Corporate culture at commercial banks in Quang Ngai province

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89. Fiordelisi, Franco; Li, Kai; Stentella-Lopes, Saverio; Ricci, Ornella. 2016. “Corporate Culture and Mergers and Acquisitions (Working Paper)”.

< http://sifr.org/wp-content/uploads/2016/04/Fiordelisi_Corporate-Culture-and- Mergers-and-Acquisitions.pdf. >

90. Marcel & Marcella & team. 2012. “Report the Organizational Culture Assessment Instrument (OCAI) Company”. < https://www.ocai-online.com/about-the- Organizational-Culture-Assessment-Instrument-OCAI >

91. Trinh Quoc Tri. 2013. “Corporate culture measurement tool”.

<http://congcu.vita-share.com/chma>.

92. http://cafef.vn/

93. www.sbv.gov.vn

94. https://vanhoadoanhnghiepvn.vn/

95. http://vhdn.vn/

96. https://www.bidv.com.vn/

97. https://vietcombank.com.vn/

98. https://www.vietinbank.vn/

99. https://www.sacombank.com.vn/

100. https://seabank.com.vn/

101. https://mbbank.com.vn/

THESIS APPENDIX

APPENDIX 1A

SURVEY QUESTIONNAIRE

Dear Sir/Madam !

In order to have a basis for assessing the reality related to the issue of corporate culture at commercial banks in Quang Ngai province, thereby building solutions to develop corporate culture at commercial banks, contributing to the development of commercial banks in the province in the process of international integration, we look forward to receiving your answers to the questionnaire below.

The questionnaire will be processed anonymously, and kept confidential. Your cooperation is greatly appreciated.

Thank you very much!

Part A: General Information

Please provide some general information:

yes

Yes

1. Gender: 2. Age:

Yes

guava

46 – 55 years old

musician

3. Professional and educational qualifications:

25 – 35 years old

36 – 45 years old

hamlet, college university

Yes

4. Time working in Banking industry :

Doctor

Under 2 years

Yes

11 – 15 years

2 – 5 years

6 – 10 years

Yes

5. Current working time at the Bank :

2 years

Yes

11 – 15 years

2 – 5 years

6 – 10 years

7.Your current position and title are:

……………………………………………………………………………………………. 8. Name of work unit:

…………………………………………………………………………………………….

9. Your current workplace:

Quang Ngai province or equivalent

Branch of Quang Ngai province

10. You are originally from: Quang Ngai province

Elsewhere:……………………………………………………………………………….

Part B: Expression of corporate culture at commercial banks in Quang Ngai province

For each of the following statements, please mark your choice so that it best fits the Bank 's corporate culture . For each question, please choose 1 of 5 response levels according to the following convention:

(1)-Strongly disagree, (2)-Disagree, (3)-Undecided, (4)-Agree, (5)-Strongly agree .

Symbol

Stated	Evaluate
Stated	1	2	3	4	5
VT1.1	The architecture of the Bank's buildings and offices is uniform. most with other branches in the same system
VT1.2	Office decoration (headquarters, branches, transaction points, ATMs...) according to a unified design of the entire banking system
VT2.1	Banks use uniform types of stationery
VT2.2	The bank has a simple, memorable and expressive slogan. business philosophy
VT2.3	Logo is a symbol that represents the Bank's creativity.
VT2.4	Staff uniforms reflect the Bank's distinctive colors. row
VT3.1	The bank has a system of regulations, business processes, and specific communication and behavioral regulations.
VT3.2	Members share a common language and understand each other. banking phrases
VT4.1	Cultural activities, sports, competitions... are regularly organized by the Bank.
VT4.2	The bank uses traditional songs to create pride. Employee Pride in the Bank
VT4.3	Trade Unions and Youth Unions have made positive contributions to building corporate culture and creating an environment. work together and coordinate at the Bank

Maybe you are interested!

Stated	Evaluate
Stated	1	2	3	4	5
PVT1.1	The Bank's mission states the Bank's reason for existence. What is it? Why? How does it work? Who does it serve?
PVT1.2	The Bank builds a business philosophy system that includes core values that are disseminated throughout the Bank and have been fully understood by staff.
PVT1.3	The bank clearly builds a strategic plan and defines the roadmap. program and action plan
PVT2.1	The Bank periodically organizes activities to remember, mark and honor the proud values of the organization.
PVT2.2	The Bank builds stories and anecdotes about its operations (periods of strong development, periods of overcoming crises), stories about people who have made important contributions to the Bank's development, and these stories and anecdotes are widely disseminated among its staff. staff
PVT3.1	Members visualize the big picture of the Bank in the future and are aware of their own role. in working together to achieve that state
PVT3.2	Most of the staff have faith in the development of the company. Bank of the future
PVT3.3	The bank has its own working style, different from other banks. Other banks
PVT3.4	Proud to be an employee of the Bank

Part C: Factors affecting corporate culture at commercial banks in Quang Ngai province

For each of the following statements, please mark your choice that best corresponds to the level of agreement with the following views in the actual situation of the Bank . For each question, please choose 1 of the 5 response levels according to the following convention: (1)-Strongly disagree, (2)-Disagree, (3)-Undecided, (4)-Agree, (5)-Strongly agree .

STT

Stated	Evaluate
Stated	1	2	3	4	5
LD1	Top management makes all management decisions
LD2	Management style, decision making of branch leaders branch
LD3	Highly qualified bank leaders
LD4	Bank leaders pay great attention to cultural values. office
NV1	Staff with professional qualifications bridge
NV2	Young and dynamic bank staff
NV3	Staff contribute to creating brand image Bank's brand
NV4	Employees have a proactive working attitude
NV5	The bank always creates conditions to improve professional qualifications. service for staff
CV1	Sales targets apply by job position
CV2	Work completion time is shortened
CV3	Sensitivity in credit product business
CV4	Strict working process, requiring high accuracy
CV5	Friendly and cooperative working atmosphere
CT1	Competitors are appearing more and more
CT2	Banks use a lot of new technology.
CT3	Diverse and rich product portfolio
CT4	Banks all focus on customer attraction strategies. goods and market expansion

Increased understanding of the product
KH2	Confidence in credit products
KH3	Customers demand more attentive service
KH4	Customers demand a higher level of commitment
HN1	There is the emergence of foreign banking models. on the site
HN2	Banks have been learning and applying these models. successful business
HN3	Banks regularly proactively absorb values new culture
HN4	International cooperation and association help improve qualifications. banker
VH1	Architectural features of the workplace are designed appropriately based on the banking system model
VH2	External symbols such as logos, slogans, uniforms, High brand recognition form
VH3	Banks have a system of regulations and standards of conduct. clear behavior inside and outside the unit
VH4	Rituals, ceremonies, events and meetings are held frequent
VH5	The bank's business philosophy, mission and strategic vision are widely disseminated to its staff. pill
VH6	The historical values and cultural traditions of the bank goods honored by the collective
VH7	The staff has a positive and enthusiastic working attitude. confidence in the development of banking

KH1

Part D: Diagnostic questionnaire, identifying corporate culture model according to Quinn and Cameron model

Family

Creative

Two scholars Quinn and Camaron divided corporate culture into 4 types (A) Family Culture, (B) Creative Culture, (C) Market Culture, (D) Hierarchical Culture. Normally, no business follows only one type of culture but has a certain degree of interweaving of these types of culture (depending on the content of work, specific working environment).

Flexible, adaptive

Before WTO

After WTO

Introvert

Extrovert

Rank

Market

Stability, control

According to the illustration above, the corporate culture of the unit before Vietnam joined the WTO in 2007 tended to be Family Culture and Market Culture. After joining the WTO, the corporate culture of the unit tended to expand to both Creative Culture and Hierarchical Culture in parallel with the two old cultures.

In order to determine the current corporate culture model of the Bank compared to the corporate culture model that the Bank is aiming for, we would like you to answer the following questionnaire. Each question is divided into options A, B, C, D based on the actual fit between the Bank's corporate culture and the description in the option between the two values of the present time and the desired achievement. The total score of the 4 options A, B, C, D is 100 points.

For example: In question 1: Outstanding features in the working environment of the Bank. If you find option A describes most closely to the reality of the outstanding features in the working environment,

Corporate culture at commercial banks in Quang Ngai province - 22

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