Building a strong corporate culture for the survival and development of Vietnamese enterprises

APPENDIX 2

SAMPLE SURVEY FORM FOR THE VIETNAMESE CULTURE SURVEY JUNE 2003 1

The topic " Solutions to build corporate culture in Vietnam in the context of regional and global integration " by a group of teachers from Foreign Trade University hopes to receive cooperation from your agency. Please circle the appropriate answers .

1. Your business is a business that:

Maybe you are interested!

a. State b. Private c. Foreign invested

2. You understand the meaning of your business logo

3. You know the history of your business

4. You know your business founder

5. Your company name and products are known to the public

6. There are myths about your company.

7. You are proud to be a member of the company

8. Most members of your business have the following behavior:

a. Active b. Passive c. Polite

e. Be straightforward g. Know how to control emotions

9. Your business participates in activities:

a. humanitarian support b. sports sponsorship 10.Your business considers its founding day a memorable event 11.Which of the following values are promoted at your business:

a.Creativity b.Discipline c.Community d.Personal freedom e.Personal ethics f.Professional ethics

12. Decision making process in the enterprise: a. Only senior leaders can participate.

1. Ths. Nguyen Hoang Anh, Solutions to build Vietnamese corporate culture in the context of world economic integration, 2004.

b. Leaders at all levels are allowed to participate c. Employees are allowed to participate

13. The company is committed to improving the quality of customer service 14. The company has a department in charge of customer inquiries and complaints 16. The company has a reward and promotion system based on:

a.Work efficiency, encourage talented people b.Work seniority

c. Personal relationships between leaders and employees 17. Communication between members of your business:

a.Friendly b.Wary

18.Information related to your business is shared fully and promptly. 19.If employees have a disagreement, they often:

a. Directly resolve with each other

b. Embrace discord and secretly seek revenge 20. Your business leader:

a. Be a role model for effective work

b. Share power and decision-making authority with subordinate leaders

c. There is a spirit of teamwork and cooperation between senior leaders

d. Always be open to innovative ideas to increase business performance

e. Know how to encourage human resource development and pay attention to employee training

f. Concerned with improving working conditions, both materially and spiritually

g. Maintain hierarchical distance when communicating with subordinates.

h. Be willing to take risks in management work

i. Indifference to the need for organizational innovation when approaching retirement age 21. Employees often identify distance when communicating with leaders

22.Employees are willing to carry out instructions they disagree with without any input or feedback.

23.Most employees are recruited based on:

a. Ability b. Personal relationship with leadership

24. Your business often organizes group activities such as entertainment and picnics.

25. Your company's employees are willing to leave the company when they find another job that has:

a. Higher salary b. Potential for promotion

Thank you very much for your cooperation!

Foreign Trade University

INVESTIGATION FORM

CORPORATE CULTURE IN PRODUCTION AND EXPORT BUSINESS ENTERPRISES

IN THE INTEGRATION PROCESS.

Please take a moment to fill out this survey. We appreciate your cooperation and assistance. (Please mark an X in the appropriate box, some other boxes have specific instructions)

Business name .....................................................................................................................

Address: .....................................................................................................................................

PART I/ GENERAL INFORMATION:

1) Please indicate the type of business you are establishing:

 Private enterprise  State enterprise  Other types

 Limited liability company  Joint stock company

2) The main export markets of the enterprise are:

 Northeast Asia  Southeast Asia  Other regions

 Europe  North America

3) Where do the company's export products come from?

 Direct production  Export processing  Purchasing from other enterprises

4) Your average annual import-export turnover (in the last 5 years) (USD)

 Under 5 million  5-10 million  From 10-20 million

 20-30 million  From 30 million and up

5) Which industry group does the company's export products belong to?

 Industry  Agriculture  Other industries

 Services  Small industry

PART II: CORPORATE CULTURE AWARENESS

6) How concerned are you about corporate culture?

 Very interested  Neutral  Not interested

7 ) Do your employees care about your company's corporate culture?

 Very interested  Neutral  Not interested

8) What do you think corporate culture means?

 Cultural activities such as celebrations, holidays, festivals and other superficial manifestations.

 Level, consumption habits in the community and cultural environment within the enterprise.

 What consumers think about a business: reputation, brand, customer trust...

9) What do you see as the fundamental differences in your corporate culture compared to businesses that do not have export activities:

 Greatly influenced by the consumer culture of the importing country

 Diverse languages and transaction styles, with many international elements.

 Mission, business philosophy, and strategic goals are all export-oriented.

 There is no significant difference.

10 ) According to you, what factors form the corporate culture of an import-export enterprise?

 All the physical elements and tangible structures of the business.

 Export strategies and expanding relations with foreign partners.

 Common default concepts of members about society, foreign trade activities...

 Consumption level, style and habits in main export markets

11) In your opinion, what are the factors that have the greatest impact on your company's corporate culture? (number in descending order from number 1)

 Traditional culture of the nation.

 Culture of current key partners.

 The leaders' own thoughts

 State foreign trade development policy in integration conditions

12 ) What role does corporate culture play in the development of businesses in the context of integration? (numbered in descending order from number 1)

 Is the most valuable and long-term asset of the enterprise.

 Promote business integration

 Create unique characteristics for businesses in the integration process

 Enhance the competitiveness of business products abroad

 Expanding the market and increasing the number of foreign partners

III/ BUILDING AND DEVELOPING CORPORATE CULTURE IN VIETNAMESE IMPORT-EXPORT ENTERPRISES IN THE INTEGRATION PROCESS.

13) The impact of integration requirements on your corporate culture is:

 Very large  Negligible

14) Consumer culture in the company's main export markets

 Very high  Not higher than domestic

15) Does your business have a strategy for developing corporate culture?

 Not yet  Just in the idea stage  Already available

16) Does your company have a department dedicated to corporate culture?

 Not yet  Already (please specify ............................................................)

17) Superficial factors such as the layout, staff uniforms, logo... of a business are often evaluated as:

 Unique and very modern  Normal, no outstanding features

 Contains many traditional elements  Still has many shortcomings

18) The departmental structure of the business operates

 Very good  Fair  Work often overlaps

19) Festivals, anniversaries and other collective activities held at the enterprise:

 Regularly  Only when the business is doing well

 Only the most important activities

20) Do leaders regularly participate in corporate activities?

 No  Sometimes

21) Does the business define its mission and business philosophy when participating in business activities?

 Yes  No

22) Does your business have established rules and practices within the business?

 Yes  No

23) What is the attitude of employees in the company towards these rules and practices?

 Very respectful  Respectful only when forced  Very indifferent.

24) New employees become aware of these rules and practices through:

 Mandatory training courses  Self-study.

25) Decision making in your business is typically done by:

 Board of Directors  Get opinions from all members.

26) Employees in your business are often given the opportunity to express their opinions through:

 Meetings  Directly expressing to superiors

27) Relationships between members in a business are often:

 Very good  Normal

28) Number of women holding key roles in your business

 Same as men  much less than men.

29) Hierarchy issues in businesses often:

 Very important  Not important

 Only important in financial matters

30) Does the business learn about partners and consumer habits in foreign markets?

 Learn about all partners  Only the most important partners  Rarely learn

31) Is it easy for the business to adapt to the habits and consumption levels in its export market?

 Very well adapted.  Only to neighboring markets

 Often very difficult to adapt

32) The attitude of foreign partners towards the business's transaction style is often

 Very satisfied  Normal  Unsatisfied

33) Does the business have loyal foreign customers?

 Yes  No

34) How do you rate your company's corporate culture?

 Very good  Many shortcomings

 Normal like any other business

35) What difficulties does your business often encounter in the process of building corporate culture? (number in descending order)

 Limitations in the majority of members' awareness of the role of corporate culture

 Limitations in the leadership level

 Limited capital and finance

 Lack of consensus in understanding and ways of building corporate culture.

 Other difficulties

36) To develop the corporate culture of your business, you must pay attention to the following issues: (numbered in descending order)

 Learn about the State's foreign trade development policy

 Learn about the cultural characteristics of the main partners' markets

 Improve the quality of service for foreign customers

 Improve cultural, foreign language, professional and social understanding of members.

 Propagating corporate culture to members of the enterprise

 Determine business philosophy, strategy and operating principles.

37) Do you have any additional comments regarding solutions to promote the process of building and developing corporate culture?

................................................................ ................................................................ ................................................................ ...............

............

Date.....month......year Person filling out the survey form

Thank you for taking the time to share with us your comments and views on the issue of corporate culture in Vietnamese import-export enterprises in the integration process. We only use this information to have a realistic view for our research topic. In the analysis, we will not provide specific information about any enterprise.

Once again, we sincerely thank you and wish your business continued success and prosperity.

FOREIGN TRADE UNIVERSITY HANOI

APPENDIX 3: 15 GAMI PRECEPTS

Gami culture is crystallized into Gami Precepts, applied to each member. Gami Precepts are responsible for conveying general standards as a main asset in the daily activities of Gami people, guiding the behavioral culture of members. Gami Precepts reflect the continuous movement of thinking to perfect oneself, to understand and share core issues in the entire organization such as: value system, beliefs, pride, vision, mission, principles - purposes, .... Each article in the precepts is understood and implemented as a clear, unified orientation in the Gami organization.

15 GAMI Precepts

Must thoroughly understand one's work and Gami's culture, must maintain the Company's reputation and prestige at all times.

Remember GAMI's noble mission: to contribute to the perfection of human life, consider it as your life's career, to strive and train yourself every day. Learn to consider every problem from different angles, reconcile and accept two opposing sides in the same matter. Must act calmly and self-controlled in the face of unexpected events because all are just challenges leading to success.

Make work your hobby, always try to develop and find something new while working.

You must set action goals for yourself and continuously improve the quality of your work on the way to achieving those goals.

Be wise in balancing your life, acknowledging the great forces around you and within you. Living in harmony is knowing when to stop.

Stop working at the right time and rest enough to restore your strength for a new day, like the waves rising layer by layer in the ocean.

Doing small things well every day creates big results tomorrow. Where there is a will there is a way.

Conquering yourself is the most worthwhile victory. Remember: Greatness is simplicity and strength is in gentleness.

Carry out your duty of gratitude and kindness in all your actions. Realize that sincerity and goodwill are two core characteristics that make GAMI people different. Loyalty to GAMI is the highest responsibility of an employee.

Consider work as a lifelong learning process and Gami as a great school supporting your steps on the road to success.

Mission Impossible is a responsibility that must be taken on to keep Gami growing at a high rate.

Only creative and enthusiastic work is the only way to bring you complete freedom and material and spiritual satisfaction at GAMI.

Take action, experiment and innovate continuously. Mistakes are allowed but should not be repeated too many times without a good final result.

Forget about your degrees and titles. Prepare on the first day at GAMI to build yourself with your real abilities.

If you are rewarded, consider it the beginning of a never-ending journey of training, discipline and striving to reach even higher levels.

Building a strong corporate culture for the survival and development of Vietnamese enterprises - 14

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