GROUP ASSIGNMENT

COVER SHEET
STUDENT DETAILS

Student name: Vu Thi Khanh Dieu Student ID number: 31211023659

Student name: Tran Anh Hoang Nhi Student ID number: 31211026071

Student name: Lam Quoc Huy Student ID number: 31211026374

Student name: Phan Le Quang Vinh Student ID number: 31211025701

UNIT AND TUTORIAL DETAILS

Unit name: Principles of Management Unit number: PM-DH47ISB-10

Tutorial/Lecture: Tutorial Class day and time:
Lecturer or Tutor name: Ms. Nguyen Dang Hoai Anh
ASSIGNMENT DETAILS

Title: Practical case analysis

Length: 3694 words Due date: 02/05/2022 Date submitted: 02/05/2022

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: Vu Thi Khanh Dieu

Student’s signature: Tran Anh Hoang Nhi
Student’s signature: Lam Quoc Huy
Student’s signature: Phan Le Quang Vinh
Note: An examiner or lecturer / tutor has the right to not mark this assignment if the above declaration has not been
signed.
PRACTICAL CASE ANALYSIS 1

Practical Case Analysis

Vu Thi Khanh Dieu - 31211023659
Tran Anh Hoang Nhi - 31211026071
Lam Quoc Huy - 31211026374
Phan Le Quang Vinh - 31211025701

PM10 - Group 3

2nd May 2022

Gareth Craze & Nguyen Dang Hoai Anh

PRACTICAL CASE ANALYSIS 2

Practical Case Analysis

The purpose of the research project is to deeply analyze contemporary

management issues faced by an experienced manager in his company in order to

investigate the role of leadership in real-life companies. This report will also provide

an examination of the company's problem and solutions articulated by both the

manager and the research team. The project was conducted using qualitative

research methods, including an in-depth interview and a single case study.

After developing a detailed questionnaire, the research team had an in-depth

interview with Mr. Le Minh Triet, who is the former Southeast Asia regional manager

for backpacks and accessories of Decathlon Vietnam. About Decathlon, it is a

network of retail chains and brands providing affordable sport products for customers

of all ages, with 2080 stores in 56 countries.

The research team is formed by four students of UEH-International School of

Business, including Vu Thi Khanh Dieu, Phan Le Quang Vinh, Lam Quoc Huy and

Tran Anh Hoang Nhi

This report includes six main parts: Company's Overview, Manager's

Overview, Four Functions of Management, Company's Problem, Company's

Solutions, and Solutions framed by the research team.

Company’s Overview

Decathlon is a network of innovative retail chains and brands, founded in

1976 in Lille, France. With 2080 stores in 56 countries, Decathlon provides all kinds

of sports products with the best quality at the lowest possible prices for customers of

all ages. Mr. Triet was the Regional Manager of Decathlon in Southeast Asia

specializing in backpacks and accessories. Decathlon is dedicated to helping,

PRACTICAL CASE ANALYSIS 3

inspiring, and guiding customers through their sports experiences. They believe that

being active-well and discovering new sports is a vital part of daily life. Southeast

Asia Decathlon is unique because they have their own in-house brands, they draw

on their knowledge and experience in the sports fields to design, create and

manufacture their own backpacks and accessories in their own lab and factory.

Manager's Overview

Manager's Background (Diệu)

The manager that the researchers interviewed was Mr. Le Minh Triet. As an

enthusiastic and dedicated person, Mr.Triet spent nearly 2 hours sharing his

knowledge and experience as a former director of Decathlon. Currently, Mr. Triet is

the director of LMT company specializing in importing, exporting, and distributing

timber in South America. Besides, Mr. Triet also teaches businesses about

leadership. Previously, he was the Southeast Asia Regional Manager for Backpacks

and Accessories - Decathlon Vietnam, the largest French sportswear retailer in the

world with operations in 57 countries and regions. Before having the success as

now, like many other ordinary people, Mr. Triet also started as an employee in the

order management department. After 6 months, he was assigned by his boss to

manage a small team on supply chain management, product quality, and product

development. In the next 6 months, with his excellent management ability, Mr. Triet

was allowed to manage the entire Vietnam area for the backpacks and bags

segment. Not stopping there, Mr. Triet has proven his excellent management ability

and it only took a year for him to become the Director to manage the entire

Southeast Asia region (Cambodia, Indonesia, Thailand, Bangladesh, and Vietnam)

for this segmentation.

PRACTICAL CASE ANALYSIS 4

Manager's Leadership Style

Through the interview with Mr. Triet, researchers found that his personal

leadership style is a mix between a democratic style and a laissez-faire style (Robbin

& Coulter, 2016). According to the University of Iowa studies, a democratic style

characterizes a leader who includes people in decision making, delegates

responsibility, and utilizes feedback to coach their employees. In the same studies,

they also stated that a laissez-faire leader allows the group to make its own

decisions and finish the task in the way that it thinks fit. (Lewin & Lippitt, 1940, as

cited in Robbin & Coulter, 2016). In Mr.Triet's company, most of the time, he plays

the role of a goal-setter. He usually delegates authority to experienced employees

and lets them make their own decisions based on the company's general goals.

However, highly aware of the disadvantages of fully delegating responsibilities to

new or inexperienced employees, he encourages them to be involved in decision

making but simultaneously plays the role of a coach who guides, supervises and

gives them feedback on their work. Once those employees are used to their scope of

work, he will let them fully decide the way they execute their tasks as long as it fits

the company's goals.

Four Functions of Management

Figure 1: Four Functions of Management

PRACTICAL CASE ANALYSIS 5

Source: Robbins (2016, p.41)

Although there are many approaches to explain what managers do, one of the

prominent is the functions approach, which divides a manager's responsibilities into

four management functions: planning, organizing, leading, and controlling (Robbin &

Coulter, 2016). Each plays an important role in achieving the organization's goals

effectively and efficiently. Details of each function will be presented in the following

sections.

Planning

According to Mr. Triet, it is very important to make strategies and plans for a

project. There must always be a particular goal at the beginning of the project. The

goal will be the guidance for the business to focus on the project and help maintain

the motivation of the employees. Moreover, goals will provide a better understanding

of the business’s expectations (Leslie Riopel, 2020). To achieve that goal, the

business has to establish a strategy, then make a detailed action plan for the whole

process of the project. Having a strategy for a project will help them think out and

plan the steps they need to transform the business vision into reality. The strategy

will set out how the business employs its resources, including the knowledge and

skills of its employees as well as their financial assets in order to achieve the overall

goal (Sherri Hartzell, 2021).

During the strategy establishing process, Mr. Triet supposed that there is

some important information that needs to be evaluated. First of all, the business

needs to identify its vision, and how to bring that vision closer to reality, which is also

the most important step in the planning process. Secondly, all projects related to that

vision must have a destination. Then evaluate why the business needs to get to that
PRACTICAL CASE ANALYSIS 6

destination and what advantages it will bring to the long-term vision of the business.

In Mr. Triet’s experience, he supposes that there are three important factors that are

necessary for a successful strategic planning position. The first key element for this

position is a good vision and the ability to identify what the business would like to be

in the long term. The next important element is related to project management,

especially KPI management. This is because KPIs will measure success against the

core objectives of the business, by knowing how employees are performing well or

not, the strategic planner can control the project better. The last element is good at

communication, establishing the strategic plan, and inspiring all levels of employees,

which will help ensure success in the execution of these strategies.

Leading

Leading is one of four management functions that entails collaborating with

and through individuals to achieve organizational goals, which include motivating

subordinates, resolving conflicts, influencing individuals or teams, selecting effective

communication channels, and dealing with employee behavior issues (Robbin &

Coulter, 2016).

For Mr. Triet, firstly, in terms of inspiring and motivating employees, his

approach is to identify and address their needs and one of his references is

Maslow's Hierarchy of Needs. For example, he frequently counsels ambitious and

progressive employees on their future career advancement as he understands that

status and recognition, which belong to the fourth level of Maslow's Hierarchy of

Needs, are the biggest drive in their career (Maslow, 1943). Research also illustrates

it is essential for managers to know what employees want and desire from their job

because the organization cannot succeed if personnel are dissatisfied with their jobs
PRACTICAL CASE ANALYSIS 7

and are not motivated to complete their responsibilities and accomplish their goals

(Dobre, 2013).

Secondly, once conflicts occur among employees, Mr. Triet's method is to let

people openly voice their opinions, listen to them, and interfere when the problem

cannot be resolved. In his opinion, conflicts should not be suppressed, but rather

resolved publicly and honestly. His viewpoint agrees with research which showed

that employees' unresolved disagreements can have a detrimental influence on the

health and success of the companies in which they work (Patterson, 2010).

Thirdly, Mr.Triet supports a climate of open and assertive communication in

his organization, where workers are encouraged to speak their thoughts and express

their dissatisfaction. He also appreciates the informal communication style among

employees but insists that they remain professional while talking with consumers.

According to Koch and Denner (2022), informal communication does not reduce

employee productivity, but rather increases their job satisfaction and helps them

accomplish their tasks more successfully.

Finally, Mr.Triet places a high value on an employee's attitude, and it is one of

two elements that he considers when deciding whether or not to allocate a job to that

person. He highly appreciates employees with a positive attitude towards their work

and showing a high level of job involvement. In fact, a positive attitude motivates

employees to positively contribute to their work; moreover, high levels of job

involvement have been linked to fewer absences, reduced resignation rates, and

more employee engagement with their work (Harrison, Newman & Roth, 2006)

Organizing

Knowing how to delegate job responsibilities effectively to others is

fundamental to succeed in management. Delegating gives the team more control,

PRACTICAL CASE ANALYSIS 8

fosters trust, and helps with professional development. It also teaches leaders how

to recognize who is most prepared to take on specific jobs or projects. And this is

also one of the important functions in management - organizing.

Firstly, as a manager with over ten years of expertise, Mr. Triet always

appreciates employees' ability to complete the assigned tasks. This means when an

employee starts a project, they always have goals and criteria to complete the

project with all their efforts. Moreover, he often assigns authority to employees to

decide on their own projects. Mr. Triet will evaluate employees based on their skills,

attitudes, and trustworthiness to consider whether to give the staff full authority to

decide on the project or not. However, for employees who lack work experience, Mr.

Triet will assign a mentor to supervise and evaluate their performance and he highly

encourages them to ask for others' help or advice when they encounter problems.

This will help employees have a better overview of all issues so that they can make

the most appropriate decisions for their projects. Today's organizational structure is

becoming much more complex than in the past, all authority is not only concentrated

on the board of directors but now they are divided equally among everyone

(Zabojnik, 2002). Therefore, managers believe that decisions should be made by

employees who have been engaged in projects from the beginning. Not only Mr.

Triet's business is aiming to become a more decentralized organization, but also

organizations in the US and Canada are leading organizations using

decentralization.

In addition, Mr. Triet also shared that there are three important criteria for him

to allocate and arrange employees into departments. They are motivation, skills, and

level of commitment. Mr. Triet often asks his employees questions to be able to

understand them better. For example: First, the motivational questions will be "why"
PRACTICAL CASE ANALYSIS 9

questions: “Why did you choose to participate in this project?” Second, the question

to ask about skills will begin with the "how" question: “How do you define your

strengths and weaknesses", “How do you usually manage risk? And finally the

question of commitment level such as “How much time a day can you spend on a

project?” This method is also similar to Human Resource planning. This is the

process by which managers must always ensure that they will allocate a sufficient

number of employees to the appropriate positions in each department (Seubert,

2009).

Controlling

According to the research, controlling plays an important role in management

because it can ensure that the operations are proceeding as planned, and the

objectives that employees and supervisors have set for themselves are being met.

There are three main types of controlling in management which are feed forwards,

concurrent and feedback control the last two types are the most important or it is

also called process controls and outcome controls according to Mr. Triet. In

particular, while new managers tend to engage in-process controls, outcome controls

are very popular with managers who have many years of experience in large

companies and it plays a key role as this type of control gives management

information to review and apply to new operations that are comparable to the current

one. The main goal is to assist employees to avoid making mistakes so that they can

make better recommendations for the next project in the future (Manvi Sarma) which

is similar to the first reason explaining why controlling is important in the textbook.
PRACTICAL CASE ANALYSIS
10

Additionally, the biggest advantage of controlling is that employees can

possibly stay on the right track at work and ensure the goal completion all the time

but the downside of controlling is that it puts a lot of pressure on employees and

does not make them grow up fast as Mr. Triet shared in the interview. Moreover, for

some of the steps in the control process, when measuring actual performance, oral

reports are most frequently used by the manager as it is the fastest way to discuss

and receive information from each other which is suitable for both verbal and

nonverbal feedback. Not only that but it is also related to giving good performance

feedback to track employees' work progress and there is a strong relationship

between effective feedback and self-growth of the employees in the company.

Allowing employees to self-assess what they have done well and not so well, then

giving the feedback in the most objective and fair way through communication with

them is the way Mr. Triet gives feedback. Also, thanks to that, employees always

receive more positive reinforcement, and they respond positively and feel

empowered to be more appreciated for their performance (Manuel London, Henrik

Holt Larsen, and Lars Nellemann Thisted, 1999).

In addition, based on the interview, when the amount of information becomes

larger, it is imperative for a manager to simplify it logically and through the

Management information system (MIS), the right data can be processed and

available to the right manager at the right time. Moreover, nowadays, the trend of

using software agents in the business management process is increasing among

managers, and this also helps the decision-making ability become more accurate

and quick thanks to computer-based information decision systems which are similar

to what Mr. Triet shared (Gary W. Dickson, James A. Senn, Norman L. Chervany,

1977).
PRACTICAL CASE ANALYSIS
11

Company's Problem

Mr.Triet used to be the general director of Decathlon in Southeast Asia.

Working and managing in a multinational company is always difficult, especially

when culture and language are barriers between managers and their employees.

According to Mr. Triet, the biggest problem when working in a multinational company

is the cross-cultural differences and it is also one of four control issues for today’s

managers. In many global corporations, managers will not have many opportunities

to manage in the office because of the long-distance and they will have to manage

mostly through an online platform which is similar to concepts in the textbook.

Besides, the issue of cultural integration in the company is the main thing, for

example, when working with Cambodians, it is because the Vietnamese and

Cambodians have had conflicts in the past that they will sometimes have bad

prejudices about Vietnamese people, especially when they are under management

by the Vietnamese manager. Moreover, when working with Thai people, they always

appreciate a light and cheerful style, so the manager usually tends to respond to

them gently to make them feel happier. Within the French, they prefer direct

feedback and they will be ready to respond aggressively if they feel unsatisfied.

However, when working with Bangladeshis, it becomes easier for Mr. Triet because

the majority of Bangladeshis are Muslim, so they place a high value on rank and

age, this is why the manager will feel easier to respond to and work with Bangladeshi

people. Therefore, working in a global village requires a manager to deal with other

behavior issues such as employee motivation, policy structure, strategy

development, decision making, or group dynamics (Nancy J. Adler, 2016). In a more

specific aspect, the differences in culture have a strong influence on communication

among people and since many firms have to work in different regions of the world,
PRACTICAL CASE ANALYSIS
12

people are exposed to various cultures that they must adapt and become

accustomed to. There will be a lack of efficient communication as a result of such

barriers and sometimes two cultures have distinct interpretations of the same

gesture (Hazel Marie Cariaga).

Company's Solutions

Working with people from many different countries always creates many

challenges. Therefore, the company's solution is to integrate into the culture of each

country to avoid hurting employees as well as those who work with them. However,

when there is something unsatisfactory, the manager chooses to talk more so that

everyone can understand each other better and everyone is treated equally, and has

the same rights and decision-making power. Furthermore, It is very important to

integrate into the cultures of many different countries, but managers will also become

flexible to direct their employees to adapt to the working style of a multinational

company. Despite the fact that cultures differ, people have the ability to adapt to

these variances. This necessitates having what is known as cultural intelligence,

which aids people in overcoming the challenges they confront as a result of cultural

variety. Cultural intelligence is also defined as the ability to display particular

behaviors that are culturally sensitive to others' attitudes and values (Peterson,

2004).

Solutions framed by the research team

Within the problem of working culture that Mr. Triet encountered in the early

years of working in many different countries, the researchers have suggested three

solutions to the problem of cross-cultural differences.

PRACTICAL CASE ANALYSIS
13

Firstly, the researchers have proposed solutions to the company's problem

based on Hofstede's cultural dimension theory. When the researchers consider

different aspects and definitions of cultural dimensions, they see that the manager

needs to understand and deal with cultural diversity in an international context. The

researchers suggest the manager or the company spend time learning about this

method theory by organizing training sessions on this theory so that everyone can

understand and apply this method to solve problems of cultural barriers. Besides

that, understanding the Geert Hofstede model can help managers in identifying

organizational challenges caused by cultural concerns. They can then utilize those

findings to create performance-improvement efforts, such as conflict-resolution

communication techniques. In other words, this theory provides a framework to

distinguish different national cultures, aspects of culture, and their impact on

business (Soares, A. M., Farhangmehr, M., & Shoham, A, 2007).

Secondly, another suggested solution from the research team is to integrate

an open and accommodating environment into the company's culture. Each culture

has its own rituals and standards, such as prayer hours and clothing codes in Islamic

societies. As a result, the company should provide acceptable working

circumstances for its employees in order to meet their cultural requirements. This will

help to reduce cultural disputes by removing certain obstacles and prejudices in the

workplace. Furthermore, in a multicultural working environment, instead of

occasionally planning expensive holidays, the company might organize cultural trips

to each employee's hometown or home country so that workers can comprehend

each other's cultures in the most vivid way. Thus, the company will create an open

working atmosphere and raise employees' awareness of respecting others' cultures.

PRACTICAL CASE ANALYSIS
14

Thirdly, another useful solution is that managers have to build inclusive

workplace culture which is defined as a work environment that recognizes, respects,

and welcomes people from all walks of life. The basic idea of the inclusive workplace

is that inclusion should be applied to growing circles that are significant to the

organization's functioning, such as its employees, customers, and the environment in

which they operate. It is not about preferring one variety of cultural standards over

another when it comes to adapting to cultural variations in business. Instead, it

focuses on how we can accept and embrace diversity while also devising solutions

to address possible issues and even using differences to make the work

environment more productive (Mor Barak, 2022).

Conclusion

Considering all of these, this report reflects on the mission and vision of

Decathlon company in Southeast Asia as well as four functions of management

based on experience sharing from Mr. Triet, his leadership styles and the current

issues that Decathlon is facing. As a general director of SouthEast Decathlon, Mr.

Triet not only maintains the benefits but also identifies solutions to overcome the

problems and maximize the productivity of employees. He also told researchers

about the challenges of the company, especially the inefficient communication due to

the multinational working environment in Decathlon. Researchers have proposed

three solutions to the company's problem. Firstly, the manager or the company can

base on Hofstede's cultural dimension theory to deal with cultural diversity in an

international context. This theory provides a framework to distinguish different

national cultures, aspects of culture, and their impact on business. Secondly, the

company should provide its company with an open and accommodating working

environment. Thirdly, the manager has to build inclusive workplace culture which is
PRACTICAL CASE ANALYSIS
15

defined as a work environment that recognizes, respects, and welcomes people from

all walks of life.

Last but not least, Mr. Triet advised researchers that living in a fast-changing

world, our generation has many opportunities as well as challenges for the future

career prospects. Therefore, identifying the passions and setting specific goals to

pursue is important. Additionally, language and leadership style are important tools

for managers in a multinational company, particularly the ability to adapt to the

distinct working styles of employees within the company and the flexibility to direct

employees to cultural intelligence to overcome the challenges. At the end of the

interview, Mr. Triet advised the research team to never give up their goal and

always enhance themselves for their career prospects in the future.

PRACTICAL CASE ANALYSIS
16

Reference

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Abramson, N. R., & Moran, R. T. (2017). Managing Cultural Differences:

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%20workplace&f=false

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Intercultural-business-communication-6th-edition-pdf-download.html.
PRACTICAL CASE ANALYSIS
17

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PRACTICAL CASE ANALYSIS
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Leaders and Improving Business Success. Proceedings of the

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PRACTICAL CASE ANALYSIS
19

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Organizations,” Journal of Labor Economics, January 2002, pp. 1–22.

Appendix

Appendix A: Invitation & Thank you Email

PRACTICAL CASE ANALYSIS
20

Appendix B: Group photos with manager

PRACTICAL CASE ANALYSIS
21

Appendix C: Question Protocol

Part Questions Person in charged

Manager’s - Anh có thể giới thiệu về công ty Anh Diệu

Overview đang công tác được không ạ?
- Anh có thể chia sẻ thêm về Kinh
nghiệm quản lý, bao nhiêu năm?
- Tập thể nhân viên của team Anh gồm
bao nhiêu người ạ?
- Anh từng đảm nhiệm vai trò quản lí ở
những bộ phận (Vd: sales,
operations,..) nào rồi ạ?

Company’s - Anh có thể chia sẻ về tầm nhìn, sứ Diệu

overview mệnh và văn hoá của công ty được
không?
- Ở cty Anh, những giá trị nào là quan
trọng nhất?
- Anh có thể chia sẻ một chút về văn
hóa công ty của mình được không ạ?

Leadership style - Nói về phong cách lãnh đạo, anh Nhi

thường để nhân viên tham gia vào
quá trình ra quyết định, hay giao việc
cho nhân viên dựa trên phương pháp
làm việc của mình, hay để các team
tự ý làm theo điều họ thấy phù hợp?
- Anh có thể kể về một lần anh cho
rằng mình đã thể hiện tốt phong cách
lãnh đạo của mình được không ạ?

Four functions of
manager

1. Planning - Khi sắp thực hiện một dự án quan Vinh

trọng cho công ty thì quy trình lên kế
hoạch, chiến lược của anh như thế
nào ?
- Anh cần đánh giá thông tin quan trọng
nào trước khi phát triển một kế hoạch,
chiến lược cho dự án?
- Anh nghĩ việc đề ra kế hoạch, chiến
lược có tầm quan trọng như thế nào
khi thực hiện dự án?
- Những loại kế hoạch nào mà anh
thường đưa ra cho dự án của mình
( kế hoạch dài hạn/ ngắn hạn, kế
hoạch định hướng/ kế hoạch một
lần,.. )
PRACTICAL CASE ANALYSIS
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- Trong môi trường năng động như

ngày nay, anh làm thế nào để lên kế
hoạch, chiến lược 1 cách hiệu quả?
- Anh có thể kể các bước để đề ra
chiến lược và mục tiêu cho dự án của
mình không ạ? Vậy theo anh, bước
nào là quan trọng nhất, và tại sao ạ?
- Anh thường đặt ra mục tiêu như thế
nào cho dự án của mình?
- Anh nghĩ những kỹ năng quan trọng
nào cần có cho việc đề ra mục tiêu
cho công ty?
- Theo anh, 3 kỹ năng quan trọng nào
là quan trọng nhất cho vị trí hoạch
định chiến lược?

2. Organising - Khi là nhà tuyển dụng hay quản lí, Diệu

anh thường đánh giá cao những nhân
viên có những kỹ năng nào hơn?
- Anh có thường xuyên trao quyền
hành cho nhân viên để họ tự đưa ra
quyết định không ạ? Và điều gì ở
nhân viên khiến anh tin tưởng để trao
những quyền hạn như vậy ạ?
- Mỗi lần nhân viên có một thử thách/
vấn đề gì khó đưa ra sự lựa chọn/
quyết định, thì anh khi đảm nhiệm vị
trí manager anh sẽ để họ tự suy nghĩ
rồi đưa ra quyết định hay bản thân sẽ
là người làm điều đó?
- Anh dựa vào những tiêu chí nào để
sắp xếp/ phân bổ nhân sự của mình
để team làm việc hiệu quả nhất? (theo
anh thì yếu tố/ tiêu chí nào là quan
trọng nhất, tại sao?)
- Anh có hay làm liên các bộ phận với
nhau không ạ? Và mỗi lần làm như
vậy anh có cảm thấy khó khăn gì
không ạ?Anh có chia sẻ với bọn em
những khó khăn đó được không ạ?

3. Leading - Anh thúc đẩy, động viên nhân viên Nhi

của mình làm việc như thế nào?
- Khi có mâu thuẫn giữa nhân viên
nhau hoặc giữa nhân viên với quản lí,
anh thường giải quyết như thế nào?
- Anh nhận thấy môi trường giao tiếp
trong công ty của mình có ưu và
nhược điểm gì?
- Anh nhận thấy việc chủ động lắng
nghe nhân viên có mang lại hiệu quả
tốt trong công tác quản lí của mình
không? Nếu có, anh có thể làm rõ
PRACTICAL CASE ANALYSIS
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mức độ quan trọng và hiệu quả mang

lại như thế nào được không?
- Anh thường xem trọng nhu cầu và
mối quan hệ với nhân viên hơn hay
khía cạnh chuyên môn hơn?
- Anh đánh giá cao nhân viên có thái độ
làm việc như thế nào và theo anh thái
độ làm việc đóng vai trò như thế nào
đối với performance của nhân viên?
- Anh có thường quan tâm đến tính
cách của nhân viên hay không? (nếu
có anh đã sử dụng những công cụ/mô
hình nào để phân loại và nhận diện
tính cách của họ?)
- Anh cho rằng sự hướng nội và hướng
ngoại ảnh hưởng như thế nào đến
việc lãnh đạo của mình?
- Về các vấn đề đi làm trễ, muộn giờ
họp, vắng mặt hoặc trễ deadline của
các nhân viên, anh kiểm soát chúng
thế nào ?

4. Controlling Huy
- Tại sao controlling lại là một chức
năng/vai trò cần thiết của một
manager trong mọi tổ chức/công ty ?
- Anh đã làm cách nào để tăng năng
suất của công ty, đặc biệt là trong thị
trường rất cạnh tranh như hiện nay ?
- Dựa vào những tiêu chí nào mà anh
có thể đưa ra một cái feedback hiệu
quả cho nhân viên của mình về mặt
performance.
- Làm sao để anh có thể kiểm soát và
phân loại feedback (từ khách hàng,
cấp trên,..) ? và cách mà anh nhìn
nhận (ý nghĩa) những cái feedback đó
trong việc kiểm soát & quản lý.
- Theo như tụi em được biết thì một
manager còn phải kiểm soát về mặt
tài chính và ngân sách, và vấn đề tiền
bạc thì lại rất nhạy cảm, Anh có thể
chia sẻ khi mình gặp vấn đề về kiểm
soát ngân sách, là một vấn đề nhạy
cảm, anh sẽ giải quyết nó như thế
nào (thất thoát tiền bạc, tính toán
sai)?
- Để một người manager có thể kiểm
soát thông tin một cách hiệu quả nhất,
anh đã và đang sử dụng những phần
mềm/hệ thống gì để giúp mình tối ưu
hóa việc kiểm soát (vì lượng thông tin
quá nhiều hoặc quá ít hoặc không
PRACTICAL CASE ANALYSIS
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đúng thời điểm sẽ gây ra nhiều vấn

đề cho một manager )
- Khi gặp các vấn đề trộm cắp hoặc
nhân viên không trung thực, anh sẽ
giải quyết như thế nào ?
- Trong công việc thì rất dễ xảy ra
những xung đột giữa các nhân viên
với nhau hoặc giữa nhân viên với
khách hàng hay thậm chí là xảy ra
bạo lực, là một người quản lí, anh sẽ
giải quyết thế nào để tránh gây rắc rối
cho đôi bên?
- Anh giải quyết như thế nào khi quy
trình thực hiện dự án không đúng như
kế hoạch đã đặt ra ?
- Mỗi lần anh gặp khó khăn cần sự giúp
đỡ, cần xin ý kiến/gợi ý để giải quyết
khó khăn thì anh có xu hướng làm gì/
nhờ sự giúp đỡ từ ai?

Problems - Dịch bệnh covid 19 đã gây ra những Diệu

khó khăn thế nào đối với anh cũng
như công ty của mình?
- Với vị trí là một manager, anh đã và
đang đối mặt với thử thách nào khó
khăn nhất trong công ty? Anh có thể
chia sẻ giúp em về thử thách khó
khăn nhất đó không?

Solutions Huy
- Là một người quản lý, anh có những
quy tắc, policies gì để giải quyết
những đề như trên không ? Nếu có,
anh có thể chia sẽ nó chi tiết hơn.
- Anh đã giải quyết vấn đề nêu trên như
thế nào? Anh đánh giá đó là cách giải
quyết tốt hay không? Tại sao? Nếu
bây giờ được thay đổi phương hướng
giải quyết, anh có thay đổi không?

Conclusion Vinh
- Anh có thể chỉ em một vài tips nhỏ để
vượt qua những khó khăn trong công
ty được không ạ?
- Một vài tips để trở thành một nhà
quản lí giỏi trong tương lai?
PRACTICAL CASE ANALYSIS
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