This paper provides the first study of sustainable leadership in the higher drinks industry sector. The study examines the business practices of 'Tea Story' to determine if there is a fit between sustainable leadership and that of the case company.
Thai Healthcare Services Provider
Uncertainty and change can be seen as a managed process when the company continuously improves its services and when it decides not to invest in the latest medical equipment to avoid risks on the investment. Furthermore, it is worth continuously observing Theptarin Hospital to determine whether it is outperforming its Anglo/American complements in the long term.
Siam Cement Group
This grid provides a framework to examine the leadership practices in the company to adapt their behavior to be more sustainable. In addition, the company assisted its people and their families and also the community during the Great Flood in Bangkok.
Bathroom Design Company
In terms of social responsibility, the company enables its organization to operate in the direction of the best interests of its stakeholders by using 7 to 10 percent of its net profit for socially responsible activities. It is clear that social responsibility is considered a core value of the company that CSR practices are carried out throughout the operation at all levels. In terms of ethical behavior, the company has made a strong sense of ethics as an integral part of its culture.
We encourage employees to be good people for the good of society and to live in harmony with others. The network provides an outline for organizational leaders to explore their management practices and adapt them to be more sustainable.
Thailand’s True Corporation
In terms of organizational culture, the company has to constantly share with its employees the main qualities that are the four C's: Caring, Creative, Credible and Courageous. The company offers small meeting rooms on each floor where team members can brainstorm and share ideas. For innovation, knowledge and innovation are nurtured in every unit of the company as it invests in products and services to maintain its competitive edge and gain greater market share.
With social responsibility in mind, the company adopts a corporate social responsibility (CSR) role embedded in its four core attributes, including care, creativity, courage and credibility. In addition, the company allocates its annual budget to CSR activities even in times of financial crisis. In addition, True Corporation is also concerned with ethical relationship with the customer, as its motto is "The customer is always right".
Thailand’s Oldest University
The university has ethics embedded in elements of the core values to provide higher education to Thailand and beyond. The core value is stated in the university's statement which is "Wisdom of the Land". According to the concept "Wisdom of the Land" wisdom is not only knowledge, but also morality and ethics.
It appears that there is no strong evidence to support an actual collaborative relationship between the university's top management group and the faculty senate. Regarding environmental responsibility, there is a lack of a systematic approach to continuously protect and enhance the university's environment. The close alignment between Honeybee components and the university's practices endorses Honeybee's leadership as related to a major higher education institution in less developed economies such as Thailand.
Sa Paper Preservation House
For production, the company has begun to expand product lines that help spread the market risk. The company invests in employees as positive environment or satisfied staff improves organizational performance, such as the production of innovation products. In terms of organizational culture, the company pays villagers to grow mulberry tree in plantation to prevent the supply of natural mulberry problem.
The company has established a good stakeholder relationship with its suppliers, customers, employees and society as its future business welfare. Uncertainty and change can be seen as a management process where the company continuously develops its products and technologies. Which the company does not have. a trade union and is not listed on the stock exchange in Thailand, information about the decision-making process and self-governing teams at the operational level is not provided.
Therefore, it manifests a Thai culture that respects senior people and the fact that the CEO is the successful entrepreneur behind the company. How do you feel the profit in the quarter that does not meet your need.
Develop people
Labor relations
With competitive salaries commensurate with their role and responsibilities, staff are treated like family. This relationship has continuously improved, bringing the company more in line with the Honeybee philosophy. Tea Story tries to retain its skilled employees; therefore, it leads to the company retaining company-specific skills and knowledge that enable the company to continuously improve product and service quality and become more suitable within the dynamic business situation.
It may seem 'moderately obvious', Tea Story makes it possible to build cooperative relationships between employer and employees.
Retaining staff
Succession planning
Valuing employee
CEO and top team
Ethical behavior
It also mediates and expands ethical procurement for the mutual benefit of the company and its supplier. Ethical behavior of the Tea story can be determined as 'Most Obvious' as the company takes care of all stakeholders including employees, customers and society.
Long or short term perspective
Tea Story has been designated "Most Visible" as the company values long-term sustainability over short-term perspective.
Responsibility for environment
Social responsibility (CSR)
It clearly shows that Tea Story is defined as "Most Obvious" because the company values people and community.
Stakeholders
Vision’s role in the business
It may appear that the Tea Story is determined as 'Most Evident' because it shares a vision of the future that is an important strategic tool throughout the organization.
Decision-making
Self-management
Employees who are allowed to self-manage only to a limited extent are senior employees and managers. Lack of self-management can lead to reduced organizational performance, employee motivation, and commitment and innovation. It may seem that Tea Story is certainly defined as "Less Visible" for the element of self-management as staff are not allowed to self-manage and the whole process is under the control of the managing director.
Team orientation
Culture
Management believes that it is important to be sure that employees share the values and understand the company's vision, as in their view this leads to the company getting through dramatic challenges, intense competition or rapid changes it faces. As part of a long-term perspective, the company has tried to adapt its culture to fit its vision. Throughout its existence, Tea Story has faced several crises, but the CEO attributes its survival and success to a strong bond of loyalty that affirms the cooperation and support of employees.
Tea Story has promoted its corporate values and strategy to unify its diverse workforce in working toward this common goal. However, Tea Story's culture does not encourage staff to be open-minded and think outside the box as decision-making is largely manager-centric. Generally, Tea Story has monthly meetings between employees in each branch which leads to building networks of knowledge and professionalism for the benefit of the business.
Knowledge sharing and retention
Employee management should be consistently focused on human resource practices such as recessionary recruiting and employee retention. These can indirectly influence financial performance through increased efficiency and sustain the organization by sharing knowledge and experience. However, some knowledge is kept with some key people, such as senior employees or managers.
Tea Story is designated as "medium evident" for knowledge sharing and retention because the company spreads knowledge throughout the organization.
Trust
Innovation
Tea Story does not encourage employee engagement as the company offers financial rewards that are sufficient as motivators where a lack of emotional commitment is expected. Innovation at Tea Story comes only from the CEO, not employee involvement, with an emphasis on manager-centric decision-making. It may seem that innovation in Tea Story is defined as "least obvious" because innovation is limited and selective.
Staff engagement
Quality
For example, it chooses to use filtrate water instead of tap water and also uses only the highest quality ingredients in production to serve customers.
Recommendations
- Developing people
- Labor relations
- Retaining Staff
- Succession planning
- Valuing staff
- CEO and top team
- Ethical behavior
- Long or short term perspective
- Responsibility for environment
- Social responsibility (CSR)
- Stakeholders
- Vision’s role in the business
- Decision-making
- Self-managing
- Team orientation
- Culture
- Knowledge sharing and retention
- Trust
- Innovation
- Staff engagement
- Quality
Obviously, CEO and top team at Tea Story can be seen totally different from Honey 23 elements. It is clear that the long-term perspective of Tea Story is similar to 23 Honeybee elements and all practices are determined to be the clearest for long-term perspective. All practices are identified as the most obvious for social responsibility, including Social Res Tee Story also relates to 23 Honeybee elements as the firm values people and the community.
In contrast, Tea Story's belief is completely different from the 23 components Honeybee classifies as less obvious. While all practices such as Thailand's oldest university, conglomerate, and True Corporation undoubtedly function as the most visible for innovation, Tea Story is determined to be the least visible which is definitely different from Honeybee's 23 criteria. However, Tea Story staff engagement is defined as the least visible which is absolutely different from the 23 Honeybee components.
Conclusions
Tea Story does not value emotionally committed staff and the resulting commitment is embedded in the culture, but financial rewards are sufficient as motivators, no emotional commitment is expected. To achieve the clearest for staff engagement, Tea Story should strive to emotionally involve their staff in the workplace, which increases an intention of employees to stay with the company and motivates them to perform to the best of their ability . In addition, Tea Story also gives priority to the quality of products and services similar to 23 Honeybee components.
Quality development in companies offers several benefits including increased customer satisfaction as well as financial returns from increasing and maintaining high quality in products and services. Of course, a succession plan is concerned as an important issue in the organization, although Tea Story is just starting to implement it. The slight overlap between Honeybee's elements and Tea Story's practices should be considered and taken into account by Honeybee's leadership compared to a beverage industry in less developed economies such as Thailand.
