GROUP ASSIGNMENT COVER SHEET
STUDENT DETAILS
Student name:
To Anh Thu
Student ID number:
31211025091
Student name:
Nguyen Phuong Thao
Student ID number:
31211023812
Student name:
Nguyen Ngoc Minh Anh
Student ID number:
31211022292
Student name:
Nguyen Dinh Song Khang
Student ID number:
31211022270
Student name:
Nguyen Huynh Phuong Nhi
Student ID number:
31211023792
UNIT AND TUTORIAL DETAILS
Unit name:
Principles of Management
Tutorial/Lecture:
Practical case analysis
Lecturer or Tutor name:
Unit number:
MAN101
Class day and time:
Dr.Gareth Craze - Ms. Nguyen Dang Hoai Anh
ASSIGNMENT DETAILS
Title:
Manager Interview Report
Length:
3160
Due date:
December 30, 2021
Date submitted:
December 29, 2021
DECLARATION
I hold a copy of this assignment if the original is lost or damaged.
I hereby certify that no part of this assignment or product has been copied from any other student’s work or
from any other source except where due acknowledgement is made in the assignment.
I hereby certify that no part of this assignment or product has been submitted by me in another
(previous or current) assessment, except where appropriately referenced, and with prior permission
from the Lecturer / Tutor / Unit Coordinator for this unit.
No part of the assignment/product has been written/ produced for me by any other person except
where collaboration has been authorised by the Lecturer / Tutor /Unit Coordinator concerned.
I am aware that this work may be reproduced and submitted to plagiarism detection software programs for
the purpose of detecting possible plagiarism (which may retain a copy on its database for future
plagiarism checking).
Student’s signature:
A.Thu
Student’s signature:
P.Thao
Student’s signature:
M.Anh
Student’s signature:
S.Khang
Student’s signature:
P.Nhi
Note: An examiner or lecturer / tutor has the right to not mark this assignment if the above declaration has not
been signed.
MANAGER INTERVIEW REPORT
1
Manager Interview Report
Thu A. To, Thao P. Nguyen, Anh N.M Nguyen
Khang D. S, and Nhi H. P Nguyen
Principle of Management - MAN101
December 9, 2021
Ms. Nguyen Dang Hoai Anh
Dr. Gareth Craze
MANAGER INTERVIEW REPORT
2
Introduction
The purpose of this research project is to explore and obtain detailed knowledge on the topic of
leadership roles, current issues, and practices of modern managerial positions. The research group carried
out the Practical Case Analysis project based on the qualitative method, which included an in-depth
interview, conducted on December 11th, 2021, and a single case study. The interviewee was Ms. Truc, head
manager of Quynh Cake Bakery, a company operating within the food industry. The research group is
composed of five members, each responsible for parts of the interviewing process, asking various questions
about the manager’s background, their leadership style, the way their management practices linked with the
Four Functions of Management, what problems were the company experiencing as well as the methods to
resolve these issues. and their respective sections of the report. This report is divided into eight segments:
The introduction, overview of the company, overview of the manager, the company’s real-life application of
Four Functions of Management, problems within the company, their solutions, the research group’s solution,
and the conclusion.
Company’s Overview
Quynh Cake is currently a famous bakery known by many young people in Quy Nhon city. Initially,
Quynh Cake is a small business that offers online cake delivery, but four years ago, it opened a store so that
customers can visit to buy cakes on their way home and recently opened a second branch in the city. The
bakery aims to expand the scale of its brand so that it can provide cakes to the underprivileged or people
who live in remote areas. Quynh Cake manages a unique workplace culture compared to other competitors
in Quy Nhon city by creating a comfortable and friendly environment, in which the managers are willing to
listen to employees' concerns and give support as long as they are responsible and well-mannered.
Manager’s Overview
Manager’s Background
According to the project’s requirements, researchers have a great opportunity to have an interview
with Ms. Truc - the manager of Quynh Cake with eight years of experience working in the bakery industry.
MANAGER INTERVIEW REPORT
3
After graduating from high school, she attended a baking course in Da Nang and worked in the company for
about four years to save funds and gain experience before opening her own shop. Ms. Truc’s daily routine is
to ensure employees work effectively at two branch stores in order to increase sales and customer
satisfaction. Although Ms. Truc equips herself with adequate experience, she attempts to improve her
management skills by surveying other bakeries in the city, coming up with a more effective way to
communicate with subordinates. The strengths that are suitable for her current job are the ability to build
trust with people in the workplace and excellent problem-solving skills, which help her handle customer
complaints gracefully without causing friction between two parties.
Manager’s Leadership Style
Leadership plays a critical role as an organizational basis for formulating oversight and effectiveness,
as well as fostering dedication and solving problems (Sitkin & Pablo, 2005). Understanding the crucial role
of leadership, our interviewee chose the democratic style that best describes her as a manager, referring to a
leader who engaged subordinates in decision-making. This is a leadership style that Ms. Truc has developed
through continuous attempts to listen and understand her employees more, aiming to create a harmonious
working environment and reduce employees’ pressure. All considered, the democratic style has brought her
organization a lot of benefits, maximizing productivity in a more convenient way.
Further in the interview, the research team also asked Ms. Truc a small case which was about the
solutions she offered when dealing with unmotivated team members. The answer goes well with her style
that she supports her employees as much as she can. First, she would work directly with that employee and
ask about the problem she was facing. Ms. Truc is willing to provide support and assistance if the employee
has any concerns and personal problems so that the employee does not neglect the work. However, if the
situation repeated many times, she would fire this employee to avoid affecting other employees.
MANAGER INTERVIEW REPORT
4
Four Functions of Management
After having a look at the bakery’s overview as well as the manager’s overview including the
background and leadership style, the research team investigated more into the functions of management. The
functions of management are divided into four basic aspects which are planning, organizing, leading, and
controlling.
Planning
Setting objectives and choosing a course of action to achieve those objectives is planning in
management. Managers must be aware of the current state of their organization's environment and foresee
future situations in order to plan (UOM, 2015).
Types of plan. Quynh Cake follows the Time-Frame Plans which include 3 types of plans: short,
medium, and long-term plans. The long-term plan defines the development goals of the bakery, which will
be followed by the company’s mission. The second type is a medium plan which lasts for 1 month and is
developed on a regular basis to attain smaller, more specific goals. While designing the plan, it is important
that the managers must consider the current situation and market, then set a goal to achieve for the store, not
simply a fanciful goal. The last one is a short-term plan which covers the bakery’s day-to-day activities and
special occasions. It is vital for a company to be able to manage short-term plans promptly and successfully
which is the same as laying a foundation, which demonstrates how a company's ability to withstand the test
of time (Gibson, 2004).
Plans’ criteria and how to communicate plans to employees. Quynh Cake plan always follows
three criteria: ensure food quality and safety; ensure revenue and number of customers; ensure service
attitude as well as benefits for both customers and employees. By these criteria, the plan will have benefits
like higher profitability, standing out from the competition, a protected brand reputation, and better
employee morale (Hall, 2020). Ms. Truc built the bakery based on an open and friendly environment with
flexible management policies to create a strong belief in the company so that employees will dedicate
themselves wholeheartedly.
MANAGER INTERVIEW REPORT
5
Organizing
Organizing is the division of varied responsibilities among different persons or groups with mutual
coordination of their efforts and authority recognized for work to others (Terry, 1968). To be a successful
manager, generating detailed and systematic operation's purposes, especially assuring what work tasks need
to be completed, plays a role in creating detailed and systematic operation's purposes, resulting in the best
performance.
Organizational structure. Quynh Cake follows the Flatarchy Structure which flattens the structure
and chain of command and allows its employees a great deal of autonomy (Robbins & Coulter, 2016). Ms.
Truc directly manages 6 employees who are responsible for different positions then each department must
report revenue and expenditure to management at the end of the day. According to traditional thinking, it is
counterproductive if all employees report directly to the manager (Robbins & Coulter, 2016). However,
research has shown that for a developing family business, it is best for the managers to have control of all
employees (Harith, 2020).
Work regulations and managing human resources. Ms. Truc always sets rules for her employees
before they start working. Within the working process, the managers will guide the inexperienced employees
gradually in their first week and make the decision whether it’s a potential employee or they need to let them
try another job that suits them better. If an employee commits the same mistake more than 3 times, of
course, they will be punished with penalties of varying severity depending on the severity of the damage
caused to the bakery. The decisions are quick, steady and in the best interest of the bakery, however, there
are a few times that it may ignore other factors such as employees’ opinions. Ms. Truc will create a concept
for each cake model and the staff will follow it. She always encourages creativity and input from employees
to keep up with current trends.
Leading
Robbins and Coulter (2016) stated that leading means motivating and doing tasks involved in dealing
with people to influence them to achieve organizational goals. Therefore, this section intends to point out
how Ms.Truc stimulates her employees as well as resolves conflicts among them.
MANAGER INTERVIEW REPORT
6
How to motivate employees. Initially, Ms.Truc believes that establishing a strong connection among
employees could uphold their motivation. She creates such interesting traditions for the bakery as exchange
gift days, annual bonding parties, baking contests etc, to help employees feel relaxed, connected to complete
their work effectively. Also, Ms.Truc holds regular meetings to ask for feedback on her leadership style in
parallel with giving constructive feedback on employee performance positively.
Plus, she applies the 3P Compensation Model including Pay for Position, Pay for Person, and Pay for
Performance which could both create internal fairness in the bakery and give workers performance-based
rewards (Pawirosumarto, Sutisna & Sambas, 2020). Ms.Truc uses this method to not only set each
employee’s pay rate but also motivate them through increasing their salary and adding more days off.
Additionally, a free and creative way while allocating tasks to the time frame could make the team feel
stimulated then have more effective working performance. (Sabir, 2017).
How to resolve conflicts. Conflicts could be resolved through the functional team structure of the
bakery in which the employees are divided into teams taking care of different functions (Sanyal & Hisam,
2018). Moreover, it is necessary to set general concepts for product-making and ground rules including
respecting-others criteria.
Furthermore, Ms.Truc mentioned her way to lessen the tension between newcomers and old-timers.
She usually analyses the pros and cons of two views after taking into consideration both two perspectives.
However, if one side did not cooperate, she would fire them right away.
Controlling
In regards to the controlling function, the interview with Ms. Truc has provided several key points.
Firstly, employee performance is monitored and daily quota progress is tracked throughout the
entirety of the workday, not just taken from the end-of-day summary report. Staff who diligently carried out
their assigned tasks were given praises and rewards. This is in line with academic studies, which have found
that by implementing a performance orientation culture and rewarding employees who have good
evaluations, companies can significantly reduce turnover rate, retain staff morale and loyalty at a relatively
high level while also encouraging workplace positivity (Karikari et al., 2018).
MANAGER INTERVIEW REPORT
7
Secondly, when hiring new staff, the company's website will post job advertisements with specific
requirements, so as to limit the scope to applicants with desired traits. This method will save time for
managers when hiring personnel, remove unqualified candidates, and speed up the process of finding those
who are suitable (Prathibha et al., 2019). Additionally, Quynh Cake does not have a strict rule on prior
experience - with the exception of baking positions - and instead offers job training to newcomers.
According to the academic study by Ismael et al. (2021), job training directly impacts organizational
effectiveness in a positive way, improving individual skill sets and proficiency of staff and contributing
towards effective teamwork and healthy organizational culture. After a trial period of one week, a detailed
overview is given and subsequently used to determine whether the applicant is officially employed.
Thirdly, the workload is efficiently distributed between employees based on their positions and
capabilities, but they are also encouraged to support one another to complete their tasks during work hours.
The supportive interaction between personnel has been found to have a positive effect on employee social
satisfaction, work efficiency, motivation, and competence (Jungert et al., 2018).
Company’s Problem
Human daily life has been dramatically affected by the COVID-19 pandemic for the last two years
and the answer to our fight with the pandemic is still vague. It is proved that COVID-19 has had a rapid
impact on businesses as well as worsened and slowed down the economic status (Haleem, Javaid & Vaishya,
2020). As a result, Ms.Truc’s stores have been facing plenty of problems, especially when Ms. Truc owns a
chain of stores.
The most significant issue that Ms. Truc’s stores have been dealing with during the outbreak is the
lack of budget, which will go along with the decrease in the monthly total revenue. During the pandemic,
brands in various industries are anticipated to be in trouble as a result of the restrictions on individuals freely
moving and showing up outside their homes (Tucker, 2020). Consequently, there are fewer and fewer
customers coming to visit and purchase the products, which causes the lack of expenditure that prevents Ms.
Truc from paying for raw materials and ingredients needed as well as staff salaries. Hence, it is inevitable
that there will be a decline in human resources when the working staff leaves as employers offer less salary
MANAGER INTERVIEW REPORT
8
due to decreased profits. As a result, this will cause the stores to be unable to operate normally and
effectively.
Furthermore, because of the COVID-19 outbreak, Ms.Truc’s stores have to enter into fierce
competition with those online shops increasingly emerging in the market. Recent research shows that during
the epidemic, most consumers’ purchase attitudes have formidably shifted to online shopping (Naseri,
2021). Now, the consumers’ preference has changed as they believe that virtual shopping will be safer and
less time-consuming. This will only add to the difficulties that offline stores such as Ms. Truc’s have to deal
with, and it might get worse if the pandemic is not going to be controlled in the future.
Company’s Solutions
As researchers mentioned earlier, the outbreak of COVID-19 is a challenge that not only the service
industry but also other sectors in the economy have to face, and Quynh Cake is not an exception. When the
budget is tight and the bakery is unable to meet a sales target, Ms. Truc lowers the price of cakes, but the
quality of them is still ensured. Therefore, customers worry less about money and feel valued due to less
financial burden status.
In terms of human resources of the bakery, despite facing budget difficulties, Ms. Truc provides
support to employees by paying for their meals, which can reduce employees’ mental breakdowns and
stabilize their productivity. When the COVID-19 situation is more serious and the Vietnamese government
establishes policies on suspending business activities to prevent transmission to the community, Ms. Truc
chose to temporarily close the second branch as well as lay off employees, promising to bring them back to
work if the situation was better. At the same time, the shop accepts cake orders in small quantities, and
employees in the first brand are in charge of delivery.
Moreover, the emerging trend of online stores during the pandemic is also a challenge for Ms. Truc's
shop, especially when it comes to cake prices. Ms. Truc has come up with solutions to solve this problem,
such as offering delivery within a certain area or extra desserts. These types of promotions appear to be
effective in making customers reconsider their choice because of the quality of the cakes and give them
MANAGER INTERVIEW REPORT
9
value for their money. Ms. Truc believes that competition in the business world is common and she focuses
on quality over quantity. If the bakery gains respect from its customers, building brand trust is not a difficult
task.
Research Group’s Solutions
During the COVID-19 pandemic, Quynh Cake has encountered many problems, therefore, the
research group carry out an in-depth analysis of the issues and suggest the following solutions to help the
businesses cope with them.
Firstly, the research team realized the need for a signature type of cake, convenient combos, and
social networking. Quynh Cake should differentiate its cake menu from others by offering a signature cake.
Customers could be willing to pay for a cake that they cannot find at other places. Additionally, small
combos with nice decorations consisting of matching drinks and cakes may catch customers’ attention as it
is more convenient and time-saving for them to choose what to buy. Also, at present Quynh Cake does not
have an official Instagram platform which has gained popularity lately among youngsters (Ngoc, 2021) then
the researchers propose creating an Instagram account along with paying for ads just focusing on such
features as signature cake, combo or best seller product to promote the page.
Secondly, it is necessary to do frequent market research. An empirical study revealed that consumers'
perception has a significant impact on product purchases, specifically in the food industry (Chandrasekhar et
al., 2019). Within the study, it is documented that customers were drawn to unique prices, quality, delivery,
and reliability, which is helpful data when companies need to consider their production quantity, pricing, and
branding. This is especially true with the current shift to online shopping, where personalized advertisement
is dominant (Aryani et al., 2021). By grasping current trends and preferences, managers are able to make
effective decisions in order to increase sales and allocate appropriate resources.
Thirdly, building and strengthening the brand by creating a fund from revenue to do charity is
considered as another effective strategy. The COVID-19 outbreak has caused human life to suffer from a
significant loss, whereby the rapid unemployment rate has left people with their families with hunger and
MANAGER INTERVIEW REPORT
10
poverty (Chriscaden, 2020). Therefore, setting up a fund to provide support to people in need can both solve
the problem of attracting customers, increasing the revenue of the business, and establish a reliable base for
customers to assist people in difficulties. Research shows that businesses that contributed to charity create a
closer connection with their customers and society (Barnes, 2003). As consumers have a positive vibe when
they purchase products associated with the community, this will be one of the helpful strategies for
Ms.Truc’s bakery.
Conclusion
In summary, the research group has gained a deeper insight into the management issues through this
interview. Ms.Truc applied the democratic style to her management process, prioritizing teamwork. In terms
of the four functions of management: For planning, the interviewed manager has presented the bakery's
multi-stage plans and criteria when formulating which is suitable for the size and staffing of the bakery. The
organization of this company follows the Flatarchy structure, having a few key staff who report directly to
the manager, implementing clear rules and policies. In leading, 3P Compensation Model and interesting
traditions are used to motivate the employees together with resolving conflicts through the functional team
structure. The store applies the controlling function by establishing a performance-oriented culture,
supportive environment, and training programs, ensuring efficiency and morale. Regarding company
problems, the recent pandemic has impacted the overall sales, reducing customer visits and competing with
online shops. The company’s solutions were to lower prices, provide financial support for employees, lay off
some staff members, and shift focus to online platforms. Solutions from the research team are: broadening
business platforms, doing frequent market research, and combining business with charity.
Ms. Truc’s advice to become a good manager is: be soft, flexible, decisive, keep an open mind for
feedback, be professionally friendly, do not let personal feelings interfere with work and give constructive
criticism.
MANAGER INTERVIEW REPORT
11
References
Aryani, D. N., Nair, R. K., Hoo, D. X. Y., Hung, D. K. M., Lim, D. H. R., Chew, W. P., & Desai, A. (2021). A
study on consumer behaviour: Transition from traditional shopping to online shopping during the
COVID-19 pandemic. International Journal of Applied Business and International Management
(IJABIM), 6(2), 81-95.
Barnes, J. G. (2003). Establishing meaningful customer relationships: why some companies and brands mean
more to their customers. Managing Service Quality: An International Journal.
Burhan Ismael, N., Jabbar Othman, B., Gardi, B., Abdalla Hamza, P., Sorguli, S., Mahmood Aziz, H., ... &
Anwar, G. (2021). The Role of Training and Development on Organizational effectiveness.
Chandrasekhar, N., Gupta, S., & Nanda, N. (2019). Food delivery services and customer preference: a
comparative analysis. Journal of Foodservice Business Research, 22(4), 375-386.
Chriscaden, K. Impact of COVID-19 on people's livelihoods, their health and our food systems. World Health
Organization.
Cone Communications. (2010). 2010 Cone Cause Evolution Study. Retrieved from
http://www.conecomm.com/2010-cone-cause-evolution-study
Gibson, B. (2004, June). The Importance of Short Term Financing Sources in Small Firms. In Proceedings of
the 49th International Conference of the International Council for Small Business (ICSB) (pp. 1-14).
Haleem, A., Javaid, M., & Vaishya, R. (2020). Effects of COVID-19 pandemic in daily life. Current medicine
research and practice, 10(2), 78.
Hall, J. (2020). Quality not quantity: The importance of quality management in the food industry.
Retrieved from:
https://www.columbusglobal.com/en-gb/blog/quality-not-quantity-the-importance-of-quality-manage
ment-in-the-food-industry
Harith, S., & Samujh, R. H. (2020). Small Family Businesses: Innovation, Risk and Value. Journal of Risk
and Financial Management, 13(10), 240.
MANAGER INTERVIEW REPORT
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Ismael, NB, Othman, BJ, Gardi, B., Hamza, PA, Sorguli, S., Aziz, HM, Ahmed, SA, Sabir, BY, Ali, BJ,
Anwar, G. (2021). The Role of Training and Development on Organizational effectiveness.
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Jungert, T., Van den Broeck, A., Schreurs, B., & Osterman, U. (2018). How colleagues can support each
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University of Minnesota. (2015). 1.5 Planning, Organizing, Leading, and Controlling. Retrieved from:
https://open.lib.umn.edu/principlesmanagement/chapter/1-5-planning-organizing-leading-and-controlli
ng-2/
MANAGER INTERVIEW REPORT
Appendix A: Communication with the Manager
Invitation email
Confirmation email
Thank you email
14
MANAGER INTERVIEW REPORT
15
Appendix B: Question Protocol
No.
Questions
Introduction
Heading
Company’s
Heading
Overview
In-charged by
Song Khang
1. What is the vision and mission of the
Anh Thu
bakery/
2. What is the organizational culture of the
bakery?
Manager’s
Heading
Phuong Nhi
Overview
Manager’s
Level one
background
heading
3. Name, Job title, Experience ?
4. How did you get this manager position?
5. What is the overall purpose of the
position?
Anh Thu
MANAGER INTERVIEW REPORT
16
6. Are there any skills you need to learn when
you become a manager?
7. What strengths make you think you are
suitable for your current job?
Leadership
style
Heading
8. Which style of management best describes
you?
A) Democratic (communicate, team work)
B) Autocratic (powerful, dictative)
C) Laissez-faire (not much action, freedom)
8a. Is this your original management style or
did you change it during work? If you
changed it, do you find it suitable for your
work?
8b. Minicase: *) Autocratic: If the most
agreed opinion is against your decision, what
will you do?
*) Democratic: When there is an
unmotivated / passive person in your group,
what is your solution?
Phuong Thao
MANAGER INTERVIEW REPORT
Four functions
Heading
of
A short paragraph summarises the main key
17
Phuong Nhi
points
management
Planning
Level one
heading
9. What is your target priority for the firm
when you work as a manager?
10. How do you deal with inexperienced
employees?
11. What are your weaknesses in this
position? And how do you plan to improve
them?
12. Will you apply the same planning process
for all projects (events, sale off,...)? Why or
why not?
Minh Anh
MANAGER INTERVIEW REPORT
Organizing
Level one
heading
13. How do you resolve problems that cause
difficulties multiple times?
13a. What do you think about the solutions
you make (good or bad in which aspect) ?
13b. Do you want to change the solutions that
you made before? Why and why not?
14. From the first year of managing to now,
are there any specific differences in the way
you work?
15. When planning a monthly expense, how
do you allocate your resources? Are there any
KPIs in your bakery?
16. How can you estimate the amount of
ingredients needed for a day and order it
enough for a day ?
17. When do you order ingredients and how
long can they last in your storage?
18. Are you responsible for daily accounts or
your employees will do it?
18
Minh Anh
MANAGER INTERVIEW REPORT
Leading
19. What strategies do you use to motivate a
19
Phuong Nhi
team?
20. How do you connect members with
different personalities in your company?
21. How do you deal with the differences in
perspectives while working (eg. ideas for
making cake, etc,.) between you and your
subordinates?
22. What policies/methods do you impose to
mitigate internal tensions in general,
especially between long-time employees and
newcomers?
Controlling
Level one
heading
23. How do you evaluate the performance of
Song Khang
your subordinates?
24. What are some of your criterias when
accepting inexperienced newcomers?
25. How are the tasks distributed among the
employees? (ex: based on skills, forte,
preferences,...)
Organization’s
Problems
Heading
26. What is the biggest issue that you/ your
company encountered?
Phuong Thao
MANAGER INTERVIEW REPORT
20
27. What are pandemic impacts on the
bakery? (e.g. budget shortage, lack of
labor,etc,.)
Problems’
solutions from
the
organization
Heading
28. How did you solve those issues?
Anh Thu
Group
solutions
Heading
All
Conclusion
Heading
Song Khang
29. Could you evaluate your decision? Good
or bad? If you could change your decision,
would you change? Why or why not?
Appendix C: Group photo with the manager