They were all very helpful in giving me knowledge and nicely recommending the topic of sustainable management. Evidence of compliance with 14 of Avery's 19 elements of sustainable management was found, but to varying degrees. Since 1980, the trend of sustainable management has been increasing and companies are trying to achieve their goal effectively.
The study examines business practices of Internet Thailand Public Company Limited to determine if there is a match between Sustainable Leadership Practices and those of the case company. To determine the fit, the literature on Sustainable Leadership in Thailand is reviewed in Chapter 2. Nowadays, people tend to focus more on sustainable leadership which deals more with long-term sustainability of any organization in terms of stakeholders such as employees, customers, suppliers, shareholders and communities.
Research showed, in Europe, Asia and Western countries, that Rhineland, sustainable leadership, is seen as an alternative replacement philosophy to improve corporate sustainability (Albert, 1992), to worry about long-term. For the next chapter, I will discuss about the sustainable leadership research framework and the framework from the findings.
Valuing staff – The firm must concern on employees’
Long or short term perspective – This element focus on long-term and short-term factors which including investment, profit and dividend
Higher-level practices
Culture – Employee are be able to share company’s innovation, quality and social response widely and also provide the firm’s core value
Knowledge sharing and retention – Everyone share knowledge to everyone in organization. Knowledge shares all level in company not
Trust – Employees in organization trust each other or willing to work for each other. If employees trust each others are calling as Honeybee
Key performance drivers
CASE STUDIES ON HONEYBEE LEADERSHIP IN THAILAND
The company preferred to promote their staff at top management level rather than hiring from outsiders. The company was founded in 1990, their business is in telecommunication field with many competitors in Thailand. The company has achieved 14 sustainable leadership elements in Honeybee philosophy, such as ethical behavior, financial market orientation and vision's role in business, culture, trust, innovation and staff engagement.
The company believed that they should invest in training people and promote them to the top management level instead of finding outsiders to get the top level which makes employees stay with the company. The company's policy is to offer training courses to underperforming staff instead of firing them. As True Corporation's experience shows, Honeybee's practices have helped the company increase its brand integrity and reputation, as well as customer satisfaction (Sooksan, 2013).
The company diversified into other global companies around the world with more than 500 employees. The company mainly focused on improving R&D department to innovate new design of bathroom sanitary ware for global launch. Since the company was founded by Thai people, their policy was to promote Thai employees working at the company to top management level instead of appointing someone from outside.
They spent 7 out of 10 of the company's net profits on social activities, such as helping build schools in urban areas or installing bathroom fittings in temples. The company diversified into five business units: cement, construction products, distribution, paper and petrochemicals. The company believed that employees in the organization are the most important asset to improve and invest in training.
The company shared their knowledge with other hospital companies and with customers and their families (Sooksan, 2013).
METHODOLOGY
Open-end questions
Do boards of directors in your company put pressure on employees in the organization to make a profit for the company. 10. Do boards of directors prefer to generate revenue for the company or focus on the company's image? Do you have a suggestion for employees at both operational and management levels in this company?
The sample is suitable, as the interviewees consist of 4 company employees (general manager, HR manager, vice president and account manager) and one customer who has been using our products for a long time. I believed that the information I got would be useful to improve and raise the company for better business in the future. Following previous studies (Kantabutra and Suriyankietkaew, 2013; .. Kantabutra and Avery, 2011; Kantabutra, 2011), bee management is adopted as a framework for data collection and analysis, which is tabulated in Chapter V.
This phase consists of 14 fundamental practices, such as developing people, long-term staff retention, valuing people, long-term perspectives, social responsibility and stakeholder approach. Second, higher level practices. This phase developed after the company had put all the practices in the foundation. This phase must be consistent with the first phase. For example, to build trust among employees in the organization, they need to develop long-term staff and value people in the company.
At the top of the pyramid is the performance result after the company has adjusted all the elements in the company. This philosophy is not only adapted from bottom-up flow, but employees in the company must influence each other to use top-down. This sustainable leadership pyramid must collaborate with all employees in the company to change not only the operational level or the management level.
FINDINGS
- Developing people
- Labor relations
- Retaining staff
- Succession planning
- CEO and top team
- Ethical behavior
- Long or short-term perspective
- Organizational change
- Financial markets orientation
- Responsibility for environment This element is not relevant
- Social responsibility (CSR)
- Stakeholders
- Vision’s role in the business
- Decision making
- Self-management
- Team orientation
- Culture
- Knowledge sharing and retention
- Trust
- Innovation
- Staff engagement
- Quality
For example, the course will arrange when the company launches new products or new software on the market. According to the business of the company, the Software Company must continue to develop their products and software to compete with the competitors, so that the employee of the company must improve at the same time. The company had set a training budget of 10% of the company's profits to improve employees' skills in products.
The company had established a policy for the sales department to achieve the target within a limited period. At the top management meeting, the MD and AMD always decide the direction of the company and the strategy to compete with the competitors. In addition, the company had set out to have ethical transactions and processes for their customers.
Our company has confidence in INET because of the reputation itself and the reliable process in the company. The company's policy is to raise money on a recurring basis, which means that the sales team provides rental service to customers. The company provides ICT solutions that are an intangible product and have no direct effect on the community or social facilities in the area.
Everyone in the company is affected or affected by the actions of the company as a whole. The future or direction of the company is a concern among employees, but only some groups of people follow that direction. Avery and Bergsteiner Sustainable Leadership also encompasses innovation, quality and corporate social responsibility.
The first time I started working in this company, my manager taught me everything to handle, the contact person in the company or even how to behave in this company. The firm emphasizes the development and support of the R&D and Engineering team to make the company more successful. The company has designed to build a new data center which costs more than 300 million baht, but it only took 1 year to complete it.
RECOMMENDATION
Finally, it is obvious that the company should develop the most because everyone in this company is poorly noticed and needs to improve. There are staff retention, succession planning, the CEO and top team, the role of vision in the business, culture, trust and staff engagement. INET has little practice in promoting company staff to a higher level in a succession plan.
Promotion of employees within the company could increase satisfaction among employees and increase their motivation at work as an external reward that could create commitment to the company. A company should first select people within the organization before it starts poaching people from outside. Staff recruitment and staff retention should be one of the goals of INET's culture because this company has a high turnover rate and most employees work in a team.
Nevertheless, MD could share the culture of the company in the company meeting to influence people in the company to always be active. Last but not least, the above recommendation could not be a success without the effective CEO and top management team. They should then be able to help staff learn from their mistake and improve on it.
Then you should develop the company's policy and goal and drive it to encourage all employees to follow it and make it successful. The research showed that communication between people in the organization is very low and employees do not know much about the future direction of the company. Top-level management should communicate more detailed information about the company's future to the operational level, such as holding a company meeting once a month and communicating the company's direction.
Therefore, company direction and performance could not be achieved without an effective and high-performing CEO and top management.
DISCUSSION
- Long-term perspective
- Staff development
- Organizational culture
- Innovation
- Social responsibility
- Ethical behavior
INET had a training course for the development of employees in the company, but the employees did not attract much attention to attend the courses. In my opinion, INET could be taken over by a conglomerate and the Sa Paper case studies would adapt to changes in the company. INET should set a training program for everyone in the company to develop their skills and attitude.
The company in case study that seems to be good in organizational culture is Siam Cement Group (SCG). In SCG's history, never lay off their employees, even in the hard time or business crisis. INET's organizational culture was less strong than SCG's because of high turnover rate and high number of dismissed employees in the company.
The company creates new innovations to give a competitive edge such as I-Spa, I-Touch, I-Aroma, I-Wave, I-Zecure and I-Silence. INET trained and developed employees in the R&D division to create new innovations for the company. Not only social concern, the company also creates value for stakeholders such as suppliers or customers.
The suit said that many times the company paid suppliers more money than they asked for or whenever customers' cash flow was in short supply, the company allowed them to pay later. The company realizes not only for social response but also their stakeholders for long-term relationships and not just to maximize profits. As INET's core service is to provide data centers for customers to rent the company-produced effective and green data center that does not affect the environment in that area.
The company believes that a good corporate camera can lead to greater success and fair dealing with customers and competitors will benefit in the long run.
CONCLUSION
