Objectives and Aims
In order to get a full knowledge of the Vision and Vision of Ho Chi Minh President, and how to suggest Vietnamese Leaders, the study will aim to achieve the following objectives:
1 Clear the Vision and Mission of organization? Form and content; required characteristics; differentiate Vision with other statements
2 Find out the lessons about leadership styles of Ho Chi Minh President in term of setting up vision and how to transform the vision
3 Research the biggest companies and cooperation in Vietnam
4 Give suggestions for Vietnamese Leaders to create an appealing vision to apply into their organization
5 Give the approach or suggestion to transform the vision to each member of organization.
Research questions
To fulfill the objectives of the study, the following research questions need to be answered:
What is Vision and Mission of organization?
What is characteristic of Vision?
How to develop a vision? How is the valuable vision?
What are the differences between Mission and Vision?
How to transfer a vision of corporation to all people within the corporation?
In Vietnam, how do Vietnamese Leaders develop and implement their vision?
What are suggestions for Vietnamese Leaders?
Scope of Work
The thesis focuses on studying the biggest Vietnamese enterprises The conclusions; evaluations; recommendations; or proposal aim to apply on the biggest corporations of Vietnam and the world
This study will focus on analyzing Vision and vision transformation of
To generalize the fact of Vietnamese companies, study considers the Vietnamese biggest private companies.
Data Sources and Processing
Book: Leadership in organizations; fifth edition; The author: Gary Yukl
Built to last ; The author: Jim Collins
Documents and profile of 100 Vietnamese largest private enterprises
“The CEO golden rules” author Mary key + Dennis Stearns
Author: Susan Ward issued on website: About.com (a part of NY times company)
Method
This study is an empirical research, which applied two methods:
Review of related literature/documentation
Review of Related Literature/Documentation: This will examine the multidisciplinary theories of and empirical studies on corporate social responsibility in the literature Besides, it will help to compare between theory and practical activities
Interview: Questions will be developed and structured interviews are conducted.
Significance and implications
This study will contribute to the body of knowledge and understanding on Vision, Mission, and effective Leadership It will also help Vietnamese enterprises enrich their knowledge on Vision for better application in cooperation with business activities.
Limitations
While the study examines the biggest companies, represented by 100 leading corporations, there are limitations on data sources for analyzing and giving out discussions and conclusions Besides, the inconsistent reporting system of different corporations on Vision is also another limitation for the study.
Expected Results
The study will give a better understanding on the Vision definition and Vision transformation as well as the modern Vision’s transformation activities in the World and in Vietnam Vietnamese corporations’ Vision awareness, implementation, and achievements are also figured out through successful case studies Moreover, some suggestions for promoting Vision in Vietnamese enterprises are recommended at the end of the study.
Disseminations
The result of study will be useful for many target groups Many Vietnamese enterprises might be interested in the recommendations and the conclusions of the study, from which they can get useful information on how to react in Vision-related issues and how to benefit from them.
Follow-up
Further study will be taken on improvement of Vision understanding and implementation among Vietnamese enterprises based on the experience and achievements of large corporations Other way of study will be analyzing the impact of understanding level to Vision implementation in Vietnamese enterprises in some provinces particularly and all over Vietnam generally.
Short Introduction
The research is divided into three parts, which are including:
Chapter 1: Theoretical Foundation: will give a relevant theoretical background to the study and case study of Ho Chi Minh
Chapter 2: Research on Vietnamese corporations: In this chapter, Vision understanding and implementation in Vietnam will be reviewed
One hundred biggest private corporations representing for Vietnamese enterprises will be analyzed on their awareness, real activities In connection with the Vision of Ho Chi Minh in term of creation and transformation of visions, it will be the best lesson for Vietnamese company
Chapter 3: Conclusions and recommendations: Conclusions and recommendations will be noticed for better implementation of Vision in Vietnamese enterprises.
THEORETICAL FOUNDATION
Vision’s definitions
“Vision” has been commonly used nowadays; however, it also has rarely been understood right meaning When someone has been asked “what is the vision?” there is less people can understand the right meaning of this word or can give the right definition of it, however almost of people know that it is the goal, the long-term plan described the future
In the nature, Vision suggests many different images Vision also can be the excellent achievements; a value to link the human of the society; huge goals that can be encouraged almost people Vision also can be perpetual things that are the existing reason of one organization; promote all of us from inside; and is our expectation It is the matter, all of us know how is important of Vision, but exactly what is it?
Thesis will extract some Vision definitions of some authors in the world to bring out the general observation as well as basic meaning of Vision
“Vision is the important part of Right Goals principle, because it describes the future that you expect and become a supreme goal Vision answers the question: We see ourselves where we will go Where we want to stay within next ten years?”
Quoted on “The CEO golden rules” author Mary key + Dennis Stearns
“Vision includes two main parts: A core ideology and a future perspective Let pay attention to the symmetrical motivation is “Keeping the core value – promoting the advance.” A far Vision is built on the connection between two elements of “Jin” and “Yang”: on the one side it determines “the reason for existence of us” (core ideology, constancy), at become, create (that will promote the advance and change to achieve the future perspective.”
Quoted “Built to Last” of author - Jim Collins & Jerry I.Porras
“The Vision can provide a sense of continuity for followers by liking past events and present strategies to a vivid image of a better future for the organization The vision provides hope for a better future and the faith that it will be attained some day During the hectic and confusing process of implementing major change, a clear vision helps to guide and coordinate the decisions and actions of thousands of people working in widely dispersed location.”
Quoted “Leadership in organization” of author Gary Yulk
Sometime, a vision statement is called a picture of your company in the future but it is so much more than that Your vision statement is your inspiration, the framework for all your strategic planning A vision statement may apply to an entire company or to a single division of that company Whether for all or part of an organization, the vision statement answers the question, “Where do we want to go?”
Author: Susan Ward issued on website: About.com (a part of NY times company)
According to the author, Vision is a future vision that the enterprise should look forward to and it becomes dynamism to encourage everybody to share his or her efforts to achieve it Vision is offered basing on the current core value or the past and great aspiration of the enterprise
Based on the above-mentioned definitions, Author found that Vision could be understood as follows:
1 It is the combination between cores values of organization with the ambition that the organizations want to archive in the future
2 The statement of the Vision is imagination about the future of its organization However, the imagination is not without basic it has been raised from real abilities of organization in the present and the past
3 Vision is not same with Mission that the purpose of Vision attends to its organization and the member of its organization, purpose of Mission attend to customer of its organization
4 The statement of Vision will not present how to reach to it, it only show the direction of other business plans That is the reason why the organization issues a statement of Vision while the Leader has to image where his organization come to and has enough courage to dream of it
Besides that, statement of Vision could catch the emotion of a Leader
5 A good vision should have a strength to attract everybody in the enterprise to together look forward to and achieve it in the future, basing on the competence or characteristics that the enterprise is owning That means Vision should emphasize the strongest point of the enterprise, what the enterprise needs to exploit it is to overcome the desire of the enterprise itself.
Structure of Vision
This thesis has a special interest in a model or structure and elements of
“Vision” of an organization; thereby “Vision” includes Core ideology and Future perspective Following this vision means to create link of organization and strategy to keep cores and push up advances for a future perspective
Such link brings vitality and realizes initial vision
Constant particulars of an organization are constant factors and surpass product/ market life cycle, technological advances, administration styles and leaders Frankly, the biggest and most important contribution of “architects” of the world leading corporations is core ideology of such corporations The talented leaders will depart this world, products will be outdated, the market will change, new technologies will appear, and administration styles will change Nevertheless, core ideology of a leading corporation is always invariable and a guiding star for development The core ideology includes core values and core objectives
Core values are basic and constant of an organization The core values are a small group of leading, constant, and unexplained principles They have internal values and importance for members of the organization
The key is that a leading company must decide core values without depending on external environment, competitive factors or current trends or styles of administration No core value is right for all companies
Core goals are basic reason for existence of an organization Between core goals and core values, core goals are considered more important in leading and communicating inspiration for an organization
An effective objective must reflect the importance attached to the company’s works It must exploit ideal motive power of the employees It must not simply reflect products or target customers of such organization
To see more clearly, what the core value is The author selected and offered some examples about the core goals, as follows:
3M: Solving the unsolved problems creatively and innovatively
Wal-mart: Creating opportunity for ordinary people to purchase the goods like the rich often buy
Merck: Protecting and developing human life
We do not create the core ideology for the enterprise but the core ideology is things that we “discover” it To do this we have to look inside the organization, not looking outside That ideology should be real ideology, not faked Besides, you should not ask, “What core value should we keep?” moreover should ask, “What core value do we really keep?” The role of the core ideology is to guide and transmit inspiration not to create the distinction
Thus, two companies can have the same core ideology Core ideology only needs to be meaningful and has an effect of boosting towards the main members of the organizations only of the organization itself, it does not need to cause influence to the people outside the organization Only the members of the organization that need to be boosted by the value and core target to have the efforts, pledges for success in the long run of that organization The effect of core ideology on the people outside the organization is not as important, and is not the deciding element when determining core ideology
Because of this, core ideology plays a role in distinguishing between who are in and out of the organization A clear ideology will attract people of suitable personal value with the value of the company, and vice versa, push out, excluding those who do not have suitable value Core ideology should be consistent during the whole length of history of the organization; this consistency bears the historical characteristic extending through many management generations of these companies
Table 1.1: Case of core ideology
Humans are the core of the company strength
The product is the final results of efforts Profit is a necessary means, being measure of success Honesty, veracious in business
Expect to achieve happiness achieved due to development, renovation and applying technology due to the benefit of community
Improving the cultural life of Japan Always be leaders
Respect and encourage the ability and creativity of the staff
Taking enough care to all staff Spending time bringing about trust to customers Going to end in all pledge, always in leading position
Perfect products Always self-renovating Honest, fair
Respect and taking care of individual
It includes two small parts: Big hairy audacious goal (BHAG) for duration of 10-30 years and a specific description about the company’s situation upon obtaining such BHAG Future perspective describes a detail and vivid future of an organization when it reaches to the BHAG stipulated It is supposed concretization of the Vision; from words of mouth to the detail “picture”; create the vivid images appear on mind of organization’s member The author believes that it is “paint the picture by words.” The “painting” is extremely important to lead the BHAG (long term 10-30 years) will become what is very detailed, visible things on the member’s mind Please consider the example of Henry Ford, instead of saying the importance of cars and present about his cars and company, he describe the future society with car, it is looked very nice and excited society not only for society but also for his employees
The example about Henry Ford describes future perspective: “I will supply cars for the majority of people Cars should have reasonable prices, helping any commuters can purchase them, using them comfortably with their families By then, anyone can have a car Horse carriages will disappear from the highways of our country, cars will be considered as an obvious means of transport … and we will create jobs with high salaries for many laborers.”
Nature of the Vision as analyzed above is a combination between the present and the future, any company’s Vision must be shown Core ideology and BHAG Some leaders seem to ignore the past or the present and only focus on the future If a leader respects things obtained by his organization or himself and expresses respect for the persons who lay foundation for his position
This makes people of such organization feel unworried because they know that they are members of an organization with historical depth and all their efforts to be respected
The example about Vision of Merck: “With the tools supplied by us, science and knowledge will develop; people’s life will be free from diseases and anxieties We pledge to assist maximally so that the center will deserve our belief Let’s people fetch for truth, the laborers are hard-working for a better world, those who always raise the torch of science and knowledge, having more courage and feel that they are always assisted by us.”
Desirable characteristics for a Vision
The research on charismatic and transformational leadership indicates that a clear and compelling vision is very useful to guide change in an organization
Before people will support radical change, they need to have a vision of a better require The vision can provide a sense of continuity for followers by liking past events and present strategies to a vivid image of a better future for the organization The vision provides hope for the better future and the faith that it will be attained some vision helps to guide and coordinate the decisions and actions of thousands of people working in widely dispersed locations
A number of writers have attempted to describe the essential qualities of a successful vision such as Bennis & Nanus, 1985; Kotter, 1996; Kouzes &
Fosner, 1995; Nanus, 1992; Tichy & Devana, 1986 However, the Thesis has integrated the most essential characteristics that a vision should be:
A vision should be simple and idealistic, a picture of a desirable future, not a complex plan with quantitative objectives and detailed action steps In addition, a successful vision should be simple enough to be communicated clearly in five minutes or less A successful vision must be easy to remember and remind as well as it must be excited every one whenever mentioned it
This characteristic requires a vision should be simple enough to such an extent that all people in the organization can understand and remember
The main purpose of vision attend to the member inside the organization, therefore The vision should appeal to the values, hopes, and ideals of organizations members and other stakeholders whose support is needed The vision not only guides the people know where they need to go, what they are required to perform but also support them to go right way
The vision should be challenging but realistic Hope is not a vision; vision has to be realistic other than it will be an impractical ideal Realistic of the vision should increase faith on a leader The vision should address basic assumption about what is important for the organization, how it should relate to the environment, and how people should be treated Turning a vision into realistic, it is not meaning turning it into challenge If the vision not requires all people have to try by their best, maybe they will ask themselves that their contribution will be worth A number of leaders may be afraid since challenging his group However, a challenge should interest the qualified person want to have wingspan and take off as well as inflame enthusiasm of conscientious person and make threats against emotionless person
Challenging will support the people on the organization have to attempt by their best to achieve the goals
The vision should be appealing, compelling and encourage enough to evolve the people A successful vision should excite on value, hope, and idea of all member on the organization as well as stakeholders who their contribution is very necessary with the organization The vision should emphasize distant ideological objectives rather than immediate tangible benefits
It should be focused enough to guide decisions and actions, but general enough to allow initiative and creatively in the strategies for attaining it The vision will state how to achieve the inspiration of enterprise however, it should not show the detail any way or step
To avoid becoming the ambiguous vision, a vision should include the time factor; it means that the leader should estimate when his organization can achieve the vision
A vision should be the very vivid picture of future in which all member of organization can realize himself or herself in that picture It means that the leader must be a “painter” who can “draw” the future perspective of his or her organization In addition, the leader has to show or present his or her high aspiration, inspiration, as well as commitment to achieve The vision is not only a vivid picture but also it must be all heart of the leader However, the vision must point out the objectives and purpose of organization
Vision should stem from sincere sentiment, passionate feelings, the convincement of the listeners, etc which are basic qualities of Vision It is possible that some managers do not wish to express sentiment when talking about their desires; however, the truth is like that which is easy to attract and encourage people more Let us try to analyze an example about the declaration of Winston Churchill in 1940, he not only stated clearly: “Let’s defeat Hitler”, but said:
“Hitler knew that he had to either defeat us on this island, or lose in the whole war If we stay firm, the whole Europe will be free, and life in the whole world will step forward If we lose, this whole world (including the US, including what we take care about) will fall into the abyss of prolonged disasters Thus, take our hands firmly to implement our mission; how to make the United Kingdom exists more than one thousand years, people will keep talking about today as follows: That is their most splendid time.”
Distinguish an Vision
Vision is a term used with many different meanings, and there is widespread confusion about it It is unclear whether a mission statement, strategic, objective, value statement, or slogan constitutes an effective vision In the absence of direct research on this question, one way to answer it is to examine each construct in relation to the desirable characteristics for a vision This analysis suggests that a compelling and enduring vision usually requires something more than a bland mission statement, a slogan, a list of value, or a specific strategic objective
The mission statement usually describes the purpose of the organization in terms of the type of activities to be performed for constituents or customers A vision is concerned with what these activities mean to people The core of the vision is the organization’s mission, but different aspects of it may be emphasized A successful vision tells you not only what the organization does, but why it is worthwhile and exciting to do it A successful vision makes the typical dull, abstract mission statement come alive, infusing it with excitement, arousing emotions, and stimulating creativity to achieve it
In vision there usually includes Mission, thus in many cases Vision and Mission are not clearly distinguishable or they can be one entity However, it is still recognizable of its basis and qualities, specifically: Vision is mostly used internally of the organization whereas Mission is often used for objects outside organization such as customers or partners
A value statement is a list of the key values or ideological themes considered important for an organization The values usually pertain to treatment of customers, treatment of organization members, core competencies, and standards of excellence Common themes include satisfying customers, achieving excellence in products or services, and making important contributions to society A value statement provides a good beginning for developing a more complete vision However, just listing values does not clearly explain their relative priority, how they are interrelated, or how they will be expressed and achieved An effective vision statement provides a glimpse of a possible future in which all the key values are realized at the same time
Basing on the structure of Vision mentioned above, Vision should include core values of the enterprise and Vision should be based on that core value if one wishes to have a strong enough and feasible vision The distinction here is core value is what an organization is having, is possessing and it should actually be the strength of that organization, and Vision will be built on that basic background
Slogans are used to summarize and communicate values in simple terms
However, a slogan is limited in how many values can be expressed Consider the following examples: technology is our business, quality is job one, we feel good when you feel good, all the news people want to read, and partners in making dreams come true Only the last slogan has more than one value; it describes the ideal service provided to customers and the ideal relationship among the providers Slogan can be useful as part of a larger vision, but overemphasis on a simplistic slogan can trivialize the vision and diminish important values not include in the slogan
The slogan is like mission, it mainly serves the objects who are customers or partners of organizations Thus, all individuals in the Organization should try their same strength to achieve and serve the Slogan of the Organization; however, the beneficiary is not only the individuals in the organization
Vision is introspective, all individuals in the organization strives their best to achieve the same aloft purpose of the organization that the beneficiary from that strive is the individuals of this organization
Strategic objectives are tangible outcomes or results to be achieved, sometimes by a specific deadline A performance objective may be stated in terms of the absolute level of performance (e.g., profits, sales, return on investment), or the relative level of performance (e.g., becoming number one in the industry or region, outperforming a traditional rival) Neither type of objective is likely to involve enduring, ideological themes Performance objectives are useful to guide planning and facilitate evaluation of progress, but the focus of a vision should be on values and ideological themes, not on objectives are included in a vision, they should be regarded as milestones along the way toward achieving ideological objectives
Project objective are defined in terms of the successful completion of a complex activity (e.g., developing a new type of product, implementing a new MBA program establishing a subsidiary in China) These objectives can emphasize economic outcomes, ideological outcomes, or both A limitation of most project objectives is their relatively short time perspective When the project is completed, the vision is end Project objectives can be included in the long-term vision for an organization or a supplementary vision can be built around an especially important project However, no single project should be allowed to eclipse the fuller, more enduring vision for the organization
Most of the evidence about the importance if a vision for successful change in organizations comes from leadership research focused more in the process of envisioning than on the content of the vision The vision articulated by effective leaders was sometimes elaborate and sometimes simple A recent descriptive study on the content of organizational visions found that most of them were expressed in the form of a performance objective or value statement that was very brief, strategic, and future oriented.
Procedures for Developing a Vision
It is extremely difficult to develop a compelling vision, and it cannot be generated by a mechanical formula Judgment and analytical ability are needed to synthesize the vision, but intuition and creativity are important as well To develop an appealing vision, it is essential to have a good understanding of the organization (its operations, products, services, markets, competitors, and social-political environment), its culture (shared beliefs and assumptions about the world and the organization’s place in it), and the underlying needs and values of employees and other stakeholders In most cases, a successful vision is not the creation of a single, heroic leader working alone, but instead in reflects the contributions of many diverse people in the organization The vision is seldom created in a single moment of revelation, but instead it takes shape during a lengthy process of exploration, discussion, and refinement of ideas
Some tentative guideline to help leaders develop a vision is summarized as follows:
- Identify strategic objectives with wide appeal
- Identify relevant elements in the old ideology
- Link the vision to core competencies
- Continually assess and regime the vision
Transforming a vision
The successful leader must know how to transform his vision to people to evolve “enthusiasm flame,” and encourage the people in the right way Base on seven below-mentioned elements for the leader to achieve the goal:
- Articulate a clear and appealing vision
- Explain how the vision can be attained
- Use dramatic, symbolic actions to emphasize key values
- Empower people to achieve the vision
Lesson of the Ho Chi Minh’s Vision
As mentioned above, the Vision is an overall picture of the future, which gives perspective of an organization to be attained in future The above definitions are abstract All people may understand what the Vision is but not leader can create and implement it However, it may be analyze and study practical lessons and lessons about the leaders’ success in building and communicating the Vision to the doers to help the leaders create the Vision for themselves and their organizations
This thesis focuses on studying Ho Chi Minh’s Vision, especially his manner of building and communicating the Vision to an organization, specifically for a nation Former President Ho Chi Minh is one of the preeminent leaders not only in Vietnam but also in the world In the context, that Vietnam was sunk in the dominated dark of French colonialism and failure of revolutions carried out by the predecessors, with wide and deep knowledge and top-level inspiration of national independence and country construction to be equal footing with powerful countries all over the world, Nguyen Ai Quoc discovered the pathway to lead August Revolution 1945
Many domestic and foreign materials mention former President Ho Chi Minh as a great man of culture of the world, a great ideologist, and a national hero
However, this thesis focuses on studying one of his successes, talented leadership to gain a final victory for the country In addition, one of the typical points in his leadership is the Vision This thesis will focus on analyze characteristics and his manner of developing and communicating the Vision as a leader of an organization, specifically the Communist Party of the Socialist Republic of Vietnam a The first case
The period of 1945s was very difficult for a young country when Vietnam seized power This period expressed the Vision of a talented leader, President
Ho Chi Minh He was sharp and lucid to select sound reactions to solve excessively complicated and difficult tasks in a timely and effective manner and keep calm to steer Vietnamese revolutionary “boat” across dangerous waterfalls and rapids
In the position of the President of a country, which had just seized power with accumulated difficulties, it may be said that Vietnam was in the precarious situation The country, or to be exact, North Vietnam with more than 20 million people (most of them were illiterate) was meeting difficulties such as completely empty treasury, starvation and “internal enemies and external invaders” who were lying in wait to reoccupy and overthrow new government At that time, our country had just escaped from domination of French colonialism and real situation of our country was extremely poverty- stricken and backward With over ninety percent of the illiterate people and a tenth of population died of hunger, President Ho Chi Minh hoped and believed much in the future In such context, President Ho Chi Minh still kept calm to provide proper reactions to lead the country to final victory To do this, President Ho Chi Minh must have steady ideology and imagine the country’s future perspective President Ho Chi Minh clearly pointed out in the letter to children in the first new academic year of independent Vietnam,
“Whether Viet Nam can become glorious or not and whether the Vietnamese nation can be on an equal footing with other powerful countries in the five continents or not, mostly depends on your efforts in learning.” This is a message of President Ho Chi Minh indicating the whole of his Vision
After when Vietnam had just gained independence and in internal enemies and external invaders situation, he still imagined in a certain day Vietnam would be bigger and more beautiful to be equal footing with powerful countries in five continents He drew a vivid and appealing picture of the future He not only talked to children who are future resources of the country but also communicated to Vietnamese people that in a certain day Vietnam would be bigger and more beautiful This was a great inspiration of President
Ho Chi Minh about a powerful Vietnam in near future Indeed, Vietnam presently has position on the international market and is recognized by countries in five continents Although Vietnam has not developed as he imagined, Vietnam, from a country of wars, has become a part of the world and a non-standing member of the United Nations for two years and ASEAN
… In fact, excellent learning achievements of Vietnamese students have brought glory for the country From 1970s to now, Vietnamese students annually take international examinations of Mathematics, Informatics, English, and French … and win high prizes Upon awarding, Vietnamese national flag flutters in the wind together with national flags of other countries all over the world Vietnamese students bring glory to the country as Uncle Ho’s wish
In the present era, strength of a nation is not only powerful army but also brainpower, technical science and powerful economy Large countries in the world such America, Japan, England and France … have developed economy
In Vietnam, this becomes true when the country’s owners have high educational background and ability of integrating with the world educational background Not another way is that we must study well and continuously
“Study, study more, study forever.” School years are necessary for students to acquire basic knowledge accumulated for thousands of years Thanks to diligent learning, when grow-up, the students will be learned and highly qualified citizens to construct the country to catch up with the era The State takes care of and creates condition for all children at school age to go to school for the country is long-term future
Ho Chi Minh’s Vision is also an instruction not only for the children to make efforts to learn to construct the country, but also for nationwide people that development of the country is to not only fight but also construct and develop the country on educational and intellectual foundations The people must care of Vietnam’s education It is required to build more schools, have more teachers, and create conditions for all people to learn and research and improve their knowledge b The second case
In his testament to Vietnam nation, he wrote:
“Existent mountains, existent river, existent people, The American invaders defeated, we will rebuild our land ten times more beautiful!”
At the time he was unable to serve for the country, he imagined a future of our country “The American invaders defeated, we will rebuild our land ten times more beautiful.” As to force correlation and ability of success of Vietnamese Revolution in national unity, this ability was too unrealizable In his Vision, he always imagined a bright future and a powerful country “ten times.” He also believed that Vietnamese people, with patriotism and national pride, would do extraordinary things to protect and construct the country: “our mountains will always be, our rivers will always be, our people will always be.”
Here there are core values of Vietnamese nation such as patriotic spirit, labor diligence, intelligence, and creativeness All such characteristics of Vietnamese people are foundations for success If compared with countries in the region, preeminence of Vietnamese nation will be obvious
Research on Vietnamese corporations
Unawareness of the importance of Vision of an organization
An enterprise without Vision is like as a person walking in the forest without a compass and going out to sea without a nautical chart
According to the author’s investigating 100 leading enterprises in Vietnam and Top private enterprises voted by VNR500 in 2010, in which 68% largest Vietnamese companies had no Vision statement for two reasons that the Vision is an entirely new definition with such organizations or they did not want to state the Vision
The material weakness of Vietnamese enterprises is they often look at short- term and usually lead the business by solving matters, annually plans or several year plans This is true, but not enough, as enterprises need to have more long-term vision, need to have greater desire enough to extend themselves to the world range and develop sustainably The fact that enterprises have not had a vision with enough strength stems from many reasons, but the major reason is the viewpoint of being afraid of changes, subjective, voluntaries and always thinks that, “our enterprise is developing very well without the so-called Vision.” However, according to the statistics of the author, hardly any enterprises of Vietnam maintain development for a long time from 10 to 20 years; these enterprises only maintain its existence, annual revenue, however it could not developing to last as well as could be hard when facing changes or adverse circumstance
Stemming from the viewpoint of being afraid of changes, or looking forward to short-term instead of looking forward to farther, more lofty targets, thus many enterprises own very good human resources and have full competitive competence, however, it is impossible to exploit it, for example: intellectual resources, the unity and determination of the human resources, other competitive advantages
2.1.1 The enterprises do not think that Vision is extremely important
The author interviewed an enterprise among top 500 Vietnamese largest private enterprises operating in three main fields of general contractor; industrial production and real estate trading This company is a typical example about understanding and being aware of the Vision, the author had a chance to work with the highest leader of the Company He thought, “We must learn from the foreign enterprises in all aspects and countries in the region such China, Korea, and Singapore, etc We only either loses in things we cannot do or have no condition to do At any cost, we cannot lose in things we can do in our country.” And in fact, he won contracts with participation of famous companies such as GS E&C … Besides, he negotiated and successfully purchased 85% shares of Hyundai Heavy Industries in Hyundai – Dong Anh Steel Tower Manufacturing Co., Ltd, and Vietnamese people successfully took over and managed this Company, even more successful than Korean people
From this example, Vietnamese people in general or Vietnamese enterprises in particular entirely have inspiration and capacity; however, they do not understand that a leader is like as a talented painter, an eminent writer, and an outstanding manager They must draw a vivid and practical future picture of their organization in future
According to the above statistical figures, these enterprises do not completely know definition of the Vision of a company or an organization or they do not think that their inspirations are a Vision This is easy to understand because the Vision of an enterprise is a new definition in Vietnam for about 10 years
In addition, this definition is only taught in the business administration graduate classes or short-term business administration training courses In reality, the enterprises’ not stating the Vision or communicating it to employees in their organizations is completely not that they lack inspiration or have no the Vision The reason is that the leaders of such organizations do not know definition of the Vision In reality, these enterprises ranked among Top 100 Vietnamese largest private enterprises This proves that they have great inspirations and certain values to succeed Yet, many enterprises have not escaped from Vietnam to become the largest companies in the world
Whether, these companies have enough competitiveness and gain a victory in Vietnam, the region and the world or not? Whether these companies are good substantially and have firm foundation to develop or they are large companies in revenue?
Thus, this thesis will provide and clarify definition of the Vision Actually, there are many books, materials, and curricula about the Vision However, they only introduce what the Vision is After reading and studying, they only know the definition of the Vision but cannot acquire a real and valuable Vision
2.1.2 The enterprises do not want to have Vision
This is because the leaders of such organizations know the definition of the Vision but they are unaware of the importance of the Vision in building and developing the enterprises Even, some leaders think that if their Vision is publicly stated, the competitive enterprises will know their future orientation and then focus on learning about or pushing up competition Such enterprises’ leaders inadequately understand the Vision They confuse the Vision with the Vision for a specific strategy or a specific objective; the Vision for a specific strategy or Objective may be obtained for 3 or 5 years, focusing on some specific activities However, the Vision is not As mentioned above, the Vision is a future picture indicating great inspirations to be attained by the enterprises in near future (for 20 or 30 years) or in further future However, the enterprises as well as their employees must make every effort to realize such future picture
Therefore, the Vision is unable to imitate and keep secret The Vision has real value when it starts from great inspiration of the leader and bases on core values of such organization The valuable Vision will be communicated to all people in an organization and all individuals in such organization must understand and have the greatest inspirations and desire to realize such future picture.
The enterprises do not clearly understand Vision
According to the statistic figures in 100 leading private enterprises in Vietnam in 2010, 68% of the enterprises almost do not state the Vision and 32% of the enterprises have the Vision statement but 80% among such enterprises confuse the Vision with the Objective of the company Besides, such Vision statements do not indicate their inherent values Hence, it fails to obtain real purpose of developing a Vision of an organization The author also interviewed some middle and high-ranking enterprises who have the Vision statements and found that “the Vision” is formalistic; it represents that enterprise catches up with the era and it is the fashion for such organization It has no its inherent value The below are some specific examples to understand clearly, what “the Vision” is:
The Vision is too monotonous, uninspired, boring, and unappealing to all people to strive for obtaining such Vision a Wrong in Vision structure:
As mentioned in the previous chapter, Vision should include two important parts, which are Core value and BHAG The author thinks, most vision mentioned above only achieve half in total in the structure of Vision that is to look forward to a bright future of the enterprise, such as “To be the best Bank and a leading business” “a leading quality”; “a leading company”; etc
Considering bout the above declarations, there is totally lack of a very important idea that is, “Core value,” thus these Visions becomes lack of basic to reach it Core value will answer the question, what does enterprise base on to realize their future aspirations
Table 2.1: Case of Saigon Commercial Bank
Developing various types of products and services of a modern bank
Maintaining the satisfaction, loyalty and association of customers to SCB
Ensuring the growth and sound financial capacity
Continually enhancing working motive and creativeness of its staff
Among most of 100 biggest private enterprises in Viet Nam according to the table of ranking of VNR in 2010, the visions all lack of an important part of Vision, which is the Core Value of the enterprise The author has selected quite a sufficient vision declaration in the structure of Vision, in the case of
Saigon Commercial Bank, Vision declaration has offered a value of the enterprise they are the dynamism and creativity of the labor force However, their use of Core Value does not bring about any practical thing for the member of this enterprise, only one member of the enterprise benefits from Core Value that are the Shareholders Moreover, Core Value of the enterprise does not also bring enterprise to a loftier target, a more desirable target Thus, BHAG of this enterprise is normal and lacks necessary knowledge
Generally considered, a major weakness of Vietnamese enterprises when offering a Vision declaration is incorrectly in structure, and thus will not have a perfect vision, and not good Vision cannot bring about anything great and does not exploit all the inherent value of Vision b Lack of necessary characteristics of Vision
The Vision declarations of most of Vietnamese enterprises in general and the Visions mentioned in this topic lack of important qualities of Vision, specifically:
A vision should be simple and idealistic, a picture of a desirable future, not a complex plan with quantitative objectives and detailed action steps These Vision declarations have the simplicity and easy to recognize, however it is not a picture describing the great desire of that enterprise The author recognizes, among the Vision of Vietnamese enterprises almost no enterprises having Vision has this important characteristic Some Visions are simple but too monotonous, lack of color, unattractive and so simple that they mistake it for some slogan of the company; some Visions are lengthy, presenting too many unnecessary issues thus Vision becomes complicated and lack of conciseness
The author thinks that this weakness of Vietnamese businessmen stems from the fact that they do not understand what should Vision be to be good and they would also not having to invest to develop it, maintain it and pledge with it The case study of analyzing of Vision declaration of Kinh Do Company and Habubank is belows:
Table 2.2: Case of Kinh Do Group
Vision: Living Fine Kinh Do enriches people's lives by providing products and services, which immediately realize the needs, and desires for Living Fine
Applying our dynamism, creativity, foresight and other core values, we create products and services which deliver consumers what they want and make us all proud
People trust Kinh Do companies, products, and services so much they rely on them for Fine Living every day
Kinh Do generates bonus personal, economic and
For the case of Kinh Do Group, this enterprise has partly contains the structures and characteristics necessary of Vision considering in reasoning basis aspect However, Vision declaration is too long, offering too many issues not sufficiently concentrating on the most important points Besides, Vision of Kinh Do Group offers also issues relating to customers, to society, this is a misunderstanding as Vision is introversive, it is only for members of Organization: Shareholders and the whole working force of that organization
The challenging character of Vision:
Vision does not express value, the desire, and the ideology of the members of the society These visions do not point out how to achieve that desirability, how to navigate for the whole members of the organization, and how to guide them to go in the right correction to achieve their desire
When analyzing Vision of Vietnamese enterprises, the author sees that, the enterprise has brought our challengers for their organization However, it seems that these enterprises only brought out that Thus, like a decorative item for their enterprise (like the logo of the Company) These challenges seem not for the members of the enterprise, it brings more extroversive, as Vision should look forward to bright futures not only to the owner of the enterprise but to boost, encourage the whole members of the organization to strive their best in achieve it The members of the organization should see that if they strive, if they try, if they unite and strive they will achieve a general target that they are a part of it
Table 2.3: Case of Techcombank and EMIS
TECHCOMBANK To be the best bank and a leading business in Vietnam
To be a leading company in quality of services in petroleum trading in Vietnam (main line of petroleum)
Analyzing some Visions above, the author realizes that, they are challenges to the enterprise, however it does not left any remarks to the members of this organization Seeing on the viewpoint of the laborer in the enterprise, they will see that there is not much difference between a normal company and a leading company in the country or the industry The laborers will not be able to recognize that they gain some practical things from the fact that their company becomes the leading company and they are nearly absent in bringing the company to become the leading company, although their effort they contribute is very great The author themselves are working for a leading company of an industry in Vietnam, The author recognizes that the laborers still feel satisfied when their company is in the highest position in the industry, as their biggest expectation is income, is the working environment, is respected, etc, then it is not mentioned Thus Vision will not be able to reach an important function of theirs is to encourage and boost every individual to strive their best
A very important characteristic of Vision is it should be lively, attractive and should encourage everybody to take part in as well as strive for achieving it by his or her best A successful Vision should attract the participants, bringing about great hope and always desire to reach of every member in the enterprise The Vision of Vietnamese enterprise totally does not have this important characteristic; the Visions are totally monotonous, colorless, and mundane When asked the staff and even the leaders of some Enterprises with the above said Vision declaration, most of them did not know what their enterprise’s Vision is or when talking about it does not have any enthusiasm
Habubank’s vision is positioned in the slogan of the Bank “VALUES FORM TRUST.” Habubank constantly adopts this slogan as it shows all basic targets set by the Bank Habubank aims to generate unique and useful values to customers in order to gain trust and loyalty from them
Habubank has been operating and obtaining success based on the TRUST accumulated over the years It is the trust from the State, shareholders, customers, employees, and partners That trust has been formed by values created by the Bank no matter whether they are core or added, economic or non-economic, tangible or intangible values
The enterprises cannot effectively communicate their Vision
Another thing is that each enterprise is ready to answer that “our company has a far Vision”, but in fact, when learning about this, no one knows their company’s Vision except for the leaders because they are not shared, communicated and widely disseminated it in the company as well as partners
Occurrences arise in the company because there is no orientation to develop together At that time, the entrepreneurs are extremely hard to worry about personnel Do not think that employees work because of their monthly salary
They also need to be respected, recognized, encouraged, and known how this enterprise will be in near future The leader sharing the development Vision is a great encouragement they need
Stating the Vision, but no communicating it in an organization or communicating it ineffectively as expected is for many reasons In this thesis, the reasons may be as follows:
From the above analyses, most of the Visions of the enterprises are valueless as it is worthy A Vision is only for decoration in such enterprise, indicating that it aspires to reach to the peak and its leaders are visionary, learned, and up-to-date Such Vision statements show an individual stating it does not understand how to attain it Such Visions communicated to employees of the company are unable to create urgency and encouragement, and of course, it cannot be communicated in the whole organization In addition, if efforts to communication it is made, no one will follow
Let analyze the case of Vinamilk, its vision absolutely do not comply with the theoretical foundation as well as is not worthy in term of enterprise member
The author thinks that it only stands for the value of customer, because when stating it the employees, manager, or shareholder did not find that where they will be
Vinamilk will be the fastest and sustainable growing healthy dairy and food company by building a long-term competitive advantaged product portfolio across the scale
The failure to transmit Vision, part of the reason is the fact that Vision declaration is too bad, a Vision does not have strength and attraction necessary, and then it is very difficult to urge individuals to joint The above analysis shows in most Visions of Vietnamese enterprises do not have strength, without the attraction and fail to describe the lively picture about future of the enterprise or in other words, it is not enough desirability, and for the monotonous Visions then most strive to transmit to individuals is not meaningful On the other hand, the leader of the enterprise cannot express or see his desirability, her target then it is certain that no one in the enterprise can see it, or does not dare to declare about it Vision should stem from the spirit and the heart of the leader and considering about the nature it is the product of the desirability and ambition of the leader of the enterprise
The enterprises do not know how to communicate a good Vision or communicate it ineffectively In some organizations, the leaders have a good Vision but they do not know how to communicate it to all employees of such organization They do not understand that their Vision must urge, lure, and encourage all staffs, and employees of an organization, even individuals join their organization Their Vision brings limitless aspiration to all people to attain the Vision All efforts or actions of the people are to aim at a “ten times” future as stated by former President Ho Chi Minh
To do this, the Vision must always repeat in all various forms and all situations In addition, the Vision must be communicated lively such as articles and wishes on special occasion … The Vision must be stated many times everywhere such as regular meetings and meetings deploying business activities, meetings of staffs and employees on occasion of Tet holidays, the company’s birthday and the company’s social activities …
During the process of researching about Vision of enterprises, the author recognizes that for most enterprises, the notion of Vision enterprise is the personal task of leader of the enterprise Beside there are some cases of offering Vision is of some individual of the enterprise created it and the leaders of the enterprise approves it, then the Vision to put for display Thus, Vision and transmitting Vision in Vietnamese enterprise have not been invested properly and that is the reason Vision cannot develop all their capital value
Our aims are to bring high quality steel products through innovative technologies but more importantly protecting the environment We pride on excellent customer services to ensure to meet the demands of our clientele whilst achieving customer satisfaction Finally, to create a better future is the goal of every Vietsteel’s member
We are a dynamic and welcome challenges company
Together with us, let bring the ideas into actions for a better future
In case of Vietsteel, it is quite good vision, however the communication of this vision is not good enough The author have a chance to met some sale manager and salesman of Pomina Steel – a subsidiary of Vietsteel, however the definition of them about vision of company is ambiguous and they also do not explain the main thing showing in “Message from Thep Viet.” The statement of Vietsteel is very clear that, “create a better future is the goal of every Vietsteel’s member” or “Together with us, let bring the ideas into actions for a better future.”
The author also interviews the Director and staff of VIB – Thach That Branch about its Bank Vision, his answers is that: “Normally the Bank did not mention to the Vision of Bank during meeting with Leader of the Bank” or
“There is no training, induction for middle-level manager about Vision during his working time in VIB Bank.” The author also asks the staff of the Bank, almost of them said that they did not know or did not remember the exact their Bank Vision It is evidence to state that may be the Vision creator did not remember what his/her vision should be transformed widely within their enterprise to encourage managers and staff to contribute to development of the Bank
2.3.3 No invest to brainpower and efforts to develop and communicate a Vision
This clearly indicates that some enterprises, when publishing their Visions on the website, in confuse in translating from Vietnamese to English, proving the highest leader gives no interest in accuracy All leave to the staff’s discretion to implement directly without checking and monitoring publication and communication of these contents
When perform this Thesis, the author interview staff and middle level answer is “do not remember company vision,” sometime is “remember the slogan of company only.” When the author asks the manager the question is
“where is your vision described outside the website,” the answer is not surprise “I do not know” or “no elsewhere.”
Each enterprise should once strictly answer to a question: “How will our enterprise be?” When one first hears that it is simple, in fact, it is not simple to answer If an answer is available in the enterprise’s mind, it is too good
However, more wonderfully, such answer is written and shared with the company’s employees to coordinate with the leader to establish a business
“path.” The above answer will be the Vision of the enterprise
Interviewees No of interviewees Name of company
SAIGON THUONG TIN COMMERCIAL JOINT STOCK BANK
VIETNAM TECHNOLOGICAL AND COMMERCIAL JOINT STOCK BANK
INTIMEX IMPORT - EXPORT JOINT STOCK COMPANY
MARITIME COMMERCIAL JOINT STOCK BANK
VIETNAM INTERNATIONAL COMMERCIAL JOINT STOCK BANK
HANOI BUILDING COMMERCIAL JOINT STOCK BANK
TOYOTA EAST SAIGON JOINT STOCK COMPANY
MOBILE WORLD JOINT STOCK COMPANY
COTEC CONSTRUCTION JOINT STOCK COMPANY
AN BINH COMMERCIAL JOINT STOCK BANK
In scope of the Thesis, the author had interviewed 25 biggest private enterprises in Vietnam with 58 interviewees included middle-level manager and staff, the result is almost of them said, “They do not remember what stated on their company’s Vision.” The result also shows that the employees are more interest in their company vision in compare with middle-level managers Normally, the staffs almost have known their company Vision on public website or other public profile of company instead of they heard from his directed managers It means that may be the leader of company did not often mention their point and their vision, and the most important thing is the Leader of company did not invest on communication of his/her vision widely in company and invest to build the vision to become the symbol of company.
Discussions
The author points out that this is a practical topic for Vietnamese enterprises in the current context During the integration process, many Vietnamese enterprises and entrepreneurs are successful domestic and abroad, but the author thinks that they lack an extremely important thing, sustainable development orientation, and direction to develop a strong enterprise in all aspects to compare with international one, specifically the Vision of the enterprise
In this research of the author, there are many Mangers, Leaders and Enterprises hardly prepare the statement of Visions for its enterprise, however, the result is chaotic mass of Core values, Goals, Objectives, Philosophies, Believes, Aspirations, Strategies, Principles, Descriptions, etc
All of them are becoming intricateness, and rarely these statements strictly relate to the major principle of the leading companies on this research, it is
“maintain the core” – “promote the advance.” This correspondingly is
“motivation” of a leading company, and Vision and future perspectives is the creation of background to realize the above-mentioned motivation Clearly understanding this, author hope that the enterprises will absolutely apply the definitions stipulated on this Thesis to adjust Vision/Mission of its organizations to such an extent that Vision would be leading properties to build up a great company
The Vision must always originate from great aspiration and ambition of the enterprise and such aspiration must be based on a practical value of the enterprise, its core value A valuable Vision must contain and connect with Core value and great aspiration of such organization In the context, Vietnam is shifting from a low-income country to an average-income country In addition, Vietnamese enterprises are fiercely competing in domestic market as well as striving for enter the world market, this is the time that leaders of Vietnamese enterprises must indicate how great their ambition is and how intellectual they are by his visionary actions to help their enterprises become strong ones
Vietnamese enterprises as well as leaders of such enterprises should learn from President Ho Chi Minh how to communicate a Vision to all employees and shareholders Communicating of a Vision is not difficult as they still imagine and simply it is repetitive from stories in daily activities or unexpected or periodical meetings … The matter is that the leaders must really have a good Vision to communicate confidently and easily to the listeners The leaders cannot communicate it if their Vision is built superficially or followed in the model or simply handed over to any individual in the organization to perform.
Conclusions and recommendations
Conclusions
Recently, many enterprises as well as entrepreneurs used Vision but not entrepreneur or enterprise understands a right definition or a thorough outlook on the Vision Visions and missions have become guiding stars for enterprises of the new era
According to analyses of real situation of the Vision statement of the leading private enterprises in Vietnam, they are the future mainstays of the country and factors of the economy, which are expected to be the motive force of Vietnam’s economy to catch up with the region and the world These analyses indicate weaknesses of the enterprises and wrong points in building and stating the Vision of the enterprises, thereby helping the entrepreneurs or the enterprises develop with orientation Besides, it also indicates how Directors, CEOs, and Chairmen of Vietnam’s enterprises communicate their inspirations and development orientation to all managers, employees, and shareholders and obtain as expected
The author linked a story from an individual who built and developed the Vision successfully, former President Ho Chi Minh, for Vietnamese entrepreneurs to easily imagine what the Vision is and how to communicate the Vision Success and influence of former President Ho Chi Minh are recognized all over the world and he is the closest to all Vietnamese people
Thus, it is easier to link between the Vision of the enterprise and Ho Chi Minh’s Vision.
Recommendations
The enterprises should clearly understand that the Vision is a future aspiration of the enterprises combined with their core values The most importance of Vision is that Vision must contain inspiration of the leader The enterprises should clearly understand that the Vision is future aspiration of the enterprises combined with their core values The most importance of Vision is that Vision must contain inspiration of the leader To do this, the enterprise should follow the below-mentioned procedures:
A single leader is unlikely to have the knowledge needed to develop a vision that will appeal to all the stakeholders whose support is necessary to accomplish major organizational change Even when the initial ideas for a vision originate with the leader, it is desirable to involve key shareholders in refining these ideas into a vision with widespread appeal Key stakeholders may include owners, executives, and other members of the organization, customers, investors, joint venture partners, and labor unions
Often the best place to begin is with senior executives, the group most likely to have the broad perspective and knowledge necessary to understand the need for change Insights about their ideals, values, and attitudes about change can be explored in strategic planning sessions Another approach is to ask executives to develop a personal vision statement describing what they see as their ideal future role in the organization The personal vision statements can be examined to identify shared values and appealing images of how the organization should be transformed
Gather and select the ideas
The first step is to ask people to identify specific performance objectives that are challenging and relevant to the mission of the organization Then ask people to discuss the relative importance of the various objectives and the reasons why an objective is important Look for shared values and ideals that can become the basic for a vision with wide appeal
Look for relevant elements Look for values and ideals that will continue to be relevant for the organization in the fore-seeable future Sometimes traditional values that were subverted or ignored can serve as the basic for a new vision
Combine the core values with company goals
A successful vision must be credible as well as appealing People will be skeptical about a vision that promises too much and seems impossible to attain Leaders face a difficult task in creating a vision that is both challenging and believable Lofty visions often require innovative strategies, and untested strategies are risky and difficult to assess In the absence of a tested strategy, there must be a basic for people to believe the vision is attainable One basic is the belief of people in their ability to find answers A vision that entails new and difficult types of activities is more credible if the core competencies of the organization are relevant for these activities
The entrepreneurs should present their Vision statements in the clearer and most coherent and appealing to communicate widely to all managers, employees, and shareholders The entrepreneurs have to invest properly on development of a Vision and loyalty tries to reach it by all his mind and heart
From the knowledge of Vision entrepreneur have to realize his aspiration to become the performance, therefore his aspiration have to present on the enterprises strategies, on the yearly plan, etc
Articulate a clear and appealing vision
It must be communicated repeatedly at every opportunity and in a variety of different ways Meeting with people directly to explain the vision and answer questions about it is probably more effective that other forms of communication The Leader also should use letters or email messages to followers, new letter articles, televised news conferences, videotaped speeches, it is helpful to provide opportunities for followers to ask questions afterward (e.g., use email, hotline, open meeting, or visits to department meeting)
The vision should be communicated more clearly and persuasively with colorful, emotional language that includes vivid imagery, metaphors, anecdotes, stories, symbols, and slogans Metaphors and analogies are especially effective when they excite the imagination and engage the listener in trying to make sense out of them Anecdotes and stories are more effective if they invoke symbols with deep cultural roots, such as legendary heroes, sacred figures, and historical ordeals and triumphs A dramatic, expressive style of speaking augments the use of colorful language in making an emotional appeal Use of rhyme, rhythm, and repetition of key words or phrases can make a vision more colorful and compelling
Explain clearly about the Vision
It is important to make a clear link between the vision and a credible strategy for attaining it This link is easier to establish if the strategy has a few clear themes that are relevant to shared values of organization members It is seldom necessary to present an elaborate plan with detailed action steps The vision, but instead should inform followers that they will have a titan role in discovering what specific actions are necessary
The strategy for attaining the vision is most likely to be persuasive when it is unconventional yet straightforward If it is either simplistic or conventional, the strategy will not elicit confidence in the leader, especially when there is a crisis Consider the example of a company that was losing market share in the face of intense competition
Communicate confidently and optimistically the Vision
It is important to remain optimistic about the likely success of the group in attaining its vision, especially in the face of temporary roadblocks and setbacks A manager’s confidence optimism can be highly contagious It is best to emphasize what has been accomplished so far rather than how much more is yet to be done It is best to emphasize the positive aspects of the vision rather than the obstacles and dangers that lie ahead Confidence is in both words and actions
Beside that, the enterprise should train the middle-level manager to communicate the Vision of company to communicate with all staff Because of lacking interaction between top leader and staff of company, this case the middle-lever manager is important role to communicate the Vision It mean that the middle-level manager can act confidently and optimistically like tope leader in term of transformation of vision
Express confidence in followers The motivating effect of a vision also depends on the extent to which subordinates are confident about their ability to achieve it Research on the
“Pygmalion effect” found that people perform better when a leader has high expectations for them and shows confidence in them There is more need to foster confidence and optimism when the task is very difficult or dangerous or when team members lack confidence in themselves If appropriate, the leader should remind followers how they overcame obstacles to achieve an earlier triumph If they have never been successful, the leader may be able to make an analogy between the present situation and success by a similar team or organizational unit Review the specific strengths, assets, and resources that they can draw on to carry out the strategy List the advantages they have relative to opponents or competitors Tell them that they are as good as or better than an earlier team, that was successful in performing the same type of activity
Use dramatic, symbolic actions to emphasize vision
A vision is reinforced by leadership behavior that is consistent with it
List of company on the Thesis
1 SAIGON GOLD AND SILVER ACB-SJC JOINT
3 ASIA COMMERCIAL JOINT STOCK BANK
4 VIETNAM DAIRY PRODUCTS JOINT STOCK
5 DOJI GOLD AND GEMS GROUP
6 THAI HUNG TRADING JOINT - STOCK
7 PHU NHUAN JEWELRY JOINT STOCK
8 SAIGON THUONG TIN COMMERCIAL JOINT
13 INTIMEX IMPORT - EXPORT JOINT STOCK
17 EAST ASIA COMMERCIAL JOINT STOCK
18 SMC TRADING INVESTMENT JOINT STOCK
22 HOANG ANH GIA LAI JOINT STOCK
28 HANOI SJC JEWELLERY JOINT STOCK
29 VAN HAU TRADING SERVICE COMPANY
31 NGUYEN KIM TRADING JOINT STOCK
33 HA ANH IMPORT - EXPORT JSC
35 HIEP THANH SEAFOODS PROCESSING JOINT
36 AN GIANG PLANT PROTECTION JOINT-
37 VINH PHUC MECHANICAL JOINT STOCK
38 TAM DIEP STEEL CO., LTD
41 HUNG VUONG JOINT STOCK COMPANY
44 THAI SON INDUSTRY TRADING COMPANY
46 VINH HOAN JOINT STOCK COMPANY
48 TAN CUONG THANH COMPANY LIMITED
50 NAM VANG JOINT STOCK COMPANY
TRADING AND IMPORT EXPORT CO.,LTD
56 PHUTHAI GROUP JOINT STOCK COMPANY
58 PRIME GROUP JOINT STOCK COMPANY
60 VAN LOI STEEL JOINT STOCK COMPANY
61 TIENLEN STEEL CORPORATION JOINT STOCK
63 MINH THONG COMPUTER JOINT STOCK
64 TOYOTA EAST SAIGON JOINT STOCK
65 AN GIANG IMPORT – EXPORT COMPANY
67 THAI HOA MANUFACTURE AND TRADING
68 SP INVESTMENT SERVICE TRADING CO., LTD
70 TOAN LUC TRADING JOINT STOCK
72 MOBILE WORLD JOINT STOCK COMPANY
75 HUNG VUONG AQUACULTURE JOINT STOCK
77 TAN HIEP PHAT BEVERAGE GROUP
80 NORTH KINH DO FOOD JOINT STOCK
83 QUANG NGAI SUGAR JOINT STOCK
84 LAI THIEU FEED MILL CO., LTD.
88 TMT MOTOR JOINT STOCK CORPORATION
90 OCEAN COMMERCIAL JOINT STOCK BANK
93 AN BINH COMMERCIAL JOINT STOCK BANK
94 VINH LONG FOODSTUFF JOINT STOCK
97 THIEN LOC PHUC CO., LTD
99 TAN TAO INDUSTRIAL PARK CORPORATION
100 HOA BINH CONSTRUCTION AND TRADING
REAL ESTATE JOINT STOCK COMPANY