ASSIGNMENT … FRONT SHEET

Qualification BTEC Level 4 HND Diploma in Business

Unit number and title Unit 4: Management and Operations (488)

Submission date 01/02/2021 Date received (1st submission)

Re-submission date Date received (2nd submission)

Student names & codes Final scores Signatures

1. Lưu Hoàng Văn

2. Lê Thị Lan Trinh

Group number:
3. Nguyễn Thái Toàn

4. Trần Phú

5. Trần Bảo Long

Class GBS0901_NX Assessor name Nguyen Thai Nguyet Thanh

Student declaration
By signing on this front sheet, I certify that my contribution in this assignment submission is entirely my own work and I fully understand the
consequences of plagiarism. I understand that making a false declaration is a form of malpractice.

P1 P2 P3 M1 M2 D1

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 OBSERVATION RECORD
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 OBSERVATION RECORD
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 OBSERVATION RECORD
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 OBSERVATION RECORD
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 OBSERVATION RECORD
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 Summative Feedback: Resubmission Feedback:

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Internal Verifier’s Comments:

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* Please note that grade decisions are provisional. They are only confirmed once internal and external moderation has taken
place and grades decisions have been agreed at the assessment board.

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Contents
Management ...................................................................................................................... 9

Levels of management .................................................................................................... 9

Leadership and followership.......................................................................................... 10

Power & Authority of a leader and how a leader can influence people ......................... 11

Management and leadership concept .............................................................................. 11

Difference between leadership and management ......................................................... 12

Link between management and leadership ................................................................... 14

Management functions and leadership roles .................................................................... 17

Managerial functions ..................................................................................................... 17

Leadership roles ............................................................................................................ 18

Management approach and leadership theories .............................................................. 19

Management approach ................................................................................................. 19

Leadership Theories ...................................................................................................... 25

Reference.......................................................................................................................... 38

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Management
An act of getting people together in order to accomplish a goal or an objective using available resources
efficiently and effectively is called Management.

The person who in charge of the work performance of each team member and have the formal authority
to direct company resources is called the manager.

Levels of management

Source: Management By John R. Schermerhorn, Jr., Daniel G

• Board of director/ trustees

Members usually are elected by shareholders to state their formal power and ownership in the
organization. Board of trustees often applied in non-profit organization. Instead of being
appointed by shareholders, they are voted by local citizens, government bodies, or invited by
existing members.

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 Their primary mission is to ensure the organization is well managed in both lawful and ethical
way.

• Top level

Top level primary role is to set strategy and lead the organization in order to stay consistent with
the original objective and purpose. They also have to pay special attention to the external factors
to be able to enact when potential risk occurs.

• Middle level

Middle level managers have the responsibility to manage a large division consist of several
smaller work units then report back to the top - level manager. They usually working with top-
level manager, coordinating with peers, and supporting lower-level members.

• First line /Lower manager

Lower-level manager usually are the person who in charge of small work group consist of non-
managerial workers.

• Non-managerial worker

They are responsible for many executionary function in the company. Depend on which
department, they are entrusted with specific function.

Leadership
Leadership and followership
Leadership is a concept which everyone define differently, in recent study, Dr.DuBrin defines:
“Leadership is the ability to inspire confidence and support among the people who are needed to
achieve organizational goals”

A leader is a person who can carry out leadership, have a vision, and see the improvement. A leader can
rally people, organize and lead them toward a specific goal while putting the people first.

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Followership represents the ability to take direction well, participate in a team and deliver what is
expected.

Power & Authority of a leader and how a leader can influence people
To management essentials, power is the ability to influence decisions and control the available
resources.
Authority is the formal right to command people and to manage resources.
There are 8 tactics a leader uses to influence action in a community, these included:
1. Leading by example: A leader give out a positive model of desirable behavior in order to
influences a group or a community.
2. Leading by value: By articulating and demonstrating values, a leader can help manage the
behaviors of others
3. Assertiveness: Is the term which refer to of being straight to the point in your demand. This
means show other people how you want things to be done and express your feeling.
4. Rationality: This is somewhat related to fairness. It means that you have to be appealing to
reason and logic of others.
5. Ingratiation: This is the ability to make someone else like you, it usually involving political skill,
your charisma and other aspects.
6. Exchange: By offering value to other member if they meet your requirements, it will affect your
influence to your surround.
7. Coalition formation: This ability effects your power and influence in a community.
8. Joking and kidding: This is the most common way to influence people. Good natural ribbing is
considered to be effective. While straight forward statements might be considered as harsh
criticism.

Management and leadership concept

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Difference between leadership and management

Source: Essential in management 9th edition – Andrew Dubrin

This definition is famous because it implies that leaders are the ones who decide what to do, while
managers decide how to do things. Management is doing things right. It makes sure that the wheels
keep turning. No organization can survive without management. Opposite to that, Leadership takes
people and organizations forward, inspires people to try harder, do new things, take risks.

In term of styles, management differ from leadership like so:

Leadership style
Autocratic: This style of leadership retains most
of the authority for the one in charge, this leader
type usually doesn’t take group attitude in to
consideration when it come making decisions.
Democratic: The leader who uses this style tense
to share the decision making with his or her
teammates.
Management style
Autocratic: The most controlling management
styles, making all decisions and holding all of the
power.
Subtypes:
• Authoritative: expect absolute obedience.
• Persuasive: Convince employees even
when making bad decisions

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 Delegative: This is the least productive leadership
style, which offer little to no guidance to group
members and let the decision making to others.
Other leadership style includes:
Transformational: Emphasizes on making people
better. A leader who followed this style usually
are often the one who helps the organization and
improve people in a positive way that helps
improve their productivity.
Transactional: leader who follow this style,
usually promotes or compliance his colleagues
through both reward and punishments.
Situational: This is a concept showing how to
match each leadership style to appropriate group
on a given task. This is depending on the
capabilities of each group members.
In term of characteristics, management and leadership has some differentiation like so:
Management Characteristics
• Universal
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• Paternalistic: Acts with the best interests.
Democratic: Encourage employees to take part in
the decision-making process, but are ultimately
responsible for the final decision.
Subtype:
• Consultative: Ask for the opinions and
decide on the final decision
• Participative: all member are active in the
decision process.
• Collaborative: discussing extensively
before making decisions.
• Transformational: Agile and growth-
focused.
• Coaching: Develop and guide their team
Laissez-faire: Staff is entrusted to do their work
without supervision, they are left to make
decision and solve problem
Subtype:
• Delegative: Manager is only present to
assign tasks but still responsible for tasks
completion
• Visionary: Explain and convince their team
to work towards their vision.
Leadership Characteristics
• Drive and passion
 • Goal-oriented • Power motive
• Continuous process • Self-confidence and humility
• Multi-dimensional • Trustworthiness and honesty
• Group activity • Good intellectual ability, knowledge, and
• Dynamic function technical competence
• Intangible force • Emotional intelligence
• Leadership efficacy

Source: Essential in management 9th edition – Andrew Dubrin

The table shows differences in working style between leadership and management.

Link between management and leadership

1. The leader gives the vision, the manager sets the goal.

Leaders responsibility is to think of new ideas and bring into the company's plans in future. Leaders must
have a vision, constantly develop new strategies and tactics. Therefore need to be able to catch trend.

While, managers focus on setting and testing scenarios so that everything is maintained and operated as
planned.

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2. Leadership is the agent of change, managers maintain the status.

Leaders looking for innovation, accept changes even when they know things are working properly.
Though changes will present risks in management and production.

Managers are always attached to what's running. They choose to adjust the system, structure to make it
more efficient.

3. Leadership is unique, management is learning.

Leaders are self-aware and work hard to build their personal brands and differentiate themselves. They
are also authentic and transparent.

Managers learn their management skills through work experience or from others. They are more inclined
to learn to create their own leadership style than to create.

4. Leaders accept risk, managers control risks.

Leaders are willing to take risks. Because the greater the risk, the greater the chance and failure will be a
step on the path to success.

Managers work to minimize risk rather than accept. They always find ways to avoid and control these
problems.

5. Long-term control leader, short-term control manager.

Leaders have foresight and big goal in the future. They have a burning incentive to accomplish their goal.

Managers work on short-term goals. They oversee, check the process and seek rewards from actual
efficiency.

6. Personal development leader, manager perfecting existing skills.

Uncreative leaders will fall behind. They are always embrace new things in an ever-changing business
environment.

Managers maintain current success, refine existing skills and apply methods that have been proven
through experience.

7. Leaders create trust, managers supervise and lead work.

Leader inspires the employees, motivates them.

Managers maintain control over employees to maximize their ability to create products and increase
profit.

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8. Leader coaching, manager direct guidance.

The leaders believe and create conditions for their subordinates to develop freely. Leaders do not tell
their employees how or what to do until they feel it necessary.

The manager micro-manage and gives instructions on how to complete them for their team.

In short, both are important. Managing means leading, getting work done, taking responsibility and
running. Leadership is about creating influence, guiding direction, processes, actions and attitudes.

Pham Nhat Vuong, a visionary, a great leader. When established VinGroup, the original mission
statement was “To create a better life for Vietnamese people”.
In order to do that, he creates an eco-system of Vin, which include: VinHome, VinSchool, VinMed,
VinCom, VinMart, VinFast, VinSmart, … to name a few. Each company bring innovations in medical,
education, commerce, … And each company is a respond to each aspect of the Vietnamese people life.
Instead of organizing everything in each company, Pham Nhat Vuong appoint people with relative
expertise into guiding each sub-company.
Furthermore, He willing to invest what serve the vision for the company for example, he invested into
European standard automation line for VinFast with around about 1000 ABB automatic robots.

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Management functions and leadership roles
Managerial functions

1. Planning:
The manager plans out a future action plan & pre-decides the directional action collaboration that
will best achieve previous standards. Decision making is the typically part of planning process.
2. Organizing and Staff:
Organizing is the process of bringing together available resources. Organizing includes assigning
activities and organizing work into specific activities and duties.
Divide operations into divisions or some other rational subdivision.
Staffing is to ensure that the requisite the available human resources to achieve the organizational
objectives.
Staffing includes:
o Manpower Planning
o Recruitment, Selection & Placement.
o Training & Development.
o Remuneration.
o Performance Appraisal.
o Promotions & Transfer.

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 3. Leading:
Leading involves motivating others to accomplish organizational goals. It includes energizing,
directing, persuading others, and developing a vision. Leading focuses on empowering people and
bringing about change.
4. Controlling:
Controlling involves comparing real output with a predetermined standard. Lower-level
administrators are more involved with day-by-day planning. Entry-level employees are likely to
require more support than higher-level

Leadership roles
1. Strategist: Creating a strategy for your business and the work you and divide mission to your team
members.
2. Communicator: The ability to express ideas to your staff, the media, and your executives. Related
actions include: sending, running or participating in a meeting and making a phone call with a short
email.
3. Innovator: Constantly creating fresh ideas.
4. Coach: Provide opportunities for the workers learn and succeed. Positive and constructive feedback
are encouraged.
5. Delegator: Recognize that someone else can do a better job or mission than you can. Accept outside
help.
6. Adaptor: Versatility. Be able to alter course if needed, adapt to the condition that are evolving.
7. Networker: Keep in touch with previous partner, introduce yourself to potential clients or seniors.
➢ Great leaders who manage to juggle their duties would achieve great success. Take your duties
seriously, investing time and effort on each individual role.

Real life example

As of 2017, the Vietnamese auto industry is still in assembly. Vehicle quality is inferior to imported one.
For that reason, Mr. Vuong, chairman of VinGroup founded VinFast aiming to become
“Vietnam's first car maker”.

VinGroup owned about 1000 ABB European standards automatic robots in Cat Hai Economic Zone - Hai
Phong.

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 Source: https://tinyurl.com/y5nubhew

In terms of staffing, Vietnamese people has little to no expertise in car engineering, Mr. Vuong has
persuaded the idea of hiring foreigner expertise in the field of automobile production from BMW,
General Motors, Bosch to join in VinFast’s management board. Vingroup has recently appointed James B.
Deluca - former vice president of global manufacturing of General Motors as General Director of VinFast.
This helps strengthen the workplace or business systems.

Vingroup integrated AI human resources management. By using deep learning model to train and
automatically validate the movements of workers through complete technology solutions, including:
intelligent wearable devices, artificial intelligence infrastructure, tools for business management and
optimization. This helps increasing 25% of labor productivity according to the Vantix test.

Management approach and leadership theories

Management approach
Classical Approach
The Classic Approach represents traditional ideas about organization. Based on a military prototype and
industrial organization. Theory focuses on organizational structures and management.
It includes:

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• Scientific management: Using scientific methods to improve individual productivity. The
responsibilities include select, train and help. This help increase work performance. Worker has
the responsibility to accept and perform accordingly.
• Administrative management: Founded by Henri Fayol and Max Weber to demonstrate the use of
management principles in structuring and managing in an organization.
▪ Henri Fayol: Developed 14 management principles in the concept of “Universality of
management principles”

Source: https://tinyurl.com/yyple8al

▪ Max Weber: Developed the notion of Bureaucracy

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 Source: https://tinyurl.com/yxw3kbt5

Source: https://tinyurl.com/yyszcwsd

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 Advantages Disadvantage

• Illustrated the importance of
compensation for performance
• Introduced the careful and systematic
study of tasks
• Stated the importance of personal
selection and training.
• Don’t take the social context of work and
staff’s need into consideration.
• Don’t recognize the variation of individuals
• Ignore worker ideas and suggestions.

Behavioral approach
The behavioral management theory addresses the human dimension of work. It is believed that a
better understanding of human behavior at work, such as motivation, conflict, expectations, and
group dynamics, improved productivity.
The Hawthorne studies:
Hawthorne effect stated that people respond differently when received attention. In the experiment,
worker perform better because of good management.
Douglas McGregor:
• Theory X: Traditional assumption about people who dislike work, avoid responsibility and
little to no ambitious.
• Theory Y: Opposite to theory X, these people accept responsibility, self-help, innovative.
Maslow’s need hierarchy:
Said in the theory of human needs had three assumptions:
- Human needs are never completely satisfied.
- Human behavior is purposeful and is motivated by the need for satisfaction.
- Needs can be classified according to a hierarchical structure of importance, from the lowest to
highest.
This requires the manager to think about the method to satisfying a wide range of worker so they
feel motivated.

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 Source: https://tinyurl.com/yyszcwsd

Advantages Disadvantages

• Give awareness to the influence of • Emphasize the importance of work

HR and job satisfaction need. • No proven link between job
• Offer guidelines in order to satisfy satisfaction and motivation
employee
• Improve productivity

Quantitative Approach
An approach that focuses on the use of quantitative tools for managerial decision-making the
quantitative management viewpoint focuses on the use of mathematics, statistics and information aids
to supports managerial decision making and organizational effectiveness.

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 Advantages Disadvantages

• Help the manager solve difficult problems • The answer usually less precise

• Management science techniques are used • Data based on human estimate are still
to predict factors. the majority.

Systems Perspective (System Approach)

In the 1960s, introduced Systems Approach, this viewed aspects of organizations as in interrelated
system. A system (an organization) is a set of interrelated parts that act as a whole in pursuit of common
goals.

This illustration demonstrates the main components of a system as well as how a system work from
taking input to providing output.

2 Influential concepts include:

• Entropy: System run down and die if it doesn’t receive fresh input.

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 • Synergy: Organization as a whole working together is more effective than each parts working
independently.

Advantages Disadvantages

• Facilitates interactions between • Over conceptual

organization and environment • It does not recognize the differences in
systems
• Avoid analyzing problems in isolation • Unpractical

• Develop an integrated approach

Contingency approach management

Based on the idea that there is no single best way to manage. Contingency refers to the immediate
contingent circumstances. Effective organizations must tailor their planning, organizing, leading, and
controlling to their particular circumstances.

Advantage Disadvantage

• Dynamic by nature • Complexity

• Enhance the leadership and decision- • Based on feedback reaction.
making skills. • Can become an excuse to avoid learning
• Provides options to the employees

Leadership Theories
Leadership theories are schools of thought brought forward to explain how and why certain individuals
become leaders. The theories emphasize the traits and behaviors that individuals can adopt to boost
their own leadership abilities.
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 1. Trait theory:

Scholars researching the trait theory try to identify leadership characteristics from different perspectives.
They focus on the physiological attributes such as appearance, weight, and height and demographics
such as age, education, and familiar background and intelligence.

In 1974, Stodgill identified some aspect that differentiate leader from non-leader:

1. Capacity: Problem solving skill

2. Achievements: Accomplishment such as medal, study record, …
3. Responsibility: Dependability, reliability, self-drive, and self confidence
4. Involvement: Developed social interaction, popularity, easy to cooperate.
5. Socio-economic status: effective leader has a tendency to belong to higher social status.
Advantages Disadvantages

• Naturally pleasing theory. • Leader-centric.

• Scientific proven • Some findings are subjective
• Evaluate Leadership traits of an • Some research fails to look at how
individual specific traits influence leadership
• Detailed knowledge and outcomes
understanding of the leader • Impractical.
element

2. Behavioral theories:

Behavioral leadership theory states that anyone who acted by their own actions or their behavior causes
others to fulfill their intentions is truly a leader.

There are 2 dimensions of leader behavior:

• Initiating structure: role of leader in defining his/her role and roles of group members.
• Consideration: leader’s mutual trust and respect for group members’ ideas and feelings.

There are two groups of behaviors theories that are closely related:

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• Role theory: borrowing concept in sociology. It explains how people adapt to specific
organizational and leadership roles.
• Managerial grid: Developed by Drs. Robert R. Blake & Jane S. Mouton. They believed that
managers have different leadership styles which then leads to 2 type of leadership:

Concern for Production: Tasked oriented, focus on results and mission accomplishment

Concern for People: Avoid conflicts, people in this type usually have friendly relations
with others.

Source: Essential in management 9th edition – Andrew Dubrin

Advantages Disadvantages

• Easy to implement, simple to understand,
quick results
• Small steps shape the behavior
• The results can be measured
• Suitable for any age and ability
• Not easy to make people change their
minds
• Customers can object back.
• Does not consider the customer's
thoughts

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 3. Participative theories:

Participative theories are a style of leadership that requires employees to participate in or contribute to
most or all of a company's decisions. Employees are provided with pertinent information regarding
company affairs; and the option with a majority vote will be chosen as the next action the company will
take.

Two different participative theories:

❖ Lewin’s leadership styles:

Kurt Lewin and colleagues did leadership decision experiments in 1939 and identified three
different styles of leadership, in particular around decision-making:

• Autocratic style

• Democratic style

❖ Laissez-Faire’s leadership styles:

The leadership responsibilities are shared by all. This is useful in business where creative ideas
are important. Highly motivational. Though it makes coordination and decision-making time –
consuming and lacking in overall direction. Furthermore, it relies on good team work and good
interpersonal relations

Advantages Disadvantages

• Increase productivity • Decision making slows down

• Increase employee satisfaction • Security issue
with job
• Improve the dynamics of each
department
• Improved Quality

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 • Reduce costs

4. Contingency theory:

This theory holds that there is no optimal leadership style. Instead, leadership effectiveness is based on
problem-solving skill. This effect is the result of two factors - "leadership style" and "handling of the
situation in a positive direction".

This leadership model assumes whether the team's performance is effective or not depends on the
leadership style. In this model, Fiedler assumes that the leader's style is unchanged and he offers the
following leadership styles as well as situational factors.

There are 2 leadership styles:

• Relationship-oriented leader.
• Task oriented leader.

Least-Preferred Co-Worker (LPC) Scale: way to define leadership style using a built-in Fiedler ruler called

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High score: a relationship-oriented leadership style.

Low score: a task-oriented leadership style.

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 Source: Essential in management 9th edition – Andrew Dubrin

Situations I, II, III, VII and VIII is suitable for task-oriented leader

Situations IV, V, and VI, relationship-focused leader is needed.

Advantages Disadvantages

• No general rule or best way to manage
• The centralized preventive approach
allows an organization to work in different
conditions.
• Management is only contingent
• Not completely liberated from criticism.
• Insufficient management may make
mistake

5. Situational theory:

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Situational theories of leadership work on the assumption that the most effective style of leadership
changes from situation to situation. To be most effective and successful, a leader must be able to adapt
his style and approach to diverse circumstances.

Some situational theories included:

• Hersey & Blanchard theory:

Source: Essential in management 9th edition – Andrew Dubrin

Advantages Disadvantages

• Leaders can change their style at any time. • Not true in all situations.
• Simple and easy to apply. • Put too much responsibility on the
• Quickly assess a situation and make a manager
decision. • Not applicable in many different cultures.

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 Đỗ Hoàng Minh Khôi
• Once famous on Youtube with the
nickname: "He Always Smiles"
• The founder of All Day Coffee

By using Administrative classical approach,

He built the staffing system consists of
people who passionate about coffee-
making career.

Through research, selection and training

process, he even shows his employees the
direction and development goals he
envisioned.

All Day Coffee consists of 3 divisions:

Marketing, Operation, And F&B specialist.

At the core of the store, his job is to

observe and adjust the staff properly and
to help them if needed. The employee's
duty is to follow his instructions and accept
the right methods and work.

Overall, with division of work, discipline,

unity in command and direction,
Centralization, … Proved that he using
classical administrative approach well.

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Bill Gates is overbearing, and Gates will ask his employees to present and report their ideas and findings
to him on a regular basis. According to Who is Bill Gates, he required so much control that he even
signed off the expenses of Steve Ballmer who was second in command. He is a master of individual and
team operations. The book also told us that he is autocratic style leader and this style of leadership is a
style that is very effective for use in emergency situations or where a quick decision is needed. Much of
Bill Gates' success has been attributed to his quick decision-making process. With all that said, he
belongs to the participative theories

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Phạm Nhật Vượng
Pham Nhat Vuong is an icon representing the system approach for Vinfast, with huge input capital, he
heavily invested on robotics and automation and developed on human resources. With abundant human
resources, he managed and arranged positions while also creating a production line in Vinfast, thereby
promoting human resources and technology together.

Input:

With the resources from Europe, which include automobile production expertise from BMW, General
Motors, Bosch. The engine from BMW, and the available human resource and newly established
production line plus the partnership with General Motor Chevrolet garages.

Output:

With 19,485 cars was sold in 2020, combine with the smartphone sale, they generated around 6.16
trillion VND 2020 according to VNExpress. Vinfast rank 7 in the national vehicle market. With the positive
feedback on sales and from customers, Mr. Vuong has demonstrated a good system approach
management and ready to take on new challenges.

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 Source: https://tinyurl.com/y5alkypz

Within groups of subsidiary companies, Vingroup operates eight core companies, each organized into distinct
profit-and-loss centers. Subsidiary companies maintain self-governance power in eight businesses and have their
own balance sheets.

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Combine with the evidence is mentioned in page 19 that he convinced Mr. Jame B. Deluca-former vice president
of global manufacturing of General Motors as General Director of Vinfast.

With all these evidences, I think Mr. Vuong is belong to participative theory

As can be seen in this illustration, the automobile is a dynamic industry with many changes in politics,
tax, market, ...

Source: https://tinyurl.com/y3znwrsy

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Another aspect is the fierce competition from the market. It saturated with imported car brands and
manufacturers.

Source: https://tinyurl.com/y287vm2s

Internet changed the market, according to this statistic, more than 68,17 million people used internet.
That more that 70% of Vietnamese population. If leverage this, there will be more benefit.

➢ With all these in mind, I think someone like Mr. Vuong is suitable for automobile industry due to
his system approach, using technology in relevant field and participative theory to convince
someone work for his vision.

Conclusion
Throughout this report, people will have a clear sight about leaders and managers, which has a lot of
aspects such as: characteristics/traits, styles, roles, and functions. Based on this report, people can
distinguish how to be a leader and a manager, and there are several factors between leaders and
managers. Also, the investigation of several successful managers and leaders is displayed to bring an
overview to people for meeting the realistic. All in all, not all of leaders and managers are similar, they
still have some differences to make them be unique and successful.

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Reference
What is Leadership? Leadership South West Research Report 1 - Richard Bolden (July 2004)

Essential in management 9th edition – Andrew Dubrin

Management By John R. Schermerhorn, Jr., Daniel G

https://tinyurl.com/y2qsxukq

https://tinyurl.com/y5yh3ack

https://tinyurl.com/y5yh3ack

https://tinyurl.com/y27o6m34

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