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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
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𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
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➢FreenBecky 1st Fan Meeting in Vietnam
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➢ WOW K-Music Festival 2023
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➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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2. www.derby.ac.uk/business
A Simple Model of Motivation
Need Creates desire to
fulfill needs (money,
friendship, recognition,
achievement
Behaviour
Results in actions
to fulfill needs
Rewards
Satisfy needs:
intrinsic or
extrinsic rewards
Feedback Reward informs person whether behaviour was appropriate and should
be used again
3. www.derby.ac.uk/business
Types of Rewards
Intrinsic Rewards
– Internal satisfactions a person receives in the process
of performing a particular action
Extrinsic Rewards
– Rewards given by another person, typically a
supervisor, such as pay increases and promotions
4. www.derby.ac.uk/business
Types of Rewards (cont.)
Systemwide Rewards
– Rewards that apply the same to all people within an
organization or within a specific category or
department
Individual Rewards
– Rewards that differ among individuals within the same
organization or department
5. www.derby.ac.uk/business
Examples of Intrinsic and Extrinsic Rewards
Extrinsic Intrinsic
Individual
Systemwide
Large merit increase
Insurance benefits
Feeling of self-
fulfillment
Pride in being part of
a “winning”
organization
6. www.derby.ac.uk/business
Needs of People and Motivation Methods
Needs of people
Conventional
management
Lower needs
Carrot and stick
(Extrinsic)
Control people
Adequate effort
Leadership
Higher needs
Empowerment
(Intrinsic)
Growth and
fulfillment
Best effort
7. www.derby.ac.uk/business
Herzberg’s Two-Factor Theory
Area of
Satisfaction
Area of
Dissatisfaction
Motivators
influence level
of satisfaction
Hygiene factors
influence level of
dissatisfaction
Motivators
Achievement
Recognition
Responsibility
Work itself
Personal growth
Hygiene
Factors
Work conditions
Pay/security
Co. policies
Supervisors
Interpersonal. relationships
Highly Satisfied
Neither Satisfied
nor Dissatisfied
Highly Dissatisfied
8. www.derby.ac.uk/business
Dimensions in the 2-Factor Theory
• Hygiene factors
– Involve working conditions, pay, company policies, and interpersonal
relationships.
• Motivators
– Involve job satisfaction and meeting higher-level needs such as
achievement, recognition, and opportunity for growth.
9. www.derby.ac.uk/business
Key Elements of Expectancy Theory(Vroom)
E > P expectancy
Effort Performance
P > O expectancy
Performance Outcomes
Valence – value of outcomes
(pay, recognition, other
rewards)
Motivation
Will putting effort into the task lead
to the desired performance?
Will high performance lead to the
desired outcomes?
Are the available outcomes
highly valued?
13. www.derby.ac.uk/business
Elements of Empowerment
Employees receive information about company
performance.
Employees receive knowledge and skills to contribute to
company goals.
Employees have the power to make substantive
decisions.
Employees understand the meaning and impact of their
jobs.
Employees are rewarded based on company
performance.
17. www.derby.ac.uk/business
The Leader as Communication Champion
Internal and
external
sources
Strategic
Conversation
Open climate
Listening
Discernment
Dialogue
Purpose Directed
Direct attention to
vision/values, desired
outcomes; use
persuasion
Methods
Use rich channels
Stories and metaphors
Informal
communication
Leader
as
Communication
Champion
This Links to The Golden Thread!
19. www.derby.ac.uk/business
Why Open the Communication Channels?
An open climate is essential for cascading vision, and
cascading is essential because:
Natural Law 1: You Get What You talk about
– A vision must have ample ‘air time’ in an organization. A vision must be shared
and practiced by leaders at every opportunity.
Natural Law 2: The Climate of an Organization is a Reflection of the Leader
– A leader who doesn’t embody the vision and values doesn’t have an organization
that does.
Natural Law 3: You Can’t Walk Faster Than One Step at a Time
– A vision is neither understood nor accepted overnight. Communicating must be
built into continuous, daily interaction so that over time followers will internalize it.
20. www.derby.ac.uk/business
20
What: Managers can communicate about anything but they cannot
communicate about everything - so, implicitly or explicitly, they make
choices about communication content.
Who: They also take decisions or unconsciously act in ways that
impact on the shape of communication networks. For example, they
may communicate with some organisational members but not with
others and they may authorise or encourage certain others to
communicate with each other.
How: They may also influence, if only by example, preferred channels
for passing on particular kinds of information.
John Hayes, THE THEORY & PRACTICE OF CHANGE MANAGEMENT, 3rd ed. Palgrave, 2010
The Who What and How of Communication
21. www.derby.ac.uk/business
21
Underscore & Explore
Identify & Reply
Withhold & Uphold
Tell & Sell
Spray & Pray
Clampett et al’s five communication
strategies
John Hayes, THE THEORY & PRACTICE OF CHANGE MANAGEMENT, 3rd ed. Palgrave, 2010
22. www.derby.ac.uk/business
22
Underscore & Explore
Identify & Reply
Withhold & Uphold
Tell & Sell
Spray & Pray
Amount of information transferred
Great Little
Communication
effectiveness
Low
High
Clampett et al.’s five communication strategies
John Hayes, THE THEORY & PRACTICE OF CHANGE
MANAGEMENT, 3rd ed. Palgrave, 2010
23. www.derby.ac.uk/business
Ten Keys to Effective Listening
Keys Poor Listener Good Listener
1. Listen actively Is passive, laid back Asks questions;
paraphrases what is said
2. Find areas of interest Tunes out dry subjects Looks for opportunities,
new learning
3. Resist distractions Is easily distracted Fights distractions;
tolerates bad habits;
knows how to
concentrate
4. Capitalize on the fact
that thought is faster
than speech
Tends to daydream with
slow speakers
Challenges, anticipates,
summarizes; listens
between lines to tone of
voice
5. Be responsive Is minimally involved Nods; shows interest,
positive feedback
24. www.derby.ac.uk/business
Keys Poor Listener Good Listener
6. Judge content, not
delivery
Tunes out if delivery is
poor
Judges content; skips
over delivery errors
7. Hold one’s fire Has preconceptions;
argues
Does not judge until
comprehension is
complete
8. Listen for ideas Listens for facts Listens to central themes
9. Work at listening No energy output; faked
attention
Works hard; exhibits
active body state, eye
contact
10. Exercise one’s mind Resists difficult material
in favor of light,
recreational material
Uses heavier material as
exercise for the mind
Ten Keys to Effective Listening
26. www.derby.ac.uk/business
References
Daft R. L. (2011) Leadership. 5th edn. – International Edition, London: South-Western
Cengage Learning
Hayes, J. (2014) The Theory and Practice of Change Management. 3rd Edition.
Basingstoke. Palgrave