ASSIGNMENT 1 FRONT SHEET

Qualification BTEC Level 4 HND Diploma in Business

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

Submission date Date received (1st submission)

Re-submission date Date received (2nd submission)

Student names & codes Final scores Signatures

1. Ho Binh Luan

2. Le Kieu Diem Hoang

Group number:
3. Ta Nhat Phuong

4. Le Minh Thuc

5. Pham Hoang Vy

Class GBC0702 Assessor name Nguyen Thi Tham

Student declaration
I certify that the 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 M3 D1

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 OBSERVATION RECORD

Student 1 Ho Binh Luan

Description of activity undertaken

VI. BASIC APPROACHES

VII. THEORIES OF LEADERSHIP

Assessment & grading criteria

How the activity meets the requirements of the criteria

Student
Date:
signature:

Assessor
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signature:

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Assessor name:

Student 2 Le Kieu Diem Hoang

Description of activity undertaken

I. INTRODUCTION

IV. The link between management and leadership

Assessment & grading criteria

How the activity meets the requirements of the criteria

Student
Date:
signature:

Assessor
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Assessor name:

Student 3 Ta Nhat Phuong

Description of activity undertaken

V. Management functions and leadership roles

Assessment & grading criteria

How the activity meets the requirements of the criteria

Student
Date:
signature:

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Assessor
Date:
signature:

Assessor
name:

Student 4 Le Minh Thuc

Description of activity undertaken

II. Management and leadership concept

Assessment & grading criteria

How the activity meets the requirements of the criteria

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Student
Date:
signature:

Assessor
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signature:

Assessor
name:

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Student 5 Pham Hoang Vy

Description of activity undertaken

III. Management and leadership difference

Assessment & grading criteria

How the activity meets the requirements of the criteria

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signature:

Assessor
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 Assessor
name:

Summative Feedback: Resubmission Feedback:

8.1

8.2 8.3

Grade: Assessor Signature: Date:

Internal Verifier’s Comments:

Signature & Date:

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 Assignment Brief 1 (RQF)

Higher National Certificate/Diploma in Business

Student Name/ID Number:

Unit Number and Title: Unit 4: Management and Operations (488)

Academic Year: 2019

Unit Assessor:

Assignment Title: ASSIGNMENT 1- Management and leadership

Issue Date:

Submission Date:

Internal Verifier Name:

Date:

Submission Format:

Format:

A group of about 4-5 students will work together and deliver two sets of materials to satisfy LO1 and
LO2 including:
 A group report which will be submitted to the assessor at least 3 days before the group
presentation
 You must use font Calibri size 12, set number of the pages and use multiple line spacing at
1.5. Margins must be: left: 1.25 cm; right: 1 cm; top: 1 cm and bottom: 1 cm.
 You should use in text references and a list of all cited sources at the end of the essay by
applying Harvard referencing style.

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  The recommended word limit is 2500-3000 words (+/-10%), excluding the tables, graphs,
diagrams, appendixes and references. You will not be penalized for exceeding the total
word limit.
 The cover page of the report has to be the Assignment front sheet 1 (to be attached with
this assignment brief).
 A group presentation (15 minutes for presentation and 10 minutes for Q&A), in which all
members have to take part in and present the main contents of the submitted group report.
After the group presentation, the assessor will ask questions to each member to carefully
evaluate the depth of their understanding on the required contents.

Although the students work together to write the report and give presentation as a group, each of
them will be assessed individually.

Submission

 Students are compulsory to submit both group report (3 days before slot 18) and make group
presentation in due date (slot 18) and in a way requested by the Tutor.
 The form of submission will be a soft copy posted on http://cms.greenwich.edu.vn/.
 Remember to convert the word file into PDF file before the submission on CMS.

Note:

 The individual Assignment must be your own work, and not copied by or from another
student(s).
 If you use ideas, quotes or data (such as diagrams) from books, journals or other sources, you
must reference your sources, using the Harvard style.
 Make sure that you understand and follow the guidelines to avoid plagiarism. Failure to
comply this requirement will result in a failed assignment.

Unit Learning Outcomes:

This assignment satisfies the following learning outcomes:

LO1. Differentiate between the role of a leader and the function of a manager.
LO2. Apply the role of a leader and the function of a manager in given context.

Assignment Brief and Guidance:

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*This assignment guidance is for reference only and can be customized by the tutor to meet specific
needs

Assignment scenario.

You have been promoted to be the Director of FPT Software Company which is part of FPT
Corporation (FPT – HoSE) – the global leading technology, outsourcing and IT services group
headquartered in Vietnam with nearly US$2 billion in revenue and more than 13,000
employees. Since your background is purely computer science, FPT has sent you to study a mini MBA
program at FPT School of Business. In your first class on Management, you are required to work with
your classmates to form a group of 4-5 people and carry out a report on basic management and
leadership knowledge, which will set a good foundation for future courses as well as your work as a
director.

Structure of the Report:

General introduction: main purposes and structure of the work.

Main contents of the report:

1. Management and leadership concepts:

Define the basic concepts: management & different of management; leadership, followership
and how leader’s use of power and authority to “influence” people.

2. Management and leadership differences:

Identify and discuss differences of management and leadership in terms of style and
characteristics. You should give specific real-life examples for each management/leadership
style.

3. Link between management and leadership:

Analyze the close link between leadership and management and critically explain why a
successful business requires both effective management and leadership through a real-life
case study.

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 4. Management functions and leadership roles:

Identify and explain the main managerial functions and leadership roles in general. Besides,
find a real-life famous business person to discuss how he/she carries the managerial functions
and leadership roles in practice.

To enhance your discussion, you should assess the chosen business person’s performance of
managerial functions and leadership roles in terms of their success and shortcomings.

5. Management approaches and leadership theories:

Sum up all main management approaches and leadership theories you have studied in the
course in terms of their key authors, main contents and appraisal (advantages and
disadvantages). Please provide at least 2 real-life examples of management approaches and 2
real-life examples of leadership theories in practice.

Based on your discussion, critically evaluate which management approach and which
leadership theory would be the most appropriate in contemporary business world? Is there a
general answer for different business industries (e.g. service industry, physical commodity
industry, etc.)?

Finally, make recommendations on which management approach and leadership theory

should be applied at FPT Software Company to improve the performance of Vietnamese
organizations.

A conclusion to summarize all the key findings and analysis must be presented. Plus, you can carry
out a self-criticism on your own work (in terms of strengths and weaknesses).

Learning Outcomes and Assessment Criteria:

Pass Merit Distinction

LO1. Differentiate between the role of a leader LO1 & 2 LO1 & 2
and the function of a manager. M3. The student has D1. Critically analyze and
P1. Define and compare M1. Analyze and been able to deliver evaluate the different
the different roles and differentiate between the presentation theories of leadership
characteristics of a the role and clearly and and approaches to
leader and a manager characteristics of a successfully. management in given

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 leader and a manager contexts.
by effectively applying
a range of theories and
concepts.
LO2. Apply the role of a leader and the function of
a manager in given context.
P2. Examine examples of M2. Assess the
how the role of a leader strengths and
and the function of a weaknesses of
manager apply in different approaches to
different situational situations within the
contexts work environment.
P3. Apply different
theories and models of
approach, including
situational leadership,
systems leadership and
contingency.

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Table of Contents
I. INTRODUCTION .............................................................. 16
II. Management and leadership concept .......................... 16
III. Management and leadership difference. .................... 19
1. Differences in style ..................................................... 19
a. Management styles................................................... 19
b. Leadership styles ...................................................... 20
2. Differences in characteristics...................................... 21
a. Management............................................................. 21
b. Leadership................................................................. 22
IV. The link between management and leadership .......... 22
V. Management functions and leadership roles............... 23
1. Management function ................................................ 23
b. Leadership roles .......................................................... 24
VI. BASIC APPROACHES ..................................................... 26
1. The classical approach ................................................ 26
a. Scientific management ............................................. 26
b. Administrative management .................................... 26
2. The behavioral approach ............................................ 28

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 a. The Hawthorne studies ............................................. 28
b. Theory X & theory Y of Douglas McGregor............... 28
c. Maslow’s Need Hierarchy ......................................... 28
3. Quantitative approaches to management ................. 30
4. The systems perspective ............................................. 30
VII. THEORIES OF LEADERSHIP .......................................... 33
1. Trait theory ................................................................. 33
2. Behaivioral theories .................................................... 34
3. Participative theory .................................................... 35
4. Contingency theory..................................................... 36
5. Situational Leadership ................................................ 37
6. Transactional leadership ............................................. 39
7. Transformational leadership....................................... 41
8. Action – centered leadership ...................................... 43
9. Chaos theory ............................................................... 43
VII. CONCLUSION .............................................................. 45
References ........................................................................ 46

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I. INTRODUCTION

To be well - prepared for the position of director of FPT software company and be able to create the
strong foundation for future career. In this report, I will explain the knowledge of management and
leadership as well as assert your ability to be fully worthy of this position through seven parts. The first part,
introduces the reason for writing this report. The second part presents the concept of management and
leadership. Next, analyze the differences between management and leadership. Then, raise and confirm the
close connection between management and leadership. The fifth section presents the functions and roles
of management and leadership. Management methods and leadership theory will be analyzed in the sixth
part. The final section summarizes and reaffirms the knowledge and skills of managers and leaders.

II. Management and leadership concept

Nowadays, the topics of leaders and managers have become one of the issues that have been paid
much attention in recent years. I find the comparisons between managers and leaders quite helpful, can
help us to better understand the functions, tasks, roles, especially power and authority. .

Leadership is a head, controlling a separate organization or group. Leadership is the process of using
and coordinating the activities of individuals in an organization by influencing and leading an organization's
behaviors towards the organization's common goals and interests.

Management is one of the important people in an organization. These are people who will be
responsible for important issues in an organization's plan or project. A manager is someone who knows
how to plan, organize, assign tasks, and coordinate organizations.

These two concepts have similarities that can confuse people. But both have a very important
characteristic that is affecting, towards the common goal of work and work with everyone in the
organization. Therefore, the identification between leadership and management will be very difficult.

 The difference between focusing on goals and visions versus focusing on tasks:

Leaders are always oriented towards the goals and visions of the company. They always aim for
something bigger and offer new ways of doing things to realize their visions for growing the company.
When leaders try new things, they always associate ideas with the company's mission.

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 Besides, managers are the owners of the tasks. While managers may be interested in a company's
vision, their job is to stick to the company's policies. Moreover, managers also implement great ideas for
the leaders of the organization.

 Between bearing the risks and minimizing risks:

Whenever we try something new, we must be willing to accept some risks. The leaders will take risks
as a matter of course to them. Because, they have to find out what is needed and develop to innovate for
the company. Meanwhile, managers will be tasked with minimizing the risks that may occur at a minimum.
They need to make sure employees are doing their jobs strictly according to company rules. When
problems arise, managers need to present how the leader can understand the situation, so that the leader
will make the necessary changes in the work policy to aim and benefit. Useful for the company.

 Between encouragement and guidance:

The line between leadership and management depends on how managers approach their tasks.
Leaders only encourage employees to think more and look at the company's common interests and goals.

And managers often have clear instructions on the different aspects of working. They may offer
incentives but their main job is to tell you how to do everything. Managers are people who help employees
do their best at work.

 Between going against the nature and accepting the status quo:

Leaders need challenges of the status quo of the organization or other stagnant state of the
organization. They are always challenged with new things to see if they are more effective. Leaders also
follow the company's policies along with the company's vision and mission.

On the other hand, managers maintain the status quo. They will do their best work while following
the instructions set by the leader.

 Between promotion and approval:

When leaders challenge new things, the risk of failure is higher. Leaders must always be motivated,
and they are very good at motivating others. Moreover, leaders link everything they do to the company's
vision. When a company has a strong vision, a leader can use vision as a gathering element to inspire
employees.

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 Meanwhile, employee managers, their main goal is to decide what is deemed worthy. Managers
evaluate the jobs of subordinates and consider whether they meet the standards set by the company.

 Between breaking the rules and following the rules:

Leaders are always flexible with the rules to move forward. However, rules are often too rigid to
adhere to when innovation is needed, meaning that leaders must constantly try to follow the rules, in other
words they can break them. Toward innovations for in the company. When a company or organization is
broken, the leader can completely ignore the rules to go to new ways to develop the company for the
better.

If a manager wants to keep his job, he will have to follow the strategies set by his superiors. Bending
and breaking the rules will ruin their position and that can weaken the company.

“There is a very clear difference between management and leadership, and both are important.
Management means leading, getting things done, being responsible and doing things. Leadership is about
influencing, leading the way, processes, actions and perspectives. This difference is very important ”-
According to Warren Bennis.

Warren Bennis's View. In his book "On becoming a Leader", he gives a description of his views on
leaders and management in the most objective way. For the purpose, we can better understand the role of
leaders and managers.

In addition, John Kotter also gave his vision to leaders and managers through the book and he is the
author of that book: (John P. Kotter on What Leaders Really Do) He made the following comments:

"Leadership and management are two distinct and reciprocal action systems ... Both are essential to
the success of an increasingly complex and unstable business environment."

"Leadership, on the other hand, is facing change ... More changes always require more leadership."

He has helped people better understand the work as well as the responsibility between managers and
leaders for the company. Leaders will dare to face what can happen in order to improve and potential new
things for the company. And the manager will always accompany the instructions of the superiors and will
be the guide, observing employees with the goal to develop the company.

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III. Management and leadership difference.

1. Differences in style

a. Management styles
Manager do not want to create “difficulties” at work. They want to make sure that the process being
is ensured. Manager will usually execute all instructions from their boss – that will not surprise at all.
Therefore, manager will make employees boring with work and lack of creativity. Summary, style of
management or manager is a safe way to work make sure every process as well.

Authoritarian management style: involves managing through clear direction and control.
Authoritarian managers often assert power by acting in their decision-making powers and not accepting
employees' problems. Bill Gates is an example of a positive authoritarian manager. He had a clear plan for
his company. Gates couldn’t entrust his team to make decisions on their own. Which is why he directed
lead the team and maintained the decision-making power. (Glynnis Purcell, 2019)

Visionary management style: Visionary managers focus on conveying the overall vision of the
company, department, or project to their team. A typical visionary leader is Nelson Mandela. Through his
determination and force of will, Mandela successfully led his country of South Africa to liberation. By relying
on his charismatic nature and important vision, he motivated people to bring change without dictating their
actions. (Glynnis Purcell, 2019)

Transactional management style: focuses on using positive rewards such as incentives, bonuses, and
stock options to motivate employees to improve their performance. Sean Gilbert is one of the co-owners of
Gilbert Orchards in Yakima. Gilbert uses piece work pay and supports it as a means of driving higher
productivity. (Glynnis Purcell, 2019)

Servant management style: focuses on supporting your employees. Managers who embrace this style
spend their time, coaching, mentoring, and supporting their team. They understand their role is to train and
communicate to motivate employees to work. Jack Ma, the Executive Chairman of Alibaba Group, is a well-
known example of someone with a servant-leadership management style. (Glynnis Purcell, 2019)

Pacesetting management style: focuses on providing instructions, setting a work pace, and then
expect your employees to follow in your footsteps. Jack Welch, once the CEO of General Electric, the
nickname “Neutron Jack” for setting an exacting pace and cutting 25% of the company’s jobs over a four
years period. (Glynnis Purcell, 2019)

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 Democratic management style: referred to as consultative, consensus, participative, collaborative, or
affiliative style. For example, Ray Dalio he of Bridgewater Associates, Dalio values independent thinking and
encourages every employee in the company, to put forward new ideas and suggestions. (Glynnis Purcell,
2019)

The laissez-faire management style: emphasizing employee freedom. Laissez-faire managers have
little intervention in employee decisions. For example, Google Founders Larry Page and Sergey Brin created
rule has changed over time, in essence, management allows employees a portion of their paid work hours
to focus on whatever project they want, without any management oversight. (Glynnis Purcell, 2019)

b. Leadership styles
Leader who focus on developing employees often manage people by encouraging them to create and
change the process to get mission done instead of working in a mechanical way. Leader often make
breakthrough decisions to achieve the highest efficiency and of course take risks. For them, working
processes that bring better value are clearly defined requirements.

Autocratic leadership: have all the power, authority, and responsibility in an organization. There is
rarely input or decision-making on the part of team or group members; instead, team members are tasked
with implementing the leader’s decisions and choices. (Kendra Cherry, 2019). Donal Trump embodies
autocratic leadership. He is closely involved in and pays personal attention and make the majority of his
empire's decisions.

Charismatic leadership: transforming attitudes and beliefs in employees. For example, Oprah
Winfrey, who can sway the minds not only of her employees but people across the world, is a charismatic
leader.

Transformational leadership: inspiring others. However, this style does not require the leader to be
present to effect change, because the leader initiates transformation through the organization and
motivates employees to perform. With a strong vision and the power to inspire others, Walt Disney was a
classic transformational leader.

Laissez-faire leadership: or delegated leadership, is a type of leadership style in which leaders allow
their members to make decisions at work. (Kendra Cherry, 2019). Employees of laissez-faire leadership have
a high degree of autonomy. Leaders still take responsibility for the company's decisions, even though the

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power to make these decisions rests in the hands of the employees. Donna Karan, who trusting managers
with decisions while monitoring the performance of her employees, is one example of a laissez-faire leader.

Transactional leadership: stems from the notion that employment and specific projects are a
transaction. Workers may be rewarded or punished based on their performance. In founding and managing
Microsoft, transactional leader Bill Gates continues to use—a task-oriented.

Supportive leadership: delegating and assigning tasks to employees, but also provide employees with
the skills needed to complete the task. CEO Larry Page is a supportive leader, he maintains involvement in
the company’s hiring decisions and motivates and respects employee to ensure the success of Google.

Democratic leadership: all or most group members are able to participate in decision-making
processes. As a democratic leader, Indra Nooyi, the CEO and chairman of PepsiCo, encourages
communication and makes an effort to take an interest in the lives of her employees.

2. Differences in characteristics

a. Management
Managers often measure values. They overly concerned by tracking results to report specific goals. Of
course, there's nothing wrong with this action. In fact, being able to specify sales, profits, volumes and costs
is key to being a good manager in many cases. However, managers who are too focused on measuring value
often tend to miss the overall view because they only focus on short-term goals. This will be very difficult in
the long term. Here are some characteristics of managers according to Colorado Christian University (2017).

Experience: will help you get many solutions to solve the problem. Moreover, understanding the
ideas of employees will make it easier to manage.

Organization: creating an effective way to manage.

Communication: helping teams understand the ideas that managers convey.

Knowledge: the foundation to make decisions that lead businesses.

Time Management: Time management is also important when it comes to prioritizing your day,
making sure you have time to communicate with your employees, and accomplishing goals throughout the
week.

Reliability: making promises to employees will create trust between them and the manager.

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 Confidence: you need to be confident in your abilities, experience and decisions. Those are the
essentials for management.

Respect for Employees: You need to respect employees to maintain a working environment in the
company.in contrast, definitely be tension in your workplace.

b. Leadership
Leaders focus on creating value. They are often not interested in measuring value because for them,
quantifying results is the most basic task. Real leaders often think of ways to develop important things or
minimize costs. To be so, they can use the creative process and face a few risks to achieve the success of
long-term goals. Their challenge is to create influence, belief and motivation to organize to accept short-
term risks and perform work according to the leader. Based on research, we’ve found that great leaders
consistently possess these 10 characteristics leadership traits: Honesty, ability to delegate, communication,
sense of humor, confidence, commitment, positive attitude, Creativity, ability to inspire, intuition.

IV. The link between management and leadership

As we all know, any authorities, companies or businesses have close links between departments.
Management and leadership have a very close relationship with each other. To become a good leader, you
need the essential skills of a manager. Leadership must have a vision and arouse teamwork for the
organization. Management must promote its working group to comply with the goals and plans that the
leadership is aiming at. In today's modern working environment, effective leadership and management is
always the top priority. Managers must also be leaders and leaders must also be managers. They need to
understand each other's work, to inspire, motivate, persuade and support workers in developing and
working effectively.

A specific example of a manager with the capabilities and qualities of a leader is the case of the
manager where I'm working part-time. At one point, the employee ordered the wrong dish of the customer
and was complained by the customer, request dismissal of that employee and meet the restaurant owner.
The manager quickly negotiated, compensated other customers for the food and apologized to them,
making them feel comfortable again. In the above case, instead of waiting to meet the restaurant owner
(can be considered as a leader), the manager has shown his ability to improvise, at the same time sharing
and having the ability to perform, solve well what the leader does in the urgent cases.

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V. Management functions and leadership roles

1. Management function

There are four main functions used for managers: Planning, Organizing and Staffing, Leading,
Controlling. These four functions are very closely linked to create a unity of management.

The first function of management is Planning. Planning will help managers set their future
performance goals for the development of the company or business. Moreover, there are goals to help
managers know how the company itself needs the requirements to help the company grow, what goals
have been achieved, and which ones have not been fulfilled fort. Since then it is possible to come up with
measures to solve the problem of why the goal has not been achieved. The goals in the plan also help
managers know how to nominate the right human resources for their work. In addition, managers know
how to allocate finance appropriately for the jobs, which are clear plans for the company to thrive in the
future. The long-term, medium-term and short-term will be specifically implemented in the order of
choosing common goals for the organization, setting goals, selecting appropriate actions for the
organization company. Planning tables also rely on internal and external factors to implement. Internal
factors are personnel, facilities, finance, and economy. External factors are society, culture, market,
partners, and customers. From the above factors, setting up a long-term plan table is relatively easy, but it
is more difficult to create a short-term plan table because, at this time, many factors must be identified for
a short period of time. Planning is considered central to the management function because it is the decision
of success or failure of an organization.

Organizing and Staffing is the second function of management to help achieve the goals identified in
the planning section. First, the organization is to set the structure into a company, which will help managers
assign the necessary work and tasks to employees clearly. Second, staffing will do the organized work, the
recipient will understand the requirements and work best according to the goals of the plan. Therefore, it
can be seen that for an organizational company, there should be a clear division of responsibilities and
duties, a clear job description so that each individual in the person understands the working structure of
the organization. Assigning tasks is one of the difficult tasks because it is necessary to fully understand all
the skills of each individual in a team to be able to divide the work most effectively. Assignment of work is
to give someone a task and complete the assigned work best. Moreover, when given someone a piece of
work to complete, it will also be given the right to decide things in their ability to work with subordinates.

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 Leading is one of the leadership processes that show the difficulty in the functions of management.
Leadership is about making an impact that makes people believe and try to do that work to achieve high
results. Moreover, leaders must know how to help employees who need to achieve the goals of an
organization. Leadership will be influenced by employees who work through the powers set by their
superiors, which are the capabilities or potential to influence decisions and control human resources.
Leaders need to try to give concrete examples to help employees achieve the values and goals set by the
company or organization, so leaders need to make sense of reasons and logic. It can be said that leading is
the motivation and direction affecting employees as well as employees.

Control is a time-intensive activity for a planner to gather knowledge on an organization's current

operations. The power relies, more or less, on two factors: the research itself and the features of the
employee. In fact, the more management can look at potential employment, the better it becomes to
delegate work without placing workers too under strain. On all sides is the value of tracking. To order to
identify mistakes and to take appropriate steps, monitoring is a vital method for the boss. On the other
side, practices would be best executed by monitoring and errors would be that. In general, the first
importance (error detection) of control is stressed by men, as they assume certain acts are unintentional
and regulation is the final phase in minimizing this condition. It is valid, but not necessary because
regulation, in fact, has an effect on activities that are quite powerful. Although you track and manage a task
frequently, a work without monitoring would eventually contribute to further mistakes. This indicates that
tracking is not the final management mechanism. The administrative role of the control thus includes
tracking, evaluating and rectifying performance in order to ensure that the objectives and strategies
established by the company are met and are fulfilled. The tracking mechanism is linked with control but
also the steps required to resolve the deviations from the schedule will be indicated.

b. Leadership roles

Leaders are persons who control the course of the business. Leaders are those who take advantage of
the opportunity to create options, encourage and empower workers to meet their objectives. In this paper,
vision and plan have two major leadership positions.

Vision is a straightforward and compelling image of the potential of an entity that is the focus of all of
the organization's operations. The leader's dream is not an organization's goal. This is incorrect to associate
the dream of the company with the leader's view. Since a declaration of vision alone can not interact and
contribute to motion. Chief has a little strategy for persuading others to continue. Without intervention, an

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organization just finishes with a great slogan on the board. The vision should provide you with hope,
motivation, and support to make the change. Vision may be used to determine and to see if anyone is
competent or deserving of an organization's leadership role. The company does not have a consistent
sustainability plan as a leader without direction. This organization will only function according to the
equipment available, if necessary, representatives of this organization. The greatest goal is to maintain
what you have by suggesting whether you will slow down or slip down. It is impossible to win over others
and control a person that has little dream. So they should earn each one in "the one special method," so
they can't really conquer people's hearts. It is the manner in which certain unintended events can emerge
later in the job cycle and have a direct effect on the actions and practices of the organization. A person of a
dream would not be willing to inspire many. People won't be motivated to step on because they don't know
where to go. People are not motivated to work when they realize exactly what they do. An organization
without a dynamic chief would be like a house without energy. Everyone needs to seek to inspire himself
anyway, but he really will find a universal face, a mutual majority. This can be mentioned that any company
requires a destination to lead each operation and growing association participant. That is also why it
persists and acts as a catalyst to attain a higher standard for the business.

Political leaders are individuals whose good policymaking shows deep strategic thought in any
operation and more than every other role in the enterprise. A top executive has to concentrate on a major
goal, to offer answers to challenges, to explain tactics and to recognize key points on time. Therefore,
strategic leadership is a challenge that only genuine strategic leaders will aspire to continue. The real
strategic leader is the one who can operate on the basis of simple vision and precise knowledge and take
decisions. You begin by understanding the vision of the company and then create your own vision. All in the
community will recognize this dream and relate each person's shared purpose and commitment. Specific
strategy development and execution strategies are also established by government makers, and draw
partners, track progress results and formulate potential risk strategies.

Essentially, the strategic leader is rarely self-confident, he constantly wants to evolve and know more
in order to stop being obsolete. A strategic executive will better concentrate on big success priorities by
developing, enhancing and retaining expertise with long-term job passion.

One of the managers who impressed me most with the leadership was Tim Cook. Tim Cook has been
very successful in proving himself since joining Apple 16 years ago. Decisions as CEO at Apple show
outstanding management talent against challenges, a great example for contemporary entrepreneurs. The

25
culture of mutual respect between managers and employees at Apple also by Tim Cook. It was this
management success that made him increasingly trusted by the people of the world's leading technology
corporation. Besides the charm, Tim Cook is considered to be friendly with Wall Street and the media.
However, when needed, he still proved to be a fierce person. Especially, his motto of "do not try too hard"
always makes employees work in an "easy" environment.

VI. BASIC APPROACHES

1. The classical approach

a. Scientific management
This is the approach written by the authors: Frederick W.Taylor, Frank and Lillian Gilbreth, Henry
L.Gantt.

Administrators must determine the work method and criteria of the job. At the same time, they must
provide workers with the right stimulus to increase their productivity. managers must select and train
employees scientifically and develop a spirit of cooperation. they must know the division of work between
the administrator and workers so that each side will do the job that suits them. Since then, work efficiency
will be increased.

b. Administrative management
Here is the approach written by 2 main authors: Henri Faylol and Max Weber.

Fayol's "14 Principles" was one of the most detailed management theories to be developed. He has
been seen as one of the most important contributors to the modern management philosophy, despite the
fact that today people often do not follow "The 14 Principles”. Most influential ideas: division of work,
matched authority and responsibility, the scalar chain of command, unity of command, subordination of
individual interests (Mindtools, no date).

Max Weber was different from most leaders in the industry today. His philosophy was called the
bureaucratic theory, and he stressed precise laws as well as a strong power distribution. He would have
blamed today's executives for their leadership style, most of them being open to revolutionary ideas and
flexible work arrangements (Iedunote, no date).

26
Figure 1. Key characteristics of the ideal bureaucracy

(Source: Expertprogrammanagement.com)

Appraisal of the classical approach

Advantage: the classic approach proves the importance of of compensation for

performance and the importance of personal selection and training. They begin to study carefully and
systematically tasks and tasks.

Disadvantage: The classical approach did not appreciate the social context of the job and is
higher than the needs of the workers. It did not acknowledge the variance among individuals. It tends to
regard workers as ignorant and ignoring their ideas for proposals.

27
2. The behavioral approach

a. The Hawthorne studies

Research investigated the impact on efficiency of physical conditions and whether workers were
more receptive and performed more efficiently under specific environmental conditions, including
enhanced lighting. The Hawthorne effect is seen as workers ' propensity to work harder when they are
subjects in an experiment. This effect indicates that individuals may change their behavior because of
researchers ' attention, rather than any manipulation of independent variables (Lumen, No date).

b. Theory X & theory Y of Douglas McGregor

Theory X is a collection of conventional beliefs that are not optimistic regarding people such as
employees who hate jobs, seek to avoid accountability, etc. Theory Y is an alternate set of assumptions, like
people taking responsibility, being able to exercise self-control, being able to innovate, making work as
normal as rest and play (Mindtools, no date).

To sum up, to theory X, workers must be supervised closely. While, to theory Y, accurately describe
human nature in far more situations hence they should guide managerial practice.

c. Maslow’s Need Hierarchy

Humans are motivated by efforts to satisfy a hierarchy of needs. Needs range from basic physiological
ones to those for self-actualization, or reaching one’s potential. Prompted managers to think about ways of
satisfying wide range of worker needs to keep them motivated ( ThoughtCo, No date).

28
Figure 2. Maslow’s hierarchy of needs

(Source: Simplypsychology.org)

Appraisal of the behavioral approach:

Advantages: the behavioral approach has contributed to an important awareness of the impact
of human resources at work and on organizational effectiveness & the need to provide job satisfaction to
employees. Most theories have tried to provide guidelines to allow managers to practice satisfying and
motivating employees. Finally, productivity is improved.

Disadvantages: the behavioral approach tends to emphasize the importance of work to workers
without actually addressing financial issues.

The behavioral approach to management focuses on human relations and the well-being of workers.
The behavioral-style boss aims to create expectations that keep employees happy and motivated instead of
simply setting tasks and insisting that they be accomplished. Behavioral approach will be consistent with
the service and customer care industries.

29
3. Quantitative approaches to management

A perspective on management that emphasizes use of a group of methods in managerial decision

making, based on the scientific method. Quantitative tools and techniques include statistics, linear-
programming, decision tree, network analysis, computer simulations. Frederick Taylor laid foundation for
quantitative approaches (Chron, 2019).

Operations research truly started in WORLD WAR II. During the Second World War close to 1,000
men and women in Britain were engaged in operational research.

Appraisal of the quantitative approaches

Advantages: Managers have better Decision-making systems with use of Operation Research.
Enable managers to solve complex problems that cannot be solved by common sense alone. Improves
Yields of business and least costs. Operation Research can be applied to any field of operations.

Disadvantages: Operations research itself is very costly and time. Need of OR professional
specialist to manage OR related tasks. Analysis is only based on Quantifiable factors and expressed in terms
of numbers and expressions only. But, much of data is based on human estimates. The answers it produces
are often less precise than they appear.

4. The systems perspective

Taking into account all of the behaviors of a system as a whole in the context of its
environment is the systems perspective. While the concept system itself is a more general notion
that indicates separation of part of the universe from the rest, the idea of a systems perspective is
to use a non-reductionist approach to the task of describing the properties of the system itself
(Baryam, 2011).

Organization is an open system which interacts with the environment, transforming inputs
(resources) into outputs (products and services) and supply them to the outside world.

30
Figure 3. A Systems View of Organization

(Source: Slideshare.net)

Two influential concepts (Study.com, no date):

Entropy: The tendency of a system to run down and die if it does not receive fresh inputs from its
environment.

Synergy: the whole organization working together will produce more than the parts working

independently.

Appraisal of the Systems Perspective

Advantages: It facilitates the interaction between the organization and its environment. It guides
managers to avoid analyzing problems in isolation and to develop an integrated approach.

31
 Disadvantages: Systems philosophy does not specify the nature of interactions and inter-
dependencies. It does not recognize the differences in systems. it's too theoretical and unrealistic that can't
be applied to real cases.

5. The contingency approach

The contingency approach is a management theory that suggests the most appropriate style of
management is dependent on the context of the situation and that adopting a single, rigid style is
inefficient in the long term. Contingency managers typically pay attention to both the situation and their
own styles and make efforts to ensure both interact efficiently (HR zone, no date).

The approach is derived from the study of leadership and organization structures. Implications from:

Leadership study: which leadership style would work best in which situation.

Organization structures study: some structures work better in different environment.

Appraisal of the contingency approach

Advantages: Encouraging managers to examine individual and situational differences before

deciding on a course of action. Encouraging responsiveness and flexibility to change.

Disadvantages: This is not a formal theory of management. So, this will not be a certainty in a
critical situation.

***The contingency approach to management (also called the situational approach) believes that
there is no definitive response to these questions because over time organisations, individuals, and
circumstances differ and change. Therefore, the contingency approach is suitable for design industries that
need high flexibility and creativity.

Real examples of approaches

For example of the behavior approach: Yazaki EDS Vietnam Company has invested money to build
schools for children of workers. In addition, the company also pays teachers' salaries, school fees and meals
for their children. Parents working in Yazaki company whose children attend Vang Anh Kindergarten only
pay 200,000 VND / month. The workers at this company said that sending children right within the
company should be very reassuring to work. Not only that, each month helps save 1 million children. This

32
money helps them to earn more for their living or can save them to send home to relatives. This is a way to
help employees feel more secure and motivated to work hard (Laodongtre, 2018).

For example of the contingency approach: when Taco bell managers approached the question of
what would work best for their restaurants, they redefined business on the basic assumption that
consumers appreciate food service and the restaurant's physical appearance. The organization hired new
managers who were dedicated to producing or providing customer-value products and who could mentor
and assist workers in the new direction to execute the new customer-focused goals. To concentrate on
customers, Taco Bell outsourced most of the food preparation assembly line, such as shredding lettuce, so
workers could concentrate on customers. As a result, the company's owned stores have experienced a 60
per cent rise in revenue. Other fast food restaurants, from the point of view of contingency, may base their
business on different situational factors (Citeman, 2008).

The behavioral approach is the approach used by many organizations in today's modern society
because the behavioral approach to management concentrates on human relations and employee well-
being.

In short, the behavioral approach should be applied to improve the quality of human resources in
FPT Software because the behavioral approach emphasizes human relationships and employee satisfaction.
FPT needs a strong human resource and works most effectively. The best way is to build good relationships
throughout the system. FPT should provide its employees with a comfortable and friendly working
environment. Since then, employees will be motivated to work and the quality of work will be increased.

VII. THEORIES OF LEADERSHIP

1. Trait theory

In the past, people used to think that a leader would have the high academic results and the
temperament of a leader with more intelligence than people. In 1974, Stogdill identified some of the
distinguished elements of leaders. First, they must be competent, able to solve problems, making judge and
work hard. Second, they must have outstanding achievements in learning, knowledge, and sport. Third,
they must be a responsible person with trust, perseverance, effort and confidence. Participation and
involvement: highly developed social interaction, popularity, swift adaption to changing situation, easier
cooperation compared to non-leaders. Socio- economic status: effective leaders usually belong to higher
socio-economic class.

33
 The strength of trait theory is to create standards for identifying leaders. In summary, the strengths
of the feature theory show the value that the theory provides for the study of leadership. And the
weakness is that most of the Characteristics theory does not consider the specific characteristics that
influence it. to leadership results such as employee performance, productivity, and satisfaction
(Northouse,2013).

2. Behaivioral theories

The behavioral theory of leadership developed in the 1950s. Ohio State studies focused on task and
social.

This study identifies the two dimensions of leadership behavior. First, the initiating structure: the
role of leaders in determining their roles and the roles of team members. Second, behavior Consider: the
team leader must trust and respect the ideas and feelings of the team members (Beth Angell, 2013).

Robert Blake and Jane Mouton (1960s) suggested a graphic portrayal of leadership styles through a
managerial grid. Managerial grid are divided into two aspects of leadership behavior. First, Concern for
Production: manager who is task-oriented and focuses on getting results or accomplishing the mission (X-
axis), Concern for People: manager who avoids conflicts and strives for friendly relations with subordinates
(Y-axis) (ukessays, 2018).

34
Figure 1: Managerial Grid

(Screenshot of Kapil 2012 -29/07/2019)

Its strengths are helping leaders analyze their own leadership styles through a technique called
mesh training. Its limitation is that the model ignores the importance of internal and external limits,
material and script. In addition, there are many aspects of leadership that may be covered but not.

3. Participative theory

Participative leadership theories suggest that the ideal leadership style is one that takes the ideas &
suggestions of others into account. These leaders encourage participation and contributions from group
members and help group members feel more accountable and committed to the decision-making process.
In this style. the leader works to enhance teamwork and improve communications and morale of the
employees. Involvement in decision-making improves the understanding of the issues involved and the
commitment of who must carry out the decisions. People are less competitive and more collaborative when
they are working on joint goals. Several people deciding together make better decisions than one person
alone (Careeeride, 2013).

35
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 Leadership Style: autocratic leaders retain most of their rights for themselves. They make
decisions confidently and assume that team members will agree with the decision. An autocratic leader
often disregards the opinions of the group members; they assert themselves and consider them to be a
common opinion for group members. Autocratic leadership will be acknowledged when the group needs an
urgent direction in a hurry situation. However, this autocratic leader requires a high level of expertise and
long experience (Andrew J.Dubrein, 2010).

With this leadership style, the strength will be to make a right decision in an urgent time if the
administrator is qualified. but the weakness is that the members will not be motivated to work because the
decision is in the hands of the administrator.

Democratic style: A democraticing leader is a person who shares decision making with team
members. Currently, there are many organizations supporting this model. In today's developed society,
leaders do not have all the answers. Leaders consult with subordinates before making a decision. However,
they still retain the final authority to make a decision. The leaders agreed to encourage group discussion on
an issue and then make a decision that reflects the collective opinion of the group members. A decision is
not finalized until all parties agree. They act as opinion collectors and vote before making decisions (Andrew
J.Dubrein, 2010).

With this leadership style, the strong point will be to ensure fairness for all members. Each
member will be respected for his or her opinions. But besides that, the main weakness is each person has
an opinion. The final decision will be difficult for the manager.

4. Contingency theory

The basic premise of Contingency Theory is that there is no one best way to lead an organization. There
are too many external and internal constraints that will alter what really is the best way to lead is in a given
situation. In other words, it all depends upon the situation at hand as to what will be the best course of
action (Business, 2010).

36
 Fred Fiedler is a theorist whose Contingency Trait Theory was the precursor to his Contingency
Management Theory. Fiedler believed there was a direct correlation to the traits of a leader and the
effectiveness of a leader. According to Fiedler, certain leadership traits helped in a certain crisis and so the
leadership would need to change given the new set of circumstances. Fiedler's Contingency Theory
proposes the following concepts (Business, 2010):

- Fiedler's Contingency Theory says there is no one best way to manage an organization.
- Fiedler's Contingency Theory of leadership says that a leader must be able to identify which
management style will help. achieve the organization's goals in a particular situation.
- The main component of Fiedler's Contingency Theory is the least preferred co-worker (LPC) scale
which measures a manager's leadership orientation.

Situational favorableness determined by three factors : Leader-member relations – Degree to which a

leader is accepted and supported by the group members. Task culture – Extent to which the task is
structured and defined, with clear goals and procedures. Position power – The ability of a leader to control
subordinates through reward and punishment (Fiedler, 2017).

Advantages: firstly, it allows managers to change the policies according to the situation. Secondly,
contingency approach helps the manager to enhance their leadership and decision-making skills. Thirdly,
Contingency approach provides options to the employees, that helps them to grow and share their ideas to
the business. Finally, It helps to design the organizational structure and plan the information decision
systems (Commerce mates, no date).

Disadvantages: contingency approach has a complex approach. The suggestion of the approach is very
simple but when it comes to practical it becomes more complex. Contingency approach is basically reactive
in nature. Sometimes the handling the situations become hard for the manager (Commerce mates, no
date).

5. Situational Leadership

Situational leadership is a leadership style that has been developed and studied by Kenneth Blanchard
and Paul Hersey. Situational leadership refers to when the leader or manager of an organization must
adjust his style to fit the development level of the followers he is trying to influence. With situational
leadership, it is up to the leader to change his style, not the follower to adapt to the leader’s style. In

37
situational leadership, the style may change continually to meet the needs of others in the organization
based on the situation.The situational theory of leadership proposed that no single leadership style is best
(Chron, 2019).

Hersey & Blanchard’s situational theory (Chron, 2019)

Telling and Directing: In telling/directing, the leader of the organization is the one making the
decisions and informing others in the organization of the decision. This style of leadership may also be
referred to as micro-management as the leader is very involved and closely supervises the people who are
working. With this style of leadership, it is a very top-down approach and the employees simply do exactly
what they are told.

Selling and Coaching: With the selling and coaching style of leadership, the leader is still very
involved in the day-to-day activities. The decisions still ultimately lie with the leader. However, input is
requested from the employees before the decision is implemented. With this style of situational leadership,
employees are still supervised but it is in more of a coaching manner rather than a management manner.
This style typically works well with those who are inexperienced and still learning. It involves direct praise to
increase their confidence and self-esteem.

Participating and Supporting: The participating and supporting style of situational leadership
passes more responsibility to the employers or followers. While the leader still provides some direction, the
decisions ultimately lie with the follower. The leader is there to provide feedback and to increase their
confidence and motivation with praise and feedback for the tasks completed. Those who work well under
this style of situational leadership have the necessary skills but lack the confidence or motivation to achieve
them.

Delegating to Employees: Delegating is the situational leadership style where the leader is
involved the least amount with the employees. The employees are responsible for choosing the tasks and
the directions they will take. Although the leader may still be involved for direction or feedback
purposes, it is on a much lower level than with other situational leadership styles. With this style of
leadership, the employees know their role and perform it with little supervision required.

Advantages: Firstly, it creates a comfortable environment for workers. For most workers, it creates a
situation that allows them to be comfortable with their job duties. When workers are satisfied, they are
more productive. This allows leaders to motivate individual employees in a way that suits their needs,

38
giving people a better opportunity to achieve positive results. Secondly, It increases the awareness of the
leader. By adapting to change, the situation leader can adopt an approach that will help the worker work
effectively. At the same time, empathy is developed in the leadership of the agency because each worker
must be approached exactly. The only way to get to know someone is to step into their shoes (Brandon
Gaile, 2018).

Disadvantages: first, it focuses more on immediate needs than on long-term needs. Instead of
focusing on overall goals, case managers can fall into a trap where they are assessing or responding to a
situation immediately all the time. Secondly, it is based on the skill level of the leader. The situation leader
has a skill set, like any other worker. If this skill set has not been fully developed for the leader. , their
reaction will not be effective. In some situations, situation leaders can do more harm than good because
they misread the situation, giving an inappropriate answer (Brandon Gaille, 2018).

6. Transactional leadership

Definition: Transactional leadership, also known as managerial leadership, concentrates on the role of
supervision, organization, and group performance.Transactional leadership focuses on results, conforms to
the existing structure of an organization and measures success according to that organization’s system of
rewards and penalties. Transactional leaders have formal authority and positions of responsibility in an
organization. This type of leader is responsible for maintaining routine by managing individual performance
and facilitating group performance. This theory of leadership was first developed by sociologist Max Weber
and further explored by Bernard M. Bass in the early 1980s (STU Online, 2018).

History: in 1947, Weber was the first to describe rational-legal leadership — the style that would
come to be known as transactional leadership — as “the exercise of control on the basis of knowledge. In
his 1978 book “Leadership,” Burns argued that both transactional and transformational leaders must be
moral and have a higher purpose. In Burns’s model, transactional leaders espouse honesty, fairness,
responsibility, and honoring commitments. In the 1980s and 90s, researchers including Bernard M. Bass,
Jane Howell and Bruce Avolio defined the dimensions of transactional leadership (STU Online, 2018).

39
Figure 4. Some examples of transactional leaders

Some characteristics of transactional leaders (STU Online, 2018):

- Focused on short-term goals

- Favor structured policies and procedures
- Thrive on following rules and doing things correctly
- Revel in efficiency
- Very left-brained
- Tend to be inflexible
- Opposed to change
Some assumptions: firstly, employees are motivated by rewards and punishment. Secondly, the
subordinates have to obey the order of the superior. Thirdly, the subordinates are not self-motivated.
Nextly, the main goal of the follower is to obey the instructions of the leader. Finally, the style can also be
mentioned as a ‘telling style’ (STU online, 2018).

Dimensions of transactional leadership: these exchanges involves 4 dimentions. The first dimension is
a contingency reward. In the first dimension, there is positive reinforcement of appropriate behaviors and

40
negative reinforcement of inappropriate behaviors. The second dimension is positive management by
exception. Monitor groups and correct errors. The third dimension is passive management by exception.
Leaving the group alone and interacting only when there are challenges. The last dimension was Laisser-
faire (STU Online, 2018).

Aavantages: First, it provides a clear structure for large organizations, systems that require repetitive
tasks, and an infinite renewable environment. Secondly, it helps to achieve short-term goals quickly. third,
Rewards and penalties are clearly defined for employees (STU online, 2018).

Disadvantages: First, reward workers at a practical level, such as money or privileges. Second,
creativity is limited because goals and goals have been set. Third, it does not reward individual initiatives
(STU online, 2018).

7. Transformational leadership

Definition: transformational leadership is a leadership style in which leaders encourage, inspire and
motivate employees to innovate and create change that will help grow and shape the future success of the
company. This is accomplished by setting an example at the executive level through a strong sense of
corporate culture, employee ownership and independence in the workplace (Sarah K. White, 2018).

History: the concept of transformational leadership started with James V. Downton in 1973 and was
expanded by James Burns in 1978. In 1985, researcher Bernard M. Bass further expanded the concept to
include ways for measuring the success of transformational leadership. This model encourages leaders to
demonstrate authentic, strong leadership with the idea that employees will be inspired to follow suit. One
year later (1986), Noel M. Tichy & Marry Anne Devanna published a book under the little “ The
Transformational Leadership” (Sarah K. White, 2018).

41
Figure 5. Some examples of tranformational leaders

Some characteristics of transformational leaders (Sarah K. White, 2018):

- Leaders and followers raise one another to higher levels of motivation and morality
- Foster followers’ inborn desires for higher values, morals, humanitarian ideals
- Use power to instill a belief followers can do exceptional things
- Are courageous and value-driven
- Believe in people and commit people to action
- Can deal with complexity
- Are life-long learners

Some assumptions: the prime assumption is, that people will willingly follow a leader who inspires
them. The vision and passion of one man can transform his followers and together they can achieve great
things. Energy and enthusiasm are the tonics that get things done (Sarah K. White, 2018).

Advantages: firstly, it enables rapid formation of a vision. ability to quickly assess the organization's
current situation and form a vision for its improvement and growth. Transforming leaders communicate
their vision properly to other leaders in their organizations and to all employees to get people on board.

42
This will help them cope with challenging situations, because everyone can see the big picture. Second, it
promotes enthusiasm. This leadership model is said to create an enthusiastic working environment and
promote a company with changes and innovation. When individuals are working through self-promotion,
this method will specifically ensure higher levels of efficiency and productivity (Future of Working, no date).

Disadvantages: Firstly, it can ignore reality and truth. It has been noted that conversion leaders may
fall into a trap that relies so much on their passions and emotions that they will tend to ignore reality and
truth. This over-dependence can also limit their willingness to study and reasoning to face the harsh facts
about the situation of their companies. Second, it is potentially abusive. Although this type of leadership is
strong, it is not always used morally and for the common good. Actually, not all people often related to this
method fit the definition (Future of Working, no date).

8. Action – centered leadership

John Adair 's simple Action-Centred Leadership model provides a great blueprint for leadership and
the management of any team, group or organization. Action Centred Leadership is also a simple leadership
and management model, which makes it easy to remember and apply, and to adapt for your own situation.

Good managers and leaders should have full command of the three main areas of the Action Centred
Leadership model, and should be able to use each of the elements according to the situation. Being able to
do all of these things, and keep the right balance, gets results, builds morale, improves quality, develops
teams and productivity, and is the mark of a successful manager and leader (Businessballs, no date).

9. Chaos theory

Definition: Chaos theory is a scientific principle describing the unpredictability of systems. Most fully
explored and recognized during the mid-to-late 1980s, its premise is that systems sometimes reside in
chaos, generating energy but without any predictability or direction. These complex systems may be
weather patterns, ecosystems, water flows, anatomical functions, or organizations. While these system's
chaotic behavior may appear random at first, chaotic systems can be defined by a mathematical formula,
and they are not without order or finite boundaries. This theory, in relation to organizational behavior, was
somewhat discounted during the 1990s, giving way to the very similar complexity theory (Fractal
Froundation, no date).

Two examples of transactional leadership (STU online, 2018):

43
 Vince Lombardi was born in 1913, Vince Lombardi is best known as the coach for the Green Bay
Packers. He signed a five-year contract with Green Bay in 1959. Under his leadership, the team never had
a losing session. Over the course of his career, he led the team to a 98-30-4 record and five
championships. The Super Bowl trophy is named after him. He used to run the Packers through the same
plays in practice over and over again. The team’s opponents knew the plays Lombardi would run, but the
team was so well trained that many teams had trouble defending against them.
Bill Gates was born in Seattle in 1955. In his early teens, he met Paul Allen at the Lakeside School,
where they both developed computer programs as a hobby. When Gates went to Harvard, Allen went to
work as a programmer for Honeywell in Boston. In 1975, they started Microsoft, and by 1978, the company
had grossed $2.5 million, when Gates was 23. In 1985, Microsoft launched Windows. Bill Gates is now one
of the richest people in the world. As a transactional leader, he used to visit new product teams and ask
difficult questions until he was satisfied that the teams were on track and understood the goal.

Two examples of transformational leadership (Sarah K. White, 2018):

Jeff Bezos, Amazon: Harvard Business Review attribute’s Bezos’ “insider, outsider” status as part of
what makes him a great transformational leader. As someone who jumped from the finance world, he
brought a fresh perspective to e-commerce through years of experience in a different industry.

Heinrich Hiesinger, ThyssenKrupp: Hiesinger become CEO of ThyssenKrupp in 2011 and helped
alleviate pressure from Asian competitors in the steel market by embracing newer forms of manufacturing,
including 3D printing – “new growth areas” that now make up 47 percent of the business’ sales.

To sum up, transactional leadership are arguably the most suitable in today's business society.
Moreover, transactional leadership is considered to be a general answer to a range of emerging
businesses.

For FPT Corporation, we believe that transactional leadership can help improve the quality of human
resources in the company. FPT Software is a global IT services and outsourcing company. It will become the
largest software service company in Vietnam in 2019. These industries always require professional and high
quality human resources. FPT Software always employs dynamic individuals to conquer revolutionary
technologies and explore new frontiers. FPT always wants to ensure a highly motivated team, the highest
performance and world-class leaders. FPT software invests heavily in people at every level. Recognized
talents, rewarded performance and well-prepared leaders in the FPT environment support teamwork and

44
excellence. Therefore, transactional leadership should be applied in improving the quality of human
resources of this organization.

VII. CONCLUSION

From the above report, we can understand and see clearly the concept, role, function as well as the
connection between management and leadership. From there, we can apply the knowledge and skills
necessary for real work. Know the management methods and leadership theory, find out the strengths and
weaknesses of each theory. Then choose the style that matches the current situation of the company as
well as unexpected situations and assert yourself ability.

45
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 Index of comments

8.1 Note: Grade was different for each group member

Strengths:

- Except question 1, the paper addressed all questions as required in the assignment sheet.

- The management approaches and leadership theories sections were well-written.

Weaknesses:

- Need to work on grammar: For example: Page 14: "To be well - prepared for the position of director of FPT
software company and be able to create the strong foundation for future career. In this report, ...." ??? - This is
an incomplete sentence without a subject and verb. Page 16: "Management is one of the important people in
an organization." -> A manager (not management) is a person.

- II. Where is the 'followship' concept?

- Question 1 was not answered correctly.

Improvement: Addressed weaknesses as stated above.

8.2 Assessor's name: Tham Nguyen

8.3 Date: 03/26/20

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