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Interview Manager Report

Principle of Management (Trường Đại học Kinh tế Thành phố Hồ Chí Minh)

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ASSIGNMENT COVER SHEET

STUDENT DETAILS
Student ID
Student name: DUYEN LE TRAN MY number: 31211022066
DAT TRAM NGUYEN Student ID
Student name: THANH number: 31211023958
Student ID
Student name: THUONG HO LE HA number: 31211022880
Student ID
Student name: NGOC LE DO NHU number: 31211024588

UNIT AND TUTORIAL DETAILS

Unit name: PRINCIPLES OF MANAGEMENT Unit number: MAN101

MANAGER INTERVIEW THURSDAY
Tutorial/Lecture: REPORT Class day and time: (12:00 – 14:00)
Lecturer or Tutor name: MS. ANH HOAI NGUYEN DANG

ASSIGNMENT DETAILS

Title: MANAGER INTERVIEW REPORT

Length: Due date: 30/12/2021 Date submitted: 29/12/2021

DECLARATION

I hold a copy of this assignment if the original is lost or damaged.

I hereby certify that no part of this assignment or product has been copied from any other
student’s work or from any other source except where due acknowledgement is made in the
assignment.
I hereby certify that no part of this assignment or product has been submitted by me in
another (previous or current) assessment, except where appropriately referenced, and with
prior permission from the Lecturer / Tutor / Unit Coordinator for this unit.
No part of the assignment/product has been written/ produced for me by any other person
except where collaboration has been authorised by the Lecturer / Tutor /Unit Coordinator
concerned.

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I am aware that this work may be reproduced and submitted to plagiarism detection software
programs for the purpose of detecting possible plagiarism (which may retain a copy on its
database for future plagiarism checking).

Student’s signature: Duyen Le Tran My

Student’s signature: Dat Tram Nguyen Thanh

Student’s signature: Thuong Ho Hoai Le

Student’s signature: Ngoc Le Do Nhu

Note: An examiner or lecture / tutor has the right to not mark this assignment if the above

declaration has not been signed

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Manager Interview Report

Duyen Le Tran My

ID number: 31211022066

Dat Tram Nguyen Thanh

ID number: 31211023958

Thuong Ho Le Ha

ID number: 31211022880

Ngoc Le Do Nhu

ID number: 31211024588

Principles of Management/ PM- DH47ISB- 2

29/12/2021

Ms. Anh Hoai Nguyen Dang

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Contents

I. Manager Interview Report ................................................................................................. 5

1. General information about the company ...................................................................................5
2. Manager’s overview ..................................................................................................................6
II. Four Functions of Management ....................................................................................... 7
1. Planning ....................................................................................................................................7
2. Organizing ................................................................................................................................8
3. Leading .....................................................................................................................................9
4. Controlling: ............................................................................................................................ 10
III. Problems ....................................................................................................................... 11
IV. Solutions ....................................................................................................................... 12
V. Solutions Analysis (Group Solutions) .............................................................................. 13
VI. Conclusion and Manager’s advice ................................................................................. 14
VII. References ................................................................................................................... 16
VIII. Appendix .................................................................................................................... 18

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I. Manager Interview Report

In the Principle of Management course, the Manager interview project gives us a golden

opportunity to broaden our knowledge and get familiar with the information of management in a

business organization. Moreover, this project gave us, group’s members, a chance to

communicate and collaborate to research on a new aspect.

Our interview with a manager was conducted on November, 28th 2021. Our interviewee

is Mr. Le Van Lien, director of Hop Nong Corporation, a company that mainly works in the

agricultural field. Through the interview, we gained significant insights relating to his career,

duties, agriculture, and many other leadership and management ideas. And the outline of our

report is: first, identifying four main functions as a manager's responsibility: planning,

organizing, leading, and controlling; second, analyzing the most significant problems that the

company has faced recently; and third, providing appropriate solutions to the problems

mentioned above.

1. General information about the company

Hop Nong Corporation, a sole trader established in 2010, specializes in agriculture; its

head office is located in Lam Dong province. This company is among the largest in the province

in the exporting and importing agriculture products field. It has a number of private farms, where

many kinds of flowers are produced to export to other regions. Besides, Hop Nong Corporation

is also the importer and distributor of soybean seeds, corn, DDGS, animal feed ingredients…

from major suppliers such as: the U.S.A, Canada, Africa and South America. The products are

tested for international quality, ensuring competitive prices in the market.

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2. Manager’s overview

Manager’s background. As introduced in the first part, Mr. Le Van Lien is currently the

director of Hop Nong Corporation. His experience in the agricultural field is more than 30 years

as he graduated as an agricultural engineer from Ho Chi Minh City University of Agriculture in

1991. In 1994, he earned a scholarship to study in India, which is the global agricultural

powerhouse. In this duration, Mr. Lien had a great opportunity to broaden his knowledge in

agricultural production. Returning to Vietnam in 1996, Mr. Lien has dedicated himself to work

in this industry until now. Specifically, from 1997 to 2010, Mr. Lien was the manager and then

the production director of Dalat Hasfarm Corporation; from 2010 to 2013, he was the Project

Director of Himlam Macca Corporation and now he is the executive director of Hop Nong

Corporation. The reason why just a new graduate but he was able to be a manager is that Mr.

Lien had great English skills and background compared to other candidates at that time.

Manager’s leadership style. Although Mr. Lien came from an agricultural engineering

major, he has certain knowledge to define his own leadership style. With the stories that Mr. Lien

shared with us, it can be seen that he always pays compliments for his employees if the jobs are

done well but he is also straightforward in reprimanding the staff who make mistakes. Ruggieri

(2019) defined that contingent incentive and management by exception are the two pillars of

transactional leadership, when goals are met, a transactional leader will use positive reinforcement

such as prizes, praise, compliments, and awards for his staffs; while using negative reinforcement

such as punishment and censure when huge errors or failures occur. In brief, Mr. Lien appears to

be a transactional leader.

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II. Four Functions of Management

Management functions are divided into four categories, each of which is responsible for

an organization's strategic, tactical, and operational decisions. In order to establish strong

organizations; planning, organizing, leading, and controlling are critical. Companies, no matter

how large or small, must run smoothly and meet the aims and goals that they have set forth. The

company would suffer and fail to meet its objectives if these four functions did not continue to

evolve. Although these functions work together to create a consistent flow for a corporation,

each function has its own strength.

1. Planning

This part discusses the process of developing the plan and defining targets and how to

deliver the plan to employees. Mr. Lien first confirms the significance of planning. "Even in

literature, the author's head may be brimming with ideas, but it is critical to have a layout to

complete an essay or a poem." The first stage in obtaining high-quality items is developing a

concept and creating a strategy. It is a reality that there is nothing without ideas (Troild, 1999).

We have more than 16% to succeed when having a plan (Greene & Hopp, 2017). Every

organization must have a plan detailing what they must do, such as the type of product, size,

budget, style, standard, kind of technology, and so on. The budget is critical in this process since

it determines whether or not the product can be continued. Along with these elements, the

timeframe for decentralizing work for each employee is included. It takes at least two years to set

up the plan, but it can take up to 5 to 10 years, even 20 to 30 years. Mr. Lien also highlighted a

contingency plan, stating that if a corporation wants to restrict crisis management, it must

develop a backup plan. Mr. Lien's firm categorizes the strategy into short-term, medium-term,

and long-term categories. Nobody can pick which type of plan they want; each position in the

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firm determines it. The department in his organization creates a short-term plan, synthesizes

information, and provides it to the manager or leader. Leaders have a role in adjusting the plan to

"safe mode" – avoiding risk and eventually turning it into a long-term plan. The types of plans

also depend on the investors: if the investors want to work with the firm in the long run, the

company will widen the plan. Mr. Lien stated that his organization typically follows a long-term

plan. Leaders must communicate their idea with their personnel after deliberating on a final

strategy. This procedure necessitates a leader acting as an inspiring model. Positive

characteristics associated with inspired leadership are also praised (Deanne, 2001). Leaders must

deploy undoubtedly and utilize the key term.

2. Organizing

Nowadays, Vietnamese businesses typically use foreign structural models to suit each

kind of company (small companies just need a simple structure). President or Director-General is

the top post. The next level is departments include: sales-marketing, production, purchasing,

human resources, account-finance, and technology-security. Each department is like a puzzle

piece. "One scabby sheep is enough to spoil the whole flock." Just a few minor mistakes from

the departments and the entire organization must bear the repercussions. In actuality, the

founders or leaders must adopt the appropriate organization because if they just try to emulate

large corporations, they will fail. Today's requirements are higher; therefore, individuals who can

multitask - and handle numerous tasks from several sectors - will benefit both these employees

and the organization as a whole. In today's world, multitasking is strongly embedded in many

human activities (Benbunan, 2012). About the recruitment process, Mr. Lien's company has a

principle: recruit when necessary. The workforce is needed when the company meets problems

like maternity leave, occupational accidents, job-hopping or low competency employees, etc.

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However, leaders should have a backup; the corporation invests a portion of its cash in training

interns to recruit exceptional personnel. There are two options: bright individuals who are well-

paid or less-skilled people who are well-paid. Although organizations may simply teach these

personnel to get familiar with the organization's work culture in the second option, the first

option is preferred in the 4.0 generation. When asked about the organization's work style, Mr.

Lien stated that his workforce never works separately. Everyone's benefit and duty are

intertwined. Teamwork makes the feeling of meaningfulness and community (Robbins, 1994). A

leader is someone who understands how to combine the strengths of each individual to create the

most powerful force. Finally, making a decision is a critical step. A leader's responsibilities may

be divided into two categories: decision-making and problem-solving. It is difficult and based on

cornerstones (information and data synthesized from the departments or market news). Leaders

make decisions based on whether or not their insight is correct. If it is not rational thinking, the

entire firm is held accountable.

3. Leading

Leaders have to make sure that the relationship between the employees is good or not,

like a conflict between the millennial generation and GenZ or racist problems. The solution is to

make them see the value of each other and change their perspective. People should optimize and

take advantage of others then conflict is the barrier. Instead of friction, employees may use their

communication skills to make more relationships. We need others in our personal lives to share

and exchange ideas, solve issues, for companionship, comfort and at work to attain our goals and

objectives (Goutam, 2013). The digital transformation problem has affected the role of leaders.

Our world is developing so fast that some people can not catch up with the pace of work and

handle the tasks, so the role of leaders is much more important. The workplace of Industry 4.0

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needs more benign, broadly focused, and typically self-transcended leaders (Črešnar & Nedelko,

2020). But now leaders will change their way of leading the whole company. They must be more

adaptable and concerned with their development. For Mr. Lien, he has determined his goals since

he was a student. His motivation is independent and desirable to help other people. A significant

thing is always knowing the goals. Goals help leaders operate the company and make employees

know what they are doing and what they are doing for what. Modern society always has traded

between foreign firms and domestic companies, so language is a strength for leaders to find

information and probe foreign company's situations.

4. Controlling

The leader is not an easy position requiring a person to face many tough problems.

Following Mr. Lien's share, he always keeps himself calm and has emotional control. When a

company is in trouble, the first thing is to find the mistake and start from which department.

Then employees and managers involved will take all responsibility. If the problem is serious,

other departments and managers must join hands to help. Of course, a leader is a person who

observes everything and controls it smoothly. Besides that, leaders also make them into a good

version of themself. With good health and an energetic mind, the work can be done faster and

more efficiently. However, in the situation that the whole company meets the dead end, leaders

have to accept the truth and gain experience for the next project. Like two years ago, COVID-19

brought heavy damage for many firms. The current COVID-19 pandemic has had significant

economic implications throughout the world, and it does not appear that any country will be safe

(Donthu & Gustafsson, 2020). If the target is 10, we just need 4 or 5 to survive. Companies must

accept that some events can not be unforeseen. In Mr. Lien's company, 10% of the whole

company can develop strongly. Before the pandemic, the company could get 50 million VND but

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now just get 10 million VND. The company is now ready to find a solution to the pandemic.

Another issue in this part is reprimanding the employees when they make the company lose

profit. Leaders must find what is the reason and have a reasonable punishment depending on

severity. Finally, when the project is finished, leaders must throw back what they have done and

not have done. For some reason, the plan can not follow perfectly, making the company face

difficulty. Leaders and staff will find a way to overcome and take its experience for next time.

III. Organization’s Problem

With the context of Covid-19 pandemic outbreaks, many corporations experienced severe

consequences. However, Mr. Lien is one of the lucky people to say that the impact of the

pandemic was not an actual challenge to him since Dalat - where he is working was not affected

badly by the virus and the operation of the company was still on the track he expected. The real

challenge that he and his company had been through was the influence of the financial crisis and

the economic crisis lasted for almost 4 years from 2009 to 2012 that caused him to lose almost

everything and he had to struggle a lot to overcome. In 2009, he imported a large number of

flower bulbs from New Zealand and Dutch to plant and sell them in Vietnam as well as export to

other countries since his reputation in the flower industry was highly appreciated. However, it

was out of his expectation that the financial crisis had influenced the market detrimentally as the

demand for flowers was incredibly low. In the first month of 2009, Vietnam started to confront

severe impacts of the financial crisis which began initially from the United State in December,

2008. When the demand for global commodities fell significantly, the crisis had a severe impact

on Vietnam's economy (Nguyen & Nguyen, 2017). He borrowed lots of money from the bank

and even took his own house as mortgage for the suppliers to invest in that project despite the

cost of flower bulbs and making them into finished products were costly. Because of high cost of

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capital, expensive borrowing cost and low demand, the company could not sell much and

eventually unable to pay wages for employees or pay back for the suppliers and the bank, the

company even fell into tax debt and lost all the trust from suppliers and investors.

IV. Organization’s Solutions

Facing the problem, Mr. Lien mentioned the 4 ways managers make decisions and he

decided to apply bounded rational decision making into this problem. He confirmed that this

crisis was not only his company’s obstacle, but it also happened to the vast majority of firms

nationwide. In June 2012, Vietnam’s General Statistics Office conducted a survey on a national

scale with 9,331 business firms over the crisis in operation. The results show that 8.4% of the

surveyed enterprises went bankrupt or shut down (Nguyen, 2012). As the loss accounted for

over 30% of the revenue Mr. Lien continued to keep the operation on track and saw this loss as

sunk cost. In contrast, this chronic economic problem happened his company for almost 4 years,

causing him to neither gain profit nor take back his capital, not to mention the debt from bank

loans. After a long period putting all his efforts into keeping the company survive in such a

dilemma, he decided to put aside his reputation, try to get over the misery to shut down the

organization to prevent the loss from exceeding larger. This might not be the best choice, but this

escalation of commitment suits the current situation the most. He said that stopping the company

was not the end of his career as he realized it was high time that he found other methods of

earning financial sources in order to pay back all the debts and start all over again. He

emphasized the importance of having a strong theoretical background in his industry since it is

the basis to help him get over the difficulties as he can work for other firms with his academic

degree. He also highly appreciated the role of having a strong belief in life and nurturing his

physical and mental health when being a leader in such a hard time. Eventually, with his belief

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and profession, he can earn enough to pay the liabilities first by working as an adviser or project

director for other companies. His efforts helped him to recover just after 5 years and start over

again with the successful reopening of Hop Nong flower corporation and still working so far.

V. Solutions Analysis (Group Solutions)

After reflecting on their previous unprosperous plans, managers should establish new

plans and strategies for those evaluations. During creating plans and strategies, there are some

recommended aspects to consider.

First and foremost, because organizations have faced financial troubles, the most

important thing to address is modifying the financial planning. The manager works with the

finance department to rearrange the funds for business activities and ensure that the after-crisis

consequence for budget next time will be reduced to a minimum level. One of the useful tools

being used in financial planning is cash flow in risk (C-FaR). Financial planners use C-FaR to

measure and predict the probability of risks of cash flows happening in the non-financial firms

by their producers; C-FaR also illustrates the calculation of capital structure (Oral &

CenkAkkaya, 2015). Oral et al also did research in 2014 about estimating the cash flow risk in

two cases, without credit, and with credit (see Table 1). The table showed that the possibility to

encounter the financial obligation for a small business not using credit was 63.06%, while only

45.57% when using credit $4,000,000. They concluded that some factors such as volatility in

property sales, market liquidity levels, and possible changes in financial liabilities influenced

these probabilities. By using C-FaR, managers somehow anticipate the future potential risk, from

there, give decisions more accurately and change their plan effectively and efficiently.

Secondly, environmental scanning from the initial part of a project is significant for the

company. A company must be aware of its external surroundings in order to be successful over

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time. Before an organization can start developing a strategy, it must first assess its external

environment for potential opportunities and threats, as well as its internal environment for

strengths and weaknesses. It's a strategy that a company utilizes to prevent strategic surprises and

achieve long-term success. According to research, environmental scanning and profits have a

beneficial association (Hunger, 2020). Thus, from the initial start of a project, the company must

have a critical analysis about its industry in the market and also the context of the economy on a

national and international scale. This solution can be effective in terms of predicting the current

trend of the market, therefore adjusting the right strategy applying to the projects of the company

so that it can avoid jeopardies.

Besides, a project of an organization should be developed with strategic flexibility.

There should be more alternatives for making strategic decisions in order to address some

surprising events and minimize the loss as much as possible. More particularly, the company

should not concentrate solely on one decision but consider the concept of decision portfolios.

Concentrating solely on one decision, the company could risk not just increasing commitment to

a lost project but also underfunding additional viable ventures and analyzing a single project's

opportunities and threats alone under uncertainty is far more challenging (Shimizu & Hitt, 2004)

VI. Conclusion and Manager’s advice

Our report has illustrated some vital points about the managerial position. We mentioned

the objectives of the meeting and searched for Mr. Lien’s profile. Then we analyzed 4 functions

planning, organizing, leading, and controlling. We also wrote about his organization’s problems

and solutions. Finally, we gave him our suggestions to adjust the decision and plan after the

financial crisis.

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Mr. Lien suggested that young ones becoming future managers should be determined and

ambitious to perform their duties excellently. From the beginning of their freshman year, they

have to set goals for five years, even ten years, to prepare themselves with capabilities and

attitudes for the jobs fully. Chasing a big dream about C-suite in a corporation or an organization

is never comfortable. It requires the raging fire of passion that must be robust to drop the ego to

accept and overcome the failures. Mr. Lien said: “You have to set your ambition point is 100 out

of 100, then it is okay for you to achieve it at 70/100. If your achievement point is equal to 50,

the result drops by 30, and it is not the dream what you want to chase for”. Among many talented

candidates in a casting, superb ones have to be most outstanding at any managerial responsibility

such as specialized knowledge, communication, vision for employees.

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VII. References

Benbunan-Fich, R. (2012). The ethics and etiquette of multitasking in the workplace. IEEE

Technology and Society Magazine, 31(3), 15-19.

https://ieeexplore.ieee.org/abstract/document/6313622/

Črešnar, R., & Nedelko, Z. (2020). Understanding future leaders: How are personal values of

generations Y and Z tailored to leadership in industry 4.0?. Sustainability, 12(11), 4417.

https://www.mdpi.com/2071-1050/12/11/4417

Den Hartog, D. N. (2001). Leadership as a source of inspiration.

https://deliverypdf.ssrn.com/delivery.php?ID=1110890020091000740150960641250850870020

860410360450260920061191200201261270891170300530420000910871150661091001

00100109110084020086120118096123067068080113086087104125125&EXT=pdf&IN

DEX=TRUE

Donthu, N., & Gustafsson, A. (2020). Effects of COVID-19 on business and research. Journal of

business research, 117, 284-289.

https://www.sciencedirect.com/science/article/pii/S0148296320303830

Goutam, A. (2013). Effective communication at workplace. Irc’s international journal of

multidisciplinary research in social & management sciences.

https://www.researchgate.net/profile/Pratyush-

Tripathi/publication/257987416_IRC%27S_IJRSMS_ISSN_2320-

8236_Vol_1_Issue_No2_April_June_2013_wwwircjournalsorg/links/00b495268e296ced

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f0000000/IRCS-IJRSMS-ISSN-2320-8236-Vol-1-Issue-No2-April-June-2013-

wwwircjournalsorg.pdf#page=86

Greene, F., & Hopp, C. (2017). Writing a business plan makes your startup more likely to

succeed. Retrieved from https://hbr.org/2017/07/research-writing-a-business-plan-makes-

your-startup-more-likely-to-succeed

Hunger, D. J. (2020). Essentials of strategic management.

Nguyen, Q. H. (2012, August 21). Vietnam's Economic Challenges. Stratfor Global Intelligence.

Nguyen, T., & Nguyen, D. N. (2017). Developing an early warning system for financial crises in

Vietnam. Asian Economic and Social Society.

Oral, C., & CenkAkkaya, G. (2015). Cash Flow at Risk: A Tool for Financial Planning. Procedia

Economics and Finance, 23, 262–266.

https://doi.org/10.1016/s2212-5671(15)00358-5

Robbins, T. L. (1994). Meaningfulness and community in the classroom: The role of teamwork

in business education. Journal of Education for Business, 69(6), 312-316.

https://www.tandfonline.com/doi/abs/10.1080/08832323.1994.10117706

Ruggieri, S. (2009). Leadership in virtual teams: A comparison of transformational and

transactional leaders. Social Behavior & Personality: An International Journal, 37(8).

Shimizu, K., & Hitt, M. A. (2004). Strategic flexibility: Organizational preparedness to reverse

ineffective strategic decisions. Academy of Management Perspectives.

Troidl, H. (1999). First step: the idea. World journal of surgery, 23(8), 754-767. Retrieved from

https://link.springer.com/article/10.1007%2Fs002689900577

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VIII. Appendix

Appendix A: Invitation mail

Appendix B: Thank you mail

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Appendix C: Table 1. Cash Flow At Risk Analysis

Appendix D: Group photo with manager

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Appendix E: Interview Questions Protocol

Manager’s overview:

1. Thank you for coming here today. We really appreciate your appearance. So today we are

going to interview you about your job as a manager. So firstly, do you feel free to briefly

introduce about yourself (your organization’s name, your title of jobs and your scope of work) →

2. You may know that there are many qualities that make up a good leader, such as: competent,

decisive, adaptable, good listener, supportive, strategic, fair, professional, etc. So from your

perspective, what are the two most important qualities that a good leader should have? And why?

→ leadership style

3. In your own experience, how do you think about a good leader in the past compared to today’s

leader? Is there any difference or not? And why? → leadership style

4. What do you think staff members would say if asked to describe your management style?

(wait for his response) And do you agree with their saying? → leadership style

Planning, Organizing, Leading, Controlling

Planning:

5. We know that when managers start a project, lots of things and work need to be sorted in

order. So what do you do first? (Do you create something like a road map to outline each

task the company must accomplish to meet its overall objectives or just arrange tasks in

order in your mind?)

6. A contingency plan helps project management teams prepare for the unknown. It’s a vital part

of risk management. In your company, do you always have contingency plans? What are the

benefits that each contingency plan brings to the table?

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7. What kind of plan do you prefer: long-term plan (plans with a time frame beyond three

years) or short-term plan (plans covering one year or less)?

8. After discussing and giving the final decision on the project, how can you present the

plan to your employee?

(Like holding a meeting or sending a document about the plan…)

Will you apply the same planning process for all projects? Why or why not?

Organizing:

9. What is your organizational structure? How many levels of employee/ staff ? Does the

recruitment take place annually?

10. How do you divide your task into your department?

11. In your work progress, you and your team may face many problems and tasks to be solved.

As a leader, delegating is important since an individual can not do everything themselves.

Furthermore, delegating empowers your team, builds trust, and assists with professional

development. And there are many factors that can be based on how to do that job. In your own

management perspective, how will you delegate tasks to your team?

12. Decisions are important. They can affect most of the outputs afterward. We wonder in

reality, how an organization, especially leaders and managers make decisions? What are

some challenges to face like bias, non evidence-based management? How do they overcome

these difficulties?

Leading:

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13. How to cope with problems related to workplace diversity? For example: Age over 50,

Male and Female, somebody who is racist and opposed to disability work opportunity, etc.

14. Organization is composed of many people working there. Each of them has their own

personality. Especially in a diverse workplace like your organization, workers come from

different countries, have different races, ethnicities and religions. Therefore, respecting their own

differences is highly recommended. However, because of the diversity, I do think that there are

some difficulties, some barriers in such a diverse workplace like that. Vietnamese tend to like

collectivism, Americans tend to like individualism. Conflicts arise. So how can you handle

conflicts among workers and coordinate the work as well?

15. You have been working in management expertise for 20 years, so I think that you have

witnessed world changes like Digital transformation, etc. So how can these changes affect the

managerial role? (Managers change their perspectives, their ways of management, care more

about self-development)

16. When we talk about culture, we may think of values, traditions. For example, in VietNam on

Tet Holiday, people dress ao dai on the first day of the year. Another example is about art. Art

consists of architecture, literature, music, etc. So in organisation, there is something called

organisation culture. According to my research, there are some traditions like uniforms, slogans,

rituals and invisible values like attitude, style, habit, thoughts. So do you think having an

organisation culture is important or not. What if people tend to ignore culture in their

workplace, what could terrible challenge happen to an organisation?

Controlling:

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17. I understand that when becoming a leader, you have to take responsibility for your actions

and your organization’s strategies. Therefore, there could be sometimes challenging situations

when dealing with demanding tasks. So how can you overcome these difficulties?

18. The 2020-2021 stage was a tough time for firms, with COVID-19 effect on almost all areas.

What did you do to maintain the sustainable development of your company? Are there any

activities that have to stop? What is the biggest challenge that the company encountered?

19. If tasks are not completely done or everything is out of control, will you reprehensible

the inferior staff ?

20. When you handled the problem successfully, did you realize or gain something?

Organization’s problem and their solutions

21. For companies/ business organizations nowadays, the Covid-19 pandemic has caused several

negative impacts on their operation process. So how has the Covid-19 pandemic affected your

organization as well as your future plans and what are the consequences?

22. Regarding the consequences of the pandemic affecting your company, what is the most

severe consequence that you struggle to overcome so far?

23. How did you resolve that problem? Do you think your solutions were efficient and effective?

Would you want to change any of the solutions back then?

24. What’s your tentative plans to help the company fully recover after the pandemic?

Advice:

25. What would you like to say to young generation (gen Z) as future managers?

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