đồ án ORGANIZATIONAL CULTURE IN CESC COMPANY

UNIVERSITY OF ECONOMICS AND BUSINESSFACULTY OF BUSINESS ADMINISTRATION TOPIC: ORGANIZATIONAL CULTURE IN CESC COMPANY Supervisor: Dr.Do Tien LongStudent: Cao Thi Ha DuyenStudent ID: 11050

UNIVERSITY OF ECONOMICS AND BUSINESSFACULTY OF BUSINESS ADMINISTRATION

INTERNSHIP REPORT

BYCAO THI HA DUYEN (QH2011-E)

HANOI, 20TH JULY 2014

UNIVERSITY OF ECONOMICS AND BUSINESS

FACULTY OF BUSINESS ADMINISTRATION

TOPIC: ORGANIZATIONAL CULTURE IN CESC COMPANY

Supervisor: Dr.Do Tien LongStudent: Cao Thi Ha DuyenStudent ID: 11050028Class: QH2011-E – QTKD

HANOI, 20TH JULY 2014

From CESC company, I would like to thank director Mr Nguyen Van Ducfor guiding me during the internship.

Thanks to the enthusiastic supervisor and all staff in company I can haveaccess to modern equipment facilities, access to industrial scale production

on line, learning a lot make it useful for professionals , as well as work style.Also for the reason real, once again I would like to thank and health wishesand success to teachers and guidance all enterprise I wish companyincreasingly development to achieve more success

I would like to thank to who career would not have been possible and whoheld faith in me and pushed me to succeed

Table of Contents

Chapter 1

INTRODUCTION 1.1 Background

Nowadays, culture has become a source of convergence and creativity ofevery business, is increasingly becoming an important factor in the overallstrength of competition in the market economy The maintenance andpreservation of corporate culture significantly influence the success of yourbusiness Any business that if a lack of cultural factors, knowledge couldhardly stand On the other hand, to avoid turning the world into a unifiedculture, every people, every nation needs to preserve and promote cultureimbued with national identity "inclusive" rather than "dissolved" Mergeswith the integration trend, Vietnam's enterprises also constantly growing in

all aspects These cultural values crystallize in manners of an official fromthe top leadership to staff for each customer, the business environment, thejob needs to be refined additional updates, promote and raised to a new high.Therefore, to assert yourself, every business needs to build themselves adistinct culture Moreover, the Party and the State asserted that culturalspiritual foundation of society, both the goal and driving force to promotesocial and economic development Culture plays a big role in that, so frompeople to agencies, departments should try to take cultural factors, humanspirit penetrates deep into the field of life, from the behavior of family, inaddition to the social and business activities, communication Productionpractices is business entrepreneur, respected business that cultural factors inthe business operating under business practices and culture conditions forlasting, sustainable development firm Seeing the importance and appeal ofcultural issues in the construction business, so I decided on the theme:

"Research on corporate culture in a state company"

1.2 Research objectives

Through the themes author would like to examine the visual characteristicshighlight the corporate culture in the company CESC, including the visualelements as physical symbols, rites, rituals, traditions until the non-visualfactors such as values and beliefs

1.3 Scope of the research

Branch office: Pham Van Dong Street , Dich Vong Ward, Cau Giay District,

Ha Noi

1.4 Structure of the research

The report consists of 5 chapters with the following contents:

Chapter 1: Introduction Presentation of selected topics reasons, made to

achieve the objectives and scope of the research topic

Chapter 2: Literature review and research methodology Presentation of

knowledge related to the study Building models and explain the significance

of the research model

Chapter 3: Introduction to company CESC

Chapter 4: Research results Given the results obtained from the study Chapter 5: Conclusions A summary of the results achieved at the same time

pointing out the advantages and disadvantages as well as recommendationsfor company

Chapter 2

Literature review and methodology

2.1 Culture

2.1.1 What is organizational culture?

Every organization has its own way of doing things that influences virtuallyevery aspect of working life from how long coffee breaks are to howproducts and services are sold Thus, organizational culture refers to theunderlying values, beliefs and principles that serve as a foundation for anorganization's management system, as well as the set of managementpractices and behaviors that both exemplify and reinforce those basicprinciples These principles and practices endure because they have meaningfor the members of an organization They represent strategies for survivalthat have worked well in the past and that the members believe will work

again in the future Some aspects of organizational culture, such as

individual behavior and group norms, are very visible "Working hard,"

"dressing conservatively" or "acting friendly to customers" are aspects ofculture that are easy to observe Other aspects of culture are harder to

observe, since they represent the invisible assumptions, values and core

beliefs Examples of this less visible level of culture might be a belief in theimportance of "doing things right the first time," "being honest and ethical inall transactions," or "going beyond expectations to satisfy the customer."The messages that come from an organization's culture are closely linked tothe organization's strategy and management practices, and have great impact

on the people who work there The cultural system can not be easily seen ortouched yet it is there all the same And more importantly, the people inthe organization know it very well The law of the culture often outweighsany other law In many organizations, it may be the strongest message of all

2.1.2 Where do organizational cultures come from?

The ideas, behavior patterns and solutions that become embedded in aculture can originate anywhere, from an individual or group, or at the bottom

or top of the organization Organizations with strong cultures usuallyinternalize ideas associated with a founder or other early leaders, andarticulate them as a vision, a business strategy or a philosophy.Organizations have cultures because the conditions needed for their creationare commonplace Solutions that repeatedly appear to solve problems tend tobecome part of the culture The longer the solution seems to work, the moredeeply it becomes embedded in the culture Cultures can grow to beextremely strong, reinforced by common values, behavior patterns andpractices, with many close connections between deeply held assumptions

and visible concrete behaviors When a culture is strong, it can have verypowerful consequences It can enable a group to take rapid and coordinatedaction to respond to a competitor or to satisfy a customer Unfortunately,during changing times, a strong culture can also lead intelligent people towalk, in concert, off a cliff.

2.1.3 Why is organizational culture important?

A clear understanding of organizational culture is important for all leadersbecause it influences the way that their organizations react to the changingdemands of the business environment At any given time, the culture of anorganization is strongly influenced by the past successes and past learningsabout how to adapt and survive As the business environment changes,leaders must constantly anticipate the necessary changes and activelymonitor the relationship between the demands of the environment and thecapabilities of the organization When there is a “gap” between thecapabilities of the organization and the demands of the businessenvironment, many organizations attempt to close that gap by re-engineering

or by making broad structural changes These changes are often helpful, butmost successful organizational changes also require changes in the mindset,values and behavior of the organization’s members Without creating thesechanges, changes in basic capabilities of the organization are impossible.That is why many organizations are discovering that successful changerequires careful attention to the “soft” side of organizations – the values andbeliefs that are the “heart of the company”, the policies and practices that putthose values into action, and the importance of teaching the members of theorganization an understanding of how they create value for their customers

2.2 The culture models

Leadership styles of head corporate decision the culture style in there Sowith a view "influential leaders in business," depending on the influence ofbusiness leaders to have 6 models that corporate culture:

• Cultural power (power concentrated in leadership) tend to attack

other opponents often ambitious staff and belligerent power

• Culture model (leader as "important moral ambition", an example to

staff follow) staff often focus on rules, standards, discipline ineverything

• Culture tasks (role of leader is not high, their positions based on job

assignment rather than power distribution scheme) to the layout staffoften work in cross-functional teams for each project project should

be aware not high power

• Culture accept leadership (leaders encourage employees to work in

the creative spirit, dare to think, dare to do, dare to take appropriateresponsibility Yoi common interests of their superiors even whenthere is no command) staff often have high activeness

• Culture featured individual roles (heavy business intelligence,

leadership unobtrusive power) employees are often highly creativefreedom to study

• Culture enhance the role of collective (leadership is shared or

dissolved for a group of people) staff often have difficulty in gettingdeployment orders and work reports

However, to determine the "culture" of a business is to see which model

is superior and must accept a mix of cultural models

2.3 The components of corporate culture

Understanding corporate culture in fact require identification of itsconstituent parts The components of corporate culture helps to see the

construction progress and cultural development in enterprises andorganizations Overall corporate culture consists of two main parts: Thepart visible and not visible

2.3.1 Intuitive symbol

 The physical symbol

- Architecture: Includes facilities such as offices of enterprises, furniture,materials, machinery, office equipment, internal network Generally,tangible objects as a of the components that make up the workingenvironment of employees in enterprises

- System format brand: Includes logo, business name, predominant color,business cards, shore Flyer, envelopes, paper trading all point in thesame color, image designed specifically for the enterprise

- Communication: Includes methods of internal communications andexternal corporate communications

 The rituals of the business: As of a national culture, corporate

culture and diversity of rites, rituals and customs Through its rituals thatshow distinct values, traditions and ways of organization We can say theritual activities ritual is needed by every organization It embodies theprinciples of conduct of colleagues - colleagues, superiors - staff,department - department or organization - other external organizations.Rituals can be divided into four categories as follows:

- Type of transfer: as the opening ceremony, introduction, launched inorder to create favorable conditions for entry

- Type consolidate as awards ceremony, commendation ceremony aims

to strengthen religious identity and position more members

- Type link , as the festival, festivals, holidays, exchanges to restore,encouraging, sharing, empathy and attachment.

- Kind reminder: as cultural activities, professional, scientific structure tomaintain increased operational capacity of the members

 The business anecdotes: As stories about the successes or failures of

business enterprises, lessons learned from the successes and failures thathave become experienced during the existence of an enterprise As theexample of leaders, the typical employee has become a symbol of thepersonality, lifestyle in everyday life as well as ingenuity, good stretch atwork already exists in the enterprise

 Language, corporate slogan

2.3.2 Non-intuitive symbol

 The value

The culture value that have not only distinct values that built thecompany besides factors such as long-term strategies and targets of thebusiness; system of moral principles and ethical; is particularly importanthuman problems in organizations are invaluable resources of theCompany, to be resolved and how to care

- The value system of the organization: The value system of separatebusinesses including separate values that have been there now, the basicelements of an organization to build trust

- Targets the enterprise: the enterprise's goal in a certain time, followed acommon goal that the drawing in business from the outset

- Long-term strategy of the business: long-term strategy towardsenterprises to achieve business objectives set

- A system of moral principles and ethical: Includes system's principlebusiness enterprise, business ethics If your business can benefit and forthe benefit of others, for the country, society, the action is ethical.Business Ethics requires enrichment enterprise on the basis of dedicatedcustomer service, through respect for the rights and interests ofcustomers, keep customers Yoi reputation Business Ethics requirebusinesses to ensure the interests of the State, carry out their obligations

to the State Business Ethics require businesses to ensure the interests ofthose who work in business, respect their dignity and enabling them topromote innovation and talent Ethics also require enterpriseentrepreneurs interested resolve environmental issues, social issues -humanitarian

- The problem of human organization: How to recruit, organize, assign,training human resources in organizations as well as how to create aworking environment for staff Besides regulations, remuneration forstaff in the business, showing the interest of business to human resources

in the enterprise Want to promote human factor in organizations need toconsider three levels: the first level is the capacity building potential ofevery employee, officer through educational measures, training ineconomics, public technology and management; second level processingcapabilities is a reality that, through measures to encourage and stimulatecreativity in productive labor; third level is focused on the potential ofindividual workers and employees in the implementation of businessobjectives through organizational measures production and managementpersonnel

 The standards

- Rules - Standard

- Regulations - Principles

2.4 Research methodology

From the above theoretical model study of the subject is built as follows:

The objective of the study is to examine the cultural characteristics of thebusiness, including two major components: the visual elements and thenon-visual elements The visual elements include the physical symbols(such as architecture, system format brand .), rites, rituals, customs,traditions and anecdotes The non-visual elements including values andbeliefs Overall, these factors must be constructed according to acommon direction consistent with distinct values that the company hascreated

Corporate culture needs to be consistency between the components to beable to create a synergy, creating the effect spread to cultures that can beeaten deep into the community, creating motivation for promote staff andcompany go up

The physical symbol

+ Architecture+ System format brand+ Communication

The rituals of the business The business anecdotes Language, corporate slogan

+ Targets the enterprise+ Long-term strategy of the business+ A system of moral principles and ethical+ The problem of human organization

Introduction about CESC company

3.1 Introduction about CESC (Cadastre and Engineering

Name for International transaction: the Cadastre and Engineering Surveycompany in abbreviation C.E.S.C