LO1 Produce a comparative analysis of the different types and drivers of change in business LO2 Evaluate the impact of change on organisational behaviour LO3 Investigate how forces driving and resisting change influence leadership decision making LO4 Recommend a range of leadership approaches to change initiatives.
Overview of the organization case study
Vinamilk - Vietnam Dairy Products Joint Stock Company
Vinamilk was founded on August 20, 1976, it was formed on the assumption of three dairy facilities that the previous administration had abandoned Since then, this organization has been repeatedly given the State Labor Medal and the title of Labor Hero throughout the restoration era Vinamilk operates dairy farms all across VietNam Vinamilk is also a pioneer brand in Vietnam's high-end organic food business, offering fresh dairy products that comply with USDA standards in the US.
Vinamilk's brand has expanded outside its native market to New Zealand, the United
States, and over 20 other countries Vinamilk is a multi-industry firm that includes dairy farming, animal feed manufacture, and farming The firm has successfully developed 13 dairy farms throughout the years and aims to add another four in the future Vinamilk is committed to investing in cutting-edge technology The firm constructs all cattle barn systems to the highest international requirements This company also constantly trains and develops human resources to ensure mastery of new equipment All of the company's directors and department heads were sent to dairy farms in the United States and Australia to obtain practical expertise Vinamilk is confident in its ability to capture the market with high- quality goods at reasonable pricing (Vinamilk, 2018).
Figure 2: Certifications of Vinamilk's food standards
With continuous improvement and development, Vinamilk is improving more and more, to achieve certification standards such as Quality management system certification according to international standards ISO 9001: 2008, certification system Food safety & quality management system according to British BRC standards, certifying establishments meeting food hygiene and safety conditions according to the regulations of the Ministry of Health In addition, Vinamilk also achieved ISO 50001: 2011, FSSC 22000: 2005, ISO 14001: 2004 certifications (Vinamilk, 2018).
Force Field Analysis
Force Field Analysis
Kurt Lewin (1890-1947), a pioneer in the field of psychosocial scientific study, developed force field analysis as a management tool for forecasting scenarios People should not regard all circumstances in a substantially stable system, but rather in a transient equilibrium, according to Lewin According to him, the driving force and the restraining force have an impact on all changes in a situation (if any) (Connelly, 2020).
Figure 3: Force Field Analysis of Kurt Lewin
Driving forces are forces acting on a situation that has the effect of pushing that situation in a certain direction, it tends to initiate a change and promote it to continue, for example improving performance productivity in a workgroup, pressure from supervisors, incentives, competition Indifference, resistance, and deteriorated work equipment are examples of restraining factors that constrain or diminish driving forces The condition of equilibrium occurs when the total of forces for change equals the number of forces against change (Connelly, 2020).
Organizations may now see what is propelling and stifling their growth thanks to this analytics technology It then allows companies to compare and contrast each problem This tool may be used by businesses to investigate present difficulties or to forecast and plan future process improvements for increased efficiency When it comes to problem analysis, this technique is very beneficial when it comes to helping managers describe additional concerns such as work ethic, management style, efficiency, and working environment (Connelly, 2020).
Although field force analysis may be done in a variety of methods, there are certain commonalities The procedures listed below capture a lot of common ground, and if companies follow them, they'll be able to execute a conventional force field analysis successfully:
Figure 4: Steps of Force Field Analysis
The first stage is to articulate the purpose or vision for the change by describing the plan or proposal for change The second stage is to identify the driving of change, which are the different sorts of factors that are driving the change, both internal and external The third stage is to identify the forces of resistance to change, which are forces that oppose or make change undesirable The fourth stage is to indicate the location, which is the point of each force, which ranges from 1 (weak) to 5 (strong), based on the degree of effect each force has on the plan, the scores for each side are calculated (for and against) A bigger arrow for forces will have a greater influence on the change, whereas a smaller arrow will have a lesser effect The final phase is analysis and implementation, which will determine whether to stick with the decision/change or to reinforce which supporting and opposing forces can diminish and how for a more effective transformation (Joan, 2020).
Force Field Analysis in Vinamilk
When Vinamilk wanted to strengthen the brand of its dairy product group, the company decided to change the product packaging so that the packaging synchronized with their corporate image, to emphasize the difference compared to competitors, and ensure the packaging is printed with all the necessary information (Nguyen, 2018) For this change, there are different driving and restraining forces These forces will be mentioned in the following table:
Figure 5: Force Field Analysis for change plan 1 of Vinamilk
According to the table above, with a ratio of 14:11 in favor of the driving force Therefore, Vinamilk can proceed with the implementation of the new packaging redesign plan to better suit the current business of the enterprise b Scenario 2:
In today's competitive situation, when businesses in the same industry are also developing constantly Therefore, Vinamilk wants to upgrade the factory with new milk production machines.
Before implementing this plan, forces for change and force against change was grasped Customers' desire for new products, improved production rates, increased output, and sustained cost increases were the driving force behind this plan The damage caused by overtime, employees' fear of applying new technology, new technologies affecting the working environment, costs, and divide status are the restraining forces for this plan (Huynh, 2021).
Figure 6: Force Field Analysis for change plan 2 of Vinamilk
All driving forces and restraining forces have been listed in the table above and have been scored accordingly With a ratio of 16:13 in favor of the restraining force, it shows that the restraining force prevails over the driving force In this case, by identifying all possible forces, Vinamilk's managers can make possible suggestions to advance the continuation plan as follows: The first is that Vinamilk should conduct employee training, helping to reduce costs to 2 score, this also helps the fear of applying new technology can be eliminated,reducing the fear of employees to 3 score Second, Vinamilk should let employees know about some of the benefits of changing machines that are essential to the survival of the factory, which creates a new impetus with 2 score Third, Vinamilk should instruct employees to know that new milk production machines will make their work more convenient, which also creates a new motivation with 1 score Fourthly, Vinamilk can increase employees' wages when productivity increases thanks to new machines, leading to the point of cost plus 1 score, but the damage caused by overtime except for 2 scores Finally,
Vinamilk should use new machines that will be fitted with filters to reduce pollution, so the point of affecting the working environment will be deducted 1 point The above possible changes can fluctuate the balance ratio from 16:13 (not beneficial to the plan) to 11:16 which is very beneficial for the implementation of Vinamilk's plan to be successful Through analyzing and providing solutions to reduce these restraining forces, Vinamilk was able to implement the plan without worrying much about the risks mentioned earlier.
Different Barriers of Change
Barriers of Change
Few enterprises can thrive in the face of constant change While changes may be important for the company's long-term success, companies are bound to hit some barriers. Understanding these roadblocks can help organizations prevent them before they are a significant issue when it comes to adopting change within an organization.
Organizational barriers include structural inertia, existential threats, workgroup norms, threats to disrupt the existing balance of power, history of change efforts gone wrong, and administrative council Personal barriers include economic fear, fear of the unknown, fear of social disruption, exertion, fear of loss of power, unsuccessful endeavors, and autonomy and commitment to the old position Those are just a few examples of roadblocks that can arise at organizations when they decide to change anything in their business (Torabi, 2020) To be a successful change, instead of promoting, businesses need to lower barriers to change. Managers need to act as drivers of barriers to change so that businesses and their employees can adapt to it In other words, there is a better way to create change and is not to push harder or persuade but to change mindsets by removing barriers and lowering the barriers that hold people back (Baker, 2018).
Schein’s organizational culture model
In 1890, American professor Edgar Schein advanced a version of organizational culture to make culture greater seen in organizations He additionally outlines the stairs that want to be taken to result in cultural change According to Edgar Schein, the agency has direct and indirect mechanisms The organizational culture is motivated with the aid of using direct mechanisms This consists of exemplary behavior, opinions, status, and scroll appointment. Although indirect processes have a significant impact on corporate culture, they do so indirectly This comprises the goal and vision of a firm, as well as its corporate brand, etiquette, and design (Osborne, 2018)
Edgar Schein's cultural model is divided into three different levels with the core being artifacts & creations, followed by values and basic assumptions.
Level 1: Artifacts & Creations are elements that exist in an organization such as architecture, processes, documents, logos, etc People can hear or see them when interacting with a business This is a customer identification mark This level of culture is easy to change, typically in the case of changing the brand identity, but the essence of cultural values does not change (Osborne, 2018).
At Vinamilk, Artifacts & Creations is shown as follows: No one in the organization is allowed
Figure 8: Edgar Schein's Three Levels of Culture to dress loosely, wear the correct uniform to work in the office or in the factory Vinamilk's employees respect their superiors and avoid unnecessary disputes Individuals are very specific about deadlines and ensure tasks are completed within the timeframe specified by Vinamilk (Thai, 2019) The above shows that Vinamilk's employees show professionalism and strictly follow the organization's policies.
Figure 9: Working uniforms of Vinamilk employees
Level 2: Shared values are related to the business's standards, values, and rules of behavior and pertain to communication inside the firm Its major purpose is to teach employees how to react in different situations and to practice how to behave in the workplace (Carter, 2021).
The values and code of conduct that Vinamilk has declared are: integrity, which means honesty in conduct and in all transactions Respect yourself, respect your colleagues, respect the company, respect your partners, cooperate in respect Be fair to employees, customers, suppliers and other stakeholders Respect established standards and act ethically.
Comply with the law, code of conduct and the company's regulations, policies and regulations (Vinamilk, 2017)
Level 3: Basic assumptions are an important element of corporate culture, sharing values between members and the organization, and determining the cohesion and value created of the human resources team (Carter, 2021).
It can be seen that Schein's organizational culture model gives Vinamilk clear advantages in assessing corporate culture, that is: pointing out the weaknesses and strengths in the overall corporate culture of Vinamilk, allowing Vinamilk to clearly define the contents or areas that need to be adjusted in the corporate culture, and help Vinamilk to unify the development orientation of the leadership and corporate culture to perceive the effectiveness of the company business and the ability to cope with the situation when identifying barriers.
Figure 10: Share Values of Vinamilk.
In term of Vinamilk
Structure: Because Vinamilk has a conventional hierarchical structure, it is more resistant to change than a firm with a flatter organization Under a conventional hierarchical organization, communication between department heads and employees is generally poor, resulting in a schism between management and staff (Nguyen, 2018)
Organizational culture: the success of change will depend on the organizational culture. Vinamilk's organizational culture includes the organization's beliefs, values, working processes, and employee policies, so employees and leaders follow them unconsciously. Vinamilk leaders need to ensure that they are enabling a culture that fosters change. Decisions by Vinamilk's leaders should be made in a way that enables individuals to take initiative and creativity, flexibility, risk-taking, and experimentation These attributes can cause employees to favor adaptive change as they become accustomed to such a work environment (Truong, 2018).
Lack of preparation for a new role: Vinamilk may fall short in the planning phase, failing to prepare and identify new responsibilities that must be fulfilled when the change is implemented, resulting in resistance (Vinamilk, 2018) So, before implementing the new role, Vinamilk's leaders should provide a brief explanation to their workers to alleviate any questions, worries, or objections
Lack of resources and inefficient resource allocation: At Vinamilk, a lack of resources often the start of financial and environmental issues When Vinamilk's management makes poor resource allocation decisions, such as distributing money, time, machinery, and personnel, this is known as poor resource allocation Managers at Vinamilk should be creative in order to prevent confrontation (Dinh, 2020) b Individual barriers:
Employee and team attitudes: The attitudes of employees and workers at Vinamilk can be considered to have a significant impact on the implementation of change Approaches to employee task and activity misalignment may include leaders understanding team members' viewpoints and improvising decision-making based on attitudes of staff and groups (Mai, 2020).
Practice differences: The employee's resistance to Vinamilk's transformation is significantly influenced by practice differences Vinamilk's executives may encounter fierce opposition if they require staff to show brand-new procedures As a result, Vinamilk's executives may be necessary to establish strategies for employee training and development in order to apply new techniques (Tran, 2019).
In summary, the only thing that Vinamilk's managers and executives know for certain is that change will occur in their company Vinamilk's aims and objectives, strategies, resources, structure, processes, and environment may all be affected by this shift As a result, before implementing a change, leaders must grasp the nature of change, and the major hurdles to change
While these changes create barriers for organizations or individuals that are barriers to creating influence over the company's decisions or leadership is no less Change can be initiated or imposed, whatever the nature of the change and whatever barriers it may have, it needs leaders who can share relevant information specific to the change required to change,facilitate ownership of the change process, and strengthen internal collaboration, support, and commitment to change These barriers affect leadership decision-making depending on whether they are considered strong enough to lead to the failure of the change effort Leaders need to make the right choices and decisions depending on their potential impact on their followers if they are to make successful changes (Farish, 2020).
Implementation of change in Vinamilk
Establish a sense of urgency by making the case
It is human nature to want to maintain the status quo Therefore, in this first step, Vinamilk needs to present change as an urgent opportunity First, Vinamilk gives reasons to their
Figure 11: Kotter’s 8-Step Change Management Model employees that their business needs a dairy farming system, that's the most important, this will help Vinamilk to be self-sufficient in raw materials, self-sufficient in everything price owner Next is to provide evidence that analysts have assessed that when there is this change they will be a leading enterprise in Vietnam in the fresh milk market to maintain a competitive advantage over rivals Finally, Vinamilk appeals to individual motives by talking about profits after the change is successful, employees' salaries will increase more than before In these ways, Vinamilk will be able to make its employees more concerned about this change (Phan, 2021).
Form a guiding coalition by designating change leaders
Vinamilk built a guiding alliance including heads of research and development department,marketing department, finance department, human resources department, sales department,customer service department.Department managers will create custom workflows that let their teams know how to apply when it comes to setting up a farm, setting up a factory, choosing a breed, and taking care of dairy cows to their work When leaders know how their daily routines will be affected, they can provide detailed guidance throughout the transition (Phan, 2021).
Develop a strategic vision & initiatives
With the desire to establish a farm to be autonomous in terms of research resources, Vinamilk has launched a mission for this change that is created that can help businesses have market-leading products It was a clear and understandable mission for Vinamilk to capture the most important parts of
Figure 12: Vinamilk's organizational structure their change They acknowledge training concerns by assuring their team that they will be supported by weekly self-guided training with their change leader (Huynh, 2019).
Figure 13: Vision for change of Vinamilk.
Convey the vision for buy-in by generating excitement
Ordering support staff to change only leads to frustration and resentment So, after properly understanding its vision, Vinamilk continues by building excitement for people to listen with an open mind Vinamilk demonstrates that its employees can trust them because they have foreseen potential concerns Vinamilk knows that in the process of this change, it is very difficult to maintain the source of imported research while also establishing the status, so they make it clear about their plan to the staff to help the process. easier conversion In addition, Vinamilk demonstrated that it plans to provide support to its team throughout the transition so that employees can better adapt to the change that is coming leader
Empower others to enact action by removing barriers
No change is without obstacles, it is important that Vinamilk is able to identify potential barriers as they plan for change and during the transition Vinamilk believes that with this change, the biggest barrier is resistance from employees Instead of pulling ranks and giving orders to employees, Vinamilk works to understand why their employees hesitate After researching, most of Vinamilk's employees said that they had difficulty adapting to working time in this renovation process, their working time had to increase more than before So, during the transition, Vinamilk made adjustments to their original plan because they realized that it was always better to find a way to remove the barrier than to try to ignore it They
Figure 14: Employee training program at Vinamilk's factory reduced the work time and put more staff on this project so that the change could take place more successfully leader (Huynh, 2019).
Generate short-term wins by celebrating before, during, and after the change
Now everything is set in motion but needs to gather more speed Vinamilk wants its employees to be able to see the benefits so they focus on change with double enthusiasm and motivation It is the close cooperation with local dairy farmers that has helped increase the total number of cows from 3,000 in 1991, the quality of milk is not inferior to imported materials With this initial success, Vinamilk's employees will be more motivated to participate Enthusiasm is extremely valuable, so it needs to be rewarded When Vinamilk's employees showed their support, Vinamilk used an innovative reward system such as a gift card lottery or extra vacation days These small actions can greatly help Vinamilk move in the right direction (Vinamilk, 2018).
Incorporate changes into the culture by solidifying it as the new norm
To a change is full gain, it must be eat deep into the textization and the process of the group. Vinamilk provides continuous training when it comes to change so that its employees don't go back to old ways of doing things and lose all the new jobs on which the company has been built (Vinamilk, 2018).
Summary, although it is a challenging problem, but with methodical investment and proactive application of high technology, continuous staff training Vinamilk is fully capable of turning those challenges into opportunities to create outstanding developments, which means thatVinamilk has successfully applied this change The fact that Vinamilk's development has proved that the dairy industry, although not the strength of a tropical country like Vietnam,can still create strong development milestones thanks to firm steps investment and application of modern technology In addition, under the Tam Nong policy, close cooperation with local dairy farmers has helped increase the total number of cows from 3,000 in 1991 to 113,000 in 2015 and up to now to 130,000 The milk productivity of Vinamilk's cows is said to be not inferior to other countries in the region and the world, especially even in countries that are home to the dairy industry (Dao, 2019).
Building a dairy industry is not a simple story because investing in a dairy farm requires large capital and a long investment time for renovation Meanwhile, the risks of livestock, the market, and interest rates are always a constant challenge for Vinamilk Moreover,developing dairy farming in the tropics, which is inherently unsuitable, makes the risk even higher Therefore, with the success of this change - abandoning imported raw materials by creating their own by setting up a project to build a dairy farm, Vinamilk leads the fresh milk market in Vietnam and has reached out to the world.
Advantages and disadvantages of different leadership approaches
Different leadership styles
People possessing an authoritarian leadership style, or autocratic leadership, are characterized by independent control over all decisions and rarely accept the input of other members They often see themselves as the main hub to control everyone under their tutelage or command In general, the authoritarian leadership style has the following main characteristics: being the one who decides all the methods and processes of work, team members are rarely trusted when giving opinions or performing important tasks, the work is organized rigidly, the members' out-of-the-box creativity and thinking are not supported, the rules are put first and are clearly communicated (Cherry, 2020).
- Leads to quick and efficient decisions, which can reduce time.
- An overly rigorous management approach might lead to staff rebellion.
- Command sequences can be clearly emphasized.
- Prevent businesses or projects from stalling or failing due to poor organization or lack of consistency.
- It suffocates employee innovation and creativity.
- It decreases team collaboration and synergy.
- Employee turnover is increased under autocratic leadership.
- Group input is significantly reduced b Participative Leadership:
Democratic philosophy underpins the participatory leadership approach The goal is for all team members to be included in the decision-making process As a consequence, team members are more engaged, driven, and enthusiastic about contributing In most cases, leaders have the last say in decision-making When there are disputes among members of a group, however, achieving a consensus might take a long time (RootIII, 2019).
- It boosts employee satisfaction and motivation.
- It encourages employees to utilize their imagination.
- Aids in the formation of a strong team.
- High productivity can be achieved.
- The decision-making process takes a long time.
- It is more common for leaders to have to apologize to their staff.
- Miscommunication can happen at any time.
- Security concerns may develop as a result of information sharing openness.
- If staff are inexperienced, they may make poor judgments (RootIII, 2019). c Laissez-faire Leadership:
Laissez-faire leadership is characterized by the fact that the leader completely allows team members to make their own decisions Research shows that this is the management style that often results in the lowest team productivity However, this approach still has advantages that you can take advantage of in certain cases Some outstanding features of this leadership style are that the manager does not interfere in the work of the employees at all, but is always devoted to training and supporting the employees All decisions are made by the employees, management can give direction at the beginning of the project, however, after that, team members can carry out their duties without constant supervision The leader always tolerant of employee mistakes, accountability belongs to the leader, and willing to advise and listen to employee feedback (Cherry, 2021).
- Encourage personal development, allowing employees to act in their own way.
- Nurture the spirit of innovation when employees have full decision-making power.
- Accelerate decision making as there is no need to wait weeks for approval (Cherry,
- Role is not clear, the leader is free leading to the status of tasks in the group is not clearly demarcated.
- Team cohesion is poor because the leader doesn't seem to care about what's going on.
- Low sense of responsibility, some leaders use this style as a way to avoid responsibility. d Transactional Leadership:
Transactional leadership occurs when the leader tends to focus on results rather than building relationships with members Leaders will empower employees with specific instructions, then negotiate with them on compensation and punishment during work As a result, employees have an incentive to increase their productivity, and at the same time try to gain more trust from the leader Some characteristics of transactional leadership are focus on short term goals, develop by rules and do things correctly, care about performance, value rewards by material, tends to be inflexible, does not appreciate organizational change (Lee, 2020).
- Rewards and punishments motivate employees to focus on work.
- Reward workers on a practical level, such as money or perks that can make them
- Employees will also not complain because everything has a clear reward/punishment policy.
- Provide a tight structure for large organizations, control agencies more easily.
- Achieve short-term goals quickly. pursue money and fame at all costs.
- Creativity is limited because of the goals that have been set before.
- No reward for individual initiative (Lee, 2020). e Transformational Leadership:
The transformational leadership style is characterized by the leader encouraging and inspiring people to innovate themselves, contributing to the growth and success of the business They focus on building a strong sense of corporate culture, ownership, and autonomy in their work. Transformational leaders have the following things in common: they demonstrate themselves as an example of ethics, fairness, and integrity They define clear goals and set reasonable expectations.
They inspire employees to grow in a positive direction They have a spirit of cooperation, ready to recognize the achievements of others They give employees the ability to be autonomous and make decisions They build a work culture in which people work toward common goals instead of individual interests (White, 2018).
- Facilitate the development of new ideas.
- Ensure a balance between short-term vision and long-term goals.
- Building trust among members of the organization.
- Encourage integrity and empathy for others.
- Not suitable for new businesses.
- Doesn't work well for bureaucratic models (White, 2018).
In short, each style will suit different needs These styles all bring benefits to businesses if they know how to use them in accordance with their work characteristics Besides, it also brings disadvantages, but every challenge has barriers It is important to recognize and understand the different leadership styles including the situations in which they work best.
Vinamilk’s leadership approaches
Sitting in a leadership role for more than 43 years, Ms Mai Kieu Lien has helped Vinamilk become one of the successful state-owned enterprises in the innovation era To achieve those achievements, it is definitely indispensable for this businesswoman's talented leadership ability Talking about her leadership style, Ms Lien once shared: "Assertiveness - Democracy - Compliance" Applying that leadership concept has helped her create a Vietnamese-branded dairy empire that can compete with international friends Vinamilk is ranked as the No 1 dairy enterprise in Vietnam, in the Top 30 largest dairy enterprises in the world (Khieu, 2017).
In terms of leadership style, in the product strategy, she always focuses on the goal thatVinamilk must find new products that are beneficial to consumers' health to be able to dominate the market, for example, products such as liquid milk, pasteurized drinking yogurt,live yeast yogurt, edible yogurt, powdered milk, healthy bean milk The product lines are very rich and diverse to help consumers have many choices in their shopping decision process A more realistic example is, in 1993, when Vinamilk first launched yogurt and ice cream products to the market, it immediately created a strong attraction for consumers because this product was new, delicious, and nutritious nursing It is this opportunity thatVinamilk has affirmed its position in the market Not only that, with the strategy of making products for Vietnamese people, achieving output to get revenue, she deployed products,controlled inputs, and outputs, saved money, and lowered prices to attract the purchasing power of customers Ms Lien always studies the psychology and tastes of consumers to see what they need and want because she determines that Vietnamese milk is for Vietnamese people and not for anyone else (Nguyen, 2019).
With many years of life experience, much knowledge, working relationships with many domestic and foreign investors, Mai Kieu Lien has applied those same life experiences to her dairy business In business, she has applied the business motto at Vinamilk which is: Business is service Business must be profitable, of course, but first of all, it must ensure to serve the needs of the people first She always puts her customers first, always cares, and serves them to the best of her ability In particular, she is very interested in children's age, so she set up a fund to support children, especially those in the highlands who lack a lot of nutrients, the company regularly develops Free milk for children with small milk cartons but containing a lot of meaning both in terms of quality and affection and love that the company wants to give to the children (Nguyen, 2019).
Her special leadership style is very impressive and the most visible that everyone feels about businesswoman Mai Kieu Lien, which is decisive, flexible, handling the situation in a more "discipline" way than natural the
"human rule" direction of Asia It means that she handles everything according to discipline, right or wrong will be rewarded and punished as what the company has prescribed and set out, all employees will do it together Under the leadership of Ms Lien, Vinamilk is increasingly developing strongly not only domestically but also reaching out to the world Even in difficult times and economic crisis, she still makes decisions and strategies Right and reasonable strategy. Therefore, Vinamilk has been profitable for many years and constantly expanding production and business activities It must be affirmed that Ms Mai Kieu Lien is a person who has all 3 core competencies of a leader: Business efficiency, reflected in the company's business results under her leadership Team development capacity, reflected in human resource development and management policies Her creative and innovative ability, demonstrated through her creativity, initiatives, and improvements in business, has brought the company not only out of difficulties but also in huge profits (Nguyen, 2019)
In addition, such success is also due to the ability to know how to use people (the human factor) that Ms Lien used in the recruitment process At Vinamilk, there is a team of human resources that few other businesses have They have been with the company for decades since workers, engineers, managers, leaders Under her leadership, The organizational chart of Vinamilk's apparatus is presented in a professional manner and has a scientific and reasonable distribution of departments, specific hierarchies, and responsibilities of each member and department in the company clearly All activities of the company are carried out according to the leadership levels and under the direction of the unyielding female "captain" - the dynamic executive leader who has turned Vinamilk into one of the key businesses of the Vietnamese economy Vietnam economy Ms Lien is also the one who conveys to employees a spirit of enthusiasm and responsible work for the assigned work She also encourages and encourages each employee and individual in the organization to work hard to create good products for customers She always sees the strengths and weaknesses of each employee, discovers the individual capacity of each person and then assigns them to suitable jobs That's why the company's working apparatus is very effective Effective and logical operation between departments, superiors have both professional capacity and leadership ability (Nguyen, 2019).
Through the above analysis, we can see that Ms Mai Kieu Lien has the full capacity of an administrator She is the only Vietnamese among the 50 most powerful businesswomen inAsia voted by Forbes She was also awarded the "Asian Excellence recognition Awards2012" by Asian Corporate Governance Magazine To achieve such success, she has constantly strived, flexibly, and sensitively applied leadership skills and people skills, taking advantage of new technologies to successfully apply to her business, applied wisely and rationally She is a typical leader in the field of corporate governance (Nguyen, 2019)
In summary, in this report, we understand the importance of change in an organization for success and growth through models such as Lewin's Force Field Analysis, Schein's organizational culture model, or Kotter's 8 step change model With Lewin's Force FieldAnalysis, it is possible to understand clearly the influence of the driving force and the restraining force on Vinamilk's change With Schein's organizational culture model, it is possible to explain the concept of culture and how it affects Vinamilk And use Kotter's 8 step change model to analyze the great change of Vinamilk In this report, these three models have been successfully used, helping Vinamilk to see more clearly the problems in their business In addition, there were also mention of various barriers when Vinamilk has any changes and it has affected the decision-making of Vinamilk's leaders Finally, there are leadership styles and successful application of Mai Kieu Lien's excellent leadership style
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