(LUẬN VĂN THẠC SĨ) Nghiên cứu về Tầm nhìn của các doanh nghiệp Việt Nam và bài học về tầm nhìn của Chủ tịch Hồ Chí Minh

VIETNAM NATIONAL UNIVERSITY, HANOI SCHOOL OF BUSINESS VU ANH DUONG A STUDY ON VISION OF VIETNAMESE CORPORATIONS & LESSON FROM PRESIDENT HO CHI MINH’S VISION Major : Business Administration Code : 60 34 05 Master of business administration thesis Supervisor: Dr TA NGOC CAU Hanoi – 2012 TIEU LUAN MOI download : skknchat@gmail.com ACKNOWLEDGEMENT I would like to express my gratitude to all those who gave me the possibility to complete this thesis I want to thank the Vietnam Report for giving me permission to the necessary research work and to use their valuable data I have furthermore to thank all the managers and staff at FPT, Vietsteel subsidiary, VIB, Habubank, and CMC Group who gave and confirmed permissions and encouraged me to go ahead with my thesis I am deeply indebted to my supervisor Dr Ta Ngoc Cau from Hanoi School of Business whose patience, help, stimulating suggestions, and encouragement have helped me in all the time of research and writing of this thesis I want to thank all of my friends from HSB-MBA for all their advice, support, interest and valuable hints as well as colleagues from Power Construction JSC No.1 i also want to thank all Vietnamese and Foreigner partner whose providing valuable data to finish this Thesis Especially, I would like to give my special thanks to my wife whose encouragement, endless love, sharing, and great help are always available in my difficult times i TIEU LUAN MOI download : skknchat@gmail.com ABSTRACT A STUDY ON VISION OF VIETNAMESE CORPORATIONS & LESSON FROM PRESIDENT HO CHI MINH’S VISION Vu Anh Duong MBA Candidate, 2007 – 2009 School of Business Vietnam National University, Hanoi Supervisor: Dr Ta Ngoc Cau September 2012, 79 pages The vision of the leader is one of the most important functions of Leadership The ability to recognize the future potentiality of an organization or a company is always an extremely important for the everlasting development of that organization The Thesis will present a model, notion to define vision clearly, avoid the confusion for ages to this notion, and supply the reader specific instruction for the formation of vision closely, coherently, clearly in the organization The thesis also concentrates on studying about Vision of Organization in the business enterprise of Vietnam in general and vision of Leaders in Vietnamese enterprises in particular In current globalization background and Vietnam has become a member of WTO, the stormy development of technology, natural resources are becoming scarcer and scarcer, and above all the issue of Vietnamese enterprises are facing the severe competition from developed economies To solve the above issues, the role of the enterprise leader is vital importance The declaration of the highest leader in an enterprise always helps the business to see the focal point, the necessary ii TIEU LUAN MOI download : skknchat@gmail.com concentration to have in short-term and long-term action The leader should always remind, communicate, train their subordinates, and assess the vision of the enterprise The author has surveyed top 100 Vietnamese biggest private enterprises, according to the table listing 500 Vietnamese leading private enterprises, which evaluated and ranked by VNR 500 in 2010, to offer the current situation of Vision and how to transform Vision of Vietnamese enterprises, which expected to become leaders of Vietnamese economy in the future approaching international arena The results as follow: - Not declaring officially the Vision of its enterprise, this case can be resulted from failing to be aware of the importance of Vision or recognized but not be creative enough and develop the vision of the organization - Not understand clearly; confusion between vision and mission; failing to understand what Organization Vision is? Thus, offering vision superficially cannot convince and attract the staff - Having declaration of vision but cannot communicate it within the organization Alternatively, the vision statement does not stem from the great aspiration of the organization, almost of cases Vision become to the fashion of company organization - Communication of vision is not good enough This theme also analyzes the practical lessons about Vision from President Ho Chi Minh in different historical stages, specifically statement of vision and communicating vision iii TIEU LUAN MOI download : skknchat@gmail.com From research results, some suggestions are brought out to help Leaders and organization to recognize the importance in creation of vision, developing Vision in Vietnamese enterprises in the new age Thenceforward, the entrepreneurs can lead its organization to everlasting development iv TIEU LUAN MOI download : skknchat@gmail.com TÓM TẮT NGHIÊN CỨU VỀ TẦM NHÌN CỦA CÁC DOANH NGHIỆP VIỆT NAM & BÀI HỌC VỀ TẦM NHÌN CỦA CHỦ TỊCH HỒ CHÍ MINH Vũ Ánh Dương Thạc sĩ QTKD, 2007-2009 Khoa Quản trị kinh doanh Đại học Quốc Gia Hà Nội Giảng viên hướng dẫn: Tiến sỹ Tạ Ngọc Cầu Tháng năm 2012, 79 trang Tầm nhìn người lãnh đạo chức quan trọng Lãnh đạo Khả nhìn nhận tiềm tương lai tổ chức hay công ty yếu tố quan trọng cho thành công tổ chức Luận văn trình bày khn mẫu, khái niệm để định nghĩa tầm nhìn cách rõ ràng, tránh mập mờ lâu khái niệm này, đồng thời cung cấp cho độc giả hướng dẫn cụ thể cho việc hình thành tầm nhìn chặt chẽ, mạch lạc, rõ ràng tổ chức Luận văn tập trung nghiên cứu Tầm nhìn doanh nghiệp sản xuất kinh doanh Việt Nam nói chung tầm nhìn Lãnh đạo doanh nghiệp Việt Nam nói riêng Trong bối cảnh tồn cầu hóa nay, Việt Nam trở thành thành viên WTO, tốc độ phát triển vũ bão công nghệ, nguồn lực tự nhiên ngày khan hiếm, hết vấn đề doanh nghiệp Việt Nam phải đối mặt sức ép cạnh tranh khốc liệt từ kinh tế phát triển Để giải v TIEU LUAN MOI download : skknchat@gmail.com (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh vấn đề nói trên, vai trò người lãnh đạo quan trọng Tuyên bố người lãnh đạo cao doanh nghiệp giúp cho doanh nghiệp thấy tâm điểm, tập trung cần có vào hành động ngắn hạn dài hạn Và người lãnh đạo phải nhắc nhở, truyền tải, huấn luyện người cấp biết nắm bắt tầm nhìn doanh nghiệp Tác giả điều tra 100 doanh nghiệp tư nhân lớn Việt Nam, theo bảng xếp hạng 500 doanh nghiệp tư nhân hàng đầu Việt Nam năm 2010 tổ chức VNR 500 đánh giá and xếp hạng, thực trạng Tầm nhìn cách thức truyền tải Tầm nhìn doanh nghiệp Việt Nam Từ đưa tranh cụ thể Tầm nhìn doanh nhân doanh nghiệp Việt Nam, đơn vị kỳ vọng trở thành đầu tầu kinh tế Việt Nam tương lai tiến trường quốc tế Kết sau: - Khơng tun bố thức Tầm nhìn doanh nghiệp mình: Điều xuất phát từ việc khơng nhận thức tầm quan trọng Tầm nhìn Hoặc nhận thức được, không đủ để sáng tạo phát triển tầm nhìn của tổ chức - Khơng hiểu rõ, nhầm lẫn tầm nhìn and sứ mệnh, khơng hiểu Tầm nhìn Tổ chức gì? Vì đưa tầm nhìn hời hợt, khơng đủ sức thuyết phục and lôi kéo nhân viên - Có tun bố tầm nhìn khơng truyền tải tổ chức Hoặc tun bố tầm nhìn khơng xuất phát từ khát vọng lớn lao tổ chức, mà để trang điểm cho tổ chức mà thơi - Cách thức truyền tải tầm nhìn khơng tốt (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh vi TIEU LUAN MOI download : skknchat@gmail.com (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh Đề tài phân tích học thực tiễn Tầm nhìn từ Chủ tịch Hồ Chí Minh giai đoạn lịch sử khác nhau, cụ thể tuyên bố tầm nhìn Truyền tải tầm nhìn Từ kết nghiên cứu, số giải pháp đề xuất đưa nhằm giúp Lãnh đạo tổ chức nhận thấy tầm quan việc xây dựng Tầm nhìn, phát triển Tầm nhìn doanh nghiệp Việt Nam thời kỳ Từ doanh nhân xây dựng tổ chức phát triển trường tồn (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh vii TIEU LUAN MOI download : skknchat@gmail.com (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh TABLE OF CONTENT ACKNOWLEDGEMENT - i ABSTRACT - ii TÓM TẮT - v LIST OF TABLES xi LIST OF ABBREVIATIONS xii INTRODUCTION - Statement of the study 1 Objectives and Aims 2 Research questions Scope of Work - Data Sources and Processing - Method Significance and implications - Limitations - Expected Results Disseminations - 10 Follow-up - 11 Short Introduction CHAPTER 1: THEORETICAL FOUNDATION - 1.1 Vision’s definitions - 1.2 Structure of Vision - 1.2.1 Core ideology: - 1.2.2 Future perspective: 12 1.2.3 Vision: 12 (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh viii TIEU LUAN MOI download : skknchat@gmail.com (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh 1.3 Desirable characteristics for a Vision 1.3.1 Simple and compendious: -1.3.2 Inner worth: 1.3.3 Challenging and realistic: 1.3.4 Appealing and encouraging: -1.3.5 Concentrate: -1.3.6 Time factor: 1.3.7 Vivid picture: - 13 13 14 14 15 15 15 15 1.4 Distinguish an Vision 1.4.1 Vision and mission: 1.4.2 Vision and core value: 1.4.3 Vision and slogan: 1.4.4 Vision and strategic: 1.4.5 Vision and project objective: - 16 16 17 18 18 19 1.5 Procedures for Developing a Vision - 19 1.6 Transforming a vision - 20 1.7 Lesson of the Ho Chi Minh’s Vision -1.7.1 Ho Chi Minh’s Vision a The first case -b The second case -1.7.2 Structure of Ho Chi Minh’s Vision a Core ideology b Great aspiration 1.7.3 Characteristics of Ho Chi Minh’s Vision 1.7.4 Communicating the Vision - 21 21 22 24 25 26 27 28 30 Chapter 2: Research on Vietnamese corporations 35 2.1 Unawareness of the importance of Vision of an organization: 36 2.1.1 The enterprises not think that Vision is extremely important 37 2.1.2 The enterprises not want to have Vision 38 (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh ix TIEU LUAN MOI download : skknchat@gmail.com (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh 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 3.2.2 Communicate widely the vision 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 (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh 65 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh 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 leader should not present to know all the answers about how to achieve the (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh 66 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh 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 (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh 67 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh 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 Concern for a value or objective is demonstrated by the way a manager spends time, by resource allocation decisions made when there are trade-offs between objectives, by the questions the manager asks, and by what actions the manager rewards Dramatic, highly visible actions are an effective way to emphasize key values Symbolic action to achieve an important objective of defend an important value are likely to be more influential when the manager risks substantial personal loss, makes as self-sacrifice, or does things that are unconventional The effect of symbolic actions is increased when they become the subject of stories and myths that circulate among members of the organization and are retold tome and again over the years to new employees  Communicate by example According to an old saying, actions speak louder than words One way a leader can influence subordinate commitment is by setting an example of (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh 68 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh exemplary behavior in day-to-day interactions with subordinates Leading by example is sometimes called “role modeling.” It is especially important for actions that are unpleasant, dangerous, unconventional, or controversial A manager who asks subordinates to observe a particular standard should also observe that same standard A manager who asks subordinates to make special sacrifices should set an example by doing the same Some of the most inspirational military leaders have been ones who led their men into battle and shared the dangers and hardships rather than staying behind in relative safety and comfort The executives in a large company that was experiencing financial difficulties provide a negative example After asking employees to defer their expected pay increased, the executives awarded themselves fat bonuses This action created resentment among employees and undermined their loyalty to the organization and commitment to its mission A more effective approach would have been to set an example by cutting bonuses for top management before asking for sacrifices from other employees The values espoused by a leader should be demonstrated in his or her daily behavior, and it must be done consistently, not just when convenient Toplevel leaders are always in the spotlight, and their actions are carefully examined by followers in a search for hidden meanings that may not be intended by the leader Ambiguous remarks may be misinterpreted and innocent actions may be misrepresented To avoid sending the wrong message, it is important to consider in advance how one’s comments and actions are likely to be interpreted  Encourage people It means asking people to determine for themselves the best way is to implement strategies or attain objectives, rather than telling them in detail what to It means encouraging subordinates to suggest solutions to problem (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh 69 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh if they come to you for help, and it means supporting subordinates who assume responsibility for resolving problems on their own, even though they not it the same way you would Empowering also means reducing bureaucratic constraints on how the work is done so that people have more discretion Finally, empowering means providing adequate resources for subordinates to carry out a task for which they are being held accountable 3.2.3 Commitment to follow the vision The entrepreneurs should regularly mention their Vision to encourage them Besides that, he has to undertake his responsibilities to execute what he targeted Set up strategies to achieve the vision, people can learn more about what is feasible and what is not Although some continuity in the vision is desirable, the leader should keep looking for ways to make the vision more appealing and credible The development of a vision is an interactive, circular process, not a simple, linear progression from vision to strategy to action (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh 70 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh READING REFERENCES Online resource  Papers available at www.doanhnhan.net; www.diendanlanhdao.com; www.doanhnhansaigon.vn; www.doanhnhan360.com; www.dddn.com.vn; www.doanhnhanvietnam.com Documents VNR 500 ranking document Profile of the top 100 biggest private companies in Vietnam 2010 Gary Yukl, “Leadership in organizations” Fifth edition, Jim Collins and Jerry I.Porras, “Built to last.” William J.Duiker, “Ho Chi Minh a life.” John C Maxwell, “The 21 Irrefutable Laws of Leadership.” Mary Key and Dennis Strearns, “The CEO golden rules.” John C Maxwell ,“ Leadership gold.” John C Maxwell ,“ The 360° Leader.” 10 Susan Ward - Newsletter, www.about.com (a part of NY times) 11.State Policy Publishing House, “Ho Chi Minh complete works.” 12 Steven L McShane and Mary Ann Von Glinow, “Organizational behavior.” 13 Prentice Hall, “Leadership in organization” 2006 14 Dr Richard Lynn, Professor Emeritus of Psychology at the University of Ulster, Northern Ireland and Dr Tatu Vanhanen, Professor Emeritus of Political Science at the University of Tampere, Tampere, Finland, “IQ and Global Inequality” – 2006 15 Author Phan Ngoc Lien, State Political Publish Housing – Hanoi, “Ho Chi Minh with process of country history,” 2008 16 Some article of scholar such as: (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh 71 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh - Professor Duong Trung Quoc – Historian - Professor Tuong Lai; - Bachelor Nguyen Duc Thang – Scientific Institute of Military Human Sociality (Ministry of Military); - Mr Nguyen Tran Bat – Chairman/CEO of Invest Consult Group; - Associate Professor, Dr Pham Xuan Xanh – Chief of Contemporary and Modern of Vietnam History Major, University of Science, Society and Human, Hanoi National University 17 Mr.Vu Ky, State Political Publish Housing – Hanoi, “Uncle Ho’s Secretary tell story,” 2005 18 Daniel Goleman, “Which character creates a Leader.” Harvard Business, Review-11, 12 1998 19 Ken Blanchard and Jesse Stoner (2004), “Lacking of Vision – An organization will not become the lead organization.” Leader to Leader, No 31, Winter 20 “Thinking of future,” VAPEC (2002) 21 Peter B Vail, (1993) “Lead by vision.” on Allan R Cohen, The Portable MBA in Management: Insights from Experts at the Best Business Schools – Skills and Strategies for Leading any Organization to Success John Wiley & Son Inc 22 John Kotter, (1996) Leading Change Harvard Business School Press 23 Victor V Room & Arthur G Jago, (1988) The New Leadership Prentice Hall 24 Daniel Goleman, (2000) “Artistic Leading to achieve result,” Harvard Business Review March-April 25 John P Kotter, “Leading change,” Harvard Business Review, January 2007 (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh 72 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh APPENDIX List of company on the Thesis Ranking on Name of company VNR500-2010 SAIGON GOLD AND SILVER ACB-SJC JOINT STOCK COMPANY FPT CORPORATION ASIA COMMERCIAL JOINT STOCK BANK VIETNAM DAIRY PRODUCTS JOINT STOCK COMPANY DOJI GOLD AND GEMS GROUP THAI HUNG TRADING JOINT - STOCK COMPANY PHU NHUAN JEWELRY JOINT STOCK COMPANY SAIGON THUONG TIN COMMERCIAL JOINT STOCK BANK VIETNAM TECHNOLOGICAL AND COMMERCIAL JOINT STOCK BANK 10 HOA PHAT GROUPS 11 THEP VIET COMPANY LIMITED 12 SACOMBANK JEWELRY LIMITED COMPNAY 13 INTIMEX IMPORT - EXPORT JOINT STOCK COMPANY 14 TRUONG HAI AUTO CORPORATION 15 POMINA STEEL CORPORATION (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh 73 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 NATIONAL PHYTOPHARMA JOINT STOCK COMPANY No EAST ASIA COMMERCIAL JOINT STOCK BANK SMC TRADING INVESTMENT JOINT STOCK COMPANY COMMERCIAL SERVICE AND CONSTRUCTION CENTER VIETNAM EXPORT IMPORT COMMERCIAL JOINT-STOCK BANK SAI GON COMMERCIAL BANK HOANG ANH GIA LAI JOINT STOCK COMPANY MARITIME COMMERCIAL JOINT STOCK BANK FOODINCO INVESTMENT AND TRADING JOINT STOCK COMPANY HOA SEN GROUP VIETNAM INTERNATIONAL COMMERCIAL JOINT STOCK BANK MINH PHU SEAFOOD CORPORATION HANOI SJC JEWELLERY JOINT STOCK COMPANY VAN HAU TRADING SERVICE COMPANY LIMITED GENTRACO CORPORATION (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh 74 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh(LUAN.VAN.THAC.SI).Nghien.cuu.ve.Tam.nhin.cua.cac.doanh.nghiep.Viet.Nam.va.bai.hoc.ve.tam.nhin.cua.Chu.tich.Ho.Chi.Minh 31 NGUYEN KIM TRADING JOINT STOCK COMPANY 32 CMC CORPORATION 33 HA ANH IMPORT - EXPORT JSC 34 3A PHARMACEUTICAL COMPANY LIMITED 35 36 37 HIEP THANH SEAFOODS PROCESSING JOINT STOCK COMPANY AN GIANG PLANT PROTECTION JOINTSTOCK COMPANY VINH PHUC MECHANICAL JOINT STOCK COMPANY 38 TAM DIEP STEEL CO., LTD 39 VINACAM JOINT STOCK COMPANY 40 ANKHANH STEEL COMPANY LIMITED 41 HUNG VUONG JOINT STOCK COMPANY 42 43 44 45 AGRICULTURAL PRODUCTS AND MATERIALS JOINT STOCK COMPANY DA NANG STEEL JSC THAI SON INDUSTRY TRADING COMPANY 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