(Luận văn) improving ineffective leadership in tuan loc cic’s head office

t to UNIVERSITY OF ECONOMICS HO CHI MINH CITY ng International School of Business hi ep w n lo ad y th ju Pham Minh Tuan yi pl n ua al n va ll fu IMPROVING INEFFECTIVE LEADERSHIP IN TUAN LOC CIC’S HEAD OFFICE oi m at nh z z k jm ht vb om l.c gm MASTER OF BUSINESS ADMINISTRATION n a Lu n va y te re th Ho Chi Minh City – Year 2018 t to UNIVERSITY OF ECONOMICS HO CHI MINH CITY ng International School of Business hi ep w n lo ad y th ju Pham Minh Tuan yi pl n ua al n va ll fu IMPROVING INEFFECTIVE LEADERSHIP IN TUAN LOC CIC’S HEAD OFFICE oi m at nh z z jm ht vb MASTER OF BUSINESS ADMINISTRATION k gm om l.c SUPERVISOR: DR PHAN THI MINH THU n a Lu n va y te re th Ho Chi Minh City – Year 2018 t to SUPERVISOR’S REPORT ON THE THESIS PROPOSAL SUBMITTED ng FOR DEGREE OF MASTER of BUSINESS ADMINISTRATION hi ep The thesis proposal title: IMPROVING THE INEFFECTIVE LEADERSHIP IN TUAN w LOC CIC’S HEAD OFFICE n lo ad ju y th Student Name: Pham Minh Tuan yi Supervisor: Dr Phan Thi Minh Thu pl ua al General comments: n  Remarks on the student’s attitude: va n ……………………………………………………………………………………… fu ll ………………………………………………………………… m oi  Remarks on the assignment’s academic quality: nh at ……………………………………………………………………………………… z ………………………………………………………………… z vb om Other remarks: n va y te re  The Turnitin plagiarism percentage:  Other………………………… n  No a Lu  Did the student follow the report schedule?  Yes l.c  Not meet requirement for submitting gm  Meet requirement for submitting k jm ht Overall assessment: th Supervisor’s signature Contents Executive Summary Background t to 1.1 ng 1.1.1 Company History hi ep 1.1.2 Symptoms 1.1.3 Importance of the selected symptom w 2.1 Situation Analysis .7 n lo 2.1.1 Problem Identification ad 2.1.2 Potential Problems y th 2.1.3 Central Problem and Cause Identification 14 ju 2.1.3.1 Cetral Problem 14 yi pl 2.1.3.1 Cause Identification 15 ua al 3.1 Proposed solution and action plan 18 3.1.1 Solution’s Objectives 18 n va 3.1.2 Potential Solutions 19 n 3.1.3 Evaluation of solutions 20 fu ll 3.1.4 Action plan 23 m oi Reference 28 nh Appendix – The report of Viet Nam salary online survey in 2016 31 at Appendix – Transcript with Mr Viet – Deputy Planning Manager 32 z z Appendix – Transcript with Mr Phuc - Deputy Human Resource Manager 34 vb Appendix – Transcript with Mr Nghia - Chief Accountant 36 ht jm Appendix – Transcript with staffs who left the company 38 k Appendix – Questionnaire to validate literature for leadership and actual situation in Tuan Loc CIC’ Head Office 41 gm l.c Appendix Result of Leadership Survey Departments (Technical, Planning and Business) 42 om Appendix – Questionnaire 2: Company Communications Evaluation 44 Appendix – Transcript with Ms Tam - Human Resource Manager 46 an Lu Appendix 10 – Transcript with Mr Thang - Deputy General Director 48 n va Appendix 11 – Transcript with Ms Tam – Human Resource Manager for Evaluation of solutions 50 ey t re Executive Summary High employee turnover rate becomes more and more complicated from 2014 up to t to now, impacts on many aspects of the company such as performance, reputation, ng finance and image Specially, in the last haft of 2016 and 2017, the turnover rate hi ep increases too quickly that seriously effect on the department’s activities as well as company’s performance There are a lot of potential problems causing the high w n employee turnover rate was found out as ineffective leadership, low compensation and lo ad poor work environment relied on interviews and literature After analysis, evaluation y th and validation process, department manager’s ineffective leadership is demonstrated as ju the central problem In this research, ineffective leadership is the term which describes yi pl poor leadership qualities as well as causes negative influences on job satisfaction and ua al organizational commitment, results of this issue is high turnover rate The root causes n and proposed solutions for solving problem are significant to reduce the employee va n turnover rate and improve department’s performance Finally, Results of research are fu ll four potential solutions: team building, developing an internal training, finding third m oi party to train or finding the training courses (external training) and changing at nh Department Managers Through solution evaluation process related to realistic and feasibility, cost saving, requirement of time and obtained benefits, external training z z and team building are the most appropriate solutions with available resources in order vb k jm ht to improve ineffective leadership in Tuan Loc CIC’s Head Office om l.c gm an Lu n va ey t re 1.1 Background 1.1.1 Company History t to Tuan Loc Construction Investment Corporation (Tuan Loc CIC) is established and ng come into operation in 2005 The main business forms are road and bridge hi ep construction, industrial park investment, water supply system construction and investment The average employees are 250 in total and to ensure the stable and w n effective operation, the average number of staffs in Head Office is maintained from 55 lo ad to 65 people (excluding Manager) Tuan Loc CIC is promoting investment and y th construction activities in the whole country and foreign cooperation The company ju yi operates relied on the function structure with Departments in Head Office including: pl Human Resource, Accounting, Technical, Planning, Business, Investment, Machine al n ua and Equipment; Water Department n va 1.1.2 Symptoms ll fu Through the initial interview with the Deputy Manager of Human Resource oi m Department, he told that: “In 2015 and 2016, although there are a lot of employees nh who left company, it is not seemed to impact on the Company’s operation, number of at staffs left the company continuous increase too many and impact on the operation of z z the company this year However, we have not found the effective solutions for vb jm ht controlling yet” He also shown the evidence for his talking regarding to numbers of staff left Tuan Loc CIC from 2014 to 2017 presented in the Table - Number of k l.c gm Staffs working and Left Tuan Loc CIC’s Head Office from 2014 to 2017 Number of Staff om Total HR Accounting Technical Planning Business Investment & Water Number an Lu M Year (Average) n va E of left 12 18 6 56 2015 12 20 66 2016 10 15 5 54 13 ey t re 2014 Number of Staff M Year t to HR Accounting Technical Planning Business Investment & Water Total Number (Average) of left 41 15 ng E hi ep 2017 11 5 w n Turnover Rate lo ad 40.00% 30.00% ju y th 35.00% yi 25.00% pl 20.00% 2014 2015 2016 2017 10.61% 24.07% 36.59% ll oi m 1.79% fu Turnover rate n 0.00% va 5.00% n 10.00% ua al 15.00% at nh Chart – Tuan Loc CIC’s Head Office Turnover Rate z As the result of calculation shown in the Chart - Tuan Loc CIC’s Head Office z ht vb Turnover Rate, the turnover rate in 2016 and 2017 are 24.07%, 36.59%, jm respectively Meanwhile, the average turnover rate is 15.7% for Real Estate – k Construction Major referred to the report of Viet Nam salary online survey in 2016 gm (Appendix - The report of Viet Nam salary online survey in 2016) with l.c participation of 300 companies and 106.925 employees performed by Macconsult om Consultant Company As analysis, Tuan Loc CIC’s Turnover rate is higher compared an Lu with the average turnover rate and continue increasing year by year Specially, Mr because they didn’t have enough staffs to work” Refer to the data about left staffs are provided more by Mr Phuc, most of employees left the company from Technical ey always complain with us about lack of direct staffs and required to recruit new staffs t re departments: Technical Department, Planning Department and Business Department n va Phuc – Deputy Human Resource also said that: “In the first haft of 2017, three Department, Planning Department and Business Department, the details are given in the Table – Number of Staff Working and left of Departments: t to Head Office Staffs ng hi Technical Year Planning Total of Business ep Total Staffs Leaving TOR Staffs Leaving TOR Staffs Leaving TOR leaving staff w n 18 lo 0% 0% 17% 27 2015 20 y th 15% 20% 43% 32 2016 20 35% 40% 40% 30 11 2017 15 11 67% 33% 24 15 Remain ad 2014 ju yi pl al n ua 73% n va fu ll Table – Number of Staff Working and Left of Departments m oi According to functions and duties of departments, three Departments play important at z Technical Department: Completion of the shop drawing and calculation of z - nh role with the key contents such as: vb ht quantity for bidding; managing the technical of all projects and controlling and Business Department: Bidding for new projects and managing all of Subcontractors Planning Department: Managing Contract related to collecting Payment, om - l.c gm - k jm improving the construction schedule, quality of projects an Lu ensuring Schedule, Output and resolving the problems that need to be explained and prove with State Management Agencies; forecast the output, revenue and n va cash flow (including establish disbursement schedule) with Mr Viet – Deputy Planning Manager, Mr Phuc - Deputy Human Resource and Mr Nghia – Chief Accountant ey company’s operation To identify these effects, the researcher conducts interviews t re With the role and functions as given, high turnover rate will certainly impact on the 1.1.3 Importance of the selected symptom In year 2015 and 2016, although the turnover rate was high, it did not seem to impact t to distinctly on the management progress of the company yet However, in the first haft ng of 2017, there are a lot of problems the company shall face Mr Viet – Deputy hi ep Planning Manager said that: “The completion of documents is often late, impact on the reputation, finance and image of the company, For example: w n - In Package I, we submitted payment two months late, the value of payment is lo ad about fifty eight billion VND, and value of payment is about fifty eight billion y th VND It impacts on the finance for construction on site Up to now, because of ju yi delayed cash flow, the schedule of Package I is late for months compared with pl required Schedule If this situation keeps going up to completion of Project, as al n ua the condition and provision of Contract, we will be punished 0.1% of Contract In Sai Gon – Metro Project: Because late construction, we must bear the cost of n - va Value, about 566.5 million VND per late day fu ll waterway warrant (560 million VND per month), for months m In general, in this stage, payment document is late compared with the payment oi - nh plan from haft of month to months because we don’t have enough staffs for at z performance Employers regularly complain these situations” z ht vb Mr Phuc – Deputy Human Resource Manager added: “The document works in jm projects are regularly slow, cannot meet the requirement lead to delay on construction k on site We received a lot of writings in this year from Employer for complaining and gm om these situations seriously impact on the reputation of our company” l.c punishing due to late schedule on site, late document for payment and so on All of an Lu In the interview with Mr Nghia – Chief Accountant, he explained consequences of delaying document and schedule: “We built the finance planning based on the va disbursement schedule and construction schedule on site of all projects In 2017, the n to meet operation needs by bank loans and bear more financial cost” ey planning is changed many times Therefore, we have to change the source of financing t re actual disbursement and construction schedule are slower than planning, although the From all information, high turnover rate impact directly on performance, finance, image as well as reputation of company, problem identification and solving is very significant as well as important in order to improve performance, maintain sustainable t to ng growth and development hi ep 2.1 Situation Analysis 2.1.1 Problem Identification w n lo Researcher conducts the interviews to identify problem that Tuan Loc Construction ad Investment Corporation shall face The first, the face to face interview with Mr Phuc – y th Deputy Human Resource Manager, He said that: “The number of staffs left increase so ju yi quick in recent year, I used to ask several people about the reasons which they decided pl to leave the company Most of them complain the salary and direct manager” ua al n Two interviewees who left the company participate in the next interview, the first one n va shared that: “Managers only care about the results of the work, not care about the ll fu process so rarely support staff to complete the work, seldom empower, all of things are oi m decided by manager and my tasks are performing the process, reporting regularly” In nh addition, two interviewees confirmed that: their manager frequently losses his temper at and blames on employees Participants are not satisfied with their direct manager and z z feel uncomfortable when work with their Manager Deputy Human Resource Manager vb jm ht also recognized that: “Most of them are good in the technical skill because they graduated and worked with this field many years before become the manager k gm However, everyone has certain limitations” He added: “Many Managers in the l.c Department cannot maintain good relationship with staffs and control their temper In om addition, most of managers are the detailed – focus and make decision all of situation” an Lu The second one said that: “I am not really satisfied with the company's salary policy because the determination of wage is based on the assessment of direct management employee turnover rate in 2016 and another survey about salary from other sources The first, average salary as calculated based on data provided by Ms An, the average ey Resource Staff about the salary of 30 staffs working for departments with high t re the information got from interviews, more data was collected from Ms An – Human n va and I think my manager misjudges my competent when he set up salary” To clarify Mr Nghia: Yes I know This is the subjects I have heard in many meeting of the company recently to solve And other departments also talk with me about this issue In addition, It t to also impact on the finance of the company so I am really interested in this problem ng Interviewer: Could you explain more about impact on finance? hi ep Mr Nghia: Ah, I will briefly explain to easily understand We built the finance planning based on the disbursement schedule and construction schedule on site of all projects In w n 2017, the actual disbursement and construction schedule are slower than planning, although lo ad the planning is changed many times Therefore, we have to change the source of financing y th to meet operation needs by bank loans and bear more financial costs ju yi Interviewer: Why you know the problems that come from lack of people? pl ua al Mr Nghia: In the report of Planning Department last months, there are many reasons, but n the turnover in short time is identified as the main reason causing this issue va n Interviewer: Dose your department face with the situations as others? fu ll Mr Nghia: No There are only staffs left our department from 2014 to 2017 However, m oi of them move to subsidiaries for working and one left because of family reasons nh at Interviewer: What the factors help you maintain the stable personnel system like that? z z Mr Nghia: I think I create the good relationship with my staffs and I understand their vb jm ht needs I find the way to meet their needs in my authorization All of people in my department are like a family and complete all of task and targets together k gm Interviewer: Oh Have you ever participated in other training course about soft skill? l.c Mr Nghia: Yes, I have But I think skills can be learned The important and necessary thing om is awareness about the skills an Lu Interviewer: I heard Mr Phuc share that: several staffs left the company was not satisfied n va with salary and the direct manager, what you think about that? usually talk with my staffs, if the salary is low, they are willing to share About the dissatisfaction with direct manager, I used to see the manager in my company show the hate 37 ey my department is also lower than other departments However, no one complain and left I t re Mr Nghia: I think the really problem come from the direct manager because the salary of attitude with their staffs, regularly scold staffs in front of others All of these things will make staffs feel uncomfortable and unsatisfied t to Interviewer: How you evaluate accuracy the competence of your staffs and set up a ng reasonable salary? hi ep Mr Nghia: I usually establish a valuation standard in every year and inform all of staffs in my department After that everyone will contribute their opinion to complete this standard w n In the time for rising salary, all of staffs will conduct table of evaluation, one for himself/ lo ad herself, one for others I will synthesize and make the final decision y th ju Interviewer: Do your staffs feel satisfied with your setting up salary? yi Mr Nghia: No one complain about this pl al n ua Interviewer: Do other department like your way? va Mr Nghia: Everyone applied another way However, I think most of them not spend n much time for doing it, they often evaluate by themselves ll fu at z Interviewer: See you later nh Mr Nghia: I am glad when I can help you oi m Interviewer: Thanks for your useful information z Appendix – Transcript with staffs who left the company k jm ht vb Mr Nghia: Ok See you Mr Binh: Hello om Ms Hanh: Nothing, I am willing to help you l.c gm Interviewer: Hi Nice to meet you today Thanks for your participating in this interview an Lu Interviewer: I discuss about the contents about the interview before I want to find out the n va main reason you left Tuan Loc CIC and other related contents Let’s start During the work, Mr Binh: I am not really satisfied with the company's salary policy because the determination of wages is based on the evaluation of direct management And I think my 38 ey t re are you pleasure with the salary and bonus policies? manager misjudges my competent when he set up salary In addition, the company does not pay for overtime and I think the salary is lower than other company t to Interviewer: About Ms Hanh? ng hi Ms Hanh: Actually I not care much about this The salary is reasonable with me ep Interviewer: Why did you leave Tuan Loc CIC? w Mr Binh: The work environment is uncomfortable because my manager is not very n lo friendly I think my manager set up salary base on the average salary of other department in ad ju y th many times Ms Hanh: Not satisfied with the direct management yi pl Interviewer: Where you work for nowadays? How you evaluate the conditions al n ua (including salary, working environment and manager) compared with Tuan Loc CIC? n va Mr Binh: Now I work for Eurowindow JSC Salary is higher than working in Tuan Loc, but oi m and always support and help together ll fu not too much However, both manager and employees in the new company are very friendly at nh Ms Hanh: I work for Binh Chanh Mechanical Co., Ltd I work for this company about months, so I can talk more about my manager, but the working environment is very z z friendly, always cheerful and sociable About salary, it is lower than my salary in Tuan Loc jm ht vb CIC However I am very comfortable k Interviewer: What you think Tuan Loc CIC should change about? gm l.c Mr Binh: Adequate criteria for evaluating staff competence to set up adequate compensation and create a friendly working environment between management and an Lu Interviewer: What is your opinion, Hanh? om employees va n Ms Hanh: Changes in management styles of department managers Many departments are ey t re in a situation where staff does not feel comfortable with their direct management, special in my department Interviwer: Does your manager often care, share to help employees more comfortable? 39 Mr Binh: Never Ms Hanh: Managers only care about the results of the work, not care about the process so t to rarely support staff to complete the work ng hi Interviewer: Does management empower the job that you think can decide? What you ep and how you it? w Mr Binh: I only actively work with stakeholders to handle and I regular report the process n lo to manager and my manager seldom empower, the whole is decided by the manager ad y th Ms Hanh: The all of things are decided by manager My mission is performing the process, ju reporting regularly yi pl Interviewer: Is direct manager a specialist in the field of management or not? Explain why? al n ua Mr Binh: Not really a specialist because he is young and has not been trained va professionally yet However, the ability to hit the mentality of the staff and pressured his n staff to complete the task and his ability to stick to his job very well ll fu at nh many other skill to become a specialist oi m Ms Hanh: I not think so Although he is good in the technical skill, he have to improve Interviewer: Does manager often loss his temper during work? Is it regular or not? z z ht vb Mr Binh: Sometimes, he losses his temper because he is very young and tempered an Lu Interviewer: Thanks Binh and Hanh om Ms Hanh: Yes l.c Mr Binh: Of course it is, he is his boss he has that right gm Interviewer: Will Direct Management Blame You During Work? k jm Ms Hanh: Usually He used to shout employees in front of others n va ey t re 40 Appendix – Questionnaire to validate literature for leadership and actual situation t to in Tuan Loc CIC’ Head Office ng hi Please chooses one number evaluation for each item ep Components for Strongly Dissagree I admire, respect and trust w Idealized influence Strongly n lo your direct manager Agree ad 5 5 5 My direct manager share y th responsibility with staffs in the ju working process yi pl My direct manager often ua al discuss and understand staff’s n needs va My direct manager is n Inspirational motivation fu ll enthusiastic person m oi My manager ever attractive future states at nh encourages staffs by the z vb jm ht staffs with meaningful, z My direct manager provides challenging work k The manager stimulates gm Intellectual stimulation assumptions, reframing 3 an Lu om staffs by questioning l.c innovation and creativity in problems, and approaching old va situations in new ways member's mistakes 41 ey t re publicly criticizes individual n My manager seldom Components for Please chooses one number evaluation for each item Strongly Strongly Dissagree Agree t to My manager encourages ng staffs giving ideas and hi ep proposing solutions to solve 5 problems w 10 My manager empowers n lo staffs to make the decision ad many cases y th Individualized ju yi consideration 11 My manager recognizes my needs and desires pl n ua al Appendix Result of Leadership Survey Departments (Technical, Planning and Business) Questionnaires Strongly va No Strong Average agree score 17,39% 4,35% 2,57 8,70% 8,70% 2,96 4,35% 2,00 Neutral Agree 21,74% 56,52% n disagree Disagree 13,04% 43,48% oi m trust your direct manager ll fu I admire, respect and at nh My direct manager share z 4,35% 21,74% 30,43% 52,17% 8,70% gm responsibility with staffs in 4,35% 26,09% 43,48% 21,74% 4,35% 2,96 8,70% 34,78% 30,43% 13,04% 13,04% 2,87 8,70% 39,13% 13,04% 26,09% 13,04% 2,96 vb jm ht the working process and understand k My direct manager often discuss z l.c staff’s needs ever ey attractive future states My direct manager t re encourage staffs by the n manager va My an Lu enthusiastic person om My direct manager is 4,35% 42 No Strongly Questionnaires t to provide disagree staffs ng meaningful, hi Strong Average agree score 4,35% 4,35% 1,96 17,39% 13,04% 8,70% 2,43 17,39% 47,83% 13,04% 3,48 4,35% 2,22 Disagree Neutral 21,74% 21,74% 34,78% Agree with challenging ep work w The manager stimulates n lo innovation and creativity in ad staffs by questioning y th assumptions, 47,83% reframing ju problems, and approaching yi pl old situations in new ways ua al My manager seldom n individual member's 26,09% n criticizes va fu publicly ll mistakes oi m to 4,35% 17,39% z solutions z proposing at staffs giving ideas and nh My manager encourages vb solve problems jm ht 30,43% 39,13% 13,04% 13,04% 43,48% 30,43% 17,39% 8,70% l.c many cases manager recognizes my needs and 0,00% 1,91 n va desires an Lu My om 11 gm staffs to makes the decision k 10 My manager empowers 2,57 ey t re Average 43 Appendix – Questionnaire 2: Company Communications Evaluation Note: The purpose of this questionnaire is only to collect data regarding to identifying the t to main causes you left the company The data is vital for the mini research so hoping that ng these questions will be answered honestly Keeping all information secret is committed hi Thank for your doing this questionnaire ep Why did you leave Tuan Loc CIC? w n A: Low and unreasonable salary/ bonus lo ad B: Working stress y th C: No opportunity for promotion ju yi D: Dissatisfaction with Department Manager pl ua al E: Family reason or displaced n F: Bad relationship with colleague va G: Better suggestion from other company n ll fu H: Others: ………………………………… m oi How you evaluate salary of Tuan Loc CIC? at z k jm D: Quite high ht vb C: Reasonable z B: Low nh A: Very low n va C: Friendly and sociable an Lu B: Normal om A: Very poor l.c How you feel about the working environment? gm E: Very high ey t re How you evaluate the relationship between staffs? A: Very bad B: Bad C: Normal 44 D: Quite good t to ng hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm an Lu n va ey t re 45 t to ng hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m Appendix – Transcript with Ms Tam - Human Resource Manager focus on the main content to save time at nh Interviewer: Hello Ms Tam and thanks so much for participating in interview today I will z z ht vb Ms Tam: Ok k jm Interviewer: I have sent you the problem and reasons causing this problem l.c terms of causes you write Could you explain more about this term? gm Ms Tam: I saw and read this content However, I really don’t understand means of the om Interviewer: The first emotional intelligence is ability to understand one’s own and the an Lu emotions of others n ey t re And finally, trust is keeping promises and commitments va The second, interpersonal skill is the ability to communicate effectively with staffs Ms Tam: Ok I understand What is the main contents you want to find out today? Interviewer: My main purposes are about the identifying the root causes that impact directly with problems that company have to face and how to solve the problem effectively 46 Ms Tam: I am very glad to answer your question today Interviewer: What reasons you think causing the ineffective leadership of the department t to manager? ng hi Ms Tam: I think the first cause is from emotional intelligence Because, as I know, the ep department manager rarely discusses to understand their staffs, they should improve this aspect When we conduct the survey, most of staffs are not pleasure with their direct w n manager about the enthusiastic and communication with them So the manager cannot lo ad understand his subordinates y th yi staff’s emotion? ju Interviewer: Why you think the managers not understand staff’s emotion and control pl ua al Ms Tam: Many staffs left Tuan Loc CIC, they are unsatisfied with the direct manager If n managers own the emotion intelligence, they will find out the reasons and solution for va improving by themselves However, up to now, everything has not changed n ll fu Interviewer: What about other reasons? m oi Ms Tam: About the trust, our Department have never surveyed before I cannot share nh at anything with you about this aspect About the interpersonal skill, I saw that: There are z some problems with department managers, such as shouting staffs in front of others and z k jm the manager made difficulty for employees to take leave ht vb regularly repeat the last faults of employees as several ones complain I know situation, gm Interviewer: Ok I summary the reasons you mentioned: the first is emotional intelligence, l.c the department manager cannot understand their subordinates because they seldom discuss om and share feelings with others The second, the interpersonal skill of the department trust, you not have information about this n va Ms Tam: Yes That’s right an Lu manager is limited, many staffs complain about their manager about this matter About the Ms Tam: I think several ideas: 47 ey discussed last time? t re Interviewer: What are the solutions for solving ineffective leadership with the contents as The first, organizing team building every or months to create good relationship between staffs and direct manager; staff and staff t to The second, we should develop an internal training program to train the department ng manager hi ep The third, find third party to train or find the training course to manager participate in w Interviewer: In your opinion, what is the best solution? n lo Ms Tam: At that time, I could not answer this question Because it belongs to a lot of ad your question ju y th factors, I have to consider all of factor and make a detailed evaluation Then I will answer yi pl Interviewer: Pleased help me evaluate and find the best solutions I will make another al n ua interview when you are ready for this question n va Ms Tam: I will call you when I completed ll fu Interviewer: Yes Thanks you so much, Ms Tam oi m Ms Tam: Ok See you later at nh Interviewer: See you soon z Appendix 10 – Transcript with Mr Thang - Deputy General Director z vb main contents to save time k jm ht Interviewer: Thank you so much for participating in this interview today I will focus on the l.c gm Ms Thang: I hope you will get the necessary information for your research Interviewer: Thanks Sir I will introduce briefly the problem and potential causes of our om company: The first, in my research, central problem is ineffective leadership impact on the an Lu satisfaction of the employees causing high turnover rate taking place in departments: va Technical, Planning and Business The second, after conducting interviews with HR n Manager combined with other theories, I identified root causes: negative emotional t re ey intelligence, poor interpersonal skill and lack of trust Mr Thang: Last month, I required the Human Resource Department reported detail of this situation – a lot of staffs left company this year This problem impacts on the performance 48 in this year Standing on a management perspective, we focus all resources to solve the problem soon t to Interviewer: What you think when the result shown that: the problem is ineffective ng leadership in departments (Technical, Planning and Business)? hi ep Mr Thang: I also recognize that problems come from the skills of Department Manager, because it only occurs in these Departments I think they are lack of the necessary skills to w n become a good leader beside technical skill lo ad Interviewer: The first question, what reasons you think causing the ineffective leadership y th ju of the department manager? yi Another example for interpersonal skill: I used to see management scolded employees in pl ua al front of other employees This expresses of lack of confidence in his skills n Interviewer: What about other causes? va n Mr Thang: Ah, emotional intelligence is a cause I’m sure Ms Tam shared with you about fu ll this cause I want to emphasis that the good relationship between Department Manager with m oi their staffs not be maintained It proved that managers cannot understand their emotion at z z Interviewer: What about lack of trust? nh and control emotion vb emotional and interpersonal skill, trust cannot be built k jm ht Mr Thang: I think if Department Managers cannot meet the requirement of intelligence gm Interviewer: I understand In your opinion, are there any other causes? om l.c Mr Thang: It’s enough causes? an Lu Interviewer: What are the solutions for solving ineffective leadership with identified va n Mr Thang: Training is a appropriate solutions However, HR Department has to analyze ey t re and choose the training forms Another way, change Department Manager can be performed if it is really necessary Interviewer: Are there any other solutions? 49 Mr Thang: No In this case, solutions can be applied Interviewer: In your opinion, what is the most effective solutions? t to Mr Thang: I think training is the best solutions because I know leadership skill can be ng hi improve by training About remaining solution, I am not sure our company can be find ep better managers and it can be costly w Interviewer: Yes Thanks you so much n lo Ms Tam: You are welcomed ad ju y th Appendix 11 – Transcript with Ms Tam – Human Resource Manager for Evaluation of solutions yi pl Interviewer: Nice to meet you today, Ms Tam al n ua Ms Tam: Nice to meet you, too n va Interviewer: As discussion last weeks, you showed three solutions including: organizing ll fu team building; developing an internal training program; external training Today, we will oi m continue identify the best solutions for solving our problems What components you use for analysis and evaluation of solutions, Mr Tam? nh at Ms Tam: There are necessary factors including: realistic and feasibility; requirement of z z time; cost saving; company’s resources and obtained benefits need to be analyzed and vb jm ht evaluated to identify the most reasonable to apply for solving problem k Interviewer: You talk: realistic and feasibility; requirement of time; cost saving; company’s om l.c Ms Tam: Yes gm resources and obtained benefits, aren’t you? solutions? an Lu Interviewer: Ok So we will focus on every factor How you evaluate benefits of va n Ms Tam: We can create the environment to practice, interact, share and get feedback an common benefit that is “improving the skills, knowledge and performance” Interviewer: What about Realistic and Feasibility? 50 ey when our manager participate in the external training, it is impossible All of solutions have t re between all people in organization by using teambuilding or internal training Meanwhile, Ms Tam: Board of Director supports solutions because they are perfectly fit with Company policies and culture So, we can apply all of them However, Board of Director t to will approve the most appropriate with company condition ng Interviewer: Can you evaluate the advantages or disadvantages of solutions? hi ep Ms Tam: The first, with team building, my department is very easy to prepare all of programs w n lo The second, there are many disadvantages with internal training because our company is not ad professional in training & education and if training program is improper, we will not get the ju y th expected results yi The third, external training overcomes the weakness of internal training due to training by pl ua al expert n Interviewer: I understand Could you evaluate remaining factors: requirement of time; cost n va saving; company’s resources? fu ll Ms Tam: Ok About time and resources, team building and internal training take long time m oi to get the effectiveness, and many resources Meanwhile, team building is lower cost than nh at internal training As our survey, only external training is the more advantages such as more z quickly to get the results, lower cost and company not need to spend their resources z vb Interviewer: As your analysis and evaluation, which solutions should Tuan Loc CIC choose k jm ht to solve problem? n va Interviewer: See you an Lu Ms Tam: Ok See you later om Interviewer: Thanks for your help l.c for improving emotional intelligence and interpersonal skill gm Ms Tam: In my opinion, we should choose solutions: team building and external training ey t re 51