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NATIONAL ECONOMICS UNIVERSITY

INTERNATIONAL SCHOOL OF MANAGEMENT AND ECONOMICS

HIGHER NATIONALS
BTEC HIGHER NATIONAL DIPLOMA IN BUSINESS (RQF)

Unit Code, Number and Title D/508/0488 - Unit 4: Management and Operations

Semester and Academic Year Semester 2, Academic year 2021-2022

Unit Assessor(s) Nguyen Van Thuy Anh/ Duong Van Bay / Nguyen Ngoc Hien/ Nguyen
Thu Tram

Assignment Number and Title MO A1.1: Leadership and Management at Ford Vietnam

Company
Issue Date Wednesday, October 6th, 2021

Submission Date 10:00 am, Monday, November 1st, 2021

IV Name Le Thi Huong Lan

IV Date Monday, October 4th, 2021

Student Name

NEU Student ID Pearson ID

Plagiarism is a particular form of cheating. Plagiarism must be avoided at all costs and students who
break the rules, however innocently, may be penalised. It is your responsibility to ensure that you
understand correct referencing practices. As a university level student, you are expected to use
appropriate references throughout and keep carefully detailed notes of all your sources of materials for
material you have used in your work, including any material downloaded from the Internet. Please
consult the relevant unit lecturer or your course tutor if you need any further advice.

I certify that the assignment submission is entirely my own work and I

Student declaration fully understand the consequences of plagiarism. I understand that
making a false declaration is a form of malpractice.

Student(s) name(s) /
Date:
Signature

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Submission format and Instructions:

This assignment (Assessment 1 of 2) covers Learning Outcome 1&2 (LO1, LO2).

 This is an individual assignment.

 The submission format is in the form of a case study written report.

 The assignment should have a cover page that includes the assignment code, number, tittle,
assessors’ names and student’s name and ID. Attach all the pages of assignment brief with your
report and leave them blank for official use.

 Name of the file includes Student ID_Unit name_Assessment no. (E.g.

“10190215_HRM_A1.1”).
 Ensure that authenticity declaration has been signed.

 Include a content sheet with a list of all headings and page numbers.

 Plagiarism is unacceptable. Students must cite all sources and input the information by
paraphrasing, summarising or using direct quotes. A Referral Grade is given when Plagiarism is
identified in your work. There are no exceptions.

 Your evidence/findings must be cited using Harvard Referencing Style. Please refer to
Reference guiding posted on Moodle. The Reference page is compulsory to upload on Turnitin.

 This assignment should be written in a concise, formal business style using Arial 11 or Times
New Roman 13 font size and 1.5 spacing.

 The word limit is 3,500 words (+/- 10%). If you exceed the word limit (excluding references and
administrative sections) your grade will be penalised.

 You MUST complete and submit a softcopy of your work on the due dates stated on Assignment
brief. All late work is not allowed to submit. This rule is not waived under any circumstances. The
softcopy must be submitted to Turn-it-in via Moodle.

Read ALL Instructions on this Page and review the Pass, Merit and Distinction criteria carefully.
To pass the assignment, you must achieve ALL the Pass Criteria outlined in the marking sheet.
To achieve a Merit, you must achieve ALL the Merit criteria (and therefore the Pass criteria). To
achieve a Distinction, you must achieve ALL the Distinction criteria (and therefore the Pass and
Merit criteria).

Unit Learning Outcomes:

LO1 Differentiate between the role of a leader and the function of a manager.

LO2 Apply the role of a leader and the function of a manager in given contexts.

Assignment Brief and Guidance:

SCENARIO
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 Leadership and Management at Ford Vietnam Company

Ford Motor Company

Ford Motor Company, American automobile corporation founded in 1903 by Henry Ford and
11 associate investors. After 115 years of development, Ford Motor Company is one of ten
leading automobile manufacturers over the world, with about 200,000 employees. 

Ford Vietnam Company

Founded in September 1995, Ford Vietnam Company is a joint venture between Ford Motor
Group (75%) and Song Cong Diesel Company (25%) with a total capital of private to date is
125 million USD. Ford Vietnam's Assembly Plant in Hai Duong province was opened in
November 1997 with a capacity of 14,000 vehicles a year 1.

Ford was the first automobile manufacturing company in Vietnam to receive ISO 9001, ISO
14001 and QS 9000 certificates and ISO / TS16949 - 2002 certification for quality
management. The total number of employees at Ford Vietnam is over 600 employees with
offices in Hanoi, Ho Chi Minh City office and Factory in Hai Duong.

From the 7th position in the market when starting operations in Vietnam in 1997, Ford Vietnam
has grown steadily. In 2015 alone, Ford Vietnam delivered 20,700 products to customers in
Vietnam, growing by 40% compared to 2014, marking a remarkable development of Ford
Vietnam. Ford is supplying some global product lines such as Fiesta, Ranger, Focus,
EcoSport and Everest.

There is emphasis on democratic management by CEO. The employees are grouped into
teams with a team leader. The team is encouraged to have a name or develop an image to
share the sense of identity amongst team members and with outsiders. The team is given
targets to meet but is allowed to decide how it will go about meeting those targets. The team
decides how it will organise work in its own area (i.e. the physical layout of the area). Alongside
each team areas there are meeting with chairs grouped in a circle. In this area, there are
charts showing the performance of each team. The teams meet to discuss what is going well
and what is going badly and to suggest ideas for improvement. The team then has the
responsibility for putting their ideas into practice.

Everyone within a team has one or more accountabilities (i.e. recruitment, drawing up rotas,
keeping track of sales targets etc) which are shared out by the team members at their daily or
weekly team meetings. All the team members at different times act as co-ordinator to the
person responsible for taking the snap decisions that are frequently necessary in a busy
manager. Apparently, all of the staff involved agree that empowerment has made their jobs
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http://veamcorp.com/en/gioi-thieu/ford-vietnam-company-182.html
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 more interesting and has hugely increased their motivation and sense of involvement.

However, some of staff have complained about leadership style of Mr. Quang, the Production
Manager. Hoang, one of the staff has asked to be moved to the other team. He expected a
working climate with focus on innovation has created a ‘bottom up’ leadership approach where
there is little bureaucracy, people are able to freely ask questions and suggest improvements.
Hoang feels that he has less input into decision making than he would like (transactional
leadership).

Another one of the team members complained bitterly that she is not learning anything. She
gets only routine tasks to do. She has not even been given the chance to swap jobs with
someone else. Similar opinion also received from others in the office.

Mr. Michael Vu, CEO of Ford Vietnam, recognises that leadership and management skills are
not exclusive of each other. Leadership is particularly important in senior management
positions within an organisation.

Mr. Vu noticed a report by CMI 2(2010), showed that if organisations increased investment in
practices that lead to employee engagement (such as personal development) by just 10%,
this could increase profits by £1,500 per employee per year.

Mr. Vu understands that people spend a considerable part of their lives at work, thus it is no
doubt that they expect to be rewarded for and satisfied with the job that they do. He was
thinking about consultancy service which support Mr. Quang in encouraging his staff to
contribute more to the development of the company,

You are the Human Resource Manager at Ford Vietnam and have been asked by the CEO to
investigate the impact of leaders and managers on the operations of this ever-growing
company.

REPORT’S REQUIREMENTS

You will need to produce a report for the senior leadership team that includes the following:

1. Differentiate between the role of a leader and the function of a manager.

- Define and compare the different roles and characteristics of leaders and managers.

- Analyze and differentiate between the role of a leader and function of a manager by
effectively applying a range of theories and concepts.

- You should also critically analyze and evaluate the different theories and approaches to
leadership in given contexts. (ở ford thì mana lm gì)

2. Apply the role of a leader and the function of manager in given contexts.
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Charter Management Institute, UK.
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Examine how Mr. Quang applies the role of a leader and the function of a manager in his work
+ Mr. Quang’s roles
+ Mr. Quang’s functions
Apply at least two/three different theories and models of approach, including situational leadership, systems
leadership and contingency to evaluate effectiveness of his leadership approaches. You are required to
recommend which leadership style(s) Mr. Quang should apply in the company.
+ situational leadership
+ contingency leadership
+ systems leadership
You should examine the strengths and weaknesses to appraise different approaches to situations within the
work environment.
+ situational leadership
+ contingency leadership
+ systems leadership
You should also critically analyze and evaluate the different theories and approaches to leadership in given
contexts.

Source:

 https://corporate.ford.com/company.html
 http://veamcorp.com/en/gioi-thieu/ford-vietnam-company-182.html
 https://annualreport.ford.com/Y2019/default.aspx
 https://www.statista.com/topics/1886/ford/
 https://corporate.ford.com/microsites/sustainability-report-2018-19/index.html

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Further Instructions on Command Verbs by Pearson

1. Analyse: Present the outcome of methodical and detailed examination either:

 breaking down a theme, topic or situation in order to interpret and study the
interrelationships between the parts and/or
 of information or data to interpret and study key trends and interrelationships.

2. Critically analyse: Separate information into components and identify characteristics with
depth to the justification.

3. Assess: Offer a reasoned judgement of the standard/quality of a situation or a skill informed by

relevant facts.

4. Compare: Identify the main factors relating to two or more items/situations or aspects of a
subject that is extended to explain the similarities, differences, advantages and disadvantages.
This is used to show depth of knowledge through selection of characteristics.

5. Define: State the nature, scope or meaning.

6. Evaluate: work draws on varied information, themes or concepts to consider aspects, such as:
 strengths or weaknesses
 advantages or disadvantages
 alternative actions
 relevance or significance.

Students’ inquiries should lead to a supported judgement showing relationship to its context.
This will often be in a conclusion.

7. Critically evaluate: Make a judgement taking into account different factors and using available
knowledge/experience/evidence where the judgement is supported in depth.

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 Learning Outcomes and Assessment Criteria
Learning Achieved Achieved Achieved
Pass Merit Distinction
Outcome (ticked) (ticked) (ticked)
M1 Analyze and
LO1 differentiate
Differentiate P1 Define and between the role of
between the compare the a leader and
role of a leader different roles and function of a
and the characteristics of a manager by
function of a leader and a effectively applying
manager manager. a range of theories
and concepts. LO1 & LO2
D1 Critically
P2 Examine
analyse and
examples of how the
evaluate the
role of a leader and
different theories
the function of
LO2 Apply M2 Examine and approaches
a manager apply in
the role of a strengths and to leadership in
different situational
leader and weaknesses to given contexts.
contexts.
the function appraise different
of a manager P3 Apply different approaches to
in given theories and models situations within the
contexts of approach, work environment.
including situational
leadership, systems
leadership and
contingency.

Formative Feedback: Assessor to Student (please specific)

Action Plan

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Summative Feedback: Assessor to Student (please specific)

The Student Is Awarded:

Choose One
(*) Referral PASS Grade MERIT Grade DISTINCTION Grade

Name Of Assessor: Date Of Assessment:

Re-submission Feedback:

The Student Is Awarded A:

Choose One Referral PASS Grade

(*)

Name Of Assessor: Date Of Assessment:

Feedback: Student to Assessor

Signature & Date:

* Please note that grades are provisional. They are only confirmed once internal and external verifiers
have taken place, and the final decisions have been agreed at the assessment board.
* This grade only reflects the result of this assignment, not for the whole Unit.