VIET NAM NATIONAL UNIVERSITY- HO CHI MINH CITY
INTERNATIONAL UNIVERSITY SCHOOL OF BUSINESS
Principles of Management (G02)
LECTURER: Phuoc Van Hanh FINAL TEAM ASSIGNMENT GROUP 4 MEMBER Name ID Ta Ngoc Yen Vi BAFNIU20466 Nguyen Luc Van Khanh BABAWE21517 Nguyen Vo Gia Linh BABAWE21278 Pham Nguyen Anh Thu BABAWE21631
Question 1: What is the difference between a leader and a manager? (20 points)
Leaders and managers share some essential characteristics; however, many dissimilarities make
them distinct. While leadership is about building a vision for people to follow, management is
looking after the day-to-day operations of a business. So, here are some more differences between leaders and managers. LEADER MANAGER
Leaders have missions to accomplish Managers are goal-oriented
Leaders challenge the status quo
Managers maintain or try to achieve the status quo Leaders are unique
Managers mimic their competitors Leaders take risk Managers avoid taking risk
Leaders are willing to learn and grow personally
Managers perfect existing, proven skills Leaders build relationships
Managers focus on goals and objectives
Leaders coach people to become a better version
Managers direct people to achieve the company of themselves goal
Results of leadership are intangible
Results of management is measurable Leadership is qualitative Management is quantitative Leaders have fans Managers have employees
Question 2: Which environments relating to the France Protest 2023 (15 points) ? Give the
explanations to support your idea. (20 points)
In the France Protest of 2023, various environments were affected and contributed to the massive
demonstrations. The main protests were driven by the government's proposal to raise the retirement
age, which stirred up widespread dissatisfaction among the working population. Some key
environments relating to the protest include: Political environment:
The protests are a result of President Emmanuel Macron's divisive new pension reform bill, which
seeks to raise the legal age of retirement from 62 to 64. The president has also forced the bill
through parliament without a vote in the National Assembly, causing further outrage among the
public and giving the impression of an overreach of executive power. The protests were not only
about pension reforms but served as an outlet for broader dissatisfaction with the government's
policies. Many citizens felt they were often left out of the decision-making process and that their
voices were not being heard. This led to a surge in public discontent and contributed to the large- scale protests. Social environment:
The France Protest of 2023 brought together citizens from diverse backgrounds and age groups,
expressing their dissent collectively. This mass protest highlighted the widespread discontent
among the population and their willingness to fight for their rights together. French society tends
to place great importance on social welfare, making the issue of pension reforms highly sensitive
for many people. In this social environment, the proposed reforms were seen as an attack on the
French social model, leading to widespread anger and dissatisfaction. The protests have caused
disruptions to essential services, oil and gas deliveries, and tourism as people from various walks
of life show their opposition to the proposed reforms. Besides, the protests have led to violent
incidents, with clashes between protesters and police, Molotov cocktails being thrown, and tear
gas being used. Hundreds of arrests have been made, and hundreds of police officers have been
injured. Moreover, France, like many other European countries, faced an aging population, which
placed additional stress on the pension system. The change in retirement age was proposed to
address this issue, but many citizens felt that the government was prioritizing economic concerns
over the well-being of the elderly. Economic environment:
The economic environment was marked by a widespread perception that the government was
trying to shift the burden of pension costs onto individuals, leading to more stress on workers who
were already grappling with economic challenges such as stagnant wage growth and rising living
costs. The pension reform bill has caused concerns over financial stability and the effects on the
livelihoods of those nearing retirement. Many citizens opposed the pension reforms because they
believed that raising the retirement age would negatively affect their financial stability in the future.
People were worried about their ability to maintain their standard of living and provide for their
families if they had to work longer before retiring.. The protests themselves have also caused
economic disruptions, with businesses closing and public transportation services being affected.
Technological environment
Social media platforms played a crucial role in spreading information about the protests and
helping to organize the demonstrations. Platforms like Twitter and Facebook allowed for realtime
communication between protestors who shared updates, photos, and videos, which in turn
increased the visibility of the protests and attracted more participants.
Question 3: Leadership situations in Fiedler’s model are assessed according to the amount of
control they offer the leader.
a. What are the three contingency variables measuring situational control? (15 points)
Fiedler’s Contingency Theory states that there is no one best way to lead your team. The best way
to lead your team will instead be determined by the situation. It is important to realize that in
Fiedler’s Contingency Theory your leadership style is fixed. You cannot change your style to suit
the situation. Instead, you must put leaders into situations that match their style. This puts the
theory at odds with more modern contingency theories such as situational leadership. Two
important factors in Fiedler’s Contingency Theory are leadership style and situational favorableness.
Situational Favorableness is determined by how much control over the situation you have as a
leader (situational control). Determining situational favorableness is done by examining the following three factors:
+ Leader-Member Relations
The Leader-Member Relations factor of Fiedler’s Contingency Model of Leadership refers
to the degree of mutual trust, respect and confidence between the leader and the subordinates.
When the leader-member relations are good, the leader has a high degree of control of the
situation which makes the situation more favorable for the leader.
When leader-member relations in the group are poor, the leader has to shift focus away
from the group task in order to regulate behavior and conflict within the group. + Task Structure
The Task Structure factor refers to the extent to which group tasks are clear and structured.
When task structure is low (unstructured), group tasks are ambiguous, with no clear
solution or correct approach to complete the goal.
Conversely, when task structure is high (structured), the group goal is clear and
straightforward and members have a clear idea about how to approach and reach the goal. + Position Power
The Leader Position Power factor refers to the amount of power the leader has over the
group, i.e. to which extent the leader can reward or punish the group’s members.
The stronger the power, the higher the degree to which the leader can control the situation.
When the position power is weak, leaders cannot control the resources so they lack the
same degree of situational control as leaders high in power.
In conclusion, Fiedler’s Contingency Model of Leadership states that group effectiveness
depends on an appropriate match between a leader’s style and the demands of the situation. In
other words, effective leadership is contingent on matching the leader’s style to the right setting.
Successful leaders know how to take calculated risks in uncertain times and are not
riskavoidant. They are great assessors of risk and learn how to turn adversity into advantage.
b. Apply this model to the case: Is Ms.Trang the best fit for the situation of Team A (10
points)? Show your analysis.(20 points)
Step 1: Identify Leadership Style
The first step is to determine preferred leadership style using the LPC scale. We can use the
following table to score the LPC scale. Fill in answers keeping in mind one person that we least like to work with. Untrustworthy 1 2 3 4 5 6 7 8 Trustworthy Gloomy 1 2 3 4 5 6 7 8 Cheerful Quarrelsome 1 2 3 4 5 6 7 8 Harmonious
We can calculate LPC score by totaling all the numbers we circled. We can interpret our score as follows:
● 73 and above: We are a relationship-oriented leader.
● 54 and below: We are a task-oriented leader.
● Between 55 and 72: We are a mixture of both and it’s up to us to determine which style suits us the best.
Step 2: Understand your Situation
To understand the situation we are facing answer the following questions:
● Is trust with our team high or low (member relations)?
● Are tasks vague or clear-cut and well understood (task structure)? ● Are our
authority low or high (position power)?
The easiest way to do this is to score each answer from 1 to 10, with 10 representing the highest value.
Step 3: Find the Right Leadership Style
Now we can understand how we like to lead, and we understand the situation we are facing. We're
in a position to determine if we have the right style for the situation we’re facing.
The table below allows you to determine your results:
This table is showing us what Fiedler found to be the best leadership style given different
combinations of the situational factors. The red line in this diagram represents task-oriented leaders,
and the yellow line represents relationship-oriented leaders. In general, we can see that when
situations are highly favorable or highly unfavorable the task-oriented leader is most effective. It
is only in the middle area, where situational factors are mixed, that the relationshiporiented leader is most effective.
So the answer for a question “Is Ms.Trang the best fit for the situation of Team A”
would be that Ms. Trang now cannot be the best fit for team A. From Fiedler’s
perspective, we would place leaders into situations that are most suited to their style. However, a
more modern approach is to adapt our style according to the situation.
1. Trust will be low. Although Ms.Trang is not new to the job and she also has a good
reputation among top levels in the industry, DCom employees still have no information
about Ms.Trang to acknowledge and there is also no formal meeting to introduce her to
others. And this is a reason why the team won’t trust Ms. Trang. Secondly, at that time staff
turnover is high due to the aim at boosting the company back on the run so it’s difficult to
build strong relationships or trust among Ms. Trang and DCom employees.
2. Task structure is low. This is because there are not extremely clear operating procedures
to follow covering everything from how to complete tasks, to how to welcome more
customers to the company in the case.
3. Position power is high. If Ms. Trang becomes a manager, she has the ability to hire and
fire, reward and punish as is required.
Moreover, while Ms.Trang is a task-motivated leader, the DCom employees are working based on
relationship-oriented ( “The newest one will spend their second Tet holiday bonus with the
company this year”, “Although the Covid quarantine brought up some difficulties, they managed
to get through. They even chose to stay in the company for months of quarantine.” ). So that the
leadership style of Ms.Trang now is not suitable for leading team A. - The end -