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LEADERSHIP

AND
MOTIVATION
A CASE STUDY OF
THIEN HOAS ACCOUNTING DEPARTMENT
Team AHMOTT

CONTENTS
1.

INTRODUCTION

2.

LITERATURE REVIEW

3.

RESEARCH METHODOLOGY

4.

FINDINGS AND DISCUSSION

5.

CONCLUSION AND IMPLICATIONS

6.

REFERENCES

1. INTRODUCTION
Much work on leadership theories and practices are based on

Western concepts and assumptions of human behaviors.


The question is whether these theories are applied to Eastern
countries. Ex: Viet Nam
We make an observation about Thien Hoa Electronics Co. to
discover the different value orientations of Vietnamese business
company and the reception given to different leadership styles
by them.

THIEN HOA ELECTRONICS CO.

2. LITERATURE REVIEW
Blake and Moutons Leadership Grid
Charismatic leadership theory
Transformational leadership theory
Path-goal theory
Leader member exchange theory
Herzbergs Two-Factor Theory
Expectancy theory

3. RESEARCH METHODOLOGY
This project will utilize quantitative data collection tool.
Data collection will consist of questionnaire surveys. Initially, a survey

instrument is to measure employees attitudes regarding leadership styles and


motivation methods.
5 accounting specialists of Thien Hoa Electronics Co. are participated in the

survey. (n=5)

3. RESEARCH METHODOLOGY
The overall structure for a quantitative design:

3. RESEARCH METHODOLOGY

Data analysis approach


Matrix analysis is used to evaluate data and determine leadership styles
18 items in the Questionnaire section.
The score in each column and multiply each total by 0.2.

The learners intersect the lines to see the leadership dimension they normally

operate out of.

4. FINDINGS & DISCUSSION


4.1. LEADERSHIP
4.2. MOTIVATION

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100% employees agreed that


Daily tasks

Structured tasks

Provide sympathy and support

Provide assistance with the work when it is need


Encourage confidence in performing tasks
Unusual tasks

Difficult tasks

Set clear standards of performance


Give clear instructions

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80%

TRANSFORMATIONAL LEADERSHIP

employees

concluded
that.

12

20%

Consequences of Trust

employees

Taking risk

Found theirScoreideas
Total
highly
20
25
appreciated

Enhance Productivity

80%

Information Sharing
Effective group work

20

25

18

25

19

25

Rarely consulted

employees stated that.

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4.2. MOTIVATION
MOTIVATORS
Strongly

Agree

Neutral

agree

I satisfy with the responsibility and role in my work.

Disagree

Strongly
disagree

100%

I find opportunities for my personal growth in this company.

60%

My boss usually uses recognition to motivate employees.

40%
80%

40%

Encourage to develop expertise skills and soft skills


Recognition:
Personal growth
once a Promotion
week

Working condition

Salary

Job satisfaction Better performance


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4.2. MOTIVATION

80%
good working condition
60%
satisfied with the salaries
Herzbergs Two-Factor Theory

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4.2. MOTIVATION
EXPECTANCY THEORY
How do you motivate your employees?
Answer:
- Thinking about the employees goals.
- Talking about organizational rewards (bonuses, salary

increases, promotions)

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4.2. MOTIVATION

EXPECTANCY THEORY

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5. CONCLUSION & IMPLICATIONS


The more leaders focus on their relationships, the greater

their influence on employees outcomes.


The more leaders focus on motivation factors
the higher satisfaction
the better work performance

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6. REFERENCES

Leadership Matrix Survey. (n.d.). Retrieved from


http://www.nwlink.com/~donclark/leader/matrix.html

Project Statement Samples VI. (n.d.). Retrieved from


http://www.cies.org/project-statement-samples-vi

Robbins, S. (2001). Organizational behavior (15th ed.). Upper Saddle River, N.J.:
Prentice Hall.

Writing the Methodology - Quantitative Approach. (n.d.). Retrieved from


https://www.bcps.org/offices/lis/researchcourse/develop_writing_method_quantitativ
e.html

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THANK YOU!

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