Quality standards of enterprises are extremely necessary for Vietnamese enterprises. And the application of these quality standards helps Vietnamese enterprises form ethical features in corporate culture and increase the competitiveness of goods in domestic and international markets. Enterprises must know how to keep their reputation with their customers and partners, do business honestly, do not fake or produce poor quality goods, listen to feedback from customers and be responsible for their products to consumers. The ultimate goal is for sustainable business efficiency based on product quality and service level to satisfy customer needs to "please customers when they come and satisfy customers when they go" and must meet the requirements of society well.
Businesses in this era must know how to harmoniously combine business interests with social and national interests. It is necessary to quickly overcome pragmatic views, all for profit. Specifically, the profits earned through business, trading in all production and business processes must be clean money, meaning that the interests of people and society must be put first, and the view cannot be accepted: "Profit at any cost", including thoroughly fighting against counterfeit goods, fake goods, and tax evasion ... In other words, product consumption, increasing profits, ensuring the ability to reproduce and do business must be based on a harmonious combination of business interests and the interests of consumers and society. This issue is increasingly important when Vietnam participates in the world market. Because reputation in this case is no longer just for businesses, but also related to the reputation of the whole country. If a business always maintains its business ethics, it will be easy to cooperate with its partners. A typical example is the American insurance company State Farm, when it caused damage to a customer, the company had to pay 3,500 USD, the company's owner decided to sell his property to have money to compensate the customer, this has created a mark.
State Farm's unique culture and always maintains trust with customers. Therefore, up to now, the company is present in many large markets around the world and its sales have reached more than 21 billion USD/year.[15]
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Building a quality and ethical business culture is extremely important, it helps businesses stand firm not only in the domestic market but also in the foreign market. It will be the catalyst, the glue to promote and connect all resources, members in each business itself and it also contributes to building the market and building the Vietnamese business culture in general.
2.4. Raise awareness of the role of corporate culture among employees.
Corporate culture is greatly influenced by the leader, but that does not mean that corporate culture does not have the contribution of the collective members of the enterprise. There are many ways to raise employees' awareness of corporate culture such as training for employees, for example, corporate culture training courses for all members of the company, regularly holding meetings to promote the company's traditions to help people feel proud of the environment they are working in, or collecting opinions from members to contribute to building a corporate culture that is consistent with the aspirations of employees. Moreover, businesses must also help employees understand their corporate culture in a practical way, such as through practical activities: visiting and helping members in difficult circumstances, caring for the spiritual and material lives of employees, or organizing entertainment and sports activities... These activities help members bond more closely with each other, employees bond and get along with leaders at all levels, and are invisible factors that keep employees in the company.
2.5. Building entrepreneurial culture in the enterprise.
As mentioned in Chapter I, the leader is the one who creates the unique features of the corporate culture and determines the direction for the enterprise, so the quality of the leader is very important. To build a corporate culture and create in each member a sense of initiative, responsibility and dedication to serve the common interests of the organization, it is required to have a leader who is a shining example in building culture: always aware of the strategy and policies for building corporate culture. First of all, the business leader must be a person with business ethics: knowing how to combine personal interests and the interests of the country, a cultured businessman also needs to know how to keep his word, especially in an open era, with increasingly fierce competition, dishonest and unethical business practices must pay the price. Therefore, keeping one's word in business and respecting the law are necessary cultural features of every businessman.
Building a corporate culture requires many other specific cultural features from the leader, such as being knowledgeable: having the ability to be creative and innovative, especially in the era of economic integration, the leader's educational level will help them better understand the culture, lifestyle, customs, and psychology of the locality and the partner country we do business with - that is one of the factors that contribute to success in import-export business activities, penetrating foreign markets.
An indispensable element in business culture is the ability to listen and absorb customers' opinions and feedback: bringing customer satisfaction with the company's products and services through corporate culture, polite service attitude, and thoughtful care.
In dealing with employees, leaders also need to have an art, knowing how to evaluate employees, find the right person for the right job, promote each person's strengths, encourage and reward employees so that they have the motivation to contribute to the company.
To become an entrepreneur in today's era of international economic integration, each entrepreneur needs to acquire and cultivate specific qualities such as: Business reputation; strong business will; great ambition; confidence; creative spirit; knowledge, intelligence and skills; enthusiasm, dynamism, and sensitivity; health; spirit of harmony with the world community ...
2.6. Focus on material investment in building corporate culture .
Caring about the material life and working environment of employees has a strong impact on the feelings and working spirit of employees. Whether the working environment is clean and suitable or not, fully equipped with necessary equipment, convenient or not will create a comfortable and happy mentality for employees because they feel cared for and taken care of. Enterprises must know how to link the slogans, business philosophies of the enterprise with practical activities such as entertainment, recreation, salary and bonus regime, uniforms ... these are superficial activities and create unique features for each enterprise. However, it must be ensured that it is organized regularly and consistently with the goal of building corporate spirit and is the pride of all members of the enterprise, for example: football activities, building charity houses, supporting poor children. ...
CONCLUDE
In the context of international economic integration, to stand firm in the face of fierce competition in domestic and foreign markets, each enterprise must not only equip itself with the necessary knowledge and technology but also build a solid foundation of corporate culture. Entering the 21st century, we integrate into the general development trend of the world, this issue is becoming increasingly urgent. Although receiving attention from leaders at all levels, the state and business associations, in reality, corporate culture and building corporate culture are still quite new and complicated issues in Vietnam. Enterprises are still vague, lacking knowledge and experience to build corporate culture.
Through research, searching for domestic and foreign books and newspapers as well as the enthusiastic help of MSc. Le Thi Thu Thuy, my thesis has achieved the following results: Chapter I of the thesis mentioned general theories on the issue of corporate culture; Chapter II delved into the basic characteristics of Vietnamese corporate culture through some typical corporate culture models to clearly see the current state of Vietnamese corporate culture in the context of international economic integration. On that basis, Chapter III studied some successful corporate culture models in the world and drew lessons for Vietnamese enterprises as well as proposed some solutions from the state and from the enterprise side to build culture.
Vietnamese enterprises are increasingly developing in today's globalization trend.
Due to time and experience limitations, the thesis provides assessments as well as general solutions that are valuable for businesses interested in building corporate culture. Through this research topic, I also hope to gain valuable experience to continue to research further in order to come up with creative and effective solutions to contribute to the development of Vietnamese corporate culture.
I look forward to receiving comments from teachers and friends to improve my research topic.
Thank you very much!
I. VIETNAMESE:
REFERENCES
1. Nguyen Hoang Anh (1998), The influence of culture on international trade in the world and in Vietnam , Master's thesis in economics, Foreign Trade University, Hanoi.
2. Do Minh Cuong (2001), Business culture and business philosophy , National Political Publishing House, Hanoi.
3. Tran Quoc Dan (2005), A corporate cultural value , National Political Publishing House, Hanoi.
4. Le Dang Doanh (2004), New entrepreneurs in Vietnam, results and challenges, Hanoi Publishing House.
5. Nguyen Thu Linh (2003), Conditions for building corporate culture in the context of integration , National Political Publishing House, Hanoi.
6. Ngoc Minh (2003), How to build corporate culture , Business Forum Newspaper.
7. Pham Van Pho (2003), Building corporate culture , Training materials on corporate culture organized by the Center for International and Economic Management Training.
8. Associate Professor, Dr. Dao Duy Quat (2005), Corporate culture, business culture in the integration process, Hanoi Publishing House.
9. General Statistics Office, FDI Report as of September 2007.
10. General Statistics Office, Summary Statistical Yearbook 2006
11. Tran Suu (2006), Enterprise competitiveness in globalization conditions , Labor Publishing House.
12. Hoang Vi and Anh Son, 2007, Reputation is a type of investment, Hanoi Publishing House
13. Saigon Economic Times, May 21, 2007 14. Manager Magazine, May 16, 2007 15. Saigon Marketing Magazine, September 23, 2007 16. Tien Phong Magazine, October 20, 2007
17. Public Security Literature Magazine, July 29, 2007
II. ENGLISH.
18. EB Tylor, Management by Baseball.
19.Edgar. Schein, Corporate culture and leadership, Jossey Bass Publisher, San Frasisco
20.Julie Heifetz and Richard Hagber, Organizational culture: Understanding and Assessment.
21.The global competitiveness Report 2007-2008
III. WEBSITE:
December 22, 2006, Web: http://www.doanhnhanviet.net.vn November 23, 2007, Web : http://www.fpt.net/culture.asp
24. October 24, 2007, Web:
http://www.hiephoigiamdoc.com/shit/articles.php?do=article&articleid September 25, 2007, Web : http://www.honda.com.vn/ web/default.aspx September 26, 2007, Web : http://www.microsoft.com/about/default.mspx November 27, 2007, Web: http://www.mpi.gov.vn
October 28, 2007, Web: http://www.sony.com.vn/about.php