5.1.1 Developing people
Developing people of Tea Story is totally different from 23 Honeybee elements. On the other hand, True Corporation is only determined as moderately evident that is different from Tea Story. Therefore, Tea Story the company should invest heavily in training and developing staffs continuously. Not only technical skills are improved but also employees’ interpersonal and management skills. Training is not just for selective employees but should spread throughout the organization. Most employers misunderstand that training investment will drive up wages. However, the truth is that training and people development pay off in cost savings, increased productivity and share price increases.
To achieve ‘Most evident’, Tea Story ought to focus more on continuous staff development. The training program should be planned and updated in order to ensure that staffs improve the social or technical proficiencies that needs to follow changing business goals.
5.1.2 Labor relations
Labor relations practice of Tea Story is relatively different from the Honeybee Leadership philosophy as it is identified as ‘Moderately evident’ in the resulting table presented in Find Chapter. It can be seem that Thailand’s oldest University performs least evident for labor relations; however, the conglomerate is classified as most evident. Thus, Tea Story needs to build more cooperative relations between employer and employees. Staffs in Tea Story should be able to participate at different levels in decisions since employee participation leads to enhanced job satisfaction and productivity and improved financial performance.
5.1.3 Retaining Staff
Retaining staff in Tea Staff is the same as Thailand oldest’s university, the conglomerate, Bathroom Design as well as Thailand service since all of them intend to strongly value long tenure at all levels. They try to retain their people even in difficult times
Staff retention of Tea Story is similar to Honey elements because the company attempts to retain well-trained and loyal employee to the company that allows knowledge to be retained, also foster trust and supports quality, staff engagement and innovation. Generally, retaining employee also helps to develop financial performance, brand and customer satisfaction.
5.1.4 Succession planning
Succession planning at True Corporation is determined as moderately evident. Although promotion within the company is given priority, sometimes it had to hire some external experts. With the most evident in succession planning of Tea Story, True Corporation should focus more on planning for futures especially employee promotion within the firm. It can be seem that Tea Story and the conglomerate since they value their employees as critical asset and both of them tend to promote their people internally rather than appoint outsiders to be top positions.
Succession planning of Tea Story is identified to 23 Honeybee elements because the company has future plan for its business and concern on internal promotion that enables helping retain staff at all level in the organization.
5.1.5 Valuing staff
Valuing staff at Tea Story is absolutely different from Honey 23 criteria because the company tends to treat its people as interchangeable and a cost. On the other side, the conglomerate values its staff that is classified as the most evident as the firm concern about employees’ welfare. Hence, it means that Tea Story should emphasize more on the value that its staffs bring to the organization.
To reach ‘most evident, Tea Story has to provide considerable attention to its people through providing security of employment, sharing information, employee participation and empowerment as well as self-managing teamwork. Valuing employees can create positive work environments and a satisfied workforce that lead to enhance customer satisfaction and also develop financial performance.
5.1.6 CEO and top team
Obviously, it can be seen that CEO and top team at Tea Story is totally different from Honey 23 elements. Most companies are determined as least evident including the conglomerate and True Corporation. However, there is only Bathroom Design performs CEO and top team as moderately evident that is different from Tea Story. Therefore, CEO at Tea Story should work as a top team member or speaker.
To develop the organization to be most evident in CEO and top team, Tea Story should share responsibilities between top managements and staffs and focus more on team-based decision by ensuring business’ strategy, decision-making, corporate culture and management style. The sharing of responsibilities and opinion is significant since the quality of decisions incline to develop when numerous people contribute.
5.1.7 Ethical behavior
Ethical behavior of Tea Story is related to Honeybee 23 components as the firm concerns “doing-the-right-thing” as an explicit core value. Tea Story encourages positive organizational behavior not just avoid bad behavior. Performing ethically helps to protect its reputation and also financially. Developing ethical behavior tend to increase higher market value than unethical behavior.
5.1.8 Long or short term perspective
Obviously, long term perspective of Tea Story is similar to 23 Honeybee elements and all practices is determined as most evident for long term perspective. Tea Story values the long term since it concerns stakeholder relationship, planning and financial performance.
5.1.9 Responsibility for environment
Thailand’s oldest university classified as least evident for environmental responsibility since it lacks of systematic approach to continuously protect and develop the environment at the university. On the contrary, Tea Story has systemic approach to protect environment that is similar to Honeybee 23 criteria as the firm considers environmental responsibility is core value. Tea Story is committed to protect environment as it works to strict environmental standards and it anticipate its stakeholders to do the same. Concerning for environment can help to lower production
costs, improve the company’s brand and reputation, attract customers and reflect efficient management practices.
5.1.10 Social responsibility (CSR)
All practices is identified as the most evident for Social Responsibility including Social res Tea Story is also related to 23 Honeybee elements since the firm value people and the community. CSR can create a range of competitive advantages for the company such as an excellent business reputation and attracting and motivating talented staffs.
5.1.11 Stakeholders
While stakeholders at all practices is classified as most evident, Tea Story is only determined as moderately evident since the company views the interests of everyone matters but lack of self-management and doesn’t provide authority to employees to make their own decisions.
To accomplish most evident in stakeholders, Tea Story should pay more attention to the interests of a wide range of individuals and group inside and outside the company that enables to build alliance with other companies and strengthen relationship with customer and long-term experienced staffs.
5.1.12 Vision’s role in the business
It can be seen that all practices are most evident for vision’s role in the business. Moreover, Tea Story is relatively similar to Honeybee 23 elements that identified as most evident because Tea Story have strong, clear and widely shared visions that guides staff behaviors. Customers and employee satisfaction are developed when the employees’ vision aligns with the company’s vision.
5.1.13 Decision-making
While decision making of True Corporation, the conglomerate and Thailand’s oldest university is identified as moderately evident, Tea Story is certainly different from Honey 23 elements since the company is primarily manager-centered.
To be most evident in decision-making, Tea Story should disperse more throughout the company, not concentrate at the top, so staffs at the lowest level of the organization can get involved in decision-making at the highest level of the company.
Tea Story should offers employees to make decisions and empower them with goals and the right information, training and resources that makes good things happen. The
consensual decision-making can develop productivity and make people more productive.
5.1.14 Self-managing
Obviously, Sa paper preservation house, Bathroom Design and SCG performs as the most evident in self-managing. On the other hand, Tea Story is determined as least evident that is absolutely different from Honeybee 23 elements since the company does not allow staffs to be self-management and all organizational process is managed by the manager.
To achieve most evident in self-managing, Tea Story ought to allow its employees can control their own behavior, initiate and self-lead. Self-management or autonomy is enables applying to a team. When the team becomes more self-managing, team members will engage more in management activities such as quality and control system, creating performance reports, coordinating the team’s performance and operating continuous improvement programs. Therefore, self-management helps to develop numerous organizational effects including higher organizational performance and also employees’ commitment to the organization.
5.1.15 Team orientation
It can be seem that team orientation of all practices apparently are defined as moderately evident but Tea Story is totally different from 23 Honeybee criteria that is identified as least evident for team orientation. Obviously, employees at Tea Story are limited and manager-centered. The company lacks of team empowerment.
To get most evident in team orientation, the company should concern more teamwork and collaboration. Team member should be more extensive and empowered. Teamwork helps to enhance organizational performance and higher financial performance including higher productivity, job satisfaction and team commitment.
5.1.16 Culture
While culture of Sa paper preservation is classified as moderately evident, Tea Story performs as most evident that is similar to 23 Honeybee components because the firm fosters an enabling, widely shared culture. It shares feelings, beliefs and values toward its stakeholders. Furthermore, it has a clear position what it stands
for and where it is going. Generating culture in the organization can enhance staff satisfaction and commitment, organizational performance and financial performance.
5.1.17 Knowledge sharing and retention
Thailand’s oldest university, the conglomerate and True Corporation contribute to most evident in knowledge sharing and retention. On the contrary, Tea Story only performs as moderately evident that is quite different from 23 Honeybee elements as it spreads knowledge and values throughout the organization but still limit critical knowledge to a few gatekeepers.
In order to develop Tea Story to be most evident, the company needs to should spread more its knowledge throughout the firm not specific only the top management. Capturing and stimulating knowledge exchanges is significant in the organization since sharing knowledge provide several benefits including retaining and valuing its staffs, continual staff development and enhancing organizational performance.
5.1.18 Trust
All practices including Thailand’s oldest university, the conglomerate and True Corporation is identified as the most evident for trust in the organization. In the contrast, trust of Tea Story is totally different from 23 Honeybee components that is classified as least evident. Tea Story controls and monitors compensate for low trust in stakeholders.
To achieve most evident in trust, the firm needs to trust more on its employees, suppliers, investors and other stakeholders since building trust can create loyalty from stakeholders that benefits the organization. Certainly, the results of trusts make the organizational performance to be more positive than lack of trust and reliance on control.
5.1.19 Innovation
While all practices such as Thailand’s oldest university, the conglomerate and True Corporation obviously perform as most evident for innovation, Tea Story is determined as least evident that is definitely different from 23 Honeybee criteria.
Innovation at Tea Story is limited and selective that buys in expertise.
To achieve most evident, the firm should be generate more strong, systemic, strategic innovation evident at all levels. New ideas should be originated at
all levels from staffs, customers, suppliers and various other stakeholders. Investing in and supporting the capability to innovate in new products, services and process is a significant competency for driving business success and enhancing customer satisfaction.
5.1.20 Staff engagement
It can be seem that staff engagement of all practices including Thailand’s oldest university, the conglomerate and True Corporation is classified as most evident.
However, staff engagement of Tea Story is determined as least evident that is absolutely different from 23 Honeybee components. Tea Story does not values emotionally committed staff and the resulting commitment is embedded in the culture but financial rewards suffice as motivators, no emotional commitment expected.
To achieve most evident for staff engagement, Tea Story ought to strive to engage their staff emotionally with the workplace that increases an intention of employees to stay with the company and motivate them to perform the best as they can. Staff engagement affects organizational performance including enhanced team performance, trust, self-managing employee behavior, customer satisfaction and financial performance.
5.1.21 Quality
Quality of all practices such as Thailand’s oldest university, the conglomerate and True Corporation is identified as most evident. Moreover, Tea Story also provides priority to the quality of products and services that is similar to 23 Honeybee components. In term of quality, it is embedded in the culture of the organization. Developing quality in the company provide several benefits including increased customer satisfaction as well as financial returns from enhancing and maintaining high quality in products and services.