GROUP ASSIGNMENT COVER SHEET

STUDENT DETAILS

Student name: Nguyễn Thành Được Student ID number: 31211023815

Student name: Nguyễn Thuỵ Ngọc Hân Student ID number: 31211024868

Student name: Trần Nguyễn Uyển Nhi Student ID number: 31211023784

Student name: Trương Bùi Hà Tiên Student ID number: 31211024856

Student name: Student ID number:

UNIT AND TUTORIAL DETAILS

Unit name: Principles of Management Unit number: PM-DH47ISB-2

Tutorial/Lecture: Session 12.1 Class day and time: Thursday, 12PM-2PM
Lecturer or Tutor name: Nguyễn Đặng Hoài Anh
ASSIGNMENT DETAILS

Title: Practical Case Analysis

30th December 28th December
Length: 3255 Due date: 2021 Date submitted: 2021

DECLARATION
I hold a copy of this assignment if the original is lost or damaged.
I hereby certify that no part of this assignment or product has been copied from any other student’s work or
from any other source except where due acknowledgement is made in the assignment.
I hereby certify that no part of this assignment or product has been submitted by me in another
(previous or current) assessment, except where appropriately referenced, and with prior permission
from the Lecturer / Tutor / Unit Coordinator for this unit.
No part of the assignment/product has been written/ produced for me by any other person except
where collaboration has been authorised by the Lecturer / Tutor /Unit Coordinator concerned.
I am aware that this work may be reproduced and submitted to plagiarism detection software programs for
the purpose of detecting possible plagiarism (which may retain a copy on its database for future
plagiarism checking).

Student’s signature: Duoc

Student’s signature: Han
Student’s signature: Nhi
Student’s signature: Tien
Student’s signature:

Note: An examiner or lecturer / tutor has the right to not mark this assignment if the above declaration has not
been signed.
 1

Introduction

Principles of Management is an important course that every undergraduate student in

college should study for in order to be well-equipped for their future job. The Manager

Interview Project in this class provides a significant opportunity for students to learn more

about a commercial firm. Business procedures, on the whole, are likely to work best in

cooperative, pleasant environments that encourage individuals to perform to the best of their

abilities. The research attempts to investigate practical basic management knowledge and

aspects required to effectively operate a corporation. Our research team has four members:

Uyen Nhi, Ngoc Han, Thanh Duoc, and Ha Tien. Our team invited Mr. Tran Duc Thuan, the

branch manager of Sacombank, for our interview. Mr. Thuan's subjective perspective was

included in the research, as was a case study from Sacombank. The meeting lasted nearly two

hours. This report's form highlights four key functions: planning, organizing, leading, and

controlling, as well as highlighting the most important problem the organization faced and

how it was resolved.

Company’s overview

Founded in 1991, Sacombank is one of the first commercial banks established in Ho

Chi Minh City dependent on the union from Go Vap Economic development bank and three

credit cooperatives: Tan Binh, Lu Gia, and Thanh Cong, with charter capital of 3 billion VND

and 100 workers (Sacombank: the process of formation and development, n.d.). With the

brand’s core values including “pioneering, innovative, responsible, and creative”, Sacombank

is considered a national leader in modern retail banking (Sacombank: Vision-mission-core

value, n.d.). Therefore, their missions are to provide their customers with multi-purpose
 2

products that are best in class, to offer added value to partners, investors and stakeholders, to

improve the banking sector, and ensure the well-being of employees, and to build a socially

responsible organization (Sacombank: Vision-Mission-Core values, n.d.).

Manager’s overview

Manager’s background

As indicated by the task's prerequisite, we have an honorable chance to have a meeting

with Mr. Thuan - a branch manager of Sacombank with around 24 years of involvement

working in the banking industry. Mr. Thuan had been a former manager of the Binh Dinh

branch for four years and head of the Appraisal Department for two years before officially

becoming a branch manager from the year 2012 until now. As a manager and an interviewee,

he has shared bunches of accommodating data to help the project and assist the group in

obtaining a deeper insight into the supervisor position in Sacombank. He has shared his

encounters, invigorating stories occurring in his functioning time, and some guidance to

improve.

Manager’s leadership style

Leadership is not just leading a gathering of individuals; besides, it is the specialty of

impacting, inspiring, and empowering others to improve their association (Everett, 2021). In

the work environment, a pioneer needs to set up the best administration style to show their

positive effects on supporters. From the meeting, Mr. Thuan has referenced a couple of parts

of his initiative style and shown how they can be applied to the training.

Asked about his management styles, he said that he uses "friendliness" as an underlying

principle no matter the situation. Based on his thoughts, his style can be characterized as

relationship-arranged, as indicated by Fiedler's possibility model (Miller et al., 2004). As a

 3

manager, Mr. Thuan needs his subordinates to work serenely and share their thoughts openly

in the workplace. By making an agreeable environment, he can get additional regard from

them, and firmly construct shared trust. During the company's meetings, Mr. Thuan does not

act so stringently to the specialists; as a rule, he is willing to pay attention to their thoughts,

attempting to listen actively prior to giving them input. He generally likes the employees who

have the courage to speak out and are receptive to other opinions.

Four functions of management

There are four fundamental management functions, which are planning, organizing,

leading, and controlling. These functions are crucial in forming a good manager and

operating business activities productively. They help managers set clear goals, offer

appropriate directions, and ensure the employees follow these instructions towards these

goals.

Planning

Planning is interpreted as a process of setting objectives and lines of action to achieve

those goals. It is the fundamental management function as it helps managers guide their

subordinates in the right direction, forecast, and deal with future risks. According to Mr.

Thuan, successfully performing this first step supports him in fulfilling his role as a leader as

well as operating the business activities effectively and efficiently. From his perspective,

there are two most essential things in this function.

A manager should initiate detailed plans and prepare backup plans in case of bad

situations. Mr.Thuan said that he always made backup plans with a view to managing

uncertainty, failures, and adjusting to reach the desired goals as the world is full of

unexpected events. Alternative plans are considered a guarantee for goal pursuit, and they
 4

will increase the potential of people’s coping with external factors (Napolitano & Freund,

2016). For instance, in the banking sector, Mr.Thuan always requires his employees to

prepare for the situation in which people can not repay their bank loans due to some

unpredicted downturns in their business. In this way, even when bad things occur, the

company will still take control of everything and maintain its profit. Moreover, whenever

allocating tasks for each department, Mr.Thuan usually asks for 10% greater than the initial

target. Therefore, if any employees underperform, the overall performance can still reach the

target.

A successful project requires all people involved in the planning process. Mr.Thuan

always encourages his workers to share their ideas when it comes to setting plans, adjusting

human resources, or any strategies. He believes that not every decision a manager makes is

optimal; instead, a good manager needs to practice proactive listening and appreciate his

subordinates’ opinions. It helps the manager come up with the best ideas and enhances

employee engagement. High organizational trust will positively affect employees’

performance and reduce bad behaviours such as absenteeism and turnover (Jena & Memon,

2018).

Organizing

Initially, Organizing in management is defined as a function in which developing an

organizational structure and allocating human resources to ensure the accomplishment of

goals (Pressbooks, 2015). Organizing is one of the crucial key functions of managers since it

enables them to arrange structural elements to maximize the productivity of information flow

and the efficiency of working processes. According to Mr.Thuan, it plays a vital role in

optimizing the use of human resources and technological advancement. From his viewpoint,

there appear to be two aspects that must be focused on.

 5

Firstly, supportive behavior in the structure of the work team should be cultivated

and formed on the basis of development-oriented. A work team is a group of individuals

who work together to achieve a common objective by utilizing constructive collaboration,

shared responsibility, and complementary skills (Indeed Editorial Team, 2021). As Mr. Thuan

has shared, this method implied a positive effect on the subordinates’ performance and

productivity in each department in his branch of Sacombank. As the necessity of a supportive

attitude and responsibilities are emphasized, this collaborative organizing style does not only

enable employees to be aware of their own assigned tasks but also to be mutually

accountable. All of which motivates them to actively engage in finding and deciding on the

best approaches, boosting the team's performance as well as improving relationships within

the workplace. Therefore, according to the Situational Leadership Theory, Mr. Thuan’s

leading style in organizing should be identified as the Selling Leadership Style.

Additionally, The importance of selecting the right workers for the proper position

in each department and allocating appropriate assignments based on their abilities must

be especially concerned. Employees are the most valuable asset in any organization since no

business in the world could operate efficiently and successfully without them. The business

will progress in the correct path and become more successful if the proper individual is

recruited and selected for a suitable position. Conversely, making the wrong selection may

cause stress and problems, which can impede a company's growth, as Mr.Thuan mentioned.

Moreover, it is tough to assign duties to staff because mistakes in such assignments may lead

to severe consequences, such as decreased productivity owing to absenteeism, lack of job

satisfaction, and worsening labor relations (Eiselt, 2018). Thus, it is important to make

circumspect decisions in selecting the right workers and allocating appropriate

assignments to get rid of those negative influences.

 6

Leading

Leading is a course of impacting, propelling, and empowering individuals to achieve

undertakings and targets (Shultad & Mael, 2010); thus, all managers will be pioneers in ideal

circumstances. Throughout his career, Mr. Thuan has changed his work environment

ordinarily, prompting a critical change in his group because of the parcel. However, he said

there are several imperative measures to take to deal with a few powerful groups.

The manager should be an innovator. Managers should have the option to clarify,

foresee, and particularly impact how their workers act. Subsequently, assuming they can get

incredible counsel from the chief, they would be more joyful, which has been demonstrated

to have a solid relationship with worker efficiency (Judge et al., 2001). Furthermore, some

scientists believe that pleased and useful workers can lead to enhanced consumer loyalty and

higher work satisfaction (Bitner et al., 1994).

Establishing a cordial workspace is a key component. A friendly workplace can

facilitate subordinates' ability to work peacefully based on Maslow's hierarchy of needs

(Cheesebro et al., 2010). By serving the essential necessities in order, for example,

physiological and wellbeing needs, the laborer can have a solid sense of reassurance to work

successfully and proficiently. Additionally, an appropriate office space can assist the workers

with acquiring regard, get inspiration, and even accept everybody's acknowledgment,

including regard needs, self-realization needs, and all higher requests (Stewart et al., 2018).

Subordinates must be given opportunities to contribute to the association's work.

According to the study at the University of Iowa, his executive style may be Democratic, as it

portrays a pioneering nature, who needs their laborers to contribute their plans to the dynamic

interaction to arrive at the best objective (Lippitt, 1940). Besides, Mr. Thuan's administration

style ought to be worker orientated, which underscores relational connections, as the

University of Michigan study recognized (Fiaz et al., 2017). Subsequently, his contemporary
 7

perspectives on initiative ought to be the Transformational Leaders, depicted as a pioneer

rousing his subordinates to accomplish the best outcomes (Seltzer & Bass, 1990). In any case,

in any further inquiries, he showed this style of Charismatic Leaders wherein the

administrator consistently needs to impact his expert work style to his devotees

(Kwadade-Cudjoe, 2020). Thus, his perspectives on authority ought to be a mix of the two

styles above.

Controlling

Controlling can be defined as the role of ensuring that employees' actions are oriented

towards a common goal and that work is well-performed according to management's plans

(Bhasin,2019). Control includes recording, evaluating, and correcting operations to ensure

real and deliberate development is in sync (Misun, 2017). Besides, controlling points out who

is in charge of deviations.

A manager should play the role of disseminators when they provide instructions

to subordinates and direct them to attach to the plan. Mr.Thuan directs employees to

focus on potential customers with high utilization rates, rather than mass customers. For

example, his company links up with major English language centers to find customers. These

people have a relatively good income and have a clear future orientation for their children, so

they will be willing to buy a card. Therefore, the maturity rate will be low and contribute to

an increase in the company's total revenue. Moreover, Mr. Thuan controls and directs

employees to focus on technology movement. According to the current trend, people often

choose online services due to their convenience and quick processing. Online booking

applications such as grabBike or Now are lucrative markets because shippers who want to

deliver must have an account to contact the customers. The goal is to help customers not have
 8

to travel many times, reduce shipping costs while creating a reputation for the company and

ensure the customer's account is always used and has enough budgets.

A manager should help organizations navigate workplace emergencies and handle

unexpected changes effectively. Mr. Thuan uses feedback control, which occurs at the end

of the process. He took managerial action based on what happened in the past. He also shared

that sometimes he uses concurrent control, which means observation and taking action

immediately. For instance, if the employees do not complete the tasks on time or meet the

requirements that he gives them, he tends to first analyze the cause and find a way to address

it effectively. Every week he will organize weekly meetings, in which employees can explain

if there are any barriers in their working process, or whether they need any support. And from

there, everything will be resolved from the beginning and leave no impact or problems later.

Company’s problem

Covid 19 has caused economic disruption as the government has shut down a wide

range of services such as restaurants, theaters and other establishments (Foss, 2020).

Moreover, the banking sector has become more competitive, which restricts the sustainable

progress of every company, especially under the outbreak of the pandemic recently. Thus,

there is no exception for Mr. Thuan’s company. The holding company had intended to make a

decision related to the dissolution of the branch, in which Mr. Thuan was appointed as the top

executive, because of the prolonged inefficiency and revenue loss. This put the employees

under the pressure of being laid off and unable to maintain their standard of living. However,

there was still one last chance for the branch to go through this situation as the holding

company promised to cancel the decision if the branch could generate 120 billion VND for

that year. The problem was that the branch had to earn 22 billion VND in one month left to

fulfill that goal, although the average monthly revenue was just 11 billion VND. That means
 9

the branch must make a double profit in the last month, which was almost unfeasible at that

time. Taking the role of a leader, Mr. Thuan confronted a tremendous burden. He had to find

ways to not only boost productivity but also help his employees maintain optimism, stay on

track, concentrate and strive for the last opportunity. To sum up, the issue is how to save the

branch from the verge of collapse in a rushed time, which might affect Mr.Thuan’s reputation

and employees’ lives.

Company’s solution

Everything appears to be problematic at first. However, Mr.Thuan figured out the root

of the problem and helped the company overcome the rough time. He summarized the whole

process into three most crucial factors.

First and foremost, he emphasized the importance of work spirit on job

performance. Realising that the whole company was discouraged and mostly negative, he

tried to keep people motivated and sought ways to ease the tension. He gave his employees

the opportunity to express their worries, kept an empathetic attitude towards them, and helped

untangle these problems. He also celebrated team-building events and showed appreciation

for every effort, even tiny ones.

Secondly, as the current strategies remained many holes, he proposed a new direction,

reconsidered each individual’s strengths and weaknesses to allocate suitable tasks in

which they can develop their potential. Therefore, work productivity will increase

significantly and bring more profit for the company.

Thirdly, Mr.Thuan supervised his employees closely by requiring them to make

reports and sending them feedback on a regular basis. He provided feedback twice a week

and maintained impartiality in any evaluation. Thus, employees can know whether they are

going on the right track or not and manage any problems arising timely rather than letting
 10

them spiral out of control (Buron & McDonald-Mann, 2011). According to Mr. Thuan, it is

the prerequisite for sustained efficiency and the best way to improve the connection between

managers and their workers.

In the end, the result surprisingly exceeded everyone’s expectations as the branch even

made 1 billion greater than the primary goal. The branch was honored as the excellent branch

of the year, which has consolidated its position and supported the branch to gain more trust

from the holding company. Through this story, Mr. Thuan wants to remind us that good

strategy, the ability to recognize the crux of the matter, and collective strength are the key to

every problem.

Solutions framed by the research team

The aforementioned solution provided by Mr.Thuan is generally comprehensive and

effective, as he not only focuses on generating the profit to meet the common goal but also

pays attention and makes efforts to alleviate the subordinates’ stressors. However, there are

still some recommendations cultivated by our research team that can be applied to the

company system to get rid of unworth mistakes and enhance productivity.

Firstly, to prevent such a situation from happening again and minimize the risks, it is

necessary for the manager to set specific KPIs for each department in order to clarify the

objectives and tasks that need to be accomplished.

Additionally, detailed evaluation sheets with work-related criteria are indispensable

to assess staff qualifications and check whether there happen to be any gaps or problems that

need to be controlled and repaired timely.

Furthermore, to avoid being under prolonged inefficiency circumstances and ensure

sustainable development, Mr.Thuan ought to make consideration of separating the yearly

 11

goals equally into shorter periods of time and willingly prepare back-up plans for

unexpected situations.

Last but not least, Mr.Thuan should center on enhancing synchronous coordination

between departments and re-establish teamwork by creating strategies that encourage

departments to cooperate in running projects and achieve common goals with mutual

accountability that contributes to higher work performance. Moreover, individual positions

must be clearly defined as per skill and aptitude to make certain that the assignment will be

handled in a thorough and errorless manner. Besides, designing a clear roadmap will

enhance connecting among departments and assure the fulfillment of goals within the

timeframe set as well.

Conclusion

In conclusion, the management field can be challenging, but it can also provide

valuable experience. The interview with Mr. Thuan has brought some practical and useful

knowledge related to theories. Our group can partially comprehend these four fundamental

functions in practice. Regarding planning, preparing initial plans and backup plans, as well as

employees’ involvement in the planning process, are the two most crucial things. In terms of

organizing, managers should create supportive behaviour in the work team and consider each

worker’s capacity to allocate suitable tasks for them. Mentioning leading, being an innovator,

establishing a comfortable work environment, and allowing employees to contribute to the

organization’s work are three key components. About controlling, managers should perform

the function of disseminators and help the cooperation tackle the problems successfully. In

addition, our group has the opportunity to learn about the most challenging issue that Mr.

Thuan has encountered, which is about how to save the branch from the verge of collapse.
 12

The solution for this issue is to establish new strategies, consolidate work spirit and strictly

monitor the working process.

Through the analysis of his interview speech, our group knows how he effectively

applies his skills and knowledge to the workplace and real-life problems. He also emphasises

the importance of refreshing and cultivating our mindset to keep up with the fast pace of

society. Besides, he advises us to remain composed in every situation and think twice before

making any decisions.

 13

Reference list

Bhasin, H. (2019, October 18). Controlling in Management - Meaning, Process, and

Examples. Marketing91. Retrieved from:

https://www.marketing91.com/controlling-in-management/

Bitner, M. J., Booms, B. H., & Mohr, L. A. (1994). Critical service encounters: The

employee's viewpoint. Journal of marketing, 58(4), 95-106. Retrieved from:

https://journals.sagepub.com/doi/abs/10.1177/002224299405800408

Buron, R. J., & McDonald-Mann, D. (2011). Giving feedback to subordinates (Vol. 86). John

Wiley & Sons. Retrieved from:

https://books.google.com.vn/books?hl=en&lr=&id=bIFvmj_EVogC&oi=fnd&pg=PT7

&dq=how+regular+feedback+improve+productivity&ots=3Uzd-6M3_y&sig=HcZAze

VTn9jdMDep4FaUgNQGBSo&redir_esc=y#v=onepage&q=how%20regular%20feedb

ack%20improve%20productivity&f=false

Cambalikova, A., & Misun, J. (2017). The importance of control in managerial work.

Retrieved from: https://mpra.ub.uni-muenchen.de/83776/1/MPRA_paper_83776.pdf

Challenges and Responses. Air & Space Power Journal, 24(2), 6-17. Retrieved from

http://www.proquest.com/docview/375601728?accountid=63189

Cheesebro, T., O'Connor, L., & Rios, F. (2010). Communicating in the workplace. Prentice

Hall. Retrieved from:

https://d1wqtxts1xzle7.cloudfront.net/60387370/communicating-in-the-workplace-1st-e

dition-cheesebro-solutions-manual20190825-128569-mjqo8e-with-cover-page-v2.pdf?

Expires=1640546791&Signature=Jq-o0pDKUFUS01BcGYyZ3Q-edxzHiH7VrY6WQ
 14

Ywcg66bHlcUV-Dv~iMlaskm4~lhA4t2HXMVb2EOkH1Qh3NbrXXvxuDXjuz99L6R

FVsTh63LtixFAilDNRL7do7ATnSDKOt4qcQy~R3eW9CabJBGoYC691YqUgrgcIX9

cc5uYLD7gYOT74LGHZRgFW5qGY9a9X6KzzM42CF1jWpi6N3X2IDlxWs3rgd3n

X7QrAwsivA8qGTGu~5wYAUgjUn0bcJ8aYpDMKz593mVjwcCin~D0Yh96cxMjdhs

-lqwecG0j3RhKRH-AW1M~SqmCCo~9m0-oW0MQcwfaWK8R1Mp5cL7pw__&Key

-Pair-Id=APKAJLOHF5GGSLRBV4ZA

Eiselt, H. A., & Marianov, V. (2008). Employee positioning and workload allocation.

Computers & operations research, 35(2), 513-524. Retrieved from:

https://www.sciencedirect.com/science/article/abs/pii/S0305054806001031

Everett, E. (2021). Leadership in local government: What is leadership? WHAT MAKES AN

EFFECTIVE LEADER? PM.Public Management, 103(1), 30-31. Retrieved from:

http://www.proquest.com/trade-journals/leadership-local-government-part-1-what-is-m

akes/docview/2518473722/se-2?accountid=63189

Fiaz, M., Su, Q., & Saqib, A. (2017). Leadership styles and employees' motivation:

Perspective from an emerging economy. The Journal of Developing Areas, 51(4),

143-156. Retrieved from:

https://www.researchgate.net/profile/Amir-Ikram/publication/317884652_Leadership_s

tyles_and_employees'_motivation_Perspective_from_an_emerging_economy/links/5b1

961f7aca272021ceef447/Leadership-styles-and-employees-motivation-Perspective-fro

m-an-emerging-economy.pdf
 15

Foss, N. J. (2020). The impact of the Covid‐19 pandemic on firms’ organizational designs.

Journal of Management Studies. Retrieved from:

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7675467/

Indeed Editorial Team. (2021, February 23). Types of Work Teams in the Workplace. Indeed

Career Guide. Retrieved from:

https://www.indeed.com/career-advice/career-development/work-teams-in-the-workpla

ce

Jena, L. K., & Memon, N. Z. (2018). Does workplace flexibility usher innovation? A

moderated mediation model on the enablers of innovative workplace behavior. Global

Journal of Flexible Systems Management, 19(1), 5-17. Retrieved from:

https://www.researchgate.net/profile/Lalatendu-Jena/publication/319932338_Does_Wo

rkplace_Flexibility_Usher_Innovation_A_Moderated_Mediation_Model_on_the_Enabl

ers_of_Innovative_Workplace_Behavior/links/59c380c70f7e9b21a82fc96c/Does-Work

place-Flexibility-Usher-Innovation-A-Moderated-Mediation-Model-on-the-Enablers-of

-Innovative-Workplace-Behavior.pdf

Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction–job

performance relationship: A qualitative and quantitative review. Psychological bulletin,

127(3), 376. Retrieved from:

https://psycnet.apa.org/doiLanding?doi=10.1037%2F0033-2909.127.3.376

Kwadade-Cudjoe, F. (2020). Archives of Business Research. Leadership of Change:

Examination of transactional, transformational, and charismatic leadership, and

evaluation of the concept of charismatic leadership in the current information-driven

business environment, 8(8), 294–305.

 16

Lippitt, R. (1940). An experimental study of the effect of democratic and authoritarian group

atmospheres. University of Iowa Studies: Child Welfare. Retreived from:

https://psycnet.apa.org/record/1940-03655-001

Miller, R. L., Butler, J., & Cosentino, C. J. (2004). Followership effectiveness: An extension

of Fiedler’s contingency model. Leadership & Organization Development Journal,

25(3),362-368. Retrieved from

http://www.proquest.com/scholarly-journals/fellowership-effectiveness-extension-fieldl

ers/docview/226926753/se-2?accountid=63189

Napolitano, C. M., & Freund, A. M. (2016). On the use and usefulness of backup plans.

Perspectives on Psychological Science, 11(1), 56-73. Retrieved from:

https://www.zora.uzh.ch/id/eprint/122591/1/Napolitano_Freund_PersPsychSci_2016.pd

Pressbooks. (2015, October 27). 1.5 Planning, Organizing, Leading, and Controlling –

Principles of Management. Pressbooks. Retrieved from:

https://open.lib.umn.edu/principlesmanagement/chapter/1-5-planning-organizing-leadin

g-and-controlling-2/

Sacombank (n.d.). Sacombank: About Sacombank. Retrieved from About-Sacombank.aspx

Shulstad, R. A., & Mael, R. D. (2010). Leading and managing through influence: Challenges

and responses. Air & Space Power Journal, 24(2), 6-18. Retrieved from:

https://go.gale.com/ps/i.do?id=GALE%7CA232889053&sid=googleScholar&v=2.1&it
 17

=r&linkaccess=abs&issn=1555385X&p=AONE&sw=w&userGroupName=anon%7E6

30e5bf

Stewart, C., Nodoushani, O., & Stumpf, J. (2018, July). Cultivating employees using

Maslow's hierarchy of needs. In Competition Forum (Vol. 16, No. 2, pp. 67-75).

American Society for Competitiveness. Retrieved from:

https://www.proquest.com/openview/064449085a557cc2456df8989345f7e8/1?pq-origs

ite=gscholar&cbl=39801
 18

Appendix

Invitation email

Thank you mail

Question protocol

No. Questions In-charged by

Introduction Heading Ngoc Han
Company’s Overview Heading - Vision, mission Ha Tien
Body - Organizational Culture
Manager’s Overview Heading
 19

+ Manager’s Sub-heading (3-5 questions) Thanh Duoc

Background
- Manager’s SubHeading (3-5 questions) Ha Tien
Overview ● Company’s scope: How many
(Leadership style- 1 staff below you? How many
para) staff directly report to you?
● Which is most important to your
organization—mission, core
values or vision?
● What would your co-workers
say about you?
● What are the most important
qualities needed to be a good
manager?
● Can you describe your
leadership style?
-Keywords: Motivated,
Pioneered, Ethical, Strategy,
Advocated, Negotiated,
Trained, Determination.
-Choose 3 keywords that’s
most suitable for your
leadership style. (make sure
you use your own words to
explain those keywords to
the manager)
-According to the 3
keywords you’ve chosen, is
there any difficulty when
running your business?

- Four functions of Heading A para summarises the main key

management points
 20

+ Planning Subheading 4-6 questions Uyen Nhi

● What is the most common way
you use to approach a typical
problem?

● Do you always have backup

plans whenever you make
decisions?

● What is the plan for your team

in the next 5 years? How do
you plan for it to make sure the
targeted plan can work
effectively?

● How can the company adapt

itself to recent changes in
technology?

● Do you make decisions on your

own or motivate the sharing of
ideas among your subordinates
to find the best strategy?

+ Organizing Subheading (4-6 questions) Ngoc Han

● How could you recognize each
team members’ strengths and
weaknesses to delegate suitable
tasks?

● Which techniques do you use to

manage your team as well as
your huge workload?
 21

● Do you think that each

department of your organisation
should aim at their own goal or
the general objective of the
business?

● How do you group employees

with different personalities
together?
+ Leading Subheading (4-6 questions) Ha Tien
● What motivational techniques
would you utilize whilst leading
your team?

● How would you help prevent

employee burnout AND deal
with underperforming
employees?

● How do you resolve conflicts

among your employees?

● How to ensure your members

go in the right direction that the
organisation is aiming at?

● How can you handle

conservative and bad-tempered
employees?
+ Controlling Subheading (4-6 questions) Thanh Duoc
 22

● How do you monitor the

performance of your staff?

● What would you do if actual

performances are not as good as
your expectations?

● How do you ensure your

organization and its activities
are aligned with your core
values?

● Do you prefer your members

making reports regularly or
periodically?

● What would you do if your

subordinates missed the
deadlines?(according to the rate
of importance)

● Which criteria do you base on to

evaluate your employees’
performance?
- Organization’s Heading ● Can you share with us the Thanh Duoc
problem (stick to biggest issue that you/your
one biggest company encountered?
problem and
discuss in detail) ● Did it take time to find a
solution at first AND how did
you deal with it in the end? Is it
a good solution or not? Do you
want to change the way you
 23

solved the problem? Why or

why not?

● We all know we suffer from the

Covid 19 pandemic. How has
the pandemic impacted your
management style and
organization’s effectiveness?

- Problem’s Heading How did you solve that issue? Uyen Nhi
solution from the
organization Could you evaluate your decision?
Good or bad? If you could change
your decision, would you change?
Why or why not?
- Group Solution Heading [Your analysis] Ngoc Han
- Conclusion Heading Uyen Nhi