Luận Văn Inappropriate Job Assignment In Planning Department Of Thaco Group

1
UNIVERSITY OF ECONOMICS HO CHI MINH CITY
International School of Business
Do Nguyen Hoang Quan
INAPPROPRIATE JOB ASSIGNMENT IN PLANNING
DEPARTMENT OF THACO GROUP
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Dịch Vụ Hỗ Trợ Viết Thuê Tiểu Luận,Báo Cáo
Khoá Luận, Luận Văn
ZALO/TELEGRAM HỖ TRỢ 0973.287.149
MASTER OF BUSINESS ADMINISTRATION
Ho Chi Minh City – Year 2022

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UNIVERSITY OF ECONOMICS HO CHI MINH CITY
International School of Business
Do Nguyen Hoang Quan
INAPPROPRIATE JOB ASSIGNMENT IN PLANNING
DEPARTMENT OF THACO GROUP
MASTER OF BUSINESS ADMINISTRATION
SUPERVISOR:Dr. NGUYEN PHONG NGUYEN
Ho Chi Minh City – Year 2022

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CONTENTS
EXECUTIVE SUMMARY ..................................................................................................4
1. COMPANY BACKGROUND......................................................................................5
2. SYMPTOMS ....................................................................................................................6
3. CAUSE EFFECT MAP .............................................................................................. 11
4. PROBLEM JUSTIFICATION ................................................................................. 15
5. CAUSE VALIDATION .............................................................................................. 20
6. SOLUTION ................................................................................................................... 25
REFERENCES .................................................................................................................... 37
APPENDIX 1: INTERVIEW TRANSCRIPT.............................................................. 40
APPENDIX 2: SURVEY ................................................................................................... 48

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EXECUTIVE SUMMARY
Currently, according to the work requirements of the organizational chart of
Thaco group, the general planning department acts as a focal point to synthesize
periodic information on the business results of the independent brand teams,
developing, process and analyze, then devise solutions, proposals and
development plans in the coming periods. However, the reality is showing that
the personnel in this department are doing not in accordance with the original
orientation. Their tasks are currently only revolving around sales figures, market
data ... that are not capable of in-depth analysis of the factors affecting business
results, core values of the brand, the competitiveness of the product in the market
... Meanwhile, the above jobs are under the responsibility of the independent
brand teams' sales team, increasing the volume work and pressure on the staff of
these teams. That comes from an inappropriate job assignment, which main cause
is overlapped organizational structure. The work of these two departments has
overlapping aspects, not clearly defined, plus the orientation is somewhat
superficial, lack of reality from senior managers, thus making the employees of
the planning department feels confusing, leading to depressed psychology, and
the end result is an increasing rate of retrenchment. Through analysis of the
current state of the problem, I came up with two solutions to dissolve the
company's planning room, and set up a new planning department for each brand-
specific team, so that both can be solved. The above point, at the same time,
improve the value and work efficiency of the increasingly intensive planning
department, adapting to the increasingly strong change of the market.

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1. COMPANYBACKGROUND:
Truong Hai Automobile Company (1) was established on April 29, 1997, its head office
is located at 19 Road 2A, Bien Hoa 2 Industrial Zone, Dong Nai Province. The founder
is Mr. Tran Ba Duong, currently the Chairman of THACO's Board of Directors.
In 2007, Truong Hai Automobile Co., Ltd. converted into Truong Hai Automobile Joint
Stock Company (THACO). Currently, THACO has 3 offices located in Ho Chi Minh
City, Hanoi and Chu Lai (Quang Nam). In particular, the Chu Lai - Truong Hai
automobile assembly and production complex (Quang Nam) was established in 2003 on
an area of nearly 600 hectares, including 25 companies and affiliated factories.
Thaco's main business activities are manufacturing - assembling - distributing,
providing maintenance and repair services and auto parts: including production and
trading of commercial vehicles (trucks and buses); Manufacturing and trading passenger
cars brands: Kia (Korea), Mazda (Japan), Peugeot (France), BMW (Germany). The
distribution system consists of 93 showrooms and 59 agents spread across the country.
As of early 2018, the number of employees of the company has reached nearly 18,000
people.
Currently, Thaco is the only company in Vietnam to produce and assemble fully 3 cars:
passenger cars, trucks and buses with the localization rate of 16% - 50%, giving people
Vietnam car products are diversified and quality at reasonable prices. In 2014 and 2015,
Thaco was the leading company in the ranking of Vietnam Automobile Manufacturers
Association (VAMA).
As a leading company in the field of manufacturing, assembling and distributing
automobiles in Vietnam, Thaco's goal is to uphold this position and expand its market
in ASEAN region, strengthen international cooperation to select appropriate technology,
increase localization rate, join global value chain, create a foundation to develop into a
multidisciplinary industry group, improve competitiveness to reach the top position
area.

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Turnoverrate2016-2018
35.0% 31.6%
30.0% 27.8%
25.0%
25.0%
20.0%
15.0%
11.0% 10.7% 11.4%
10.0%
5.0%
0.0%
2016 2017 2018
Thaco (Headquarter) Planning dept
Turnoverrate between divisionsin 2018
35.0%
31.6%
30.0%
25.0%
20.0%
15.0%
11.8%
10.0%
6.2%
7.7% 6.7%
5.0%
0.0%
Sales Planning Marketing Humanresources Accounting
2. SYMPTOMS:
Figure 2.1: Turnover rate of Headquarter & Planning Dept in 2016-2018
2016 2017 2018
Employees of Thaco (Headquarter) 292 335 367
Employees of Planning dept 16 18 19
Employees quit Thaco (Headquarter) 32 36 42
Employees quit Planning dept 4 5 6
Table 2.1: Turnover rate of Headquarter & Planning Dept in 2016-2018
Figure 2.2: Comparing of number of current employees & employee left among departments

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2018
Current employees Employee left
Sales 68 8
Planning 19 6
Marketing 65 4
Human resources 13 1
Accounting 15 1
Table 2.2: Comparing of number of current employees & employee left among departments
According to the statistics of the above table, to meet the requirements of the company's
operation development, the number of employees working at Thaco’s headquarter has
steadily increased in the period 2016-2018. However, the Planning department - one of
the departments playing a key role in business operations at Thaco – nearly has no big
change in the number of personnel. After I calculated the annual voluntary leave rate in
Thaco and its Planning department (I took the number of employees who are off work
annually / the total number of employees of the company or department), I found out
that the average annual leave rate of this department is much higher than the average
rate of absenteeism of Thaco (the difference is 2.5-3 times, and the gap is getting bigger
and bigger over the years).
The number given is not so much different when compared to the 2018 voluntary leave
rate in Thaco (even some departments have lower rates). It was an evident that there is
a significant gap between the voluntary leave rate in the planning department and other
departments. This is considered a serious problem, needs evaluation and analysis to find
the cause and solution.

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4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
Number of staffchanging department
4
Number of staff changing department
2016 2017 2018
3
1
Figure 2.3: Number of staff changing department
In addition to the statistics on job vacancies in the planning department, I also have
statistics on the number of employees who applied to work at another department. If
2016 only had 1 employee asked to transfer, then in 2017 this number had increased 3
times, and even in 2018 continued to increase to 4 people (this phenomenon is
proportional to the rate of leave of the planning department, but this shows an
abnormality because the number of planning department employees has almost no
increase in the period 2016-2018). The main reason these employees asked to move their
departments was mostly focused on two main sections: "feeling the work in the planning
room was inappropriate" or "wanting to change the work environment." For the most
part, they will ask to transfer to the former department they previously worked, or the
departments are in need of recruiting more personnel. This is quite unreasonable,
because if these employees find the job inappropriate, they did not apply to this
department at the beginning. And if they feel like "changing the work environment",
why not switch to a new company and continue to stick with Thaco? In normal logic,
these employees always give high appreciation for the environment and working
conditions in Thaco, but when the specific assessment is reserved for the planning
department, then there must be something that makes them feel uncomfortable, lose the
motivation to contribute, but because of the esteem for the company and also the long-
term career stability, they decide I have to stand up to find a new development direction
at this company.

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50% 47%
45%
41%
40%
35%
30% 28%
25%
20%
24%
18%
15%
11% 10%
12%
10% 8%
5%
1%
0%
Stronglydisagree Disagree Neutral Agree Stronglyagree
Planning dept Thaco
60%
53%
55%
50%
40%
30%
28%
23%
20% 18%
10% 8% 8%
4% 3%
0%
0%
Planning dept Thaco
To find out the reason, I conducted a survey for 100 employees working at Thaco, in
order to assess the satisfaction of the position they are in charge of. From there, I can
know which departments (especially planning department) have many employees who
are dissatisfied with their work, which leads them to voluntarily quit their jobs. In the
survey, I asked many questions to find out what causes employees to dissatisfaction
when working at Thaco. I will analyze these causes in more detail in the problem section.
However, in the conclusion and assessment of satisfaction level when working at the
company, I obtained the following results:
Figure 2.4: Result for content “Overall, I feel very pleased to work here”
Figure 2.5: Result for content “I want to stick with the company for a long time”

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When I refer to the "Overall, I feel very pleased to work here" content, the percentage
of people who agreed with this idea at Thaco is highest (the level of agree is 47%, the
neutral level is 24%). However, if only employees in planning department are counted,
the rate of disagree is very high (41%), while the agree rate is very low (12%). Similar
to the content "I want to stick with the company for a long time", Ialso obtained similar
results. Therefore, I came up with a preliminary conclusion that employees who are
working in the planning department are not happy with their current job, which leads to
them being easily off work. In this view, I continue to analyze the remaining contents
of the survey to find out what the real cause of this problem is.
The reason why I think the rate of leave at the planning department is a serious problem,
because of two reasons as follows. First, this is a department that plays an important role
of the governance apparatus, because the staff in this department will be the advisers to
the board of chairman with strategy for short-term and long-term operations for a large
corporation like Thaco, thus changing personnel continuously will create instability,
directly affecting the progress and quality of the work. Secondly, recruiting staff for this
department always sets a more special standard than other departments. Because
personnel work in the planning strategy department in addition to professional
knowledge and skills, they must also have long-term experience in the automotive
industry (companies will usually prefer experienced candidates with long time
experienced through many positions such as sales, marketing...). This requirement is
very important, decisive to acumen and good strategic vision, from which to consult and
draw action plans for the company. Therefore, suitable human resources for this position
are quite scarce, so it is always a great challenge for HR department to recruit new
people for this department.

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Symptom
Performance
AppraisalBias
High pressure
working environment
Low salary
Main problem
Inappropriate job
assignment
High voluntary turnover
Employee dissatisfaction
3. CAUSE EFFECT MAP:
 Initial cause-effect map:
Possible problems
In order to find out the reasons for explaining the high rate of employee retrenchment in
the planning department, I have conducted in-depth interviews with 3 informants:
Former deputy manager, Planning specialist and current Manager of Planning
department. Through the content of the interview with these three subjects, I found the
reason why many of the planning department employees felt dissatisfied with their
current work, thereby making many people decide to quit job. After interviewing three
informants, when I mentioned the question about any problem that you felt dissatisfied
with your current job, the answers of the three people mentioned the thread that there is
uncertainty about the orientation and assignment of the Strategic Planning Department.
They even expressed a lot of frustration when discussing this issue (Strictly speaking,
this room should be renamed to "Reporting Planning Room"). And when these
discontent is repressed over a long period of time without a thorough solution, it will
gradually lead to discouragement, thereby motivating employees to make a decision to
quit their jobs (Therefore, I feel that my expectation of joining this department almost
disappears, and the longer I feel I don't have a development orientation, everything
seems to stand still, so I decided to quit). When I asked the question listed the reasons

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Symptom
Employee dissatisfaction
Consequences
Expensiveness
Loss of experienced employees
Performance
AppraisalBias
High pressure
working
environment
Low salary
Autocratic
Management style
Main problem
Inappropriate
job assignment
High voluntary turnover
Main causes
Overlapped
organizational structure
why their thoughts caused dissatisfaction in work, there are three reasons given: pressure
working environment, low income level and inappropriate job assignment in the above
three reasons, according to the content of the interview, the cause of "inappropriate job
assignment" has the greatest impact on the morale and productivity of employees in the
planning department, so I temporarily defined this the main problem.
 Final cause-effect map:
Possible causes
Possible problems
As I went deeper into the reason why the interviewees thought that the current job
assignment in the planning department was inappropriate, I realized that their field of
work was shrinking again. All of their daily work revolves around analyzing "data", and
trying to follow a busy schedule and schedule from senior managers, but with each
meeting they must prepare a lot of different reporting content (“Our daily work revolves
around "reporting", inaddition tono othercontent. We must always be prepared for all
types of reports, in order to be able to deal with any planned or unexpected meetings
from leaders”). Having to run the business always has to focus too much on reports and
meetings, the main reason is the autocratic management style of senior leaders. Because
the size of the company is so large, the management system is also very cumbersome

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with a lot of managers following different ranks, but most people in that system have
autocratic management style. Every leader wants to be the most important decision
maker, so they are only satisfied when all employees listen to their words, resulting in a
lot of different meetings and orientations. The Economic Times (14) defined that
autocratic leadership is a style of management in which a person controls all decisions
and takes very little input from other members of the group. Specialized leaders have
the right to make choices or decisions based on their own beliefs andnot related to others
for their suggestions or advice. However, the main reason for the unreasonable job
assignment is the overlap in the structure of the company. Linda Ray (12) indicated
when roles are not clearly defined, confusion is almost inevitable and can create
redundancies and waste. The role confusion can paralyze a company or, at the very least,
waste resources and cut profits. As concluded by NSW Government (13), the definition
of poor roles stems from a lack of clarity in the workers' goals, their main
responsibilities, their peers, their expectations and the general scope or responsibility of
the job. In particular, the sales department of the independent brand teams is responsible
for the tasks related to business plan analysis, brand strategy, market forecasting ... but
these tasks should be by the planning department in charge (“Our company built the
planning room, but the main work of the Planning department was due to the Sales
department of the brands responsible”).

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4. PROBLEM JUSTIFICATION:
The interviewers have raised 3 main problems for the discontent, which is the
inappropriate work allocation, low wages and unfriendly working environment.
However, I tried to exploit more in depth to clarify one of the 3 issues mentioned above,
which is the main reason why employees feel depressed. In terms of salaries, of the three
interviewees, two said that income in Thaco Group was not really competitive with rival
companies ("Not only in the Planning Department, but generally in other departments,
Thaco is not high in income, compared to rival companies”), and that makes them feel
unsatisfied to be able to focus and work hard ("income is an issue that Ifeel is not really
satisfied when working here"). Laura Woods (2) stated that highly-paid employee feels
valued by his organization. He knows that just paying him to complete the job, he also
respects his expertise. This employee is more likely to be satisfied with his job and does
not feel the need to seek a similar position with a better salary. However, an employee
does not feel like his organization is paying him a high enough salary that is more likely
to seek and accept a position equivalent to higher income at another company. Tomas
Chamorro-Premuzic (3) emphasized that the more people focus on their salaries, the less
they will focus on satisfying intellectual curiosities, learning new skills or playing, and
these are the things that make people best perform.
On the other hand, when referring to the working environment factor, there are also a
few unbearable ideas from the informants. They think that the working environment
here is professional, organized scientifically, but sometimes causes some difficulties
because the size of the company is too large, so remembering the correct information of
the contact is also a challenge ("The downside is that sometimes you feel very confused,
because you have memorize the information of many people for you to work at work”,"
There is so much information you need to grasp"). Chris Joseph (4) provided that some
organizations use the reporting structure in which an employee must respond to some
managers. Employees can easily be confused by receiving multiple messages and
conflicting instructions. Employees may play one boss against the other, which can
eventually lead to friction between bosses.

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Besides, in order to maintain a large-scale personnel system that works effectively, it
will require pressure from managers for their employees, to be alert and always put
yourself in a position to face the challenge, and sometimes these employees will feel
overwhelmed ("Working pressure requires employees to be at the highest
concentration", "you will practice giving yourself professional, scientific working style,
as well as training your stamina to the highest level", "I have to change myself a lot,
become quick, more flexible, reflex quickly and withstand good pressure"). According
to Aruosa Osemwegie (5), the high pressure work environment is where there is more
pressure from workload than you think; pressure from an unreasonable deadline in
which deliveries are expected in unbelievable short periods of time, or such timelines
are changed unexpectedly; work seems to exceed your knowledge or skills; difficult to
please boss, who have high standards and requirements; the target is increasing; work
long hours, work on weekends; disregard life-work balance, etc. As cited by Pipedrive
(6), high pressure can make people feel agitated, anxious and stressful. Dave Peterson
(7) stated that working in a stressful environment increases the risk of both physical or
psychological symptoms, and work-related accidents and injuries.
Evaluate the overall target
60%
Description of target Scale Completed
The proposed plan has in-depth exploration 20%
The plan is highly practical 20%
The plan is tied to the core and value of the brand 25%
Implementation costs are optimized 10%
The effect is to increase sales, market share, and the
level of customer identification for the brand
25%
Evaluate overall behavior
20%
Description Scale Completed
There are goals to strive for 20%
Promote all possibilities 20%
Share information 20%
Contribute to common culture 20%
Always uphold the quality and respect 20%
Rate the overall
20%
Table 4.1: Evaluating KPI for Planning Department

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For the Planning Department staff, their KPI evaluation set will be quite different from
other departments. In view of the senior leadership system, the evaluation criteria for
work efficiency will account for an overwhelming proportion. More specifically, for the
system of performance criteria, it will account for 60% of the total score. Meanwhile,
the criteria for assessing behavior and personal quality accounted for only 20% of the
total score, and the remaining 20% belonged to the overall assessment. The criteria for
evaluating work efficiency can be listed as a highly practical plan, the plan is tied to the
core and value of the brand, the effect is to increase sales, market share, and the level of
customer identification for the brand... This is also the problem that the Planning
department received the most complaints from the managers. These complainants are
not arising because the capacity of the staff in this department is not met, but the problem
occurred during the assignment process is currently unreasonable. Therefore, when the
leaders create pressure on the proportion of KPI assessment points of the content on
unusually high work efficiency, the staff of the Planning department will feel
uncomfortable and inhibited because of the contributions. I am not recognized, because
they are thinking that leaders are trying to put pressure on this department, and there is
a bias in evaluating performance, which will easily lead to dissatisfaction in work.
When I asked the question "what is the biggest problem you have at work?", The
informants give quite a lot of information, as well as have quite harsh reactions, but can
be understood simply. The matter they listed are all related to the problem of inequality
in job allocation. They were invited to apply for work at the planning department, and
they had their own career expectations and development paths according to the ideal job
description of this job position (“When I was transferred through this position, I also
took a brief look at the job description, which showed that I would learn and practice
many knowledge and management skills, strategy - business plan of the business,
analysis of markets and competitors...”). However, the reality of what happened is very
different from the theory, which is that they feel they are being wasted their capacity for
this work ("I feel that the expectation when joining this department was almost
disappeared”). According to the informants’ point of view, the name of the department
is "planning room", but most of the work is not related to the word "planning", but
related to "report" is mainly ("Strictly speaking, this room should be renamed" to

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"Report Planning Room"). There is a disruption of job distribution at some positions at
the company, which is specifically between the Sales Department of the Brands and the
Planning department, when the main tasks of the planning department are transferred to
sales staff. Meanwhile, Planning department employees are only responsible for drafting
the report format as required by the leaders, and synthesizing the complete information
from the departments to complete the report materials, getting ready for meetings
(planned or unexpected) (“planning issues, business strategies, market analysis ... that
should be our mission, but it is assigned to the sales department of the brand teams”, “
these tasks were transferred completely to the sales department of each brand in
charge”). Based on the direct responses of the interviewees, as well as the sharing of
their thoughts when problems arise in the job assignment (“But that would be boring,
and I couldn't sit around reporting and meeting all day?”), that expressed their
dissatisfaction, leading to psychological discouragement, no motivation to work, and
therefore a thought to change jobs. Concluded by Totara Academy (8), assigning work
allows employees to capture different responsibilities in their organization. Workers can
hold any number of jobs, with each job optionally linked to a position, organization,
manager, and assessor. According to Washington State Department of Enterprise
Services (9), development work assignments are a formal opportunity for employees to
develop their knowledge, skills and expertise that are not available through their normal
work activities. Companies can use job assignments strategically to influence employee
performance. This can lead to distortions that will be effective from a pure production
perspective: a sense of competence that doesn't always need to be consistent with real
capacity.
When an employee quit, the company will have to spend time and cost to fill that gap.
Neil Kokemuller (10) indicated that losing an employee can bring costs such as
severance allowances and administrative tasks such as exit interviews. More
importantly, you have to go through the recruitment process again. Once you find a new
employee, you have to train them, which also takes time and money. In addition, you
often have an opportunity cost because a new employee cannot provide the same sales
or production results as before. Because the specificity of the planning department's task
is related to project activities, strategies, visions, etc. It requires the staff of this

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department not only to have good professional knowledge, but also to have experience
in this position or similar position in other companies (priority is given to the automotive
industry). For a skilled and experienced person in the industry, the competition between
employers is increasingly fierce, and employers often offer good compensation policies
to attract candidates. Therefore, to successfully convince a suitable candidate, the cost
of recruiting a position of the planning department is usually much higher than other
departments. If calculated roughly, the average cost of recruiting and training a staff at
the planning department's professional level will fluctuate in the range of 1.5-2 months
of that employee's salary (including amounts such as paying the costs for
communication channels to post recruitment information, interviewing candidates,
training for candidates to integrate with the new company environment ...) For higher
positions (vice-manager or above) then this cost will increase even more. It is only an
initial cost, because we have not yet considered the effectiveness and value of the work
that new employees bring to the company. After a period of training (an average of 1-2
months), new employees were able to basically grasp the work in this department.
However, in order for new employees to achieve effective levels of working as former
employees in that position, the company will take another time (depending on their own
capabilities and environmental factors impact). Therefore, the values that the company
lacks in the time it takes for new employees to bring about the same value as the old
ones, is also a cost (usually called opportunity cost). If we multiply this cost by the
annual average number of employees leaving this department is about 4-5 people, the
company has to spend a significant amount of money on this work.
Another consequence of high retrenchment rates is the loss of experienced employees.
James Davis (11) stated that knowledge is lost forever when people leave an
organization, bringing their institutional knowledge. If that expertise is not preserved
and shared with the rest of the company for reference, rebuilding will most likely be a
slow, inefficient and frustrating process for all people involved. In the last 3 years, all
employees who have retired from the planning department are senior citizens with long-
term work in the company (4 years or more), including an important position as deputy
manager planning. "Experience" here is understood as the combination of knowledge
and self-ability, plus the information accumulated in the process of working at the

19
company, creating the value of employees, as well as effective for the position they are
in charge of. Therefore, the experience of each person is different, no one is like anyone.
However, when an employee leaves his or her current job position, he or she also brings
his or her experience to another station, but cannot leave it at the old company. This
creates a disadvantage for the company because they have to spend a lot of effort, time
and cost to train a new employee so that they can achieve the same level as the employee
who has retired. In addition, nothing can ensure that the training process goes smoothly,
and the results that the company receives are not always better than the old. An employee
may have very good knowledge and skills, but it is important that they can get along
well with the work environment and management style at our company, which is still a
mystery. For high management positions such as deputy managers, the experience factor
plays an important role, as it also relates to the department's management style and
leadership. Moreover, if our former employees moved to work for a rival company in
the same industry, and they use their experience to serve the position of a new company,
it makes more and more difficulties for our business.

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5. CAUSE VALIDATION:
From the above information, I can make the initial conclusion that this is the main reason
why many of the staff of the planning department feel dissatisfied, leading to a higher
rate of leave of this department. And also from this point, I also discovered the cause of
this problem, mainly derived from Overlapped organizational structure ("the task and
work requirements of some parts are currently overlapping quite a lot, leading to a
process difficult work"). Linda Ray (12) indicated when roles are not clearly defined,
confusion is almost inevitable and can create redundancies and waste. The role
confusion can paralyze a company or, at the very least, waste resources and cut profits.
As concluded by NSW Government (13), the definition of poor roles stems from a lack
of clarity in the workers' goals, their main responsibilities, their peers, their expectations
and the general scope or responsibility of the job.
In addition, it is partly influenced by autocratic management trends from leaders
("sometimes they have quite emotional feelings and actions that are personal and
authoritarian,leading to disturbing plan work many departments and employees”). The
Economic Times (14) defined that autocratic leadership is a style of management in
which a person controls all decisions and takes very little input from other members of
the group. Specialized leaders have the right to make choices or decisions based on their
own beliefs and not related to others for their suggestions or advice. Recent report (15)
shown that autocratic leaders tend to chase talented people out of the organization.
Leonard D. Shaeffer (16) indicated that this makes people with marginal capacity to live
for life rather than change. At the worst, autocratic leadership can be strangled,
overbearing and demoralizing.
When I conducted a survey with the staff working at the Thaco headquarter, I also
noticed the questions regarding the relationship between managers and employees. The
results of these questions, especially for planning departments, also reflect relatively
accurately the current working status as well as the influence of management style to
the thinking of employees.

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I always have a chance to express my ideas to managers/ My
ideas are recognized
80%
70% 67%
60%
50%
42%
40% 36%
30% 25%
20%
18%
10%
4% 5%
0%
3%
0%
0%
Thaco Planning Dept
Figure 5.1: Result forcontent “Good communication from managers to employeesin the company”
Figure 5.2: Result for content “I always have a chance to express my ideasto managers/ My ideas are
recognized”
Good communication from managers to employees in the
company
90%
80%
70%
78%
60%
50%
40%
30%
52%
30%
20%
10%
0%
12% 10% 10%
5%
0% 2% 1%
Strongly disagree Disagree Neutral Agree Stronglyagree
Thaco Planning Dept

22
Figure 5.3: Result for content “Managers/supervisors always listens problem of employee”
Considering generally for all departments, the communication process between
management and staff takes place relatively smoothly and effectively, when the number
of employees agrees to reach a high rate (78%). However, if only in planning
department, there are still some employees who think that they cannot communicate
well with leaders (5% strongly disagree, 12% disagree). When analyzing more
specifically on issues like "having a chance to express ideas to managers", the staff's
approval rate of planning departments is also quite low (4% strongly disagree, 18%
disagree), while disagree rate calculated at Thaco only reached 3% (no strongly
disagree). Similarly, when analyzing the "Managers / supervisors always listens problem
of employee" question, there are still some employees who think their managers are not
interested in the problems they are having trouble with (10 % strongly disagree, 20%
disagree). Through these indicators, it can be concluded that between leaders and
employees of the planning department are having a big conflict, the main reason is that
management style of managers is autocratic, so these leaders often very limited
interaction with their employees. Therefore, planning department employees will feel
uncomfortable, restrained and inhibited because they are not free to contribute their
opinions, but must always follow all requests from managers. From those arbitrary
decisions, there may be unreasonable job assignments (because they depend entirely on
the subjective thoughts of the leaders).
Managers/supervisors always listens problem ofemployee
60%
50%
50%
40% 38%
40%
30%
30%
20%
20%
10%
10%
8%
2% 2%
0%
0%
Thaco Planning Dept

23
As I have analyzed above, the main cause of the problem of inappropriate assignment is
due to overlapping organizational structure. In the interview with the candidates, when
asked about the shortcomings in the work process, all 3 people shared their views on the
organizational chart of the company. The most obvious thing is that the job description
of the department is not identical to the name of the department (“Strictly speaking, this
room should be renamed to "Report Planning Room"). This may be just a statement
based on the subjective point of view of the interviewee, but that also represents a part
of the source of the problem. Because, all the work of the planning department
employees, only revolves around a single center - that is "report" (“Our daily work
revolves, "in addition" to no other content”). I do not think that this is a wrong direction,
because the reports also play an important role in updating, transmitting and analyzing
information between departments and leaders. However, it should not act as a center,
because the staff of the planning department not only do the job of an administrative
admin in the office, but at the core they use the knowledge and skills of I analyze the
information, data collected from internal and external sources, thereby giving
suggestions, solutions and strategies to increase sales, achieve sales goals that the
company suggest. In addition, each brand's business department will act as adviser,
make adjustments to those plans, to make it more suitable for the market situation.
However, the reality occurs at the company, the role of these two parts seems to be
reversed, even the planning department has no "voice" in the process of building and
developing strategy business for companies (“Besides, planning issues, business
strategies,marketanalysis ... thatshould be ourmission, but it's assigned to department
sales”). Because of these inadequate decisions of leaders, they unintentionally created
pressure on the business division of brands, because in addition to their daily sales, now
we have to shoulder a large amount of work to build business plans and strategies for
our brand in the future from the board of directors. This is not a simple task, it requires
a lot of things, because you have to spend a lot of time to observe, market research, rival
analysis, business planning, forecasting feasibility of the plan, presented to the
leadership.... Therefore, sometimes this job takes more time than their daily work. On
the other hand, when planning department employees are "robbed" of losing their core
jobs, it will greatly affect their working spirit. These employees will have more free time

24
(because the report must not be done every day, but will usually focus on a certain
number of times such as the beginning of the month, the middle of the month, the end
of the year, the end of the year ... ), they cannot control the work they will have to do,
orient their work in the future (because most depend on the guidelines of the
management as well as the progress of the business department of their businesses),
therefore will lead to boredom, and move to non-positive thoughts (“The staff in the
planning department always feel passive at work, because the tasks (supposedly) are
our responsibility, but the business department of the brands is in charge”). Inaddition,
the inadequacy comes not only from the overlap in the division of tasks of the
departments, but also related to the lack of clarity and rationality in job requirements.
Although the results from the plans of the planning department are always required to
achieve practicality and good applicability in the market, but the actual interaction
between the planning department and the parts available related almost very little.
Because the results from the periodic reports are almost all proposed by the business
divisions of the brands, while the appraisal and preliminary assessment of these
strategies from the successor department is very little. Because they have no connection
with the necessary parts, they must not create an opportunity to experience from the real
business environment, so if only sitting in the office to write down and evaluate the
information by others, it is practically impossible to require such evaluations to be
practically an impossible task (“However, the difficulty here is that we are forced to act
as an independent unit, unable to have a connection and actual experience of the
business situation in each brand, how can we offer accurate assessments and
judgments?”).

25
6. SOLUTION:
Based on the causes of the problems in the Planning department, it is an overlap of job
descriptions between the Planning department of the company and the Business
department at individual brands, I would like to propose 2 feasible solutions to solve
this problem. The first solution is to disintegrate all personnel of the Planning
Department and establish a specialized planning department of each child brand. The
second solution is to maintain the current structure of the Planning department, but will
re-plan the work description of this department, to handle the current overlap of work,
as well as to match new direction of the company. Specific content as follows:
- Solution 1: Dissolve all personnel of the Planning Department and establish a
specialized planning department of each child brand
This is a major reform solution, as it will change the structure of the departments of the
company, as well as affect the personnel situation in the Planning Department as well
as the relevant departments. The company's decision is to completely remove the
company's Planning-Strategy department, which means that the department will no
longer exist. All personnel working in this department, whether voluntary or forced,
must choose for themselves a new job position in the future. They can choose to continue
working at the company, with a new job position. For those who choose to stay, the
company will have a program to assess the capacity of those employees during their
time working in the Planning department. Based on the results of these competency
assessments, the company will prioritize the placement of new employees according to
the aspirations of those employees, as well as in accordance with their own capabilities
and current operating situation company. In addition, the company will also ensure that
policies on wages and benefits ... will be kept stable, in order to create good psychology
so that employees can continue to contribute to the company. On the other hand, if those
employees wish to try a different environment, the company will accept and create
favorable conditions for employees to complete the resignation procedures quickly, as
well as assist employees in the process of finding new jobs.

26
After disbanding the Planning-Strategy personnel, the company will also start working
on structural reforms at the current brand-name teams. More specifically, each sub-
brand will now have a new division in its team - called the planning-strategy division of
each brand. The job description of this new division is almost similar to the company's
planning-strategic division, which is that they will take on the role of analyzing the sales
situation, analyzing the market at a time. Certainly, as well as the activities of rival
companies in the same industry, from which to build work plans, give operational
strategies for their brands in the near future to achieve the item sales targets and other
goals that the brand has set. The only difference is that the division's scope of activities
and research is no longer broad and broad across the parent company, but now these
parts only focus on research on the brand scale. I, based on the actual business situation
of my brand, market segmentation, customer segment, specific rival group ... from
which to produce analytical reports with higher accuracy, sticking close to reality, give
ideas and solutions that are highly feasible.
- Solution 2: Maintain the current structure of the Planning Department, but will
re-plan the job description of this department, to handle the current overlap of
work, as well as in accordance with the new orientation of the company.
This is a solution with higher stability, because there is almost no impact on the
organizational structure of departments as well as the personnel situation at the
company. Understand simply, this solution is like an examination and rectification of
job description as well as job assignment of positions at the Planning department, as
well as other departments related, for example, the Sales department of Brands ... (this
is also the cause of overlap in the work division of these two departments). The company
will make adjustments so that the Planning department can work properly with the initial
orientation set by the Board of Directors, that is, they will assume the role of analyzing
the sales situation and analyzing the market at a certain time, as well as the activities of
rival companies in the same industry, from which to build plans, giving operational
strategies for their brands in the next time to achieve sales goals and other goals that the
brand had set. Therefore, this will also reduce the pressure of work that the Sales
Department of the brands are currently facing, and they only need to focus primarily on

27
their sales, how to achieve results. Highest sales possible, gaining a large market share
in your market, as well as gaining advantages and increasing competitiveness with direct
competitors. One factor that the company can adjust is to revise the KPI assessment of
employee performance in the Planning department. More specifically, it is to adjust the
proportion of evaluation scores of the factors, which will reduce the proportion of factors
related to work efficiency, and increase the proportion of evaluation of behavior factors.
This will reduce the stress level in the Planning Department's working environment, so
that these employees feel that there is no bias assessment. In addition, according to the
orientation and requirements of the Board of Directors, the business plans and strategies
offered by this department must be closely followed by the actual business situation in
the brands, as well as the feasibility is the highest priority when making plans and
solutions in the future. Therefore, the Planning-Strategy's new job description has also
been improved to direct the department to a more "open" direction, offering many
unique benefits and incentives, meaning open wide lines for operations and relations,
for relevant departments inside and outside the company.
In order to better understand the above two solutions, as well as further analyze the
strengths and weaknesses of each solution, in order to choose the solution that best suits
the conditions and actual business situation in the enterprise, Based on some basic
criteria, I will make a comparison table of two methods as below:
Disband Planning Dept Adjust Job Description
Job
requirements
Eliminate the company's current
Planning-strategic division, plan to
transfer current employees to other
appropriate departments according to
individual capacity and job requirements
at that time, or create conditions for
employees to find work in a new
environment (if they wish).
Establishing the individual planning
division of each brand, with tasks and
tasks similar to the old part of the
company, is responsible for planning-
strategy for the brand that it is operating,
Based on the analysis of actual business
situation and sales performance in the
market.
Keeping the current organizational
structure, however, adjust the Job
Description table according to the more
"open" trend, not only focusing on
analyzing the reports on simple data,
but also moving to specialized research
orientation deeply about the elements
and values of each brand, thus
incorporating each brand's sales and
marketing department to make the most
realistic plans-strategies.

28
Operating
conditions
Increasing the size of the scale of the
operational personnel diagram at each
brand.
Requiring the company to recruit a large
number of new employees to meet the
demand for these new parts (Thaco
currently has 6 major automobile brands
- each brand needs to recruit 2-3 people
to both monitoring and working to
perform these activities.
The company will delegate more
authority to the Planning-Strategic
Department to expand relationships
within and outside the company, in
order to increase efficiency to work at
work.
Staff capacity
Requires new employees to have
experience working in the automotive
industry for at least 2-4 years, giving
priority to those who have worked in
areas such as sales, marketing ... with
good background knowledge, ability
analyze data and forecast future market
movements.
High-ranking leaders of brands also need
to improve their professional skills and
management skills to be able to shoulder
a new part of their team.
Maintaining the same list of personnel,
can recruit 1-2 senior personnel to take
on the task of orienting and conveying
information about business strategies of
senior leaders, as well as knowing
applications effective management
methods to better exploit staff capacity.
Requiring existing employees to
improve their qualifications and
abilities as well as to update their
knowledge and information on relevant
areas in a timely manner to improve
their proficiency Get better results in
your reports.
Limitations
The cost of recruiting new employees is
high (on average each brand needs about
2-3 new employees, there are currently 6
main brands in operation, so the
company needs to recruit a totalof nearly
20 new employees).
Disbanding a department has a long
tradition in the company, and creating a
new division in the brand teams, also
significantly affects the organizational
structure of the company.
Increasing the administrative burden on
the heads of brands, having to take on a
new division.
The company will be in shortage of
personnel in charge of synthesizing
information from the brands, to agree on
a complete report for senior leaders.
These are non-radical changes, because
of their nature, they are only a
reshaping of the job description of the
Planning-strategic department and the
relevant departments, as the company's
original orientation. .
The company is easyto repeat the same
mistakes now, because the work
orientation depends very much on the
management style of each different
leader.
Although the company policy has made
more "open" for this department,
however, the company does not have
the orientation and operation to ensure
the operation between the planning
department and other departments. be
maximized.
In addition to the in-depth analysis based on the above criteria, I will analyze based on
2 Cost-Benefit factors to have more accurate bases in choosing which solution is most
suitable:

29
Disband parts Adjust job description
The cost of re-drawing the new
organization chart for the whole company
(deleting the Planning-General strategy
department, setting up a separate
planning department of each brand):
Cost to redraw new diagram:2-4 working
days (1.5 - 2 million)
No cost. The company just needs to
revise the content of the Planning-
Strategic Job Description, and change
some more "open" oriented content,
meeting the requirement of good
adaptation and tracking closely follow
the sales situation of each brand.
Cost of evaluation, appraisal, correction:
2-3 working days (4 - 5 million)
Cost of solving current HR issues of
Planning-Strategy Department:
Cost of organizing the implementation of
individual capacity assessment program:
1 - 1.5 million
Cost
Costs of personnel rotation between
departments(in case the personnel wishes
to continue contributing to the company):
5-7 million
Expenses for settling procedures for
employees to quit their jobs (in case the
personnel wishes to find another
environment): 2.5 - 3 million
Cost of recruiting new personnel (for the
planning department of each brand) - for
a new staff:
Communication costs, processing
records, interviews: 1.5 - 2 million
Training costs: 4 - 5 million
Other administrative costs: 0.5 - 1 million
Expected to recruit about 15 new
employees => Expectedrecruitment costs
are: 90 - 120 million
Total cost: 105-140 million
Benefit
Cutting down 1 department helps ease the
management burden for the company.
The business teams of each brand are
given more benefits, more incentives and
benefits to be able to operate
The company will not need to change
any elements of the structure diagram.
Reshaping job descriptions will help
limit the overlap of tasks that two

30
independently but still ensure positive
business results, contributing to the
achievement general business of the
whole company.
Redefining the core of the planning
department's work, not just focusing on
analyzing the data, but understanding the
core of the brand's value to customers, the
points strong and limited of their brand,
understand the competitor and market
developments, from which can develop
business plans and strategies that are
feasible and highly effective.
departments are planning and sales
departments are having.
Improving the operational style in a
more "open" way helps planning staff
members have more space and
opportunities to demonstrate their own
capabilities, as well as enhance the
value of analytical results they achieve.
Changing the structure of an organization is a big change, affecting both personnel and
work processes at the company. In particular, the employees working in the Planning
Department will be the ones most affected. Because this is an on-demand and
orientation-driven reform of the top management, the people working here will fall into
a passive state, because they are forced to transfer to a new job position required by the
company. Therefore, these personnel will easily feel confused, unprepared, leading to
discouragement and, worse, may decide to quit. Therefore, the role of HR in this period
is very important. Human resources department is not only in charge of promoting the
transfer process and the heads of the plans according to the approved plan, but more
importantly, there must be an appropriate communication plan and content for this
reform program. We must explain to the staff of the department that this reform program
is not a complete removal of the company's strategic-planning position, but that there
will be an adjustment to its form organizational structure, as well as expanding the
influence of this job position, closer to the actual business situation of each individual
brand and follow the movements of competitors in the market. . In addition, the company
always prioritizes the future career aspirations and orientations of each employee, if the
proposed staff wants to continue to stick to the planning-strategic work, then it is The
company will arrange with the leaders of each brand team to transfer these personnel to
take charge of the "new" planning department at those teams. Besides, for employees
who want to try a new job position, this is also an opportunity for those employees to
make their suggestions, the company will consider based on the results price capacity
and personnel needs to have appropriate arrangements. All income, welfare, preferential
policies for employees will be preserved.

31
After all the above analysis data, I propose to select the first solution, which is to dissolve
all personnel of the Planning Department, and establish a specialized planning
department of each child brand. The reason I did not choose the second solution, because
it is not the optimal solution to be able to definitely solve the problem is happening at
the company. There may be many people who choose this solution, because it's simple
and cost-free. However, this solution mostly focuses on theoretical aspects, only
resolving the problem that is happening in the short term, but cannot ensure that these
problems can be repeated in the future. Basically, it is just adjustments in the work and
operational processes between the Planning department and related departments. It can
help planning department personnel to fulfill their job roles. However, what not only me
but the senior executives of the company want, there is an outstanding upgrade in the
values that the Planning department brings to the business, it must be real economical,
feasible, effective and new; then this solution is still not good enough. For the first
solution, there will be quite a lot of people who are afraid, because the company will
have to spend a significant amount to serve the reform and investment in the new
personnel system. However, with a high initial investment cost, the company will later
gain much higher values and benefits than the money it has spent. Enterprises will have
a new generation of personnel with a good knowledge base, equipped with valuable
skills and experience in the automotive industry, to meet the increasing demands of the
job. In addition, streamlining organizational diagrams will help save the company's
management costs in the future. In addition, with the intention of developing child brand
teams that are able to operate independently as a true subsidiary, this is the first step to
realize that plan. Not only improve the values from the achieved results when operating
under the business strategy that the planning department has set out, if this new
department works effectively, will there be great support and cooperation force with
other parts of the team such as sales, marketing ... to enhance the overall work efficiency
of the brand.
On the other hand, when "moving and splitting" the planning department will also
generate a problem, which is the lack of a department in charge of synthesizing all
reports and plans from the teams. Brand sent. Because the amount of information that
units send periodically is very large, there must be personnel to systemize into a common

32
unified format, as well as feedback, comments and reviews to improve the content,
before submitting to the Board of Directors. This is the task of the previous planning
department, but to match the new structure ofthe company, this task will be handed over
to the company's professional advisory board. Besides, the leaders of independent brand
teams also have to share part of the responsibility of this mission. Because they are the
managers who manage the planning department of their teams, they have a responsibility
to ensure the accuracy and reasonableness of the information given, and to make
contributions to the plans and business strategy must always follow the actual business
situation of the brand, as well as respond quickly to changes in the market constantly.
New organization chart:
KIA - MAZDA Xe cao cấp
Source: Thaco Passenger Car
TGĐ
CÔNG TY PC
PTGĐ
KIA – Mazda
PTGĐ
Xe cao cấp
PTGĐ
DVPT
GĐ
KIA
GĐ
MAZDA
GĐ
PEUGEOT
GĐ GĐ GĐ
GĐ MH
BMW MINI COOPER MOTORRAD
PTVT & QLK
KIA Mazda
GĐ MH
PTVT & QLK
Xe cao cấp
TP
Chiến lược
Kế hoạch
PP PP
QT Hệ thống
CL Kế hoạch
KIA – Mazda
PP
CL Kế hoạch
Xe cao cấp
PP
CL – KH
DVPT
PP
KH Tổng hợp
TL TL
Kế hoạch Kế hoạch
KIA Mazda
TL
Kế hoạch
Peugeot
TL
Kế hoạch
BMW; Mini
TL TL
Kế hoạch KH Dịch vụ
BMW Motorrad Kia - Mazda
CV
Pháp lý
TL
Kế hoạch
Phụ tùng
VPĐH PC
GĐ KV PT
KIA – Mazda
GĐ KV PT
Xe cao cấp
TL
Kế hoạch
KIA – Mazda
TL
Kế hoạch
Xe cao cấp
PC KHU VỰC
TL
KH Dịch vụ
Xe cao cấp

33
To implement the solution as I proposed above, we need to formulate a plan table with
following main steps:
Step 1: Adjust the organization, assessment and approval diagrams.
Step 2: Notice the new organization chart, plan to handle current personnel.
Step 3: Organize the recruitment of new employees according to the new division
structure.
Step 4: Re-evaluate the whole process of the plan.
Step 1: Adjust the organization, assessment and approval diagrams.
Based on the requirements of the project, it is "to dissolve all personnel of the Planning
Department, and to establish a specialized planning department of each individual
brand", the Human Resources Department will redesign the diagram organization of the
whole company. The first thing to do is to remove the "Planning-Strategy Room" on the
company's organizational chart. The Human Resources Department is an immediate
assessment of the personnel situation of the planning department, currently there are a
total of personnel, including how many personnel are employees, and how many
personnel are leaders physical. If transferring those personnel to a new position, what
positions are currently suitable for transfer, the number of vacancies that can meet the
number of available personnel, if not enough then there must be an alternative. In
addition, if transferring personnel to a new position, it must also calculate some other
factors such as work space, administrative procedures...
After completing the plan to "remove" the old department, HR Department continues to
plan to build "new planning department" at the team of each child brand. There must be
a general review, that now there are all the brands that the company is managing, which
brands play a key role in contributing to the company's sales. Since then the HR
department has been able to identify which brand teams need to prioritize to set up a
"new planning division" first, because this is a long-term change process that takes time
long enough to transport In addition, in the immediate future, it will apply to big brand

34
teams, to assess the effectiveness of where to go, then apply to all remaining brand
teams. This will also be useful when the company does not need to spend a large amount
of money to recruit new employees for all teams, which can be broken down into several
successive turns. In addition, the HR department should consider the current situation
of each brand team, discuss with the senior leaders of the brand teams, to determine the
recruitment needs for each new division of each team. How many people are the team,
including how many people are specialists, how many personnel are management
leaders, what are the requirements for new personnel....
After establishing the plan with two parts: "deleting" and "creating new", including
clearly defining the timeline, cost and implementation process, the Human Resources
Department will transfer this plan to Advisory Board of the company for them to assess
and comment on expertise. The HR department must consider and carefully review the
Advisory Board feedback, continue to correct and improve. After that, they must submit
the plan to the Board of Directors for review and approval, then they will be granted the
right to execute. The time to build this set of plans is 3-5 days, after which the evaluation,
appraisal, adjustment and approval time must not exceed 5 days. Taken together, the
Human Resources Department will need about 10 days to complete the relevant set of
plans and procedures.
Step 2: Notice the new organization chart, plan to handle current personnel.
After having a detailed set of plans in place, the Human Resources Department will start
working directly with the personnel at the Planning Department to find a solution for
each specific case. The first and most important thing to do is to classify into 2 groups:
the group of personnel who want to continue to contribute to the company, and the group
of employees who wish to find a new environment. In particular, for group 2, the HR
department needs to have careful monitoring, review and evaluation for each case. It is
best to have a live discussion with the staff to find out why they do not want to continue
working at the company, as well as share their difficulties, opinions and suggestions for
current job position. In addition, the HR department can talk to the direct leaders of
those employees to find out more about their personal circumstances, abilities and

35
working skills. At the same time, the HR department must also explain to the employees
that it is a program to adjust the organization chart of the company, to solve the problems
that the company is having, as well as to raise highly efficient business-oriented new
business and reduced pressure on corporate governance and management costs. We
must assure them that the benefits of salaries, bonuses, welfare policies When
switching to a new position, it will remain the same, unaffected, so that they can
reconsider and continue their work at the company. Limiting to the minimum the
number of employees applying for leave, because of the costs of recruiting new
personnel, as well as the loss of work efficiency if there are no experienced personnel
in charge. After having completed the list of employees who want to quit their jobs, the
HR department will arrange administrative procedures to resolve the personnel to finish
work quickly, creating favorable conditions to find a new job.
After having information on the list of employees who continue to work at the company,
the HR department will create two lists: information on new job positions that
employees of the Planning Department aspire to transfer, and information on job
positions in other parts of the company that are in need of additional personnel. These
two information boards need to be carefully verified, and need to be discussed and
discussed with direct leaders, top management as well as professional advisors. In case
of necessity, the company can organize assessments of personnel competencies in such
forms as taking tests, interviews to ensure that personnel are capable to undertake new
positions. In case there is an imbalance in the demand between transfer personnel and
recruiting positions, HR Department should have appropriate consideration, as well as
exchange with the same employee to offer them a position Other, to make sure they do
not feel disappointed and are still satisfied with the new position that the company
proposes for themselves. After arranging for new positions. HR department arranges
relevant administrative procedures, while assisting staff to hand over the work to the
person in charge. The process of announcing new organizational chart, staffing and staff
transfer is expected to last for a long time, but should not last more than 30 days.

36
Step 3: Organize the recruitment of new employees according to the new division
structure.
HR department works with executive leaders of brands, to determine the need for

37
teams to evaluate the performance of this new planning department, the values in their
contribution to the overall performance of the whole team, as well as suggestions to
improve the organizational structure as well as the personnel management direction of
the company.

38
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Available from: https://smallbusiness.chron.com/examples-poor-organizational-
structure-companies-61056.html [Accessed 21st April 2019].
(13) Role clarity, role conflict and work-related stress. Available from:
http://www.ohsrep.org.au/ data/assets/pdf_file/0011/156179/NSW-tip-sheet-8-
work-related-stress.pdf [Accessed 21st April 2019].
(14) Definition of 'Autocratic Leadership. Available from:
https://economictimes.indiatimes.com/definition/autocratic-leadership [Accessed
21st April 2019].
(15) THE AUTOCRATIC LEADERSHIP STYLE: 4 STRENGTHS AND 6
WEAKNESSES. Available from: https://www.legacee.com/types-of-leadership-
styles/the-autocratic-leader-style/ [Accessed 21st April 2019].
(16) Leonard D. Shaeffer. What is Autocratic Leadership? How Procedures Can
Improve Efficiency. Available from:
https://online.stu.edu/articles/education/autocratic-leadership.aspx [Accessed 21st
April 2019].

40
APPENDIX1: INTERVIEW TRANSCRIPT
Informants: A: Former Vice Manager of Planning Department
B: Junior Assistant of Planning Department
C: Current Manager of Planning Department
Q&A
(full Q&A)
Coding
(keyanswer)
Quote
(descriptionofcoding from
answer)
Q: Can you tell me howmany years you've
beenwithThaco, andwhy did you decide to
join this company?
A: I started working at Thaco after graduating
from university. At first, I worked as a sales
consultant at Showroom. After 2 years of
working, I was transferred to the head office,
operated in the planning room in the position
of assistant, after 3 years that was promoted to
the position of vice manager. I have been in
this position for more than 1 year before
deciding to quit.
B: I have been working in Thaco for more
than 3 years. Initially, I worked at the Sales
Department, after 1 year I was transferred to
the Planning Department (position of planning
assistant) until now.
C: I have been working at Thaco for almost
6 years. I have experienced many positions at
this company from sales, marketing and now
the Manager of Planning Department.
- Aftergraduating
from university
- more than 1
year before
deciding to quit
- after 1 year I
wastransferred
- for almost 6
years
“ I started working at Thaco after
graduating from university”
“ I have been in this position for
more than 1 year before deciding to
quit.”
“ Initially, I worked at the Sales
Department, after 1 year I was
transferred to the Planning
Department (position of planning
assistant) until now.”
“ I have been working at Thaco for
almost 6 years”
Q: Can you describe your position at the
Planning Department?
A: My mission at the Planning Department is
to participate in building the overall business
strategy of the Company and deploy
orientations and plans to brands,
departments/sections and regions. Synthesize
information (markets, competitors, policies
...), participate in analyzing, evaluating and
forecasting vehicle market. Summarize the
plan and manage the implementation of the
business plan, the operational plan of the
brand. Organize and build the system of
collecting, processing, synthesizing, storing,
supplying information and data of the
Company. Training and professional
development for personnel of the Company's
plan.
B: My mission at the Planning Department is
to implement the regional business plan
orientations for Showrooms / Dealers. Advise
- participate in
building the
overall business
strategy
- Organize and
build the system
- Training and
professional
development for
personnel
- implement the
regional
business plan
“ My mission at the Planning
Department is to participate in
building the overall business
strategy of the Company and
deploy orientations and plans to
brands,…”
“ Organize and build the system of
collecting, processing, synthesizing,
storing, supplying information and
data of the Company.”
“ Training and professional
development for personnel of the
Company's plan.”
“ My mission at the Planning
Department is to implement the

41
to develop an action plan in the Region.
Summarizing the forecast of passenger car
market, synthesizing periodical reports on the
implementation of business plans of
Showrooms / Dealers in the management area.
C: My mission at the Planning Department is
to build strategies, administer the
implementation of the Company's plans,
brand groups and brands. Compiling and
promulgating framework policies and
procedures for corporate governance.
Operate the job through the vice-president of
the brand group planning strategy and spare
parts services
- Summarizing
the forecast
- Build strategies,
administer the
implementation
- Operate the job
regional business plan orientations
for Showrooms / Dealers.”
“ Summarizing the forecast of
passenger car market,synthesizing
periodical reports on the
implementation of business plans of
Showrooms / Dealers in the
management area.”
“My mission at the Planning
Department is to build strategies,
administer the implementation of
the Company's plans…”
“ Operate the job through the vice-
president of the brand group
planning strategy and spare parts
services.”
Q: Can you tell me what this job means to
you, and why do you stick with this job for
such a long time?
A: This is my first job from the first days after
graduating from college, and the longer I
work, the more I love the automobile industry.
At Thaco I was exposed and worked with
many senior managers with extensive industry
experience, so I also learned a lot of
knowledge and work experience. In addition,
I also had the intention that I will try my best
in this position, in order to be promoted to
higher positions in the future.
B: The position at the planning office came to
me very casually, but I also saw it as an
opportunity to develop myself. I am extending
my in-depth knowledge of the company's
business areas, as well as building a broad
vision of how to build and operate business
strategies at the company.
C: I am fortunate to be experienced in many
positions at this company, and in every
position I have learned extremely valuable
lessons and knowledge. In the Planning
Department, I also had a long process of
effort, thus also achieved initial achievements.
Because of that, I always reminded myself not
to fall asleep on the victory, must continue to
perform well to achieve new goals in the
future. But I also consider it an opportunity to
develop myself. I am extending my in-depth
knowledge ofthe company's business areas,as
well as building a broad vision of how to build
and operate business strategies at the
company.
- love the
automobile
industry
- learned a lot of
knowledge
- develop myself
- building a broad
vision
- achieved initial
achievements
extending my
in-depth
knowledge of
the company's
business areas
“… and the longer I work, the more
I love the automobile industry”
“ I was exposed and worked with
many senior managers with
extensive industry experience, so I
also learned a lot of knowledge and
work experience”
“… I also saw it as an opportunity
to develop myself.”
“….. as well as building a broad
vision of how to build and operate
business strategies at the company.”
“ I also had a long process of effort,
thus also achieved initial
achievements”
“ I am extending my in-depth
knowledge of the company's
business areas, as well as building a
broad vision of how to build and
operate business strategies at the
company.”

42
Q: In your current position, could you
assesses how your income is?
A: Not only in the Planning Department, but
generally in other departments, income in
Thaco is not high, compared to rival
companies. However, apart from the salary
issue, the fact that I decided to work here for a
long time is because I have a love for this
industry, as well as I appreciate what I have
learned during my work. Therefore, the salary
issue is not the reason that I decided to quit my
job at Thaco.
B: Income is an issue that I feel is not really
satisfied when working here. Maybe it's not
long enough to work here, so I don't think the
salary here is really high. Compared to the
effort and effort that I have spent, as well as
compared to the income in a similar position
at another company, for me the current salary
is quite low.
C: In fact, during my time working in Thaco,
I often focused on professional work rather
than paying attention to the marginalization. I
don't really know how much income is in other
companies, but according to my own
judgment, the income while working in Thaco
is relatively good, not too ample but well
enough to live comfortably, and it is
commensurate with the efforts that I have
spent.
- not high
- not really
satisfied
- relatively good
“ Not only in the Planning
Department, but generally in other
departments, income in Thaco is
not high, compared to rival
companies.”
“ Income is an issue that I feel is
not really satisfied when working
here.”
“ the income while working in
Thaco is relatively good, not too
ample but well enough to live
comfortably, and it is
commensurate with the efforts that
I have spent.”
Q: How do you rate the working
environment in Thaco?
A: Thaco is a large-scale corporation, and the
number of employees here is very crowded.
Having multiple employees will bring positive
and negative aspects at the same time. The
good side is that you will have many
relationships, from which you will get many
benefits from those relationships. However,
the downside is that sometimes you feel very
confused, because you have to memorize the
information of many people for you to work at
work, so mistakes and errors are easyto occur.
In addition, working pressure requires
employees to be at the highest concentration,
and you should always be in a ready position
regardless of time, even midnight or holidays.
B: What makes me spend the most time when
I join Thaco, is the organization chart and
contact information with the relevant
personnel. There is so much information you
- many
relationships
- confused
- working
pressure
- much
information
“ The good side is that you will
have many relationships…”
“ However,the downside is that
sometimes you feel very confused,
because you have to memorize the
information of many people for you
to work at work..”
“ working pressure requires
employees to be at the highest
concentration…”
“ There is so much information you
need to grasp”
“ you will practice giving yourself a
professional, scientific working

43
need to grasp. In addition, the working
environment here is professional, but not
necessarily open. You cannot ask everyone to
treat you nice, and you may also have to work
with a few "problems" that will be easy to
bring to you. However, you will practice
giving yourself a professional, scientific
working style, as well as training your stamina
to the highest level(because your boss is ready
to call you at midnight to ask you make a
report, and they don't hesitate to yell out loud
if you don't follow their requirements).
C: Simply, if you don't have a strong will and
stamina, it is very difficult for you to survive
in this company. Before working here, my
working style was quite slow, slow. But since
entering Thaco, I have to change myself a lot,
have to become quicker, more flexible, reflex
quickly and withstand good pressure. I often
have to work on holidays, as well as having to
stay up late to finish the reports for the
deadline. Sometimes I feel tired and
depressed, but never allow myself to give up,
because Ido not want to lose the achievements
that I have built up in the past.
- professional,
scientific
working style
- more flexible,
reflex quickly
and withstand
good pressure
style, as well as training your
stamina to the highest level….”
“ I have to change myself a lot,
have to become quicker, more
flexible, reflex quickly and
withstand good pressure”
Q: In the process of working with your
employees, is there anything that makes
you feel good?
A: I was accepted to work at Thaco Group,
which was a coincidence, but it was a pretty
good luck in my career. This is an
environment where you will have many
opportunities to explore your potential. It is a
company that converges a lot of interesting
factors such as dynamic environment,
professional working style, ideal working
conditions, friendly and talented
colleagues Maybe you I will think because
I have worked here, so I have a good
impression of this company, but this is really
a good environment, there are enough
conditions for you to develop your own
abilities, especially very suitable for
graduates, need a job to experience, learn and
accumulate experience for themselves. You
may have worked in other companies with
smaller operations, but when you enter Thaco,
you will feel a clear difference in the working
environment when comparing a normal
company with a large corporation of Vietnam.
- explore
potential
- dynamic
environment
- professional
working style
- friendly and
talented
colleagues
“This is an environment where you
will have many opportunities to
explore your potential.”
“It is a company that converges a
lot of interesting factors such as
dynamic environment, professional
working style, ideal working
conditions, friendly and talented
colleagues ....”

44
B: I have a good fortune to have the
opportunity to work at Thaco Group right after
I graduated from university. For a student,
working in a large corporation is the dream of
many people. When I first started working
here, I was a bit overwhelmed by the large
scale and speed of the staff here. The style of
working in this environment always promotes
agility, accuracy and logical thinking. But that
is an advantage here, because when I have
adapted to this style of work, I feel my ability
to work has been significantly increased
reaction speed and problem solving
accelerate, perfecting the ability to analyze
data logically and in depth. Besides, I also
received the friendly and sociable treatment of
my colleagues. They are willing to share and
help at work, as wellas sympathize with other
life issues. Although there are stillsome things
that are incomplete, now I feel quite satisfied
with my current job position.
C: I also have experience working in many
different companies, from domestic
companies to foreign companies. Therefore,
in my own opinion, in Thaco's working
environment, this is where I have learned a lot
of lessons and valuable experience. For a large
corporation, you will have the opportunity to
interact and work with a lot of people, so my
communication skills and working style have
improved significantly. In addition, I also
have more useful relationships for my career
later.
- agility, accuracy
and logical
thinking
- friendly and
sociable
treatment
- lessons and
valuable
experience
- communication
skills
- useful
relationships
“The style of working in this
environment always promotes
agility, accuracy and logical
thinking.”
“I also received the friendly and
sociable treatment of my
colleagues.”
“this is where I have learned a lot
of lessons and valuable experience”
“…., so my communication skills
and working style have improved
significantly”
“I also have more useful
relationships for my career later.”
Q: So for you, what is the biggest problem
you have at work? Anddo you know why it
happened?
A: When I was transferred through this
position, I also took a brief look at the job
description, which showed that I would learn
and practice many knowledge and
management skills, strategy - business plan of
the business, analysis of markets and
competitors ... However, it is in fact contrary.
Strictly speaking, this room should be
renamed to "Report Planning Room". Our
daily work revolves around "reporting", in
addition to no other content. We must always
be prepared for alltypes of reports, in order to
be able to dealwith any planned or unexpected
meetings from leaders. Not only do we have
to report, but we are also responsible for
pushing other teams so that they can submit
the reports on time. We must always meet all
leadership requirements, although sometimes
- "Report
Planning Room"
- unreasonable
things
- assigned to the
salesdepartment
- disappears
- concentrates in
one place
“ Strictly speaking, this room
should be renamed to "Report
Planning Room"
“We must always meet all
leadership requirements, although
sometimes there are very
unreasonable things…”
“planning issues, business
strategies, market analysis ... that
should be our mission, but it is
assigned to the sales department of
the brand teams….”
“I feel that my expectation of
joining this department almost
disappears…”
“ the staff of the planning
department only concentrates in
one place, not being transferred to
each brand's teams,..”

45
there are very unreasonable things (such as
changing the format of a report, even if it does
not affect content or quality). . Besides,
planning issues, business strategies, market
analysis ... that should be our mission, but it is
assigned to the sales department of the brand
teams (that is, they are do both sales &
planning). Therefore, I feel that my
expectation of joining this department almost
disappears, and the longer I feel I don't have a
development orientation, everything seems to
stand still, so I decided to quit. I think there is
an asynchronous organizational structure of
the company, leading to unreasonable division
of work among departments. The company
built the planning room, but the main work of
the planning department was due to the sales
department of the brands responsible. In
addition, the staff of the planning department
only concentrates in one place, not being
transferred to each brand's teams, how can we
grasp the actual business situation of each
brand to be made? Appropriate orientation and
plan?
B: In fact, there are two things I don't feel
really comfortable with this job position,
which is the management of leadership and
the division of work between departments. I
understand that every leader has a unique
style, and not everyone feels comfortable with
that way. However, sometimes they have quite
emotional feelings and actions that are
personal and authoritarian, leading to
disturbing the work plan of many departments
and employees, so sometimes I feel really
tired when I have to meet all those
requirements. However, I think the bigger
problem lies in the organizational structure
division in Thaco. The company has a clear
job description for each department and job
location, but I feel the reality is working
wrong. The staff in the planning department
always feel passive at work, because the tasks
(supposedly) are our responsibility, but the
business department of the brands is in charge.
Our job is to guide them to complete the
content according to the requirements of the
board of directors, and then combine it into a
complete file to serve the meetings. In fact,
this job requirement is quite simple, just
understanding and being careful can be done.
But that would be boring, and I couldn't sit
around reporting and meeting all day? My
aspirations, as well as what the job
- personal and
authoritarian
- reality is
working wrong
- boring
“sometimes they have quite
emotional feelings and actions that
are personal and authoritarian,
leading to disturbing the work plan
of many departments and
employees…”
“ The company has a clear job
description for each department and
job location, but I feel the reality is
working wrong”
“ But that would be boring, and I
couldn't sit around reporting and
meeting all day?”

46
requirements have been clearly defined,
cannot be applied in practice?
C: There is an existing fact in Thaco, that is,
although the organization chart has
specifically drawn the position of each
department, the task and work requirements of
some parts are currently overlapping quite a
lot, leading to a difficult working process, no
consistency, in which what is directly
affecting me is the overlap in the assigned
tasks of the planning department and the sales
department. Our mission is to map out the
operational and business strategy from time to
time for car brands. However, the difficulty
here is that we are forced to act as an
independent unit, unable to have a connection
and actual experience of the business situation
in each brand, how can we offer accurate
assessments and judgments? Therefore, when
the plans are made by the planning
department; judged by the leaders as lack of
practicality, not feasible; and our department
is judged to be inefficient. Later, these tasks
were transferred completely to the sales
department of each brand in charge (later,
those teams were recruited to have a separate
planning assistant to take on our duties). The
company's Planning Department is now only
tasked with summarizing reports and
preparing content for meetings. I understand
that my subordinates are very depressed, and
many of them quit, but this is due to the
company's orientation to build the structure,
although I have repeatedly proposed changes
but are unsuccessful.
- overlapping
- unable to have a
connection
- transferred
completely
- depressed
“…the task and work requirements
of some parts are currently
overlapping quite a lot, leading to a
difficult working process, …
assigned tasks of the planning
department and the sales
department”
“… unable to have a connection
and actual experience of the
business situation in each brand,
how can we offer accurate
assessments and judgments?”
“ these tasks were transferred
completely to the sales department
of each brand in charge…”
“. I understand that my
subordinates are very depressed,
and many of them quit….”
Q: If you are the one who is authorized to
solve those problems, what solution would
you suggest?
A: As far as I know, the business department
of each brand also has an assistant in charge
of planning. Thus there is an abundance of
personnel here, many employees but not
enough work to divide. Therefore, if
proposed, I would like to rebuild the planning
department's operational standards, all
professional jobs as specified in the
company's standards, will be returned to the
planning department. The team planning
assistants will be transferred to other
positions, and the planning department will
plan to move the staff of the department to
work directly with each department, so that it
can grasp the actual business situation at each
- abundance of
personnel
- move the staff
“ there is an abundance of
personnel here, many employees
but not enough work to divide”
“ the planning department will plan
to move the staff of the department
to work directly with each
department…”

47
unit, from which to make appropriate
proposals and policies.
B: I see now that the number of current staff
of Planning department is too high, so I think
there should be an assessment and transfer of
inappropriate personnel or no desire to
continue working here, to other parts more
suitable. In addition, there should be a clear
division of work among departments, so that
staff of the planning department can fulfill the
tasks and requirements they are assigned.
C: An unreasonable thing is that the planning
assistants of the brand teams are not directly
under the management of planning
department, but are managed by the sales
department of the teams. Therefore,I propose
to revise the structure to redistribute the scope
of personnel management of the planning
department. After that, I will propose and
coordinate with senior leaders to redistribute
the position and duties of each member of the
planning department, if possible, divide the
planning room into small and similar groups
with brand teams, from which each group's
personnel can take the initiative to directly
experience and understand the actual business
situation in each brand and model, then can
make suggestions and appropriate policies.
- assessment and
transfer
- redistribute
- divide
“… I think there should be an
assessment and transfer of
inappropriate personnel or no desire
to continue working here,to other
parts more suitable”
“ I propose to revise the structure to
redistribute the scope of personnel
management of the planning
department”
“… divide the planning room into
small and similar groups with brand
teams”

48
APPENDIX2: SURVEY
EMPLOYEE SATISFACTION
I am a student of ISB - HCMC University of Econimic (UEH). I'm conducting a research about
employee satisfaction at Thaco Group and would like to have some opinions about your
company. All information is confidential and used only for research purpose.
1. Age *
22-29
30-40
Above 40
2. Position *
Assistant/ Officer
Manager/ Deputy
Manager
3. Working experience *
0-3 years
3-6 years
6-10 years
Over 10 years
4. Department *.
Sale department
Marketing department
Planning department
Products & Accessories department
Training & Managing distribution system department
Others:

49
Relationships at workplace
5. I have a good relationship with my colleagues *
Strongly disagree
Disagree
Neutral
Agree
Strongly Agree
6. Good communication from managers to employees in the company*
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
7. My colleagues and I work well together to accomplish our organization's goals *
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
8. I always have a chance to express my ideas to managers/ My ideas are recognized *
Strongly disagree
Disagree
Neutral
Agree
Strongly Agree

50
Salary
9. Salary is paid based on employees' skills and contribution *
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
10. Salary is reviewed periodically *
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
11. Wages are paid fairly/ reasonably among employees *
Strongly disagree
Disagree
Neutral
Agree
Strongly Agree
12. My current salary is in line with the average levelofthe labor market *
Strongly disagree
Disagree
Neutral
Agree
Strongly Agree

51
Supervisor support
13. Managers/supervisors always helps employees to solve problems to complete tasks *
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
14. Managers/supervisors evaluate employees' work performance fairly *
Strongly disagree
Disagree
Neutral
Agree
Strongly Agree
15. Managers/supervisors always listens problem of employee *
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
16. Managers/supervisors willing to train employees whenever necessary*
Strongly disagree
Disagree
Neutral
Agree
Strongly agree

52
Training and development
17. I was trained in necessary skills to be responsible for my current job *
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
18. The company’s evaluation process helps me to have a clear plan for personal
training and development *
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
19. I have opportunities to get promoted in the company *
Strongly disagree
Disagree
Neutral
Agree
Strongly Agree

53
Job satisfaction
20. Overall, I feel very pleased to work at my company *
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
21. I want to work with the company for a long time
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
22. I always consider the company as my second home *
Strongly disagree
Disagree
Neutral
Agree
Strongly Agree
23. I feel confident in introducing my company to others *
Strongly disagree
Disagree
Neutral
Agree
Strongly Agree

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