0\u1eddi qu\u1ea3n l\u00ed cho m\u1ec7nh l\u1ec7nh. Ng\u01b0\u1eddi qu\u1ea3n l\u00ed kh\u00f4ng mu\u1ed1n ra quy\u1ebft \u0111\u1ecbnh v\u00ec h\u1ecd s\u1ee3 ph\u1ea1m sai l\u1ea7m cho n\u00ean h\u1ecd \u0111\u1ee3i ch\u1ec9 \u0111\u1ea1o t\u1eeb b\u00ean tr\u00ean. Ng\u01b0\u1eddi qu\u1ea3n l\u00ed c\u1ea5p cao nh\u1ea5t th\u01b0\u1eddng b\u1eadn r\u1ed9n v\u00e0 b\u1ecb tr\u00e0n ng\u1eadp b\u1edfi nhi\u1ec1u th\u00f4ng tin t\u1eeb d\u01b0\u1edbi cho n\u00ean h\u1ecd ch\u1ec9 ra quy\u1ebft \u0111\u1ecbnh khi h\u1ecd ph\u1ea3i ra, th\u01b0\u1eddng khi s\u1ef1 vi\u1ec7c l\u00e0 kh\u1ea9n c\u1ea5p. \u0110\u00f3 l\u00e0 l\u00ed do t\u1ea1i sao m\u1ecdi s\u1ef1 ch\u1eadm ch\u1ea1p; \u0111\u00f3 l\u00e0 l\u00ed do t\u1ea1i sao kh\u00f4ng ai ch\u1ecbu tr\u00e1ch nhi\u1ec7m cho b\u1ea5t k\u00ec c\u00e1i g\u00ec; \u0111\u00f3 l\u00e0 l\u00ed do t\u1ea1i sao nhi\u1ec1u c\u00f4ng ti kh\u00f4ng hi\u1ec7u qu\u1ea3, n\u0103ng su\u1ea5t c\u1ee7a h\u1ecd th\u1ea5p, ch\u1ea5t l\u01b0\u1ee3ng c\u1ee7a h\u1ecd k\u00e9m, v\u00e0 chi ph\u00ed c\u1ee7a h\u1ecd cao.<\/p>\n

Trong th\u1ebf gi\u1edbi thay \u0111\u1ed5i nhanh ch\u00f3ng n\u00e0y nhi\u1ec1u \u0111i\u1ec1u \u0111ang x\u1ea3y ra v\u1edbi t\u1ed1c \u0111\u1ed9 c\u1ee7a internet. H\u1ec7 th\u1ed1ng qu\u1ea3n l\u00ed c\u1ee7a Adam Smith \u0111\u00e3 tr\u1edf th\u00e0nh quan li\u00eau, m\u1ecdi s\u1ef1 b\u1ecb n\u1eb7ng g\u00e1nh trong c\u00e1c cu\u1ed9c h\u1ecdp v\u00e0 c\u00f4ng vi\u1ec7c gi\u1ea5y t\u1edd, nh\u01b0ng v\u1eabn kh\u00f4ng c\u00f3 ch\u1ec9 \u0111\u1ea1o hay quy\u1ebft \u0111\u1ecbnh cho t\u1edbi khi qu\u00e1 tr\u1ec5. \u0110\u00f3 l\u00e0 l\u00ed do t\u1ea1i sao trong hai m\u01b0\u01a1i n\u0103m qua, nhi\u1ec1u c\u00f4ng ti ra kh\u1ecfi kinh doanh khi h\u1ecd \u0111\u1ed1i di\u1ec7n v\u1edbi c\u1ea1nh tranh t\u1eeb c\u00e1c c\u00f4ng ti hi\u1ec7u qu\u1ea3 h\u01a1n. Theo m\u1ed9t kh\u1ea3o c\u1ee9u m\u1edbi, 87% c\u00e1c c\u00f4ng ti \u0111ang t\u1ed3n t\u1ea1i t\u1eeb \u0111\u1ea7u th\u1ebf k\u1ec9 20 \u0111\u00e3 ph\u00e1 s\u1ea3n, s\u1ed1 c\u00f2n l\u1ea1i \u0111ang v\u1eadt l\u1ed9n v\u00e0 c\u00f3 l\u1ebd c\u0169ng ra \u0111i s\u1edbm. Ch\u1ec9 v\u00e0i c\u00f4ng ti c\u00f3 th\u1ec3 th\u00edch \u1ee9ng v\u1edbi vi\u1ec7c s\u1ed1ng c\u00f2n hi\u1ec7u qu\u1ea3 h\u01a1n. V\u1edbi to\u00e0n c\u1ea7u ho\u00e1 c\u1ea1nh tranh s\u1ebd x\u1ea3y ra tr\u00ean to\u00e0n th\u1ebf gi\u1edbi. C\u00e1c c\u00f4ng ti s\u1ebd \u0111\u1ed1i di\u1ec7n v\u1edbi nh\u1eefng k\u1ebb c\u1ea1nh tranh trong n\u01b0\u1edbc h\u1ecd v\u00e0 t\u1eeb c\u00e1c n\u01b0\u1edbc kh\u00e1c n\u1eefa. Ng\u01b0\u1eddi ta d\u1ef1 \u0111o\u00e1n r\u1eb1ng trong v\u00f2ng v\u00e0i n\u0103m t\u1edbi, nhi\u1ec1u c\u00f4ng ti s\u1ebd th\u00f4i t\u1ed3n t\u1ea1i.<\/p>\n

Trong th\u1eddi \u0111\u1ea1i c\u00f4ng nghi\u1ec7p, t\u00e0i s\u1ea3n c\u00f4ng ti l\u00e0 nh\u1eefng th\u1ee9 v\u1eadt l\u00ed nh\u01b0 ti\u1ec7n nghi, v\u1eadt t\u01b0 v\u00e0 trang thi\u1ebft b\u1ecb. Ng\u01b0\u1eddi ch\u1ee7 \u0111\u1ea7u t\u01b0 ti\u1ec1n v\u00e0 s\u1edf h\u1eefu c\u00e1c t\u00e0i s\u1ea3n n\u00e0y. C\u00f4ng nh\u00e2n \u0111\u01b0\u1ee3c thu\u00ea \u0111\u1ec3 l\u00e0m vi\u1ec7c. Trong th\u1eddi \u0111\u1ea1i tri th\u1ee9c, t\u00e0i s\u1ea3n v\u1eadt l\u00ed kh\u00f4ng c\u00f2n quan tr\u1ecdng v\u00ec ch\u00fang d\u1ec5 d\u00e0ng \u0111\u01b0\u1ee3c nh\u00e2n b\u1ea3n, b\u1ea5t k\u00ec c\u00f4ng ti n\u00e0o c\u0169ng c\u00f3 th\u1ec3 c\u00f3 c\u00e1c ti\u1ec7n nghi, trang thi\u1ebft b\u1ecb v\u00e0 v\u1eadt t\u01b0 t\u01b0\u01a1ng t\u1ef1 cho n\u00ean \u01b0u th\u1ebf l\u00e0 \u1edf tri th\u1ee9c v\u00e0 k\u0129 n\u0103ng c\u1ee7a c\u00f4ng nh\u00e2n. Trong th\u1eddi \u0111\u1ea1i tri th\u1ee9c, c\u00f4ng nh\u00e2n \u0111\u01b0\u1ee3c \u0111\u00e0o t\u1ea1o \u0111\u1ec3 ra quy\u1ebft \u0111\u1ecbnh v\u1ec1 c\u00f4ng vi\u1ec7c c\u1ee7a h\u1ecd. Vai tr\u00f2 c\u1ee7a ng\u01b0\u1eddi qu\u1ea3n l\u00ed kh\u00f4ng c\u00f2n l\u00e0 nh\u00e0 t\u01b0 t\u01b0\u1edfng, ki\u1ec3m so\u00e1t v\u00e0 ra l\u1ec7nh m\u00e0 tr\u1edf th\u00e0nh ng\u01b0\u1eddi t\u1ea1o \u0111i\u1ec1u ki\u1ec7n v\u00e0 ng\u01b0\u1eddi \u0111i\u1ec1u ph\u1ed1i. Ph\u1ea7n l\u1edbn c\u00f4ng vi\u1ec7c kh\u00f4ng c\u00f2n \u0111\u01b0\u1ee3c chia th\u00e0nh c\u00e1c nhi\u1ec7m v\u1ee5 nh\u1ecf m\u00e0 \u0111\u01b0\u1ee3c t\u00edch h\u1ee3p v\u00e0 k\u1ebft n\u1ed1i \u0111\u1ea7y \u0111\u1ee7. C\u00f4ng nh\u00e2n kh\u00f4ng l\u00e0m vi\u1ec7c \u1edf ch\u1ed7 c\u00f4 l\u1eadp, ch\u1ec9 l\u00e0m m\u1ed9t th\u1ee9 m\u00e0 l\u00e0m vi\u1ec7c trong t\u1ed5 v\u1edbi tr\u00e1ch nhi\u1ec7m chung. \u0110\u1ec3 \u0111\u00e1p \u1ee9ng m\u1ee5c \u0111\u00edch doanh nghi\u1ec7p, c\u00f4ng ti ph\u1ea3i khuy\u1ebfn kh\u00edch ki\u1ec3u c\u1ed9ng t\u00e1c v\u00e0 chia s\u1ebb th\u00f4ng tin trong c\u00e1c th\u00e0nh vi\u00ean t\u1ed5. Ng\u01b0\u1eddi ch\u1ee7 tr\u01b0\u01a1ng vi\u1ec7c t\u1ea1o ra h\u1ec7 th\u1ed1ng qu\u1ea3n l\u00ed m\u1edbi cho th\u1ebf k\u1ec9 21 l\u00e0 Peter F. Drucker. Ngay t\u1eeb \u0111\u1ea7u nh\u1eefng n\u0103m 1940 \u00f4ng \u1ea5y \u0111\u00e3 ph\u00ea b\u00ecnh vi\u1ec7c ki\u1ec3m so\u00e1t t\u1eadp trung qu\u1ea3n l\u00ed c\u1ee7a Adam Smith l\u00e0 kh\u00f4ng hi\u1ec7u qu\u1ea3 v\u00e0 \u0111\u00e3 \u0111\u01b0a v\u00e0o \u00fd t\u01b0\u1edfng v\u1ec1 phi t\u1eadp trung ho\u00e1 \u0111i\u1ec1u tr\u1edf th\u00e0nh nguy\u00ean l\u00ed n\u1ec1n t\u1ea3ng cho h\u1ea7u h\u1ebft m\u1ecdi c\u00f4ng ti l\u1edbn tr\u00ean th\u1ebf gi\u1edbi ng\u00e0y nay. \u00d4ng \u1ea5y l\u00e0 ng\u01b0\u1eddi \u0111\u1ea7u ti\u00ean c\u00f4ng b\u1ed1 r\u1eb1ng c\u00f4ng nh\u00e2n n\u00ean \u0111\u01b0\u1ee3c \u0111\u1ed1i x\u1eed nh\u01b0 t\u00e0i s\u1ea3n, kh\u00f4ng nh\u01b0 ti\u00eau s\u1ea3n \u0111\u01b0\u1ee3c thu\u00ea v\u00e0 b\u1ecb sa th\u1ea3i khi c\u1ea7n. Trong nh\u1eefng n\u0103m 1950, \u00f4ng \u1ea5y \u0111\u00e3 ch\u1ee7 tr\u01b0\u01a1ng r\u1eb1ng c\u00f4ng ti ph\u1ea3i \u0111\u01b0\u1ee3c x\u00e2y d\u1ef1ng d\u1ef1a tr\u00ean tin c\u1eady v\u00e0 k\u00ednh tr\u1ecdng c\u00f4ng nh\u00e2n ch\u1ee9 kh\u00f4ng ph\u1ea3i l\u00e0 c\u00e1i m\u00e1y sinh l\u1eddi b\u1eb1ng d\u00e2y chuy\u1ec1n l\u1eafp r\u00e1p. \u00dd t\u01b0\u1edfng c\u1ee7a \u00f4ng \u1ea5y \u0111\u00e3 \u0111\u01b0\u1ee3c \u00e1p d\u1ee5ng r\u1ed9ng r\u00e3i trong c\u00e1c c\u00f4ng ti Nh\u1eadt B\u1ea3n \u0111\u1ec3 \u0111\u1ea1t t\u1edbi ch\u1ea5t l\u01b0\u1ee3ng v\u00e0 hi\u1ec7u qu\u1ea3 trong c\u01a1 x\u01b0\u1edfng c\u1ee7a h\u1ecd. C\u1ea3 qu\u1ea3n l\u00ed ch\u1ea5t l\u01b0\u1ee3ng to\u00e0n b\u1ed9 c\u1ee7a Toyota v\u00e0 ch\u01b0\u01a1ng tr\u00ecnh ph\u00e1t ki\u1ebfn hi\u1ec7u qu\u1ea3 c\u1ee7a Honda \u0111\u1ec1u c\u00f3 g\u1ed1c r\u1ec5 trong l\u00ed thuy\u1ebft c\u1ee7a Drucker. \u00d4ng \u1ea5y \u0111\u00e3 l\u00e0m r\u00f5 r\u00e0ng r\u1eb1ng th\u1ef1c h\u00e0nh “l\u00e0m ti\u1ec1n nhanh ch\u00f3ng, b\u1ea5t l\u01b0\u01a1ng” c\u1ee7a nhi\u1ec1u c\u00f4ng ti s\u1ebd kh\u00f4ng k\u00e9o d\u00e0i trong “th\u1ecb tr\u01b0\u1eddng m\u1edf r\u1ed9ng” v\u00ec “kh\u00f4ng doanh nghi\u1ec7p n\u00e0o c\u00f3 th\u1ec3 k\u00e9o d\u00e0i m\u00e0 kh\u00f4ng c\u00f3 kh\u00e1ch h\u00e0ng,” cho n\u00ean tho\u1ea3 m\u00e3n c\u1ee7a kh\u00e1ch h\u00e0ng ph\u1ea3i l\u00e0 m\u1ee5c \u0111\u00edch c\u1ee7a doanh nghi\u1ec7p thay v\u00ec ch\u1ec9 l\u1ee3i nhu\u1eadn. Tronh nh\u1eefng n\u0103m 1970, \u00f4ng \u1ea5y l\u00e0 ng\u01b0\u1eddi \u0111\u1ea7u ti\u00ean vi\u1ebft v\u1ec1 \u0111\u00f3ng g\u00f3p c\u1ee7a c\u00f4ng nh\u00e2n tri th\u1ee9c v\u00e0o l\u00fac h\u1ea7u h\u1ebft c\u00e1c quan ch\u1ee9c \u0111i\u1ec1u h\u00e0nh th\u1eadm ch\u00ed kh\u00f4ng hi\u1ec3u c\u00e1ch tri th\u1ee9c c\u00f3 th\u1ec3 thay th\u1ebf v\u1eadt t\u01b0 th\u00f4 l\u00e0 t\u00e0i s\u1ea3n b\u1ea3n ch\u1ea5t c\u1ee7a “N\u1ec1n kinh t\u1ebf m\u1edbi”.<\/p>\n

Theo Drucker, vi\u1ec7c l\u00e0m m\u1edbi c\u1ee7a ng\u01b0\u1eddi qu\u1ea3n l\u00ed l\u00e0 t\u1ed5 ch\u1ee9c, ph\u00e1t tri\u1ec3n, ph\u1ed1i h\u1ee3p c\u00e1c ho\u1ea1t \u0111\u1ed9ng \u0111\u1ec3 c\u00f4ng nh\u00e2n \u0111\u00e1p \u1ee9ng \u0111\u01b0\u1ee3c m\u1ee5c \u0111\u00edch c\u1ee7a c\u00f4ng ti. Ch\u00ednh c\u00e1c c\u00f4ng nh\u00e2n th\u1ef1c hi\u1ec7n chi\u1ec1u h\u01b0\u1edbng n\u00e0y n\u00e0y \u0111\u1ea1t t\u1edbi m\u1ee5c \u0111\u00edch. Ng\u01b0\u1eddi qu\u1ea3n l\u00ed gi\u00fap \u0111i\u1ec1u ph\u1ed1i v\u00e0 c\u1ea3i ti\u1ebfn k\u0129 n\u0103ng c\u1ee7a c\u00f4ng nh\u00e2n \u0111\u1ec3 c\u00f3 k\u1ebft qu\u1ea3 v\u00e0 hi\u1ec7u n\u0103ng t\u1ed1t h\u01a1n. \u0110\u1ec3 l\u00e0m \u0111i\u1ec1u \u0111\u00f3 vi\u1ec7c l\u00e0m c\u1ee7a ng\u01b0\u1eddi qu\u1ea3n l\u00ed l\u00e0 cung c\u1ea5p cho h\u1ecd m\u00f4i tr\u01b0\u1eddng l\u00e0m vi\u1ec7c t\u1ed1t v\u1edbi \u00edt sao l\u00e3ng, th\u01b0\u1edfng cho nh\u1eefng ng\u01b0\u1eddi th\u1ef1c hi\u1ec7n t\u1ed1t nh\u1ea5t t\u01b0\u01a1ng \u1ee9ng v\u1edbi \u0111\u00f3ng g\u00f3p c\u1ee7a h\u1ecd, cung c\u1ea5p \u0111\u00e0o t\u1ea1o khi c\u1ea7n, trao \u0111\u1ed5i chia s\u1ebb th\u00f4ng tin v\u00e0 \u0111o t\u00ednh hi\u1ec7u qu\u1ea3 v\u00e0 hi\u1ec7u l\u1ef1c c\u1ee7a c\u00f4ng vi\u1ec7c c\u1ee7a h\u1ecd. \u00d4ng \u1ea5y nh\u1eadn di\u1ec7n ba y\u1ebfu t\u1ed1 quan tr\u1ecdng: Con ng\u01b0\u1eddi, Qui tr\u00ecnh v\u00e0 C\u00f4ng ngh\u1ec7 l\u00e0 m\u1ea5u ch\u1ed1t cho b\u1ea5t k\u00ec c\u00f4ng ti n\u00e0o, b\u1ea5t k\u1ec3 li\u1ec7u n\u00f3 l\u00e0 ph\u1ea7n m\u1ec1m, ch\u1ebf t\u1ea1o, d\u01b0\u1ee3c, hay ngay c\u1ea3 c\u01a1 quan ch\u00ednh ph\u1ee7. V\u00ec con ng\u01b0\u1eddi l\u00e0 y\u1ebfu t\u1ed1 then ch\u1ed1t (ng\u01b0\u1eddi tu\u00e2n theo qui tr\u00ecnh v\u00e0 d\u00f9ng c\u00f4ng ngh\u1ec7) cho n\u00ean nh\u1ea5n m\u1ea1nh ph\u1ea3i h\u1ed9i t\u1ee5 v\u00e0o con ng\u01b0\u1eddi.<\/p>\n

Trong n\u1ec1n kinh t\u1ebf \u0111\u01b0\u1ee3c to\u00e0n c\u1ea7u ho\u00e1 n\u00e0y, qu\u1ea3n l\u00ed ph\u1ea3i h\u1ed9i t\u1ee5 v\u00e0o vi\u1ec7c ch\u1ecdn l\u1ef1a, \u0111\u00e0o t\u1ea1o v\u00e0 duy tr\u00ec c\u00f4ng nh\u00e2n c\u00f3 k\u0129 n\u0103ng v\u00ec h\u1ecd l\u00e0 t\u00e0i s\u1ea3n. V\u00ec tri th\u1ee9c v\u00e0 k\u0129 n\u0103ng c\u1ee7a c\u00f4ng nh\u00e2n bi\u1ebfn thi\u00ean, ng\u01b0\u1eddi n\u00e0y l\u00e0 gi\u1ecfi h\u01a1n ng\u01b0\u1eddi kh\u00e1c, c\u00f3 s\u1ef1 kh\u00f4ng nh\u1ea5t qu\u00e1n trong c\u00e1ch h\u1ecd th\u1ef1c hi\u1ec7n c\u00f4ng vi\u1ec7c c\u1ee7a h\u1ecd trong to\u00e0n c\u00f4ng ti. Do \u0111\u00f3, \u0111i\u1ec1u quan tr\u1ecdng l\u00e0 c\u00f3 “qui tr\u00ecnh chu\u1ea9n” \u0111\u01b0\u1ee3c x\u00e1c \u0111\u1ecbnh cho c\u00f4ng nh\u00e2n tu\u00e2n theo \u0111\u1ec3 thu \u0111\u01b0\u1ee3c nh\u1ea5t qu\u00e1n v\u00e0 hi\u1ec7u qu\u1ea3. Khi c\u00e1c n\u0103ng l\u1ef1c \u0111\u01b0\u1ee3c lan to\u1ea3 \u0111\u1ec1u trong to\u00e0n c\u00f4ng ti, n\u00f3 c\u00f3 kh\u1ea3 n\u0103ng c\u1ea1nh tranh d\u1ef1a tr\u00ean tri th\u1ee9c v\u00e0 k\u0129 n\u0103ng ri\u00eang c\u1ee7a n\u00f3 s\u1eb5n c\u00f3 trong l\u1ef1c l\u01b0\u1ee3ng lao \u0111\u1ed9ng c\u1ee7a n\u00f3. N\u00f3 c\u0169ng t\u1ea1o ra n\u1ec1n t\u1ea3ng tr\u00ean \u0111\u00f3 vi\u1ec7c ph\u00e1t tri\u1ec3n li\u00ean t\u1ee5c c\u1ee7a tri th\u1ee9c v\u00e0 k\u0129 n\u0103ng c\u00f3 th\u1ec3 \u0111\u01b0\u1ee3c x\u00e2y d\u1ef1ng. Vi\u1ec7c c\u1ee7a ng\u01b0\u1eddi qu\u1ea3n l\u00ed c\u1ea5p cao l\u00e0 ph\u00e2n t\u00edch k\u0129 n\u0103ng \u0111\u01b0\u1ee3c y\u00eau c\u1ea7u \u0111\u1ec3 th\u1ef1c hi\u1ec7n c\u00f4ng vi\u1ec7c \u0111\u1ec3 \u0111\u00e1p \u1ee9ng cho m\u1ee5c \u0111\u00edch c\u1ee7a doanh nghi\u1ec7p v\u00e0 ph\u00e1t tri\u1ec3n ch\u01b0\u01a1ng tr\u00ecnh \u0111\u00e0o t\u1ea1o \u0111\u1ec3 \u0111\u00e0o t\u1ea1o c\u00f4ng nh\u00e2n c\u00f3 k\u0129 n\u0103ng trong to\u00e0n c\u00f4ng ti. Trong qu\u00e1 kh\u1ee9 \u0111\u00e0o t\u1ea1o l\u00e0 chi ph\u00ed v\u00e0 c\u00f4ng ti n\u00e9 tr\u00e1nh \u0111\u00e0o t\u1ea1o nhi\u1ec1u nh\u1ea5t c\u00f3 th\u1ec3 \u0111\u01b0\u1ee3c. Ng\u00e0y nay \u0111\u00e0o t\u1ea1o l\u00e0 \u0111\u1ea7u t\u01b0 \u0111\u1ec3 n\u00e2ng cao k\u0129 n\u0103ng c\u1ee7a c\u00f4ng nh\u00e2n v\u00e0 c\u00f4ng ti th\u01b0\u1eddng khuy\u1ebfn kh\u00edch vi\u1ec7c h\u1ecdc c\u1ea3 \u0111\u1eddi \u0111\u1ec3 gi\u1eef cho c\u00f4ng nh\u00e2n c\u1ee7a h\u1ecd \u0111\u01b0\u1ee3c c\u1eadp nh\u1eadt h\u01a1n v\u1edbi c\u00f4ng ngh\u1ec7.<\/p>\n

B\u1eb1ng vi\u1ec7c cho ph\u00e9p nhi\u1ec1u t\u1ef1 ch\u1ee7 h\u01a1n \u1edf m\u1ee9c c\u00f4ng nh\u00e2n, to\u00e0n th\u1ec3 l\u1ef1c l\u01b0\u1ee3ng lao \u0111\u1ed9ng b\u1eaft \u0111\u1ea7u chia s\u1ebb tr\u00e1ch nhi\u1ec7m cho t\u0103ng tr\u01b0\u1edfng c\u1ee7a c\u00f4ng ti. B\u1eb1ng vi\u1ec7c cho ph\u00e9p c\u00f4ng nh\u00e2n tham gia v\u00e0o m\u1ed9t s\u1ed1 quy\u1ebft \u0111\u1ecbnh li\u00ean quan t\u1edbi c\u00f4ng vi\u1ec7c c\u1ee7a h\u1ecd, m\u1ed9t \u201cl\u1ef1c l\u01b0\u1ee3ng ph\u00e1t ki\u1ebfn m\u1ea1nh” s\u1ebd n\u1ed5i l\u00ean \u0111\u1ec3 \u0111\u01b0a c\u00f4ng ti sang m\u1ee9c \u0111\u1ed9 hi\u1ec7u qu\u1ea3 ti\u1ebfp. Do \u0111\u00f3, ng\u01b0\u1eddi qu\u1ea3n l\u00ed ph\u1ea3i l\u00e0 ng\u01b0\u1eddi th\u1ea7y k\u00e8m c\u1ee7a c\u00f4ng nh\u00e2n. Ng\u01b0\u1eddi h\u1ed7 tr\u1ee3 cho c\u00f4ng nh\u00e2n ph\u00e1t tri\u1ec3n k\u0129 n\u0103ng c\u1ee7a h\u1ecd; khuy\u1ebfn kh\u00edch m\u1ed1i quan h\u1ec7 l\u00e0m vi\u1ec7c c\u1ee7a h\u1ecd; gi\u00fap \u0111\u1ee1 h\u1ecd ra quy\u1ebft \u0111\u1ecbnh d\u1ef1a tr\u00ean chia s\u1ebb th\u00f4ng tin; x\u00e2y d\u1ef1ng tin c\u1eady v\u00e0 tin t\u01b0\u1edfng v\u00e0o ng\u01b0\u1eddi kh\u00e1c; gi\u00fap c\u00f4ng nh\u00e2n gi\u00f3ng th\u1eb3ng m\u1ee5c \u0111\u00edch c\u1ee7a h\u1ecd v\u1edbi m\u1ee5c \u0111\u00edch c\u1ee7a c\u00f4ng ti.<\/p>\n

Ch\u1ec9 b\u1eb1ng vi\u1ec7c l\u00e0m \u0111i\u1ec1u \u0111\u00f3, ng\u01b0\u1eddi qu\u1ea3n l\u00ed c\u00f3 th\u1ec3 ph\u00e1t tri\u1ec3n l\u1ef1c l\u01b0\u1ee3ng lao \u0111\u1ed9ng c\u00f3 n\u0103ng l\u1ef1c h\u01a1n v\u00e0 \u0111\u1ea1t t\u1edbi s\u1ef1 tho\u1ea3 m\u00e3n c\u1ee7a nh\u00e2n vi\u00ean cao h\u01a1n. Ch\u1ec9 b\u1eb1ng vi\u1ec7c ch\u1ea5p thu\u1eadn h\u1ec7 th\u1ed1ng qu\u1ea3n l\u00ed \u0111\u01b0\u1ee3c thi\u1ebft k\u1ebf cho th\u1ebf k\u1ec9 21, c\u00e1c c\u00f4ng ti c\u00f3 th\u1ec3 c\u1ea1nh tranh v\u00e0 s\u1ed1ng s\u00f3t trong th\u1ebf gi\u1edbi c\u1ea1nh tranh cao n\u00e0y.<\/p>\n

 <\/p>\n

—-English version—-<\/p>\n

 <\/p>\n

The new management system<\/p>\n

The management system that many companies are using today is based on theory of the 19th century industrial age. At that time, the society was transitioned from agricultural into industrial works. Most workers were farmers with limited skills in the industry so Adam Smith advised companies to breakdowns complex production process into smaller tasks where workers can be trained to do just one task. In this system, workers was just a cog in an assembly line system of the factory. They did not need to think but followed orders from managers. Managers controlled all activities, made all decisions at their levels, and reported to a hierarchical management system where direction is controlled from the top. Adam Smith\u2019s theory evolved into a management system, widely taught in universities across the world throughout the 20th century. It became the foundation of management training, especially in some Master of Business Administration programs (MBA).<\/p>\n

Today society is transitioned from industrial to knowledge works. Most workers are highly educated with specialized skills and they are trained to think and make decision at their levels. That is why Adam Smith\u2019s theory of management is no longer valid but companies are still using this obsolete system. In many places, workers are not allowed to make decision but must wait for managers to give orders. Managers do not want to make decision because they are afraid of making mistakes so they wait for direction from above. Top level managers are often busy and overwhelmed by so many information from below so they only make decision when they have to, often when thing is urgent. That is why everything is slow; that is why nobody is responsible for anything; that is why many companies are not effective, their productivity is low, their quality is poor, and their costs are high.<\/p>\n

In this fast changing world many things are happening at the speed of the internet. Adam Smith\u2019s management system has become a bureaucracy, things get buried in meetings and paper-works, but no direction or decision until it is too late. That is why in the past twenty years, many companies went out of business when they faced competitions from better efficient companies. According to a new study, 87% of companies that exist at the beginning of the 20th century have bankrupted, the rest are struggled and probably gone soon. Only few that can adapt to a more efficient survive. With globalization competition will happen across the world. Companies will face competitors within their own country and from other countries too. It is predicted that within next few years, many companies will cease to exist.<\/p>\n

In the industrial age, company assets are physical things such as facilities, materials and equipments. The owner invests money and owns these assets. Workers are hired to do the work. In the knowledge age, physical assets are no longer important because they are easily duplicated, any company can have similar facilities, equipments and materials so the advantage is in the knowledge and the skills of workers. In the knowledge age, workers are trained to make decision on their works. The role of managers is no longer the thinker, the control and giving orders but become the facilitator and coordinator. Most works are no longer divided into small tasks but fully integrated and connected. Workers do not work in isolation, doing only one thing but working in team with shared responsibilities. To meet business goals, companies must encourage this type of collaboration and the sharing of information among team members. The person who advocate the creation of a new management system for the 21st century is Peter F. Drucker. Early in 1940s he criticized Adam Smith\u2018s central control of management as ineffective and introduced the idea of decentralization which became the foundation principle for almost every large company in the world today. He was the first to announced that workers should be treated as assets, not as liabilities to be hired or fired when needed. During 1950s, he advocated that company must be built on trust and respect for the worker and not an assembly-line profit-making machine. His idea was widely applied among Japanese companies to achieve the quality and efficiency in their factories. Both the Toyota\u2019s total quality management and Honda\u2019s efficiency innovation program are rooted in Drucker\u2019s theory. He made it clear that the \u201cdishonest, quick money making\u201d practices of many companies will not last in the \u201cwide open market\u201d because “no business can last without customer,” so customer satisfaction must be the goal of business instead of just profit. In 1970s, he was the first to write about the contribution of knowledge workers at a time most executives do not even understand how knowledge could replace raw material as the essential asset of the \u201cNew Economy\u201d.<\/p>\n

According to Drucker, the new job of managers is to organizes, develop, coordinate activities for workers to meet the company\u2019s goals. It is the workers that implements the direction and achieve the goals. Managers help to coordinate and improve workers\u2019 skills for better outcomes and performance. To do that it is managers\u2019 job to provide them a good work environment with less distraction, rewarding best performers according to their contributions, provide trainings when needed, communicate the sharing of information and measure the effectiveness and efficiency of their works. He identifies three important factors: People, Process and Technology as critical for any company, regardless whether it is a software, manufacturing, pharmaceutical, or even government offices. Since people is the key factor (People follow process and use technology) therefore emphasis must be focus on people.<\/p>\n

In this globalized economy, management must focus on selecting, training and retaining skilled workers because they are the assets. Since knowledge and skills of workers vary, some are better than others, there is inconsistency in how they performed their works across the company. Therefore, it is important to have a well defined \u201cStandard process\u201d for workers to follow to gain consistency and efficient. When competencies are evenly spread across the entire company, it has the ability to compete based on its own knowledge and skills available in its workforce. It also creates a foundation on which continuous development of knowledge and skills can be built. The job of senior managers is to analyzing the skills required to perform the work to meet business goals and develops training plans to train skilled workers across the company. In the past training is a cost and company avoid training as much as possible. Today training is an investment to enhance the skills of workers and company often encourage lifelong learning to keep their workers more up-to-date with technology.<\/p>\n

By allow more autonomy at workers\u2019 level, the entire workforce begins to share responsibility for company\u2019s growth. By allowing workers to involve in some decisions regarding their works, a \u201cpowerful innovation force \u201d will emerge to take the company to the next efficiency level. Therefore, the manager should be the workers\u2019 mentor. The one who supports workers to develop their skills; encourage their working relationships; help them making decisions based on information sharing; building trust and confidence in others; help workers align their goals with company\u2019s goals.<\/p>\n

Only by doing that, managers can develop more competent workforce and achieve higher employee satisfaction. Only by adopting a management system designed for the 21st century, companies can compete and survive this highly competitive world.<\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

H\u1ec7 th\u1ed1ng qu\u1ea3n l\u00ed m\u00e0 nhi\u1ec1u c\u00f4ng ti \u0111ang d\u00f9ng ng\u00e0y nay d\u1ef1a tr\u00ean l\u00ed thuy\u1ebft c\u1ee7a th\u1eddi \u0111\u1ea1i c\u00f4ng nghi\u1ec7p th\u1ebf k\u1ec9 19. V\u00e0o … <\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1,3],"tags":[],"class_list":["post-1803","post","type-post","status-publish","format-standard","hentry","category-xu-huong-toan-cau","category-quan-li-he-thong-tin"],"_links":{"self":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/1803","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=1803"}],"version-history":[{"count":1,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/1803\/revisions"}],"predecessor-version":[{"id":1804,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/1803\/revisions\/1804"}],"wp:attachment":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=1803"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=1803"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=1803"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}