Introducing and presenting the corporate culture of DOJI GOLD & GEMS GROUP .... The power of the top leader at DOJI GOLD & GEMS GROUP Mr.. Determine specifically how DOJI GOLD & GEMS GR
Introduction
About the group
Randomly select members: Dan Truong, Khanh Huy, Quoc Cuong, Bui Tuyen, Van Trung
Group work content: Today's office culture
There are benefits and drawbacks to having five people in a small group The group's operational advantages and disadvantages are listed below
• Simple communication: When a group has fewer members, communication within it is simpler Individuals can carry out duties effectively and exchange ideas with ease
• High Consistency: tiny groups are frequently able to attain the highest levels of consistency in both thought and behavior because of their tiny membership When there is a shared vision and goal, decision making and mission execution become easier
• Strengthen connection: Members' interactions and connections are strengthened when there are fewer of them Improved mutual understanding among group members can lead to a strong sense of trust and support
Limited group membership can constrain the diversity of perspectives and limit the generation of innovative ideas A lack of representation hinders the voicing of a broad spectrum of opinions, thereby impeding the group's capacity for imaginative and original thought.
Small teams may face challenges due to a lack of diversity in skills This can hinder their ability to address complex tasks requiring specialized knowledge As a result, the team may struggle to cover all aspects of a project effectively, potentially leading to bottlenecks and reduced efficiency.
• Incapacity to delegate: In a small group, each member is likely to assume a variety of jobs and duties The division of labor might become lopsided and burdensome in this way
Everyone at their own pace
The first benefit of homogeneous groups is that everyone has more scope to do the task or exercise at their own pace In particular, when surrounded by equally capable peers, gifted students are less likely to do all the work while other students rush to keep up or completely sink into the background foundation In groups of more capable students, enthusiasm can be tempered as equally competent peers challenge their assumptions and knowledge
In the meantime, groups of pupils in grades and lower can develop synergy They can persevere and solve issues together when they can handle the demands of a task at their own speed as opposed to being prodded along by their peers
Bringing students together can foster inclusivity and reveal hidden talents In contrast to heterogeneous groups where high-achievers dominate, inclusive environments allow for diverse contributions Low-performing students may find inspiration and motivation within their peers, shifting from passivity to active participation Additionally, these students value the opportunity to assume significant roles, enhancing their self-esteem and fostering a more positive self-image This inclusivity not only benefits students individually but also cultivates a supportive and dynamic learning environment.
Additionally, homogeneous groupings may have drawbacks Putting together a disengagement group from difficult kids is one way to start one A group of freshmen may get overwhelmed, possibly even disruptive, and ultimately not make much progress if they don't have an experienced student to mentor them
Additionally, assigning gifted students to groups may result in a "too many cooks" scenario, highlighting certain group members believe they are best prepared to handle crucial assignments of exercises Consequently, the task may not be correctly divided, certain portions may be overdone, and other portions may be completed grudgingly and thus improperly fully.
Analysis of group behavior based on Tuckman's theory
Tuckman theory consists of 5 stages: Forming, Storming, Norming, Performing and Adjourning
Stage 1 Formation: During this early stage, team members come together, relationships are established, and trust begins to develop It is orientation time, where individuals become familiar with their roles and responsibilities
Stage 2 Storm: The stage that occurs when the group does not have a suitable leader Members can argue about their position in the group At this stage, the group comes up with ideas and solutions: there is no group leader, but members will share the work and learn part of the work themselves
Stage 3 Norming: This stage works on establishing rules about working time, common goals for the team, and dividing work for each member The understanding and interaction between members is quite fixed Members agree and find ways to work more effectively together
Stage 4 Performing: High efficiency is a defining characteristic of the implementation phase
Members of the team are in sync and collaborate well to achieve shared objectives The team reaches its goals and productivity peaks
Stage 5 Adjourning: The adjourning stage starts after a project is finished or the team's goal is achieved Members of the team evaluate accomplishments, acknowledge their victories, and get ready to part ways or take on new endeavors.
Analyze factors that make groups effective/ineffective
One thing that can contribute to a team's ineffectiveness is lazy communication The tendency for people to exert less effort when working in groups than when working alone is called "social loafing." This can happen if participants think their efforts will not be appreciated or if they think others will compensate for their lack of effort It reduces overall performance and can make it harder for the team to accomplish goals
Team potential performance, encompassing the collective talent, skills, knowledge, and life experiences of its members, plays a pivotal role in team effectiveness Teams with high potential performance exhibit an increased likelihood of achieving their objectives and delivering exceptional outcomes The synergy created by diverse perspectives, expertise, and shared experiences empowers teams to overcome challenges and innovate effectively By leveraging the unique contributions of each member, teams can harness their potential performance to drive success and achieve exceptional results.
The cohesion between team members is low, each person receives his or her own work and is independent, without much support while working
About each member of the group
- Dan Truong: in charge of writing the group's presentation's opening and closing Even though Hai Dang participated in group chats and meetings, he was unable to attend the group meeting to summarize the work due to personal reasons
- Quoc Cuong: Undertake the part of the work Indicate the types of businesses and its characteristics Thanh Hue is a bit lazy at work, but you still complete your work on time and actively participate in group chats, fully participate in group meetings and summarize work
- Van Trung: Complete the task that outlines the components of corporate culture and its significance As the slowest member of the group, Hoang Ha rarely ever engages in discussions and abstains from work reviews Hoang Ha did not finish the content of her work until the day of the presentation, despite reinforcing the members of the submission deadline
- Bui Tuyen: Take on the example of corporate culture and its challenges Lan Huong is always the one who takes the initiative in conversations and connects members with each other Lan Huong is proactive in dividing work and helping team members learn about incorrect content
- Khanh Huy: Perform the work involving the declaration of Core Values and the corporate culture recruitment training Even though I tend to be lethargic at work, I still complete my assignments on time Throughout the working process, I am the one who actively reminds the members to finish by the deadline.
Introducing and presenting the corporate culture of DOJI GOLD & GEMS GROUP
Company introduction
DOJI GOLD & GEMS Group has a reputation and reputation in the field of gold, silver and gemstones in Vietnam Over 20 years of operation, DOJI has gradually built a strong brand and is trusted by customers The high quality and trustworthy reliability of products and services have helped DOJI take the lead in the hearts of users At the same time, DOJI GOLD & GEMS Group still has close connections with government agencies and international organizations, helping to create a stable and sustainable business environment This cooperation also contributes to DOJI's reputation and position in the field of gold, silver and gemstones In DOJI's working environment, people are always put first With the motto "Respect, dedication and creativity", DOJI creates favorable working conditions and motivates employees to maximize their personal potential and abilities DOJI's respect and commitment to its employees has fueled the organization's sustainable growth DOJI GOLD & GEMS is not only a leading corporation in the field of gold, silver and gemstones in Vietnam but also a symbol of prestige, quality and innovation Commitment to customers, employees and the community is the foundation that helps DOJI maintain and grow strongly in today's competitive market.
Presenting corporate culture
The corporate culture at DOJI GOLD & GEMS GROUP is built on a foundation of deep core values and commitment to sustainable development We respect and promote the value of each individual, customer and partner, demonstrated through respect, care and effective support Creativity and innovation are the driving forces that shape every aspect of an organization, from products to services and work processes Leadership at DOJI not only ensures a clear vision and motivates employees, but also inspires and facilitates personal growth A positive and dynamic working environment, where each member is appreciated and encouraged to express their creativity and potential In addition, DOJI always puts customers first and is committed to providing the best products and services Dedication and attention to detail in customer interactions are our most important criteria The following are the main characteristics of DOJI GOLD & GEMS GROUP's organizational culture:
• Career development capabilities for all employees: One way to conceptualize human resource development is a fundamental strategic goal associated with DOJI GOLD & GEMS GROUP's corporate culture For example, the organization promotes employee support for each other's career aspirations in its technology positions in addition to providing formal programs to ensure career development opportunities DOJI GOLD & GEMS GROUP's corporate structure encourages innovation in company operations and supports human resource development, which also supports these prospects A corporate culture that prioritizes innovation will promote business expansion while providing employees with career advancement opportunities
• Passion for excellence: The organizational culture of DOJI GOLD & GEMS GROUP inspires workers to perform at the highest level possible The Group focuses its human resource efforts on organizational development and maintaining its superiority and excellence brand in the gem and diamond industry This cultural trait aids in the execution of DOJI GOLD & GEMS
GROUP's comprehensive growth strategy centers around the sale of high-end jewelry, driven by a commitment to innovation and a corporate culture that values excellence Through a meticulous plan, the company aims to expand its organizational reach, leveraging its pursuit of innovation as a key differentiation factor.
• Continuous change: DOJI GOLD & GEMS GROUP continuously updates and adjusts business strategies, products and services to meet market needs and customer desires Change is driven by innovation and dynamism, helping DOJI maintain its position as one of the leaders in the jewelry and gemstone industry
• Ethical foundation for integrity: DOJI GOLD & GEMS GROUP demonstrates important religiosity, transparency and social responsibility The organization is committed to conducting all activities with the highest ethics, while also ensuring compliance with industry regulations and principles Transparency and honesty in all transactions and interactions with customers and partners are DOJI's top criteria, helping to build a trustworthy and reputable image in the business community and society
• DOJI GOLD & GEMS GROUP not only focuses on business development but also promotes prosperity for everyone involved The organization continuously creates conditions for every individual, from employees to customers, partners and surrounding communities, to achieve success and prosperity By creating a fair, supportive and motivating environment, DOJI supports personal development and creates opportunities for people so they can advance and achieve their goals This highlights DOJI's commitment to the Firm's sustainable development not only for the organization but also for the entire community in which it operates.
The power of the top leader at DOJI GOLD & GEMS GROUP ( Mr Do Minh Phu )
Source of personal strength
Legitimate power: Confers on a manager the legal authority to control and use organizational resources to accomplish organizational goals
Reward power is the power to give pay raises, promotion, praise, interesting projects, and other rewards to subordinates
Coercive power is the power to give or withhold punishment Punishments range from suspension to demotion, termination, unpleasant job assignments, or even the withholding of praise and goodwill
Information power is power stemming from access to and control over important organizational facts, data, and decisions (Stratechi, 2022)
Expert power is unofficial authority derived from exceptional skill or knowledge in carrying out a particular duty or function
Referent power is the ability of employees to rise to positions of authority and respect within a group as a result of their likeability, admirability, and respect
A person with charisma power is someone who exudes belief and admiration in others through their distinct personality, physical prowess, or other attributes (Stratechi, 2022).
Information about Mr Do Minh Phu
Mr Do Minh Phu is mainly known for his role as Chairman of Doji Group - a large enterprise specializing in gold, silver and gemstone trading and Chairman of Diana Vietnam - a large enterprise specializing in the production of sanitary napkins, are children In 2011, Diana Vietnam sold the majority of its shares to Unicharm of Japan After that, Mr Phu participated in the banking sector with the acquisition of 20% shares of Tien Phong Bank At the annual shareholders' meeting in 2012,
Mr Phu was elected owner of this bank; Mr Phu's younger brother, Mr Do Anh Tu - General
Director of Diana Vietnam - was also elected Vice Chairman He was sent to study in the Soviet Union, but because of confusion, his admission letter lacked the name Do Minh Phu To make up for this mistake, Minister of Universities and Professional Secondary Schools, Ta Quang Buu, wrote a paper allowing him to choose any department of Polytechnic University and he chose the highest place - the radio-electronics major in Ho Chi Minh City Polytechnic University
Legitimate power: He is the Chairman of the Board of Directors, which is the highest body in company management, with the right to make decisions on strategic and governance issues of the company He can hold the position of General Director, responsible for managing the company's daily operations and implementing strategic decisions made by the Board of Directors He may also hold other management positions such as CEO, Vice President, or other key positions in the company's highest management level
Right to reward: Mr Do Minh Phu at DOJI GOLD & GEMS GROUP is an important part of the policy of motivating and evaluating employee performance He can use this right to promote work motivation and motivate members of the organization He can praise and recognize employees who have achieved success and contributed positively to the company's development Rewarding and rewarding excellent achievements also helps create a positive and motivating working environment for all employees in the company This helps create an organizational culture that encourages effort and creativity, and promotes the growth and success of DOJI GOLD & GEMS GROUP
Mr Do Minh Phu's coercive power as a key leader in DOJI GOLD & GEMS GROUP stems from his decisive role in shaping the organization's policies, guiding its strategic direction, and controlling its daily operations His ability to issue directives and make crucial decisions in areas like strategy, finance, and human resources grants him significant influence Additionally, Phu's authority extends to enforcing policy adherence and driving improvements aligned with the company's objectives, underscoring his substantial coercive power within the organization.
Information power: Mr Do Minh Phu plays a role in management and decision making in the organization He plays an important role as owner or has a senior leadership position in the company, he has access to detailed information about every aspect of the business operations With this power of information, Mr Do Minh Phu has the ability to collect, analyze and use information effectively to make strategic decisions and guide company development He can use information to evaluate the market situation, shape business strategies and develop new products/services Besides, it also helps him maintain integrity and transparency in organizational management He has the ability to share information and facilitate subsequent communication between departments and employees within the company
However, maintaining the security, accuracy, and technological integrity of the information is just as much a duty as exercising the right to access it Mr Do Minh Phu was tasked with supervising the information security policies and procedures, which included protecting the company's critical personal and commercial data Additionally, you must make sure that information sharing is done legally, in compliance with corporate policies, and with the law
Expert power: Mr Do Minh Phu, with many years of experience and success in the gold, silver and gemstone business, has excellent leadership abilities in his role at DOJI GOLD & GEMS GROUP He has in-depth knowledge, good management skills and a creative spirit, helping him make the right strategic decisions and promote the company's sustainable development DOJI GOLD & GEMS GROUP's entrepreneurial spirit and commitment to driving success have highlighted Mr Do Minh Phu as one of the top leaders in the industry
Prestige and Motivation: Mr Do Minh Phu can have a great influence on employees' decisions and actions through providing opinions, tips and encouragement from his personal perspective His respect and reputation in the industry are also such that the advice and topics given by him are of great importance in determining employee behavior and decisions
Mr Do Minh Phu's extensive network in the business and social realms, including connections with business partners, political managers, and investors, provides him with significant influence This network empowers him to garner support and backing from key stakeholders By leveraging his relationships, Mr Phu can effectively achieve both personal and organizational goals.
Control through Risk: Mr Do Minh Phu can leverage informal control through controlling resources and opportunities in the industry, from managing relationships with partners to controlling information information and influence market decisions
3.2.3 Corporate culture and its role in influencing and motivating employees
DOJI GOLD & GEMS GROUP's corporate culture plays an important role in influencing and motivating employees by building a positive and motivating working environment, thereby promoting commitment and creativity and their work performance Here are some ways corporate culture can influence and motivate employees:
Team spirit and support: DOJI GOLD & GEMS GROUP's corporate culture often focuses on creating team spirit and support among members of the organization This contributes to creating a happy, united working environment and encourages employee engagement and creativity
Business values and ethics: DOJI GOLD & GEMS GROUP's corporate culture prioritizes commercial principles and ethics in every aspect of its operations Employees are encouraged to follow and incorporate ethical business principles into their daily work The result is a fair, trustworthy and consistent atmosphere for workers
Training and development: DOJI GOLD & GEMS GROUP's corporate culture often focuses on training and human resource development The company invests in providing in-depth training programs and career development opportunities for employees This helps ensure that workers feel mature and motivated at work
Conclusion
The results of the research demonstrate how crucial a role each team member's cooperative attitude and work ethic play in the growth and success of the company For a team to function well, its members must accept and understand one another, assist one another at work, and offer feedback on each other's ideas for personal growth There is a sense of togetherness and shared purpose when all team members are aware of their roles and duties This paper examines corporate culture and how it influences behavior and values within an organization Employee, trust, and openness are encouraged respect in a positive company culture As a result, collaboration can flourish and lead to higher output, more creative solutions, and general success Organizations may foster a culture that values cooperation, innovation, and ongoing development by emphasizing teamwork and developing a strong corporate culture It boosts the company's reputation both inside and outside in addition to increasing employee happiness.