Analysis of Management and Leadership for Vntrip: Report

This report provides a comprehensive overview of management and leadership, exploring key concepts, functions, and theories. It begins with definitions of management and leadership, detailing different management levels and leadership styles. The report then contrasts management and leadership, highlighting their differences and interdependencies. It delves into management functions and leadership roles, examining various management approaches and leadership theories, including trait, behavioral, participative, and contingency theories. A real-life case study of Norway's 'Sheep with a view' is included to illustrate the concepts. The report concludes with recommendations for Vntrip to improve its governance and leadership, supported by academic references. This report offers valuable insights into effective leadership and management practices.

ASSIGNMENT … FRONT SHEET
Qualification BTEC Level 4 HND Diploma in Business
Unit number and title Unit 4: Management and Operations (488)
Submission date 5/12/2021 Date received (1st submission)
Re-submission date Date received (2nd submission)
Group number:
Student names & codes Final scores Signatures
1. Vũ Huy Hoàng -GBH190067
2. Nguyễn Phan Đăng Khoa – GBH190049
3. Vũ Khánh Duy -GBH190586
4. Nguyễn Minh Thuận -GBH190858
5. Thân Đức Lương – GBH190019
Class GBH1001 Assessor name
Student declaration
By signing on this front sheet, I certify that my contribution in this 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.

P1 P2 P3 M1 M2 D1

OBSERVATION RECORD
Student 1 Vũ Huy Hoàng
Description of activity undertaken
Assessment & grading criteria
How the activity meets the requirements of the criteria
Student
signature:
Hoàng Date: 5/12/2021
Assessor
signature:
Date:
Assessor
name:

OBSERVATION RECORD
Student 2 Nguyễn Phan Đăng Khoa
Description of activity undertaken
Assessment & grading criteria
How the activity meets the requirements of the criteria
Student
signature:
Khoa Date: 5/12/2021
Assessor
signature:
Date:
Assessor
name:

OBSERVATION RECORD
Student 3 Vũ Khánh Duy
Description of activity undertaken
Assessment & grading criteria
How the activity meets the requirements of the criteria
Student
signature:
Duy Date: 5/12/2021
Assessor
signature:
Date:
Assessor
name:

OBSERVATION RECORD
Student 4 Nguyễn Minh Thuận
Description of activity undertaken
Assessment & grading criteria
How the activity meets the requirements of the criteria
Student
signature:
Thuận Date: 5/12/2021
Assessor
signature:
Date:
Assessor
name:

OBSERVATION RECORD
Student 5 Thân Đức Lương
Description of activity undertaken
Assessment & grading criteria
How the activity meets the requirements of the criteria
Student
signature:
Lương Date: 5/12/2021
Assessor
signature:
Date:
Assessor
name:

Summative Feedback: Resubmission Feedback:
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Internal Verifier’s Comments:
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* Please note that grade decisions are provisional. They are only confirmed once internal and external moderation has taken
place and grades decisions have been agreed at the assessment board.
Introduction----------------------------------------------------------------------------------------------------------------------------------- 9

I. Management and leadership concepts-------------------------------------------------------------9
1. Management concepts--------------------------------------------------------------------------------------------------------------- 9
2. Leadership concepts----------------------------------------------------------------------------------------------------------------- 10
II. Different between management and leadership---------------------------------------------------------------------------------11
That is the most obvious difference between leadership and management, but a good leader or manager needs to
know how to be flexible to balance art and science in his style.----------------------------------------------------------------21
3. Leadership and Management--------------------------------------------------------------------------------------------------------- 21
3.1. Close link between leadership and management--------------------------------------------------------------------------21
Planning and budgeting versus setting direction------------------------------------------------------------------------------21
Organizing and staffing versus aligning people--------------------------------------------------------------------------------21
Controlling activities and solving problems versus motivating and inspiring-------------------------------------------22
3.2. Real-life case study: Norway – Sheep with a view-------------------------------------------------------------------------22
4. Management functions and leadership roles-------------------------------------------------------------------------------------23
4.1. Management functions----------------------------------------------------------------------------------------------------------- 23
4.2. Leadership roles-------------------------------------------------------------------------------------------------------------------- 25
5. Management approach and Leadership theories--------------------------------------------------------------------------------26
5.1 Management Approach----------------------------------------------------------------------------------------------------------- 26
Classical Approach------------------------------------------------------------------------------------------------------------------- 26
Behavioral Approach---------------------------------------------------------------------------------------------------------------- 26
Quantiative Approach--------------------------------------------------------------------------------------------------------------- 27
System Perspective------------------------------------------------------------------------------------------------------------------ 27
Contingency Approach-------------------------------------------------------------------------------------------------------------- 27
IT Approach---------------------------------------------------------------------------------------------------------------------------- 28
5.2. Leadership theories--------------------------------------------------------------------------------------------------------------- 29
Trait theory---------------------------------------------------------------------------------------------------------------------------- 29
Behavioral theory:-------------------------------------------------------------------------------------------------------------------- 29
Participative theory:----------------------------------------------------------------------------------------------------------------- 31
Contingency theory------------------------------------------------------------------------------------------------------------------ 31
Situational theory-------------------------------------------------------------------------------------------------------------------- 32
Recommendation for VNtrip:------------------------------------------------------------------------------------------------------ 34
Conclusion------------------------------------------------------------------------------------------------------------------------------------ 34
References------------------------------------------------------------------------------------------------------------------------------------ 35

Introduction
Vntrip is the largest online travel booking service company in Vietnam with more than 1 million
international hotels and more than 11,000 hotels in Vietnam. Vntrip.vn is currently located in Hanoi and
Ho Chi Minh City, with the mission of providing the most convenient and fast customer experience
through the application of high technology to provide services and take care of customers. Our vision is
to become the largest and most modern online destination in Vietnam for all your travel need (Vntrip,
2021).
In this report, the authors will cover theories of management and leadership, the relationship between
these two concepts, and at the same time provide real-life examples to clarify concepts and theories. In
addition, the report will also make recommendations for Vntrip to improve the company's governance
and leadership.
I. Management and leadership concepts
1. Management concepts
Management definition
In a corporation there will always be several departments in charge of the job and the head of the
department cannot be underestimated. The term "manager" refers to a person who has the authority to
organize and is responsible for the work and distribution of the company's human resources. The use of
human resources to achieve a series of organizational goals is called management. Objectives can be
achieved through supervision through work such as assignment, placement and under the guidance of
management (Dubrin, 2012).
Level management
According to Dubrin (2012), senior management positions range from Chairman of the Board through
President, Vice President, COO (Chief Operating Officer), CFO (Chief Financial Officer), and CIO (Chief
Information Officer) (Information Director). The title "C-level manager/operator" is also given to the
senior manager. Senior management will make critical decisions for the business that will have a
favorable or negative impact on the firm. They are also pioneers, leading people, providing overall
direction to the organization, and directing it in a specific path. Managers at the medium level, such as
director, brand manager, department president, and team leader, will be the next level. Middle
managers will be lower in rank than C-level executives, but they will still have power in decision-making.
As an affiliate, the middle manager connects senior managers and top performers. They will be in charge

of carrying out initiatives, policies, and
instructions that have been delegated to them by their superiors. Finally, they work as firstline managers
in a retail business as newspaper delivery supervisors, dining room managers, maintenance supervisors,
and department managers. Each department will separate management levels in order to effectively
manage and regulate day-to-day activities. The top managers will be the ones making choices, based on
the three disparities that can be noted between the three levels. As a result, they will direct their
thinking, logic, and foresight toward a grand, grand vision of what the firm will become. Meanwhile,
middle managers will function rationally and physically since they are in command when there is no
superior, and they are the ones who carry out instructions, much as the first level. Superiors and
supervise and delegate tasks to subordinates. As observed, subordinates will get orders from their
bosses and be in charge of all practical chores such as monitoring and managing the business. The most
evident distinction between superiors and subordinates is that they utilize their minds, have a vision of
the firm, the lower level will be the person dealing with material tasks, and the intermediate level will be
the person is a method of balancing the mind and body. Each firm will have its own management and
organizational structure. However, in small businesses, the top management level will be the
intermediate level, but in large businesses, all three levels will exist.
2. Leadership concepts
Leadership difinition
Leadership and management, according to DuBrin (2012), can occasionally be conflated under specific
conditions, resulting in indistinguishable misunderstanding. However, leadership differs from
management in that it is the leader who instills trust and motivates subordinates to strive toward a
common objective. A leader will show them mental support and aid them with their views. The capacity
to favorably influence people and processes in order to make a significant impact and accomplish results
is characterized as leadership (Yuki, 1998).
Follwership concept
According to Caredda (2019), the pioneer and the leader are always inseparable. As a branching skill set
of leadership, the desire to collaborate to accomplish established goals while demonstrating a high
degree of collaboration and comprehension is a means by which subordinates respect superiors'
commands and carry out those orders to the maximum degree subject to standards. As can be seen,
following and leading complement each other; leadership provides the impetus for starting anything in
the organization, and followers are the individuals who carry it through.
The leader use of powers and authority
According to DuBrin (2012), leaders may determine and influence which groups of individuals will carry
out the duties they have given and follow that choice by utilizing their power and authority. Power and
authority might be synonymous, yet there is a distinction between the two. Power is the capacity to
influence and affect others through a variety of qualities such as trust, status, understanding, and so on.

The legal right to issue commands to someone is
referred to as power. To influence and control human resources, but it may only be employed within the
organization. A leader has the authority to dismiss someone, as an illustration of these two notions.
Employees will appreciate and be drawn to leaders who have prominence, honesty, and understanding.
Leaders employ eight techniques for persuading people.
Lead by example: Using this strategy, the leader will become a good role model by converting himself
into a desirable person with standard habits such as arriving on time at work,... and employees will
witness such positive acts and follow them.
Lead by values: Use values to influence the conduct of others.
Assertiveness is asking directly: Leaders require assertiveness so that when confronted with a scenario or
request, it is apparent, specifically their desire and need for several aspects of work. Other strategies,
such as "rationalization," "integration," and "coalition," can also be used to become a better and more
successful leader. The most popular strategies of persuasion are "exchange" and "joking and kidding"
(DuBrin, 2012). According to DuBrin (2012), as can be seen, there must be a relationship between the
leader and the workforce to become a leader. When sharing and promoting the leader's spirit, the
interaction between leaders and people will serve as a bridge to assist them to have a greater drive to
work. Joking and kidding are also two of the eight fundamental leadership techniques. It encourages
people more effectively since it creates a nice impression in their minds.
II. Different between management and leadership
1.Management style
There are two styles of management, one spotlight on the ways of further developing employees
productivity in a scientific manner, another stresses on the significant of standard in an organization or
an association. These two styles are scientific management and administrative management.
On the one side, scientific management, additionally frequently known as Taylorism, underscores the
use of scientific techniques to improve the productivity of every representative. The one who made this
management style was Frederick W. Taylor, who examined with scientific and trial examination to
expand the responsibility. An illustration of this style of management is improve the assembling system
of vehicles, to eliminate squandered advances while guaranteeing the result. Taylors techniques for
further developing laborer productivity can in any case be seen today at organizations, in current
militaries, and surprisingly in the Frederick Taylor separated the four standards of scientific management
and they are as yet helpful today. In the first place, pick strategies for working dependent on science, for
example hypothesis rather than experience and genuine experience. Rather than permitting every
specialist the opportunity to utilize their own insight to achieve an undertaking, you ought to rather
utilize a scientific strategy to decide the most ideal method for doing the work. Second, supervisors need