Kemahiran Organisasi dan Kepimpinan
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The document discusses several concepts related to ethical leadership: 1. It outlines processes for creating and sustaining ethical organizational environments, including critical thinking skills, integrity, perspective-taking, and motivation to do right. 2. It analyzes the moral dimensions of transformational leadership theory and how shared moral purposes between leaders and followers can drive change. 3. It examines how role-modeling ethical behavior can influence organizational culture and how "moral talk" can be used to address dilemmas and shape environment. 4. It presents several ethical decision-making models that can guide resolving dilemmas, including Rest's four-component model and five principles of biomedical ethics.
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Indian models of leadership presentation by Prof. Neeraj Agrawal
These days โleadershipโ is the in thingโ everybody wants to be a leader.
Interestingly, a few years ago, โmanagerโ was the role people aspired to and the top team was called the โmanagement teamโ of the organisation.
Before that, โadministratorโwas the aspired role โ think about it โ MBA is the short form for Masters in Business Administration; IAS is an acronym for Indian Administrative Service.
โLeaderโ is a role that an individual plays.
Leading is what people do when they are in the leaderโs role.
Leadership includes the context that make any organisation โ
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Culture,
Systems,
Structures,
Processes
It means that leader development is not the same as leadership development,
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Transformational Leadership Forum (TLF8)
Transformational Leadership Forum provides leadership workshops and speaker forum on contemporary leadership issues. Managing Director oversees operations.
โข Transformational Leadership Forum (TLF) provides leadership growth and opportunities through hosting of conferences, workshop, classes, speakers, mentoring, networking, and group forums.
โข The forum discussions provide insights and understanding on the importance and value of Christian leadership.
โข The forum emphasizes the importance of the servant and transformational leader:
Admired, respected and trusted.
Stimulate their followers to be creative and innovative.
Motivate and inspire those around them.
Give attention to each individual follower's needs for achievement and growth.
Serve others in humility and love.
โข The forum provides discussions on the need, mission and witness of Christian leaders in today's postmodern culture.
โข The forum provides discussions on contemporary issues of leadership.
Tlf8, tfl8, Transformational Leadership Forum, knowing God, Prayer, Prayer Request, Bible Studies, Leadership, Training, Youth, believers, character of God, Strong Leadership, 8 Core Values, Appearance, Character, Life, Invest in You, Mentoring, Conferences, workshop, classes, speakers, networking, group forums, API, smartphone application, forum discussions, Christian leadership, Christian, servant leader, Admired, respected and trusted, Stimulate their followers to be creative and innovative, Motivate and inspire those around them, Give attention to each individual follower's needs for achievement and growth, Serve others in humility and love, mission, witness, contemporary leadership, Gospel, Robert Fomer, blogtalkradio, Breakfast Talk, religion, family, Transform Leader
Recommended
Indian models of leadership presentation by Prof. Neeraj Agrawal
These days โleadershipโ is the in thingโ everybody wants to be a leader.
Interestingly, a few years ago, โmanagerโ was the role people aspired to and the top team was called the โmanagement teamโ of the organisation.
Before that, โadministratorโwas the aspired role โ think about it โ MBA is the short form for Masters in Business Administration; IAS is an acronym for Indian Administrative Service.
โLeaderโ is a role that an individual plays.
Leading is what people do when they are in the leaderโs role.
Leadership includes the context that make any organisation โ
Relationships
Culture,
Systems,
Structures,
Processes
It means that leader development is not the same as leadership development,
but most programmes deal with leader development without a focus on developing systems, structures, culture, and processes in the organisation.
Leadership styles in organizations
Leadership styles in organization describes the different types of leadership styles and leaders that exist in various organization.
Transformational Leadership Forum (TLF8)
Transformational Leadership Forum provides leadership workshops and speaker forum on contemporary leadership issues. Managing Director oversees operations.
โข Transformational Leadership Forum (TLF) provides leadership growth and opportunities through hosting of conferences, workshop, classes, speakers, mentoring, networking, and group forums.
โข The forum discussions provide insights and understanding on the importance and value of Christian leadership.
โข The forum emphasizes the importance of the servant and transformational leader:
Admired, respected and trusted.
Stimulate their followers to be creative and innovative.
Motivate and inspire those around them.
Give attention to each individual follower's needs for achievement and growth.
Serve others in humility and love.
โข The forum provides discussions on the need, mission and witness of Christian leaders in today's postmodern culture.
โข The forum provides discussions on contemporary issues of leadership.
Tlf8, tfl8, Transformational Leadership Forum, knowing God, Prayer, Prayer Request, Bible Studies, Leadership, Training, Youth, believers, character of God, Strong Leadership, 8 Core Values, Appearance, Character, Life, Invest in You, Mentoring, Conferences, workshop, classes, speakers, networking, group forums, API, smartphone application, forum discussions, Christian leadership, Christian, servant leader, Admired, respected and trusted, Stimulate their followers to be creative and innovative, Motivate and inspire those around them, Give attention to each individual follower's needs for achievement and growth, Serve others in humility and love, mission, witness, contemporary leadership, Gospel, Robert Fomer, blogtalkradio, Breakfast Talk, religion, family, Transform Leader
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SMART Goal WorksheetTodayโs DateTarget DateStart DateDate .docx
SMART Goal Worksheet
Todayโs Date
Target Date
Start Date
Date Achieved
Goal
Specific: What exactly will be accomplished?
Measurable: How will you know when the goal is reached?
Attainable: Are the resources available to reach the goal? If not how will they be obtained?
Role-Related: Is this goal hitting the correct audience?
Time-Bound: When will the goal be achieved?
MORALIZED LEADERSHIP: THE
CONSTRUCTION AND CONSEQUENCES OF
ETHICAL LEADER PERCEPTIONS
RYAN FEHR
University of Washington, Seattle
KAI CHI (SAM) YAM
National University of Singapore
CAROLYN DANG
University of New Mexico
In this article we examine the construction and consequences of ethical leader
perceptions. First, we introduce moralization as the primary process through which
followers come to view their leaders as ethical. Second, we use moral foundations
theory to illustrate the types of leader behavior that followers are most likely to
moralize. Third, we identify motivations to maintain moral self-regard and a moral
reputation as two distinct pathways through which moralization influences follower
behavior. Finally, we show how the values that underlie leadersโ moralized behavior
(e.g., compassion, loyalty) determine the specific types of follower behavior that
emerge (e.g., prosocial behavior, pro-organizational behavior).
History is replete with examples of leaders
who are renowned for their positions of moral1
authorityโfor their status as paragons of virtue
and goodness and for their ability to motivate
their followers to do good deeds. Martin Luther
King, Jr., worked for equal rights and inspired
his followers to fight for justice, while Mahatma
Gandhi emphasized compassion for the less for-
tunate. Winston Churchill is widely renowned
for demonstrating and inspiring loyalty to the
British Crown, while Mother Theresa is particu-
larly well-known for her emphasis on the sanc-
tity of body and spirit (Frimer, Biesanz, Walker,
& MacKinlay, 2013). Many CEOs, such as James
Burke of Johnson & Johnson, are admired for
their care and compassion, while others, such as
Whole Foods CEO John Mackey, are admired for
their focus on purity. Regardless of the actions
for which these leaders are most renowned (e.g.,
actions that reflect justice, compassion, loyalty,
or purity), all of them have demonstrated an
ability to leverage morality as a means of gar-
nering commitment to a cause, tapping into
their followersโ moral beliefs and conveying
what it takes to be moral in a given place and at
a given point in time.
In contrast to these canonical yet divergent
examples of ethical leaders, the organizational
sciences paint a comparatively narrow view of
what it means to be an ethical leader. Scholars
have cultivated a notion of ethical leaders as
the embodiment of justice and compassion, fa-
cilitating prosocial behavior and fair treatment
by showing their followers that this behavior is
expected and rewarded (Bass, 2008; Brown &
Treviรฑo, 2006; Eisenbeiss, 2012). At t.
12Final Project ProposalStudentProfessorClass .docx
1
2
Final Project Proposal
Student
Professor
Class Info
Date
Final Project Proposal: Issue of controversy; Leadership
In these conceptions, there are problems however the main is defining what is right to the person defining it. Ethical behavior in this projects reflects a valuable system growing out of theological world view based on principles of justice, equity, the rights and needs oneself as well as of others, a sense of duty to the society, and its legitimate needs and standards. Ethical leaders have the moral identity and cognitive moral development that give them special characters.
Ethical leadership has various elements of making decisions and acting as well as leading ethically. Ethical leadership is both visible in the sense of how a leader works and treats others, how he behaves in public, his actions and statements: Invisible. In the aspects of the leaderโs character, his procedure of decision-making, his mindset, the set of principles and values on which he draws, as well as his courageous ways of deciding during situations(Aristotle, 2014).
Discussion of how two or three philosophies or philosophers would describe the roots of the problem
It is morally correct to do the right thing even if it brings displeasure to other parties. Kant sees the world in a different perspective indicating that if something is morally good it should not have qualifications but in real life in order to achieve such statue we have to put energy to achieve this statue (Aristotle, 2014). Immanuel Kant moral philosophy has become part and parcel of our daily lives as it is a general alternative to utilitarianism. Ethics are an essential part of the philosophical and intellectual framework used to relate and understand the world. To be a leader one is a role model and this makes it an exception that all leaders ought to be ethical. Ethical leadership models ethical performance in the community and in an organization. Kantโs theory looks to achieve what should be done regardless of the consequence. Moral theory explains that there is no moral event in the world but rather goodwill: the will to do the right thing for the reason of doing the right thing
Discussion of the political or ethical theories that are in evidence in the controversy
The deontological theory is based on better decision making as persons should follow and adhere to obligations and duties and this will help resolve ethical dilemmas. Leaders are role models (Aristotle, 2014). If you want your organization or initiative โ and those who work in it โ to behave ethically, then itโs up to you to model ethical behavior. A leader that has a character of ethical behavior is a role model for other organizations as well as the community. Maintaining ethical leadership is vital and it lasts a lifetime
Utilitarianism theory seeks to be fair and just because it has the potential to foresee the consequences of an action. To create a role model an organization has to input the right set of skil.
Ethical leadership
Ethical leadership is directed by respect for ethical beliefs and values and for the dignity and rights of others.
Social learning theory shows how the followers of a leader identify the characteristics of leader as ethical characteristics of leader and also the situational influences.
3In the previous chapter, we reviewed how theoristsโ view .docx
3
In the previous chapter, we reviewed how theoristsโ view of lead-ership has changed, from the belief that leaders are simply born
to the idea that the best way to learn about leadership is to study
the behaviors or practices of people who are viewed as leaders. The-
orizing has evolved even further into an understanding of leader-
ship as a complex process. Indeed, leadership is a transforming
process that raises all participants to levels at which they can
become effective leaders.
Leadership may best be understood as philosophy. At its core,
understanding philosophy means understanding values. โAffect,
motives, attitudes, beliefs, values, ethics, morals, will, commitment,
preferences, norms, expectations, responsibilitiesโsuch are the con-
cerns of leadership philosophy proper. Their study is paramount
because the very nature of leadership is that of practical philosophy,
philosophy-in-actionโ (Hodgkinson, 1983, p. 202). When we exam-
ine historical leaders, we often are analyzing the values and ethics
that characterized their leadership. It is critical that we each
develop our own personal philosophyโone we hope will include
the elements of the model presented in this chapter.
Chapter Overview
This chapter presents a relational model of leadership to consider
in building your own personal philosophy. Each of the elements of
The Relational Leadership Model
73
c03.qxd 10/30/06 10:07 AM Page 73
74 EXPLORING LEADERSHIP
the model is presented in detail to give you more information about
each component.
Relational Leadership
Leadership has to do with relationships, the role of which cannot
be overstated. Leadership is inherently a relational, communal
process. โLeadership is always dependent on the context, but the
context is established by the relationships we valueโ (Wheatley,
1992, p. 144). Although a person could exert leadership of ideas
through persuasive writings or making speeches, most leadership
happens in an interactive context between individuals and among
group members. We emphasize once again: we view leadership as a
relational and ethical process of people together attempting to accomplish
positive change.
Chapter Two presented an overview of how leadership theories
and models have changed over time. These changing frameworks
are reflected in the descriptive terms that have been affixed to the
word leadership. Examples of these leadership theories and concepts
include situational, transforming, servant-leadership, authentic lead-
ership, and principle-centered leadership. We have used the term
relational leadership as a reminder that relationships are the focal
point of the leadership process.
Relational leadership involves a focus on five primary compo-
nents. This approach to leadership is purposeful and builds com-
mitment toward positive purposes that are inclusive of people and
diverse points of view, empowers those involved, is ethical, and rec-
ognizes that all four of these elements are accomplished by ...
Prosocial leadership timothy ewest
Prosocial Leaders are motivated by and respond to empathy, and without regard to punishment, or reward, act to bring about the welfare of followers and those they are committed to serve.
Ethical leadership
Ethical leadership is directed by respect for ethical beliefs and values and for the dignity and rights of others.2. Social Learning theory and Ethical Leadership
3. Transformational, Authentic, Spiritual Leaderships
4. Individual characteristics and Ethical Leadership
5. Outcomes of Ethical Leadership
6. Implications for research and practice
7. Conclusion
โข How prevalent is ethical leadership?
Many organizations provide an โethical neutralโ backdrop against which leaders are perceived
โข Can ethical leaders be selected, developed?
All kinds of organizations are training future leaders.
1. Selection
2. Role Modeling
3. Training
4. Organizational Culture and Socialization
Organization Culture and Ethics
Building an ethical workplace culture requires equal skills in policy-making and relationship-building, and equal emphasis on procedures and values. Structural concerns like codes, training and clear criteria matter, but so do storytelling, mentoring and presiding over an organizationโs routines and ceremonies. In an ideal workplace, structures and relationships will work together around core values that transcend self-interest. Core values will inspire value-creating efforts as employees feel inspired to do what is right, even when the right thing is hard to do. The ethics of our workplace cultures matter because the work itself matters and requires the cooperation that only positive, virtuous ethics can sustain. Compliance keeps us out of trouble, but virtuous ethics will create value for our co-workers and for our organization.
1BUSM 319931154198 Ethics & GovernanceLecture 4 Creat.docx
1
BUSM 3199/3115/4198
Ethics & Governance
Lecture 4: Creating an Ethical Organisation
1
2
Today
So what are we are saying is:
B = f (P & E)
BEHAVIOUR
ENVIRONMENT
PERSON
2
3
Outline
The work context
Organisational culture
Ethical formal and informal cultural systems
Ethics codes
Ethical leadership
The relationship between leadership, culture, ethics codes and behaviour
3
4
Learning objectives for today
Know the characteristics of an ethical organization
Discuss the difference between ethics of value and ethics of compliance
Understand the ethical formal and informal cultural systems
Discuss a code of ethics
Discuss ethical leadership
5
An Ethical Organisation
Trust
Effective communication
Openness
Objectivity and fairness
Integrity
Transparency
Values
6
The organisation as a context
individual personality is unimportant in organisational criminal behaviour, as it results from role fulfilling rather than individual pathology (Schrager & Short 1978)
a reliable picture of moral conduct can be ascertained โnot so much in direct observation of the decision maker as in a firmer grasp of the decision makerโs environmentโ (Frederick 1992)
Bad apples and bad barrels: Most people are the product of the context they find themselves. They look up and aroundโฆ (Trevino and Brown 2004)
7
Organisational membership
Persons in organisations are socialised in their roles (Katz and Kahn 1978).
Through this process, people accept the organisational goal structure and the culture (Clinard & Yeager 1980).
The expected role behaviour is learned from othersโ expectations and the rewards that they receive from their organisational membership.
8
Ethics of Values? or Ethics of Compliance?
Values approach - is proactive and inspirational; emphasises expected behaviour, high standards
Compliance approach - is reactive and punitive; emphasises required behaviour, obeying the law
9
Organisational culture
Organisational culture affects people in organisations
The organisational culture includes the basic assumptions concerning what is right, proper and fair (Gottlieb & Sanzgiri 1996).
Expresses shared assumptions, values and beliefs and is the social glue that holds the organization together. Itโs โhow we do things around here.โ (Trevino & Nelson 2006)
10
Ethical formal cultural systems
Leadership: creates, maintains and changes culture. Most important aspect of an organisationโs ethical culture
Selection and reward systems
Structure - authority, responsibility and ethical culture
Policies and codes- their effectiveness depends on other formal and informal systems. Ethics must be in the blood line of the organisation.
Orientation and training programs.
Decision making processes assumptions and scripts
(Trevino & Nelson 2006)
11
Reward systems
Reward systems can encourage unethical behavior
People do whatโs rewarded
Rewards donโt have to be explicit
Think about how attempts to motivate can backfire
Set goals f.
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Sustainability: Balancing the Environment, Equity & Economy
[Note: This is a partial preview. To download this presentation, visit:
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
ไธๆฏไธๅ็ๅ ๆฟๅคงๆธฅๅคชๅๅคงๅญฆๆฏไธ่ฏ๏ผuottawaๆฏไธ่ฏไนฆ๏ผๅฆไฝๅ็
ไธๆจกไธๆ ทใq/ๅพฎ:1954292140ใใๅ ๆฟๅคงๆธฅๅคชๅๅคงๅญฆๆฏไธ่ฏ๏ผuottawaๆฏไธ่ฏไนฆ๏ผๆ็ปฉๅOfferใใq/ๅพฎ:1954292140ใ๏ผ็ไฟกๅญฆๅ่ฎค่ฏๆฐธไน
ๅญๆกฃๆฅ่ฏข๏ผ้็จๅญฆๆ กๅ็็บธๅผ ใ็นๆฎๅทฅ่บๅฎๅ
จๆ็
งๅ็ไธๆฏไธๅถไฝ๏ผๅ
ๆฌ๏ผ้ๅฝขๆฐดๅฐ๏ผ้ดๅฝฑๅบ็บน๏ผ้ขๅฐLOGO็ซ้็ซ้ถ๏ผLOGO็ซ้็ซ้ถๅคๅ้ๅ ๏ผๆๅญๅพๆกๆตฎ้๏ผๆฟๅ
้ญๅฐ๏ผ็ดซๅค่งๅ
๏ผๆธฉๆ๏ผๅคๅฐ้ฒไผช๏ผ่กไธๆ ๆ๏ผ็ฒพ็ๆฑ็ฒพ๏ผ่ฏๅฟๅไฝ๏ผ็่ฏๅถไฝ๏ผๅคๅนดๅ่ดจ ,ๆ้็ฒพ็ปๅถไฝ๏ผ24ๅฐๆถๆฅๅ,ๅ
จๅฅ่ฟๅฃๅ่ฃ
่ฎพๅค๏ผๅไบๅนด่ดๅไบๅธฎๅฉ็ๅญฆ็่งฃๅณ้พ้ข๏ผไธๅก่ๅดๆๅ ๆฟๅคงใ่ฑๅฝใๆพณๆดฒใ้ฉๅฝใ็พๅฝใๆฐๅ ๅก๏ผๆฐ่ฅฟๅ
ฐ็ญๅญฆๅๆๆ๏ผๅ
ๆจๆปกๆใ
ใไธๅก้ๆฉๅ็ๅๅใ
ไธใๅทฅไฝๆช็กฎๅฎ๏ผๅๅฝ้ๅ
็ป็ถๆฏใไบฒๆๆๅ็ไธๆๅญ็ๆ
ๅต๏ผๅ็ไธไปฝๅฐฑ่ฏปๅญฆๆ ก็ๆฏไธ่ฏใq/ๅพฎ:1954292140ใๆๅญๅณๅฏ
ไบใๅๅฝ่ฟ็งไผใๅคไผใ่ชๅทฑๅ็ๆ็ๆ
ๅต๏ผ่ฟไบๅไฝๆฏไธๆฅ่ฏขๆฏไธ่ฏ็ไผช็๏ผ่ไธๅฝๅ
ๆฒกๆๆธ ้ๅปๆฅ่ฏขๅฝๅคๆๅญ็็ๅ๏ผไนไธ้่ฆๆไพ็ๅฎๆ่ฒ้จ่ฎค่ฏใ้ดไบๆญค๏ผๅ็ไธไปฝๆฏไธ่ฏใq/ๅพฎ:1954292140ใๅณๅฏ
ไธใ่ฟๅฝไผ๏ผ้ถ่ก๏ผไบไธๅไฝ๏ผ่ๅ
ฌๅกๅ็ญ็ญ๏ผ่ฟไบๅไฝๆฏๅฟ
้่ฆๆไพ็ๅฎๆ่ฒ้จ่ฎค่ฏ็๏ผๅ็ๆ่ฒ้จ่ฎค่ฏๆ้่ตๆไผๅคไธ็ฆ็๏ผๆๆๆๆๆจ้ฝๅฟ
้กปๆไพๅไปถ๏ผๆไปฌๅญๅไธฐๅฏ็็ป้ช๏ผๅฟซๆท็็ปฟ่ฒ้้ๅธฎๆจๅฟซ้ๆดๅๆๆ๏ผ่ฎฉๆจๅฐ่ตฐๅผฏ่ทฏใ
็ไฟก็ฝ่ฎค่ฏ็ไฝ็จ:
1:่ฏฅไธไธ่ฎค่ฏๅฏ่ฏๆ็ๅญฆ็็ๅฎ่บซไปฝ
2:ๅๆถๅฏน็ๅญฆ็ๆๅญฆไธไธ็ป่ฎฐ็ปไบ่ฏๅฎ
3:ๅฝๅฎถไธไธไบบๆ่ฎค่ฏไธญๅฟ้ขๅๅ
ฅๅบ่ฏไนฆ
4:่ฟไธช่ฎค่ฏไนฆๅนถไธๅฏไปฅๅฝๆกฃๅๅฐๆน
5:ๅกไบ่ทๅพ็ไฟก็ฝๅ
ฅ็ฝ็ไฟกๆฏๅฐไผ้ๆญฅๆดๆฐๅฐไธชไบบ่บซไปฝๅ
๏ผๅฐๅจๅ
ฌๅฎๅฑ็ฝๅ
ๆฅ่ฏขไธชไบบ่บซไปฝ่ฏไฟกๆฏๅ๏ผๅๆญฅ่ฏปๅไบบๆ็ฝๅ
ฅๅบไฟกๆฏ
6:ไธชไบบ่็งฐ่ฏๅฎกๅ 20ๅ
7:ไธชไบบไฟก่ช่ดทๆฌพๅ 10ๅ
8:ๅจๅฝๅฎถไบบๆ็ฝไธปๅ็ๅฝๅฎถ็ฝ็ปๆ่ๅคงไผไธญ็บณๅ
ฅ่ตๆ๏ผไพๅฝๅฎถ้ซ็ซฏไผไธ้ๆฉไบบๆ
โ ใๅ
ณไบไปทๆ ผ้ฎ้ข๏ผไฟ่ฏไธๆไปทๆ ผ๏ผ
ๆไปฌๆๅฎ็ไปทๆ ผๆฏ้ๅธธๅ็็๏ผ่ไธๆไปฌ็ฐๅจๅๅพๅๅญๅคงๅคๆฐ้ฝๆฏไปฃ็ๅๅๅคดๅฎขๆทไป็ป็ๆไปฅไธ่ฌ็ฐๅจๆๆฐ็ๅๅญ ๆ็ปๅฎขๆท็้ฝๆฏ็ฌฌไธๆ็ไปฃ็ไปทๆ ผ๏ผๅ ไธบๆๆณๅฆ่ฏๅฏนๅพ
ๅคงๅฎถ ไธๆณ่ทๅคงๅฎถๅจไปทๆ ผๆน้ขๆตช่ดนๆถ้ด
ๅฏนไบ่ๅฎขๆทๆ่
่ขซ่ๅฎขๆทไป็ป่ฟๆฅ็ๆๅ๏ผๆไปฌ้ฝไผ้ๅฝ็ปไธไบไผๆ ใ
้ๆฉๅฎไฝๆณจๅๅ
ฌๅธๅ็๏ผๆดๆพๅฟ๏ผๆดๅฎๅ
จ๏ผๆไปฌ็ๆฟ่ฏบ๏ผๅฏๆฅๅ
ฌๅธ้ข่ฐ๏ผๅฏ็ญพ่ฎขๅๅ๏ผไผ้ชๅๅฎขๆทไธ่ตทๅฐๆ่ฒ้จ่ฎค่ฏ็ชๅฃ้ไบค่ฎค่ฏๆๆ๏ผๅฎขๆทๅจๆ่ฒ้จๅฎๆน่ฎค่ฏๆฅ่ฏข็ฝ็ซๆฅ่ฏขๅฐ่ฎค่ฏ้่ฟ็ปๆๅไปๆฌพ๏ผไธๆๅไธๆถ่ดน๏ผ
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"๐ฉ๐ฌ๐ฎ๐ผ๐ต ๐พ๐ฐ๐ป๐ฏ ๐ป๐ฑ ๐ฐ๐บ ๐ฏ๐จ๐ณ๐ญ ๐ซ๐ถ๐ต๐ฌ"
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โญ ๐
๐๐๐ญ๐ฎ๐ซ๐๐ ๐ฉ๐ซ๐จ๐ฃ๐๐๐ญ๐ฌ:
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โข Winner [CROSS] Tour in HCM
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โข Korean President visits Samsung Electronics R&D Center
โข Vietnam Food Expo with Lotte Wellfood
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