Brief introduction of the company vietnam airlines jsc

PURPOSE OF ASSIGNMENT  Vietnam Airlines is a regional and international enterprise facing many challenges.For example, if you want to become a leading airline in Southeast Asia, the fir

*FPT UNIVERSITY- CAMPUS CAN THO

4 Vương Ngọc Thảo Quyên CS171388

5.Nguyễn Trâm Anh CS170640

6.Trần Ngọc Anh CS170380

FPTU Cantho,28/10/2022

Table of Contents

I INTRODUCTION i

1 PURPOSE OF ASSIGNMENT i

2 BRIEF INTRODUCTION OF THE COMPANY i

3 Business lines of Vietnam Airlines iv

4 Achivement and award of Vietnam Airlines v

II METHOD AND CONCEPTUAL FRAMEWORK vi

1 ORGANIZATION STUCTURAL THEORY vi

A What is an Organizational Structure ? vi

B Types of Organizational Structures vi

C Benefits of Organizational Structures ix

2 PLANNING AND DECISION-MAKING PROCESS THEORY ix

3 BUSINESS STRATEGIES THEORY xi

4 HUMAN RESOURCE MANAGEMENT THEORY xi

A. Recruiting xi

B Education policy xii

C Salary Bonus xii

III ANALYSIS RESULTS xii

1 ORGANIZATION STRUCTURE xii

A Board of Control xii

B Committee of Directors BOD ( ) xii

C Manager in charge xiii

D Function rooms xiii

2 PLANNING AND DECISION-MAKING PROCESS xiii

A. Strength xiii

B. Weaknesses xiv

C. Solution xiv

3 BUSINESS STRATEGIES xv

A Analyze the business strategy of Vietnam Airlines xv

4 HUMAN RESOURCE MANAGEMENT xvi

A Labor force xvi

B General training policy xvii

C Compensation xvii

5 CHALLENGES xviii

6 RECOMMENDATION xviii

IV CONCLUSION xix

V REFERENCES xix

I INTRODUCTION

1 PURPOSE OF ASSIGNMENT

 Vietnam Airlines is a regional and international enterprise facing many challenges.For example, if you want to become a leading airline in Southeast Asia, the first thing this business needs to do is invest in infrastructure development So the question is, how can this business reach the dream of becoming the most famous and profitable airline company in Vietnam? Therefore, we will use this article to find out how Vietnam Airlines can do that through sections such as:

Organizational structure, followed by decision-making, business strategy, and human resource management effort and the last step is the problems and how to solve them

2 BRIEF INTRODUCTION OF THE COMPANY

 The English name of this business is: "Vietnam Airlines JSC" or abbreviated to

"Vietnam Airlines" and its Vietnamese name is: "Vietnam Airlines Corporation 3 JSC"

 The charter capital of this enterprise is about 11,198,648,400,000 billion VND With tax code number 0100107518 and stock code HVN This business also has awebsite at https://www.vietnamairlines.com/vn/vi/home , phone number is

(08.4)38272289; Fax:(84.4) 38722375

 Business code 0100107518 was first issued by Hanoi Department of Planning and Investment on June 30, 2010 and revised for the third time on April 1, 2015 The head office of this enterprise is located at 200 Nguyen Son in Long Bien District, Hanoi City, Vietnam

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 On May 27, 1995, Prime Minister Vo Van Kiet signed a Resolution to establish Vietnam Airlines Corporation (Vietnam Airlines Corporation) on the basis of merging 20 aviation businesses, making a decision to take the airline Aviation is the foundation of the country Two Fokker 70s were purchased for $50 million in mid-1995 to replace the fleet of Tupolev Tu-134s on domestic routes In December

1995, Vietnam Airlines and GECAS agreed to lease three Boeing 767-300ERS from Continental Airlines (the US airline that merged with United Airlines on March 3, 2012) to replace three Boeing 767-300ERS and one Boeing 767-

300ERS Boeing 767-200ER leased by AWAS and Royal Brunei Airlines,

respectively

 Before 2002, the sign of Vietnam Airlines was a stork flying across the full moon night On October 20, 2002, Vietnam Airlines held a ceremony to announce the new national emblem "Golden Lotus" This is a transformational step in Vietnam Airlines' transformation into a world-class airline by updating its fleet, increasing its route network and improving service quality globally

 After the nationalization of Gia Lam airport on January 15, 1956, Prime Minister

of the Democratic Republic of Vietnam Pham Van Dong signed Decree No 666/TTg establishing the Civil Aviation Administration of Vietnam considered as the official date of establishment of this business The airline had only 5 aircraft inits fleet at that time (Ilyushin Il-14, Antonov An-2, Aero Ae-45 ) Squadron of civil aircraft VN-198, VN-199 (type Lisunov Li) and VN-200, VN-201, VN-202 (type Lisunov Li) (type Aero-45) The first domestic route is the Road Hanoi - Vinh - Dong Hoi flight, was opened on the day of National Day September 2,

1956, with a ticket price of 30 VND in the North

 Many international routes were actively exploited from 1976 to 1980 to countries mainly in Asia such as Laos, Cambodia, China, Thailand, Philippines, Malaysia and Singapore Vietnam's civil aviation joined the International Civil Aviation Organization (ICAO) later this decade (ICAO)

 Vietnam Airlines was established in April 1993 as a large-scale state-owned air transport corporation Vietnam Airlines Corporation was established on the basis

of amalgamation of 20 airline business enterprises aviation and services, with Vietnam Airlines as the center on May 27, 1996.

 The Vietnam Airlines Corporation - JSC Board of Directors Mr Dang Ngoc Hoa

is the - Chairman of the Board of Directors, while Mr Le Truong Giang,Mr Le Hong Ha,Mr Tomoji Ishii , and Mr Ta Manh Hung are members of the Board of Directors

 Many international routes were actively exploited from 1976 to 1980 to countries mainly in Asia such as Laos, Cambodia, China, Thailand, Philippines, Malaysia and Singapore Vietnam's civil aviation joined the International Civil Aviation Organization (ICAO) later this decade (ICAO)

 Vietnam Airlines was established in April 1993 as a large-scale state-owned air transport corporation Vietnam Airlines Corporation was established on the basis

of amalgamation of 20 airline business enterprises aviation and services, with Vietnam Airlines as the center on May 27, 1996

 The Vietnam Airlines Corporation - JSC Board of Directors Mr Dang Ngoc Hoa

is the - Chairman of the Board of Directors, while Mr Le Truong Giang,Mr Le Hong Ha,Mr Tomoji Ishii , and Mr Ta Manh Hung are members of the Board of Directors

Mr.Dang Ngoc Hoa-Chairman of the Board of Directores

 Board of Directors of Vietnam Airlines Corporation - JSC The Board of Directors

is chaired by Mr Dang Ngoc Hoa and other executive members are Mr Le Hong

Ha, Mr Le Truong Giang, Mr Ta Manh Hung, Mr Tomoji Ishii Ms Nguyen Thi Thien Kim and other members, Mr Lai Huu Phuoc and Mr Mai Huu Tho, belong

to the Supervisory Board Finally, the board of directors includes Mr Le Hong Ha

as general director, the deputy general directors include Mr Trinh Ngoc Thanh,

Mr Trinh Hong Quang, Mr Nguyen Hong Linh, Mr Nguyen Chien Thang, Mr

To Ngoc Giang and Mr Dinh Van Tuan

 There are three types of member companies: Group 1 Subsidiary with 100% ownership by Vietnam Airlines, Group 2 Subsidiary with over 50% of shares owned by Vietnam Airlines and finally Group 3, owned by Vietnam Airlines whichowns less than 50% of the shares

 Group 1: Subsidiaries 100% owned by Vietnam Airlines include HK Catering Vietnam Co., Ltd., VAECO Aircraft Engineering Co., Ltd., SKYPEC Vietnam

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Aviation Fuel One Member Co., Ltd Vietnam Airport Ground Services VIAGS, Aviation Service Company Limited Company - VASCO.

 Group 2: Subsidiaries in which Vietnam Airlines holds more than 50% of the capital, including:, Noi Bai Cargo Services Joint Stock Company, TCS Tan Son Nhat Cargo Services Co., Ltd., Forwarding Services Co., Ltd Tan Son Nhat Transport, ABACUS Vietnam Global Distribution Co., Ltd., VINAKO Freight Forwarding Co., Ltd., Noi Bai Aviation Meal Joint Stock Company, Aviation Informatics Telecommunication Joint Stock Company Joint Stock Company part, Aviation Labor Import-Export Joint Stock Company, Noi Bai Nasco Aviation Services Joint Stock Company

 Group 3: Companies with less than 50% capital contribution by Vietnam Airlines, including: Export Joint Stock Company, Southern Travel and Transport InvestmentOne Member Company Limited, Cambodia Angkor Aviation, Joint Stock

Company Saigon Post and Telecommunications section SPT

3 Business lines of Vietnam Airlines

 Transporting passengers and goods by air Passengers are transported by air with all kinds of Baggage, products, parcels, letters, are all accepted for

transportation

 Management consulting services are provided Direct production and business as well as investment and management of investment capital Investing abroad, transferring contributed capital, buying and selling businesses, withdrawing cash

to buy shares, , selling shares are all options

 General aviation activities are service activities that directly support air transport (such as topographic photography flights, air navigation radio calibration flights, geological surveys, line repair and maintenance flights, etc.) high voltage

electricity ) oil and gas, environmental testing, search, afforestation and medical first aid, rescue operations, and flying in support of political, social, economic, andsecurity missions security and defense)

 Other specialized aviation services: Business for commercial service activities such as hotels, tourism, duty-free sales at airport terminals and provinces and cities; other aeronautical services, Provision of commercial technical services on

the ground; services at passenger terminals, parking services at airports, airports and cargo terminals.

 Repair and maintenance of means of transport (except for cars, motorcycles, motorbikes and other motor vehicles): Maintenance of aircraft spare parts,

engines, aviation equipment and other technical equipment

 Manufacture of measuring, navigation, control and testing equipment:

Manufacture of spare parts, components, aircraft supplies, technical equipment and other contents in the field of aviation Providing technical services and spare parts for domestic and foreign airlines

 Manufacture of aircraft, spaceships and related machinery: Import and export of aircraft, engines, spare parts, aviation equipment (rent, lease, hire purchase and purchase, sale) and other goods other goods as prescribed by the State,

Manufacture, export and import equipment serving the air transport chain

4 Achivement and award of Vietnam Airlines

 2016: "Asia's Leading Airline for Cultural Identity" and "Asia's Leading Economy Airline" awarded by World Travel Awards The airline has the best business class seat design on Boeing 787-9 and Airbus A350-900 = (China Global Travel

Magazine) And excellent performance Top 3 most progressive airlines in the world (SKYTRAX)

 In 2017: "Airline of the year in Asia Pacific" voted by CAPA- Center for Aviation Among the Top 4 airlines in Southeast Asia with a passenger traffic of over 20 million (CAPA) Won titles - "World's Leading Airline for Cultural Identity" and

"World's Leading Airline for Premium Economy Class" by the World Travel Awards 2017 2022/2023

Top 10 Sustainable businesses

 In 2018: Among the top favorite major airlines in Asia in 2018 (Traveler's Choice Major Airlines 3 Asia 2018) voted by TripAdvisor Become a 4-star global airline voted by APEX (The Airline Passenger Experience Association) organization And

in the same year, Kytrax recognized Vietnam Airlines as a 4-star airline for the third year in a row

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 Future orientation of Vietnam Airlines: Over the past two decades, Vietnam

Airlines has always been the leader with steady double-digit growth, although it is

a modern international airline, but still imbued with traditional cultural identity Vietnamese system The aviation industry in Vietnam is one of the strongest and fastest growing domestic markets in the world, Vietnam Airlines has set its sights

on becoming Asia's leading 5-star international airline as the leading airline in the world contemporary with the most recognized brand of cultural identity in

Vietnam

II METHOD AND CONCEPTUAL FRAMEWORK

1 ORGANIZATION STUCTURAL THEORY

A What is an Organizational Structure ?

A system that describes how certain actions are carried out in order to accomplish organizational goals is known as an organizational structure Rules, roles, and obligations could be a part of these activities

Companies can continue to operate effectively and with concentration when they have an organizational structure

B Types of Organizational Structures

Organizational structures come in four different varieties You can choose the best workplace safety measures by being more aware of how they operate, their

advantages, and their disadvantages The four varieties are:

Functional structure:

 Organizations are organized into specialized groups with distinct functions and responsibilities within a functional structure Small and medium-sized businesses frequently use the functional organizational structure, also referred to as the

bureaucratic organizational structure The majority of people in the workforce have had experience working in this kind of system An illustration Finance, marketing, and human resources are just a few examples of the divisions that many businesses divide their organization into There is then a manager in charge

of each of these departments An administrator or chief executive officer who is in charge of several departments then supervises this manager

 Advantages of this structure: Employees are grouped by skill Greater sense

 Disadvantages of this structure: Lack of communication with other departments Unhealthy competition Management issues

Divisional structure:

 In a departmental structure, various groups collaborate to achieve a single

overarching objective Each of these departments is led by a separate executive who oversees the branch Control your spending and the distribution of your resources This style of organizational structure is common in big businesses An automobile manufacturer that splits its business into SUVs, electric vehicles, or sedans is an illustration of a divisional structure Although each branch has a distinct role, they all work toward the same objective increasing sales This is referred to as a multipart structure as well

 Advantages of this structure: Prioritize a particular product or service more leadership focus

 Disadvantages of this structure: inadequate integration with other components, the rivalry between divisions, and lack of departmental communication, possible tax repercussions

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 There is little to no level of management in a future mode With this organizationalstructure, there may only be one manager standing between the CEO and the rest

of the workforce It is referred to as the future since it combines a flat

organizational structure with hierarchy Even while it can be utilized in businesses

of all sizes, small businesses tend to adopt this sort of organizational structure more frequently because they have fewer employees Although some businesses outgrow this organizational structure, others keep using it

 Advantages of this structure: reduces costs and fosters effective communication increased staff morale, quicker decision-making

 Disadvantages of this structure: Possible employee conflict and unclear leadership

Matrix structure

 Employees are separated into teams that report to two project managers or one product manager and one functional manager, depending on the organizational

structure's matrix design A matrix structure is essentially a synthesis of numerous various organizational frameworks The fact that these groups have two

supervisors encourages duality and resource sharing in a matrix structure Due to the possibility of being assigned to various projects that call for various levels of experience or competence, employees who work for organizations with matrix structures have the potential to diversify their skill sets

 Advantages of this structure: encourages candid communication and a flexible work atmosphere

 Disadvantages of this structure: Conflicting leadership loyalties and leadership perplexity Potentially higher costs, poorly defined roles, and a heavy staff

workload

C Benefits of Organizational Structures

 A corporation can gain a lot from establishing an organizational structure The structure not only establishes the company's hierarchy but also enables the creation

of a compensation system for the personnel The business can choose the salaries and salary ranges for each position by implementing the organizational structure

 The structure also greatly increases the operation's efficiency The organization is able to seamlessly carry out multiple tasks at once by dividing workers and tasks into various departments

 A very clear organizational structure also informs staff members of the best

manner to do their tasks For instance, staff will have to put more effort into courting or bribing decision-makers in a decentralized business Employees in a decentralized organization must be more proactive and come up with original solutions to problems Setting expectations can make it easier for staff members tomonitor their personal development within the organization and place an emphasis

on particular talents It can also make it easier for potential employees to

determine whether a company fits the bill viable or not suit their interests and preferred working methods

2 PLANNING AND DECISION-MAKING PROCESS THEORY

How to do a swot analysis ?

 Use Conferring techniques to create a list of thoughts about where your

organization is right now by gathering a group of civilizations from a variety of roles and levels within your organization whenever you list your strengths and weaknesses In the SWOT analysis grid's application area, note either an

opportunity or a threat

 Assume what is acceptable for the job and what inquiries you might make as part

of your calculations, taking into account the features of each sector

Strengths:

 Strengths are traits that make your employer extremely delighted or set you apart from other prospects Recognize the advantages your company has over other businesses This might be your team's excitement, your ability to access particular resources, or a diverse range of manufacturing techniques

 The community depends on your strength, so think about what makes it "special." What skill do you possess that no one else does? What factors motivate your company? What special or inexpensive resources can you attract that no one else

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can? The USP for your company should be identified, analyzed, and included to the Strengths section.

 After then, change your viewpoint and analyze what your rivals would see as your advantages What circumstances cause you to sell before them?

 Keep in mind that every feature of your company is only a strength if it gives you

a distinct advantage A high-quality production process, for instance, is not a strength in your market if all of your rivals supply high-quality items; rather, it is arequirement

Weaknesses:

 Your organization has both strengths and weaknesses, so pay attention to your people, resources, processes, and procedures Consider where you can make improvements and the kinds of behaviors you should avoid

 Once more, consider (or learn about) how others in the market see you Do they pick up on your blind spots or flaws? Spend some time thinking about how and why your rivals do better than you What do you lack?

 Be truthful! Only once you have obtained all the essential data will a SWOT analysis be useful Therefore, it is better to be practical at this time and face any unpleasant truths as soon as they arise

or the technology you employ change The competitiveness and market leadership

of your firm can be significantly impacted by your ability to recognize and seize opportunities

 Consider advantageous opportunities that you can seize straight away These are not game-changers, but even modest benefits can boost the competitiveness of your business What intriguing market trends, large or little, do you know that might have an effect?

 Additionally, keep an eye out for modifications to government regulations that affect your industry Additionally, adjustments in social patterns, demographics, and lifestyles can all present intriguing options

Threats:

 Threats are anything that could have an adverse effect on your company from the outside, such as issues with your supply chain, shifting customer demands, or a lack of qualified personnel Before you become a victim of them and limit your growth, it's critical to foresee hazards and take action against them

 Consider the challenges you encounter in bringing your product to market and making sales If the quality standards or requirements for your product change, you might discover that you need to modify them in order to keep doing business Technology advancements constitute a constant threat but also a chance

 Always think about what your rivals are doing and decide if you need to adjust your organization's focus to match the challenge However, bear in mind that you might not want to follow their example Avoid imitating them if you're unsure of how it will help your situation

 Make sure to determine whether your company is particularly vulnerable to