GROUP ASSIGNMENT COVER SHEET

STUDENT DETAILS

Student name: Nguyen Bich Vy Student ID number: 22003388

Student name: Pham Chau Bao Student ID number: 22002650

Student name: Luu Quoc Toan Student ID number: 22003581

Student name: Dang Thi Hai Yen Student ID number: 21000967

Student name: Le Gia Han Student ID number: 22002245

UNIT AND TUTORIAL DETAILS

Unit name: Principle of Management Unit number: T123PBW-3

Tutorial/Lecture: Tutorial Class day and time: Wed, 8:30-10:30
Lecturer or Tutor name: Tran Thi Huong Trang

ASSIGNMENT DETAILS

Title: Reflection Report 7: Case 1-Chapter 13 and Case 2-Chapter 13

Length: Due date: March 10, 2023 Date submitted: March 10, 2023

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: VY
Student’s signature: BAO
Student’s signature: TOAN
Student’s signature: YEN
Student’s signature: HAN

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Note: An examiner or lecturer / tutor has the right to not mark this assignment if the above declaration has not been
signed.

REFLECTION REPORT 7
Principles of Management – Tutorials 8.2
Group 9

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 TABLE OF CONTENT

CASE 1 – CHAPTER 13

1. What we have learned..................................................................4

2. Feedback on presentation and debate group................................6

CASE 2– CHAPTER 13

1. What we have learned..................................................................8

2. Feedback on presentation and debate group...............................11

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 CASE 1 – CHAPTER 13
Maersk and HR Management Challenges
in China
1. What we have learned

My group has gained a better understanding of Chinese human resource

management thanks to Group 1's presentation. This appears to be a thing not to be

missed for foreign corporations given how inexpensive and plentiful the Chinese

labor market is. However, this nation also faces a significant challenge because of

the abundance of managers and the challenges associated with hiring people in high

positions to work for themselves. It can be said that the administrators are drawn

from these organizations that deal with numerous challenges and hindrances based

on culture and language. Maersk, one of the most significant logistics-focused

businesses in the world, VA devised ways to move a portion of its operations to

mainland China.

Regarding questions 13-13, it appears to be a test of the answer group's level of

reading comprehension when discussing human resource management in China.

Managing human resources seemed to be the biggest challenge for foreign

businesses looking to invest in China, according to the group's summary and

opinions. An extremely challenging issue is the lack of qualified leaders who can

direct the employment of locals or foreigners as management from each company.

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The large and inexpensive labor pool in China is the main reason why more and

more businesses want to invest there. However, because those low-cost workers are

incapable of performing jobs in high positions, they can only lower the cost of

manual labor rather than the entire salary cost.

When discussing the difficulties that managers of foreign companies will face,

Question 13–14 seems to pose a serious question about the group's comprehension

of the issues. The group has also expressed some key worries, such as cultural

shock, which is also the biggest difficulty for managers. Conflicts will also result

from the obvious cultural differences between the two parties failing to fully

comprehend the original goal. When there is a non-mild threat to the company's

communication and development, language should also be taken into account.

This is a better question to use in response to Questions 13-15 when discussing the

fact that foreign businesses seek out foreign managers rather than just hiring locals.

The group also provided four compelling arguments for why multinational

corporations prefer hiring foreign CEOs over local ones. The first explanation is that

while labor costs are rising in China, the number of local workers is declining.

Second, local recruitment needs to be trained to function in Western society because

China is open to foreign direct investment. The fact that large corporations have

invested so much time, money, and effort in finding and training these people is a

second equally important factor. As a result, it might be difficult for the business to
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keep them on board. Finally, foreign managers or executives frequently hold senior

management positions.

The purpose of questions 13–16 was to highlight the group's response to the question

about advice for businesses like Maersk. When describing the short-term and long-

term initiatives that can aid in business growth, the team provided very thorough

responses. According to the team, Maersk should concentrate on the caliber of its

employees and prudently manage its capital. The company's three best options were

to either send its employees to China to shorten the training period or spend money

to hire the best candidate. To determine who would be a good fit for their business,

they might also hire unpaid interns.

2. Feedback on presentation and debate groups

 Presentation group

In terms of visual appeal, group 1 chose basic slides with a brief content and

focused more on vivid images to convey audiences with the most important

information. By introducing the definition of bribery and some examples of the case

study with a lot of details, we can have an overview and understand the lesson.

However, the two presenters prepared for the speech not well and had the interrupt

between them during the presentation because they did not deal before that.

Moreover, they were so superficial with their duties like pronunciation, the smoothly

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while speaking,...The information the group showed was quite short and lack of

clear ideas, we feel like they answered like the essay on the literature subject of

Vietnam and so on. We did not feel good when we paid attention to them during the

lesson. Hope the group should improve more and give a good presentation.

 Debate group:

As we can see that they have a good speed to answer the debating questions, have

clear ideas, and focus on the question. In the first question from team 2, the group

had to identify more about the wide range of Chinese because if they choose foreign

experts and just know how to speak Chinese to contribute to the company located in

that country, in our opinion that is the bad ideas because the experts have good skills

or more but they do not know about the market in Chinese and they can not

understand of the culture of the Chinese. Moreover, let's think about the fees for

hiring foreign experts and they have to move from far away to go to work so how

about the tickets flight, how about the place they live, of course, the company has to

rent, while the hiring the Chinese they also have those abilities they can understand

everything about China just pay their Chinese currency and follow the value of the

Dollars and Chinese currency that we might think that the Dollars would be more

valuable. To sum up, we still appreciate the efforts of team 1.

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 CASE 2 – CHAPTER 11
Measuring Output, Not Hours Worked
1. What we have learned

After Group 4’s presentation, we were provided with information about Measuring

Output, Describes what was produced (for example, the number of widgets made or

the number of hamburgers served) or the services you provided (e.g., the number of

clients). Output measures do not take into account the value or impact of work on

internal or external stakeholders. The following paragraphs will overview the

information from the presentation.

Group 4 responded to the first question (13-17). They said that BAE Systems may

have desired to implement SBW in order to address cost concerns and boost

productivity. BAE Systems was able to draw into its workforce's knowledge,

expertise, and discretionary effort by empowering employees to establish their own

schedules and allowing them to take time off if their job for the week was

completed. SBW also encourages output accountability and work ownership, which

can lead to increased performance and efficiency. As indicated below, there are

various benefits for both employees and businesses. Employees, first and foremost,

may better meet the needs and duties of their families. If they have a flexible

schedule, they can do errands and care for family members without interfering with
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their careers. According to a Deloitte survey, 16.8% of millennials choose their

occupations based on the possibility of work-life balance (Jenkins, 2018). Second,

by allowing employees to choose the days and hours they work in the office, they

can work from home and avoid the traffic and stress of commuting during rush hour.

As a result, the employee is not subjected to traffic stress. Finally, many people

desire to work for themselves and have complete control over their lives. Built-in

flexibility may increase employee morale and minimize employee burnout due to

overload by allowing employees to take breaks whenever they need them without

being chastised by superiors. Individuals may work when they are most productive,

feel the most refreshed, and like working, which increases production. According to

Reddy (2016), people that work on a flexible schedule have a 1% to 5%

improvement in productivity. Employers can increase employee engagement and

loyalty by establishing flexible working hours. According to a survey, 80% of

respondents stated they would be more loyal to their company if it offered flexible

work hours (Maurer, 2019). According to Flex Time (2018), the option reduces

employee turnover and absenteeism by 25%. Furthermore, because many job

applicants are more concerned with a flexible schedule than other benefits, firms that

offer flexible work schedules will have a better chance of attracting exceptional

personnel. This is also advantageous for organizations attempting to cut costs and

deal with economic issues.

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In response to questions 13-18, they claimed that Employee opposition to the

proposed modifications is one of the most difficult difficulties. Few people enjoy

change. While this is okay, a corporation must alter in order to remain adaptive and

competitive. Future growth is unattainable when we become too comfortable in the

present. Resistance must be handled psychologically in order to remove behavioral

obstructions that limit our growth. The second issue is a lack of communication.

You risk ruin if you don't express your intended changes. Your firm will be

overtaken by gossip and speculation, and employees will be less eager to embrace

change than they should be, especially if they don't know what is expected of them.

The final challenge is planning. The change will fail if it is not carefully planned.

You'll benefit from a methodical approach that emphasizes the specific nature of

changes and what must occur for these improvements to stick. Before introducing a

new system, for example, you must examine if it is compatible with the present one

and how you will transfer critical data throughout the transition. Delegation is an

important component of efficient planning since it helps to optimize employee

potential and, as a result, productivity.

In the last question 13-19, they said that The HR team was critical in integrating

SBW's new vision into the culture of BAE Systems. They worked hard to persuade

the workforce and important trade unions of the benefits of the new working

arrangement, and they took teams away for a day to investigate the concept prior to

its rollout in each location. The HR staff ensured that employees felt included and
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engaged in the process by keeping lines of communication open throughout the

project. In addition, the HR staff was in charge of giving employees training and

support to help them adjust to the new style of working. Ultimately, the HR staff

was critical to the project's success by fostering trust, promoting accountability, and

driving cultural change within the firm.

Regardless of the many hurdles, our group has read all of the questions and their

respective responses. As a result of this episode, we now have a far better knowledge

of Measuring output in the business world. Furthermore, we can obtain insight into

how to deal with a variety of future difficulties.

2. Feedback on presentation and debate groups

 Presentation group

With regard to the visual component, Group 4 has excelled due to its creative use of

captivating and thrilling presentations. They were able to come up with workable

ideas since they had a deep understanding of the situation. The pronunciation was

mainly understandable, and the terminology and vocabulary were accurate enough to

clarify the principles despite a few stumbles. Team 9 is quite pleased with how team

4 condensed the content on the PowerPoint slides to only what was necessary,

making it simpler for viewers to understand the overall answers.

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In the first question, Team 4 gives constructive backup information proving an

organization like BAE would want to adopt schedule-based work (SBW) pattern. To

be more specific, Team 4 presents that BAE Systems was able to draw on the

knowledge, experience, and discretionary effort of its workforce by empowering

individuals to make their own schedules and allowing them to take time off once

their work is finished for the week. Also, SBW encourages ownership of the job and

accountability for results, both of which can result in increased productivity. In

addition, team 4 also mentions some benefits: Allowing employees to choose the

days and hours they spend in the office and allowing them to take breaks will

increase employee morale and minimize burnout brought on by overload. This will

also help the employee more easily meet the needs and obligations of their families.

In the following question, team 4 clarifies the difficulties considered as the

consequences of the proposed changes: Employee resistance to the suggested

adjustments is one of the main problems. The second is a failure to communicate.

The final challenge is planning. Additionally, team 4 presents persuasive

information that proves their viewpoint and illustrates the results if the problems can

not be tackled. In the last question, team 4 examines how HR contributed to

integrating the new vision into the organization's culture. The main viewpoint and

provided information answer the mentioned question. Specifically, Through

fostering trust, encouraging accountability, and driving cultural change inside the

organization, the HR team was important in making sure the project was successful.

Prior to the debut of the new working arrangement in each region, teams were taken
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offsite for a day to further study the concept. They worked hard to persuade the

workers and powerful trade unions of the advantages of the new working

arrangement. The HR staff made sure that workers felt included and interested in the

project by keeping lines of communication open throughout it. The HR department

was also in charge of training and supporting staff members as they adapted to the

new working environment.

The questions in the debate go into greater detail on a number of subjects that were

not discussed in the conversation, like how to handle the outside world's rapid

change or technical factors. They are all important because they advanced our

understanding of the readings and highlighted the fact that group 4 attracted

everyone's attention. It would appear that the presenters would have to put in a lot of

effort to fully comprehend and develop more in-depth questions.

To be more specific, in the debating part with team 6, the question is: Is this

schedule-based work pattern applicable to all companies? With team 9, group 4 has

a persuasive enough answer when team 4 mentions that the timetable working

paradigm may be advantageous for the majority, if not all, of today's large and small

businesses, across a wide range of industries and areas. Given that the work schedule

model theoretically gives employees the opportunity to choose the working hours

that best suit their living expenditures. By allowing its employees to create their own

schedules and take time off if their work is completed throughout the week, BAE

Systems, to use a simple example like the scenario of the BAE Company, is able to
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utilize the labor, skill, and knowledge of its workers at will. With the following

question, team 9 advises group 6 should simplify their question in order to receive

an understandable and comprehensive answer from team 4.

 Debate group:

In the debate with team 5, group 4 explains specifically the disadvantages of

schedule-based work in the first question such as communication, lack of

accountability, or the increase of isolation and disconnection. In the second question,

Team 4 suggests various actions supervisors can do to create productive work

schedules, for example. To ensure that managers are functioning effectively, assess

job schedules, define timetables, provide resources, and review job criteria as

needed. Managers must successfully manage their staff in order to provide the best

results. These are some tactics supervisors can use to do this: Have clear

expectations; offer frequent feedback; support employee growth through coaching,

mentoring, and training; and give staff members the freedom to take responsibility

for their work and make decisions pertaining to their job duties. Employee

motivation and trust may increase as a result. In the final question, There are some

exceptional employees who disagree with management, even if team 4 is a human

resources manager who does a good job and has the support of many workers. Will

you let them go or do something else that will help the business and the employees?

Team 4 offers some helpful suggestions. Encourage open dialogue with disgruntled

employees, provide forums for them to voice their complaints and suggestions, be
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receptive to different management strategies, and think about including employee

input in the decision-making process.

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