ms group1 sb0764
TRANSCRIPT
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GROUPASSIGNMENTCRITICAL MANAGEMENT SKILL AT
HUNG THINH CORPORATION
I.
GROUP: 1
CLASS: SB0764
LECTURER: PHUNG MINH DUC
TOPIC: CRITICAL MANAGEMENT
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GROUP MEMBER
Tran Thi Hanh Trang
Tran Huynh Nhu
Nguyen Thi Ngoc Huyen
Huynh Anh Kim
Phan Chau Nhat Minh
Cao Thi Giang
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TABLE CONTENT
I. EXECUTIVE SUMMARY........................................................................................... 3
II. INTRODUCTION ........................................................................................................ 3
1. Hung Thinh Corporation ............................................................................................ 3
2. Head of Customer Service Department ..................................................................... 5
III. MANAGERS WEAKNESS AND SOLUTIONS ..................................................... 6
1. Empowering and delegating ....................................................................................... 6
a) Theories ....................................................................................................... 6
b) Reality .......................................................................................................... 8
c) Solutions ...................................................................................................... 9
2. Conflict management ................................................................................................. 10
a) Theories ....................................................................................................... 11
b) Reality .......................................................................................................... 12
c) Solutions ...................................................................................................... 13
3. Building relationships in workplace........................................................................... 15
a) Theories ....................................................................................................... 15
b) Reality .......................................................................................................... 16
c) Solutions ...................................................................................................... 17
IV. CONCLUSION ............................................................................................................. 17
V. REFERENCES ............................................................................................................ 18
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I. EXECUTIVE SUMMARY
After having a direct interview with Ms. Ha Thi Ngoc Quyen Head of Customer Service
Department in Hung Thinh Corporation, our group talks about her weaknesses in management
skills, besides we will recommend some solutions to help her improve these problems. Our
report will have 4 main parts such as Executive Summary, Introduction, Weaknesses and
Solutions and Conclusion. In the first part, we will summarize what the report mentions, how
we help her deal with problems. Next part will give you some key information about Hung
Thinh Corporation and specific about the manager Ms. Quyen. Especially in this part she
shares with us about her work and her strengths. In the third part, we will analyze three
management skills that she needs to improve. They are Empowering and Delegating, Conflict
Management and Building Relationships. Moreover, after each analyzing part we will
introduce our own recommendations for her. Last but not least, we will conclude about our
report, add more solutions for Ms. Quyen to improve her management. During our working
process, we have Ms. Quyens help and support about the information and images.
Furthermore, we also take references from Internet, books that we will mention more specific
in References part.
II. INTRODUCTION1. HUNG THI NH CORPORATION
HUNG THINH CORP was established in the late 20th century. After 10 years of
development, with the right strategic and management mindset and solidarity, efforts of the
entire company, Hung Thinh Branch is affirmed step by step as a prestige real estate company
on Viet Nam market.
HUNG THINH CORP is in implementation stage of the roadmap for restructuring
activities in the model of Corporation and the member units. Based on their determination,
patience, bravery, they have continuously developed and grown to be a strong group with 5
member companies, 01 representative offices and branches with professional activity,
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effective in 4 areas: investment, design, construction and real estate development, forming a
closed process to provide comprehensive package solutions for partners and provide our
customers with quality products and reasonable prices.
According to the development strategic during the period 2013 - 2015, the company
continued to orient to develop real estate sector that will be the foundation for all business
operations and confirmed comprehensive strengths of HUNG THINH CORP that will create
stable growth in the near future.
Organizational chart
Functions of Customer Service Department- Provide information about products and services of Hung Thinh Corp- Receive feedback of customers on issues related to the Company's operations.
http://en.wikipedia.org/wiki/Organizational_charthttp://en.wikipedia.org/wiki/Organizational_chart -
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- Coordinate with processing department to function and solve problems , that isreflected in the fastest time
- Contact with clients proactively, regularly to capture information about the debt, thedemand for services.
- Report about contacts and cooperating plan with customers.2. HEAD OF CUSTOMER SERVICE DEPARTMENT
Ms Ha Ngoc Quyen, born in 1984
in District 4, Ho Chi Minh City, Master
in Business Administration in UK. She
has been working at the Hung Thinh
Group for 4 years, now she is a head of
Customer Service Department at the
company; she manages 7 employees
and all of them are female, in which
the youngest is 23 years old and the
oldest is 33 years old.
Working in an environment where all
are female, this has both convenience
and certain difficulties. Overall she is a
good leader, she knows how to
motivate and lead her staves. She is a
sociable person, very funny. She
breaks many barriers between leader and staves, by making them find that the only difference
between her and them is responsibility. Her sense of humor helps staves to speak out their
views, because this time they are not afraid that she would rebuke.
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She is a good leader, was pleased by staves, she helped her staves from the smallest job,
training staves and providing better equipment, to eliminate restrictive policies to employee's
work performance. On the other hands, she can help employees to resolve interference issues
with colleagues or different departments, give advices to help them handle difficult situations,
or give more specific feedbacks so that the subordinates respect and believe her.
Ms. Quyen creates value for themselves, but also increases the intangible value for
businesses. By constantly learning, she has accumulated a lot of knowledge about business,
profession and kept up with the changing of times, the competition does not have any place
for the old ways, the old thinking.
In a short time to share with us about her work, we know that, in addition to the positive
things that we can see and hear; her work always contains many contradictions and pressures
that we can not resolve. That is why this assignment will analyze her weaknesses in
management skills.
III. MANAGERS WEAKNESSESAND SOLUTIONS1.EMPOWERING AND DELEGATING
a. TheoriesMany managers are helped to know how to control others behavior. It is focus on
how managers can increase employees performance, engender conformity, or motivate
employees to achieve certain objectives. It is includes skills that will help you motivate people
to do what they want to do (empowering) or you empower someone else to act for you
(delegating).
Firstly, let's see the definition of two skills above:
Empowerment is based on a set of assumptions that are in contrast to those normally
made by managers. Empowerment means providing freedom for people to do successfully
what they want to do, rather than getting them to do what you want them to do. Managers
who empower people remove controls, constraints, and boundaries for them instead of
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motivating, directing, or stimulating their behavior.
Rather than being a push strategy, in which
managers induce employees to respond in desirable
ways through incentives and influence techniques,
empowerment is a pull strategy. It focuses on
ways that managers can design a work situation so
that it energizes and provides intrinsic encouragement to employees. To empower means to
enable; it means to help people develop a sense of self-confidence; it means to help people
overcome feelings of powerlessness or helplessness, it means to energize people to take
action; it means to mobilize intrinsic motivation to accomplish a task. Empowered people not
only possess the wherewithal to accomplish something, but they also think of themselves
differently than they did before they were empowered. Empowerment is different from merely
giving power to someone. Like empowerment, power connotes the ability to get things done.
However, power and empowerment are not the same things.
Delegating means, you empower
someone else to act for you. The act of
delegation, then, involves conferring (some of)
your functions or powers on another so he or
she can act on your behalf. Delegation occurs
when someone with authority confers upon
another person the power to do a particular
task. Delegation is usually a one-way street - superiors delegate authority to subordinates.
However, ultimate responsibility for task completion usually remains the responsibility of the
person who delegated the authority to complete it. For example, if your boss delegates a task
to you, she is likely still ultimately responsible for making sure that task is accomplished.
Delegation is a critical skill for small business success, however. No one can be good at
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everything, and running a small business involves so many different tasks and skills that some
sort of division of labor becomes necessary for survival.
The decentralization in company brings many good effects for the manager in
particular and for the company in general such as it helps the other employees can be free in
solving problem by their own way The empowered employees are more productive and
happier; empowerment also helps the organization stay flexible and adapt to changes. It is
also create a friendly and democratic environment for everyone, develops employee
knowledge while researching information serve for work, demonstrates trust with the boss,
and enhances commitment. Another effects that decentralize bring to manager is improves the
final decision-making, enhances efficiency of decisions and fosters work integration by
manager coordination. The manager can be reduced work pressure, give other staffs chances
to express themselves, show their ideas, their new solution, express their ability in work.
b.RealityIn our company, the manager is applying delegation method in work but it is not
efficient at all. She works by her emotions, by her own way but it causes many conflicts in the
company. Being a real-talent manager but she does not know how to manage the work, the
subordinates that makes she has a lot of anti-fans- people are not like her, they just treat her
as a willing speech but unwilling heart way. Day by day, she has a huge amount of work that
makes high pressure for most of manager; Ms. Quyen is very flexible in choosing delegation
method to reduce the amount of work and give others chance to advance. In office, manager is
the oldest and the second is her loyal colleague - Ms. Dung. We do not deny that from the day
manager has delegated tasks to Ms. Dung, the benefits of office increase significantly, our
manager is no longer busy as before, she has more time to take care a bout other things.
However, the way she acts is not fair, not efficiently and we see that the company just reaches
the goal but not reach the best effect. Ms. Dung has so many things to do; she has to work
overtime to complete the task while other staves are so free. It proves that the manager
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distributes work is not steady and indifferent making some disagree ideas inside the office.
Ms. Dung feels too tired because of the pressure of work, always tries to finish the task but
the others think that Ms. Quyen is partial to Ms. Dung, the manager delegates Ms. Dung to
help Ms. Dung promote quickly and she does not attach them much. As a result the conflict
starts to breakout, the staves feel angry when they cannot prove their abilities, they do not
have chance to show their ideas, show their specific knowledge, their voice have no power to
the boss.
Although the manager has delegated the work but it is not efficient. While one
employee is receiving too much work, but other employees do not. Large amount of work
make staff is overloaded and stressed. In addition, other employees feel dissatisfied with the
manager because they feel their abilities are not recognized. Besides they think that manager
bias the other staves. In the company, there is appearance of underground opposition. Many
staves feel jealous because manager is bias with this staff, so they often oppose the opinion of
this person. In the company, conflicts between staff and staff, manager and staff and the work
cannot be assured to gain the best achievement.
The purpose of delegation is to reduce the burden of work for managers and promote
their capabilities. But in this case, the manager has not been successful in delegating, and this
creates conflicts in company.
c. SolutionThis manager is facing with two problems: The first is to resolve the conflicts in the
company and the second is to improve delegation skill. However, conflicts issues in company
are result of not efficient delegation, so she should implement delegating improvement.
Firstly, manager needs to understand the principles:
Delegation should have time limits. The delegation is a term to stimulate motivation toemployees
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Be clear requirements and standards for evaluating job. This helps employee can workclearly.
Periodically review effective delegation Assessment, training and improvement.
Delegation from the plan
To have effective delegation, manager needs to paint a overall picture about oriented
of the company and the role of each member and the common goals.
Creating a trusted environment for staff and give them opportunities to promote
capacity
After training the staff on the tasks, roles and functions in the company, manager must
delegate to staff and create opportunities for them finish the job by themselves. Managers
need to create an environment where people feel comfortable. Giving staff the tools and
knowledge is necessary to enable to carry out the work. The common mistakes of the manager
are suggestions, even interfering in the work that the employee was doing. That makes staff
lack confidence and creativity at work.
Ms. Quyen needs to understand the personality of each staff. And each employee,
there are different ways to create opportunities for them to express themselves. For example,
the smart people, the work assigned to them must be difficult and challenging.
Delegation should be monitored
Manager must accept the staves mistakes and help them to fix quickly. Today, the
company model becomes flatter. Therefore quick decisions and full information is very
urgent. Manager can give staff the right to decision, as long as it has limited oversight of risk
at a certain level.
2. CONFL ICT MANAGEMENT
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Relationship issues: may involve strong emotions or poor communication. Theseconflicts often involve one party questioning the motives or good-will of the other
party.
Differing values: different understandings of morality, belief systems, or what is rightor wrong. It is difficult to resolve as parties may be unwilling to compromise on what
they believe is true.
Structural conflicts: physical limits that prevents parties from getting what they wantor need. This may be the result of systems that are unjust or prejudiced, and do not
allow people to have their needs met.
Differing interests: different perceptions of the interests involved. These conflictsoften resolved through creative problem-solving and expanding the pieof available
options.
Limited resources: competition over a fixed (or limited) amount of resources, or aperception of such. This leads to competition for their piece of the pie.
b. RealityToday, with the modern and civilized office environment, the relationships are more
and more diversified. It required communication skills and conflict management in high level.
As you know, managers must have a lot of skills to manage their staves and to communicate
with each other. These skills may be communication skill, conflict management, empowering
and delegating and other skills. After interviewing Ms. Quyen, our group realizes that in spite
of being a manager, she has some aspects which should be improved. In Hung Thinh
Corporation the first problem she needs to be noticed is hot to manage conflicts. Conflict is
inevitable in any situation where people spend extended periods of time together, such as in
the workplace. In a small business where roles are often highly interdependent, your ability to
manage conflict and keep everybody working together is essential to your success. Awareness
of possible reasons can help you to limit conflicts in your workplace. The reason may be poor
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relationship skills, poor training, management style, trouble dealing with change and other
skills.
Firstly, in the interview between us and Ms. Quyen, she shared about her
characteristic. She extremely likes joking with her staves. It makes the atmosphere become
exciting and people feel comfortable and relaxed in office hours. However, everything has
two sides. Sometimes, she takes a joke too far and her staves do obviously not like these
jokes. She sometimes tells about sex, gender and some sensitive topics. They do not
understand her joke and feel disrespected. They wonder whether she is joking or not.
However, they cannot express their feeling directly and be angry with her. The reason is very
simple, because she is their manager. Her joking unintentionally takes a part of conflict
between them. Their reacts are not clear. Whenever she assigns some tasks to her staves, they
will complete of course. Because they do not work with their enthusiasm, assigned tasks do
not achieve the best desired effect. If this situation lasts longer, it will create more
disadvantages for the company.
Secondly, another conflict between staves and her comes from personal values. She
shared that she usually suggests her staves just working in office hours. However, in her
mind, she thinks that if her staves just work as she said, this will be the lack of dedications.
She hopes her staves can work overtime more and more. That is why when the staves go
home on time, she feels unhappy, even sometimes she asks them to work overtime and the
staves always try to escape with some private reasons.
Finally, competition is one of the reasons of conflict. Sometimes quotas and incentives
can make it easy to forget the big picture. The staves stop seeing others as team members and
start to see them as enemies. This may put Ms. Quyen into awkward situations.
c. SolutionsThe staves can make a suggestion to the manager, but how to get her to listen to them
and accept their suggestions.
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First of all, with the staffs point, between manager and staves also need to create a
joyful workplace in order to make everyone bursting with energy, vitality and enthusiasm.
However, when jokes go too far, which makes staves are dissatisfied. If this is a social
relationship, those staves can decide whether they like or not, but this is not a social
relationship. In this situation, when staves have lunch with the manager, they can tell her a
story, for example: I have a close friend, but he sometimes tell boring joke and act like a
complete idiot. Others people feel bored of talking with him; then request her some advises.
Besides, the staves should hold a close party with manager, after that they offer clever
suggestions to her and give her some ways to make workplace more fun. Moreover, they also
help her know when she has serious conversations. Creating a joyful workplace is not always
easy, so people need how to joke to help boost employee morale and satisfaction.
On the other hand, Ms. Quyen should need to hear their staves ideas. There is an
unwritten law that boss is never wrong. The staves maybe think that their demand, ideas,
suggestions are not listened to by their manager, so they feel dissatisfied and boring of their
job that impact to their productivity. As a manager, she should put herself into staves position
in order to understand why their points of views are different from hers. Besides, separating
personal and business relationship will help her more judicious whenever solving conflict
between her staves.
After listening to staffs opinions, Ms. Quyen should analyze the essence of conflicts
to understand the origin and what kinds of conflict are. She should find out the reasons by
asking questions, why he/she acts like that, and what benefits of these conflicts are. She
should consider and accept ideas which help solving problems better, because not whenever
boss is always right.
Furthermore, avoiding conflict is just a current way to deal with it. If she does not
have any solutions to solve conflicts, it maybe changes into more serious forms and hard to
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you communicate with those around you, the richer your relationships will be. All good
relationships depend on open, honest communication.
Building and maintain good work relationships will not only make you more engaged
and committed to your organization; it can also open doors to key projects, career
advancement and raises.
b. RealityIn fact, relationship-building and leadership skills create a positive work environment
that motivates employees to become members of a fully engaged workforce. Therefore
building relationship at work is very important. However two weaknesses above make Ms.
Quyen worried about relationships between her and other colleagues. She tells that because of
lacking of management skills like managing conflicts and empowering, her department
becomes unstable; her staves think that despite she is an amazing expertise, a master at
customer knowledge, she cannot keep good image and relationships with the others, so the
staves speak against her behind her back. Therefore, in front of her they express their respect
to her, but behind her back, in their mind, she is not a good manager.
The additional reason is her communication skills. In fact, sometimes she jokes too far
and does not stop timely or she talks about sensitive topics too much, her staves do not like
this. They consider that she is not mature with her position, her age.
Moreover, she speaks local voice; the employees who come from different provinces
cannot understand what she presents. Even sometimes she talks, the others think at different
meanings and then they misunderstand her and have a gap between her and them.
Besides, in Hung Thinh Company there are two communication channels, Gmail is
used for contacting with customers, yahoo messenger is used for internal communication, but
during working hours the staves use other communication channels for privacy such as Skype,
Facebook. She tries to manage and to prevent this problem, but she still cannot. Once time,
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she decides to hold a department meeting to warn these statements and set up a rule, even she
fires an employee this leads to bad result.
All in all, Ms. Quyen can lead and coach her department to have high capacity, but her
group is not perfect because of her lacking communication skills. Therefore, we will have a
plan to help her to improve this aspect.
c. SolutionsFirstly, she should tries day by day to improve empowering skill and conflict
management. At the same time, she should socialize with her colleagues to improve the
relationships.
Next one, she should consider again about her jokes. We suggest that she should take
her time such as lunch time, relaxing time, team building and other organizational events to
communicate with her colleagues. Especially, her departments staves are all female, she
should concern about their interests, shopping, cooking, family, boy friends and so on to make
them feel that they are taken care.
In local voice case, we think she should reduce local words to minimum. Furthermore,
she needs to be patient to explain and present the ideas. For example, if the staves do not
understand what she says at the first time because of some unfamiliar words, she can repeat
and explain one more time, even twice, third. Flexibility is also necessary to apply in this
case, if this time the staves do not understand, Ms. Quyen should try another method to clarify
the problem.
Last but not least, she should notice warning skill or how to control staves effectively.
With this real situation, firstly she should explain and analyze the problem friendly, faithfully
and emphasize the common benefits like If you take your time to c ontribute more to the
company, we will have more customers, more profitability, as a result your salary will be
increased and so on, instead of being so serious and cruel. We hope in other situations, she
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will keep calm, be flexibility to resolve the problems and be problem-oriented instead of
people-oriented.
IV. CONCLUSIONMs. Quyen is still a young manager. With her knowledge power, position power she is
leading her Customer Service Department effectively. In fact, her department and Sale
Department are two main parts of Hung Thinh Corporation. Last year, the revenue was
2,449,8434,515 VND. It is an amazing number in real estate company case in this difficult
economy period. That is why the managers role is very important. However she also needs to
improve more to make her department perfect. With our recommendations above we hope
that Ms. Quyen can remedy these skills in a short term. Last but not least, we will introduce
some references to manage more effectively like conducting annual employee opinion surveys
or post suggestion boxes in the workplace, giving staves opportunities to learn new skills or
improve current skills, recognizing employees who embody the organizations philosophy and
mission, having a healthy life by using nutritious foods, relaxing time, doing physical exercise
and so on. All in all Ms. Quyen will be a powerful manager with skillful management. In the
near future she will have a high and fast promotion.
V. REFERENCESDavid A. Whetten and Kim S. Cameron,Developing Management Skills, 8th, 2011
Susan Ward,Delegation definition, viewed 25thMay, 2014,
http://sbinfocanada.about.com/od/smallbusinesslearning/g/delegation.htm.
Mind Tools 1996,Building Good Work Relationships, viewed 26thMay, 2014
http://www.mindtools.com/pages/article/good-relationships.htm.
Education Portal 2003,Delegation in Management, viewed 24thMay, 2014http://education-
portal.com/academy/lesson/delegation-in-management-definition-lesson-quiz.html#lesson.
Hung Thinh Corporation 2013,Hung Thinh Real Estate, view 22ndMay, 2014
http://www.hungthinhcorp.com.vn/hungthinhnew/.
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