Unit 4: Management & Operations Assignment

NATIONAL ECONOMICS UNIVERSITY
INTERNATIONAL SCHOOL OF MANAGEMENT AND ECONOMICS
HIGHER NATIONALS
BTEC HIGHER NATIONAL DIPLOMA IN BUSINESS (RQF)
Unit Code, Number and Title D/508/0488 - Unit 4: Management and Operations
Semester and Academic Year Semester 1, Academic year 2021-2022
Unit Assessor(s) Nguyen Van Thuy Anh/ Duong Van Bay / Nguyen Ngoc Hien/ Nguyen
Thu Tram
Assignment Number and Title MO A1.1: Leadership and Management at Samsung Electronics
Vietnam (Assignment 1 of 2)
Issue Date Thursday, March 29th 2021
Submission Date 10:00 am, Friday, 22th April 2021
IV Name Le Thi Huong Lan
IV Date Tuesday, March 23th, 2021
Student Name
NEU Student ID Pearson ID
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Submission format and Instructions:
This assignment (Assessment 1 of 2) covers Learning Outcome 1&2 (LO1, LO2).
This is an individual assignment.
The submission format is in the form of a case study written report.
The assignment should have a cover page that includes the assignment code, number, tittle,
assessors’ names and student’s name and ID. Attach all the pages of assignment brief with your
report and leave them blank for official use.
Ensure that authenticity declaration has been signed.
Include a content sheet with a list of all headings and page numbers.
Plagiarism is unacceptable. Students must cite all sources and input the information by
paraphrasing, summarising or using direct quotes. A Referral Grade is given when Plagiarism is
identified in your work. There are no exceptions.
Your evidence/findings must be cited using Harvard Referencing Style. Please refer to Reference
guiding posted on Moodle.
This assignment should be written in a concise, formal business style using Arial 11 or Times New
Roman 13 font size and 1.5 spacing.
The word limit is 3,500 words (+/- 10%). If you exceed the word limit (excluding references and
administrative sections) your grade will be penalised.
 You MUST complete and submit a hardcopy and softcopy of your work on the due dates stated
on Assignment brief. All late work is not allowed to submit. This rule is not waived under any
circumstances. The softcopy must be submitted to Turn-it-in via Moodle; the hard copy to
Assignment Box, Room 404A, D2 building.
Read ALL Instructions on this Page and review the Pass, Merit and Distinction criteria carefully.
To pass the assignment, you must achieve ALL the Pass Criteria outlined in the marking sheet.
To achieve a Merit, you must achieve ALL the Merit criteria (and therefore the Pass criteria). To
achieve a Distinction, you must achieve ALL the Distinction criteria (and therefore the Pass and
Merit criteria).
Unit Learning Outcomes:
LO1 Differentiate between the role of a leader and the function of a manager.
LO2 Apply the role of a leader and the function of a manager in given contexts.
Assignment Brief and Guidance:
SCENARIO
Leadership and Management at Samsung Electronics Vietnam
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Founded in 1938, nowadays, Samsung Electronics is a global leader in technology, opening
new possibilities for people everywhere. Through relentless innovation and discovery, they
are transforming the worlds of TVs, smartphones, wearable devices, tablets, digital
appliances, network systems, medical devices, semiconductors and LED solutions.
Samsung Electronics Co. (SEC) was the name given to the company in 1969 after deciding to
enter the electronics business. In 1970 they succeeded with production of Black-and-white TV
and began exporting only two months later. The success of Samsung Electronics as a
technology provider continues to grow through the eighties as Samsung Electronics was
merged with Samsung Electronics Semiconductors and Telecommunications. This paved the
way towards a stronger hold on the international market with high-tech products. The
development has been continued on through the next decade as Samsung Electronics kept
on going beyond its boundaries and restructuring its business plan to accommodate the global
scene.
Since 1970, the company has used tools and techniques such as total quality control, total
process management, product data management, enterprise resource management, supply
chain management and customer relationship management. Six Sigma was added to upgrade
these innovations and improve SEC’s competitive position in world markets.
In the nineties, Samsung Electronics made a wise move as its products made their way on the
list of top must-haves in their various fields. TV-LCD's, picture tubes, Samsung Electronics
printers and other high-tech products became popular acquisitions due to their high quality.
When Samsung Electronics ventured into the LCD industry in 1993, it became the world's
best. During 1994-1996, Samsung Electronics revolutionized its business through a
dedication to making world-class products, providing total customer satisfaction, and being a
good corporate citizen – all under the vision of "quality first”. Seventeen different products—
from semiconductors to computer monitors, TFT-LCD screens to color picture tubes—climbed
into the ranks of the top-five products for global market share in their respective areas, and 12
others achieved top market ranking in their areas.
Nowadays, Samsung Electronics is also leading in the Internet of Things space through,
among others, their Smart Home and Digital Health initiatives. The company has a powerful
influence on South Korea's economic development, politics, media and culture. Its affiliate
companies produce around a fifth of South Korea's total exports. Samsung Electronics has
grown into one of the world’s leading technology companies and become recognized as one
of the top 10 global brands. Their network now extends across the world, and Samsung
Electronics takes great pride in the creativity and diversity of its talented people, who drive
them growth.
Their highly qualified workforce is still striving for excellence in their respective fields making
the whole company a huge success in the making. The secret to the company's continuous
success is in the constant improvement of its management structure and the application of its
philosophies: "We will devote our human resources and technology to create superior
products and services, thereby contributing to a better global society."
According to The Korean Herald, for the full year of 2020, the company reported 36 trillion
won in operating income and 236.8 trillion won in sales, a rise of 29.6% and 2.7%,
respectively, from 2019.
The South Korean tech giant posted 236.87 trillion won ($212.43 billion) in revenue and 35.99
trillion won in operating profit last year. While the annual revenue rose slightly by 2.78 percent
from a year earlier, the operating profit surged nearly 30 percent on-year. It is the fourth time
that Samsung achieved an annual operating profit of more than 35 trillion won.
“Although challenges from the COVID-19 pandemic continued, company-wide efforts to
ensure a stable supply of products and services globally helped Samsung’s fourth-quarter
results,” representative of the company said.
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Samsung Electronics in Vietnam – Facts and figures
- Total investment by Samsung Electronics in Vietnam more than 17.3 billion dollars
- By Jan 2016, there are 110.539 employees working in Samsung Electronics Vietnam -
SEV BacNinh Factory and SEVT (Samsung Electronics Vietnam – ThaiNguyen Factory)
- By end of 2018, total number of employees is about 160,000,000 people
- 40% of Samsung Electronics smart phones (equivalent to 150 million items) are
manufactured in Vietnam
- Samsung Electronics is accounted for the largest share of TV, telephone, SBS in
Vietnam
- In 2018, Samsung Electronics Vietnam has reached total export value of more than60
billion US dollars, contributing 25% of total export value of Vietnam.
- Smartphones manufactured in SEV Bac Ninh and SEVT Thai Nguyen factories are
exported to 52 countries and territories.
Ms. Nguyen Lam Ngoc has worked for Samsung Electronics Vietnam as the Public Relation
Manager for 3 years. Her duties are described as follows:
 Responsible for Public Relations Intiatives and Execution for all products, covering
from Mobile, Digital Appliances to Audio/Visual Categories.
 In charge of press offices with key tasks involved (Press Release & Announcements,
Speech/Keynote Composition, Spoke Person Briefing, Crisis Management, and Media
daily communications).
 Develop strong PR concept and thorough execution that generates buzzes through
original mind-changing PR activities.
 Deliver hybrid innovations, and large-scale PR campaigns with key media partners.
 Key support for media activities, in both local (Ho Chi Minh & Ha Noi) and international
levels (Media Trips/ Media Workshops in Europe, Asia, and North America).
 Monitoring PR results through standardized reports and concrete tracking
methodologies.
Being in charge of a team of 22 persons, Ms. Ngoc encourages and rewards risk taking and
change. Decisions based on intuition are valued as much as those that are well rationalized.
Managers or employees who have a good idea are encouraged to “run with it.” And failures
are treated as “learning experiences.”
Ngoc prides on being market driven and rapidly responsive to the changing needs of
customers. There are few rules and regulations for employees to follow, and supervision is
loose because Ngoc believes that her employees are hardworking and trustworthy. Ngoc is
also concerned with high productivity but believes that this comes through treating her
subordinates right.
The job activities are designed around work teams. Team members are encouraged to
interact with people across functions and authority levels. Employees talk positively about the
competition between teams. Individuals and teams have goals, and bonuses are based on
achievement of these outcomes. Employees are given considerable autonomy in choosing the
means by which the goals are attained.
However, as an expert in the area, Ngoc realized some challenges to face with:
Financial Constraint: Financial belt-tightening has stemmed the flow of public relations’
budgets. The company is cutting budgets, thereby leading to poor financing of the public
relations department.
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Increase in Communication Platform: Communication platforms offer a swift, easy way of
disseminating messages across to target audience; but the huddles to choose the right
communication channels for clients could be painstaking. Though many social media are free
to use, even if it need paying subscription for some services, it is still convenient to use.
However, a lot of time-investment need to be made in order to reach out to the right audience,
passing messages across to them and getting desired results.
Poor Man-Power Situation: Some of her staff have background disciplines in other field of
studies, such as journalists, marketers, advertisers, graphic artists. The truth is, they lack
comprehensive understanding of what it takes to be a full practitioner in Public relations.
Those disciplines are relevant to gaining an expertise in public relations, but they need to be
merged with core public relations courses to achieve the birthing of a fully-fledged public
relations expertise.
Poor Usage of Social Media: Social media has formed the basis for public relations per-
excellence in this digital age. Other practitioners in the area who are deficient in the usage of
this may fade-out of the profession soon. Social media such as Face book, Linked-in,
Tweeter, Net log, etc. are pre-eminent in this present age of the practice. However, most
users of social networks abuse them a lot; while some are not diplomatic in the way they use
them to convey messages to the public. Other practitioners promote themselves and products
without prior interactions with their targets. This attitude could make them (public) perceive PR
as self-centred person who care only about oneself, thereby confirming the saying “No one
cares how much you know, until they know how much you care.”
REPORT’S REQUIREMENTS
You are consultant from Human Resource Development and Consultancy Centre of NEU. You
have received Ms. Ngoc’s order to write a consultancy report to:
1. Differentiate between the role of a leader and the function of a manager.
- Define and compare the different roles and characteristics of leaders and managers.
- Analyze and differentiate between the role of a leader and function of a manager by
effectively applying a range of theories and concepts.
- You should also critically analyze and evaluate the different theories and approaches to
leadership in given contexts.
2. Apply the role of a leader and the function of manager in given contexts.
- Examine and evaluate how Ms. Ngoc applies the role of a leader and the function of a
manager in her work
- Apply at least two/three different theories and models of approach, including situational
leadership, systems leadership and contingency to evaluate effectiveness of his leadership
approaches. You are required to recommend which leadership style(s) Ms. Ngoc should
apply in the company.
- You should assess the strengths and weaknesses of different approaches to situations
within the work environment.
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- You should also critically analyze and evaluate the different theories and approaches to
leadership in given contexts.
Source:
1. https://www.samsung.com/vn/aboutsamsung/home/
2. http://www.koreaherald.com/view.php?ud=20210128000156
3. https://news.samsung.com/vn/samsung-viet-nam-tong-ket-quy-ii-2019-nhung-thanh-qua-
an-tuong
Further Instructions on Command Verbs:
1. Analyse: Present the outcome of methodical and detailed examination either:
 breaking down a theme, topic or situation in order to interpret and study the
interrelationships between the parts and/or
 of information or data to interpret and study key trends and interrelationships.
2. Critically analyse: Separate information into components and identify characteristics with
depth to the justification.
3. Assess: Offer a reasoned judgement of the standard/quality of a situation or a skill informed by
relevant facts.
4. Compare: Identify the main factors relating to two or more items/situations or aspects of a
subject that is extended to explain the similarities, differences, advantages and disadvantages.
This is used to show depth of knowledge through selection of characteristics.
5. Define: State the nature, scope or meaning.
6. Evaluate: work draws on varied information, themes or concepts to consider aspects, such as:
 strengths or weaknesses
 advantages or disadvantages
 alternative actions
 relevance or significance.
Students’ inquiries should lead to a supported judgement showing relationship to its context.
This will often be in a conclusion.
7. Critically evaluate: Make a judgement taking into account different factors and using available
knowledge/experience/evidence where the judgement is supported in depth.
Learning Outcomes and Assessment Criteria
Learning
Outcome Pass Achieved
(ticked) Merit Achieved
(ticked) Distinction Achieved
(ticked)
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LO1
Differentiate
between the
role of a leader
and the
function of a
manager
P1 Define and
compare the
different roles and
characteristics of a
leader and a
manager
M1 Analyze and
differentiate
between the role of
a leader and
function of a
manager by
effectively applying
a range of theories
and concepts LO1 & LO2 D1
Critically analyse
and evaluate the
different theories
and approaches
to leadership in
given contexts
LO2 Apply
the role of a
leader and
the function
of a manager
in given
contexts
P2 Examine
examples of how the
role of a leader and
the function of
a manager apply in
different situational
contexts
M2 Examine
strengths and
weaknesses to
appraise different
approaches to
situations within the
work environment
P3 Apply different
theories and models
of approach,
including situational
leadership, systems
leadership and
contingency
Formative Feedback: Assessor to Student (please specific)
Action Plan
Summative Feedback: Assessor to Student (please specific)
Choose One
(*)
The Student Is Awarded:
Referral PASS Grade MERIT Grade DISTINCTION Grade
Name Of Assessor: Date Of Assessment:
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Re-submission Feedback:
Choose One
(*)
The Student Is Awarded A:
Referral PASS Grade
Name Of Assessor: Date Of Assessment:
Feedback: Student to Assessor
Signature & Date:
* Please note that grades are provisional. They are only confirmed once internal and external verifiers
have taken place, and the final decisions have been agreed at the assessment board.
* This grade only reflects the result of this assignment, not for the whole Unit.
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Table of Contents
I. Introduction:.............................................................................................................................. 3
II. Major Finding:.......................................................................................................................... 3
1. Definition of leader and manager:........................................................................................3
1.1. Leader:.......................................................................................................................... 3
1.2. Manager:....................................................................................................................... 3
2. Differences of roles and characteristics of leader and manager:..........................................4
2.1. Role and characteristics of a leader:.............................................................................4
2.2. Role and characteristic of manager:..............................................................................5
2.3. Analyze a range of theories and concepts:...................................................................7
3. Leadership and management in SEV:................................................................................10
3.1. The role of a leader:....................................................................................................10
3.2. The function of a manager:.........................................................................................10
4. Applying two theories and models of approaches to SEV:.................................................11
4.1. Situational leadership:.................................................................................................11
4.2. Contingency leadership:..............................................................................................12
5. Evaluating effectiveness of Ms. Ngoc's leadership approaches:........................................12
5.1. Situational leadership:.................................................................................................12
5.2. Contingency leadership:..............................................................................................12
6. Recommendation:.............................................................................................................. 12
III. Conclusion:........................................................................................................................... 12
IV. References list:..................................................................................................................... 14
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I. Introduction:
Operation management is a crucial position in any company. It bases on carefully managing the cycles to
convey and scatter things and organizations. Numerous bright lights are on the capability and sufficiency of
cycles. Thusly, errands the board consistently joins significant assessment and examination of internal
cycles. In this report, I will separate between the job of a pioneer and the capacity of an administrator.
Besides, this report will apply the part of a pioneer and the capacity of a chief in Samsung Electronics
Vietnam (SEV) and Ms. Ngoc's case.
II. Major Finding:
1. Definition of leader and manager:
1.1. Leader:
According to Morgan (2020), a leader can identify how things can be developed and mobilizes people to
push toward that better vision. Pioneers can pursue making their vision a reality while putting people first.
Simply having the option to arouse individuals is not enough - pioneers should have compassion and bond
with individuals to succeed. Pioneers don't have to come from a similar background or in a similar way.
Future pioneers will have more variety, offering a wide variety of perspectives. Others may differ from my
definition. It is interesting that associations are internally involved in their regulatory sense.
1.2. Manager:
According to Market Business News (n.d), an administrator is an individual who is answerable for part of an
association; they manage the association. Heads can be answerable for a division and the people working
in it. In some cases the chief is liable for the whole business. For instance, one 'café manager' is
answerable for the whole bistro. A head is a person who rehearses fundamental administration abilities.
They should have the option to employ, fire, discipline, do assessments and take an interest in screening.
They should likewise have the option to affirm additional occasions and support trips. A chief's
commitments likewise incorporate regulating agents or a piece of the association consistently.
2. Differences of roles and characteristics of leader and manager:
2.1. Role and characteristics of a leader:
According to Juneja (n.d), these are the role of a leader:
- Required at all levels - Leadership is an essential competency at all levels of the administrator.
At a significant level, it is fundamental to have joint effort in explaining plans and approaches. It
is important to unravel and execute the plans and activities illustrated by the most noteworthy
authority at the middle and lower levels. Administration can be drilled through the heading and
guidance of subordinates in carrying out the arrangement.
- Representative of the affiliation A pioneer is viewed as the agent of responsibility. He needs to
manage nervousness at meetings, social affairs, parties, and that's only the tip of the iceberg.
His responsibility is to pass on the rationale of that work to the external public. He likewise
epitomizes the space of expertise he leads.
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- Incorporate and tailor individual objectives with definitive objectives A pioneer through inventive
characteristics assists with adjusting/facilitate singular objectives with progressive objectives.
He's attempting to facilitate the person's endeavors towards a decent aim and satisfy the
objective as needs be. This is just conceivable on the grounds that he is effective and able to
coordinate and is anxious to accomplish his objective.
- He requests support-A pioneer is a manager. More than that, he is a person who draws in and
invites the assistance and participation of his subordinates. This he can do by his character,
information, improvement and experience, this can bring him sure outcomes. In such a manner,
a pioneer should invite thoughts and, if possible, make them into arrangements and projects of
responsibility. Alongside these lines, he can demand the full assistance of his representative,
prompting his enthusiasm to work and the capacity to manage uneasiness.
- As a partner, scholar and educator, a pioneer ought to have three-dimensional characteristics.
He can be a friend by sharing his contemplations, emotions and wants with the delegates. He
can be a philosopher utilizing his understanding and experience and overseeing specialists
when required. He can guide and impart to workers top administration plans and courses of
action and guarantee their collaboration to address concerns. He can likewise assume the job of
a promoter by directing and moving toward basic reasoning. He can fix the specialist's issues
and attempt to fix them.
According to Christian (2020), these are the characteristics of a leader:
- Courageous
- Ethical
- Resilient
- Humble
- Coachable
- Patient
- Problem-solver
- Motivated
- Honest
- Determined
- Creative
- Decisive
- Trustworthy
- Great communicator
- Positive outlook
- Purposeful
- Growth mindset
- Agile
- Emotional intelligence
- Confident
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- Accountable
2.2. Role and characteristic of manager:
In numerous occasions, the work of a manager feels an uncommon course of action like this phonograph.
According to Reh (2020), the supervisor's capacities are numerous and changed, including:
- Hiring and staffing
- Training new workers
- Coaching and creating existing workers
- Dealing with execution issues and terminations
- Supporting issue goal and dynamic
- Conducting ideal execution assessments
- Translating corporate objectives into functional and singular objectives
- Monitoring execution and starting activity to reinforce results
- Monitoring and controlling costs and financial plans
- Tracking and revealing scorecard results to senior administration
- Planning and objective setting for future periods
The everyday achieve of the chief is appointed with one-on-one or gathering connections zeroed in on
tasks. Numerous administrators utilize early mornings or later nights to finish their reports, get up to speed
with email, and update their undertaking records. There will never be a dull second, considerably less an
ideal opportunity for calm consideration, in the existences of most supervisors.
According to Colorado Christan University (2017), these are the trait of a director:
- Administration: To be a powerful manager, you should have the option to lead your representatives
efficiently. Much duty accompanies being a manager, and be disposed to manage a team is demanded.
- Involvement: If you do not have involvement working in a specialized climate and managing a unit, it
will be troublesome to venture up as a director. A impressive method to get insight into a administration job
is to chip in, either inside your subject or with a not-for-turnover. Require to help control and create
occasions, regardless of whether increasing cash for an company or holding up an occasion.
- Communication: being disposed to converse with your unit is demanded while being a compelling
director. This not just stand for converse position obligations and anticipation. It means attending to your
team and come off with them to deliver effort within their posture.
- Knowledge: wisdom as a administrator is an unquestionable requirement, yet so is information.
There are various standards suggested for boss, with a certificate in project management,
entrepreneurship, ethics, or human resource executive.
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- Organization: If you are not coordinated in your position, there is a mediocre outlook that the
commissioner you oversee will not be by the same expression. There are many bankroll wired that can
animate you to get formulated. You can also purchase a intimate executive or load an app on your
telephone that can admonish you of comfrontation, burden you demand to finish each day, and so on
- Time Management: This critical aspect in being an effective director is date excutive. On the off
chance that you are late consistently, your representatives can determine it is adquete also to be slow.
Time excutive is also essential for set up your day, ensuring you acquire time to contact with your workers,
and taking care of targets consistently.
- Reliability: An excutive that is prompting a unit has to be dependable. This makes being accessible
for your workers, finish the thing that you promised to do, and aiding your unit in any way required.
- Delegation: If you do not have the foggiest idea of how to commissioner enterprises and jobs, your
part as a boss will be demanding. Try not to be anxious to inquire your workers to boost total a burden. You
may expect it is effortless to do, except this will make more an ideal opportunity to your had bustling
timetable, and you will not allow your workers to do what they were employed to finish.
- Confidence: If you want to be a compelling excutive, you should be sure about your capabilities,
know-how, and choices. This does not expect you have to be bossy or endure that you are superior to your
workers. In any case, you are in a management job for a reason, so be pleased and inspire your team.
- Respect for Employees: If you do not regard your representatives, there will be pressure in your
company. Be apprehensive of their hour and talent, tune in and convey with them, and be a property of
data and leadership.
2.3. Analyze a range of theories and concepts:
The contingency theory of leadership:
To comprehend this hypothesis, we will take a gander at three unique figures for possibility initiative. The
first is Fiedler's mode. According to Indeed (2020), this style asserts that three urgent factors put in to
"situational positivity." To be profitable, pioneers should assume about these factors. Be that as it may, this
hypothesis besides contemplate authority forms to be immoveable and changeless. Along these lines, if a
pioneer's trend is certifiably not a sturdy pairing for a different accident, they should be overthrowed by an
rotate director. To administer Fiedler's hypothesis, you need to conclude your administration characteristic
and your coincidence's idealness applyying Fiedler's mode.
The basic act is to exploit a escalate named the Preferred Coworker scale. To utilize this escalate, you
should assume about a colleague you did not appreciate working with. This can be anybody from a
previous schoolmate to your present chief. At that point, you should appraise the individual on the
accompanying escalate:
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Unfriendly 1 2 3 4 5 6 7 8 Friendly
Unpleasant 1 2 3 4 5 6 7 8 Pleasant
Rejecting 1 2 3 4 5 6 7 8 Accepting
Tense 1 2 3 4 5 6 7 8 Relaxed
Cold 1 2 3 4 5 6 7 8 Warm
Boring 1 2 3 4 5 6 7 8 Interesting
Hostile 1 2 3 4 5 6 7 8 Supportive
Guarded 1 2 3 4 5 6 7 8 Open
Insincere 1 2 3 4 5 6 7 8 Sincere
Quarrelsome 1 2 3 4 5 6 7 8 Harmonious
Computing the amount jointly to decide the Preferred Coworker score. If the mark is small, the worker are a
Low Preferred Coworker pioneer and probably have a more errand arranged authority style. Errand
situated pioneers are more worried about gathering objectives than with looking after connections. Errand
arranged pioneers are coordinated and dominant at finishing projects. A great mark mean that people are a
Highly Preferred Coworker pioneer. HPC pioneers are accord-situated and center their power around
improving and keeping up solid and beneficial link in the employment habitat. They are genius in peace
promotion and believe distant aspects when determining.
The second slice of Fiedler's prototype is concluding situational favorableness. This has three specific
fundamentals:
- Leader-Member Relations
- Task Structure.
- Leader's Position Power
Applying the model: According to Fiedler, more favorable circumstances require LPC pioneers, while less
favorable ones require HPC pioneers. If a circumstance absorbs a adequate pioneer/association accord
and all-around coordinated errands, task-arranged pioneers will probably be more gainful. A relationship-
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arranged pioneer will be more successful if a circumstance includes a far-off pioneer/group relationship and
unstructured undertakings. While this hypothesis is generally instructed and contemplated, some accept
that this model does not permit sufficient adaptability since it does not accept that boss can change their
initiative styles.
The situational theory of leadership:
Despite the Fiedler mode, the specific administration miniature recommends that the optimal alternative for
pioneers is to accommodate their jurisdiction expressions to accommodate their partners and their
competences. This form agrees that pioneers should originally deal with the aspects that consequence their
work habitat and designate the outstanding approach for continuing.
The situational administration which named the "Hersey-Blanchard model," is principally worried about the
advancement stage of a unit's personal. Huge development partners are capable and arrange to determine
on alternatives freely. Conservative improvement employees are competent nonetheless need surely or
have certainty yet cannot finish their assigned undertakings. Low development workers are excited and
aeger yet do not have what it takes or maturity to finish errands.
The situational initiative form recognizes four authority trends, fiting various degrees of representative
experience.
- Delegating style: This one permits one colleagues to answer explicit enterprises or head backup-
groups. This one best fits a unit of huge maturity workers since it comples partners to be confident and
able.
- Participating style: This trend centers about distribution specutations and decisions. Pioneers who
take advantage of the consuming style may administer it to develop partners competent decently withal
urgency confidence and demand one-on-one training.
- Sale style: This session adverts to a style that combines the colonist endeavoring to suggest his
project to the congregation by intensely offering commission directions. This also fits conservative
comrades, yet it is best used with confidence but reluctant to finish undertakings, in contrast to the past
one.
- Lavish style: This form is accepted by pioneers who often give categorical headings and intently
look after all errands. This one best enhances little sotisphication supporters who are enthusiastic,
however unfit, to enforce autonomously.
3. Leadership and management in SEV:
3.1. The role of a leader:
IN SEV, Ms. Ngoc is responsible for Public Relations Initiatives and Execution for all products, covering
Mobile, Digital Appliances, to Audio/Visual Categories. Moreover, she is in charge of press offices with
critical tasks involved (Press Release & Announcements, Speech/Keynote Composition, Spoke Person
Briefing, Crisis Management, and Media daily communications). Developing a solid PR concept and
thorough execution that generates buzz through original mind-changing PR activities is also one of her
15

roles. Delivering hybrid innovations and large-scale PR campaigns with key media partners and being
essential support for media activities in both local (Ho Chi Minh & Ha Noi) and international levels (Media
Trips/ Media Workshops Europe, Asia, and North America). The last one is monitoring PR results through
standardized reports and concrete tracking methodologies.
3.2. The function of a manager:
According to ClifffsNotes (2020), managers do not go out and haphazardly play out their obligations. Great
managers find how to master five essential capacities: planning, organizing, staffing, leading, and
controlling.
- Planning: This progression affects constructing exactly the way to accomplish a precise target. For
example, that the company's target is to advance the sales. The boss first requirements to choose which
acts are fundamental to achieve that target. These means may add growing PR, backlog, and sales
employees. These need advances are formed into a set. When the set is in place, the excutive can follow it
to improve sales of the firm.
- Organizing: After a deal is in place, a boss have to construct the unit and sources according to the
deal.
- Staffing: when a boss perceives his area's requirements, they can choose to augment his
employees by engaging, choosing, coaching, and improving employees. A boss in a huge system often
supports with the firm's human resources administration to reach this target.
- Leading: A good manager have to do something other than the set, set up, and coach the team to
reach the target. The manager should also lead. It can be increase motivaiton, talking with the team,
supporting when they have trouble. It needs the boss to train, support and solve the issue with counselor.
- Controlling: when the components are in set, a boss's work is not done. The manager should check
the task to ensure that the target is still on the track and in the last their team can get the goal which they
set up from the beginning.
Manging a team with 22 person, Ms Ngoc always trying to encourage them with a lot of power inside her
spirit. When someone in her company confuse to do some thing or maybe a new idea in their job, Ms Ngoc
will talk to them that they can do it and they should try it. If it is a failure, she will say that is a lesson for the
future of the employees. If it success, she will have some big awards for them to encourage them more in
the future. This treatment of Ms Ngoc have 2 faces with the employees: the good face is the talent people
in the team can have more brave to show their talent and do not shy to try a new idea, it will make the
result of the job be more efficient. However the bad face of this treatment is the weaker-skilled staff will
have more difficult to improve themselves because they will not receive any supports from co-worker and
their manager.
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4. Applying two theories and models of approaches to SEV:
4.1. Situational leadership:
SEV used the delegating style in their company because it permits other colleagues to answer explicit
undertakings or lead subgroups. This style best suits a group of high development representatives since it
requires colleagues to be sure and fit. In SEV, the employees had been encouraged and rewards for the
risk in their job. If someone in their team had some failure when running the task, they would have some
advice from their boss such as “ you did so well. Just think it like a learning experience”. This way will make
the employees feel more confident and encouraging each other. They will have a more positive
conversation about competition between teams.
4.2. Contingency leadership:
SEV used the people-oriented style, which primarily focuses on their employees, caring about what they
think, what they feel, and what they want. This style can help the employees feel more confident and
keeping finish their tasks. They will receive much encouragement from their boss to keep moving forward,
except that can be a failure.
5. Evaluating effectiveness of Ms. Ngoc's leadership approaches:
5.1. Situational leadership:
Ms. Ngoc used the delegating style in SEV so that each member in their company can get much
confidence to do their ideas. On the other hand, the weaker employees can still get stuck in their tasks and
can not receive any help because they will not support the weaker in the company.
5.2. Contingency leadership:
Ms. Ngoc applied the people-oriented style in SEV so that her employees can feel more confident and
ready to take the risk in their job. Moreover, they feel the care from their company, their boss about their
physical and mental condition. They built a strong relationship with their company and caring about each
other more and more. This will help SEV a lot in their project when the team spirit is very close and strong.
6. Recommendation:
In the recommendation part, I highly recommend Ms. Ngoc using the participating style in managing the
team because her team is better at caring for her. Now is the time for the team to take recommendations
from each other and share their ideas, so those colleagues fit; however, they need certainty and need one-
on-one coaching to be better and complete their job more effectively.
III. Conclusion:
After doing this personal report, I have a piece of explicit knowledge about the role of a leader and the
function of a manager. Moreover, the given context about SEV and Ms. Ngoc's case helps me know more
about managing a successful team or, more prominent than that, is a massive company like Samsung
Vietnam. I am enormously impressed with the way Ms. Ngoc solves the problem in the company, between
customer and SEV, or between each employee in the SEV. This lesson will help another student and me
when facing the operation problem and becoming a good manager helping people and company develop.
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