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INTERVIEW REPORT AND REFLECTION PAPER

1. Introduction and Overview On 20th December, 2013, Room 205, Building D2, National Economic Universit !NEU", # had an intervie$ $ith the monitor o% &dvanced &ccounting 'lass 5(B , )s *ran +en Ngoc, *he intervie$ $as -er%ormed in -ur-ose o% %urther understanding 1. managerial roles divided b ( %unctions o% management including/ 0lanning, Organi1ing and 2ta%%ing, 3eading and 'ontrolling, On the other hand, intervie$ 4uestions as5ed aimed to 5no$ 1.6managerial6roles based management s5ills o% a real -erson !)s Ngoc" a%ter researching the theor o% these roles %rom the te7tboo5 and some relating materials sho$n in 8&--endi79, *he %ollo$ing conte7t is the summar o% $hat ha--ened in the intervie$, some lessons learned %rom the intervie$ee and some recommendations %or m sel% to develo- the 5no$ledge and s5ills o% management generall and managerial roles in -articular, 2. Plan !or t"e interview *he -lans %or the intervie$ $ere built under the theor o% )in1berg o% roles o% a manager $hich $as $ritten in 8Essentials o% )anagement, &ndre$ :, DuBrin, .th Edition9, *here%ore, the intervie$ 4uestions as5ed $ere about all these roles, some more 4uestions $ere -rivate -roblems such as $or5ing e7-erience, achievements, hobbies and dail ;obs, *hen, a list o% 4uestions $ere -rinted and some notes o% all things s-o5en $ere -re-ared be%ore the intervie$, )oreover, an a--ointment %or the intervie$ had been boo5ed be%ore in order to ensure the intervie$ occurred on time and the intervie$ time and -lace $ere convenient %or the intervie$ee, 3ater, during the intervie$, a recorder $as used to record the intervie$ee<s s-eech a%ter receiving a -ermission,

2 #. De cri$tion o! t"e interview =irstl , # gave her a great greeting and as5ed her some -rivate 4uestions to %ind out her characteristics and to 5no$ ho$ she balanced bet$een her stud and dail li%e, #n %act, # $as im-ressed that she $as not onl a ver beauti%ul, smart and humourous student but also a ver hard6$or5ing and talented monitor because # $as stud ing $ith her over 2 ears, >o$ever, # $as also sur-rised b her stories o% ho$ to manage her ;obs, 2he said that 8 2uccess is $hen ou have a dream then ou have a -lan and ou achieve it9, *his meant to her that she al$a s had a schedule including all ;obs arranged b levels o% im-ortance and deadline %or ever $ee5, 8#t ma5es me not miss an thing9, she claimed, 2he believed in logical and scienti%ic $or5ing $a s, &ctuall , she could %inish a lot o% tas5s in a ver short time, =or e7am-le, she s-ent much time on social activities such as volunteer ;obs, events organi1ation o% t,=&' club and -iano contests but she still got a good result in learning at NEU, scholarshi-s and -restigious -ri1es, 2-eciall , Ngoc told me that the luc5 to her $as the relationshi- she $as tr ing to im-rove, 2he al$a s $anted to ma5e %riends $ith ever one $ho had her same hobbies and dreams, &s a result, she $as living a ha-- li%e $ith her %riends and relatives, 2econdl , # as5ed Ngoc 4uestions so as to 5no$ $hat and ho$ she $as doing to manage the class $ith total (3 students, Each 4uestion relates to managerial roles, and management %unctions as $ell, =or Planning %unction $ith t$o roles/ strategic -lanner and o-erational -lanner, # gave her 4uestions about the strategies to develo- activities o% the class %or each ne$ semester and -lans to o-erate the class ever da , *hen, she said she reali1ed that the 5e to run the class $as to combine all members in the class, #n her vie$-oint, 8*he union is the -o$er to get through di%%iculties and # 5ee- a role as a -o$er controller9, she laughed, Ngoc gave me an e7am-le to e7-lain $h the union $as the best strateg to im-rove the class<s activities, 2he advised bo s to ;oin the %ootball contest organi1ed b the &dvanced Educational 0rogram De-artment !&E0" and as5ed teachers to allo$ the class some da s o%% to -la and cheer the class<s %ootball team, )oreover, she arranged meetings and organi1ed games %or girl%riends and bo %riends in the class to have a chance to understand each other, &%ter all, lots o% students %elt that the $ere stud ing in a %riendl stud ing environment, &s %or -lans to o-erate the class, Ngoc mentioned that &E0 o%%icers and our hometeacher

3 had the main res-onsibilit $hile she ;ust noticed $hat $as re4uired to in%orm to the students, =or Organizing and Staffing %unction, Ngoc chose 8sta%%ing coordinator9 $hen she $as as5ed $hich role she thought she %ancied the most, Ngoc organi1ed the activities o% t$o grou-s in the class including su--orters and other students, and she al$a s tried to ensure the $ere $or5ing e%%icientl , 2he said that she $as ver -roud o% her su--orters as vice monitors or a main coreteam to ta5e charge o% di%%erent activities such as ;obs relating to NEU +outh Union, stud ing, students< li%e and class budget , 2he delegated tas5s directl to the su--orters and as5ed them to $or5 $ith other students, Besides, she $or5s as a liaison, 2he connected and cultivated relationshi-s bet$een students and their -arents or &E0 o%%icers, 8#t is not eas to connect ever one because not all $ant the same thing9, she said, =or e7am-le, some bad students $ere not 5een on being -honed to be reminded o% their mista5es and advised to stud harder b the monitor, Leading %unction along $ith its managerial roles $as concerned the most b Ngoc, 2he said that 8& good leader is not a talent but a care%ul listener9, $or5ing as a motivator and a team bulider ma5es her tr to listen to other students< ideas, stories and %eelings to %ind out the most suitable $a to -rovide %eedbac5 about both e%%ective and ine%%ective -er%ormance, give advice on ste-s to im-rove their -er%ormance and encourage the students to tal5 about their accom-lishments, -roblems and concerns,*hen, she told me 8#t<s called team s-irit9, =urthermore, she said she $as also on the other hal% $a to become a negotiator, 8No, it is not com-letel di%%icult but it is not eas as $ell9, she said $hen # as5ed her 8Do ou thin5 it is hard to -ersuade others to %ollo$ our ideas9, 2he %elt that the best $a to induce ever one to ta5e her ideas $as to understand $hat the $ant, =or instance, she told a student $ho had a terrible stud result that she $ould give him 50 thousand dong i% he got ? -oint %or the %inal e7am o% 'alculus, and he did, &bout controlling %unction, # as5ed her about ho$ to ensure that the class ran smoothl and activities $ere maintained -ro-erl , and she said she o%ten as5ed the students %or -rogress on assigned tas5ed beside chec5ing students< attendance to re-ort to the hometeacher, *here%ore, she $as used to 5ee-ing in touch $ith those students to monitor the class<s -er%ormance, =or a role o% a disturbance handler, she said to me that 8#t de-ends on di%%erent circumstances to solve -roblems9, 2he em-hasi1ed on combining variable s5ills to deal $ith di%%iculties in controlling, 2he gave me an e7am-le o% stud ing -lace con%licts bet$een our class and others

( due to late in%ormation u-date %rom building management sta%%, 2he had the solution to 5ee- students calm do$n b inviting the manager o% the building to chec5 the building distribution schedules and arrange the classroom, Ngoc claimed that it $as not $ise to dis-ute or use thumbs, and sometimes she couldn<t solve an -roblem b hersel%, =inall , # as5ed her ho$ she e7-erienced and learned lessons %rom boo5s and real li%e, es-eciall management s5ills, 2he smiled and said that ever thing needed to be learned and she al$a s tried her best to learn %rom huge materials at school, libraries and %riends, 2he also had a dream to become a good manager, so she learned %rom bussiness stories o% her idol Bin @ates and other businessmen, =or the near %uture, she $ould li5e to have a -art time ;ob as a sho- assistance to learn more about business and accounting s5ills, *he intervie$ came to an end, so # said 8than5 ou9 and $ished her a ha-- ne$ ear $ith all -lans achieved, %. W"at I learned #n m o-inion, Ngoc is a good manager although there are some -roblems $hich are not still handled $ellA %or e7am-le, $or5 -rogress is slo$, activities do not reall develo- and stud ing results are bad, *he reason is that several students do not have the right direction to learn at NEU, some are reserved to attend activities to develo- themselves and others are la1 , =urthermore, she also %aces to master managerial roles becauce it re4uires her a lot o% time to -ractice and e7-erience, =or e7am-le, she said that she had to s-ea5 in %ront o% her mirror ever da in order to %eel more sel%6con%ident and to 5no$ ho$ to -ersuade others, #n %act, these -roblems sometimes ma5es her %eel stress%ul, >o$ever, %or return, she is res-ected b all those students b her ama1ing characteristics and res-onsibilities a%ter all, *o relate $hat ha--ened in the intervie$ and the conce-ts # am learning in readings and in class, # must sa that it is %le7ible %or each di%%erent -osition o% management to decide e%%icienc o% a manager in -er%orming his roles, =or e7am-le, it is better to choose a manager $ith a strict manner to ma5e em-lo ees into a %rame$or5 than one $ith com-liance, On the other hand, a manager<s level o% res-onsibilit in%luences $hich roles he or she is li5el to engage in most %re4uentl , &n e7am-le is that Ngoc does not have to be liable %or much $or5

5 relating to an organi1er<s role such as establishing rules or arranging classrooms because higher management levels o% NEU ta5e those res-onsibilities, #n summar , the intervie$ seemed to be a real e7am-le %or -ractising and im-roving managerial roles and hel- to com-rehend more about conce-ts o% management, Belo$ are some recommendations to develo- %uture leaders or managers/ rotate -eo-le through di%%erent ;obs to hel- them gain e7-osure to di%%erent divisions and gain ne$ e7-ertiseA challenge them $ith un%amiliar ;obs to add ne$ s5ills and im-rove con%idence and ensure participants get frequent feedback and coaching. #t $ould be advisable %or us to master those roles to become good managers in the %uture, &. A$$endi' References DuBrin, &, :, Essentials of Management !.th Edition ed,", >o$ to Develo- =uture 3eaders, !n,d,", The Wall Street Journal , http://wi i!answers!com/"/E#plain$managerial$roles$and$managerial$s ills% &slide'(! !n,d,", http://www!mindtools!com/pages/article/management)roles!htm! !n,d,", Retrieved %rom mindtools,com, http://www!oneonta!edu/facult*/+omsaaw/w/ps*,-./handouts/inter+iew$report!ht m! !n,d,", Questionnaire 16 Bhat strategies did ou build to develo- activities o% the class %or each semesterC 26 Do ou have -lans to o-erate the classC 36 >o$ do ou organi1e the classC

(6 >o$ e%%ective do ou thin5 recent rules and -olicies areC 56 >o$ do ou connect and -romote relationshi-s $ith other studentsC

D D6 >ave ou ever delegated tas5es to othersC .6 Bhen do ou have to communicate $ith other classesC &nd %or $hat -roblemsC ?6 >o$ do ou -ersuade others to %ollo$ our ideas E6 >o$ o%ten do ou encourage and movivate othersC 106 Bhat di%%iculties do ou have to deal $ithC 116 >o$ do ou ensure that activities are smoothC 126 >o$ do ou solve -roblems about $or5 %lo$, -rivate students and some trouble $ith teachersC E7tra 4uestions/ 136 Bhat do ou do in our %ree timeC 1(6 Bhat are our ob;ectives in ne7t 5 earsC 156 >o$ do ou evaluate our management s5illsC 1D6 >o$ do ou balance our li%eC