UNIVERSITY OF GLOUCESTERSHIRE

Major: BUSINESS AND MARKETING MANAGEMENT

Courses: BM5726 - Applied Management Skills

ASSIGNMENT

Supervisor: Hoang Anh

Student: Tran Minh Nghia
Student ID: s4223282
Class: 20G1BM01
Assessment Instructions

An individual Management Skills Portfolio will consist of four tasks (equal weighting)
undertaken in preparation for, and reflective exercises subsequent to, the weekly skills
workshops, as follows:

Task 1: Interviewing Skills reflection

In today's labor market, recruitment is facing fierce competition. Most companies have to
use a variety of innovative approaches, such as using social media and online platforms to
attract the best candidates (Avubasg S. Kapse, Vishal S. Patil, Nikhil V. Patil, 2012). In
addition to assessing soft skills, factors related to creativity are also becoming more
important than ever. It can be recognized that today's recruitment requires flexibility and
ingenuity to retain talent in a competitive environment. Recognizing those core factors, in
the Interviewing Skills self-reflection, I will critically analyze my performance as a
recruiter. Relevant theories, implementation process and strategies for future enhancement
will be specifically covered.

First of all, to conduct an effective interview requires the manager to come up with a
suitable approach. In this case, I have opted for a competency-based approach (Ann Marie
Ryan, Robert E. Ployhart, 2014). This is a method that emphasizes finding out the skills
and expertise of the candidate and then making judgments about whether they match the
requirements of the organization (Ann Marie Ryan, Robert E. Ployhart, 2014). This
approach has guided me in structuring questions, evaluating answers, and making
appropriate selection decisions.

In addition, during the actual role-playing of interviewing skills, as a manager I used the
STAR method to structure my questions (Chenchen Zhu, Luze Han, 2021). Because this
method will allow my candidates to give examples of their past work experiences and help
me make the most effective assessment of them. Furthermore, I actively listened to the
candidate, maintained eye contact, and used nonverbal cues to show my interest in the
answer (Nathan J. Gordon, William L. Fleisher, 2010). I believe this can help my candidate
feel more confident and less stressed.

However, on the other hand, when I was evaluating my own performance, I realized that
there are a few areas where if I did better, I could make the interview more effective. First,
I could have helped the candidate feel less stressed by changing the structure of the
questions. For example, instead of just focusing on technical questions, I was able to use
open-ended questions and exploratory techniques. In my opinion, these options will
encourage candidates to provide more details, helping to gain a deeper understanding of
their skills and experience without putting them under pressure.

The second aspect that needs improvement is understanding the requirements of the
position being recruited. I encountered some difficulties in asking in-depth technical
questions to candidates because I did not have a clear understanding of the nature of the job
I was recruiting for. This reason caused the interview process to be fragmented and
consuming more time. I realized before hiring an employee for a specific position in the
company, the most crucial factor is my own understanding of that job. Thereby, the ability
to select suitable candidates will be significantly enhanced.

Lastly, the most important factor that I believe I need to improve in the future is the
establishment of a clear approval structure. These guidelines can support the fair and
objective evaluation of candidates, reduce bias, and enhance the accuracy of hiring
decisions.

In summary, in reflecting on my experience as an interviewing manager, I discovered my

strengths and areas for improvement in my performance. Using knowledge from relevant
literature and theories, I have identified the right strategies to enhance my future
interviewing skills.

TASK 2

Reviewing Performance report (maximum 500 words) using the following format
(template available on Blackboard):

Name of Reviewer: Trần Minh Nghĩa

Name of Reviewee: Nguyễn Kim Tiền

Date of Performance review: 21/03/2023

Issues raised: 
1. Identify all issues that were discussed at Performance Review? 
Our discussion centers on Kim Tien, an employee who consistently arrives late for work.
Despite the relatively short delay of 10-15 minutes, this pattern has persisted over time.
Not only does it directly impact Kim Tien's individual performance, but it also has a
detrimental effect on the general company culture.
   
2. What were the causes of underperformance? 
 After having a direct conversation with Kim Tien as her manager, I observed that her
frequent tardiness can be attributed to various reasons. While some instances may be
subjective, there are also occasions where her lateness is unintentional. However, I
identified that the underlying issue contributing to this negative pattern is Kim Tien's
inadequate time management skills.
  
Action agreed: 
1. What SMART objectives were agreed (include at least 3)? 
 Specific: Enhance Kim Tien's time management skills to meet deadlines
consistently.
 Measurable: Measure progress by recording the number of times Kim
Tien arrives late each week and compare it to the on-time arrival target.
 Time-bound: Achieve the goal of improving time management skills
within a 3-month timeframe from the goal-setting date. 
  
2. What training, development and support should be undertaken? 
 To address Kim Tien's recurring issue of being tardy, I recommend implementing
training programs focusing on time management, communication skills, and
problem-solving. Additionally, I will closely monitor her performance and provide
consistent feedback. These measures will assist Kim Tien in enhancing her time
management abilities, resolving the lateness problem, and fostering a more
productive work environment. Furthermore, these training initiatives can be
regularly implemented to cultivate a supportive company culture that prioritizes
punctuality for all employees.
 

3. What follow up action is needed and by whom? 

To effectively resolve the situation with Kim Tien, it is necessary to evaluate the
impact of the training activities that have been implemented. This evaluation
process will be carried out by both the supervisor and the Human Resources
department, who will take responsibility for conducting thorough assessments,
managing the issue, and providing evaluations. In addition, the leadership's
openness and patience will play a vital role in facilitating the improvement
process.
 
 
4. Timescale for next review? 
The timescale for the next review regarding Kim Tien's punctuality and time
management should be set reasonably to allow for progress and a thorough
assessment. A suggested timescale for a follow-up review could be approximately
three months.

This timescale strikes a balance by providing sufficient time for Kim Tien to
implement the necessary changes and establish new habits, without it being too
long to adversely affect her work quality. Three months allows for the right
amount of time to observe consistent improvement and gauge the effectiveness of
any training or interventions implemented.

By conducting the assessment after this duration, we can ensure a comprehensive

evaluation of Kim Tien's progress, taking into account any challenges or obstacles
she may have encountered and allowing for appropriate adjustments or additional
support if needed. 
 
Additional comments & Academic Sources used: 
 
 
    
Signed: Nguyễn Kim Tiền
Date: 21/03/2023

Task 3: Negotiation case study analysis

Negotiation is one of the most common activities that occurs in both personal life and
professional fields. It is quite possible to come across a shopper negotiating with a store
owner to get the best price for their product. Also, in most business or partnership
contracts, the terms mentioned in the text are negotiated as well as agreed upon by the
parties involved, this is known as interdependence. The most ideal goal for a negotiation
process is to benefit both sides, also known as a win-win situation.

Fortunately, a similar negotiation took place between our team and our partners during a
classroom workshop. We introduced Well Tea, a fictitious company specializing in
providing high-quality dried tea products, with the intention of collaborating with our
target partners who operate coffee shops. Drawing upon our preliminary market research,
which encompasses an understanding of our competitors, customers, and market demand,
we agreed to offer varying prices and discounts based on the following categories:

 Price: 100,000 VND per pack (500g)

 Buy 1 carton (10 packs): 5% discount on the price
 Buy 2 to 10 cartons: 7% discount on the price
 Purchase more than 10 cartons or establish a partnership: 10%-15% discount

Besides offering attractive prices and discounts, one of the important goals of the
negotiation training session that day was to close deals in a win-win situation. Therefore,
using the "BATNA" negotiation method is one of the most optimal options considered. The
"BATNA" or "best alternative to a negotiated agreement" can be construed as the best
outcome a buyer can achieve at the end of a negotiation with a supplier. With the desire to
sell as much as possible but still have a great partnership with its customers, Well Tea has
set its BATNA level at 75,000VND per pack. This price is established after we assume all
the costs involved in producing and delivering a unit of the final product, thereby making
the negotiation process more realistic and efficient. This also allows us to be more
comfortable considering or accepting higher discount offers from our partners. Among the
groups that attended the workshop that day, we received an offer to collaborate with the
following suggestions:

Based on their attitudes, approach, and offer, we contended that they were inclined towards
a win-lose scenario. According to this perspective, our company seemed to be at a
disadvantage as a significant discount would directly impact our profits, while the other
party would achieve their goal of maximum cost savings. However, this was also an
opportune moment to demonstrate the advantages of the BATNA method. As previously
mentioned, the lowest negotiated price at which we can agree to sell our products is
75,000VND/pack. This price not only covers all production costs but also ensures a
guaranteed profit margin of 10% for our company. Consequently, even if we were to
accept the discount proposed by the group of partners, it will not significantly undermine
our business. On the contrary, it will leave customers satisfied. In summary, our team
concluded the training session with a good deal. We anticipated and addressed potential
issues through hypothetical scenarios, which is precisely why Well Tea was able to avoid
entering into a disadvantage negotiation.
Task 4: Training Plan

Training Topic How To Tie Shoelaces Creatively?

Trainer Name Tran Minh Nghia

Student number s4223282

Date and Time 17/04/2023

Training Aim: The purpose of the creative shoelace training session is to provide
attendees with the skills and knowledge needed to lace their shoes in a unique and creative
way. The training session aims to encourage creativity and individualization in shoelace
making, enabling each person to turn shoelaces into a personal art. In addition, the training
session also emphasized how to properly tie shoelaces to increase safety and comfort for
users.

Training Objectives:

1. Master basic shoelace skills: The first objective of the training session is to help
participants master basic shoelace skills. During this process, we provided detailed
step-by-step instructions to ensure that participants understand and practice
properly lacing their shoes.
2. Discover creative shoelaces: After participants have mastered the basic skills, the
training session will focus on discovering creative and unique ways to tie their
shoes.
3. Motivate participants to be creative in their own way: The ultimate goal is to
motivate participants to continue practicing and discovering more about shoelaces.

Training Flow

Time Activity Objective # Reason of Challenges Resources

(minutes) Selecting this
Activity
5 minutes Introduce Capture the To make the Participant's
about training attention of the interested distraction
activity participants, about the from the
stimulate their topic. subject.
curiosity about the
training content.

5 minutes Shows how to Help participants Ensure that all Shows clearly
 tie basic better understand a participants in how to tie
shoelaces. complete shoelace the training basic
process as well as session have shoelaces and
the advantages and the same basic creative
disadvantages of knowledge of shoelace
this method. how to tie techniques in
shoelaces. a given
10 minutes Creative Shows the fun of the To expand period of
Shoelace new way of tying participants' time. This
Tutorial. shoes. Stimulating knowledge requires the
the participants' and skills on trainer to
desire to experience. shoelaces. communicate
Help them information
create their in a way that
own way in is easy to
the future. understand.
10 minutes Practice All participants To give all There are not
were able to participants enough shoes
complete it on their the for everyone
own without opportunity to to practice.
assistance. practice and
apply the
techniques
learned during
the training
session.
Thereby
evaluating the
effectiveness
of the training.
Total:
30 minutes
Analysis of challenges:

To analyse the challenges that our team encountered during the training session can be
summed up in two issues: time management and communication. With the time limit of 30
minutes, it was challenging to make the training run smoothly and completely. Besides, the
communication of the team members did not achieve the highest efficiency because we
have not really made an impression and gained attraction.

Reference Sources

These are given in the Reading list within the Moodle site. There are lots of materials to
support the development of your portfolio in the lecture and workshop skills study units
including relevant references.

Word Limit

Tasks 1, 2 and 3 each have a maximum limit of 500 words. Task 4 should adhere to the
page limit (2 x A4).

 This word count includes everything in the main body of the text (including
headings, tables, citations, quotes, lists, etc.).
 The references, bibliography and footnotes (provided footnotes only include
references) are NOT included in this word count.
 There is no direct penalty for exceeding the word count, but the marker WILL stop
reading once the maximum word limit has been reached and nothing further will be
taken into account in the allocation of marks.

Referencing:

Please adhere to the principles of good academic practice and ensure you reference all
sources used when developing your assessment, using the appropriate UoG Harvard
referencing style