people & organization presentation

People and OrganisationsGroup Presentation – Asian Coast Development

24-July-2012 Asian Coast Development 2

Introduction Structural Human Resources Symbolic Recommendations

MGM Ho Tram ProjectSource: http://www.asiancoastdevelopment.com

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

Bolman and Deal’s Four Frames (2003) Structural Frame

Human Resources Frame

Symbolic Frame

Political Frame

http://www.asiancoastdevelopment.com/





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

Mintzberg Structural Frames



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)



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)



Herzberg Two factor Theory

Source: Organizational Behavior: Managing People and Organizations, 7th Ed. , by Moorhead and Griffin, Houghton Mifflin



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?”



Maslow Hierarchy of needs

Source:Organizational Behavior: Managing People and Organizations, 7th Ed., by Moorhead and Griffin, Houghton Mifflin



McGregor Theory X and Y



Human Resource Principles (Bolman and Deal, 2003)

Empower them

ACDLLittle involvement in recruitment

Hire for specific tasks

Bonuses

Offer trainings

Weekend lunch together

Autonomy



Transformational Leader and Shared Values: the building blocks of trust (Gillespie & Mann 2004)

1. Quality of communication & problem solving

2. Discretionary effort

3. Organisational citizenship behaviour

4. Organisational commitment

5. Rate of employee turnover

6. Team performance

7. Bottom Line measure of profits and sales

- Lack of communication

- High control

- Contract binding

- Allow independence but not for the whole company

- Outsource

- Distance

- Task-oriented

ACDL



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)



Needs of the EnvironmentS

trate

gic

Focu

s AdaptabilityCulture

ClanCulture

BureaucraticCulture

MissionCulture

FlexibilityExternal

Internal

Stability

Daft’s cultural typologies (2010) applied to ACDL

A mix of three types of culture but no dominant culture.



Formulation of Cultural strategy

Sharing the culture with the employees

Measure cultural performance

Develop « cultural leaders »

Communicate the culture to stakeholders

Source: Mc Aleese & Hargie (2004), Five guiding principles of culture management – A synthesis of best practice, Journal of communication and management, Vol.9.2

Culture management by ACDL

Unified Culture

No two-way communication, feedback

Role models, good influence on other employees and work environment

Lack of direction and strategy from top leaders

Employee satisfaction,

rewards,

No mission, values on websites lack of awareness of policy and procedure



Symbolic frame problems

• No clear corporate culture• No communication on the culture

Affects the performance and commitment



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



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].

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