GROUP ASSIGNMENT COVER SHEET

STUDENT DETAILS

Student name: Nguyễn Nhật Anh Student ID number: 22002498

Student name: Lữ Đinh Quốc Bảo Student ID number: 22003499

Student name: Dương Minh Nguyên Student ID number: 22002748

Student name: Nguyễn Quỳnh Kim Ngọc Student ID number: 22004165

Student name: Student ID number:

UNIT AND TUTORIAL DETAILS

Unit name: Principle of Management Unit number: PM-T123PWB-4

Tutorial/Lecture: Tutorial Class day and time:
Lecturer or Tutor name: Ms. Tran Thi Huong Trang

ASSIGNMENT DETAILS

Title: Reflection Report 7- Tutorial 8.2

Length: Due date: Mar 10 Date submitted: Mar 10

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

Student’s signature: Anh

Student’s signature: Bảo
Student’s signature: Nguyên
Student’s signature: Ngọc
Student’s signature:

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

Group 5 - PM-T123PWB-4 0
 Reflection Report

Group 5
ISB - Global Pathways
Principle of Management (PM-T123PWB-4)
Mr. Chris Paget & Ms. Tran Thi Huong Trang
March 10, 2023

Group 5 - PM-T123PWB-4 1
 Table Of Content
Feedback for Group 1…………………………………………………………………3
What we learn from Group1………………………………………………………….6
Feedback for Group 7…………………………………………………………………8
What we learn from Group 7…………………………………………………………11

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Feedback For Group 1

Overall, our group hold an opinion that the presentations and debates from all three groups were
great.

To Speakers

Group 1 was adept at broadening the subject, had strong time management, and the information was
easily understood. They spoke clearly and with superb pronunciation, articulating their viewpoint.

To Presentation

They had unique and aesthetic slides. However, instead of putting too many words, they should put
more pictures to make their presentation become more attractive.

To Team Debate

Our group think both debate groups asked very logical questions. The debating session was
fascinating, the other two groups asked questions that were quite complicated, but we think group 9
came through it and answered very smoothly. The timing and teamwork were good, and their voice
and pronunciation were quite clear to understand. In conclusion, both debating and presenting groups
had done in delivering content to people.

There were several questions for group 1 from group 3. They questioned, “As the world witnesses
the ever-evolving development in technology, do you think companies will not need humans for
HRM since machines and AI will be in charge of managing everything? “, group 1 answered,
“While technology is advancing at a rapid pace, it is unlikely that machines and AI will completely
replace humans in HR management. HR management involves complex tasks such as employee
relations, performance management, talent acquisition, and compensation
management, which requires human judgment and decision-making.
While machines and AI can be helpful in automating some aspects of HR management, such as
recruiting, candidate screening, and data management, they cannot replace the human touch needed
for tasks such as employee development and performance evaluation.”. Another question for group 1
was “When moving to a new market, the “rules of the game” must be completely relearned. So

Group 5 - PM-T123PWB-4 3
how do international companies, like Maersk, assert their brands? “their response was,
“Companies can shape or build their company’s or goods’ branding through a variety of methods,
including advertising, media, word-of-mouth, and interaction with their products or services.
Branding takes a lot of thought and work, including naming items, developing logos, and ensuring
services are consistent throughout the firm. It is built with new and current consumers via ongoing
exposure over time.”. The last question for group 1 was, “Based on the training methods in the
article, how do you think Maersk has been managing their young resources? “group 1’s answer
was “HR’s primary goal is to attract, develop, and retain the best employees for the firm. Maersk, a
family-owned corporation, has evolved into a global publicly-traded one, and its head of Human
Resources, Bill Allen, has had to invest in complex recruitment methods. There is a unique training
program for young individuals who have recently graduated from high school or college, allowing
them to learn about the company’s culture at a young age. “.

Next, it will be a discussion between group 1 and group 2. The first question for group 1
was, “There have been many changes since Deng’s open door. Human management always
faces new challenges. Which industry might face the most difficult challenges? “and they
answered, “Based on recent trends and emerging issues, the following industries could face
significant human management challenges. Technology Industry: The technology industry is
constantly evolving, creating challenges for human management. This can lead to high levels of
stress and burnout among employees. Healthcare industry: The healthcare industry faces challenges,
including an aging population, rising costs, and a shortage of skilled professionals. It will be
impacting patient care and outcomes. Retail industry: Retailers must adapt to new technologies and
business models, provide excellent customer service, and manage disruption to remain competitive,
Which can be challenging to manage. “. The last question for group 1 was, “With the huge
workforce in this country, the foreign companies should continuously invest in the
metropolitan area or modernize the countryside? “, and their response was “The choice would
depend on their specific goals and objectives. Both options have their advantages and disadvantages,
and the decision should be based on factors such as market demand and availability of resources.
Investing in the metropolitan area could provide foreign companies with access to a larger customer
base, a skilled workforce, and better infrastructure. The metropolitan area may have more markets
and a higher level of economic activity, which can offer more opportunities for foreign companies.
On the other hand, modernizing the countryside could provide foreign companies with lower labor
costs and other incentives offered by the government. Modernizing the countryside can also help to
reduce the income gap between rural and urban areas, as well as promote sustainable economic

Group 5 - PM-T123PWB-4 4
development in those areas. Ultimately, the decision of where to invest should be based on a careful
assessment of several factors.“

Group 5 - PM-T123PWB-4 5
What We Learned

From Presentation Group

The presentation of Group 1 has provided us with comprehensive research on Maersk and the
challenges of adapting its HR management in the Chinese market. The Chinese business
environment presents additional difficulties for foreign managers, such as a lack of language
proficiency and cultural fluency. Several multinational companies, including Maersk, have relocated
a portion of their operations to the heart of mainland China to cut labor costs and hire better-educated
English-speaking staff. Group 1 explained how many companies are finding it difficult to control the
management sections as a result of China's Open Door policy, which achieves economic growth
through the active entry of foreign money and technology while remaining committed, as well as the
abundance of cheap labor and rising personnel costs. As a result, managers of foreign businesses are
facing serious problems. Moreover, the group also points out the issues that foreign managers
frequently experience while working in the Chinese environment. The most apparent challenge is the
language barrier since Mandarin is one of the most difficult languages to learn because it takes years
to become proficient to be able to speak it fluently and accurately in business, while culture shock
prevents rapid adaptation where there are significant differences in lifestyle, office culture, work
approach, and communication style. Furthermore, companies don't simply hire local staff; instead,
they reach out to foreign managers since they have a variety of work experiences and frequently use
international best practices, are frequently more adaptable than others in working as well as living,
and are typically fluent in both the local and the native tongue of the employer. We also learned from
the pieces of advice that the group gave to the company that managers must be adept at evaluating
and orienting employees' abilities, set clear goals, have a comprehensive understanding of the
company's direction and development strategy, and always enjoy, and wholeheartedly work.

From Debate Groups

In the debate session between Groups 1 and 3, we were able to see the reason that HR can not be
replaced by AI technology, as human judgment and decision-making are necessary for complex HR
management tasks like employee relations, performance management, talent acquisition, and
compensation management, as well as the human touch needed for tasks such as employee

Group 5 - PM-T123PWB-4 6
development and performance evaluation, along with a distinctive example from IBM's Watson
Recruitment. Not only that, the debate taught us that through a variety of methods, including
advertising, media, word-of-mouth, and interaction with their products or services, businesses can
shape or build the branding of their organizations or products by investing their efforts in branding
and exposing them constantly to the market. Based on the article, we also learned that HR at Maersk
has invested in sophisticated hiring practices to bring in, train, and keep the best workers. Young
people who have recently graduated from high school or college have access to a unique training
program to become familiar with the company's culture at a young age.

In the next debate with Group 2, much information was presented to us about the challenges that
industries are facing. Notably, the technology industry, which is constantly evolving, creates
challenges for human management. Healthcare is facing challenges due to an aging population,
rising costs, and a shortage of skilled professionals. Lastly, retailers must adapt to new technologies
and business models, provide excellent customer service, and manage disruption to remain
competitive. From the debate, we also know that with an enormous workforce, a country like China
may have pros and cons in either investing in metropolitan areas or modernizing rural areas. By
investing, foreign businesses may gain access to the metropolitan area's larger customer base, skilled
workforce, and improved infrastructure. Greater market size and economic activity in the
metropolitan area may present more opportunities for foreign businesses. On the other side,
modernizing the countryside could offer foreign businesses lower labor costs as well as other
government incentives. Modernizing rural areas can also support sustainable economic growth in
those areas and help close the income gap between rural and urban areas.

Conclusion

Group 1 successfully presented all relevant information about Maersk's case in the Chinese market,
as well as a clear outline of the main points that supported their findings during the debate session.
Overall, China is a crucial market for Maersk, and the group's thorough analysis and presentation
have provided valuable insights into the challenges and opportunities that the company faces in this
marke

Group 5 - PM-T123PWB-4 7
Feedback For Group 7

Overall, our group thinks that all three groups have done a great job presenting and debating.

To Speakers

They had good time management, the content was quite clear to understand, and they were good at
expanding the topic. Their pronunciation and how they explained their opinion on the problem was
excellent and clear.

To Presentation

Team 7 had minimalist slides. They entirely put many words in their slides in order to gain the
attention of the audience, we think that they should replace words with more pictures about the
content.

To The Team Debate

The debate session was great because group 7 possessed excellent time management and
communication abilities, as well as a clear voice and accent. Also, they have an in-depth
understanding of the subject and manage their time well, along with speaking with somewhat
understandable pronunciations.

Firstly is the debate session between group 7 and group 8. The first question from group 8 was, "In
Vietnam, there is a project called VAPs, which is an economic model project for autistic people
in Vietnam. What is your group's perspective on this project? How do you think it will
positively affect the society and autism community in specific?" group 7 answered, "In my
opinion, this project is a wonderful way to focus people's attention towards understanding the
difficulties that autistic people are facing, not just in work, but also in life, as well as providing
support to them. What it will do is it will reduce the percentage of unemployed autistic people,
increase their income and remove barriers between them and ordinary people. For those that are
employed at the present, they are benefited from the fact that this project will aid companies to create
training programs that will allow ordinary workers to interact and communicate with their autistic
colleagues in a more effective manner. This project will also help companies to develop policies

Group 5 - PM-T123PWB-4 8
regarding autistic workers within the workplace. As a result, barriers between autistic workers and
other employees are likely to be eliminated." The second question from group 8 was, "Employers
are now considering the employment of autism in their workforce, however, do you think the
recruitment of autistic people will be a burden for a company's economy? And will other
employees' working environment be affected?" the answer from group 7 was," In recent years,
autistic people have become more accepted in the workplace. This has caused many companies to
consider hiring them in order to make their workplaces more diverse and inclusive. There is some
concern that hiring autistic people could be a burden on the company's economy, as they may require
additional resources or are less productive than other employees. However, research shows that
autistic individuals can bring unique skills and perspectives to the workplace, making them valuable
additions to any team. For example, Google, with the program Google Cloud's Autism Career
Program', this is a company that has implemented successful programs for hiring and supporting 500
autistic employees. Furthermore, there is no evidence that suggests that other employees' working
environment will be affected by the recruitment of autistic individuals."

Secondly is the debate session between group 7 and group 9. Group 9 had a total of 3 questions, and
their first question was, "What benefits do you think organisations will have when they recruit
people with autism?" group 7 answered, "In summary, individuals with autism possess unique
problem-solving skills and strong attention to detail, making them valuable employees. They often
have a strong work ethic and sense of loyalty, reducing turnover costs and providing stability in the
workplace. Hiring individuals with autism can contribute to a more diverse and inclusive workplace,
promote a positive reputation, and help organisations meet CSR goals. Finally, individuals with
autism can excel in roles that require precision and accuracy, leading to increased productivity and
cost savings." The second question from group 9 was, "If you are an employer, will you hire
autistic people?" and group 7 answered, "Certainly, I will hire autistic people. The main reason to
hire individuals with autism is to create a more diverse and inclusive workforce that can benefit a
company in many ways, including bringing new ideas and approaches, improving problem-solving
and decision-making, and attracting a more diverse pool of talent. Additionally, individuals with
autism have unique strengths and abilities that can contribute to the success of a business. With the
right support and accommodations, they can thrive in the workplace. By embracing neurodiversity
and providing opportunities for individuals with autism, my company can improve my bottom line
and contribute to a more equitable and inclusive society." The final question from group 9 was,
"What method(s) would you think is the most effective for the managers to communicate with
autistic people?" group 7 answered, "There are several communication methods that will help

Group 5 - PM-T123PWB-4 9
managers to deliver and understand what autistic workers wish to communicate. Companies that
employ autistic workers can invite a supporter that understands them to help them translate words
from colleagues and explain to them. When talking to an autistic person, people need to talk in a
clear manner, and avoid using slang because this can lead to misinterpretation of the information.
Managers need to be patient when talking to autistic workers because they may respond slower than
ordinary workers. Another way is to invest in training not only to help autistic workers to improve
their conditions and integrate into the workplace but also to help ordinary colleagues to understand
their difficulties and provide support when needed."

Group 5 - PM-T123PWB-4 10
What We Learned

From Presentation Group

Thanks to the presentation of group 7, our group gained vast knowledge related to the problems of
autistic employees in Vietnam. To be more specific, there are still numerous unresolved issues in
Vietnam's autism laws, and these issues make it difficult for disabled workers in general and autistic
employees in particular. Because there is no regulation on the assessment of disability level and the
legislation simply mentions autism as a category of impairment, disabled people, in general, and
autistic workers, in particular, have a difficult time finding training programs that fit their skills.
Further problems with this regulation include the lack of comprehensive guidelines for firms on how
to implement disabled workers in a proper and comprehensive manner. Because of this, only a small
portion of limited in the sources of financing they can use to establish their own businesses.
Moreover, ethical and diverse hiring methods are crucial regardless of a company's primary goal.
Regardless of age, gender, ethnicity, or religion, it helps to create a better work atmosphere for
everyone. Additionally, it guarantees that the best candidates are chosen for the position independent
of any potential biases. Being ethical in hiring and broadening the staff is not only the correct thing
to do, but it may also benefit the company. Businesses can gain from different perspectives and ideas
that may inspire new breakthroughs or solutions by choosing a broad group of applicants. A varied
staff will also contribute to the attraction of the product or service to a larger group of users or
clients.

From Debate Groups

These days, there are more care for autistic Vietnam employees, typically project called VAPs,
which positively affect society and the autism community. This project is an excellent opportunity to
draw attention to the challenges that autistic individuals face in their daily lives and in their
employment, as well as to show them support. It will decrease the number of unemployed autistic
persons, raise their income, and lower obstacles separating them from the general population.
However, there are also worries that hiring autistic persons can hurt the business since they might
need more resources or be less productive than regular employees. Admittedly, hiring autistic
workers brings some drawbacks, it has also benefits. Therefore, people with autism have exceptional
problem-solving abilities and keen attention to detail, which make them valuable employees. They
frequently exhibit a strong sense of commitment and a strong work ethic, which lowers turnover

Group 5 - PM-T123PWB-4 11
costs and promotes workplace stability. Employing people with autism can contribute to a more
inclusive and diverse workplace, enhance a company's brand, and aid in the achievement of CSR
objectives. Last but not least, people with autism can thrive in jobs that call for accuracy and
precision, which will boost productivity and reduce costs. Hence, if our group were a manager, we
would hire autistic employees. The primary motivation for hiring people with autism is to build a
more inclusive and diverse workforce. A diverse workforce has numerous advantages for a business,
including the ability to contribute fresh perspectives, enhance problem-solving and decision-making,
and draw in a wider range of talent. Additionally, people with autism have special talents and skills
that can boost a company's performance. They can succeed at work if given the correct assistance
and modifications. Our business can increase profits and contribute to a more equitable and inclusive
society by embracing biodiversity and giving opportunities to people with autism.

Conclusion

To sum up, hiring autistic people offers many advantages, such as their honesty, ability to
concentrate on detail-oriented work, and potential to boost workplace diversity and innovation. Yet,
only a small portion are employed due to a lack of knowledge. They can succeed at work if an
environment that is supportive of people with autism is created. There should be initiatives to inform
employers and broaden work options for people with autism.

Group 5 - PM-T123PWB-4 12