People & Organization Presentation
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Human Resource Frame Assumptions Herzberg Two factor Theory Maslow Hierarchy of needs McGregor Theory X and Y Human Resource Principles (Bolman and Deal, 2003)
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People & Organization Presentation
- 1. People and Organisations Group Presentation – Asian Coast Development
- 2. Introduction Structural Human Resources Symbolic Recommendations Asian Coast Development Ltd. (ACDL) : international development company Specializing in integrated resort destiations Doing resort project at Ho Tram – Vung Tau Interviewee: Isidor Subotic – Vice President MGM Ho Tram Project Source: http://www.asiancoastdevelopment.com Bolman and Deal’s Four Frames (2003) Structural Frame Human Resources Frame Symbolic Frame Political Frame 24-July-2012 Asian Coast Development 2
- 3. Introduction Structural Human Resources Symbolic Recommendations Mintzberg Structural Frames Headquarter in Canada Separated entities established in different countries: Fiji, Spain Every single entity has its own structure ACDL Vietnam is one of them Major decisions are made in Canada 24-July-2012 Asian Coast Development 3
- 4. Introduction Structural Human Resources Symbolic Recommendations Related Theories Human Resource Frame Assumptions Herzberg Two factor Theory Maslow Hierarchy of needs McGregor Theory X and Y Human Resource Principles (Bolman and Deal, 2003) 24-July-2012 Asian Coast Development 4
- 5. Introduction Structural Human Resources Symbolic Recommendations Human Resource Management “Human resource management refers to the policies, practices and systems that influence employee’s behaviour attitudes and performance. It pays a key role in attracting, motivating, rewarding and retaining employees” (Noe and Winkler, 2009) 24-July-2012 Asian Coast Development 5
- 6. Introduction Structural Human Resources Symbolic Recommendations Herzberg Two factor Theory Source: Organizational Behavior: Managing People and Organizations, 7th Ed., by Moorhead and Griffin, Houghton Mifflin 24-July-2012 Asian Coast Development 6
- 7. Introduction Structural Human Resources Symbolic Recommendations The Human Resources Frame Assumptions (Bolman & Deal) Organizational ask: “How do we find and retain people with skills and attitudes to do the work? Workers want to know: “How well this place meets my need?” 24-July-2012 Asian Coast Development 7
- 8. Introduction Structural Human Resources Symbolic Recommendations Maslow Hierarchy of needs Source:Organizational Behavior: Managing People and Organizations, 7th Ed., by Moorhead and Griffin, Houghton Mifflin 24-July-2012 Asian Coast Development 8
- 9. Introduction Structural Human Resources Symbolic Recommendations McGregor Theory X and Y 24-July-2012 Asian Coast Development 9
- 10. Introduction Structural Human Resources Symbolic Recommendations Human Resource Principles (Bolman and Deal, 2003) ACDL Little involvement in recruitment Hire for specific tasks Bonuses Offer trainings Weekend lunch together Empower them 24-July-2012 Autonomy Asian Coast Development 10
- 11. Introduction Structural Human Resources Symbolic Recommendations Transformational Leader and Shared Values: the building blocks of trust (Gillespie & Mann 2004) ACDL 1. Quality of communication & problem solving - Lack of communication 2. Discretionary effort - High control 3. Organisational citizenship behaviour - Contract binding 4. Organisational commitment 5. Rate of employee turnover - Allow independence but not for the whole company 6. Team performance 7. Bottom Line measure of profits and sales 24-July-2012 - Outsource - Distance - Task-oriented Asian Coast Development 11
- 12. Introduction Structural Human Resources Symbolic Recommendations Studies have shown that corporate culture influence performance (Daft, 2010 and Lim 1995): Appropriate culture better internal integration encourage adaptation to external environment Artifacts, symbols, stories, values are components of the overall company’s culture (Daft 2010 and Wadell et al. 2004) 24-July-2012 Asian Coast Development 12
- 13. Introduction Structural Human Resources Symbolic Recommendations Daft’s cultural typologies (2010) applied to ACDL Needs of the Environment Strategic Focus External Flexibility Stability Adaptability Culture Mission Culture Clan Culture Bureaucratic Culture Internal A mix of three types of culture but no dominant culture. 24-July-2012 Asian Coast Development 13
- 14. Introduction Structural Human Resources Symbolic Recommendations Culture management by ACDL Lack of direction and strategy from top leaders Communicate the culture to stakeholders Formulation of Cultural strategy Unified Culture Role models, good influence on other employees and work environment Develop « cultural leaders » No mission, values on websites lack of awareness of policy and procedure Employee satisfaction, Measure cultural performance Sharing the culture with the employees rewards, No two-way communica tion, feedback Source: Mc Aleese & Hargie (2004), Five guiding principles of culture management – A synthesis of best practice, Journal of communication and management, Vol.9.2 24-July-2012 Asian Coast Development 14
- 15. Introduction Structural Human Resources Symbolic Recommendations Symbolic frame problems • No clear corporate culture • No communication on the culture Affects the performance and commitment 24-July-2012 Asian Coast Development 15
- 16. Introduction Structural Human Resources Symbolic Recommendations Simplify structure to make decision flow faster Define the corporate culture strategy Communicate the vision, mission and values among employees and on the web site Encourage feedback from bottom to top and vice-versa. Increase empowerment 24-July-2012 Asian Coast Development 16
- 17. Introduction Structural Human Resources Symbolic Recommendations References Aleese, M. & Hargie, 2004. Five guiding principles of culture managment - A synthesis of best practice. Journal of communication and management, Volume 9.2. Bolman & Deal, 2008. Reframing Organization. Fourth Edition ed. San Francisco: John Wiley & Son, Inc. Daft, 2010. Organization Theory & Design. Mason: Thomson. Griffin, M. &., n.d. Organisational Behavior: Managing People and Organizations. Seventh ed. Houston: s.n. Mintzberg, 1981. Organization by design: Fashion or Fit. s.l.:s.n. Mr Subotic, I, 2012. [Interview 2] (17 07 2012). Mr Subotic, I.,2012. [Interview 1] (21 03 2012). Noe, R.A., and Winkler, C. 2009, Employee Training and Development for Australia and New Zealand, McGraw-Hill, Sydney. Robbins, S.P., Millett, B. and Waters-Marsh, T. 2008, Organisational Behaviour, 5th Edn,: Pearson Education, Frenchs Forest Carlopio, J., and Andrewartha, G. 2008, developing management skills: A comprehensive guide for leaders, Pearson Education, Frenchs Forest. Gillespie, N.A., and Mann, L. 2004, "Transformational leadership and shared values: the building blocks of trust", Journal of Managerial Psychology, Vol. 19 No. 6, pp.588 – 607 Asian Coast Development Ltd, 2012. Asian Coast Development Ltd. [Online] Available at: http://www.asiancoastdevelopment.com/ [Accessed 24 07 2012]. 24-July-2012 Asian Coast Development 17
Editor's Notes
- Group member:Elsa Prime s3372726Hoang Bich Ngoc S3372728Tran Thi Bich Ngoc S3372730Nguyen Ngoc Khanh Van s3210032Pham Hoang Duc s3372721
- Mintzberg structural frames. In appearance, the company looks like a diversified structure companywith divisions in different countries. But in reality, its structure iscloser to a simple structure with the canadianheadquartertakingalmost all decisions for the Vietnamesesubsidiary. Management in ACDL Vietnam onlysigns the decisions for legalreasons.
- ACDL has features of three cultures of Daft:Clan culture: Some teams are having lunch everyweek in order to enhance team building and create a familyatmoshpere. Mission culture: they are goal oriented and don’tgive up whenthey face obstacles (« going the extra mile »).Bureaucratic culture: they have strongpoliciesthat have to berespected and followed and controls are important. Employees have to follows the rules and do the job as they are teached to do it. But none of these culture is dominant or strong. There are somesub-cultures and no clearcorporate one.
- The reason why ACDL’s culture is unclear can be analyzed by Mc Aleese & Hargie (2004) five guiding principles.These authors give five tools to manage culture in a company. The first one is the formulation of a cultural strategy, which means defining the direction and the values one wants to give to the company. Then the company has to « develop « cultural leaders » », who will communicate the culture to the employees, guide them as « role models » and create a perfomant working environment. In addition, the culture will have to be shared among the employees through « two-way communication » and feedback. The fourth tool is measurement of cultural performance by looking at job design and satifaction, and incentives managment gives to the employees. A set of achievement criteria have to be controled by management regarding the influence of the culture on work. And the last tool is communication to stakeholders, especially customers through policies and procedures. The way the company appears to the public.ACDL lack some of these tools. They have not formulated their cultural strategy except when it comes to clothes (« business smart ») but even there it is not clear what does it mean and interpretations can be different. Concerning sharing the culture with the employees, they have « cultural leaders » but each of them implement its own values when managing. For example, Mr. Subotic tries to implement a family culture in his team but it is not seen in the whole structure. Furthermore, they don’t share the logo’s story although it could enhance performance (The phoenix means created something out of nothing). When walking in the company, it seems like there is a lack of communication between top management and operating core, which create a suspicious atmosphere with lack of trust. The cultural performance is measured but again it depends on the leader. The professional image the company wants to show is communicate to stakeholders like customers or investors through policies and appropriate behaviors but the overall culture is not communicated well. For example, the company don’t share its values, mission or vision on its website although they had one when they created it (to provide new concept to their customers). The lack of a clear cultural strategy and communication is a major problem of ACDL.