This thematic paper aims to test the correlation between Honeybee leadership practices and the better corporate sustainability performance outcomes in "music school industry" in Thailand. The study examines business practices in the music school industry in Thailand to determine relationships between Sustainable Leadership Practices and those of the case company. 1999 (revised B.E. 2002) and the Compulsory Education Act B.E.2002 is the type of music school included in special occupational group.
The growth of the music school business comes from the need to develop skills in music as it is an advantage; means greater opportunity to have a career and great income. Moreover, music education in Thailand goes further in the form of music faculty or music institution. Although each music school is unique, the main goal is the same: to develop musical skills in its clients.
Due to the increasing number of music schools in Thailand comes high competition in the industry. To determine the fit, the literature on sustainable leadership in Thailand is reviewed in Chapter 2.
LITERATURE REVIEW
According to Figure 2.1, the sustainable management pyramid showed how the 23 listed elements are socialized at three levels, leading to five performance outcomes. Since the mission, the company also invests heavily in many aspects for long-term profits. The conclusion of True Corporation with 23 elements of Honeybee management is that the company does not create short-term profit, but creates a long-term perspective for all stakeholders.
The finding is that the company focuses on long-term profit rather than maximizing short-term profit. Moreover, the company challenges their investors to take a long-term perspective by paying stable dividends while maintaining its share price. The company invests in long-term culture and management development, product and service quality, society, the environment, and uncertainty and change management.
The company also has a broad focus on valuing employees, stakeholders and continued strong culture, social and ethical behavior in the organisation. It is very useful for Thai business to apply these principles to guide the business's long-term sustainability.
RESEARCH METHODOLOGY
Methodology
The questionnaire was translated from English version to Thai version, mainly for Thai music school. 1The SLQ instrument is not for use or publication without the prior written permission of Honorary Professor Harald Bergsteiner at the Institute for Sustainable Leadership in Australia, and has acknowledged its source. Culture is weak except for a focus on short-term results that may or may not be shared.
Financial rewards are sufficient as motivators, emotional commitment is not expected. 23 Quality is embedded in the culture It is a matter of control. In order to obtain more possible performance results, the network is expanded to 23 practices and named as "honeybee management". The Honeybee Leadership Framework explores the music school industry's leading approach to sustainable leadership.
There are 23 practices with 3 levels: basic practices, higher level practices and key performance driver. All of them can be sustainable leadership by achieving 5 performance results composed of the brand.
Hypothesis
Different classes and types of music schools such as music institute, music academy and SMEs music school are provided to meet customer needs these days. This hypothesis will be tested by 50 music schools to check the correlation with Honeybee leadership practices whether the music school industry has sustained in the long term.
Music schools are becoming more popular and also the number of music schools in Thailand is increasing every year (but in 2010). The Statistical Package for the Social Sciences (SPSS) will be used to analyze the data in this thematic paper. In conclusion, this chapter presented the research question, research framework, research method, data collection and analysis.
After collecting data by following the processes above, all collected data from this chapter will be shown and discussed in the next chapter.
FINDINGS DISCUSSION
Descriptive Statistics
According to Figure 4.3, the average number of full-time employees, there are about “26” people among the 50 samples. Based on collecting raw data, most music schools hire skilled people for part-time and less full-time employees.
Sizes of Music Schools
Correlation Statistics
The result of the correlation analysis indicates three significant relationships between organizational change and brand reputation, long-term shareholder value and long-term stakeholder value. The result of the correlation analysis indicates two significant relationships between stakeholders with brand reputations and long-term stakeholder value.
DISCUSSION AND CONCLUSION
- Discussion
- Findings 10 Significant Results;
- Responsibility Environment: Employees need to aware of environment in workplace. They all should be informed by employers about
- Stakeholder Consideration: Leaders must see the importance of all stakeholders. Creation of good relationships with stakeholders helps build brand
- Findings 13 Non-Significant Results
- Labor Relations: This element is not significant because Music School business is not listed in labor union
- Employee Retention: Music school is SME and hires few employees, to layoff employee does not affect in the short term of financial
- Financial Markets: Music schools are not listed in SET index so sources of fund are not from shareholders, which means stakeholders take financial
- Social Responsibility: Music School industry is the small organization, they do not concern too much to engage in community activities during work time
- Vision: The organization necessary to set up the future of business but in case of Music School set up the future is the one thing to do but in the current time
- Decision Making: People in music school are the people who are skillful. They always make decision of work by themselves such as change the style to
- Conclusion
- Recommendations
Many music schools create a school event to show the performance of music through responsible environment. To illustrate, the donation concert of music school to help underserved or free classes for children's foundation. Music school provides music skills to customers, people who are employees that are needed to keep their job and do the best, because they need to develop his skill all the time to maintain the standard of themselves and the school.
They are also proud to tell others they work for music school and they are people who create aesthetics and teach others. In addition, most music schools are SMEs and have a small budget for training and program development. Labor relations: This element is not significant because Music School's business is not unionized.
Employee retention: The music school is an SME and hires few employees. Dismissing employees has no financial consequences in the short term. Succession Planning: Music school is not a large company and there is no need to promote people to every position they hold if they do not have staff they can recruit from outside. CEO and top team: Music school is a small company, the owner has to make a decision to solve the problem, because it is an SME company and the company does not face the big problem of asking everyone in the company to share their ideas about the share problem.
Short-term perspective: Music trend has a massive influence on the growth of music school industry, so the CEO worries more about short-term influence on the growth of music school industry, so the CEO worries more about short-term plan. Moreover, music school has high expenditure on equipment to start the business and maintenance cost after that, therefore advertising and promotions are very important to have more students for faster break-even and earn profit. Social Responsibility: Music school industry is the small organization, they are not too concerned to engage in community activities during working time, they are not too concerned to engage in community activities during working time, because the less amount of employees cannot do much more socially do not responsibilities.
Vision: The organization needed to build the future of business, but in the case of Music School the future is the one thing to do, but in the present time in the case of Music School the future is the one thing to do doing the present time to provide service offer to customers is necessary and can bring the future for the business. To create sustainable organization in the music school industry with Honeybee leadership, the organization must develop human resources to achieve higher performance of performance outcome. In further research, the author should conduct interviews with music school students to understand staff performance from a customer point of view and be able to develop customer satisfaction.
APPENDICES
