MH QUẢN LÝ HỌC ĐẠI CƯƠNG
BÀI 2
LỊCH SỬPHÁT TRIỂN CÁC HỌC
THUYẾT QUẢNLÝ
GV: THS VŨ THÙY DƯƠNG
BM QUẢNLÝ & KINH TẾDƯỢC
Mục tiêu bài học
Phân tích được sự
cần thiết phải nghiên
cứu lịch sử các học
thuyết quản lý
Trình bày được các
tư tưởng quản lý
chủ đạo qua các thời
kỳ
Tại sao cần tìm hiểu về Lịch sử phát triển của quản lý
CHIA SẺ KINH NGHIỆM QUẢN LÝ TRONG THỜI
KỲ ĐẠI DỊCH COVID-19
CHIA SẺ KINH NGHIỆM QUẢN LÝ TRONG THỜI
KỲ ĐẠI DỊCH COVID-19
The Crisis Leadership employed a number of clear lessons. Some of them may be applicable
now.
1. Build a great team.Not a team that pleases you, one that challenges you and the
organisation’
On the morning the Moon mission, Kranz said to all members of Mission Control: ‘I will stand
behind every decision you make. We came into the room as a team and we’ll go out as a team.”
Kranz immediately gave his team trust. A vital element in decision making communication staying
positive and focussed. All the team energy was directed toward doing a great job-not double
thinking or worrying about what might happen afterward.
2. Leaders keep learning. Keep asking questions, keep pushing yourself to learn.
As each new step in the crisis unfolds keep asking questions, look for possible answers and look
at the ramifications of the questions and answers –ask yourself what they might mean in context
of this crisis?
3. Build, develop and sustain a culture that keeps pushing forward, takes chances and
realises, truly realises, that getting things wrong is a key learning point.
If this culture is part of the team before a crisis, it’s much easier to sustain in a crisis. Many teams
talk about support-in our experience very few mean it! Ask yourself now, “as a leader, what am I
doing to build that culture in my team?”
4. Pause, reflect but then make decisions.
Don’t rely on pushing decisions upward. Build in layers of decision making so that in real time
people can move, take action without waiting for a signal from the centre. Use the collective
intelligence of your team to help you.
5. Have a strategy and a clearly articulated end-point of where you want to be.
Know what you and the team are doing in real time, where you are all travelling to, clearly
communicated timescales and what the key goals are along the way. For Kranz, the strategy and
end point was clear. He had to get the mission crew safely back to Earth –no deviations, no
room for compromise, and he communicated that to everyone. His team was therefore able to
rely on each other, trust each other, find a way out of the situation when just about everything
that could go wrong, did go wrong.