Case study:Research on leadership skills of ban quetdepartment manager of L’Usine Restaurant - Tài liệu tham khảo | Đại học Hoa Sen

MINISTRY OF EDUCATION AND TRAINING HOA SEN UNIVERSITY FACULTY OF TOURISM
LEADERSHIP COURSE REPORT Case study:
Research on leadership skills of ban quet
department manager of L’Usine Restaurant
Teacher: Ms. Lam Thi Thanh Van 1 2180705 DƯƠNG VŨ TRÂM ANH 2 2191350 LÊ KHÁNH DUY 3 2173838 LÊ HOÀNG VIỆT LONG 4 2191829 BÙI THỊ THUÝ NGA 5 LƯƠNG HOÀNG PHONG 2198768 Name ID Semester 2133, June 2022 HOA SEN UNIVERSITY INSTRUCTOR’S COMMENTS
................................................................................................................................................
................................................................................................................................................
................................................................................................................................................
................................................................................................................................................
................................................................................................................................................
................................................................................................................................................
................................................................................................................................................
................................................................................................................................................
................................................................................................................................................
................................................................................................................................................
................................................................................................................................................ I HOA SEN UNIVERSITY CONTENTS
SUMMARY.......................................................................................................................III
THANK YOU....................................................................................................................IV
OBJECTIVE OF THE REPORT........................................................................................V
1. COMPANY’S BACKGROUND.....................................................................................1
2. LEADER’S BACKGROUND.........................................................................................1
3. TEAM’S BACKGROUND.............................................................................................1
4. LEADERSHIP STYLE....................................................................................................2
4.1. Dimensions of personality traits...............................................................................2
4.2. Power style................................................................................................................2
4.3 Empowerment for staff..............................................................................................3
5. THE INFLUENCE OF MANAGEMENT STYLE ON THE TEAM.............................3
5.1. The positive...............................................................................................................3
5.1.1. Intrinsic motivation............................................................................................3
5.1.2. Extrinsic motivation...........................................................................................4
5.2. The negative..............................................................................................................4
6. WHAT DO EMPLOYEES THINK OF THE MANAGER.............................................4
7. THE MANAGER'S HANDLING OF THE CURRENT COVID-19 SITUATION........5
CONCLUSION....................................................................................................................7 II HOA SEN UNIVERSITY SUMMARY
In the report, we interviewed L’Usine Restaurant’s Manager Mr. Dang Thanh Long to
gather knowledge and experience in management and leadership skills. We used face-to-
face interviews with the manager and three employees, find what they think of their manager through videos. III HOA SEN UNIVERSITY THANK YOU
First of all, I would like to sincerely thank as well as all my brothers and sisters and
friends who have supported me throughout the study process, creating conditions for me
to experience the field trip. Hoa Sen University not only provides us with knowledge but
also helps us practice skills and experiences in life. And this Management skills and
leadership are very helpful. I am very grateful for the enthusiastic guidance of Ms. Lam
Thi Thanh Van – who guided me to complete this report.
And thanks to Mr. Dang Thanh Long - who provided us with the answers and knowledge to complete this report. IV HOA SEN UNIVERSITY OBJECTIVE OF THE REPORT
Set up a questionnaire to exploit the management and leadership skills of the interviewees. Collect and analyze answers.
Draw lessons from the interview. V HOA SEN UNIVERSITY 6 HOA SEN UNIVERSITY
1. Company’s background
L’Usine is a concept space which belongs to L’concept Company and comprises café, retail
space and gallery. It was the first of its sort in VN when it was founded in 2009. They
frequently appeared in well-known travel publications including CNN Travel, the New York
Times, and Conde Nast Traveler. L’usine now has three stores in Ho Chi Minh city, placed in
district 1,2 and 7. The cafeteria’s high-quality food, and laid-back atmosphere make it a
popular gathering place. Their aim is to offer all-day dining so that guests can arrive at any time during the day.
2. Leader’s background Dang Thanh Long (Leo)
His name is Dang Thanh Long (Leo), Since he was 18 years old, he has spent 16 years
working in the food and beverage industry. He is 34 years old now and works at L'usine as
the Multi Restaurant Manager of the Food and Beverage team for about 6-7 years. Before
working for L'usine, he was employed by The Coffee Bean, and at the age of 24, he was promoted to manager. 3. Team’s background 1. Nguyen Nha Ai
She goes by the name Ai and is 23 years old and still a student. She has spent the past two
years working part-time as a Cashier and Service Agent at L'usine which is in district 7. 2. Dang Vi Linh
Linh, who is also known by the name “Lily”, one of the store's shift supervisors, is 24 years
old, a graduate of RMIT University, and she has been employed here for six months. 3. Mao Ta Linh Trang
Linh Trang, also called by the name “Tracy”, a 23-year-old recent graduate, began her career
as a service agent at L’usine before being promoted to shift supervisor trainee. 1 HOA SEN UNIVERSITY 4. Leadership style
4.1. Dimensions of personality traits
Through interviews, the manager's personality can be seen as follows: Openness to
experience, Conscientiousness, Extraversion, Agreeableness for the following reasons:
The openness to experience, he is still not satisfied with his current position and expressed his
desire to promote and experience many new aspects of himself. Besides the interview
answers, it can be seen that the manager is a person who likes to explore and challenge
himself instead of continuing with the work and staying in the current position.
The conscientiousness, he is a responsible person with a high spirit of striving and self-
discipline in his work. These things show up as: while doing and learning from the
experiences of bosses in higher positions, at the same time, he also learns good points from
those around him, including his staffs. As a manager who is always observing, looking for
ways to grow the restaurant's sales.
The extraversion, through the way of answering interviews, it can be seen that he is an
enthusiastic and open person. When a member of the group asks a brief question, he will also
share a lot of his own opinions and experiences. Besides, he also expressed that he is willing
to help the staffs when they have difficulties.
And finally, the agreeableness , through the contact at the interview, the subjective feeling at
the first contact, this manager is a humble person, he is not self-confident, rambling about his
position and power. In addition, he also expressed his opinion that he does not rely on
authority but applies unfair treatment to staffs, his management style is both tough and soft to treat them. 4.2. Power style
To combine, coordinate between Organizational Power (including: Position or Legitimate
Power, Reward Power, Coercive Power) and Personal Power (including: Expert Power,
Referent Power) the manager used three tactics. These three tactics are all positive in the nine
main tactics, such as: the consultation, the rational persuasion, the inspirational appeal.
The consultation, in addition to the manager's personal opinion, he also coordinates
observations from how to solve problems, operate other people's services, and then distill and
accumulate knowledge for his experience. In complex matters, he also consults with higher
manager to make accurate decisions, without affecting the interests of guests, staffs' interests, etc. 2 HOA SEN UNIVERSITY
The rational persuasion and the inspirational appeal, on problems, he often chooses to listen
to the story, listen to the clear presentation from many sides and use a peaceful way to solve
the problems. Use evidence, arguments, and fairness to solve the problem reasonably and
peacefully for the subjects involved. In addition, he is also a manager who actively "inspires"
staffs to complete their tasks well.
4.3. Empowerment for staff
He is the one who empowers, and decides to promote employees by observing staffs in the
working process. He said when he empowers someone, he trusts his staffs 100%, but when
working, he never lets you run the service alone, he always has support.
In short, this manager's leadership style is relatively stable. There is no harshness, no pressure
and there is always encouragement to try for staffs. However, his empathy, easygoing in some
other situations should not. Because it is not strict, the discipline may be delayed in the
progress of the work affects the operation of the service. And in a way it empowers staffs,
even though he says he trusts them 100%. However, he always has to support and dare not let
them operate the service on their own, which shows that he does not fully trust and is
insecure in their way of working and is a bit of an independent worker, lack of trust in others.
5. The influence of management style on the team
The management style of a manager will affect their employees in two main factors is: “the
positive” and “the negative”. 5.1. The positive
This is a form of communicating to employees positive motivation at work, including 2
methods: Intrinsic motivation and Extrinsic motivation.
5.1.1. Intrinsic motivation
Intrinsic motivation is the type of motivation which comes from within a person to do a task or achieve a particular goal
Passion: With passion and enthusiasm in the job that the employee has chosen, combined
with the dedicated guidance of the manager will make contributions in supplementing the
knowledge and experience that an employee as well as a manager in the future needs for the job. 3 HOA SEN UNIVERSITY
Growth: Managers show employees the direction of career development from themselves.
Methods to support at work, methods of learning new knowledge by following people with
higher positions and learning useful experiences from them. then draw good experiences and
lessons for themselves to accumulate for their own future prefer.
Purpose: Together with employees to complete the set goals, always create conditions to help
and guide employees in work-related issues.
Self – expression: Confidently show off your skills, not be constrained by the rules, but still
have to fulfill the set standards.
5.1.2. Extrinsic motivation
Extrinsic motivation is the type of motivation which drives an individual due to external forces or parameters.
Financial bonus: The restaurant always has a sales bonus between branches, this is a great
motivation to both boost restaurant revenue and increase employee income.
Promotions: Employees using the service in the restaurant will receive a 30% discount
Appeciation: Employees will be assessed by the restaurant manager on all aspects of their
work such as self-improvement of knowledge and English skills for prefer. 5.2. The negative
Quality of supervision: This is a rather easygoing manager, it will affect the quality and
attitude of employees. A wise leader is one who knows the right time to " concessions" or
"tighten." If managers are too easy, they will easily become weak in the eyes of employees.
Do not have absolute trust in your own employees. All issued jobs require management
intervention, which affects the psychology of employees because they think they do not have
enough skills and knowledge, which limits their own abilities.
Empowering only employees who feel trusted; this will also be a part of the impact on
teamwork at work, and unfairness in work and self-development ability for the rest of
employees in the same position.
6. What do employees think of the manager
The staff in the restaurant also shared with us that. The manager has a very important role in
the restaurant, and the employees think that their manager cares about the employees, he is
not so focused on satisfying the restaurant's guests that he forgets the employees who are 4