Tóm tắt Luận án A criteria system for identifying organizational culture, as applicable to Vietnamese enterprises

1 THE PREAMBLE 1. Rationale For centuries, people have been conscious of the important role of culture to life. The formation of culture is associated with the appearance of mankind, and it serves both as the objective of, and the driving force for, the development of society. Culture increasingly penetrates into every aspect of life, being the lodestar for the creative activities of human beings. Although the cultural issues in management and business administration were paid great attention from researchers for a long time, there is still lack of a solid theoretical and practical methodologies for effective people management at the macro level and institutional level. Cultural awareness in business management is still vague and confused, thus making the process of building and developing organizational culture in enterprises difficult. While organizational culture is a new scientific field that has a very broad range covering many different areas and there are still many controversies as to the theoretical backgrounds related to it, research efforts would be limited to the study of how to build a system of criteria to identify the most noticeable signs of the organizational culture of an enterprise, or organization. And this is why the author intends to carry out a research titled, "A criteria system for identifying organizational culture, as applicable to Vietnamese enterprises". 2. Research objectives The objective of the thesis is to determine what factors constitute organizational culture; from which to build the system of cultural recognition criteria in enterprises on the basis of synthesizing and generalizing the arguments about organizational culture, from the managerial perspective. 3. The object and scope of research The subject of research is, “A criteria system for identifying organizational culture”. The study covers the time span from June 2012 to November 2012 and 2 is conducted in 5 cities, namely Ha Noi, HCM, Da Nang, Hai Phong, and Can Tho. 4. Research methods The main methods used are: systematic method, generalization, analysis, synthesis, comparison; both qualitative and quantitative research methods are used. 5. The new contribution of the thesis The thesis has the statistical criteria to identify organizational culture. At the same time, it delineates these criteria into different groups, namely organization, management, and leadership. In addition to the identity element groups developed by the antecedent and contemporary researchers, the author also developed some more new elements of organizational, management and leadership factors which have impact on the system of criteria for identifying organizational culture. 6. Thesis layout In addition to the preamble, conclusion, bibliography, Appendix, the thesis is structured in five chapters. Chapter 1: An overview of research on criteria for identifying organizational culture. Chapter 2: Study method of organizational culture through the criteria. Chapter 3: Results of studies on criteria for identifying organizational culture of Vietnam's businesses. Chapter 4: Proposed solutions to develop organizational culture in Viet nam. 3 CHAPTER 1: AN OVERVIEW OF RESEARCH ON CRITERIA FOR IDENTIFYING ORGANIZATIONAL CULTURE 1.1. The concept of organizational culture Enterprise culture or company culture is a concept that is known under other names such as institutional culture (organizational culture) or business culture. There are many different definitions of organizational culture, however, from a managerial perspective, the organizational culture can also be defined as follows: "Organizational culture includes a system of meanings, values, dominant beliefs, ways of thinking and perceptions that are shared by all members of an organization and have extensive influence on the manner of the members’ behaviors". 1.2. The approaches to organizational culture The research about organizational culture can be seen in two areas: - The first research area focuses on finding, exploring the managerial nature of the cultural factors in enterprise management (Allaire & Firsirotu, 1984; Hatch, 1993; Martin, 1992; Meek, 1988; Pettigrew, 1979; Smircich, 1983). - The second research area focuses on the impact of cultural factors on businesses, especially those with a multi-cultural operating or organizational environment (Calori & Sarnin, 1991; Camerer & Vepsalainen, 1988; Denison & Mishra, 1995; Gordon & DeTomaso, 1992; Kotter & Heskett, 1992). 1.3. Model research on enterprise culture 1.3.1. Three-layer model of organizational culture Schein Schein's model focuses on three levels of culture and also the three cultural criteria, going from realism, implying to the invisible:  Level one: practicality (Artifacts)  Level two: the standard value (Espoused Values)  Level three: the assumption implied in common (Shared Tacit Assumptions) 4 1.3.2. Multi-dimensional cultural model of Hofstede Geert Hofstede, a doctor in psychology, launched the model about the dimensions of culture. The cultural dimensions introduced by Hofstede include: Power distance; Collectivism/Individualism; Masculinity; Uncertainty; Long-term orientation. 1.3.3. Research on the culture by Trompenaars Trompenaars launched seven aspects of culture within the company that performs business activity, namely: - Universalism vs. particularism - Individualism vs. collectivism (communitarianism) - Neutral vs. emotional - Specific vs. diffuse - Achievement vs. ascription - Sequential vs. synchronic - Internal vs. external control. 1.3.4. Studies by model Cameron & Quinn Cameron and Quinn (2006) classify businesses into four main cultural types based on four different criteria: collaborate-clan culture, create-adhocracy culture, control-hierarchy culture, compete-market culture. These are a combination of two variable values in the competitive value framework developed by Robert Quinn and John Rohrgough. 1.3.5. Model of Denison In his study, Denison gave a scale, or criteria, to evaluate the strength or weakness of the business culture using the four characteristics of culture, adaptability, mission, consistency, and involvement. These are the traits in the Denison model. Each of these organizational traits is further broken down into three indexes. These indexes describe specific behaviors in business language to make the results both relevant and actionable in the organization. 5 1.3.6. Some other research models in the world Research by Jim Sellner (2009) classifies businesses based on six different criteria to identify organizational culture: values and manners; elements inside and outside; the vision; innovation; our mission; new look. According to Recardo and Jolly (1997), the culture of the company is measured based on the following eight aspects: communication, education & development, awards and recognition, decision making, risk-taking, orientation, teamwork, management policies. David H. Maister in his research on cultural identity business has conducted cultural measurement on 9 specific aspects, namely: quality and customer relations, education & development, training, dedicated enthusiasm, high standards, long-term goals, empowerment, equitable remuneration and satisfaction. Another aspect of organizational culture, pledge of attachment to organization and the influence of it to the results of the business, was introduced by many organizational behavior researchers across the world, most notably Allen and Meyer (1990). 1.3.7. The model of research culture in Vietnam In Vietnam, the business culture began to be mentioned from the 90s of the last century, and over the past 20 years, several studies on the issue were published, most noticeable of which were works of Nguyen Hoang Anh and Nguyen Manh Quan, Duong Thi Lieu, Phung Xuan Nha, Do Thuy Lan Huong, and some others. 6 CHAPTER 2: METHODS OF STUDYING BUSINESS CULTURE THROUGH THE CRITERIA 2.1. Research orientation Based on the research objectives as discussed above, the author suggests three particular groups of factors that constitute the organizational culture, namely: organizational factor group (corresponding to the system of matter), the management factor (the value systems of action), and the leadership factor (value system awareness). 2.2. Developing research questions The research questions set for this thesis are: - How does the organizational system impact the creation and change of business culture? - How does the management system impact the creation and change of business culture? - How does the leadership system impact the creation and change of business culture? - How can the set of criteria for organizational culture, which consist of three elements groups - organizational, management, and leadership, help managers in the evaluation and measurement of business culture? 2.3. Research model and hypotheses The research model proposed by the author is as follows: organizational culture enterprise organizational organizational culture enterprise manager enterprise organizational culture leadership 7 Figure 2.1: Study model for identification of organizational culture The research hypotheses:  H1: Management factors have a proportional relationship that dominates the establishment of criteria for identifying organizational culture.  H2: Organizational factors have a proportional relationship that dominates the establishment of criteria for identifying organizational culture.  H3: The leadership factors have a proportional relationship that dominates the establishment of criteria for identifying organizational culture. 2.4. Research design a. Qualitative research: the author has selected five experts who had taught in the field of organizational culture at the National Economics University to interview experts and an audience of 30 people including staff, leaders and managers working in enterprises to participate in in-depth interviews. b. Quantitative research: this is done through the method of investigating a selected sample. 2.5. Data sources and methods of data collection The data source - Primary data: opinions, the views of the staff, management and leadership on the cultural aspects in enterprises such as organization, management, leadership and commitment levels of employees for business. - Secondary data: reference sources of information related to organizational culture and organizational behavior that is obtained from researchers, scholars in the world. The method of data collection  Secondary data collection From sources such as books, magazines, data from the Internet or other mixed data.  Primary data collection a criteria system for identifying organizational culture 8 In primary data collection for the subject, the author also used interviews as a method to help acquire the necessary information. 2.6. Design of questionnaires Questionnaires were designed to consist of 2 parts: Part A: General information on individuals and businesses. Personal information that is required from each object investigated includes: gender, age, education level, current rank/ position in the organization. Section B: organizational culture. This section includes close-end questions relating to the organizational, management and leadership factors as constituting elements for the identification of organizational culture, which the author quotes from a number of other studies while trying to develop several new aspects. 2.7. Sample design The research sample is selected under the convenient method from the whole set of all staff working full-time at the Vietnamese businesses that are established by Vietnamese businessmen and operating in the territory of Vietnam. The sampling is limited within the 5 cities of Hanoi, Ho Chi Minh, Da Nang, Can Tho, and Hai Phong. The 5 samples per measurement variable rule applies, resulting in a sample size of approximately 600 samples. 2.8. Data processing methods Before proceeding with the analysis, the data is checked and cleaned. Then, the following analysis methods are used: descriptive method, the method of evaluating the reliability of scales, factors analysis method, the method of regression analysis of impact factors, the method of ANOVA testing. 9 CHAPTER 3 RESEARCH RESULTS: THE CRITERIA FOR IDENTIFYING THE ORGANIZATIONAL CULTURE OF VIETNAMESE ENTERPRISES 3.1. Sample description According to the sampling plan, the sample size would be 705 samples with a total of 1,000 questionnaires issued at the expected response rate of 70.5%. In fact, out of the 1,000 questionnaires handed out, 725 samples were collected, resulting in a response rate of 72.5%. The objects investigated included enterprise staff, management and leaders in Hanoi, Ho Chi Minh, Da Nang, including those working in state companies (15.2%); in partnerships (15.2%); in private enterprises (21.8%); in limited liability companies (24.0%); and in joint stock companies (23.8%). 3.2. Analysis measurement tools As suggested in the research model, the system of criteria used for identifying business culture is determined based on the study of the three factors, namely management factor (which is considered from 6 aspects), leadership (12 aspects), and organizational (13 aspects). 3.2.1. Cronbach’s alpha reliability coefficient  As for the Organizational Factor scale: Organizational factor is measured by 13 aspects. In general, Cronbach’s alpha coefficient of each aspect reaches 0.6, so the scale for every aspect has reliability, namely: the Cronbach’s alpha coefficient specific to each aspect is as follows: Communication in organization = 0.73; Education & Development = 0.749; Reward and recognition = 0.715; Team-work = 0.619; Group orientation = 0.705; Satisfaction = 0.755; Pledge of attachment to organization = 0.763; Accordance = 0.689; Organizing skill = 0.638. But for the Quality and the relationship with the customer aspect (Cronbach’s alpha = 0.43), Collaboration and integration (Cronbach’s alpha = 0.257), Customer orientation (Cronbach’s 10 alpha = 0.391), Cronbach’s alpha coefficient is very low, and an elimination of the observation variations used for the scale of this aspect does not increase Cronbach’s alpha coefficient to 0.6 and thus does not ensure reliability, so the author removes the scales of those aspects. For the Change aspect (with Cronbach’s alpha = 0.451), the TĐ5 and TĐ4 observation variables have an item-total correlation coefficient of < 0.3; so the author proceeded to remove the 2 variables from the scale for Change and therefore the Cronbach’s alpha coefficient for the scale of this aspect reached 0.631 (guaranteed reliability).  As for the Management Factor scale: Management factor is measured in 6 aspects. Cronbach’s alpha coefficients of these 6 aspects are as follows: Accepting risks from creative and innovative work = 0.691; Control = 0.622; Orientation = 0.562; Coordination = 0.619; Empowerment = 0.741; Regulation = 0.621. The scale for Orientation aspect does not guarantee reliability, and an elimination of observation variables from the scale of this aspect does not increase Cronbach's Alpha coefficient up to 0.6, so the author decided to remove this scale. For the scale for Control, the observation variables KS2 and KS5 have an item-total correlation coefficient of < 0.3 and when these 2 variables are removed, the value of Cronbach's Alpha increases to 0.646, so the author proceed to exclude the 2 variables, KS5 and KS2, from the scales for Control.  As for the Leadership Factor scale: Leadership factor is measured in 12 respects. Cronbach’s alpha coefficient of > 0.6 include: Orientation and plan in the future = 0.713; Strategy orientation = 0.737; Target system = 0.747; Core values = 0.685; The control of the leadership = 0.681; Leadership experience = 0.655; Mission = 0.614. The scale is gaining credibility. Particularly for the scales for Core values, the observable variable GTCL4 has an item-total correlation coefficient of < 0.3, and when this variable is removed, Cronbach’s alpha coefficient for the scale increased to 0.745, so the author removed GTCL4 from the scale for Core values. As for the 11 scale for Efficiency in decision making (Cronbach’s alpha = 0.595); the Vision (Cronbach’s alpha = 0.589); Leadership qualities (Cronbach’s alpha =-0.33); Leadership personality (Cronbach’s alpha =-0.67), the Cronbach’s alpha coefficient falls under 0.6, and an elimination of the observable variables in the scale for this aspect does not increase Cronbach's Alpha coefficient up to 0.6 and thus the scale does not achieve the reliability, so the author proceed to remove this scale. The scales for Leadership’s responsibility has Cronbach’s alpha = 0.518 while the 2 observable variables TNLĐ1 and TNLĐ5 have an item-total correlation coefficients of < 0.3; but after these 2 observable variables are removed, the Cronbach’s alpha coefficient for the scale stands at 0.642, thus gaining credibility. In summary, the measurement scales for organization, management and leadership factors are gaining credibility; the scale for Leadership achieved the highest reliability, then the scale for Organisation and lastly, Management. After analyzing the reliability of the scales for each factor, the factors for Organization (consisting of 37 observable variables), Management (19 observable variables) and Leadership (27 observable variables) continue to be analyzed in the section below. 3.2.2. Factor analysis  Analysis of organizational factor A KMO and Bartlett's test performed in factor analysis of 37 observable variables in the scale shows the high level of the KMO (0.766) with a significance equaling 0 (sig = 0.000). The Rotation Sums of Squared Loadings reached 58.98% and there are 11 factors that have a typical value greater than 1. This reveals that the use of 11 factors representing the 37 observable variables can explain 58.98% of the variability of the data. After the implementation of EFA, CK4 variable is eliminated because no factor loading for it is found on any column. So, one observable variable is removed from the set of the 37 observable variables used to measure the organizational factor. Also, as a result of this, the number of factors is 11, which 12 exceeds the number of the original aspects that was designed to measure the organizational factor. To be specific, the group of aspects of organizing skills were divided into two sub-groups. Based on the content of the components in the group, the author renamed the 2 sub-groups: Organizing skills sub-group, which comprises observable variables KNTC1, KNTC2, KNTC3, and the Target and guarantee sub-group, which contains the observable variables KNTC4, KNTC5.  Management factors analysis A KMO and Bartlett's test performed in factor analysis of 19 observable variables in the scale used to measure the Management factor returns a high KMO index (0.741) with zero significance level (sig = 0.000). The Rotation Sums of Squared Loadings reached 53.22% and there are 5 factors that have a typical value greater than 1. This shows that the use of 5 elements representing 19 observable variables is able to explain 53.22% of the variability of the observable variables. After the implementation of EFA, 2 observable variables RR1 and RR5 is eliminated because no value factor loading for them is found on any column.  Leadership factor analysis A KMO and Bartlett's test performed in factor analysis of 27 observable variables in the scale shows the high level of KMO (0.779) with zero significance level (sig = 0.000). The total Rotation Sums of Squared Loadings reach 59.64% and there are 8 factors that have a typical value greater than 1. After the implementation of EFA, the MT5 variable was eliminated because no value factor loading for it was found on any column. 3.2.3. Regression analysis The three independent variables, managerial, organizational and leadership, have a correlation coefficients R greater than 0.3 with dependent variable Organizational culture. So, 3 independent variables in the scale can be used for 13 regression analysis to assess the extent to which the three independent variables can explain the dependent variables. All the 3 elements of the scale affect the organizational culture. All of them have effects positively proportional to organizational culture (and thus have a positive Beta coefficient; the condition being that, when the change of one factor is considered, the other factors are assumed to be constant). The regression equation for normalized variables has a form like this: VHDN = 0.786 + 0.402 YTTC + 0.518 YTQL + 0.229 YTLĐ Looking at the equation, we see that the Organization factor has the greatest impact on organizational culture, Y, because Beta for it equals 0.786, which is the greatest among the Betas. Leadership factor also influence quite heavily the organizational culture (Beta equals 0.229). Finally, the Management factor with the lowest Beta of 0.158. A summary of testing results of a regression model with 3 independent variables and a dependent variable is presented in table 3.17. Table 3.17: Summary of testing results for the hypotheses The hypothesis Results H1: Management factors have a proportional relationship that dominates the establishment of criteria for identifying organizational culture. Accepted H2: Organizational factors have a proportional relationship that dominates the establishment of criteria for identifying organizational culture. Accepted H3: The leadership factors have a proportional relationship that dominates the establishment of criteria for identifying organizational culture. Accepted [Source: author-made] 14 3.2.4. Testing the difference in mean values of the sample of the factors constituting the system of identification criteria for organizational culture by business type A calculation of mean values of the sample of the factors constituting the system of identification criteria for organizational culture by business type shows that values of the elements constituting the identification criteria system for organizational culture in the 5 types of businesses stand a bit higher than the average and they are not significantly different among the various types of business. The Organizational factor is rated highest in all the 5 types of business, followed by Management and Leadership. The result of a variance analysis (ANOVA) performed on the elements constituting the identification criteria system for organizational culture per types of businesses shows no difference in the respondents’ evaluation of each constituent element of the identification criteria system for organizational culture (the reason being that they all have a sig > 0.05). 3.4. Criteria system for identifying organizational culture and the reality of organizational culture in Vietnam 3.4.1. The criteria system for identifying organizational culture Through the steps of Cronbach’s alpha coefficient analysis and explorative factor analysis, the scale consisting of 116 observable variables has been adjusted 2 times, with the total number of variables decreasing from 116 to 79, as presented in table 3.20: Table 3.20. Summary of criteria system for identifying organizational culture Factors The criteria Organization + Changes in policies related to the company's employees are fully informed and clear. + We have enough information to do the job 15 Factors The criteria + We receive the guidance of supervisors when having difficulty resolving the work. + We are trained in the job skills necessary to do the job well. + We are aware of the conditions needed to be promoted within the company. + We have many opportunities for career development in the company + We receive great help to develop ourselves + When doing good work, we receive praise and recognition from the upper level. + Bonus that we get conforms with the result of our contribution to the company. + We enjoy working with everyone in our unit + Employees in our unit are ready to cooperate with each other and work as a team. + Team-work is recommended and established in our company. + We always encourage the spirit of cooperation between the different departments within the organization. + People work as members of a group/team. + Teamwork is used to work, and not to set up a hierarchy. + Teamwork is the foundation of building our blocks. + Jobs are arranged so that each person can see the relationship between their work with the goals of the organization. + We are satisfied with our work. + We are proud of the achievements in our work. 16 Factors The criteria + We are committed to our company as a chance for a career. + We are ready to make every efforts to make the organization successful. + We are very loyal to the organization. + We will accept all the assigned jobs to be able to continue working in the organization. + In the event of disagreement, we strive to finding solutions for “mutual benefit” + We have a “firm” culture. + We easily get consensus even when tackling the most difficult issues. + We often get stuck when seeking agreement on key issues. + We also have clear agreement on the right and wrong ways of doing things. + They way of working is very flexible and easy to change. + We deal well with the competition and other changes in the business environment. + We regularly, continuously improve working methods and adopt new working methods. + We view failure as an opportunity to learn and improve. + Creative ability and the spirit of risk-taking is encouraged and rewarded. + Many things are "omitted" or neglected. + Learning is an important goal in our daily work. + We must make sure that "different parts of the organization communicate closely with each other". 17 Factors The criteria Management + Information is shared so that everyone can get the information they want. + Great importance is attached to coordination among units in the Organization in order to carry out their duties smoothly. + Most of the employees are actively involved in the work. + The resources needed to do the job are made available. + The costs of testing, trial, costs of assessing activities or processes are reasonably minimized. + Appropriate solutions are in place for the prevention of defects, re-manufacturing and for reducing warranty cost. + We are encouraged to work according to a method different from the ways that people have been doing. + Improvements in efficiency are rewarded with money or by other forms. + For every person involved in the planning and decision making of the plan. + The success of each individual unit is evaluated based on the innovative ideas and the implementation of those ideas. + The success of each individual unit is evaluated based on the performance of work. + The main indicators of the results of operation are used to control and improve the supporting process. + We are highly encouraged to voluntarily contribute new ideas and suggestions for the development of the work in the company. 18 Factors The criteria + We are free to take the necessary decisions in accordance with our work. + We often express our views on the problems that we think are important, even though knowing that those views are not supported by others. + Decisions are often made at the management level that has the most accurate information. + Information is shared broadly so that people can get the information they want when needed. Leadership + We are allowed to do the job according to our best ability. + We are involved in the important decisions of the unit. + Sound decisions are beneficial for the company in the long term. + Company future development strategies are set clearly. + We are shared information about the goals of the company. + We fully support the goals of the company. + The company executives always plan ahead changes that can impact business results. + Our strategy makes other organizations change the way they compete in this sector. + We have long-term goals and directions. + We have a clear mission, which makes our work meaningful and well-oriented + Many people agree on the company objectives. + The company leaders set ambitious but realistic targets. 19 Factors The criteria + The Board of Directors has "made it clear" about the goals we are trying to achieve. + We constantly monitor the evolution in the progress to reach our stated goals. + The leaders often “talk the talk and walk the walk”. + They have a distinctive management style and have a set of their own management practices. + There are clear and homogeneous values that govern the way we do things. + The processes, indicators are set to facilitate monitoring the ethical conduct in the operating structure of the whole organization in interactive activities with customers and partners. + Leadership supervises and handles breaches of the code of conduct + A code of conduct is in place to guide our actions and tell us what is right, what is wrong. + Leaders are experienced, mature and able to adapt to the pressure and stress. + Leadership can anticipate concerns of the community for products, services and activities, both current and future + Leadership proactively prepare to get ready to respond to all kinds of concerns, including the use of the resources stabilization process + We attach importance to long-term stability and are interested in effective control of the operation. + We attach importance to human development. Every member in our company trust in, and cooperate with, each other. 20 Factors The criteria + We attach great importance to the creation of new challenges, tapping new resources and adopting new things. + Business leaders keep the relationship with, decentralize the management of, and mobilize, all workers. + Business leaders encouraged the two-way communication and information across the enterprise. + Business leaders thrive for creating and harmonizing benefits for customers and partners in the operation of the business. 3.4.2. The reality of organizational culture in Vietnam Research and survey result show that organizational culture is still quite unfamiliar with entrepreneurs and other social strata. Those surveyed still focus on the tangible elements of organizational culture such as technology, products, logos, etc., but they are not yet aware of the importance of the elements of organisation, management, and leadership. Therefore, they see no difference in these elements with regard to the culture of their organization. Based on the research results presented above, out of the 3 factors that constitute organizational culture, the organizational factor is rated as very important. The aspects thought to be weak in Vietnam businesses are leadership skills and management skills. CHAPTER 4: SUGGESTED SOLUTIONS FOR THE DEVELOPMENT OF BUSINESS CULTURE IN VIETNAM Through the study of the criteria system for identifying organizational culture, the author proposes to apply the criteria to Vietnamese businesses that are established and managed by Vietnamese people in the territory of Vietnam when this business culture is weak, when businesses have not yet started building 21 business culture for their organization, or when organizational culture is found to be weak and businesses want to renovate it. Having combined analysis results of practices and testing results for the research model for identifying enterprise culture in Ho Chi Minh City, Hanoi, Da Nang, Hai Phong and Can Tho, the author proposesa number of solutions as follows: - As regards Organization: it is necessary to encourage communication within the organization, pay intention to education & development; increase employee satisfaction and introduce measures to raise employee commitment. - As regards management: it is necessary to encourage creativity and innovation in organization, build a human-centered organization and have empowerment become a tool to help businesses manage more effectively. - As regards leadership: businesses need to set clear directions, development strategy for the future and focus on building a core values for themselves. At the same time, the author will devise cultural development solutions for businesses with particular regard to cultural factors because enterprises attach limited portance to this aspect. Specifically: - As for State enterprises – where the management elements are clear and powerful but, at the same time, imposing and authoritarian: It can be said that the business could not exist and succeed if it relies only on the perceived abilities and qualities of leaders. In fact, the close collaboration and cooperation of all collective members is equally important. In State enterprises, in order to reduce autocracy, leaders need to find appropriate approaches to workers, learn their aspirations, whereby help them understand the company to orient themselves. Leaders need to demonstrate responsibility and to find out the bottle-neck facing employees. As long as employees are not yet "ready", they should be provided with the essential tools and supplies. When a 22 person is still not "willing", the company should assign him a more suitable job. For those who are still not "capable", the company should provide guidance and knowledge, and train them to get a clear understanding of what the task is about. Leaders also need to enhance trust and delegate power to the lower levels. This trust creates an “invisible” contract of responsibility for employees and helps them to have the sense of "being treated fairly, as demonstrated by the handshaking of every worker." However, apart from sharing of power to lower levels, leaders still need a clear sense of his power and position in the enterprise. The leader, first of all, has to consider himself a person as everyone else in the company so that he can stand in the best position to judge, to evaluate and to give instant rewards and, at the same time, to tackle the pettiness of individual persons and prevent bureaucratic practices inherent in the business. In short, to get real results in business activities in general and in organizational culture in particular, it is necessary to emphasize again that the role of the leader is the atmost important one, the leader has to have a leadership style with traditional and contemporary perspectives, to be determined and consistent while paying attention to the views and opinions of staff members. Organizational culture is a major issue that decides the long-term development and even survival of the enterprise, it is not merely an external form or routine behavior. To start up with building business culture, there must be proper understanding of organizational culture and the basic steps to build it. To build organizational culture through the criteria, it is not simple to merely list the values you want or just change the company decorations... but in fact, this requires initiation, cheerleading, encouragement from the leader, and understanding of all members’ efforts that have proved to be persistent for many years. - For private, joint-stock private enterprises, partnerships - where the leadership elements are still vague and unclear: 23 Leaders need to check regularly the implementation of entrepreneur culture through the criteria identified. Through practice, the role of leaders along with their management style are decisive factors for developing the culture of every business. Therefore, leaders need to regularly examine, urge, assess the culture of the business in order to timely and reasonably adjust it while avoiding the enterprise's culture being deflected too far. The business leader is the founder of enterprise culture and also the person responsible for the final result, so they must be good example for others in building organizational culture. They have to make reasonable decisions in the construction of cultural value systems, and to be instrumental in the realization of its objectives, to create momentum for the members in the company. Businesses need to improve cultural knowledge for the leaders so that they are aware of their role in the construction of enterprise culture. In the context of increasing social progress, life is becoming increasingly civilized, global competition is increasingly intense, a good leader not only knows of success of today but also tries to get a vision in the future. They are the pioneers in the field of knowledge. Therefore, leaders need to be equipped with cultural knowledge about some of the most important markets for businesses to enter into cooperation and joint venture arrangements. Leaders must have the most basic knowledge to be able to adapt to the cultural identity of the country in general and the culture of the particular business. They must be very focused on the differences in organizational culture prior to the negotiation or cooperation. For example, for American or Japanese partners, the most precious thing for them is time, followed by the title and authority of the counterpart sitting in front of them. For many Western European companies, which have very different working environment compared to Vietnam, the common characteristics is that the ceremonial procedures are less cumbersome. The leaders should also understand that cultural differences always exist, all persons from a particular cultural 24 background are trained and coached to behave according to the certain standards of that culture. Leaders need to have critical mind and board knowledge through an extensive knowledge-enriching and learning process. CONCLUSION From the results of the thesis as well as the recognition of the study, the following conclusions could be drawn: 1. The thesis provides a basis and theory to serve for the study on systematic criteria to identify organizational culture through the research model. 2. The literature overview of domestic and foreign research on the organizational culture has helped to clarify the object of research of the thesis as well as the approach to research organizational culture under the managerial perspective. To create strong business culture, the business has to create a development that is compatible in all the three aspects, namely organizational, management and leadership. 3. A testing of the calibrated scale has provided evidence that the elements Organization, Management, Leadership have an influence on the system of identification criteria for the enterprise culture. 4. In the era of international economic integration, Vietnamese businesses need to pay more attention to the construction of enterprise culture in order to gain business efficiency and increase competitive advantage in a competitive environment that is becoming increasingly fierce. For the construction of enterprise culture in Vietnam, attention should focus on the construction of enterprise culture through the three aspects, Organization, Management and Leadership. To be more specific, arrangements should be made to encourage communication in organizations, pay attention to education & development, embrace creativity and innovation, develop a clear strategic direction and vision for the future, build the concept of human-centered organization, and strengthen contacts between leaders and employees... 25 LIST OF THE AUTHOR’S STUDIES PUBLISHED 1. Đo Huu Hai (2010), Director of information technology with corporate culture, Economic Management Review, volume 34, July, pp. 36-41. 2. Đo Huu Hai (2010), “The “laws” on corporate culture, Economy and Forecast Review, volume 13, July, pp. 24-26. 3. Đo Huu Hai (2011), Application of corporate culture in building and development of branding, deeply imbued with national identity, for the Vietnam business, Nguyen Manh Quan et al. Ministry level science and technology research topic, National Economics University. 4. Đo Huu Hai (2011), Corporate culture development in Vietnam market economy, university level science and technology research topic, National Economics University. 5. Đo Huu Hai (2012), Enhancing Social Responsibility in Small and Medium Enterprises in Vietnam, International Symposium “Social enterprise development through universities in Vietnam – Challenges & Opportunities”, National Economics University, 4/2012. 6. Đo Huu Hai (2012), Corporate culture and the criteria for its evaluation, Economy and Forecast Review, volume 4, Jan, pp. 83-87. 7. Đo Huu Hai (2013), Study of factors affecting the corporate culture, Banking science & Training Review, volume 128+129, Jan, pp 97-105. 8. Đo Huu Hai (2013), Identification of corporate culture from the perspective of corporate restructuring, Scientific Symposium “The problems emerging in the process of restructuring state-owned enterprises in Vietnam”, Banking Academy, 4/2013.