Định hướng hoàn thiện tiền đề xây dựng văn hóa doanh nghiệp tại seaprodex HNe

ĐỊNH HƯỚNG HỒN THIỆN TIỀN ĐỀ XÂY DỰNG VĂN HĨA DOANH NGHIỆP TẠI SEAPRODEX HN Today, the world is witnessing a powerfully progressive globalization and economic integration in most countries Companies of all businesses around the world are facing more aggressive competitions As a result, in order to exist and flourish in the new and developing conditions, each company should strengthen and excel in its competitive capacity and advantages Viet Nam has a developing economy which is powerfully transferring to a market socialist economy The process results in state-owned companies’ reform and equitization, and in a quick integration of all economic sectors as to promote the state socioeconomic development Besides, Viet Nam’s open economy and regional and international economic integration demand new forms of economic co-operation with the participations of local and overseas partners leading to the demand of newly appropriate management system for multi-owned companies To ensure success in the new business environment, a company should encourage proactive, dynamic and highly responsible participation of its staff in association with proper management and decision making system Corporate culture is not only a tool for brand development and a competitive advantage but also a tool to build new management system for any Vietnamese companies Chapter GENERAL THEORY OF CORPORATE CULTURE AND FUNDAMENTAL CONCEPTS TO BUILD CORPORATE CULTURE General theory of culture and corporate culture 1.1 Basic concepts of culture and company culture Culture is the combination of all activity modes and their manifestations generated by human beings to meet their daily needs and to exist Corporate culture is defined as a system of senses, values, beliefs, awareness and thought methods which are shared and agreed with by all group members, and widely affects the members’ behaviours and activities 1.2 An introduction about corporate culture Because of the existence of various corporate culture theories, thus this paper studies the culture as a new management tool for a company to build proper orders and disciplines, enhance its competitive capacity, and develop a sustainable brand name Therefore, corporate culture is a system of senses, values; beliefs, awareness and thought methods which are shared and agreed with by all group members, and widely influence the members’ behaviors and activities 1.3 Particular traits of corporate culture Firstly, corporate culture associates with staff awareness Secondly, corporate culture strongly expresses its practical characteristic 1.4 Nature of corporate culture 1.4.1 Corporate culture - value based management tool or Managing by Value Corporate culture is the most significant tool for Managing by Value (MBV) Human beings are the fundamental element of MBV: an organization or a company itself does not enable MBV but humans do; managers initiate programs and staffs to accomplish them Human beings make official declared values come true 1.4.2 Corporate culture – a strategic tool To create a strategy, information is needed The way to collect information about operating environment has significant influence on strategic orientation During the process of information collection and business environment analysis, most surveyors and analysers base their results on possible scenarios and some information sorting processes which partially result in the reality loss of the data The data are, in turn, expressed in a most understandable and well familiar way to the company; they are, indeed, greatly influenced by the corporate culture Therefore, corporate culture can be referred to as a significant tool to carry out a company’s business strategy Initial steps to build corporate culture 2.1 Purposes and significances of corporate culture building The purposes of corporate culture building is to develop an unique image which expresses a company’s exclusive values and philosophy; create a decision making process and behaviors in order to bring about high and specialized performance as the results of adaptation to the culture The duties of corporate culture building is to establish constant principles as to form a healthy working environment which in turn become recognized manners shared and practiced by the group The contents of corporate culture building is to define core values/images; to orient corporate culture based on commitments or engagements; to build a standard behavior system and individual commitments The significance of corporate culture building: a tool to build company image; improve competitive capacity; improve management efficiency, and better organization 2.2 Define initial steps and contents to build corporate culture The first step to take in order to develop corporate culture is better organizational system Secondly, improve company’s cultural programs Thirdly, build a typical leadership 2.3 Complete initial steps to build corporate culture 2.3.1 Improve organizational system: Organizational system improvement is to choose appropriate model and structure which should be in line with the company’s strategic development and operating environment 2.3.2 Develop and implement ethical and cultural programs within a company Through a system of documents which represents legal, managing and labor relationships within a company or a relationship between a company with other corporations, organizations and individuals A company should be a close and comprehensive organization if it can build healthy internal documents And a company culture can be evaluated through its internal documents To develop and implement a system of individual agreements a company must create a plan or an action project of individuals with general criteria and guidance for each position Chapter REAL SITUATION OF CORPORATION CULTURE BUILDING AT SEAPRODEX HN Introduction about Seaprodex HN Ha Noi Seaproducts Import-Export Joint-stock Corporation (SEAPRODEX HN), a state-owned corportation initially called Ha Noi Seaproducts Import-Export Corporation, has equitized since January 1st, 2007 pursuant to business registration certificate no 0103012492 released by Hanoi Department of Planning and Investment dated December 22nd, 2006 Real situation of Seaprodex HN’s cultural building 2.1 Seaprodex HN’s organizational system facticities 2.1.1 System of operational organizations The practical survey’s results show on the organizational chart, Seaprodex HN currently applies an online management structure; follows the one leader regime The top leader is in charge of all business areas and is authorized to make all decisions within the corporation Besides, there are five other branches rely their accounts on Seaprodex HN, operating in sea products businesses which are suited to their specific geography and the corporation’s business plans 2.1.2 System of operational standards: Seaprodex HN has assigns each function and responsibility to every department and branch Based on their specificities, Seaprodex HN has created job description for each member Seaprodex HN operations have been built and managed in accordance with ISO 9001-2000 At the end of each year, the whole company gathers to assess and review the ISO 2.1.3 Labor union system They include officially recognized unions as legitimate part of the corporation designed to help a certain group of the corporation members to develop their personality or to support their legal rights and interests The typical labor unions in Seaprodex HN include internal Socialist Party, Labor union, Youth union They are playing an important roll when the corporation implements any ethical and cultural program 2.2 The corporate ethical and cultural development and implementation programs 2.2.1 Internal document system Currently, Seaprodex HN has systemized its internal documents into documentary for every employee to study Besides, all of its operational procedure and operational instructions have been systemized on ISO’s profiles 2.2.2 The corporation’s individual commitments building The practical surveys show Seaprodex HN has only built and issued job description for each employee in which the corporate brings out ethical and qualified criteria for each individual, especially for those of high positions 2.2.3 Seaprodex HN’s physical images - The corporate building: the headquarter of Seaprodex HN, which is located at 20 Lang Ha, Ba Dinh district, Hanoi, is a floor building with fairly impressive design of constant wave shape The building was built since the time Seaprodex HN was still a state-owned company The outside design shows its significant position in the field of sea products - Traditional rituals and rites: Seaprodex HN has done much to maintain many traditional ceremonies and rituals - Logo, symbol and image: The Corporation’s logo has appeared in the market since 1980s referring to the corporation’s business is sea products processing and exporting, in which, shrimps are core products The logo appears on internal official documents and on the product packing in order to posit its image to relevant subjects - Short stories, anecdotes, and good examples: the corporation has a long history and has been through a number of top leaders which has left a great deal of oral stories, anecdotes and examples However, the existing managers have no intention to spread and officially publish them to the company’s staff Therefore, they play slight roll in the company development - Language and slogans: Seaprodex HN currently applies a system of slogans from headquarter to its production shops They include slogans of the communist Party, Youth Union and other subjects such as labor safety etc However, these slogans barely express the corporation’s “distinctive” language, they are just very common - Typical print matters: Seaprodex HN has created a relatively complete print matters including regulations, annual reports, working regulations etc, and it has also programmed a website to post information about the corporation online such as company introduction, managing board’s members, products and internal reports, etc - The corporate history and traditions: each member must be well familiar with each development stages and the rises and falls of the corporation since the poor beginning (1980 – 1992) In 2006, the corporation made major progresses and became a well-known and reliable sea foods exporter locally and internationally In 2007, Seaprodex HN converted from a state-owned company into a joint-stock corporation; the shift opened new opportunities for the corporation to promote its internal strength and at the same time created challenges and difficulties as a result of lack of state subsidizations All of the corporation members are aware of the significance of their own working performance; they know they are not only working for the corporation, but for their own shake as well 2.3 Seaprodex HN leadership building Seaprodex HN has yet built a clear vision therefore the corporation has not created a desired image Seaprodex HN has not visualized their vision into their mission Seaprodex HN’s core values are to increase labor income and shareholders’ interest, create more new jobs, and generate more social welfare The employees are the key for its sustainable development Chapter SEAPRODEX HN’s SOLUTIONS AND ORIENTATIONS TO COMPLETE THE INNITIAL STEPS AND CONTENTS OF CORPORATE CULTURE BUILDING General orientations 1.1 Objectives of corporate culture development towards Vietnamese enterprises in general and Seaprodex HN in particular There are needs for awareness improvement, large vision and thought innovation as to develop corporate culture; management innovation, and competitive and international integrative capacity enhancement 1.2 Some fundamental principles in Seaprodex HN’s corporate culture building Create a concepts of core Humans; Market demands and customer satisfactions are the corporate’s first priority; rise common ethical awareness; care about social security and welfare and improve social responsibilities Seaprodex HN’s orientation to accomplish the first steps of corporate culture 2.1 Complete business philosophy In association with Seapordex HN’s general strategy, the corporation must redesign its long-term development strategy to define the corporation’s vision, mission and long-term objectives and then impart those values to all of the employees Seaprodex HN’s core business is in sea productions industry, therefore the corporation’s long-term objectives is to become leading company in northern Viet Nam in the area of seafood import and export Vision: Seaprodex HN must concretise its missions and core values Seaprodex HN supplies various sea products and services with high quality The corporation has become the best of choice for northern customers Business philosophy building: Seaprodex HN has been organized and operated towards public health Human beings are core for the corporate’s development Operation mottos: creativity and share towards better quality for the corporate’s productions Seaprodex HN should develop its vision, mission, and core values into the corporation’s manifesto and publish them widely Business strategy: reposit markets in which the corporation should concentrate on exploiting local markets to build operational and implementary plans for each market Refer to the strategic implementation; Seaprodex HN should create a specialized unit to only be responsible for market information study and analysis, five force model analysis, production orientation and strategy through SWOT analysis The process must be in co-operation with other relevant departments and units to ensure the success of the strategy 2.2 Better organizational system 2.2.1 Better operational organizational structure The existing online structure of Seaprodexr HN has yet exploited all the corporation’s resources Besides, it has increased expenses and created more difficulties for the management activities This management model should only apply for limited size company because it causes management challenges for such a big corporation like Seaprodex HN Therefore, Seaprodex HN needs to be reformed towards a professional and concentrated model, and streamlines intermediate management stages and applies online fuction and readjusts its organizational system 2.2.2 Better operational system to meet standards: In addition to the existing standards, Seaprodex HN needs to better all of the prcesses towards a modern and innovative model which is in line with all of the new requirements Seaprodex HN also needs to perfect functional and job descriptions for the lowest to the highest positions in detail and appropriate manners They are what each employee should base on to perform his or her duties and they are also evaluation tools to assesst the employees‘ working performance 2.2.3 Improve Seaprodex HN’s unions: The roll of the Labour Union should be improved, the party cell should be strengthened; the Youth union’s activities should be highly appreciated and encouraged 2.2.4 Encourage and create favourable conditions for unofficial organization to operate and gradually recognize the strong and widely influential ones 2.3 Better cultural symbols which bear the corporation’s core values 2.3.1 Develop and implement corporate culture programs in Seaprodex HN To set up a strategic vision and orientation; build a business philosophy for Seaprodex HN; develop distinctive logos, slogans and major color; provide uniform for the staff; develop a management document system and impart the system to all of the corporate members to ground their performance on 2.3.2 Social responsibility enforcement Social responsibility enforcement helps increase the corporate’s values and raises its competitive capacity CONCLUSION Corporation culture has always been and shall be a significant factor in every organizations and corporations This time is more special as Vietnamese enterprises in general and Vietnamese banking in particular are entering the global economic stage when foreign financial institutes and banks have long time tradition of referring corporate culture as a competitive element, Vietnamese banks should invest more time and finance to build a strong and healthy corporate culture Stated by the facts that competitive weapon – corporate culture has proved its significant efficiency, however, only few Vietnamese companies have chose the right direction towards building a strong corporation culture  ... SITUATION OF CORPORATION CULTURE BUILDING AT SEAPRODEX HN Introduction about Seaprodex HN Ha Noi Seaproducts Import-Export Joint-stock Corporation (SEAPRODEX HN), a state-owned corportation initially... for their own shake as well 2.3 Seaprodex HN leadership building Seaprodex HN has yet built a clear vision therefore the corporation has not created a desired image Seaprodex HN has not visualized... accounts on Seaprodex HN, operating in sea products businesses which are suited to their specific geography and the corporation’s business plans 2.1.2 System of operational standards: Seaprodex