Breakthrough THAI FAMILY Businesses DNA
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This document summarizes a study on Thai family businesses. The study had three objectives: 1) identify core competencies of Thai entrepreneurs, 2) synthesize a model for success across generations, and 3) present a prototype for Thai family businesses in the future. The study identified six core competencies of Thai entrepreneurs and developed a four-axis model for success across generations. It also proposed a prototype with four forms of future Thai family businesses and a three-phase matrix for successors. The findings provide insights into core competencies, a success model, and a prototype to guide future Thai family businesses.
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เจาะ ดี เอ็น เอ ธุรกิจครอบครัวไทย
1) The document summarizes a study on family businesses in Thailand. It analyzed 129 family businesses in 2545-2546 and 165 businesses in 2550 using quantitative and qualitative methods.
2) A family business model is proposed that examines the interactions between the family, ownership, and business axes over time. It identifies four common types of Thai family businesses.
3) Key success factors for family businesses are discussed, including corporate vision, high performance, team building, managerial skills, innovation, and personal attributes of family members.
การสืบทอดธุรกิจครอบครัว ดร.ดนัย เทียนพุฒ
หัวใจสำคัญในเรื่องนี้ ผู้เขียนชี้ชัดไว้ว่า “การทำแผนสืบทอดตำแหน่ง (Succession Plan) สำหรับการสร้างทายาทหรือผู้สืบทอดตำแหน่ง (Successor)“ ในธุรกิจโดยเฉพาะธุรกิจครอบครัวเมื่อต้องการพัฒนาเป็นธุรกิจขนาดใหญ่ จะต้องมีการจัดทำการวางแผนสืบทอดตำแหน่ง
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Sir/ Madam
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Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD
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This document summarizes a research paper on training and development techniques for improving organizational performance in Ghanaian firms. The paper has five purposes: 1) describe successful training models for Ghanaian firms, 2) describe needs assessment methods, 3) identify techniques that impact productivity and morale, 4) assess essential business skills, and 5) make recommendations for an effective training program. The paper reviews literature on various training models, needs assessment methods, skills for success, and makes conclusions and recommendations for developing an effective training model for Ghanaian firms. It aims to address problems in Ghanaian organizations like inadequate education, cultural challenges, low motivation, and lack of training programs.
Outline of ReportLetter of Transmittal – GilbertTitle page .docx
Outline of Report
Letter of Transmittal – Gilbert
Title page – Gilbert
Table of contents - Gilbert
Executive summary – Gilbert
---------------------------
1. Introduction
2. Thailand – Country, Culture and Gender Role
3. Nonverbal Intercultural Communication
4. Business Procedures
4.1 Uniqueness
4.2 Forbidden Rules
4.3 Business Attire
5. Recommendations and Conclusion
6. References (APA style) - Alex, Maxine
7. Appendices – Dibya + Maxine
Other work / due dates
· Review and feedback – everyone by Sunday afternoon (29 March)
· Powerpoint preparation – Dibya, Justin, Jayden - Submission date April 3
· Powerpoint script: Justin, Jayden - Submission date – April 3
· Final report submission- Submission date – April 3
· APA sourcing/ editing: Alex, Maxine and Dibya
· Report formatting – Maxine, Alex, Dibya
·
1. Introduction
As we are becoming more and more connected through global trade, competency in intercultural communication skill is a must for a successful operation of any business. Smith, says” Just because “everyone” may speak English does not mean you understand each other.” It is challenging to understand each other when you are from the same culture and same place and the challenge is doubled when you are working in a foreign country with foreign staff. We are here to help you overcome this challenge and will share with you secret sauce that will help you achieve success in your business venture in Thailand.
We are South-Asian Intercultural Consultancy (SAIC) with six international team members from China, Canada and Nepal. We excel in providing education and training to medium sized companies looking to expand business and train business managers in intercultural competencies.
Section 2 will provide brief information on the country, culture, commonly used greeting in daily life and gender role. This section will help you navigate easily in the Thai society. The more you know about the how and why people behave the way they do, the easier it will be for the business managers to navigate in the foreign system. Section 3 will provide information on nonverbal intercultural communication skills prevalent in Thai society. Section 4 will shed some light on the uniqueness of the country and forbidden rules and regulations, which will be followed by recommendations and conclusion.
Source: Smith, B. (2015) 9 Reasons Why You Should Hire an Intercultural Consultant
https://www.linkedin.com/pulse/9-reasons-why-you-should-hire-intercultural-benjamin-smith-phd
2. Thailand – Country, Culture and Gender Role
Thailand is one of the largest countries in Southeast with neighbours; Myanmar in the west, Lao PDR in north and northeast, Cambodia in the east, and Malaysia in the south. The population of Thailand is estimated at 67 million. With a population of over 10 million, the capital city of Bangkok is the most important city, economically and politically (Source: Doing business) Table 1 will provide brief information on lang.
© 2013 The McGraw-Hill Companies, Inc. All rights reserved. .docx
© 2013 The McGraw-Hill Companies, Inc. All rights reserved.
Chapter
Three
3-2
Learning
Objec2ves
LO.1 Define organizational culture and discuss its three
layers.
LO.2 Discuss the difference between espoused and
enacted values.
LO.3 Describe the four functions of organizational
culture.
LO.4 Discuss the four types of organizational culture
associated with the competing values framework.
LO.5 Summarize the five conclusions derived from
research about the outcomes associated with
organizational culture.
3-3
Learning
Objec2ves
(cont.)
LO.6 Review the four caveats about culture change.
LO.7 Summarize the methods used by organizations
to change organizational culture.
LO.8 Describe the three phases in Feldman’s
model of organizational socialization.
LO.9 Discuss the various socialization tactics used
to socialize employees.
LO.10 Explain the four developmental networks
associated with mentoring.
3-4
Organiza2onal
Culture
! Organizational culture
9 set of shared, taken-for-granted implicit
assumptions that a group holds and that
determines how it perceives, thinks about and
reacts to its various environments
3-5
Organiza2onal
Culture
Characteris2cs
! Passed on to new employees through the
process of socialization
! Influences our behavior at work
! Operates at different
levels
3-6
A
Conceptual
Framework
for
Understanding
Organiza2onal
Culture
3-7
Layers
of
Organiza2onal
Culture
! Observable artifacts
9 Consist of the physical manifestation of an
organization’s culture
9 Acronyms, manner of dress, awards, myths
and stories, published lists of values,
observable rituals and ceremonies, special
parking spaces, and decorations
3-8
Layers
of
Organiza2onal
Culture
! Values
9 concepts or beliefs that pertain to desirable end
states, transcend situations, guide selection of
behavior and are ordered by relative
importance
! Espoused values
9 represent the explicitly stated values and norms
that are preferred by an organization
3-9
Layers
of
Organiza2onal
Culture
! Enacted values
9 represent the values and norms that actually
are exhibited or converted into employee
behavior
9 Based on
observable behavior
3-10
Example:
Williams-‐Sonoma’s
Espoused
Values
3-11
Layers
of
Organiza2onal
Culture
! Basic assumptions
9 Constitute organizational values that have
become so taken for granted over time that
they become assumptions that guide
organizational behavior
3-12
Four
Func2ons
of
Organiza2onal
Culture
3-13
Competing Values Framework
3-14
Outcomes
Associated
with
Organiza2onal
Culture
1. Clearly related to measures of organizational
effectiveness.
2. Employees are more satisfied .
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2) Winning companies implemented systematic, integrated learning models involving training needs assessments, multi-level training programs, and measuring the impact of training on business goals.
3) Advanced practices included linking learning to talent management, career planning, and leadership development to prepare employees to achieve improved business results.
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An Empirical Study of Human Capital Management on Organizational Effectiveness
In terms of philosophy and strategy, the concepts of human capital and strategic human resource management are extremely distinct in todays organizations. Human Capital is an important aspect of maximizing an organizations assets because it provides a long term competitive advantage and increases staff productivity. These individuals should have enough experience, data, creativity, and power to increase client satisfaction and create a competitive edge for the organization. As a result of a magnified economic process and market saturation as a result of the recent recession in various economies around the world, human capital is attracting increased attention. Human capital development is given greater priority in both developed and developing countries in order to speed up the economic process by allocating the necessary time and resources. The findings of the study endorse a strategy of investing in and dominating human resources in order to achieve a competitive edge at the organizational and national levels. To achieve a competitive advantage over rivals, companies have systematically put a high priority on human resources by introducing mandatory interventions such as fostering a data sharing culture, recruiting highly qualified workers, and developing new creative ideas. Dr. G. Balamurugan | A. Dhanvarsha "An Empirical Study of Human Capital Management on Organizational Effectiveness" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-3 , April 2021, URL: https://www.ijtsrd.com/papers/ijtsrd39947.pdf Paper URL: https://www.ijtsrd.com/management/management-development/39947/an-empirical-study-of-human-capital-management-on-organizational-effectiveness/dr-g-balamurugan
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Outline of ReportLetter of Transmittal – GilbertTitle page .docx
Outline of Report
Letter of Transmittal – Gilbert
Title page – Gilbert
Table of contents - Gilbert
Executive summary – Gilbert
---------------------------
1. Introduction
2. Thailand – Country, Culture and Gender Role
3. Nonverbal Intercultural Communication
4. Business Procedures
4.1 Uniqueness
4.2 Forbidden Rules
4.3 Business Attire
5. Recommendations and Conclusion
6. References (APA style) - Alex, Maxine
7. Appendices – Dibya + Maxine
Other work / due dates
· Review and feedback – everyone by Sunday afternoon (29 March)
· Powerpoint preparation – Dibya, Justin, Jayden - Submission date April 3
· Powerpoint script: Justin, Jayden - Submission date – April 3
· Final report submission- Submission date – April 3
· APA sourcing/ editing: Alex, Maxine and Dibya
· Report formatting – Maxine, Alex, Dibya
·
1. Introduction
As we are becoming more and more connected through global trade, competency in intercultural communication skill is a must for a successful operation of any business. Smith, says” Just because “everyone” may speak English does not mean you understand each other.” It is challenging to understand each other when you are from the same culture and same place and the challenge is doubled when you are working in a foreign country with foreign staff. We are here to help you overcome this challenge and will share with you secret sauce that will help you achieve success in your business venture in Thailand.
We are South-Asian Intercultural Consultancy (SAIC) with six international team members from China, Canada and Nepal. We excel in providing education and training to medium sized companies looking to expand business and train business managers in intercultural competencies.
Section 2 will provide brief information on the country, culture, commonly used greeting in daily life and gender role. This section will help you navigate easily in the Thai society. The more you know about the how and why people behave the way they do, the easier it will be for the business managers to navigate in the foreign system. Section 3 will provide information on nonverbal intercultural communication skills prevalent in Thai society. Section 4 will shed some light on the uniqueness of the country and forbidden rules and regulations, which will be followed by recommendations and conclusion.
Source: Smith, B. (2015) 9 Reasons Why You Should Hire an Intercultural Consultant
https://www.linkedin.com/pulse/9-reasons-why-you-should-hire-intercultural-benjamin-smith-phd
2. Thailand – Country, Culture and Gender Role
Thailand is one of the largest countries in Southeast with neighbours; Myanmar in the west, Lao PDR in north and northeast, Cambodia in the east, and Malaysia in the south. The population of Thailand is estimated at 67 million. With a population of over 10 million, the capital city of Bangkok is the most important city, economically and politically (Source: Doing business) Table 1 will provide brief information on lang.
© 2013 The McGraw-Hill Companies, Inc. All rights reserved. .docx
© 2013 The McGraw-Hill Companies, Inc. All rights reserved.
Chapter
Three
3-2
Learning
Objec2ves
LO.1 Define organizational culture and discuss its three
layers.
LO.2 Discuss the difference between espoused and
enacted values.
LO.3 Describe the four functions of organizational
culture.
LO.4 Discuss the four types of organizational culture
associated with the competing values framework.
LO.5 Summarize the five conclusions derived from
research about the outcomes associated with
organizational culture.
3-3
Learning
Objec2ves
(cont.)
LO.6 Review the four caveats about culture change.
LO.7 Summarize the methods used by organizations
to change organizational culture.
LO.8 Describe the three phases in Feldman’s
model of organizational socialization.
LO.9 Discuss the various socialization tactics used
to socialize employees.
LO.10 Explain the four developmental networks
associated with mentoring.
3-4
Organiza2onal
Culture
! Organizational culture
9 set of shared, taken-for-granted implicit
assumptions that a group holds and that
determines how it perceives, thinks about and
reacts to its various environments
3-5
Organiza2onal
Culture
Characteris2cs
! Passed on to new employees through the
process of socialization
! Influences our behavior at work
! Operates at different
levels
3-6
A
Conceptual
Framework
for
Understanding
Organiza2onal
Culture
3-7
Layers
of
Organiza2onal
Culture
! Observable artifacts
9 Consist of the physical manifestation of an
organization’s culture
9 Acronyms, manner of dress, awards, myths
and stories, published lists of values,
observable rituals and ceremonies, special
parking spaces, and decorations
3-8
Layers
of
Organiza2onal
Culture
! Values
9 concepts or beliefs that pertain to desirable end
states, transcend situations, guide selection of
behavior and are ordered by relative
importance
! Espoused values
9 represent the explicitly stated values and norms
that are preferred by an organization
3-9
Layers
of
Organiza2onal
Culture
! Enacted values
9 represent the values and norms that actually
are exhibited or converted into employee
behavior
9 Based on
observable behavior
3-10
Example:
Williams-‐Sonoma’s
Espoused
Values
3-11
Layers
of
Organiza2onal
Culture
! Basic assumptions
9 Constitute organizational values that have
become so taken for granted over time that
they become assumptions that guide
organizational behavior
3-12
Four
Func2ons
of
Organiza2onal
Culture
3-13
Competing Values Framework
3-14
Outcomes
Associated
with
Organiza2onal
Culture
1. Clearly related to measures of organizational
effectiveness.
2. Employees are more satisfied .
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In terms of philosophy and strategy, the concepts of human capital and strategic human resource management are extremely distinct in todays organizations. Human Capital is an important aspect of maximizing an organizations assets because it provides a long term competitive advantage and increases staff productivity. These individuals should have enough experience, data, creativity, and power to increase client satisfaction and create a competitive edge for the organization. As a result of a magnified economic process and market saturation as a result of the recent recession in various economies around the world, human capital is attracting increased attention. Human capital development is given greater priority in both developed and developing countries in order to speed up the economic process by allocating the necessary time and resources. The findings of the study endorse a strategy of investing in and dominating human resources in order to achieve a competitive edge at the organizational and national levels. To achieve a competitive advantage over rivals, companies have systematically put a high priority on human resources by introducing mandatory interventions such as fostering a data sharing culture, recruiting highly qualified workers, and developing new creative ideas. Dr. G. Balamurugan | A. Dhanvarsha "An Empirical Study of Human Capital Management on Organizational Effectiveness" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-3 , April 2021, URL: https://www.ijtsrd.com/papers/ijtsrd39947.pdf Paper URL: https://www.ijtsrd.com/management/management-development/39947/an-empirical-study-of-human-capital-management-on-organizational-effectiveness/dr-g-balamurugan
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Breakthrough THAI FAMILY Businesses DNA
- 1. Abstract Breakthrough Thai Family Businesses DNA Dr.Danai Thieanphut. Managing Director, DNT Consultants Co.,Ltd. email: drdanait@gmail.com Publish: 2009 Thai family businesses are a leading force of the Thai economy. However, a lack of education and depth research in the context of Thai businesses. The author has the main objective of this study are three objectives: (1) To find the element or attribute of the entrepreneurs competencies (2) To synthesis of DNA models to business success in Thai family business from generation to generation, and (3) To present prototype of business in the future, a Thai family, that should be the Knowledge in the context of Thai society and economy. This research methodology was mixed design (Mixed Model) both qualitative and quantitative research. Studied the characteristics of cross-section (Cross-Section Study) on during January to March 2002 to November 2007 and population is a characteristic of whom to wish and want to be and also as an entrepreneurs. Research sample was used network analysis technique and has a homogeneous by nature to determine the sample. The total sample of 294 people studied the competencies or characteristics of the entrepreneurs and questionnaire in 5 rating scales with reliability (α) was 0.923, and analysis, ANOVA (One- Way ANOVA) to test the difference of the average statistics through F- test of 0.05 in after that. DNA synthesis models to the success of Thai family businesses from generation to generation by means of meta-analysis (Meta-Content Analysis) and final synthetic model of the Thai family businesses in the future by integrating all come together. The finding from this study showed that 1.The Entrepreneurs competency model identifies and describes a set of core competencies that are important now and in the future for Thai Entrepreneurs . The 6 core competencies identified were: corporate vision, high performance business, team development, management skills, innovation competency, and 6) the personal attribute of its features. 2. A success Model of Thai family businesses from generation to generation has the DNA model to the success of Thai business family, which consists of four- axis were the family axis, ownership axis, business axis, and entrepreneurs axis. 3. A prototype of Thai family businesses in the future were important elements in 4 parts as the following: Part I DNA models to the success of Thai family businesses is the main core of the prototype, Part II The prototype have four forms of the family of Thailand in the 21st century will form from 1) the cottage industry 2) a family business specialized suppliers 3) family-run business is OEM and Partner, and 4) a family-run business, conglomerate corporations, Part III the three-dimensional family of Thai in society– culture must consider 1) the globalization 2) getting closer to the stage of power-Power distance 3) The value of family and Part IV the successor’s phase matrix of the transmission business has three phases: Phase 1 The Do phase, Phase 2 The Lead to Do phase, and Phase 3 The Let Do - to allow the practice phase.
- 2. Conclusion : There have six core competencies of Thai Entrepreneurs and a success Model of Thai Family Businesses have a four-axis together, including the synthesis of the prototype with four forms of Thai family businesses in the 21st century. Also the study has found three phase of successor matrix. Key words: Thai Family Businesses, Core competencies, Entrepreneurs, Family Business Model, Prototype of Thai Family Business, Matrix of Successor