It was concerned not only with shareholders (Anglo/US) but also with stakeholders (eg employees, customers, pressure groups, communities) in the long-term sustainability of the organization. One of the main reasons is that there is more emphasis on developing and retaining staff for long-term periods. They see their staff as the heart and soul of the organization and strive to retain staff for the long term, no matter how tough economic times are.
They see their staff as the heart of the business and try to retain staff in the long term, despite tough economic times.
Honeybee 23 Framework
14 The role of the vision in the company: shared future A shared vision of the future is an essential strategic instrument.
Developing People: developing and training everyone continuously
Labor relations: Striving for amicable labor relations
Retaining staff: Value long tenure at all levels, instead of laying them off
Succession Planning: Promote from within wherever possible
Valuing Staff: is concerned about employee welfare
CEO and Key Team: Key Team Speaker: The CEO works as a team member or key speaker.
CEO and Top team: Top team speaker: CEO works as top team member or speaker
Ethical Behavior: an explicit value: “Doing the right thing” as explicit core value
Organizational Change: Change is an evolving and considered process
Financial markets orientation: Seek maximum independence from others Honeybee enterprises value their independence from the capital markets
Responsibility for environment: Protects the environment
Social Responsibility (CSR): Value people and the community
Stakeholders: broad focus: everyone matters
Vision‟s role in the business: Shared view of future is essential strategic tool Vision provides a clear direction or higher-order purpose for a company‟s
Decision making: is consensual and devolved
Self-management: Staffs are mostly self-managing
Team orientation: self-governing: Team are extensive and empowered
Culture: Fosters an enabling, widely shared culture
Knowledge sharing and retention: Strong: Spread throughout the organization
Trust: High trust through relationships and goodwill
Innovation: Systematic, strategic innovation at all levels
Staff engagement: Values emotionally committed staff and the resulting commitment
Quality: is embedded in the culture
First, it takes a long-term perspective leading to better management and opportunities to make the hospital less vulnerable by avoiding listing on the SET, leading to short-term profits. It develops long-term strategies and invests in sustainable development for future growth and competitiveness, such as innovation and R&D, etc. It flows from customers and society to the company usually because of its socially responsible and ethical behavior.
It fits the 19Rhineland criteria maintains this perspective, which commits to being adaptive and innovative. Moreover, for the long-term perspectives, it evolved from being only an importer to being a manufacturer of accessories and products under its own brand, as well as diversifying its brand internationally. It provides salary and plenty of opportunities to grow professionally and comprehensively in the long-term perspective.
It aligns with 21Honeybee leadership and shows that the university takes a long-term perspective, continuously develops its own staff, strong staff retention, staff engagement and values staff, shared organizational cultures and values, high staff retention rates, ethical behavior that focuses on multiple stakeholders. Corporate Social Responsibility. He is responsible for his customers and stakeholders; employees as their future and long-term company by maintaining a positive attitude. Interestingly, customers sometimes come up with their own design for the product that the company produces.
According to the case example, this shows that the company is honest with the customer and stakeholders as a broad focus of stakeholders. Remarkably, each finding shows the same results most evident in the sharing of cultures' values and visions, organizational culture, long-term perspective, people priority, innovation, staff development and engagement, social responsibility, environmental concerns, and behavior ethical meaning that all findings care significantly for stakeholders, the environment and society leading to corporate sustainability.
RESEARCH METHODOLOGY
Methodology Chapter structure
The research question is "What can the manager of Rapee Design do to create a company that is more sustainable both internally and externally?". How do you promote your employee. 5. Valuing Staff HR How do you value your employees. 7.Ethical behavior CEO, HR Do your employees adhere to ethical behavior. 8. Long- or short-term perspectives.
What is your social responsibility. 13. Stakeholder focus CEO how important you are to your people. 14. The role of Vision in the company. A probing technique is an open-ended follow-up question designed to elicit more detail, prepare the interviewee to justify the causes, elicit a thoughtful and ambiguous response, to gain understanding and elicit clarification to ensure we have the full story and that you clearly understand the statement. It is absolutely obvious that he can extract information from people who are trying to avoid telling the interviewer.
The probing questions are classified into clarification, relevance, purpose, completeness and accuracy, repetition, example, extension, evaluation and emotional. Reflective note-taking is also used to record observed data because it helps the interviewer explore learning experiences and integrate feelings and reactions to those learning experiences into writing. Clearly, a reflective note is meaningful to both the writer and the readers.
The sample is convenient as the interviewees are one managing director, one manager, two employees, one customer and one housekeeper who are willing to participate in the study. Following the previous studies of Rhineland practices in a Thai small business, Honeybee management is adopted as the framework to collect and analyze data.
STRATEGY IMPLEMENTATION
- The findings of Rapee Design in explanation
- Labor relations
- Retaining staff
- Valuing Staff
- CEO and Top team
- Ethical Behavior
- Long-or-short-term perspective
- Organizational Change
- Financial markets orientation: Seek maximum independence from others -Unlisted Company
- Responsibility for environment
- Social Responsibility (CSR)
- Stakeholders: broad focus
- Vision‟s role in the business
- Decision making
- Team orientation
- Culture
- Knowledge sharing and retention
- Trust
- Staff engagement
- Quality
There is no policy to fire the employees regardless of whether they corrupt the company. It shows "most clearly" that Rapee Design keeps the impressive and suitable person, which depends on how long the employees do a good job for the company. Apparently, Rapee Design got "Most Evident" for valuing staff because its core value prioritizes its people in the company.
To be the leader needed to carefully plan and manage to make the company and people succeed” (Parinya Kruttin, CEO). In addition, it makes the system of the company always dynamic to meet and overcome the changes. Most clearly', Rapee Design prepares to meet changes, while developing and supporting the people, as well as the company's system as the core value of 'A' adaptability to change.
So in every 3 months there is quarterly meeting in the company to summarize the work performance of the last quarter how much percent we made. Moderately clear', Rapee Design shared vision throughout the company to enable staff to realize and use. Consensual decision-making is quite difficult to see in the company because of the leadership position of unilaterally taking decisions.
Due to the working conditions as a family, the staff involvement or loyalty staff is quite high in the company. Most clearly', Rapee Design gives meaning to staff involvement by supporting them as their families to make them feel emotionally warmth, love, loyal to the company. Rapee Design definitely cares about the quality of products and services because it knows that the quality of the products and services ultimately has an impact on the company.
There is a project that enables everyone in the company to improve work processes, especially in the area of service quality.
RECOMMENDATION AND CONCLUSION
Recommendations
Employee retention by Rapee Design is similar to Honeybee 23 because it retains and maintains good skilled, well-educated, loyal and long-term employees in the company. Apparently, Bathroom Design is only moderately clear by the CEO top team, which is different from Rapee Design. This means that Rapee Design must give the staff the opportunity to be part of the company when they have to make decisions.
Rapee Design should make their CEO only part of the members (spokesperson) of the company. The ethics of Rapee Design is very similar to Honeybee 23 and we can see that it is similar to every practice, except for the preservation of Sa paper, which got itself. We can see that all practices are most evident in a long-term perspective, including Rapee Design, which is similar to Honeybee 23, which shows that a sustainable company values long-term relationships with multiple stakeholders, alliance partners, and collaboration with other companies.
Rapee Design is similar to any practice; such as Honeybee 23 because they considered changes as opportunities. It can be seen that all the practices provide the most obvious include Rapee Design and which work in the same way as Honeybee 23 because their businesses contribute positively to local communities and societies that are able to make their businesses sustainable. This means that Rapee Design has an employer and employees, and has no self-management in the staff.
In contrast, Rapee Design definitely shares and retains specific knowledge in the company similar to Honeybee 23 because they both want their people to share knowledge and have communication with other workers. It can be seen that all practices are the most obvious, including Rapee Design that looks like Honeybee 23 because it always gives staff motivation to increase staff satisfaction and incentive to stay with the company.
Conclusion
Undoubtedly, all practices prioritize the quality of products and services, including Rapee Design which is similar to Honeybee 23, because they all considered the quality of products and services as the most important tool for business and corporate success, whose basis for quality comes from the organization. 's culture. The deviant elements are the CEO's top team leader, decision making and self-management where Rapee Design still uses the commander, the CEO is still the hero and decision maker of the company, which may have been cultural for a long time given the high power distance created by Thai society is appreciated . The staff is therefore unable to control themselves and must let the CEO take charge.
Furthermore, they prepare the company in the succession planning and they also promote the insiders over outsiders because they believe that the outsiders are capable of creating risks. It shared vision with existing employees and new recruits because it wanted its people to understand the same direction of the company and run the business. Moreover, Rapee Design prepares for the unforeseen changes and adapts to the better business performance.
Knowledge sharing and retention is spread throughout the company for the next generation to carry on. To innovate, a company uses innovative ideas to catch up with competitors and outpace other competitors. It is undoubtedly clear that Rapee Design has a strong multi-stakeholder focus, believing that when multiple interests and expectations are reflected, a company can achieve positive effects; such as alliance with other companies, strengthen customer relationships and long-term experienced staff, who can bring customer satisfaction in product and service quality through all these aspects.
Interestingly, the close correspondence between the elements of Honeybee and Rapee Design means that the results of this study may suggest that companies that want to maintain their organizational success can usefully adopt Avery and Bergsteiner's 23 elements of the sustainable management network to guide their work progress. . In addition, this framework can encourage CEOs and senior managers to systematically review and verify the accuracy of their management actions, and is a guideline on where they and their companies can be sustainable.
2002) „Beyond the business case for corporate sustainability‟, Business Strategy and Environment, Vol.11, No.2, pg. 2013) „Sustainable leadership;.
