QUY ĐỊNH về TRÌNH bày LUẬN văn

ĐẠI HỌC QUỐC GIA HÀ NỘI TRƯỜNG QUẢN TRỊ VÀ KINH DOANH - NGUYỄN THỊ LỘC PHÚ DEVELOPING CORPORATE CULTURE OF VIDEC GROUP JOINT STOCK COMPANY PHÁT TRIỂN VĂN HÓA DOANH NGHIỆP CỦA CƠNG TY CỔ PHẦN TẬP ĐỒN VIDEC LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2022 ĐẠI HỌC QUỐC GIA HÀ NỘI TRƯỜNG QUẢN TRỊ VÀ KINH DOANH - NGUYỄN THỊ LỘC PHÚ DEVELOPING CORPORATE CULTURE OF VIDEC GROUP JOINT STOCK COMPANY PHÁT TRIỂN VĂN HĨA DOANH NGHIỆP CỦA CƠNG TY CỔ PHẦN TẬP ĐOÀN VIDEC Chuyên ngành: Quản trị kinh doanh Mã số: 8340101.01 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: PGS.TS NGUYỄN NGỌC THẮNG HÀ NỘI - 2022 DECLARATION The author confirms that this thesis is the author’s independent research work, it is not copied; the cited materials, data and the content of the thesis is truthful The author also confirm that the research result of this thesis has not been published in any other’s research ACKNOWLEDGEMENT I would like to express my sincere gratitude to Associate Professor Nguyen Ngoc Thanh who has been enthusiastic in instructing me to conduct and complete this thesis Next, I am wholeheartedly grateful to the Management Board, the managers and the staff who are working at VIDEC GROUP for sharing and creating the most favourable condition for me to complete this thesis Despite the effort, due to the limitation of time, experience, it is unavoidable for the thesis to contains errors; therefore, I wish to receive the comments and contributions from your esteemed Teachers and colleagues to apply the research result into practice of my work Sincerely Thank you! TABLE OF CONTENTS LIST OF ABBREVIATIONS i LIST OF TABLES ii LIST OF DRAWINGS AND CHARTS iii INTRODUCTION .1 Urgency of the research topic .1 Literature review 2.1 International researches Research questions Research objectives and tasks .6 Research subjects and research scope: 6 Research methodology 6.1 Data collection method 6.2 Data analysis method Thesis structure CHAPTER 1: LITERATURE REVIEW ON CORPORATE CULTURE AND CORPORATEE CULTURE DEVELOPMENT 11 1.1 Several basic concepts 11 1.1.1 Culture .11 1.1.2 Corporate culture .12 1.1.3 Components of corporate culture 15 1.1.4 Roles of corporate culture 19 1.2 Develop corporate culture .20 1.2.1 Concept of developing corporate culture .20 1.2.2 Corporate culture development process 25 1.2.3 Elements affecting the development of corporate culture .26 1.2.4 Instruments to evaluate corporate culture 28 1.2.5 Lessons from a number of units regarding corporate culture development 33 CHAPTER GROUP CURRENT SITUATION OF CORPORATE CULTURE DEVELOPMENT AT VIDEC GROUP 37 2.1 Introduction about VIDEC GROUP .37 2.1.1 Information about VIDEC GROUP 37 2.1.2 Organizational structure 40 2.2 VIDEC GROUP Current situation of corporate culture development at VIDEC GROUP 40 2.2.1 Current situation of the elements affecting the corporate culture development of VIDEC GROUP 40 2.2.2 Analysis of the current situation of the content of developing corporate culture of VIDEC GROUP 47 2.3 Evaluation of corporate culture development activity at VIDEC GROUP 55 2.3.1 Achievements 55 2.3.2 Remaining limitations 56 2.3.3 Reasons for the limitations 57 CHAPTER SOLUTIONS TO COMPLETE THE WORK OF DEVELOPING CORPORATE CULTURE OF VIDEC GROUP 59 3.1 Basis to complete the work of developing corporate culture of VIDEC GROUP 59 3.1.1 Orientation, objectives of VIDEC in the upcoming time 59 3.1.2 Objective of corporate culture development of VIDEC GROUP 59 3.2 Proposal of solutions to complete the developing work of corporate culture of VIDEC GROUP 60 3.2.1 Solution direction 60 3.2.2 Solutions to improve the elements affecting the corporate culture development of VIDEC GROUP 61 3.2.3 Solutions to reduce the traits of hierarchy culture 67 3.2.4 Solution to develop the trait of adhocracy culture 68 3.2.5 Solutions to develop the traits of clan culture 70 3.3 Petitions 75 3.3.1 Raise the corporate culture communication at the group 75 3.3.2 Promote corporate culture into the activities of the Group .77 3.3.3 Consolidate the employees’ beliefs with the head – leaders of VIDEC 80 CONCLUSION 81 LIST OF REFERENCES 83 APPENDICE LIST OF ABBREVIATIONS Abbreviations Full terms DN Doanh nghiệp (Enterprise) CBCNV Cán công nhân viên (Staff) VIDEC GROUP Cơng ty Cổ phần Tập đồn VIDEC (VIDEC Group Joint Stock Company) VHDN Văn hóa doanh nghiệp (Corporate Culture) P.NS Phòng nhân (Human Resourcee Division – HR Division) i LIST OF TABLES Table 2.1 Survey of the leader element with the corporate culture development 41 Table 2.2 Labour qualifications in VIDEC GROUP 2020 43 Table 2.3 Survey on the tangible elements affecting the corporate culture development of VIDEC GROUP 49 Table 2.4: Compiled result of the survey of identifying corporate culture model at VIDEC GROUP 53 Table 2.5 Difference table of present and expectation of the culture models of VIDEC GROUP 61 ii LIST OF DRAWINGS AND CHARTS Drawing 1.1 OCAI Corporate Culture Model measured by OCAI instrument .29 Drawing 1.2 CHMA Corporate culture model measured by CHMA instrument 31 Drawing 1.3 Denison Corporate culture model measured by Denison instrument 32 Drawing 2.1 Organizational Structure of VIDEC GROUP .40 Drawing 2.2 Survey of corporate culture based on the CHMA model 53 iii done, strongly to authorize the power to the lower level, managers and employees to together, share difficulties to solve problems… These are the culture values which need to be expressed in daily business production The successful implementation of the competition movements which mobilize all the resource, intelligence and creativity of each employee is also the action of bring corporate culture of VIDEC to life At the end of the movements, it is necessary to well the conclusion work, draw experience, have clear rewarding or punishment policies, the bright examples in business production need to be praised, recognized and communicated Besides the worthy material rewards, the praise, recognition and multiple of the excellent examples is one of the activities to demonstrate the culture of the people of the Group Regarding the systematic errors, along with the analysis, treatment in accordance with procedure, needs always to be analyzed in the perspective of culture, phenomena, reasons to have appropriate culture behaviour in compliance with the philosophy in each specific situations a Continue to improve the service quality for the customers, communication style of employees In the next stage, the Group need to focus to raise the method and professional working style, responsible working attitude, enthusiasm, devotion when meeting the customers, partners, contractors It can be said that, in the previous stage, the Group still focuses on the work to occupy the market shares, and the working result of the investment amd project implementation units; on some perspectives, has not paid proper attention to raise the customer service quality and the communication style As a result, there are still some existing problems which have not been solved In order to listen and meet the best requirements for each separate special demand of the customers, it is necessary to study the approach continuously, to 78 launch the products which are suitable to the culture of each region and area which is updated with new architecture The managers and employees have to find the customers, partners with the most sincere heart and smile Of course, in order to achieve that, each person needs to love their work, love their enterprise and love their life In order to improve the communication style, the Group need to pay attention to organize the office communication training, customer communication training for the bodies who usually interact with the customers It is necessary to conduct the regular examination of the work of customer interaction of the relevant bodies At the same time, it is necessary to strictly deal with the employees’ violation in customer communication and care Arrange the suggestion box of the customers to receive contributions about the service quality, the serving method and consider this to be an effective feedback channel to adjust the service quality of the entire system b Being proactive to adjust, solve the activities, fight against the existing egalitarianism It is necessary to see the risks despite of the top position One company desiring to develop substantially, for a long term, needs to have the ability to recognize, face the solve the issues, challenges and risks from culture VIDEC GROUP needs to have people who stand behind to see its problems in advance, to see the potential risks when everything seems to be normal, avoiding oversleeping on achievements and living on prestige The appearance of the egalitarianism is a risk The egalitarianism does not kill VIDEC GROUP in a short term, but it will nibble and erose VIDEC GROUP, like the termite nest in a big dyke If there are no solutions soon, it will be too late To avoid the egalitarianism, the group must be excellent, must have excellent individuals In order to be excellent, it must promote the most the 79 general creativity of the entire employees, praise and have worthy treatment for the creative people (they can even be awarded with cars, for loans to buy house…) for the excellent people, with great contribution to the group At the same time, it is necessary to treat strictly the violations and the negative factors 3.3.3 Consolidate the employees’ beliefs with the head – leaders of VIDEC One of the successes of the corporate culture which is built by VIDEC is the building of employees’ beliefs who accompany, trust in the enterprise especially the leaders With the history of 18 years of development, the key management team of VIDEC have many people who have been attached more than 10 years with the ups and downs of the enterprise Besides, it is the trust of the customers with the products and service of VIDEC… this creates the prestige and brand of the Group These are the values that VIDEC needs to have the solution to consolidate and promote 80 CONCLUSION Along with the advanced development of real estate field, competing with the fierce competitors on the market of resorts, residential ears especially apartment buildings, corporate culture is playing more and more determining role with the rapid, sustainable development of VIDEC GROUP Corporate culture which will determine the competitiveness, the survival and development of the group is also the driving force for the group to develop, organize the business production effectively, complete excellently the decided targets Through the process of study and finding at VIDEC GROUP, it can be seen the achievements of corporate culture development is considerable, playing great role in gathering, summoning the manpower, encourage each collective and individuals to strive in production and achieve great success The author also studied and evaluate the current situation of the corporate culture development at VIDEC GROUP and provided several limitations and remaining These points are not too big bit also causes risks and challenges on the development road of the group, particularly, in the next period, when the competition is getting fiercer, when the business market is the battle field in the integration era Through that, the author would like to propose several solutions to continue to promote the corporate culture development at the group With this thesis work, the author wish to contribute effort to continue to help the group to take reference, apply in the process of building and developing its culture and identity Even though, the author tried to explore and study, as well as receive the support from the teachers especially the Dean and the instructor to provide 81 opinions and solutions to promote the efficiency of the corporate culture development at the group; however, there are still certain limitations of experience and research time As a result, there is still difference between the theory and the practice, treatment and data analysis hence it is unavoidable for the thesis to contain errors and limitations I wish to continue to receive the contributions, correction, adjustment of the thesis defense committee for me to continue to complete my thesis Sincerely thank 82 you! LIST OF REFERENCES I Domestic documents Assoc.Prof.Dr Nguyen Manh Quan (2012) on corporate culture "training and fostering materials for small and medium-sized enterprises" Assoc Dr Pham Thanh Tam (2017) textbook "Corporate Culture in the Process of International Integration", Hanoi National University Publishing House Phung Xuan Nha (editor) (2011), "Business personality and business culture in Vietnam in the period of renovation and international integration", Hanoi National University Publishing House Assoc.Prof.Dr Hoang Dinh Phi – WWW.nguoilanhdao.vn https://tapchsymbolgthuong.vn/bai-viet/phat-trien-van-hoa-doanh-nghiep-oviet-nam-de-xuat-khai-niem-va-mo-hinh-nghien-cuu- 63679.htm Trinh Quoc Tri and associates (2013) Do Minh Cuong (2001), Business culture and business philosophy, National Political Publishing House, Hanoi Do Minh Cuong, Phuong Ky Son (1996), The role of people in business management, National Political Publishing House, Hanoi David H, Maister (2005), Corporate Cultural Identity, Statistical Publishing House 10 Nguyen Thi Doan, Do Minh Cuong (1999), Business philosophy with business management, National Political Publishing House, Hanoi 11 Duong Thi Lieu (2013), Business Culture, National Economic University Publishing House, Hanoi 12 John C Maxwell (2009), 21 golden principles of leadership art, Labor Society Publishing House, Hanoi 13 Do Thi Hang (2013), Developing corporate culture of Misa Joint Stock Company, Master thesis in economics, University of Commerce, Hanoi 14 Tran Thi Thu Ha (2013), Building corporate culture at Vinaphone Telecommunication Service Company, Master thesis in business administration, Academy of Posts and Telecommunications, Hanoi 15 Tran Thi Huyen (2013), Maintaining and developing Viettel's corporate culture for sustainable development and international integration, Student of Posts and Telecommunications, Hanoi 16 www.VIDEC.com.vn\ 17 https://let.vn/en/blog/xay-dung-van-hoa-doanh-nghiep-yeu-to-quyet-dinhsu-truong-ton-cua-doanh-nghiep 18 https://luatvietnam.vn/doanh-nghiep/van-hoa-doanh-nghiep-561-29250article.html 83 19 http://www.business.gov.vn/Portals/0/GIAO%20TRINH%20DAO%20TAO/Qu yen25.pdf 20 https://vnuf.edu.vn/documents/454250/1803845/16.Mai.pdf 21 https://toppion.com.vn/so-tay-tinh-dao/van-hoa-doanh-nghiep-la-gi.html 22 https://vietnambiz.vn/phat-trien-van-hoa-doanh-nghiep-developorganizational-culture-la-gi-20200211222320773.htm 23 https://tailieumau.vn/luan-van-phat-trien-van-hoa-doanh-nghiep-tai-congty-viettel-9d/ 24 https://tapchicongthuong.vn/bai-viet/phat-trien-van-hoa-doanh-nghiep-oviet-nam-de-xuat-khai-niem-va-mo-hinh-nghien-cuu- 63679.htmII II Foreign documents Jonathan Jaymon (2016), Building corporate culture, Labor Publishing House Nguyen Nhu Y, editor (1998), "Vietnamese Great Dictionary of the Center for Language and Culture of Vietnam - Ministry of Education and Training", Culture and Information Publishing House Tran Ngoc Them (1996), “Finding about Vietnamese cultural identity”, Ho Chi Minh City General Publishing House Shane Green (2017), “Corporate culture in the digital age”, Labor Publishing House Deal & Kennedy (2000), “Corporate Culture” Needle (2004), “Corporate Culture” 84 APPENDICE APPENDIX SURVEY QUESTIONNAIRE Code: …………… Dear Sir/ Madam: I am Nguyen Thi Phu Loc – learner of the Program of Master of Business Administration, Hanoi School of Business, National University, Hanoi Currently, I am conducting the research on ”Develop Corporate Culture of VIDEC Joint Stock Company” and I wish to explore the current situation of the matter to apply to my thesis I wish that your esteemed Sir/ Madam could spend a little time answering the following questions for me Please also be noted that your answers will be the foundation for me to evaluate the current situation of the research; therefore, I wish to receive your detailed and sincere answers Every relating information will only serve the research purpose of this thesis and will be completely confidential Thank you for your cooperation and support! From to 5, evaluate your agreement level to the questions (by marking “X” in one of degree below for the questions: : Totally disagree; : Agree; : Disagree ; : Completely agree : Neutral; I Opinion on the management board No Elements Understand the nature of corporate culture Understand the enterprise Leadership ability: foresight, planning ability, human resource use ability … Leadership skills: Engineering, cognition, thinking Rating points II Survey on the expression of tangile elements of VIDEC GROUP No Current situation of corporate culture development Typical architecture (headquarters, working office) Sign Employees’ costumes Company slogan Symbol Collective movements Cultural, art, sport exchanges Festivals Picnic, tourist trips Good Fair Average 10 Traditional holidays III Survey on the corporate culture of VIDEC GROUP at the moment and expectation in the future Instruction: This is the questionnaire to measure your organizational culture at the moment and your expectation in the future As it is the multiple choice, so there is no good or bad The questionnaire content will be calculated by the program to provide a corporate diagram directedly sent to your email Present column: with each description, please sincerely assess the level which is similar to your current organization on the scale from 1-5 (1=Completely disagree, 5= Completely Agree) Expectation column: with each description, please decide the ideal level that you want your organization to be on the scale from 1-5 (1=Completely disagree, 5= Completely Agree) Present No Assessed elements My working place is full of humanity, everybody is happy, shares and considers each other as family members Winning in the market and leading the competitors are the success criteria of my organization My organization chooses the innovation strategy Always finds The new opportunities, accept new resources and creates new challenges My organization is glued to the people who need clarity and transparency of policies, regulations on power and responsibilities Not similar Slightl y similar Average Future Very similar Everybody in my organization works independently, are not bind by the time and work Everybody is creative in their own way 88 100% similar Reduc e Reduc e slightl y Remain stable Increase partially Increas e 10 11 Friendliness, closeness, consideration, support and sympathy are the characteristics that everyone can see at the leader at our organization Everyone when entering my organization can feel the strict atmosphere, rules and disciplines Everybody is under strict control of the system procedure People who prefer freedom will find in my organization a strong attraction An environment which always allow creativity, changes, improvement The outstanding strategy of my organization is sustainability and stability Having the control, quality, standard and smooth operation as the way to success Freedom, unconvention, creativity is the outstanding feature of my organization Everybody is very dynamic and accept risks Boss in my organization demonstrates full power, details and solemn There is always distance with employees 89 12 13 14 15 16 17 Building the team is always the top strategic selection of my organization Always recruits, train and develop people who trust, are open and consistent with the organization Leaders of my organization is very comfortable, always change, dare to do, funny, and very risky The employee management method of my organization is to create fierce internal competition People work under high pressure and passionate for achievements My organization defines success is to have unique or newest products Always lead in the product changes Everyone in my organization compete fiercely to get achievements, get great bonus and promotion My organization ensures stable and long-term work, with clear principles and policies, orders in relation 90 18 19 20 21 22 23 24 For my organization, success means that the human resource is developed with team spirit, commitment of employees and consideration for each other Management of my organization spend much time with customers, always control the target to succeed by all means Employees of my organization always show team work spirit, love to each other, belief, devotion for the organization The glue to connect people in my organization is fame The promotion and individualism is put in the first place My organization assumes that success means having a good, effective, active internal system which coordinate smoothly and with low cost Competition and market leader is the top strategy of my organization Always live with the target achievement and victory in the market Everybody in my organization is connected by love, loyalty and traditional of the organization Commit to get the organization 91 to progress far 92 ... CHAPTER GROUP CURRENT SITUATION OF CORPORATE CULTURE DEVELOPMENT AT VIDEC GROUP 2.1 Introduction about VIDEC GROUP 2.1.1 Information about VIDEC GROUP VIDEC GROUP Joint Stock Company – VIDEC GROUP. .. COMPLETE THE WORK OF DEVELOPING CORPORATE CULTURE OF VIDEC GROUP 59 3.1 Basis to complete the work of developing corporate culture of VIDEC GROUP 59 3.1.1 Orientation, objectives of VIDEC in the... time 59 3.1.2 Objective of corporate culture development of VIDEC GROUP 59 3.2 Proposal of solutions to complete the developing work of corporate culture of VIDEC GROUP 60 3.2.1