10170002_MO_A1.

Contents
Introduction ......................................................................................................................... 2
Main Finding ....................................................................................................................... 2
I. The definition of management and leadership. ........................................................ 3
II. Management: ........................................................................................................ 4
 The functions of manager: ................................................................................ 4
 Management roles: ........................................................................................... 7
 Management theories:....................................................................................... 8
III. Leadership: ......................................................................................................... 10
 Leadership roles:............................................................................................. 10
 Leadership theories: ........................................................................................ 13
 Leadership styles: ........................................................................................... 16
IV. The similarities and differentiation between management and leadership ........ 18
V. The strength and weakness of different approaches to situations within the work
environment: ................................................................................................................. 19
Conclusion ........................................................................................................................ 19
References ......................................................................................................................... 19

1
 Introduction

In this assignment, it will provide detailed information about two major

concepts: Management and Leadership. In each concept, the main categories
analyzed include: The function of management, leadership of leadership, the
theory and the style. However, after analyzing and pointing out the characteristics
on the definition aspect, this assignment article will apply directly to the case
study - Saigon Paper Company (SGP) to be able to clearly see the aspects on the
Different angles. Moreover, in the article, it will show the similarity of other
leadership - management and strength- weakness of the applied approaches,
showing a total view.

2
 Main Finding

I. The definition of management and leadership.

The role of the leader and the function of the manager always have shown
by different characteristic, concept or traits. According to an article by Sparks in
2014, this analyzed many views and perspectives on the approaches of the forms
based on many links in the roles and responsibilities of two concepts: leader and
manager. In the article "What leaders really do" by John Kotter in 2001, he gives a
lot of debate about the similarities and differences between leadership and
management.

Figure 1: Different between management and leadership (Born, 2012)

Although there are many similarities, J, Kotter said that leadership and
management have their own unique functions with specific colors. For
comparison, he said that it would include factors like the role and the characteristic
for both of them:
Leader Manager
According to John Kotter (2001), In contrast, manager often focus on
leaders are always looking for change. processes, maintain stability and control

3
They make strategic plans and organize and always solve problems quickly in
people into a common vision. In order control. According to Kotter,
to do that, they are people who management is a set of processes that
communicate, motivate and inspire help the company operate s0eamlessly
employees. and smoothly.
Moreover, according to Zaleznik
(2004), "leaders suffer from chaos and
lack of structure and are willing to
postpone closure to understand the
issues more fully".
However, according to Jonathan Gosling, professor of leadership studies at the
Exeter University of Business, he said: "If an organization is effectively run,
leadership and management will exist in parallel and support each other ".

II. Management:
 The functions of manager:
.With many conceptual definitions, evaluators also have many ways to
classify functions of different managers. For example, in the "Functions of
management" book of Shinde in 2018, he had shown an example that Georfe and
Jerry said "There are four fundamental functions of management is planning,
organizing, actuating and controlling”. However, according to Gullick, he thinks
the main function of management planning, organizing, staffing, directing, co-
ordination, reporting and budgeting. After looking back differences view, the most
widely acceptant in case is function of manager by Sherri Hartzell (2018) and
David Johnson( 2016), it’s including: planning, organizing, leading and
controlling that more suitable in Saigon Paper group (SGP).
Function of
the manager Characteristic In this case of SGP

4
 It is a continuous process SGP’s planning is to achieved the
of making decisions for milestone which is “building a mill at
the future of the the My Xuan Industrial Park”(C,2)
organization, so it in 2003 and “completed of its
requires management to US$120 million manufacturing
monitor the rapid facility, My Xuan 2, making SGP the
Planning development of the largest and highest-quality Tissue
business environment and industrial paper products (IP)
inside and outside the manufacturer in Vietnam”(C,3). The
organization to identify main responsibility of this detailed
opportunities. and new plan is to make effective decisions to
challenges for that expand SGP's development in
organization (Thorn, 2012 Vietnam, creating many advantages
for the company.
In particular, Mr. Cao Tien Vi
always has a clear vision of the
development of the company and
knows how to create a roadmap to
achieve the expected results.
This function will allow In SGP, the organizational structure
everyone in the of this company has shown clearly.
organization have the All departments in the company have
opportunity to work the opportunity to work closely
Organizing together to follow the together, maximize the use of
plan already approved. resources, and always support
"The organization must expansion and development.
deploy resources, both
human and material, in

5
 the way these resources
are arranged to produce
the greatest possible
results” (Johnson, 2013).
According to Hubpages in
2014, the main benefits of
organizing are “helps in
effective administration”
and “achieves co-
ordination among
different departments”
With its main function of In particular, the SGP, manager
creating motivation for its knows how to motivate employees in
employees to develop, many ways: “He has a very clear
leading is always in vision about the future of the SGP
Leading charge of maximizing and the M&A strategy for growing, a
productivity to achieve way of achieving the vision. He has
the set goals not only the vision but also good
ability to get other to buy into it, to
communicate the vision with others,
and inspire others how the
achievement of this vision is in their
self-interests”. (C,4)
With the main function of With the capacity to manage and run
monitoring and the business, Mr Vi arranged a long-
monitoring employee term strategy for the company,
performance, the manager launched short-term development
Controlling will always set a common activities and still maintained good

6
 requirement for all relationships with shareholders and
employees and practice it. employees tablets, customers, etc.
With management thinking of
departments according to the
direction of expansion, Mr Vi has
created a comfortable working
environment, increased motivation
and satisfied the needs of employees.
Since then, the performance of
employees has been the most
effective.

 Management roles:
For businesses to grow effectively, management always plays an important
role. So, the responsibilities and functions of management are also different from
other positions in the organization. Because of the importance of management,
many researchers have pointed out many concepts about the role of management.
For example: According to Neil Kokemuller, there are 4 main roles of one manager
including "developing objective strategies, developing employees, create - maintain
structure and communicate vision"(2007). However, from the perspectives of
Mulder in 2016, the managers have different level so the roles of each level will not
the same. Because of this reason, ten roles into three categories of Professor Henry
Mintzberg are the suitable elements for all of manager:
• Interpersonal roles: This role is highly personalized, often
showing the personality and lifestyle of the manager in the organization. It is often
expressed in senior managers like CEO. Although according to Mintzberg, the
managers with this role are more "puppet" because they are the face of the
organization. However, with middle managers such as managers of departments,
they focus more on skills such as communication, motivating staff motivation, etc.

7
 • Informational roles: This role relates to the management's action
of receiving - sending information. For the external environment of the
organization, this role directly affects the relationships of the organization. The
voice of management is also the voice of the organization. So, managers always
pay attention to the personal opinion of the learner because it is also an aspect to
reflect the perspective of the business.
• Decisional roles: According to Mintzberg, all managers have the
right to make decisions and they will be responsible for the decisions they make.
However, for each level of manager, their decision will have a different power.

Figure 2: Management role

 Apply to the case; Mr Cao Tien Vi is the one who has: Interpersonal role
in management. As a CEO of Saigon Paper Company, Mr. Vi has a lot of
authority in making decisions and strategies to guide the company to follow a
predetermined vision. However, he is the face of the company - not a puppet. He
knows how to develop, use manpower and meet the needs of employees, creating
a positive and dynamic working environment.
 Management theories:

8
 With many great functions in the organization, motivating employees,
solving problems and making many vital decisions for businesses, managers also
invest and develop management theories to build a standard measure in the
business environment (Especially after the Industrial revolution - business owners
want managers to closely monitor the business situation). With the rapid
development of the economy and the constantly changing business trend, the
theories are also added and divided into many different types of theory, suitable to
the environment and business objects of enterprise. For example, according to
Sling Team in 2018, they said: "There are many management theories floating in
the business world. Some are old and some are new. But most of them are based
on one of six management theories: Systems Theory, Principles of Administrative
Management, Bureaucratic Management, Scientific Management, Theories, and
Human Relations Theory". However, with a more multidimensional perspective,
Hashaw Elkins said: Management theory should develop in each era: "Classical
Management Theory, Behavioral Management Theory and Morden Management
Theory"(2019).
 Classical Management Theory: This theory is managed focusing on
creating motivation for employees and increasing production efficiency. They
argue that "Salary is the main driver of workers" so managers who apply this
theory will prioritize increasing labor productivity by bonus salary or bonus. In
this theory, three smaller theories are shown: Scientific Management Theory;
Administrative Management Theory; Bureaucracy Theory
 Behavioral Management Theory: This theory focuses more on human
interests, more orientation. The role of management in this theory is to promote
employee motivation by creating a good working environment among individuals,
a relaxed collaborative atmosphere between management and employees. It has 2
small theories: Human Relations Theory; Behavioral Science Theory
 Modern Management Theory: In the century of technology has boomed,
the economy is more proactive, modern management theories must also be
9
changed. They apply technological factors to further measure performance and
promote employee motivation. They try to change but still combine the old
(traditional) - new (modern) theories to create a favorable environment,
encouraging cooperation between the parties. There are 3 main theories:
Quantitative Theory; Systems Theory; Contingency Theory
 In SGP, He is the one who applies the 3 theories to his own company.
However, Mr. Vi focused on the theory of behavioral management and modern
management processes. In the company, Mr. Vi always knows how to motivate
employees, creating a positive working environment. When talking about the
characteristics of Mr. Vi, a lot of employees said: "He is the one who always
speaks and works with people. Always encourages the development for all SGP
employees, puts his heart high expectations and expectations on staff capacity and
at the same time create favorable conditions, good learning environment for
development managers.
III. Leadership:
 Leadership roles:
Leaders always try to focus on developing and demonstrating their
leadership. According to Burns in 2000, he emphasized that the capacity of the
leader will decide up to 50% of the organization's development scale in the future.
Agree with that view. Many writers also argue that "the capacity of leaders has a
close relationship - leading to the success of businesses" (Conger, 2003). To create
that success, the leader's role is recognized by everyone. However, the leader roles
are evaluated and viewed in different ways and points of view. For example,
according to Mr. Mark Miller (Director of Enterprise Marketing, General
Assembly) in 2015, he said that for each staff member, the leader will have a
unique way of inspiring and influencing. So, he divided the leader role into 4 main
categories: Analyzer, Structuralize, Socializer and Conceptualizer. In contrast,
after researching about the leadership, Seth Chancy believe that one of the leader
have 6 roles in organization because these are necessary and sufficient conditions

10
to help leaders develop and create an organizational culture suitable for each
environment.

Role of leadership Characteristic

An effective leader is one who must know how to
communicate with each type of object in an organization.
Each of these groups will require a different style of
Communicator leadership. So, depending on the communication situation
and the audience, the leader will use appropriate
communication principles. These principles will help leaders
promote employee motivation and the process of cooperation
with external partners (News, 2018).
Not only is the face of a department, organization, leader also
plays an important role in making the strategy, vision,
Thinker mission of the organization. So, a leader always acts as the
key to every problem, directing employees to follow a
defined route and creating that route (Heifetz & Laurie ,1997)
According to Miller (2015), the leaders are assertive. They
always give ideas and decide the final plan for the idea. As a
Decision – leader, they always play the role of a person who has an
making overview to give the best solution to the situation that the
organization is facing. However, not all leader decisions are
correct. So, a leader is always conscious of being responsible
for the decisions they have made.
Not only is the communicator, leader also needs to become a
listener because the leader needs to listen to the views and
Listener thoughts of the staff. Listening will assist them in maintaining
relationships, resolving conflicts and creating a positive

11
 working environment.
One of the most important roles of leadership is inspiration.
Leaders always want to inspire the surrounding staff. In
Inspiring particular, when their home has identified a certain strategy,
plan and goal for the organization (Fiedler, 1996). At that
time, they will direct their staff according to a route and help
employees to achieve the goals set.
Not only is the capacity of a decision maker, a listener, a
communicator, etc, a leader also plays a big role in solving
Problem – solver problems. As decision - making, the leader is the person who
directly considers the problem, seeks to resolve and decide
the outcome of the problem. So, a leader needs to show his
ability in all aspects.

 In the company, both of Ms. Kieu Thi Nguyet Minh, Director of R&D and
Mr. Cao Tien Vi have the appropriate characteristics of a manager.
Mr Cao Tien Vi Mrs Kieu Thi Nguyet Minh
In the 6 roles of 1 leder, Mr. Vi met all 6 roles of Compared to Mr. Vi, Ba
leadership. Firstly, Mr. Vi knew how to talk and Minh only contributed his
communicate with the other person (he was able to role as a motivator.
talk and be active both in terms of verbal and Through her
nonverbal components). As a leader, Mr. Vi always accomplishments, Minh
knows how to make the conversation as smooth as believes that she can become
possible, he always maintains eye contact, does not a good manager, with a
say the words are excessive - unrelated. Secondly, strong impact on the
Mr. Vi is a person who knows how to think about thinking, working style and
the company's strategy, future and development employee's performance.
journey (he always has an overarching goal, a clear

12
vision of the organization). It is also a person who is
keen in making decisions and handling situations.
With the decisions that benefit the organization, Mr.
Vi accepts risks and actions, all with only one goal
being the vision and mission set out. Finally, one of
the important roles that Mr. Vi has achieved is to
inspire employees. He always encouraged
employees to study and develop, constantly
searching and acquiring. At the same time, it is the
actions and results that Mr. Vi has achieved that are
also a way to help him inspire all his employees -
help them have more motivation to develop them.
The role of Mr. Vi and the functions of the managers like Mrs Kieu Thi
Nguyet Minh have helped the SGP company change, improve and develop a lot.
From a small-scale company "a small transport company has a tricycle fleet used
for garbage collection" but now has become "the largest waste collection company
in South Vietnam, with 12 warehouses and collection centers spread across the
region "(C, 2)
 Leadership theories:
In this task, leadership theories are detailed and complete. Moreover, the
aspects in this organization are also considered according to different perspectives,
suitable for the purpose of use
 Trait theories: This theory assumes that leaders are born, not made.
Leadership consists of certain inherited personality traits. It has 3 important
characteristics:
- Physical traits: height, drive, appearance and emery
- Personality traits: self-confidence, enthusiasm and adaptability
- Social traits: administrative ability, cooperation, tact and courtesy.

13
- In the past, this theory was superficially attractive but now it is discredited
in favors of other theories
 Situational leadership theories: The view of this leadership theory is
based on the idea that the most appropriate leadership style will depend on the
situation and it assumes that the effective leaders must be both transparent and
flexible. Hersey and Blanchard (1988) mentioned to the readiness level of
subordinates. The “readiness level” here is defined as the level at which the
subordinates are able to complete the task and are willing to complete the task. In
terms of leadership style, like Fiedler's model, there are two types of leadership
styles that are focused on tasks and focused on relationships. However, Hersey and
Blanchard continue to divide these two forms of leadership into 4 specific
leadership forms depending on the “readiness level” of employees.
- Telling: The leader determines the role and directs the staff how to perform
the task according to the role because the staffs lack the specific skills required for
the job in hand but they are willing to work at the task. They are novice but
enthusiastic. This leadership emphasizes direct behavior in work
- Selling: The leader applies the behavior of participating directly with
supportive behavior because the staffs are more able to do the task but they
unwilling to do the task and thus they are demotivated for this job or task.
- Participating: Staffs have experience and able to do the task, however, they
lack the confidence or the willingness to take on responsibility. So leaders and
subordinates will make decisions together. The main role of leaders when applying
this style is to encourage and communicate mainly.
- Delegating: Staffs have experience and able to do the task, they have
enough confidence and willingness to take on responsibility.
For the “readiness level” of subordinates, there will be 4 situations as follows:
- The subordinates are incapable and unwilling to work. They are
incompetent and lack of confident.

14
- The subordinates are incapable but willing to work. They are motivated but
lack proper skills
- The subordinates have the ability but are not willing to do what the leader
wants
- The subordinates have both capability and willingness to do the required
work.
 Contingency Theories: This theory stated that there is no one best way to
lead a company, organize a corporation or to make decision. Instead, leadership
effectiveness is based on solving specific situations. This effect is the result of two
factors - "leadership style" and "solving situations in the direction of good
prospects."
- Fred Fiedler's theory highlighted the 3 most important elements that influence the
leaders’ performance:
- Leader- Member Relations: It describes how much the relationship between
employees and leaders is, and to what extent employees believe in leaders and
how much leaders can attract their subordinates to the point of inspiration.
- Task Structure: This element mention to the nature of the job for employees
whether it is regular or irregular work, to manage and obtain the maximum output
of employees.
- Position Power: Position power is the leadership power they have in the
organization. Leadership with the power of decisions and their implementation is
necessary to confidently manage and manage organizational issues (Fiedler,
1996).
 Systems theory: This theory has no universally accepted definition;
however it can be understand as an entity with interdependent parts. There are two
types of systems theory including closed system and open system. The closed
system will be shut off from the environment and independent of it whereas open
system will connect and interact to its environment.
Trist and Bamforth (1951) divided system theory into 3 subs – systems:
15
 - A structure: communication channels, division of labour and
authority relationships
There is a linkage between these three sub- systems and the management
has to the “best fit” between the needs of technical and social sub- systems.
 Leadership styles:
 Dictatorial style: This style belongs to managers who are like dictators
(Brown, 2007) because they will always want to be the controllers of many
individuals - collectives to make decisions based on principles their own personal
morality. The leader using this style will not care about but suggestions from the
outside environment. They often create and maintain loyalty in the form of reward
- punishment - impact on the psychology of employees.
 Autocratic style: This stylish leader will be the one to take the initiative in
making decisions without consulting other people. They will make rules and
regulations about time and activities. However, it is also a style with many good
points. For example, it will help leaders' decision making take place faster, in an
emergency situation - there is not much time to make decisions. Besides, it also
causes many conflicts between employees – leaders (Raksha Talathi, 2006).
Moreover, it also makes employees feel disrespectful and exploited - restraining
human development.
 Democratic style: These style leaders are often people who have faith in
decentralizing power. They always want to get their comments and opinions from
people who have an influence on their interests. This style of leadership
demonstrates the development of civilization, the awareness and human rights of
the day to be respected. With the recognition of the opinions of many individuals
in the organization, leaders will take advantage of the talents of junior staff. From
there, help increase motivation and morale of employees; create a good
relationship between individuals in the organization. However, this leadership
style will prolong the decision-making time of the leader. In the long run, this style

16
will limit the power of leadership, leading to a loss of control of power within the
organization.
 Laissez-Faire or Free-Rein Leadership Style: These style leaders will
play a role in overseeing their employees. The leader will be the person planning,
handing over the plan and supervising the employee's activities but not interfering
with it when the employee is performing. In particular, this leadership style does
not apply to all levels of leaders. However, this way of creating a sense of
comfort, spiritual encouragement and development potential for subordinate
employee’s leaders. But it is not perfect; it will reduce the role of leaders leading
to low performance of the job.
 Comparing between the 4 leadership styles analyzed above, Mr. Vi is a
member of democratic style for a number of reasons: First, he is a very respectful
employee and knows the individual needs of his staff in lower grade. In particular,
"he always encouraged his subordinates to express their opinions, really listen and
care about their subordinates' concerns." Although he is the CEO and owner of a
large enterprise, Mr. Vi always learns how to listen, pay attention to
compensation, compensation and people's life. With the interest of distributing
boys from employees, staff and ensuring the responsibility of the business is
"committed to contributing to sustainable development by improving the quality
of life for employees and communities and society ", Mr. Vi expresses a
thoughtful and dedicated leadership style for his society.
 However, Mrs Minh had 1 different style, she headed to the "Autocratic
style" - always wanted me to be the decision maker, set up the standard and
everyone had to follow. However, after realizing that "she will become a more
competent manager by trusting her group and being open to their ideas", Mrs
Minh is looking forward to the leadership style. "Laissez-Faire or Free-Rein
Leadership Style".
In an organization, leaders and managers always have a big role. They are
the key to the company's changing activities. Depending on the characteristics

17
and personal characteristics, each leader or manager will have different ways of
managing and operating the organization. However, all are based on the principle
of "developing the scale and quality of enterprises".
IV. The similarities and differentiation between management and
leadership
According to Ivanov et in 2017, depending on the characteristics and
aspects of the approach, each manager or leader will use leadership methods and
theories appropriate to the situation. However, through the categories analyzed
above, there are some similarities and differences between management and
leadership that are clearly outlined:
 Similarities:
- Management and leadership are always the focus of the collective. They must
work in an organized environment between multiple individuals. So there is a
close relationship between them and the members of the organization.
- Management and leadership contribute to the structure of the organizational
environment
- Managers and leaders are always interested in team morale, working spirit,
motivation of employees. Depending on theories or style, they will have
different ways to handle situations.
 Differences:
Category Manager Leader
Objective Set the main role in business Guide the employees follow the
standard in business
Emphasis On the activities of On the entire employees
organization.
Changes React to change Create to change
Idea Have good idea Implement idea
Power Exercise power over people Develop power with people.
(Mark Sanborn, 2012)
18
 V. The strength and weakness of different approaches to situations
within the work environment:
STRENGHTS WEAKNESS
 Leaders are people who directly  Operation has not been
manage power controlled and measured in detail
 Employee productivity and  Unmet needs
working productivity are
increased
 The working environment is
maintained at a stable level,
without conflict
 The profit of the organization is
highly appreciated

Conclusion
In short, the leadership and management have been defined and compared
with many different factors, including: definition, function of manager, theories,
style, leadership role, etc. Besides, the details of the case study are also applied -
linking theory and practice to have a clearer view of the concept of theory. Then
the concepts are summarized, highlighting the weaknesses and conclusions of the
problem

19
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