NATIONAL ECONOMICS UNIVERSITY

INTERNATIONAL SCHOOL OF MANAGEMENT AND ECONOMICS

BTEC HIGHER NATIONAL DIPLOMA IN BUSINESS (RQF)

ASSIGNMENT BRIEF

Unit Code, Number and

L/618/5036 - Unit 4: Leadership and Management
Title

Semester and Academic

Semester 1 / Academic year 2023-2024
Year

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

Component Number and LM A2.1: Presenting Motivational Strategy

Title (Assessment 2 of 2, Individual assignment)

Issue Date November 8th 2023

Submission Date 10AM December 6th 2023

Student name

Pearson
NEU Student ID
ID

I certify that the evidence submitted for this assignment is my own. I

Learner declaration have clearly referenced any sources used in the work. I understand that
false declaration is a form of malpractice.

Student name / Signature Date:

Submission format

● This is an individual assignment.

● The submission format is in the form of an E-report. Please refer the “Turnitin Submission Rules”
that was posted on Moodle.

● The file on Turnitin must be in Word format and include the first page of this cover sheet. The

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 first page of the cover sheet should be in the picture format in order to ensure the accepted
similarity of Turnitin.

● The similarity allowed is up to 25% after excluding references.

● Name of the file includes Student ID_Unit name_Assessment no. (E.g. “1010001_LM_A2.1”)

● Ensure that authenticity declaration has been signed electronically.

● 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 4,000 words (+/- 10%).

● You MUST complete and submit 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.

● 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

LO3: Develop a motivational strategy to optimise organisational performance.

LO4: Apply leadership and management approaches to managing performance to ensure
continuous improvement.

Vocational Scenario

Introduction
LG Corporation, formerly known as Lucky-Goldstar, established in 1958 and have since become
leaders of the advanced digital era, thanks to technological expertise acquired by manufacturing home
appliances like radios and TVs. It is a South Korean multinational conglomerate founded by Koo In-
hwoi and managed by successive generations of his family. The headquarters are in the LG Twin
Towers building in Seoul. Nowadays, they control more than 142 local subsidiaries worldwide, with
roughly 74,000 executives and employees.
Their philosophy revolves around people, sincerity, and the fundamentals. LG focuses on
understanding customers, offering optimum solutions, and providing new experiences through
ceaseless innovation to help people lead a better life.
They’ve developed their brand image gradually and consistently to communicate, “Life’s Good.”

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Jeong-do management
The ‘Jeong-do management’ embodies high ethical standards and
transparent business operations. They explain they are becoming a
faster and smarter global brand of the future thanks to their
pioneering and innovative technology and continuous growth.
LG aims to succeed through fair management practices and
constant development of business skills.

Sustainability
Sustainability is of great priority in LG’s business.
The company is focusing on two major areas: ‘3Cs’ for the planet, which are carbon neutrality,
circularity, and clean technology, and ‘3Ds’ for people, which are design for all, a decent workplace and
diversity & inclusion. As released in Sustainability report, LG said:
“3Cs for the Planet: Carbon Neutrality, Circularity and Clean Technology
This year, LG’s global sites recorded a total global emissions of direct (scope 1) and indirect (scope 2)
greenhouse gases (GHG) of 92.7 million tons, * a 22 million ton decrease from the previous year – a
reduction that supports its pledge to achieve net-zero (direct and indirect) by 2030.
The company also recorded a renewable energy conversion rate of 8.2 percent. This comes after it
committed to only using renewable energy at its global business sites by 2050 and successfully joined
RE100 (Renewable Energy 100), an initiative advocating for businesses to convert to 100 percent
renewable energy.
The company is also accelerating carbon reduction in the product use stage by expanding the
application of highly efficient eco-friendly technologies. Approximately 80 percent of LG’s total carbon
emissions come from the product use stage and includes indirect emissions (scope 3) that are
generated outside the company’s operational facilities. Last year, the functional unit carbon emissions
of seven major products, which accounts for about 80 percent of the carbon emissions generated
during the product use stage, decreased by 13.1 percent compared to 2020. Functional unit carbon
emission refers to the value obtained by dividing the amount of GHG emitted during the average period
of product use by the functional unit of the product. For example, a refrigerator’s GHG emissions are
expressed per liter while a washing machine’s GHG emissions are conveyed per kilogram. In addition,
in 2021, LG became the first South Korean appliance manufacturer to have its GHG emissions
reduction target at the product use stage (scope 3) validated by Science Based Targets initiative
(SBTi).
To establish a circular ecosystem, the company recovered a total of 472,876 tons of electronic waste
from 52 countries last year. Since 2006, LG has recovered a cumulative total of recovered electronic
waste that amounts to 3,992,768 tons. As of 2022, the number of recycled plastics used in the
company’s products reached 32,987 tons, 25 percent higher than 2021 figures. What’s more, the
company’s South Korean business sites recently received Zero Waste to Landfill (ZWTL) verification.
3Ds for People: Design for All, Decent Workplace and Diversity & Inclusion
LG has also been prioritizing accessibility by integrating voice recognition and voice guidance features
into its major products and distributing braille stickers that attach to every LG home appliance. The
company also plans to expand the universal design concept – products designed in a way that makes
them easy to use by everyone – to all products going forward.
Last year, the company surveyed its major Tier 1 suppliers about their energy usage and carbon
emissions, and then verified this data through a third party. Since this year, LG has been raising
awareness among the executives and employees of its partners through a carbon neutrality education
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program. A total of 152 suppliers have participated in the program as of the first half of this year.
In addition, in accordance with international Responsible Business Alliance (RBA) standards, the
company is also providing support through third-party ESG certification reviews to pre-emptively
respond to ESG risks of suppliers in areas such as labour, environment, ethics as well as health and
safety. Beginning this year, the scope has been expanded to include partners based not only in Korea
but around the world.
Expanding Role of ESG Committee
LG continues to expand the role of the ESG Committee which reports to its board of directors to
internalize ESG management. The committee, made up of 4 independent directors and 1 executive
CEO, is overseen by chairman Seo Seung-woo, an independent director who was appointed to the role
earlier this year.
Last year, to ensure transparency in the management and governance of the board of directors and
governance structure, the ESG Committee established guidelines for the independence, diversity and
expertise of independent directors as well as the corporate governance charter.
Since 2006, the company has published its sustainability report every year. Starting last year, alongside
the LG ESG Fact Book which outlines its ESG management goals, activities and performance, the
company has published the ESG Story Book which helps customers and stakeholders understand LG’s
ESG activities in a more engaging story format”.
Core values
Uncompromising customer experience: consistently pursue high quality of products, services,
communications, and everything they provide meet their uncompromising.
Human-centred innovation: sincerely look at diverse people and their lifestyles, creating remarkably
innovation smart life solutions to lead the whole world in a better way.
Warth to power a smile: put care and thoughtfulness into everything they do, to make people’s lives,
communities, and the environment better, ensure their products and services leave people with a smile.
On January 1, 1995, the morning newspapers unveiled LG's new CI to citizens nationwide. The winking
red smiley face had a simple message printed below, "Happy New Year."
The ad sparked widespread curiosity. Then, on January 4, after the New Year holidays, LG satisfied
public curiosity with a full-page newspaper article titled, "Lucky Goldstar turns into LG." This was LG's
first official greeting to the public.
The symbolic mark, dubbed the "Face of the Future", presented along with the new LG name, was
inspired by an artifact from the Silla Dynasty, the "Smile of Silla." It symbolizes five concepts (world,
future, youth, humanity, and technology) and describes LG's management philosophy of "Creating
Value for Customers" and "Promoting People-Oriented Management." The one-eyed smiley face,
created with the "L" and "G," represents goal orientation, concentration, and positivity. The asymmetric
blank section represents creativity and adaptation.
The "Face of the Future" represents striving to be the best in the world, embodying dynamic youth, and
undertaking new technological challenges. It also symbolizes the face of the global customers that LG
always keeps in mind. It shows LG's People Resolution to respect and satisfy customers all over the
world.
On December 31, 2015, after 20 successful years, LG embarked on another transformation. The
company developed the LG Smart Font, a reflection of love towards the customer, and applied it to the
logo. The LG Smart Font incorporated the emotional connection of handwritten text and conveyed a
customer-oriented, innovative image. The font was also applied to the "Life's Good" slogan for
consistency and unity.
In May 2023, LG Electronics reinvented its brand to actively engage with customers across various
touchpoints. It added youthfulness and dynamism to its distinct brand identity, which aligns with core
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values of uncompromising customer experience, human-centered innovation, warmth to power a
smile.
With brave optimism to ensure that Life’s Good for everyone around the world, LG Electronics
introduced its Active Red color and digital logo play and made its slogan “Life's Good” more iconic.
LG Vietnam
The LG Sel Electronics Joint-Venture in Vietnam was established in 1995 and in 1997 started to
manufacture the first product, namely the CTV. The second Vietnam-based affiliate, LG Meca, was
established in 1998 to manufacture refrigerating appliances. In 2002 LG Sel Electronics was
restructured as a 100% foreign-owned company. Later on the digital versatile disc (DVD), the liquid-
crystal display (LCD) and the cell phone were added to the LG product line in Vietnam. Together with
LG in Korea, Thailand, Indonesia, China, India, the United States and Brazil, the Vietnam-based
affiliate is an important manufacturing base of LG worldwide and as such participates in the global
value chain.
In the beginning of the establishment, like many foreign investors in Vietnam, LGEV used to face a big
problem with different culture and working styles of foreign managers and local employees along the
company hierarchy. The language barrier made it difficult for them to understand each other;
Vietnamese staff was often too shy to check the instructions from Korean managers again and thus
could not follow them properly. The cultural gap and the difference in the working styles resulted in a lot
of misunderstanding and conflicts between Korean and Vietnamese employees. As most Vietnamese
employees of LGEV were young and did not have either experience or soft skills, the differences piled
up like a non-tangible barrier and made them too unconfident at the workplace. The big question for the
company was how to get to know the issues and expectations of local workers and address them
properly. If the problem persisted work quality and productivity would be put at risk.
Mr. Ko Myung Eon, LG Electronics Vietnam General Director, commented on the impact of the
corporate culture as follows: “When the gap among people is filled up, all of us will become friends and
open our hearts on everything. This helps build trust and loyalty of the employees. The company
agenda will be understood from the bottom to the top the structure. Once we have trust and solidarity,
we believe nothing can block our way to success. This is the guiding principle to LG Vietnam. I believe
it is important for every company, including those in the electronics industry, to pay attention to building
its corporate culture.”
Open Communication is one of keys to work with people, which means controlling current self-pride,
communicating with speed & accuracy based on respect for others through modesty, attentive
listening/consideration, and open-minded thinking/behaviour.
Side by side, managers worked for harmonized industrial relations and strengthening corporate culture.
The efforts led to great achievements as LG is ranked in the Top 100 best to place to work in Vietnam
and in the list of most favourite employers in the electronics-electricity industry in 2022.
LG Electronics R&D Vietnam
LG Electronics’ (LG) R&D center in Vietnam has officially become an R&D subsidiary in a move aimed
at strengthening LG’s rapidly growing electric vehicle related business. The opening ceremony for the
new subsidiary was held March 2023 in Hanoi, Vietnam.
The Vietnam-based R&D subsidiary is tasked with developing and verifying software for in-vehicle
infotainment (IVI) systems, which have been a major focus for the company’s mobility business. IVI
systems, a key technology for future mobility that includes telematics and Audio, Video, Navigation
(AVN) solutions, simultaneously provide a variety of driving-related information and entertainment
functions.
According to market research firm Strategic Analytics, LG is leading the global market for IVI systems
with a 23% share as of the third quarter of 2022. The company has now recorded a double-digit share
of the IVI market for two years consecutively.
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LG has continuously strengthened R&D capabilities in Vietnam for automotive parts since it established
the Hanoi R&D Center under its Vietnam Production Corporation in 2016. With the success of the first
center, the company created an additional R&D branch office in Da Nang in 2020.
The new R&D subsidiary is part of LG’s strategy to solidify its position in the global auto parts market
and lead the fast-approaching autonomous driving era. Based on the balanced growth of its three core
businesses – IVI systems, lighting and headlight systems via ZKW Group and e-powertrains developed
through a joint venture between LG and Magna, the company now possesses the technological
capabilities, scale and experience to accelerate the arrival of next-generation mobility solutions.
LG also aims to increase the workforce at the newly formed LG Electronics Development Vietnam, Ltd.,
boosting the number of skilled professionals more than 30 percent, from 750 to 1,000 employees, by
2024. With the key missions of offering an environment that enables colleagues to demonstrate their
capabilities, focus on their work and create value & delivering the “invaluable” office operation services
& solutions that contributes to a company’s business success.
Since 2021, LG has been operating programs in collaboration with Vietnamese universities to help
foster talented, young locals seeking careers in software development. These include the awarding of
academic scholarships and guaranteeing employment for high-performing students at universities in Da
Nang and neighboring cities. The program is slated to expand to universities in Hanoi this year.
“We will continue to provide mobility solutions that deliver differentiated value to our global auto
industry customers,” said Lee Sang-yong, senior vice president of LG’s VS R&D Laboratory. “By
boosting our infrastructure to the next level, LG will continue to further enhance our capabilities and
develop next-generation, innovative mobility solutions.”
The IT labor market 2023
In the report of Future of IT 2023, KPMG revealed some key points: IT can make pivotal innovation
happen at remarkable scale and unprecedented pace, and IT will be under pressure, perhaps as never
before, to do more — both faster and better. This pressure is compounded by the prevailing challenge
to obtain the modern talent needed to meet transformation goals and cybersecurity requirements. In
light of this, KPMG believes technology organizations will need to attract and retain key talent in new
ways and innovate at greater scale to deliver features and insights that delight customers and
employees.
Having a closer look at the labor market, KPMG evaluates that current talent management practices
are not enough to combat shortage of vital IT talent, thus, leads to the challenges of creative solutions
needed to recruit and retain IT Talents.
The labor shortage of IT professionals is not a new challenge. Most organizations have struggled with
this for some time and the extraordinary demand for IT professionals during the pandemic, coupled with
the ‘great resignation,’ only heightened the labor challenge. Latest estimates suggest that 30–70
percent of data, security and development job postings are still going unfilled. Looking forward, the shift
to a technology ecosystem that is primarily ‘as a service’ will likely compound the IT labor crisis amid
the need for appropriate new digital skills. Not only are organizations struggling to recruit talent, but
they are also struggling to retain the talent they have. Gartner reports that IT workers have a
19.5 percent lower intent to stay with their company, as compared to non-IT employees. A large part of
solving the labor shortage involves creating a truly modern working environment. Interestingly, a shift to
modern technology and ways of working is not just important to the business, it is critical to attracting
top IT talent that today prefers an innovative, future-ready workplace. Organizations can combat this
challenge by upskilling their workforce. However, according to KPMG analysis, while overall IT
spending is expected to increase year over year, many organizations plan to reduce the proportion of
IT budget spent on training and education. This strategy will not be sustainable for IT organizations that
are already struggling to recruit talent — it will only dig them into a bigger skills deficit. IT organizations
should expect to prioritize and invest in strategic recruiting models, upskilling their workforce, and

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cultivating an environment that retains talent if they hope to reduce their growing skills gap and remain
competitive.
Assignment activity and guidance

You are the consultant, invited by top management of LG for specific responsibility to prepare a report,
citing relevant research, which addresses the following tasks in the areas outlined below:
Task 1: Develop a motivational strategy to optimise organisational performance
 Produce a motivational strategy for an organisation that supports optimal achievement of
organisational objectives.
 Produce a detailed motivational strategy for an organisation that addresses intrinsic and extrinsic
motivation.
 Produce a comprehensive motivational strategy that effectively addresses all variables of motivation
to enhance organisational performance.
Task 2: Apply leadership and management approaches to managing performance to ensure
continuous improvement.
 Apply to a range of business situations, appropriate leadership, and management approaches for
managing performance and continuous improvement.
 Assess how leadership and management approaches for managing performance supports
continuous improvement.
 Make recommendations to improve performance management that will ensure continuous
improvement.
Notice:
Data are used for educational purpose only.
Sources:
- https://www.lg.com/global/
- LG 2022-2023 Sustainability Report
- https://www.lg.com/vn
- Company’s profiles
- And other documents provided by LG
- Preparing for Future of IT 2023, KPMG

Recommended Resources
Please note that the resources listed are examples for you to use as a starting point in your research –
the list is not definitive.

Weblinks
MindTools. Motivation, Energizing Your People to Achieve Good Things. Available at:
https://www.mindtools.com/pages/article/motivating-your-team.htm
Motivation theories: Available at: https://businessjargons.com/motivation.html
Businessballs. Improving Workplace performance: Business Case. Available at:
https://www.businessballs.com/improving-workplace-performance/motivational-case-
study-exercise/
HN Global
HN Global (2021) Reading Lists. Available at:
https://hnglobal.highernationals.com/learning-zone/reading-lists
HN Global (2021) Student Resource Library. Available at:

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 https://hnglobal.highernationals.com/subjects/resource-libraries
HN Global (2021) Textbooks. Available at: https://hnglobal.highernationals.com/textbooks
Journal articles
Patrick MacDonald, Stephanie Kelly, Scott Christen, A Path Model of Workplace Solidarity,
Satisfaction, Burnout, and Motivation. First Published April 13, 2014 Research Article https://
doi.org/10.1177/2329488414525467
Lara Manganelli, Anaïs Thibault-Landry, Jacques Forest, Self-Determination Theory Can Help
You Generate Performance and Well-Being in the Workplace: A Review of the Literature First
Published March 13, 2018 Research Article https://doi.org/10.1177/1523422318757210
Textbooks
Robbins S. P., Judge T. A. (2013) Organizational Behavior, 15th ed Prentice Hall, ISBN-13: 978-0-13-
283487-2
Adair, J. (2019). Develop Your Leadership Skills: Fast, Effective Ways to Become a Leader People
Want to Follow. Kogan Page
Orti, P. and Middlemiss, M. (2019). Thinking Remote. Inspiration for Leaders of Distributed
Teams. Virtual Not Distant
Kelly, P. and Cole, G. (2020) Management: Theory and Practice. 9th Ed. Cengage.
Mullins, L. J. (2019) Organisational Behaviour in the Workplace. 12th Ed. Harlow: Pearson.

Learning Outcomes and Assessment Criteria

Pass Merit Distinction

LO3: Develop a motivational strategy to optimise organisational

performance.

P5 Produce a motivational strategy M4 Produce a detailed D2 Produce a comprehensive

for an organisation that supports motivational strategy for an motivational strategy that effectively
optimal achievement of organisation that addresses addresses all variables of motivation
organisational objectives. intrinsic and extrinsic motivation. to enhance organisational
performance.

LO4: Apply leadership and management approaches to

managing performance to ensure continuous improvement.
D3 Make recommendations to improve

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P6 Apply to a range of business
situations, appropriate leadership
and management approaches for
managing performance and
continuous improvement.
M5 Assess how leadership and
management approaches for performance management that will
managing ensure continuous improvement.
performance supports continuous
improvement.

* 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 by the assessment board.
* This grade only reflects the result of this assignment, not for the whole Unit.