Ineffective Leadership Style and High Employee Turnover in the Sale Department

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UNIVERSITY OF ECONOMICS HO CHI MINH CITY
International School of Business
----------------------------
PHAN NGUYEN THU HANG
INEFFECTIVE LEADERSHIP STYLE
IN SALE DEPARTMENT AT
CADIVI COMPANY
MASTER OF BUSINESS ADMINISTRATION

UNIVERSITY OF ECONOMICS HO CHI MINH CITY
International School of Business
----------------------------
PHAN NGUYEN THU HANG
INEFFECTIVE LEADERSHIP STYLE
IN SALE DEPARTMENT AT CADIVI
COMPANY
MASTER OF BUSINESS ADMINISTRATION
SUPERVISOR: Dr. Pham Phu Quoc

TABLE OF CONTENT
ACKNOWLEDGE ..................................................................................................................................... 1
EXECUTIVE SUMMARY ........................................................................................................................ 2
CHAPTER I: INTRODUCTION ABOUT CADIVI COMPANY AND RECOGNISED SYMTOMS
WITHIN SALE DEPARTMENT .............................................................................................................. 3
1.1 Background of CADIVI company ................................................................................................. 3
1.2 Symptoms of problem in Sale Department at CADIVI company: high turnover rate ............. 5
CHAPTER II: PROBLEM IDENTIFICATION IN SALE DEPARTMENT AT CADIVI ................. 8
2.1 Potential problems in Sale Department ......................................................................................... 8
2.2.1 Interview results ............................................................................................................................ 8
2.2.2 Initial cause- effect map .............................................................................................................. 11
2.2.3 Theoretical framework ................................................................................................................ 13
2.2.4 Updated cause- effect map .......................................................................................................... 14
2.2 Problem Justification .................................................................................................................... 16
2.2.5 Central problem: Ineffective leadership style .............................................................................. 16
2.2.6 Definition of central problem- ineffective leadership style ......................................................... 17
2.2.7 Justify the existence of problem: ineffective leadership style ..................................................... 18
2.2.8 Justify the importance of problem: ineffective leadership style .................................................. 19
CHAPTER III: CAUSE VALIDATION................................................................................................. 23
3.1 Identification of potential causes .................................................................................................. 23
3.1.1 Poor attitude and personality of leaders ...................................................................................... 23
3.1.2 Soft-Skills shortage ..................................................................................................................... 23
3.1.3 Poor leader-follower relationship ................................................................................................ 24
3.2 Final cause-effect map ................................................................................................................... 25
3.3 Causes validation of real problem: ineffective leadership style ................................................ 26
CHAPTER IV: SOLUTION ANALYSIS .............................................................................................. 28

4.1 Theoretical framework.................................................................................................................. 28
4.2 Short-term solution: Improving leader-follower relationship................................................... 29
4.3 Long-term solution: Solution for training, emphasizing soft skill and enhancing leader
relationship ................................................................................................................................................ 31
4.4 Solution Comparison: short-term solution and long-term solution.......................................... 32
CHAPTER V: SELECTED SOLUTION AND CHANGING PLAN...................................................34
5.1 Selected long-term solution........................................................................................................... 34
5.2 Details plan for long-term solution .............................................................................................. 34
5.2.1 Criterion set of this plan: ............................................................................................................. 34
5.2.2 Action plan .................................................................................................................................. 35
5.2.3 Cost-benefit analysis of this comprehension plan ....................................................................... 37
5.3 Changing plan................................................................................................................................ 38
CHAPTER VI: SUPPORTING INFORMATION ................................................................................40
6.1 Questionnaire development to justify central problem.............................................................. 40
6.2 Questionnaire development to justify causes .............................................................................. 41
APPENDIX................................................................................................................................................43
REFERENCES..........................................................................................................................................61

LIST OF FIGURE
Figure 1: CADIVI structure ..........................................................................................................................4
Figure 2: Turnover rate in Sale Department from 2015 to 2018...................................................................6
Figure 3: Turnover rate of 4 main departments at CADIVI in 6 first months in 2018..................................7
Figure 4: Initial Cause- Effect Map...............................................................................................................12
Figure 3: Updated Cause-Effect map ............................................................................................................15
Figure 6: Customer Satisfaction.................................................................................................................. 22
Figure 7: Final Cause-Effect map ............................................................................................................... 26
LIST OF TABLE
Table 1: Turnover rate in Sale Department from 2015 to 2018 ....................................................................6
Table 2: Turnover rate of four main departments at CADIVI in 6 first months in 2018 ..............................6

ACKNOWLEDGE
I would like to express my great appreciation and endless thank to my supervisor, Dr.
Pham Phu Quoc, who has kindly supported, guided, motivated, and given me loads of
advances during the time writing this thesis. His encouragement and comments
significantly help me to fulfill this. Without his support and instructions, this thesis
would have been impossible to be done effectively.
In addition, I would like to approve my special gratitude to my family and all friends
in MBUS 7.1 for encouraging me, caring and giving me strength in all the time writing
this thesis.
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EXECUTIVE SUMMARY
This study has talked about the case in Sale department within CADIVI with the
symptoms of the high turnover rates in the first six months in 2018. Based on the
interview result and theoretical framework, ―ineffective leadership style in Sale
Department at CADIVI‖ is the central problem that sale department needs to solve.
Ineffective leadership has been the great attributes to retention rate because of significant
role of the leader in the way their staff devote their time, efforts, commitment and extend
their support to achieve organizational goals. Therefore, if turnover rate reduced, it could
help to increase employee satisfaction, high performance and productivity. In this thesis,
leader personality, lack of soft-skill training, leadership-followers relationship and gender-
related leadership are listed as potential causes of the problem in Sale Department.
According to cost-benefit analysis between two solutions as short-term and long-term,
long- term solution selected as suitable solution, which could improve soft-skill of leaders
and enhance leadership relationship in sale department. With the detailed action plan and
combination between sale department and HR department, the situation of sale team is
expected to be solved in near future. The cost for this plan is approximately 80 million
VND each year but it expected to reduce the cost for recruit and train news replaced and
the lower customer satisfaction.
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CHAPTER I: INTRODUCTION ABOUT CADIVI COMPANY
AND RECOGNISED SYMTOMS WITHIN SALE DEPARTMENT
1.1 Background of CADIVI company
This section aims to point some features of the Electric Cable Industry, especially
CADIVI.
1.1.1 Overview of Electric Cable Industry
In this constantly changing world, Vietnam is also entering the accelerated stage
with the fast development of technology. According to investors, Vietnam is highly
considered as one of the most attractive market. Modernization applied for all
industries from manufacturing to business, the main wire and cable industry is in the
fast-growing stage with the development of power generation, the construction of
transmission and distribution networks from high voltage to low voltage networks and
consumption. The demand for electric wires and cables for power network
construction expected to increase rapidly in the coming years. Therefore, wire and
cable products are considered as one of the most important contributors to the value of
the industrial sectors in Vietnam. There are more than 200 enterprises engaged in the
production and export of electric wires and cables. Some typical companies in the
industry can be named as: Vietnam Electric Wire & Cable (CaDiVi), Tran Phu Electric
Company, LG Vina Cable Joint Venture Company, TaYa Vietnam Company, Cable
and Telecommunication (SaCom), ...
In recent years, Vietnam's electric wire and cable industry is facing a great
opportunity, but there are also many challenges to overcome. The recovery of the real
estate market has led to the demand for residential wires serving the infrastructure of
industrial zones, new urban areas and office buildings. CADIVI is the main unit
supplying power cables for many projects in Ho Chi Minh City. Based on General
Department of Vietnam Customs‘ statistics, the group of electrical wires and cables of
Vietnam exported to dosmetic markets in March 20118 reached $ 140.1 million, up
50.5% over February 2018, total export value of this group in the first quarter of 2018
is 388 million, up 47.0% over the same period in 2017. Vietnam's electrical wire and
cable are mainly exported to China, Korea, Thailand, France, Malaysia.
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Based on the analysis above, electric cable industry is really an interesting market
and attracts a large number of work force.
1.1.2 Overview of CADIVI company
Vietnam Electric Cable Corporation (CADIVI) is established in 1975 as a state-
owned enterprise and specializes in manufacturing various kinds of electric wire and
cable. CADIVI has five factories and two branches, distributing through more than
200 agents in Vietnam. CADIVI is considered as one of the leaders of technology in
wire and cable manufacturing in Vietnam. After several times of rename and
transforms, on August 08, 2018 CADIVI transformed as a Joint-Stock Company. With
more than 40 years of development, CADIVI has owned machinery and equipment
from Europe, USA, and other developing countries in the region and maintained the
business philosophy that ―good quality is the key factor to the development of
CADIVI‖. With the vision of ―being one of the leading electric wire and cable
manufacturers in the Southeast Asian region by 2020‖, CADIVI attempts to produce
more high quality products, increase the revenue, meet more demand and build the
workforce to be union, active, creativity, professional and highly responsible.
CADIVI‘s structure is shown as the chart below:
General meeting of Shareholder
Board of supervisor
Board of management
Board of director
Sale Dept
Finance&
Quality
Manufacturing Accounting
Assurance
Dept Dept
Dept
Eastern Western
Factory Factory
Human
Resources
Dept
Technology
Dept
Figure 1: CADIVI structure
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1.1.3 Sale Department in CADIVI company
With 32 people including 01 manager, 01 assistant manager, 02 deputy
managers, 4 supervisors who have been responsible in agency, tender, exported,
project and 24 employees, sale department have to:
- Be responsible for looking all sales opportunities to sell cables and wires with
the existing and new customers, presenting effectively to the customers regarding the
requested product, keeping contacts with the customers to understand their needs and
requirements, identifying the target budget, classifying different business
opportunities for each customer to plan comfortable target budget or forecast list
- Be one of the key department affecting the success of company.
- 4 supervisors are responsible for exporting area, contributor area, power
corporation and project.
Despite of the important role, high salary and fast staff growth, symptoms of high
turnover rate may be a big worry needed to be concerned to sustain long-lasting
development for sale team in CADIVI.
1.2 Symptoms of problem in Sale Department at CADIVI company: high
turnover rate
This part aims to validate the symptoms of problem in Sale Department through
time series analysis and comparison with other departments in company.
Firstly, according to a human resource report, turnover in Sale Department has a
high rate from 2015 to 2018, especially in first 6 months in 2018, the rate is nearly
38%, as being seen in figure 2 follow:
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40% 37.5%
35%
30%
25.000%
25%
21.4%.
20%
15%
10.34 %
10%
5%
0%
2015 2016 2017 First 6 months 2018
Figure 2: Turnover rate in Sale Department from 2015 to 2018
Year Total employees Turnover Turnover rate
2015 28 6 21.4%
2016 29 3 10.34%
2017 34 8 23.5%
First 6 months in 2018 32 12 37.5%
Table 1: Turnover rate in Sale Department from 2015 to 2018
Comparing with other departments in company, although sale team is the most
important department in the company with various priorities, it had the highest
turnover rate.
Department Total employees Turnover Turnover rate
HR 25 1 4%
Sale 32 12 37.5%
Quality Management Procedure 18 2 11%
Technology 20 2 10%
Table 2: Turnover rate of 4 main departments at CADIVI 6 first months in 2018
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40%
35%
30%
25%
20%
15%
10%
5%
0%
37.50%
11% 10%
4%
HR Sale Quality Management Technology
Procedure
HR Sale Quality Management Procedure Technology
Figure 3: Turnover rate of 4 main departments at CADIVI in 6 first months in
2018
In addition, CADIVI is as the first leading of cable in Vietnam, therefore, it is
important to make sale teams more professional, stronger and create great image in
customer. Thus, sale force would need to have large special concerns. However, in
reality, salesmen at CADIVI tend to quit job than others. It can be threat to company
performance and productivity. News replaced with fewer experiences not only can
negative impact on customer satisfaction but also increase the recruitment and training
cost. Therefore, it is necessary to analyze and find out the cause, then propose solution
to solve the current struggling situation of Sale department at CADIVI.
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CHAPTER II: PROBLEM IDENTIFICATION IN SALE DEPARTMENT
AT CADIVI
2.1 Potential problems in Sale Department
Potential problems in Sale Department are determined through interview and
theoretical framework.
2.2.1 Interview results
To understand the reason of high turnover rate further, interview has been
conducted with three groups below:
The first group including two people who are working at Human Resources
Department at CADIVI company: Mr. Cao Duc Phuong- Recruitment and Training
Specialist, Mrs. Le Huong Giang- Talent Acquisition Specialist.
The second group of three employees who are currently working in sale
department: Ms. Nguyen Thi Hoang Anh, Mr.Nguyen Hoang Vu and Mrs. Nguyen
Thi Thuy Trang.
The third group of three people who left CADIVI and work for another company.
The first one is Mrs. Doan Thi Tuyet Mai, she used to be a salesman at CADIVI. Mr.
Nguyen Nam Cuong who used to work in sale department at 2 different positions:
salesman and sale admin. The last interviewee- Ms. Pham Le Anh Van- who used to
work in exported area.
By the initial interview, there are some dissatisfaction happened among
employees and company due to the higher turnover rate. Choosing these people with
different features for each group will make various perceptions and perspective. The
first group is specialists in HR department, so they understand well about the reason
and problem that makes high turnover rate. The second group is all currently working
in Sale Department but different positions so they can point out the problems and
difficulties when working at sale and marketing department. The third group includes
ex-worker who clearly understood the inside problem in sale team. The last group with
their real experience will gives various viewpoints and make recommend then.
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According to the interview with Mr. Phuong- deputy of HR department, the
higher turnover rate because of higher dissatisfaction about training program for Sale
team, high workload, unclear career path and motivation, conflict between manager
and staffs. Therefore, most of employees do not have enough necessary motivations,
knowledge and skills to be sale to CADIVI. Some salesmen are in charge of looking
for new customers and organizing effective presentation to the customers regarding the
requested products but they do not know how to attract and present to customer. That
reason led to sale team feel difficult to seek new customers. Besides, there are some
differences of opinion between the leader and employees, which made the low
employee satisfaction in team.
Sharing the same perspectives, Mrs. Le Thi Huong Giang stated that, most of
young talent people in sale department feel stress because of being difficult to work
with customers, lost energy to work. Besides, young salesmen feel unclear about their
career path and motivation to contribute, they just do their work by themselves without
mentoring or coaching from manager.
Deeper discovering with Ms. Hoang Anh, who is employee in Sale department, it
was found that she has worked in this department for 6 years with the Economic
background. In her current position, the work procedure, which she has to do, includes
four steps: Seeking customers, attracting and negotiating them, suggesting suitable
price, making contact and maintaining relationship with customers. She felt that she
had a high workload but no have enough skill, understanding about CADVI‘s product
and lost direction. Therefore, it made her meet a large amount of stressful and difficult
to do her job, low satisfaction but her supervisor and sale manager also did not give
her necessary advances, instruction and suitable training program.
Alongside with the same perspectives, Mr. Nguyen Hoang Vu shared that Sale
team was facing the fact that huge number of key salesmen left because of the lack of
energy to work and concentrate, lack motivation to contribute, low productivity, unfair
assign task and sympathy from the manager. He also said that a large of new salesmen
recruited to replace ones but the lack of knowledge about the product and complicated
procedure makes difficult to maintain customer and lower customer satisfaction. This
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confusion made a lot of difficult for sale team to work together and reach the target, they
need time to understand and combine. However, the manager forced the employees to
align to do task without understand their problem and not agree to use any new ways.
Mrs. Mai, who used to work in CADIVI Sale team confirmed that she left
CADIVI because of lack of promotion opportunity and motivation, stress, pressure and
ineffective leadership style. To satisfy the high demand of market, the managers and
supervisors put the higher target without taking more care about the inside problems, it
makes sale team not happy to come work, unclear orientation. She also said that in her
team it did not have any activities to build up relationship or enhance team-work, the
manager just wanted them to focus on working. She felt that it was difficult to share
her feeling and ideas to her manager or supervisor. They just want to put target and
high pressure to have high turnover. She also needs to do many jobs without
understanding about the benefit.
On the other hand, when being asked about current situation in Sale Department,
Mrs. Trang stated that she has to work overtime and sometimes needs to work at home.
She felt stressful and did not have time for herself and her family. According to Mrs.
Trang, the manager did not check the results from employee and usually blame for
them if having the mistake.
Furthermore, according to Mr Cuong, in sale department, there are a large of
unfair assignments between man and woman. The manager usually decided based on
her emotion. In addition, department manager was the one who decide all work in the
department but she he had no initiative to remind, understand her employee‘s demand,
inspiration to push up motivation of team and follows their work. It seems to be the
weak management method to control her department.
Regarding about the high turnover rate, Ms. Pham Le Anh Van shared that there was
also no internal database system, working delegation board, meeting and team building to
make everyone in department know clear about the information. In other hand, sale
manager and supervisors supervised all sections but the work in each section had no
management by person in charge and no record. It is the reason why they could not
remember how many works needed to solved to urge everyone and support sale team
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as soon as possible. It led to the low performance for whole department. Besides, due to
the unattractive salary policy, it makes the salesmen lower efforts and be bored to work.
2.2.2 Initial cause- effect map
Collecting all the information, initial cause – effect map showed as below:
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Poor teamwork activities
Poor Management Conflict between
manager and staff
Lack of Mentoring and coaching
Unfair work assignment
Unattractive salary policy
Long working time
Complicated Procedure
Be confused with the job
Lack of experienced salesman
Lack of clear High workload
information
Difficult to work with customers
Difficult seek new customers
Bad management relationship
Lost energy and
motivation
High Job stress
Low job
performance
Organizational
Symptom
HIGH
TURNOVER
RATE
Figure 4: Initial Cause-Effect map

2.2.3 Theoretical framework
There are many scholar studies regarding about the cause of high turnover rate.
This part outlines some main causes that most of finding stated.
Employee satisfaction impact on turnover rate
Nowadays, employee satisfaction plays an important role for the development of
organization‘s workforce. Employees give more care with their jobs now, greatly
expect to get more satisfaction likely criteria to stay or leave the current company
(1)The lower job satisfaction, the lower commitment to organization. It also affects to
resignation thoughts, job search behaviors and actual turnover (2). Workers most
would like to commit with an organization if they have highest levels of job
satisfaction, while ones who were overwhelmed by demanding work environment will
increase desire to leave(3).
Inverse relationship of leadership on turnover rate
Between, the quality of leader-employee relationship and retention of employee
related significantly(4). Managers impact on employee turnover through meeting
employee job expectations, beliefs, environment, counseling and behaviors(5). It
demonstrates social-cognitive theory of bi-directional influence where, in
organizations, managerial environment bi-directionally influences workers. Leader
who have good skills such as interpersonal communication, listening skill, recognizing
employees, training workers, sympathize and managing job can have positively direct
impact on employee turnover (6).
Training program and development opportunities impact on turnover rate
Employees‘ satisfaction and long-term commitment will be greatly increased if
they are highly trained more (7). The more concern to training content, the more
decreasing turnover risk and time management (8). Besides, the employees can work
effective, believe and commit with the organization if they have a plenty of
development opportunities(9). In contrast, staff will quit the job if the company cut
down training and development plans(10).
The effect of recognition, rewards and salary satisfaction to turnover rate
13

Recognition and reward of workers can significantly affect to employees
retention, reduce stress and raise business effectiveness (11-13). Turnover intention
can be decreased if have an effective recognition and reward systems(14, 15). In
addition, salary levels, salary system, salary structure and salary satisfaction also can
positively impact on employee‘s behavioral satisfaction is often thought to affect
behavior, business commitment and turnover intention (16-18).
Job stress correlation with turnover rate
Job stress can result in poor employee‘s satisfaction which result in reducing
productivity and increasing high job turnover(16, 19). Moreover, job stress and
burnout highly related to decisions as intent or leave company(20).
2.2.4 Updated cause- effect map
According to initial cause effect map and theoretical framework, there can be five
potential problems in Sale Department: Ineffective leadership style, complicated
procedures, unattractive salary policy, low employee satisfaction, lack of information.
They will be shown and generated in the following initial cause – effect map:
14

Bad management relationship
Ineffective
Leadership Low Job Satisfaction style
Poor support from manager Lost energy and
Unfair work assignment
motivation
Unattractive salary policy
Waste of time
Complicated Procedure
Be confused with the job
Lack of experienced High Job stress
salesman
High workload
Lack of clear Low job
information performance
Poor sale skill
Organizational
Symptom
HIGH
TURNOVER
RATE
Figure 5: Updated Cause-Effect Map

2.2 Problem Justification
This section aims to justify the central problem, the existence, the importance and
causes of problem in Sale Department at CADIVI.
2.2.5 Central problem: Ineffective leadership style
This part explores the central problem that makes the high turnover rate in Sale team.
Like being shown in initial cause and effect map and based on the interview results and
other secondary data, a plenty of issues is collected to contribute as the factors of high
turnover rate. Factors like unattractive salary policy and complicated procedure are the
company policy so it is difficult to change or improve if chosen them as central problem. In
other hand, based on the interview result, most of applicant stated that the job stress come
from ineffective leadership style, therefore, if greatly increased the effectiveness of
leadership style, the problem could be solved. Regarding low employees‘ satisfaction, it
needs more time and resources to solve, so it is not suitable to see as central problem. The
problem of ―lack of information‖ mostly comes from the lack of guidance from managers
and supervisors, thus, if improve leadership effectiveness, that problem can be limited.
Moreover, the result of interview showed that ineffective leadership style is the
deeply effective factor which most of people mentioned. Mr. Cuong and Mrs. Mai shared
that they left company because of plenty reasons, but problem about ineffective leadership
style is the key to this issue. From Mrs. Mai‘s perspective, employees did not leave their
company, they left their manager, she stated that her manager did not understand her
feelings and made team feel lack of energy and enthusiasm to work. She did not receive
any support or guide from manager to do well. Similarly, Mr. Cuong shared that the
manager just cared about herself and her feeling without build a good relationship with
employees or give them opportunity to share opinions.
There are numerous previous studies showed that leadership style is the reason for
the choices of employees staying or leaving their job. Effective managerial leadership is
the main reason for employee‘s to decide staying or leaving(21).
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Therefore, the way how managers lead can decide staff‘s retention. (22) “Turnover
experts, both academic and practitioner, have asserted that supervision plays a
meaningful role in employee turnover decisions”. To reach the company target, increase
inspiration and motivate employee, the leader plays as an important role. Besides, with
the highly comparative, retention becomes a big problem that manager need to care,
especially leadership style(23).
Sales manager and supervisors, who are responsible for giving counsel, guiding,
building strategies, encouraging, having far vision, motivating to make salesman feel full
of energy, are greatly contributed and well-performed. It means that leadership behavior
needs to be concerned more. A salesman usually not only faces much pressure from
working, external environment but also needs to be clever to interact inside and outside
the company, deliver and sell products. They also have to collect all data related the
market, gather and analysis competitor‘s characteristic. Besides, nowadays with the fast
development of Internet, it is easier for finding employment information sharing and job
postings, well performing salespeople are in demand and are able easily access other
company. Thus, if the manager can satisfied the staff they can retain the talent.
Salesperson‘s actions, performance, turnover can be effected by sales manager
leadership or the type of leadership behavior, turnover (23-25).The higher addressing on the
leadership skills, the higher maintaining top performing employees in the organizations. It
also helps to attract more other top performers and increase global competition.
In conclude, according the collecting information and analysis above, ineffective
leadership style is highly considered as central problem need to solve in this scope of this
thesis.
2.2.6 Definition of central problem- ineffective leadership style
Leadership is defined as an influence process in which the leader can be delegates or
assign others to reach some specified objective and reach organization goals(26),
maximizes the interests of leader over the interests of the company. Leadership is also the
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ability to give motivation and direction to staff to achieve mutual goals or
display extraordinary performance.(27-29).
Effective leadership styles is the positive way that the leader motivate employees, raise
their morale and make a positive impact on employee and organizational performance to
achieve common goals(30-32) In contrast, ineffective leadership styles are seen to have a
negative impact on individuals and organizational performance; motivations to attain
common goals(33). Ineffective leadership is also a set of negative characteristics or
inadequate capacities in the leadership that make the bad results in effectiveness, ethics,
accomplishment and the staff development, harms an organization in the long term(32).
2.2.7 Justify the existence of problem: ineffective leadership style
This part helps to validate whether ineffective leadership style really likes a central
problem in sale department in CADIVI based on theory inform and interview results.
Theory inform
The ineffective performance management can be showed through increasing
turnover, using false or misleading information, lowing self-esteem, wasting much time
and money, damaged relationships, reducing motivation to perform, increasing burnout
and job dissatisfaction, being difficult to determine demands on managers‘ and
employees‘ resources(34). Ineffective leadership can have two broader dimensions as the
ineffective side and immoral side(35). It means that ineffective leadership can be both
unethical and inefficient.
Effective leaders is the person who had strong character, cared for their employees,
worked hard, and were successful communicators while ineffective leaders had
questionable character, neglected the needs of workers, displayed a poor work ethic, lack
of compassion, lack of training; lack of leadership experiences, education, mentoring,
networking, incorporating and failed to communicate(36).
Quantitative research
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In other hand, semi-structured interviews with closed-ended questionnaires, which is
designed to collect data, will be showed in section 6.1 chapter 6. Four respondents from
Ms. Hoang Anh, Mr. Vu, Mrs. Mai and Mr. Cuong, who joined in the first interview, will
help to prove the existence of ineffective leadership style in Sales Department.
According to Mrs. Mai, she was dissatisfied with her old manager‘s character, skills
and behaviors. She said that there was no good communication between her old leaders
and her. She really felt tired, just followed the assignment without growing up and being
progressive. From perspective of Mr. Cuong, the working environment in sale team
always was stressful and strict due to manager‘s frustration. She always criticized others,
noted most of small things and always shouted. Mr. Vu and Ms. Hoang Anh also had the
same perceptions.
Result of this justification process illustrated that ineffective performance
management does exist in this department.
Based on identifying ineffective leadership style really exists in managers and
supervisors in sale department at CADIVI, this part will help to determine the
consequences which central problem made.
2.2.8 Justify the importance of problem: ineffective leadership style
A large number of consequences has been found from low job performance and
productivity, low customer satisfaction, low profit, higher recruitment and training cost.
The higher turnover rate the higher recruitment and training cost
The high turnover rate can increase the need to recruit, onboard and train new talent as
well as the diminishing productivity because of the time that new employee accustomed; the
rising of work stress for ones who pick up the additional duties during the transition(6).
Managers plans to limit the budget for training to save the cost to bring more profit. However,
in real, it can bring the higher cost to recruit and train for news, waste more time and money
to wait them accustomed with the job responsibility. It not only makes the productivity is
decreasing but also makes the sale team lost market share. The
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organizational costs of turnover can makes the higher actual costs of replacement, short-
term fill-in costs and productivity during the transition(37). The new employee would
require training and time to fully replacing the workload of the original employee,
resulting in additional costs and loss of productivity for the organization as well as
potential consequences to those whom the original employee served.
The higher turnover rate the unhealthier workplace image
The organizations which had a high turnover rate were generally not healthy
workplaces because of the decreasing interpersonal trust negative attitudes in the
workplace and they might not want to contribute to achieve organization goals(38, 39). In
whiles, salesman who working in an organization where have a high level of confidence,
being valued and important part of the organization, come to work with more enthusiasm,
and are happier with their jobs(40).
The lower working satisfaction the lower individual performance and low company
performance
Leadership is generally considered as a source of competitive advantage and need to
invest in developing future leaders. Without effective leadership, productivity, innovation,
and profits will likely suffer. The way in which sales management leadership style can
positively or negatively influence the ability of a sales person to perform at optimum levels.
The leaders of the departments with a great knowledge and skills can enables employees to
take on new challenges, achieve business results, enhance productivity, motivate staff to meet
organizational goal(41, 42). Therefore, sales managers need to find the way to lead personnel
to increase sales performance. Turnover rate has been linked to productivity, employee
retention, quality of work, and strategy for organization(43). The more the employees are
satisfied with their leader, the more efforts they want to contribute for achieving business
objectives, positively effect on the success of the organization(44, 45).
(46) “How a salesperson operates, and to what extent the salesperson is successful,
may depend heavily on the actions of the sales manager”. The better salesman-manager
relationship, the higher trust can have the higher honest of staff to the company. If
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employees are unsatisfied, they usually reduce their contribution and personal commitment,
working together, their improving and easily to conflict each other to gain benefit(47). Thus,
to increase profitability and be success, leaders need give more encouragement, inspiration
and good understanding of the daily cooperation operation to their followers.
When being asked about the consequences of high turnover rate, Ms. Hoang Anh
shared that since Quarter 1/2017, sales decreased in Agency Area (from 3,212 billion
VND in 2016 to 2,707 billion VND in 2017). Besides that, products were higher cost than
other competitions, nearly 30-40%. CADIVI lost some market share, especially exported
area decreased 30% as 2016.
The lower working satisfaction the lower customer satisfaction
If employees are dissatisfied with their leader it will badly effect to behavior, increase
cost, low profits and finally low customers‘ dissatisfaction(48) . In most sales organizations,
sales managers and their teams are responsible for ensuring the success of the organization by
encouraging and facilitating the sale of the organization's goods and services. The bad ability
to perform, greatly affects the company‘s bottom line revenues(49).
According to Mr. Nam, who sometimes buys cable of CADIVI, it took him a long
time to receive reply his problem and clear up his queries. He also needs to wait to have
quotation and technical specification. On the other hand, when being asked current
loyalty customer- Mr. Dan, he showed that although competitor simple the procedures
day by day, CADIVI sale team have a shortage experienced employees and the low
employees‘ productivity.
Besides, based on the result of Customer survey, the rate of customer satisfaction is
significantly decreased.
Page 21

8
7
6
5
4
3
2
1
0
Customer Satisfaction
7 6.7
5.5
5.2
2015 2016 2017 2018
Figure 6: Customer Satisfaction
Page 22

CHAPTER III: CAUSE VALIDATION
3.1 Identification of potential causes
Reasons for the failure of ineffective leadership to achieve desired targets can be
from the poor traits of leaders through poor leader attitude and personality, skills shortage
and poor leader-followers relationship (35).
This section will provide theoretical framework and the result of qualitative research
to strength the status above.
3.1.1 Poor attitude and personality of leaders
Personalities of leaders, which are qualities, dispositions, attribute or features,
assertiveness, persistence, social initiative. Leadership ability can effect daily to
employees, relationship, action, strength and willingness to work with staff, forceful
behavior ( an individual exercising power and authority to push for performance)(50). The
personality traits of the leader decided how they make decisions as well as influence to
their ability to lead and leadership effectiveness. Moderate levels of forceful leadership
behavior are more effective than low and high levels of forceful leadership behavior (51).
According to Ms. Pham Le Anh Van, the manager in Sale Department was usually
quick temper, impatient and uncomfortable. Discussing about this issue, Mr. Nguyen
Nam Cuong said that the manager always decided and did everything by her emotion and
did not listen her staff‘s opinion. In this department, it always had unfair assignment.
In addition, attitude which seem to be a state of mind, feeling, a way of thinking or
behaving, or an opinion of a leader have ability to enable the achievement of goals and
objectives. The knowledge, characteristics and attitudes of the leader can have more
influence to followers and the achievement of common goals and objective (52, 53).
3.1.2 Soft-Skills shortage
Soft skills competency positively impact on leadership effectiveness(54, 55).
Managers with a large of soft skills can positively affect to employees‘ job satisfaction,
Page 23

encourages personal development and displays commitment to a standard (56, 57). In
particular, soft skills help to enhance leadership effectiveness and bring more success in
project coordination and management (58). A project manager can be successful
depending on the motivation and contributions(59).It also can make the effectively self-
managed work teams(60).Team may be successful when leaders have ability to observe,
evaluate exactly present situation of working environment and propose suitable strategy.
“Self-leadership comprises a combination of behavioral and cognitive disciplines
including intrinsic motivation, constructive thinking, and positive perception for
individual success. The three general self-leadership strategies consist of behavior-
focused self-regulation and awareness, seeking out naturally enjoyable and rewarding
work, and creating constructive thinking through positive mental imagery and self-talk.
Self-talk is a powerful way of enabling one to change the way one thinks and feels and to
take charge of one’s own emotions and actions”(61, 62)
Good leader is the person who can assign mission to right people, think outside the
box, encourage staff to complete common goal. He also can fulfill intrinsic staff needs,
such as: reward, friendliness, camaraderie, respect, trust, supportiveness, and recognition
need to complete. When being a top performer simply means fitting in or surviving long
enough for the leader to rotate to another assignment, the desire to think outside of the
box. Good leaders know it takes dedicated employees to complete the organization‘s
mission (63). Leaders also know that to motivate employees, they need to fulfill their
(64).When being asked about soft-skill training, most of attendance stated that from
supervisors to the manager lack of soft-skill, they are really not have ability to motivate,
encourage employees. They also cannot propose clear strategy for team, communicate
with staff and enhance teamwork spirit in team.
3.1.3 Poor leader-follower relationship
Leader-follower relationship play an important role to help leader develop their skills as
well as enhancing followers‘ ability to reach the goals (60). The higher quality relationships
can make the higher organizational results such as company performance, job
Page 24

satisfaction and low turnover ratios (65). The knowledge of the important role of leader-
follower relationships may support leaders to propose organization‘s strategy, inspire
followers through strengthening those dynamics, extent people feel cared about and
supported, people will go to extremes to help those who help them (66).
In this term, Mrs. Mai shared that she did not have a good relationship with her
manager. She felt tired, loss energy, stressful because of working style of the manager.
Agreed with Mrs. Mai, Mr. Cuong stated that he could not share anything with manager
and supervisors. They also did not guide and support him in his job.
Higher quality relationships between leaders and followers are advantageous which
based upon a positive dyadic interaction built between leader and follower over time. The
leader-follower relationship evolves from contractual to mutually beneficial. The goal is
to develop and maintain high quality, mature relationships that will be beneficial at the
dyad level, the team level and the organizational level (67).
3.2 Final cause-effect map
Based on above analysis, final cause-effect is presented as below:
Page 25

Potential Cause
3.1
3.2
Poor
3.Personality3 of
3.4 leader
3.5
Soft- Skill
shortage
Poor leader-
followers
relationship
appendix
3.6
Central Problem
Ineffective
leadership style
Organization Symptoms
High turnover
rate
Validated Consequences
Low job
performance
Low Customer
dissatisfaction
Low Productivity
Figure 7: Final Cause-Effect map
3.3 Causes validation of real problem: ineffective leadership style
Based on the previous part, there are many causes that make the ineffective leadership
style. Using theoretical frame combine with in-depth interview result to the same respondent,
this section will be validated the main causes in Sale department of CADIVI.
Poor leader-followers relationship
A good relationship between leader and member can have great impact on
organizational commitment, job satisfaction, absenteeism and turnover, job performance,
Page 26

empowerment, career progress, promotion opportunities and organizational support.(73)
(74)
Leadership soft-skill shortage
Great leader is the person who has ability to use talent and allocate assignment to
properly people. It requires leader need to have leadership skill to organize resources,
encourage staff be willing to follow, be responsible to complete their task efficiently(75).
Leader skills include facilitation of learning, knowledge development, engagement skill,
coaching skills or communication skills to maintain workforce.
(76) ―There are four styles of leadership: supportive leadership, a supportive
leader creates a friendly work environment by considering the needs of his/her follower
and showing concern for their welfare; directive leadership, a directive leader lets
followers know what specific work needs to be done and at what specific times, directive
leaders provide schedules, guidance and rewards as incentive to get tasks accomplished;
participative leadership, a participative leader takes the ideas and recommendation of
followers into account when making organizational decisions; and achievement oriented
leadership, an achievement oriented leader demonstrates the ability to accomplish
complex tasks by setting high standards and challenging goals for his followers both in
work and in self-improvement.”
Poor attitude and personality of leaders
It is original nature of people. Therefore, it is not easy to change, it just improve
through soft-skill training.
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CHAPTER IV: SOLUTION ANALYSIS
According to Ms. Hoang Anh that sale department need to spend more time to
discuss, listen feedback to understand others problems. It also helps manager understand
more their employees not just focus on daily tasks, small mistakes. And it is also critical
to enhance teamwork spirit by celebrating more teambuilding activities.
Therefore, there are two solutions to improve that central problem in sale department.
4.1 Theoretical framework
Enhancing communication between leader and followers
Communication is one of the important elements to enhance leadership relationship.
Through communicating with employees, leaders can make employees build trust and feel
the leader‘s care(77). Besides, the leaders who concern more about the importance of
employee‘s feedback, guide and provide useful information to staff immediately can make
employees feel like they are a part of the organization(78). Then, they can want to give
more contribution to achieve the goal. Leaders can use tools such as surveys or suggestion
boxes to obtain employee feedback or encourage employee voice and share their opinions
(79). It is a good method to create a vision to inspire employees, gives them an
opportunity to express their wants and needs. The higher understand and guidance from
leader, the lower turnover rate and great change for a better. In addition, teamwork
activities can influence on the performance of the employees and the leadership
relationship(80).Team building activities can help teams to develop skills such as: identify
the full problem‘s dimensions; predict alternative possibilities; have openly different
sharing, views and concern and enhance relationship of team.(81)
Increasing soft-skill training for leaders
―Leaders would be successful if they displayed the following competencies: effective,
open, honest communication, previous knowledge of job function, organizational and project
planning skills, empathy/caring for team members, good listening skills, a focus on
motivating the team, time-management skills, goal oriented, and a passion that was
Page 28

infectious and the ability to convey that passion to other team members‖(82). Therefore,
giving training courses emphasize learning experiences, discovery questions to stimulate
thinking, and a self-testing approach can guide and help leader to master in soft- skills.
Besides, using Knowledge for Leaders (KFL) tool can appropriately testing
performance skills in tasks before and after training designed as well as define the skills
which are lack in leader performance. The KFL includes 120-item questionnaire pretest
and post-test assessment tools, which measured six leadership skills: coaching and
counseling, communicating effectively, influencing and negotiating, managing change,
setting goals and standards, and managing conflict. (83) The question in this KFL report
would based criteria-based training (the training differs from other kinds of training,
measures leadership in specific performance skills areas selected as those needed by high-
performing leaders. The training program is given, included six domains: managing
change, communicating effectively, setting goals and standards, coaching and counseling,
influencing and negotiating, and managing conflict) to have effective results. (84)
Through KFL assessment, HR specialist can understand leadership needs, design
criterion-based training, evaluate training as well as determine suitable method to have
best leader performance. In term of increasing soft skill training for leaders, video training
(leadership training, which provide a wide array of valuable resources), laboratory
training, intergroup training, coverdale training ( build a system where trainee can learn
from actual experience) would be used to have great effectiveness.
4.2 Short-term solution: Improving leader-follower relationship
Firstly, it is important to reschedule time to set fix time for weekly internal meeting. It
is suitable time for being face to face, increasing engagement, reviewing what and how job
have done all week, giving feedbacks in time, exchanging opinions to improving skills,
enhancing internal communication and supporting in need. In each meeting, the manager also
clearly identifies the role and responsibility of individual with each project or weekly goal.
Secondly, to improve relationship between leaders and team as enhancing teamwork spirit, it
is necessary to have more outdoor activities and teambuilding. By reinforced
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leader-employees relationship, employees will not only have more motivation to
contributing for business success but also help employees feel more comfortable to share
opinions and exchange ideas with leaders.
The better leader-follower relationship, the higher satisfaction of followers.
Therefore, they would be willing to put more extra effort to increase the quality and the
quantity of their performance (85). It means that leader-follower relationship can affect to
employer satisfaction, retention, loyalty, commitment and individual performance.
Besides, leader-follower relationships can influence to the ability, contribution of the staff
to achieve common goals and develop leadership skills. (86)The high-quality
relationships can help leader shape exactly organization strategy as well as greatly
improve organizational results such as company performance, job satisfaction and
especially reduced turnover ratios.(87, 88)
Thirdly, manager need to create working environment based on mutual goal setting,
sharing and supporting, not just receiving request and adhering from top to down.
In other hand, in each team, supervisors need to build mutual goal and team spirit
to motivate team contribute ideas and efforts. They also need to spend more time caring
and understanding salesmen‘s desire.
With building up this short-term solution, the benefit and cost like analysis below.
Benefit
- It can make manager and employees get closely, increase engagement
among salesmen.
- Staff can have opportunity to share idea, difficulty, learn and gain
experience together and from the manager.
- It can give employees great chance to perform their better.
- Managers not only can have more time to care and understand their staff but
also give feedback in time to enhance team effective.
- Giving staff opportunity to share their perception, accept or refuse assignment
immediately and creating openness and comfort atmosphere in sale team.
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- Through weekly meeting, manager also can have clearly seeing for proposing
and assigning the potential supervise and choosing appropriate position define the role.
- Have good chance for manager adjust management method and
supervising suitable
- Enhancing employee satisfaction and rising sale team performance
Cost
- The cost include team building activities and other social group activities
No Item Amount
1 Team building activities 5,000,000
2 Transportation 7,000,000
3 Accommodation and food 16,000,000
4 Other social activities 3,000,000
Total 31,000,000
4.3 Long-term solution: Solution for training, emphasizing soft skill and
enhancing leader relationship
Besides internal meeting and team building activities like short-term solution, Human
Resources Department will work with Sales Department to give more training issues to
improve soft-skill and working performance of manager, supervisor and salesmen.
Especially, according to Mr. Phuong, in sale department, because of the high pressure and
volume of work, managers and supervisors rarely join some soft-skill training issues. They
just updated new products, policy. It is also crucial to set up common box mail for managers
and supervisor can get daily feedback and respond as soon as possible to staff.
Discussing with Ms. Giang, benefit and cost analysis like below:
Benefit: Besides some benefit like short-term solution, long-term benefit can give:
- This comprehensive solution can improve lack of soft-skill training and leader-
employee relationship issue
- Managers and supervisors can enhance their management skill from practical and
Page 31

manager from other company
- Give more opportunity for potential leader to perform themselves, learn
and practice soft-skill
- Bring many interesting chance and challenges for leaders in sale team to
improve themselves and add value to business success.
- Promote personal well-being and minimize work pressures.
- Get manager and staff closely.
- Promote and sustain relationship for long term.
- Save cost for recruiting and training new salesmen: nearly 20 million VND per
year.
- Increase revenue: minimum at 5% per year ( nearly 350 billion VND)
Cost:
The entire cost consists of teambuilding activities, training fee (include internal and
external training in 2 years)
No Item Amount
1 Team building activities 10,000,000
2 Transportation 14,000,000
3 Accommodation and food 32,000,000
4 Other activities 3,000,000
5 Internal Training fee 20.000.000
6 External Training fee 50.000.000
7 Extra fee 8.000.000
8 Tea break 10.000.000
Total 147,000,000
4.4 Solution Comparison: short-term solution and long-term solution
The comparison between short term and long-term solution:
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Design requirements Short-term solution Long-term solution
Functional requirements This solution can help sale This solution can help sale
department to solve the department to solve the
central problem by central problem, give more
increasing leadership benefit than the cost
effective, increasing expensed, enhanced
communication and leadership skill for
connection between leaders manager and supervisor in
and followers. Sale team
Boundary condition It needs to comply with It needs to comply with
legal requirements, legal requirements,
company policies and be company policies and be
comfortable with company comfortable with company
culture culture
User requirements Sale manager has Deputy Director Sale
responsible to combine manager has responsible to
with HR team to build combine with HR team to
teambuilding activities. build teambuilding
They also need to build activities. They also need
penalties for who break to build penalties for who
regulation. break regulation. Manager
and supervisors need time
to accustom and apply
penalty regulation.
Design restriction Time run for this project no Time run for this project no
more than 1 year and the more than 2 years and the
turnover rate can improve turnover rate can improve
Page 33

CHAPTER V: SELECTED SOLUTION AND CHANGING PLAN
Based on the situation and benefit-cost analysis, long-term solution was better and
more detailed and action plan would be shown in this chapter.
5.1 Selected long-term solution
With the high demand from cable market and great competition, reduce turnover rate
and increase job performance become the most important issues that CADIVI, especially sale
team need to concern. By changing the present relationship between manager and staff, not
only increase job satisfaction but also increase productivity of sale team. Besides, it can give
managers opportunity to look back themselves and find out the better and more suitable way
for management and encouraging their staff. In addition, salesmen also can have chance to
share their opinion, understand their supervisor and manager through active raising their
voice and do job by creative ways. It means that leadership style can change from supervisor
to manager in sale team and thus, more great contribution can replace stress or high turnover
rate. Training issues can develop management skill for long-term and maintain leader-
follower relationship. Trait and leader personality are also training topic. In sum, long-term
solution should be better for selecting.
5.2 Details plan for long-term solution
To make this solution be successful, sale manager need to cooperate with human
resource build plan, follow up, check and evaluate.
5.2.1 Criterion set of this plan:
- Time to take is no more than 2 years
- It must have strong combination between sale department and human resources
- Internal meeting and face-to-face discussion will celebrate every week.
- Internal training will celebrate quarterly and external training will celebrated after
6 months.
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- After first 6 months launched this project, management relationship will be
improved and after 1 year, result of evaluation salesmen ‗satisfaction need to change
about leadership effective. The result of KFL assessments also significantly improved.
- The managers and supervisors who join this training course need to commit work
at CADIVI at least 5 years, if they move or leave CADIVI, they need to pay full of the
training cost.
5.2.2 Action plan
- Step 1: HR team issues KFL assessment form to deputy director and sale
manager to evaluate sale manager and supervisors in sale department. It also concluded
their proposition to improve problem and contribute for new plan. In this step, HR also
carry out evaluation form to salesmen to find out their opinions about leadership issues
in sale team and their comment to change present sale department system. This step
takes no more 3 weeks to collect and gather.
- Step 2: Based on the result from step 1 and Criterion-based Leadership Training,
sale manager and HR team will list some issues need to have in training section and
then selected some important topic need to train first.
- Step 3: HR team prepare proposal to present General Director and Board of
Management to examine and evaluate.
- Step 4: Find the suitable internal and external trainers. Besides, HR team will
work with sale manager to build teambuilding activities plan.
- Step 5: Do training and teambuilding. After each training section, test, self-
assessment, KFL assessment and cross-evaluation need to use to evaluate training
effective and the result will affect individual KPI monthly report. Individual who
join training course also need to do report after each training course and give
feedback immediately.
- Step 6: HR team summarize the training result to board of management after
each training period.
The 1st
6 months detailed action plan will be shown below:
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Time Activities Responsible Supervisor
Team
01/01/2019- - Carry out KFL assessment form to HR team HR director
21/01/2019 evaluate sale manager and supervisors
- Carry out evaluation form to salesman
- Collecting opinions and idea to
contribute for new plan
22/01/2019- - Analyzing and collecting information HR team Sale
31/01/2019 to list training issues and some manager
important topic.
01/02/2019- - Prepare proposal and project to sale HR team Sale
11/02/2019 manager to give opinion. Manager
- Present to HR director and General
Director to give approved
12/02/2019- - Build training plan HR team HR Director
10/03/2019 - Select internal trainers and Sale
- Look for and select suitable external Manager
trainer.
- Build team building plan
- Look for and select suitable place and
organization for team building
activities
11/03/2019- - Internal trainers build training HR team HR Director
31/03/2019 program. and Sale
- Check external training program. Manager
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- Check program, place and time for
team building activities
- Compose detailed content, time and
place for training and team building
activities
01/04/2019- - Internal training for supervisors and Internal HR Director
30/04/2019 sale manager trainer and Sale
- Internal training for employee Manager
01/05/2019- Prepare and do teambuilding activities HR team
31/05/2019
01/06/2019- - Supervisors and sale manager join HR team HR Director
30/06/2019 external training about soft-skill for
top level management
- External training for staff to improve
their communication skill
Middle of July - Have test, survey and KFL HR team HR Director
2019 assessment to evaluate effective of
training program at first stage
If the evaluation of this plan has a good result and the leadership effectiveness
can improve, the training process will continue within 2 years.
5.2.3 Cost-benefit analysis of this comprehension plan
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Costs Benefits
Qualitative Time consuming ( about 2 - Increasing job satisfaction
years) - Decreasing turnover rate
- Strengthen commitment and
contribution
- Build trust and enhance
teamwork spirit
- Increasing leadership
effectiveness
Quantitative Approximate 147 million - Increasing team productivity
for training cost and and performance.
teamwork activities in 2
- Save the cost for recruiting
years. and training news replaced ( nearly
20 million per year)
- Increasing customer
satisfaction
- Increasing annual revenue 5%
(nearly 350 billion VND per year )
5.3 Changing plan
During time to conducting action plan, there may have some challenges can affect to
procedure, such as: conflicts about understanding and opinion, time arrangement, working
pressure, lack of willingness to change… Besides, some other department or managers may
oppose this plan or feel wasting time and money and do not have just on effective of this
innovation. Therefore, it is important to have internal meeting before conduct this plan with
Board of Management to discuss and unify the best method to do. In addition, HR department
also issue regulation and penalty for every individual, who destroy or break
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team spirit or plan procedure. Increasing all salesmen‘ awareness about the significant
of this plan also can make successful.
Communication plan will be conducted as table below.
Time Activities Responsible Supervisor
Team
01/01/2019- HR team coordinates with Sale HR team Sale Manager
07/01/2019 Manager to present and
popularize the importance and
necessity of this plan to
salesmen.
08/01/2019- Organize Internal meeting with HR team General Director
16/01/2019 Board of Management to Board of
propose and present about the Management
idea and plan of this project to
make every managers
understand clear about it.
17/01/2019- - All managers organize HR team Board of
25/01/2019 internal meeting to declare this Management
project
- HR team gives announcement
all company
26/01/2019- Finalize and evaluate the HR team Deputy Director
31/01/2019 effectiveness of
communication plan
Page 39

CHAPTER VI: SUPPORTING INFORMATION
This chapter aims to give some supporting information use to justify central problem
and crucial cause.
6.1 Questionnaire development to justify central problem
Effective leaders is the person who had strong character, cared for their employees,
worked hard, and were successful communicators while ineffective leaders had
questionable character, neglected the needs of workers, displayed a poor work ethic, lack
of compassion, lack of training; lack of leadership experiences, education, mentoring,
networking, incorporating and failed to communicate. A list of questionnaire was
developed to determine the existence of central problem (34).
Consideration behaviors are described as human-oriented or relationship behaviors,
such as: friendliness, camaraderie, respect, trust, representation of subordinate interests,
supportiveness, rapport, communication and personal liking they are generally regarded
as desirable behaviors (89)
Examples of initiating of structure behaviors are: organizing work, planning,
coordinating, problem-solving, discipline, giving structure to work content, defining roles
and responsibilities, and scheduling work activities. For example, leaders with high
initiating of structure behaviors play active roles in directing every-day activities and
common tasks.
Question
Do you feel that the leader you are evaluating has time to deal with the everyday
business of their employees (i.e. camaraderie, group membership, career interests, conflict
resolution)?
Do you feel that the leader you are evaluating is actively engaged in making sure
that employee interests are satisfied?
Do your managers define clearly your role and responsibility?
Page 40

Do your leaders arrange time for your team to have some outside activities?
Do your leaders give you advances, guide or motivation?
6.2 Questionnaire development to justify causes
6.2.1 Poor leader attitude and personality
Attitude, strength, willingness to work with staff, forceful behavior, the personality
traits of the leader decided how the leader influence to their staff and leadership
effectiveness. Based on these elements, a list of questionnaire was designed for
interviewers.
Do the attitude and personality of the leader affect salesmen‘s satisfaction?
Do your leaders have positive influence to staff‘s emotion and feeling?
Give examples
6.2.2 Skills shortage
Like analysis about the importance of soft-skill to successful leaders, a good leader
is the person who can make intrinsic motivation, constructive thinking, positive
perception. They can also can have ability to seek enjoyment, reward work, positive self-
talk, assign mission to right people, think outside the box, encourage staff, propose clear
strategy for team, communicate with staff and enhance teamwork spirit in team. Based on
this analysis, questionnaire was designed to get information from interviews.
How important of soft-skills training to leadership effectiveness?
Does it have some soft-skill training for leader in sale team?
What topic do leaders need to be trained to improve?
6.2.3 Leader-followers relationship
Trust, take care staff, rapport, understanding, empathy can be listed as
characteristics of leader-follower. Based on these elements, questionnaire was designed to
collect information from respondents.
Page 41

Is there any rapport between salesmen and leaders?
How importance of these element influence to leadership effectiveness?
Do your leaders give you motivation to contribute and devote for working?
6.2.4 Gender-leader
As mentioned in analysis above, it might have some differences about leadership
style between male and female: emotion, feeling, caring, decision method and inspiration.
A list of questionnaire below was designed based on these differences.
How does gender difference leadership in sale team?
Is there any difference between male and female leaders in your department?
Page 42

APPENDIX
This part aims to record all interviews conducted to clarify scope of this thesis. To understand the
reason of high turnover rate further, interview has been conducted with 3 groups below:
The first interview divided 3 groups with 8 respondents from HR team, ex-salesmen, current
salesmen to find out the problem and current situation in sale team. The respondents are: Mr. Cao Duc
Phuong, Mrs. Le Huong Giang, Ms. Nguyen Thi Hoang Anh, Mr.Nguyen Hoang Vu, Mrs. Nguyen Thi
Thuy Trang, Mrs. Doan Thi Tuyet Mai, Mr. Nguyen Nam Cuong, Ms. Pham Le Anh Van.
The second interview was conducted to justify the central problem and main cause, and then
propose some solution to improve current situation in sale department. The second interview just have 4
respondents in 2 groups: Group 1 who currently work as salesmen at CADIVI ( Ms Hoang Anh, Mr.
Hoang Vu) and group 2 who used to work at CADIVI sale department ( Ms. Tuyet Mai, Mr. Nam Cuong).

Respondent 1: The1st
interview with Mr. Cao Duc Phuong

Q1: Hello, my name is Thu Hang and now I am currently working on my graduation thesis. May we
talk around 30 minutes?
Mr. Phuong: Okie. Fine
Q2: How long have you been working in CADIVI? At one position or change many positions? How
long have you worked at each position?
Mr. Phuong: I have worked here for 8 years from C&B specialist to Training specialist of HR
department.
Q3: Can you tell me your feeling when working here?
Mr. Phuong: Actually, I enjoy the working environment and colleagues in here.
Q4: I see that recently a large of employee in sale department quit job? What do you think about this
problem?
Mr. Phuong: Yes, in 6 first months in 2018, employee turnover rate in Sale Department is nearly
38%. I think it is an important problem and need to give more concern because sale team plays a critical
role in our company. A large of salesmen quit the job can impact on sale performance and productivity.
Q5: Have you interacted a lot with your team?
Mr. Phuong: Yes, I need to value the effectiveness of this team and training demand.
Q6: What is the reason that many salesmen quit job and leave company?
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Mr. Phuong: The higher turnover rate because of higher dissatisfaction about training program for
Sale team, high workload, unclear career path and motivation, conflict between manager and staff.
Therefore, most of employees do not have enough necessarily motivations, knowledge and skills to work.
Some salesmen is in charge of looking for new customers and organizing effective presentation to the
customers regarding the requested product and service but they do not know how to attract and present to
customer. That reason led to sale team feel difficult to seek new customers and be stressful. Besides, there
are some differences of opinion between the leader and employees, which made the low employee
satisfaction in team.
Q8: What is the major reason?
Mr. Phuong: Most of them said that they left company because of dissatisfaction with manager.
Q9: What do you think about the reason of dissatisfaction about training program?
Mr. Phuong: I knew about it and I suggested with the manager of sale department to propose some
staff to join skill training. But she said that they cannot arrange time to join it and she can guide and
support them to develop it.
Q10: How does turnover rate affect CADIVI efficiency and customer?
Mr Phuong: Honest to say, I saw that it makes the recruitment cost is higher and we need spent more
budge for training new ones. Besides, it also makes impact on sale performance and worker satisfaction in
sale team.
Q11: Thank you for your sharing.

Respondent 2: The interview with Mrs. Le Thi Huong Giang, 1st
interview

Mrs. Giang: My pleasure.
Q2: How long have you been working in CADIVI? At 1 position or change many positions? How
long have you worked at each position?
Mrs. Giang: I have worked here for 3 years as a Tallent Acquisition Specialist
Q3: Mostly working with young talent, what do you think about them?
Mrs. Giang: Actually, they are so young, active and dynamic with full of energy. With the
development of 4.0 technology, they can bring the new wind for company.
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Q4: Sale Department is one of most important team at CADIVI. What can you observe as current
human resources problem in Sale department?
Mrs. Giang: The human report of 6 first months 2018 showed that huge number of young person
leave sale team. Most of them moved to competitors.
Q5: What can be the reasons for that moving?
Mrs. Giang: Actually, they feel stress because of being difficult to work with customers, lost energy
to work. Besides, young salesman feel unclear about their career path and motivation to contribute, they
just do their work by themselves without mentoring or coaching from manager. And final, they are too
young to have many new interested opportunities.
Mrs. Giang: I think it have some problem about communication between managers and staff.
Q9: What can you suggest to limit the current situation in sale department?
Mrs. Giang: Increasing face-to-face meeting to enhance leaders-followers relationship. Leaders
should take more care and listen more to understand employees and give them chances to develop as well
as perform their strength.
Q10: How does turnover rate affect CADIVI efficiency and customer?
Mrs. Giang: It makes training and recruitment cost are higher and lower productivity. Because
it needs time to be waited news acquainted with the job and complicated products.

Respondent 3: The interview with Mrs. Doan Thi Tuyet Mai, 1st
interview

Q1: Hello, my name is Thu Hang and now I am currently working on my graduation thesis. May
we talk around 30 minutes?
Mrs. Mai: Of course. I am pleasure to discuss with you.
Q2: Can you introduce little about yourself? What is your current job?
Mrs. Mai: My full name is Doan Thi Tuyet Mai. Now I worked as a Commercial Speacialist in
ABC Bakery.
Q3: Did you use to work as Sale Department in CADIVI and which was your position?
Mrs. Mai: Yes, I used to work there as a salesman for 4 years.
Page 45

Q4: How was your feeling when you worked at there?
Mrs. Mai: Actually, I really like my colleagues at CADIVI and it is near my home. I learned many
things at there.
Q5: So, what was the reason why you left your job at CADIVI?
Mrs. Mai: I left it because of lack of promotion opportunity and motivation, stress, pressure and
ineffective leadership style. To satisfy the high demand of market, the manager put the higher target
without taking more care about the inside problems, it made sale team not happy to come work, unclear
orientation. Besides, in my team, it did not have any activities to build up relationship or enhance
teamwork, the manager just wanted us to focus on working. In addition, I could not share my feeling and
ideas to my manager. I also need to do many jobs without understanding about the benefit
I left company because of plenty reasons, but the main reason is because of my manager. I really
was dissatisfied with my ex-manager‘s character, skills and behaviors. There was no good communication
between my old boss and me. I really felt tired, just followed the assignment without growing up and
being progress. In my opinion, employees did not leave their company, they left their manager. My ex-
manager did not understand my feelings and made team feel lack of energy and enthusiasm to work. I also
did not receive any support or guide from manager to do well.
Q7: What is about your job now?
Mrs. Mai: Oh, it is very good. My manager is too young to make the funny and comfortable
working environment for employees to discuss. I really enjoy working here.
Q8: Thank you very much for your responses. Wish you having a good job in your new company.
Mrs. Mai: Thank you

Respondent 3: The interview with Mrs. Doan Thi Tuyet Mai, 2nd
interview

Q1: Hi again, can we continue to discuss our last topic.
Mrs. Mai: Okie.
Q2: You said that you quit job because of your manager, do they have enough leadership
experiences and compassion with employee?
Mrs. Mai: I think not. Because when I had some family matter, I was off the job but she did not agree
because she had me some important thing done in that day. And it was not one time, she usually did not
Page 46

sympathize for me and my colleagues like that. I felt uncomfortable when working with the
bad environment like that. And certainly, I could not want to work or perform as the best.
Q3: What about her manager performance? Did you see her very intelligence and good at
education? Did you feel that the leader has time to deal with the everyday business of their employees (i.e.
camaraderie, group membership, career interests, conflict resolution)?
Mrs. Mai: I did not see it. She was greatly conservative and did not want to hear our ideas. I also did
not receive any supporting from her. When something happen, she always blamed for us first and just
shouted as loud as she could.
Q4: Did your leaders have positive influence to staff‘s emotion and feeling?
Mrs. Mai: I think not really, because almost time my boss made us so stressful.
Q5: Is the attitude and personality of the leader affect salesmen‘s satisfaction?
Mrs. Mai: Yes, because we take much time at work, so leaders really make impacts on salesmen
performances. Especially, attitude and personality of manager can affect directly to satisfaction of the
staff. For example, if leaders just notice mistakes and blame for salesmen, they cannot feel happy and full
of energy for working.
Q6: Did she mentor and give you advance when you have problems? What is about giving feedback?
Dis they usually give feedback for you?
Mrs. Mai: Never
Q7: Did your managers define clearly your role and responsibility?
Mrs. Mai: Completely not.
Q8: For you, how importance of soft-skills training to leadership effectiveness?
Mrs. Mai: I think it is very necessary, because it can make leaders improve their skill to manage
effectively, such as: communication skill, job assignment, listen and empathize employees‘ feeling.
Q9: Did the company provide soft-skill training for manager and supervisor in sale team?
Mrs. Mai: Actually, in term of listening and understanding skills, I saw no training. In CADIVI,
it seems just focus on product knowledge and procedure.
Q10: What topic did leaders need to be trained to improve?
Mrs. Mai: Like I talked before, I think that leaders need to be trained more about
communication, listening skill and giving motivation for staff.
Page 47

Q11: Is there any rapport between salesmen and leaders?
Mrs. Mai: I am regret that just focused on job.
Q12: How importance of these element influence to leadership effectiveness?
Mrs. Mai: In my opinion, I think it can improve a lot, especially leadership relationship and
employee satisfaction. Employees will believe that they are highly respected and treasured, so they are
willing to share opinions and contribute for company performance.
Q13: Did your leaders give you motivation to contribute and devote for working?
Mrs. Mai: I saw not.
Q14: Did your leaders arrange time for your team to have some outside activities to enhance? Did
the leader be actively engaged in making sure that employee interests are satisfied?
Mrs. Mai: No, we have not done it yet. We just focused on working and work all times. Everyone is
tired and so busy with job, managers and supervisors could not spend time for sharing and understanding.
I felt extremely tired. Therefore, I did not want to go to work or perform as well as I could.
Q15: Did your manager trust you and give you many opportunities to show strength?
Mrs. Mai: Absolutely not. I just followed her.
Q16: Did you receive any care from your boss? Did you have a good relationship with them?
Mrs. Mai: As I said before, I quit my job because the relationship with my managers. They just
cared about themselves and the result of working. Supervisors and managers just pushed target, which
could make employees more stressful, high pressure. They are really hard to get closer.
Q17: Is there any difference between male and female leaders in your department?
Mrs. Mai: I think just a little. Male managers usually managed and had decision with less their
feeling than female managers. They would be more powerful and friendly.
Mrs. Mai: You are welcome.

Respondent 4: The interview with Mr. Nguyen Nam Cuong, 1st
interview

Mr. Cuong: Of course. You are welcome.
Page 48

Mr. Cuong: My full name is Nguyen Nam Cuong. And now I worked in Quality Assurance
Department at CADIVI.
Q3: Did you use to work as Sale Department in CADIVI and which was your position?
Mr. Cuong: That‘s right. I worked in Sale Department for 6 years before moving Quality Assurance
Department.
Q4: How was your feeling when you worked at there?
Mr.Cuong: I like my colleagues so much. But, my ex-manager is quite dictatorial. She just cared about
herself and her feeling without building a good relationship with employees or giving us opportunity to share
opinions. I really felt tired and restrictive so I did not want to contribute more for my working.
Q5: So, what was the reason why you moved to Quality Assurance Department?
Mr. Cuong: I felt not clearly for my career path and was not creative to do for my way. I worked in
Sale Department from salesman to sale admin so I can deeply understood the inside problem in this
department. There are a lot of unfair assignments between man and woman. The manager usually decided
based on her emotion. In addition, department manager was the one who supervises the work in the
department but she he had no initiative to remind, understand her employee‘s demand, inspiration to push
up motivation of team and follows their work. I tried to complete as well as I can all my assignment but I
received nothing. I felt that my managers did not like me. My managers and supervisor just cared and got
promotion for staff who knows to flatter them.
Mr. Cuong: The main reason is the weak management method to control department. The working
environment in sale team always was stressful and strict due to manager‘s frustration. My direct boss
always criticizes others, noted most of small things and shouted me and others. Most supervisors also
liked that, it made the working environment very stressful. Can you imagine that we need to attend a long
meeting with full of criticism and shouting?
Q7: What is about your job now?
Mr.Cuong: Honestly, I am very satisfied with my current job. My new boss is very friendly,
sympathize, funny and comfortable. He always spends one hour at the final working day of week to listen
and discuss with staff about our job during week. He also gives me support or advances when I get stuff.
Q8: Thank you very much for your responses. Wish you have a good job in your new company.
Page 49

Mr.Cuong: Thank you

Respondent 4: The interview with Nguyen Nam Cuong, the 2nd
interview

Q1: Hi again, can we continue to discuss our last topic.
Mr. Cuong: My pleasure
Q2: You said that you quit job because of weak management method, does your managers
and supervisors have enough leadership experiences and compassion with employee?
Mr. Cuong: I think no. Especially my direct manager, she always assigned not fair between different
staff.
Q3: What about her performance? Did you see her very intelligence and good at education? Did
she mentor and give you advance when you have problems?
Mr. Cuong: No. She just screamed and criticized us to improve. She always made us feel tired and
stressful.
Q4: Did your leaders have positive influence to staff‘s emotion and feeling?
Mr. Cuong: I could not see this. I rarely feel happy when working at there. Their emotion can
impact on their action and decision.
Q5: Is the attitude and personality of the leader affect salesman‘s satisfaction?
Mr. Cuong: Yes for sure. I think it have a great affect.
Q6: Did she mentor and give you advance when you have problems? What is about giving feedback?
Dis they usually give feedback for you?
Mr. Cuong: No. Although I tried to share my opinion and my feeling, they did not listen anything
and just validated me as bad performance. My direct boss also blamed me if I had any mistake.
Q7: For you, how importance of soft-skills training to leadership effectiveness?
Mr. Cuong: I think it is very important. It is more efficient if sale team can have combining soft-skill
training and teamwork activities.
Q8: You said about teamwork. Did your leaders arrange time for your team to have some outside
activities to enhance? Did the leader be actively engaged in making sure that employee interests are
satisfied?
Mr. Cuong: With the enormous amount of work, salesmen need to do a large of work without time to
relax or teamwork to enhance team spirit. We came to company just work and work.
Page 50

Q9: Is there any rapport between salesmen and leaders? Did your leaders give you motivation to
contribute and devote for working?
Mr. Cuong: Not all time. They cannot time spend time for sharing and understanding.
Q10: Did your manager trust you and give you many opportunities to show strength?
Mr. Cuong: No, of course. She did not like me anymore.
Q11: Did you receive any care from your boss? Did you have a good relationship with them?
Mr. Cuong: No, I just did my working by myself without any guide or supporting from my manager.
We rarely have informal talk to share. I didn‘t feel comfortable to work with them.
Q12: In your opinion, what sale manager and supervisors need to improve?
Mr. Cuong: For the problem of ineffective leadership style, I think sale manager need celebrate
more meeting and face to face discussion for all team can have time to share opinion, difficulties,
reevaluate and check the weekly working results. Managers and supervisors also need spend more time to
listen, understand and give feedback for salesman to improve their performance and satisfaction. By this
way, staff can feel happy and comfortable to share their problem and want to contribute more.
Q17: Most of your ex-managers and supervisors is female, is that correct? And do you think it can
influence to effective leadership style?
Mr. Cuong: Right. Most of them are female. But I don‘t think it is the main cause of
ineffective leadership style. Because my current supervisor is female but she can manage very well.
Q18: In your opinion, what you propose to improve current situation in sale department?
Mr. Cuong: I hope that managers and supervisors can provide equal respect to everyone and make us
more mentally comfortable.

Respondent 5: The interview with Mr. Nguyen Hoang Vu, 1st
interview

Q1: Hello, my name is Thu Hang and now I am currently working on my graduation thesis. May
we talk around 30 minutes?
Mr.Vu: Okie. Fine
Mr.Vu: My full name is Nguyen Hoang Vu and now I worked as salesmen in CADIVI.
Q3: How long have you been working in CADIVI? Have you changed many position?
Page 51

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