ASSIGNMENT 1 FRONT SHEET

Qualification BTEC Level 4 HND Diploma in Business

Unit number and title Unit 4: Leadership and Management

Submission date Date received (1st submission)

Re-submission date Date received (2nd submission)

Student name NGUYEN THANH LONG Student ID BH01034

Class BA06301 Assessor name

Student declaration

I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand that
making a false declaration is a form of malpractice.

Student’s signature:

Grading grid

P1 P2 P3 P4 M1 M2 M3 D1
 Summative Feedbacks:  Resubmission Feedbacks:

Grade: Assessor Signature: Date:

Internal Verifier’s Comments:

Signature & Date:

 I. Introduction
I have been promoted to be the director of a large company in Vietnam with over 9,000
employees. The company sent me to attend a short course to improve your leadership and
management skills. In my first management class, I was asked to make a report on basic leadership
and management knowledge, which would lay a good foundation for my later courses as well as
my directorial work. . This article was created based on the purpose of providing basic knowledge
about management and leadership to everyone, and also helping me gain more experience in the
job as a director in the future.
Below is my report. The content of my report consists of 11 parts. Part 1 is a general
introduction to the report and provides a description of the purpose of the report. Part 2 is to
present an understanding of two models in contigency theories of leadership, namely favourability
of leadership situation and path−goal theory, and give advantages and disadvantages. Part 3
presents an understanding of two management theories, Fayol's administrative management
theory and Mintzberg's theory of management roles. Part 4 analyzes the impact of the application
of leadership and management theories on the performance of Apple and Microsoft. Part 5
presents leadership styles and outlines the advantages and disadvantages of each. each leadership
style. Part 6 compares the impact of leadership and management styles on decision making in
organizations. Section 7 is a detailed presentation of information related to corporate culture.
Section 8 assesses the importance of organizational culture to the performance of different
organizations. Part 9 is critical evaluation. Section 10 is the conclusion. And finally part 11 is
reference. The following will be a detailed analysis to clarify the above mentioned contents.

II. Leadership Theories (P1)

Management is often understood as the performance of basic functions such as planning,
organizing, coordinating and controlling activities to achieve organizational goals. As a result,
managers will be more concerned with short−term goals and the effectiveness of achieving those
goals.
Meanwhile, leaders have a more general view, they often have to define a vision for the
organization, aim for long−term goals, focus on issues of exchange, communication, promotion,
motivate and attract employees to achieve goals. In other words, the manager makes the

5
employees comply by the authority from their position, while the leader will make others work
hard by sharing, communicating, motivating and attracting. Surname. In addition, leaders are
found not only in formal groups, i.e. groups that adhere to a certain management hierarchy within
the organization, but also in informal group (Topica, 2020).
Leaders and managers apply different approaches to achieve their goals. For example,
managers seek compliance to rules and procedures, whereas leaders thrive on breaking the norm
and challenging the status quo. Here’s how leadership and management are different from each
other.
The science of leadership and management has been formed and developed since the
beginning of the 20th century, has produced many different theories on leadership and
management, especially in early industrialized countries and the application of has spread from the
corporate and business sectors to the state and social sectors. Leaders refer to these ideas and
theories in building and developing staff, especially senior officials. strategy in our country today is
necessary. Although there are many different theories of leadership theory emerging, most can be
divided into 6 most popular leadership theories: Traits approach, functional approach, contigency
theories of leadership, transformational and transactional leadership,inspirational leadership,
servent leadership. The following is a more specific analysis of leadership theory: CONTINGENCY
THEORIES OF LEADERSHIP

1. Favourability of leadership situation – Fiedler

1.1. Contents
The Fiedler situational leadership model theory was first mentioned by Fred Fiedler, a
scientist specializing in the study of the personality and characteristics of leaders, in the
mid−1960s. Fiedler suggested that the leadership style of An individual is the key to a leader's
success. An individual often has a fixed or people−centered or work−centered leadership style.
Fiedler believes that leadership style is an innate human ability and cannot be changed. In a
nutshell, Fiedler's point of view boils down to this: Leadership style is constant (Peter, 2020).
This leadership model assumes that group performance depends on leadership style. In this
model, Fiedler assumes that the leader's style is constant and he gives the following leadership
styles and situational factors. There are two types of leadership styles: Relationship−Oriented and
Work−Oriented. The first is task−oriented. Leaders in this style direct followers towards goals. Give
6
directions, take time to plan, emphasize deadlines, and provide a clear schedule for work activities.
They simply want to get the job done. Fiedler found that the task−oriented leader works best in
favorable situations. This is because everyone on the team gets along well, the mission is clear and
structured, and the leader has enough power over the followers. In such a situation, the team only
needs a leader who can provide direction. Examples of task−oriented leaders include the following.
A project manager who is responsible for leading teams to complete specific projects on time and
within budget. Or military commander, who commands troops in battle and has to make quick
decisions under intense pressure. Or the executives who are responsible for leading companies to
success through strategic planning and effective decision−making. The next leadership style is
relationship−oriented. These leaders care about their subordinates, respect their opinions and
feelings, establish mutual trust, are friendly, communicate openly, develop teamwork, and are in
the best interests of their subordinates. below. Relationship−oriented leaders perform better in
moderately favorable situations. According to Fiedler, a leader with good communication skills can
create a positive atmosphere in the group that improves relationships. leader−member
relationships, clarifying the mission and creating more structure, and establishing a stronger
position of power. Examples of relationship−oriented leaders include: Human resource managers,
who focus on building and maintaining positive relationships with employees. Mentor, guide and
support others in their professional and personal growth...
To determine leadership style, use a Fiedler−built scale called the Least−Preferred
Co−Worker (LPC) Scale. The way to use this measure is to think about whom you have worked or
studied with. Then rate how you feel about that person by each factor, and add up the total score.
If your total score is high, you are a leader who values relationships. If the total score is low, you
are a leader focused on the work.

7
The model assumes that job−oriented leaders, their LPCs are more negative, leading to lower
scores. Fiedler calls these low LPC leaders. These leaders do a great job, he says. They quickly
organized a team to carry out tasks and projects. In this case, building relationships is a low
priority.In contrast, relationship−oriented leaders had more positive LPCs and higher scores. These
are leaders with high LPC. High LPCs focus more on personal connections, and they are very good
at avoiding and managing conflict. They are capable of making more complex decisions.
Leadership style will be determined depending on 3 situational factors: leader−member
relationship, task structure, position of power. Below is a more detailed breakdown of how each of
these factors will influence the definition of leadership style. First of all, the leader−member
relationship factor is the degree of trust and confidence that employees have in their leader. A
more trustworthy and influential leader on the team will be in a more favorable situation than an
unreliable leader. Next is the situational element of structure and mission. This refers to the type
of task you are doing: clear and structured, or vague and unstructured. Unstructured tasks, or tasks
for which the team and leader have little knowledge of how to achieve them, are viewed as
8
unfavorable. And that last factor is positional power. This is the level of power a leader has to
direct the team and provide rewards or punishments to employees. The more power the leader
has, the more favorable the leadership situation is (Peter, 2020).
Rate the leader's experience using the scale below. According to this model, a higher score
means that the leader is naturally relationship−oriented and a lower score means that the leader is
naturally work−oriented.

1.2 Pros and cons

In terms of the advantages, Fiedler’s Contingency Model of Leadership is one of the first
models which measures the effectiveness of a group’s performance based on the leadership style
of their leader. The model also promotes the idea of analyzing a situation according to three
relevant factors: leader−member relations, task structure and leader position power. And then
simply match the most adequate leader to the situation. Another advantage of this model is that it
provides a tool for self−assessment. The Least−Preferred Co−Worker (LPC) Scale is a questionnaire
that helps the leader to understand their specific leadership style: task−oriented or relationship−
oriented. The leader looking to grow their leadership skills can use the LPC scale as a starting point.

9
 In terms of the disadvantages, The premise of Fiedler’s Contingency Model of Leadership is
that a person’s leadership style is determined by the person’s life experiences and cannot be
changed. That was the main approach to leadership in the sixties. Things have changed since then.
Extensive research conducted in the following decades showed that people, though influenced by
previous experiences, are not defined or limited by them. People can move past their previous
experiences. Leaders can adapt their leadership style to different situations. They can shift
between styles (and there are 12 of them!) to better suit the situation at hand. People’s set of skills
and abilities can change and grow. Task−oriented leaders can learn to grow and nurture
relationships. Another criticism of Fiedler’s Contingency Model of Leadership is that it fosters a
high rate of top executives turnover. The model suggests that whenever the situation requires, the
current leader is simply replaced with a more suitable leader. In this respect, the model is a limiting
lens through which one can assess a person’s abilities.
In my opinion, Fiedler's favorability of leadership situation is quite easy to understand and
provides clear guidelines for defining. Plus, it took into account situational aspects, unlike most
other leadership models of its time. Besides the above advantages, in my opinion, Fiedler's
favorability of leadership situation is quite rigid, it assumes that leadership behavior is fixed and
cannot be changed and that can restrict leaders from developing according to their needs. many
other dimensions, even trying to change their leadership style. In addition, the theory also shows
that a leader can only be relationship or work oriented, while at this point a leader can completely
perform both behaviors at the same time.

III. Management Theories (P2)

1. Fayol's Administrative Management Theory
1.1 Contents
The main idea of Fayol theory is to look at management problems in the whole enterprise
management organization, consider management activities from the top down, focus on the high
leadership apparatus with basic functions of the company. manage. He attributed the success of
management not only to the qualities of managers, but mainly to the principles that guide their

12
actions and the methods they use. For senior managers must have the ability to cover, but for
lower level, expertise is important.
Fayol's 14 principles of management provide specific guidance on the organizational
elements required for effective management. These principles can be summarized as follows. First
of all is the principle of division of labor. The division and specialization of work is very necessary in
a working process. By dividing the work according to the ratio of each employee's strengths, the
team will help complete the assigned work quickly and with high quality. When the work is clearly
divided, each individual will be responsible for completing and taking responsibility for his or her
part, limiting the push and reliance on others. As for the manager, the division of work makes it
easy for the manager to manage, check and evaluate the work of the employees. The second
principle is Authority. Authority must come with responsibility. Delegating responsibilities without
delegation of authority, the work cannot be completed. Having the right to make decisions without
taking responsibility for that decision leads to irresponsibility and bad consequences. Next is
discipline. This principle refers to principled observance, responsibility, diligence. Fayol believes
that discipline is a requirement of good leaders at all levels, strictly maintained, strictly from top to
bottom, superiors set an example for subordinates, and fair consensus from management.
Management to employees will bring a serious working environment, bringing high efficiency.
Then there is the principle of unified command. This principle means that each type of employee
only receives orders from one superior, which will create unity in title, direction and work
performance. Help to reduce the pressure and problems of employees, employees will not be
distracted, will focus on working effectively. The fifth principle mentioned is unity of direction.
Subordinate commanders follow one line. only one set of commands. Subordinates only receive
orders from superiors. With this principle, they do not admit that there are many people
managing, commanding and ordering in production because it will be messy, will overlap, and
sometimes even compete for each other (for power, for prestige). Next is the principle of
depending on personal interests. Personal interests belong to the common interests. Each
individual needs to realize that the interests of the collective are the interests of the individual, the
interests of the collective are great, the interests of the individual are also great and vice versa.
Everyone from management to employees must put the common good above personal interests
and contribute to the development of the common good. However, management levels need to

13
distribute benefits to employees in a harmonious way to pay employees worthy of their
achievements to avoid conflicts of interest. In addition, there is the principle of remuneration.
Remuneration is used to encourage employee performance. Compensation can include both
financial and non−financial compensation. The eighth principle is centralization. Decision making
should be centralized (management makes all decisions) or decentralized (employees also make
decisions) depending on the characteristics of the organization and the capabilities of the
employees. The next rule is the line of authority. The principle refers to having a hierarchy of
authority that places employees below managers in the reporting structure. The level of authority
is higher at each stage of the organizational hierarchy. Organizational hierarchy should be clearly
understood. Next comes order. There must be clear rules and standards regarding the work
environment and job responsibilities. A safe and orderly environment leads to better coordination.
The 11th principle mentioned is fairness. The organization must be run on principles of fairness.
Employees should be treated with a combination of kindness and fairness. Next is tenure stability.
Organizations need low turnover. This allows employees time to get to know their work, develop
skills and earn loyalty. The 13th is the initiative principle. The work always requires innovation and
creativity, so the creative spirit is also a factor that is particularly interested in every job. Based on
psychology, it is necessary to find ways to promote the creative spirit of employees. And the last
principle mentioned is Esprit de Corps. As a manager, team building and leadership is an essential
skill to master. This work is not simply about bringing together the right individuals. When starting
to build a team, if there are many options, assessing the strengths and weaknesses of each
employee is an effective way to form a team based on skill factors.
According to Fayol's Theory of Administrative Management, the individual functions of a
manager can vary widely depending on the type of manager and the nature of the manager's
responsibilities. As such, the classification of the manager's functions helps to understand what the
manager's responsibilities are. These functions are described in detail as follows. First of all, the
planning function is defined by Fayol as management planning as predicting future conditions,
establishing goals, and developing the means to achieve those goals. Note that the scheduling
function is flexible to allow situations to arise in the process. The next function is organization.
Fayol defines organization as the structure of activities and organization of individuals within a
company. This includes recruiting, equipping and training individuals. The third function mentioned

14
is commanding. According to Fayol, command is a management function that includes: Directly
supervising employees and Driving their efforts towards a common goal. Fayol recognized the need
for managers to recognize and understand employee behaviors and set an example for them.
Fourth, the coordination function identified by Fayol coordination is identifying, organizing, and
planning. Plan for all activities performed by subordinates. This coordination allows the completion
of the collective plan. And the last function is control. It involves the continuous monitoring of
activities to determine achievement or purpose and goals. Deriving from a defined plan allows the
manager to take corrective action (Jason, 2022).

1.2 Pros and Cons

In terms of advantages, Fayol's administrative theory possesses many strengths that
managers need to build. First, Henry Fayol advocates teamwork, fosters creativity, and motivates
people through values such as culture and wellbeing. In addition, it provides a comprehensive and
systematic framework for understanding the functions and roles of managers at different levels
and divisions of an organization (Gordon, 2022).
On the downside, Fayol's administrative management theory has many opinions that the
application of all 14 principles above will cause managers to be dominated, act rigidly, and lack
flexibility. Henry Fayol's principles, on the other hand, have not yet addressed relationships with
the external environment such as partners, competitors, and customers.
In my own opinion, this management theory of Fayol has the advantage that it emphasizes
the importance of rationality, efficiency and order in achieving organizational goals and objectives.
that is It recognizes the need to adapt and be flexible to respond to the changing external
environment and internal situations. In addition, it promotes the values of discipline, solidarity,
stability and cooperation between employees and managers. On the other hand, in my opinion,
Fayol's management theory has the following limitations. It can first and foremost ignore the
human and social aspects of organizational behavior, such as motivation, communication,
leadership, culture, and conflict. And the power and political aspects influence decision making and
organizational outcomes. Plus the next limitation is that it may not apply to all types of
organizations, such as nonprofit, public, or voluntary organizations.
IV. Reference

Peter (2020) MindTools | Home, MindTools / Home, [online] Available at:

https://www.mindtools.com/ayfk2dg/fiedlers−contingency−model (Accessed June 28, 2023).

Jason (2020) Administrative Theory of Management − Explained, The Business Professor, LLC,
[online] Available at: https://thebusinessprofessor.com/management−leadership−organizational−
behavior/administrative−theory−of−management (Accessed June 28, 2023).

John (2020) MindTools | Home, MindTools / Home, [online] Available at:

https://www.mindtools.com/ajfb1ev/mintzbergs−management−roles (Accessed June 28, 2023).

Meirc Training (2021) Articles| The Manager’s Roles as Defined by Henry Mintzberg, Meirc Training
& Consulting, [online] Available at: https://www.meirc.com/articles/the−managers−roles−as−
defined−by−henry−mintzberg (Accessed June 28, 2023).

Business.com (2023) Management Theory of Henry Mintzberg, business.com, [online] Available at:
https://www.business.com/articles/management−theory−of−henry−mintzberg−basics/.

Kishore, K. (2020) Mintzberg Managerial Roles − The Mintzberg Model Of Management, Harappa,
[online] Available at: https://harappa.education/harappa−diaries/mintzberg−managerial−roles/.
Ward, P. (2021) Management Theory of Henri Fayol: Summary, Examples | NanoGlobals,
NanoGlobals, [online] Available at: https://nanoglobals.com/glossary/henri−fayol−management−
theory/.

L, S. (2023) Apple Inc. | History, Products, Headquarters, & Facts, Encyclopedia Britannica, [online]
Available at: https://www.britannica.com/topic/Apple−Inc (Accessed June 28, 2023).

Issaction (2011) Steve Jobs : Isaacson, Walter, author : Free Download, Borrow, and Streaming :
Internet Archive, Internet Archive, [online] Available at:
https://archive.org/details/stevejobs0000isaa (Accessed June 28, 2023).

Sinek, S. (2009) How great leaders inspire action, Simon Sinek: How great leaders inspire action /
TED Talk, [online] Available at:
https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action/c (Accessed June 28,
2023).

Kahney (2019) Tim Cook: The Genius Who Took Apple to the Next Level, Goodreads, [online]
Available at: https://www.goodreads.com/work/63779125−tim−cook−the−genius−who−took−apple−
to−the−next−level (Accessed June 28, 2023).

Jason (2022) Administrative Theory of Management − Explained, The Business Professor, LLC,
[online] Available at: https://thebusinessprofessor.com/management−leadership−organizational−
behavior/administrative−theory−of−management (Accessed June 28, 2023).

Thebusinessprofessor.com (2022) Administrative Theory of Management − Explained, The Business

Professor, LLC, [online] Available at: https://thebusinessprofessor.com/management−leadership−
organizational−behavior/administrative−theory−of−management (Accessed June 28, 2023).

Apple.com (2020) Apple commits to be 100 percent carbon neutral for its supply chain and
products by 2030, Apple Newsroom, [online] Available at:
https://www.apple.com/newsroom/2020/07/apple−commits−to−be−100−percent−carbon−neutral−
for−its−supply−chain−and−products−by−2030/ (Accessed June 28, 2023).