Tài liệu Development of corporate culture at thaco group

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH --------------------- ĐỖ THỊ LAN ANH DEVELOPMENT OF CORPORATE CULTURE AT THACO GROUP PHÁT TRIỂN VĂN HÓA DOANH NGHIỆP TẠI THACO GROUP LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2020 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH --------------------- ĐỖ THỊ LAN ANH DEVELOPMENT OF CORPORATE CULTURE AT THACO GROUP PHÁT TRIỂN VĂN HÓA DOANH NGHIỆP TẠI THACO GROUP Chuyên ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: PGS. TS. NGUYỄN NGỌC THẮNG HÀ NỘI - 2020 DECLARATION The author confirms that the research outcome in the thesis is the result of author’s independent work during study and research period and it is not yet published in other’s research and article. The other’s research result and documentation (extraction, table, figure, formula, and other document) used in the thesis are cited properly and the permission (if required) is given. The author is responsible in front of the Thesis Assessment Committee, Hanoi School of Business and Management, and the laws for above-mentioned declaration. Date………………………….. i TABLE OF CONTENTS DECLARATION .........................................................................................................i LIST OF TABLES ......................................................................................................v LIST OF CHARTS AND FIGURES .........................................................................vi BACKGROUND .........................................................................................................1 CHAPTER 1: THEORETICAL FRAMEWORK ON CORPORATE CULTURE DEVELOPMENT .......................................................................................................5 1.1. Overview about the study on corporate culture development .............................5 1.1.1. Situation of foreign study .............................................................................5 1.1.2. Situation of domestic study...........................................................................8 1.2. General concept on corporate culture ..................................................................9 1.2.1. General concept on culture and business culture ..........................................9 1.2.2. Concept on corporate culture ......................................................................10 1.2.3. Identity of corporate culture .......................................................................11 1.2.4. Brandname ..................................................................................................12 1.3. Necessity to design and develop corporate culture ............................................13 1.3.1. For enterprise: ............................................................................................. 13 1.3.2. For the society ............................................................................................ 14 1.4. Characteristics of corporate culture ...................................................................14 1.4.1. Visual characteristics of corporate culture .................................................15 1.4.2. Non - visual characteristics of corporate culture ........................................17 1.5. Constituents of corporate culture .......................................................................19 1.5.1. Management and business philosophy .......................................................19 1.5.2. Personal and organization motives ............................................................. 19 1.5.3. Procedures and regulations .........................................................................19 1.5.4. Information exchange system .....................................................................20 1.5.5. Movement, rituals, etiquettes ......................................................................20 1.6 Benefits of corporate culture development .........................................................20 1.6.1. For enterprise .............................................................................................. 20 ii 1.6.2. For non-enterprise: ......................................................................................21 1.6.3. For branding of products and services ........................................................22 1.7 Steps of corporate culture development .............................................................. 22 CHAPTER 2: RESEARCH METHODOLOGY ......................................................24 2.1. Methodology ......................................................................................................24 2.2. Research procedure ............................................................................................ 24 2.3. Data collection sources ......................................................................................25 2.3.1. Primary data source ....................................................................................25 2.3.2. Secondary data source ................................................................................25 2.4. Data collection method and tools .......................................................................25 2.4.1. Data collection method ...............................................................................25 2.4.2. Data collection tools ...................................................................................25 2.5. Data analysis and processing method ................................................................ 27 2.5.1. Primary data processing method .................................................................27 2.5.2. Statistics and comparison methodology .....................................................28 2.5.3. Descriptive statistics methodology ............................................................. 28 2.5.4. Analysis and synthesis method ...................................................................28 CHAPTER 3: EXISTING STATUS OF CORPORATE CULTURE DEVELOPMENT IN THACO GROUP ...................................................................30 3.1. Overview about Truong Hai Automobile Joint Stock Company (THACO) .....30 3.1.1. History of development of Truong Hai Automobile Joint Stock Company......31 3.1.2. Organizational structure in Truong Hai Automobile Joint Stock Company (THACO) ..............................................................................................................33 3.1.3. THACO's value chain .................................................................................35 3.1.4. Evaluate human resources characteristics in THACO ............................... 36 3.1.5. Evaluate the operation performance in the period of 2015 - 2018 .............39 3.2. Existing status of corporate culture in THACO through visual characteristics ........40 3.2.1. Available cultural values of THACO .........................................................40 “3.2.2. Corporate culture development through 8 T principles in THACO .........41 3.2.3. Corporate culture development through THACO song .............................. 42 iii 3.2.4. Cultural development through Code of Conduct in THACO .....................42 3.2.5. Corporate culture development through THACO HR evaluation culture ..43 3.2.6. Corporate culture development through THACO typical publication magazine ...............................................................................................................47 3.2.7. Corporate culture development in other charity activities ..........................47 3.3. Existing status of corporate culture in THACO through non-visual characteristics .48 3.3.1. Corporate culture development through converting THACO culture into action by each member .........................................................................................48 3.3.2. Corporate culture development through emphasis level in THACO .........51 3.3.3. Corporate culture development through working environment in THACO .....52 3.3.4. Corporate culture development through cultural rituals and expression in THACO .................................................................................................................52 3.3.5. Corporate culture development through Culture - leadership style in THACO 55 3.4. Evaluation of corporate culture development in THACO group .......................56 3.4.1. Achievements.............................................................................................. 57 3.4.2. Shortcomings .............................................................................................. 57 CHAPTER 4: SOLUTIONS FOR CORPORATE CULTURE DEVELOPMENT IN THACO .....................................................................................................................60 4.1. ThACO’s development and operation orientation to 2020 ................................ 60 4.2. Corporate culture development solution in THACO .........................................64 4.2.1. Improve working capacity of the Culture - Communications Board .........64 4.2.2. Improve and raise the awareness on corporate culture for the employees .66 4.2.3. Perfect the annual HR evaluation procedure ..............................................67 4.2.4. Design the behavior culture manual, governance regulation and rule system in THACO.............................................................................................................69 4.2.5. Design and develop THACO brand ............................................................ 69 4.2.6. Set up corporate culture development procedure in THACO ....................70 4.3. Some recommendations .....................................................................................70 CONCLUSIONS ................................................................................................ 74 APPENDIX iv LIST OF TABLES Table 1.1. Characteristics of corporate culture .........................................................14 Table 2.1: Summary of questionnaire structure for official study ............................ 27 Table 3.1: Statistics of THACO employee gender and age updated on October 2018 ....36 Table 3.2: Statistics of THACO employee qualification, updated on October 2018.......37 Table 3.3: Some business performance in the period of 2015 – 2018 ......................39 Table 3.4: HR evaluation table in THACO............................................................... 43 Table 3.5: Applicable standard criteria table of THACO .........................................44 Table 3.6: General evaluation on corporate culture of THACO members ...............50 Table 3.7: Survey table on members’ awareness on corporate culture .....................53 Table 3.8: Influence of leadership style on THACO members ................................ 55 v LIST OF CHARTS AND FIGURES Figure 3.1. THACO market share revenue in 2018 ..................................................32 Figure 3.2: Standard logo of THACO .......................................................................36 Figure 3.3: Evaluation of labor age percent in THACO updated on October 2018 ........37 Figure 3.4: Available qualification of THACO staff, updated on October 2018 .....38 Figure 3.5: HR evaluation procedure in THACO .....................................................44 Figure 3.6: Sequence of approving the annual HR evaluation results ......................46 Figure 4.1: THACO's operation and development orientation to 2020 ....................60 Figure 4.2: THACO development mission to 2020 ..................................................62 vi BACKGROUND 1. Necessity of the study With response to the international and regional economic integration development trends, Vietnamese enterprises and organizations are put under increasingly high pressure not only from the foreign counter-partners but also cutthroat competition even in each agency and organization. The Vietnamese and international practice proved that a positive cultural environment is a reliable background to successfully compete and create the sustainable development for the organization and enterprise. However, in such globalization trend, the cultural assimilation is tended to increase. In order to prevent from becoming a cultural consistency, each organization is required to maintain and uphold its own culture. Culture decides the survival of an organization and helps it further develops out of the starting point of founders. Culture is also recorded as an intangible asset of such organization. Culture helps the organization to reduce the conflict, coordinate and control, motivate the employees and enhance the competitive advantages. By reducing the conflict, culture cements the organization’s members who may be unified in terms of understanding, evaluation, and selection and action orientation. When the organization is faced with conflict tends, members are unified by the culture. When a complicated decision is required, culture helps the organization to narrow down the options to be considered, motivate the employees so that they may master their job objectives and orientation, creating the good relationship between the employees and a convenient and healthy working environment. Organization culture plays an important role not only for improvement of comprehensive work performance but also an important solution to successfully improve the competitiveness. Culture creates the differences and distinguishes among organizations. Corporate culture may be regarded as one of valuable intangible asset of each enterprise. Corporate culture may create trust for each person working in such environment, a link among the members of the enterprise, creating the voice between the members and improving the enterprise’s competitiveness. Therefore, 1 corporate culture may be regarded as an important mechanism in managing human resources. Meanwhile corporate culture is really merged into the objectives of each member, then, they may consider the enterprise’s objectives as their personal objectives. That is why culture-based management may drive the enterprise’s longterm development. To become the universal industrial Group and Vietnamese Brandname to be recognized as the regional leading position in ASEAN, THACO is required to make ceaseless efforts to develop its internal force, renovate the thinking and action, and improve the quality and scale of the staff. In order to do these, one of important tools to manage and govern the Company is THACO culture. By always submerging the idea that the staff is the important resources to create the success and sustainable development, THACO culture is oriented toward developing a qualified staff with strong will, positive working attitude, high creativeness and high sense of qualification improvement to be able to work in a discipline and contribute to the Company's development. As a result, they become the person useful for the society and the Country. With awareness of significance of corporate culture on enterprise’s success and the sustainable future of the Group, creating a reliable premise to extend to the region and the world, “Development of corporate culture in Thaco Group” (THACO) topic is selected as the author’s graduation thesis. 2. Objectives The thesis's research objectives include systematizing some basic theoretical issues on corporate culture and development of corporate culture; evaluating the results of developing Thaco Group to be cemented with the Group's development and growth, proposing some possible solutions to successfully develop Thaco Group's corporate culture. By analyzing and comparing the theories with the practice by constituents of organization culture; Analyzing the concerned concepts, phenomenon of objective and non-objective corporate culture; viewpoints and development of corporate culture; evaluating the existing conditions of maintaining and developing the 2 corporate culture at Thaco Group, awareness of achievements and obtained values; Analyzing the shortcomings and its root causes; Analyzing the available characteristics of the unit; accordingly, suggesting the development orientations for the corporate culture, giving out the proper development method and progress, convincing and feasible solutions and recommendations on corporate culture development for the local unit 3. Subjects of research Subjects of the research are the corporate culture, including: Factors affecting the corporate culture, characteristics and forms of corporate culture, levels of corporate culture. The respondents include officials and employees of THACO 4. Scope of research: 4.1 Scope of space: Thaco Group’s branches extend nationwide, including 3 Branches, namely: The North, the Central and the South, general office in Ho Chi Minh City and Hanoi office. Questionnaire is launched in Showrooms, branches and subsidiaries of Thaco Group. 4.2 Scope of time: The scope of space is launched at Thaco Group. Regarding the scope of time, secondary data collected from key period of 2013 - 2018 is used herein. The secondary data is used to forecast Thaco Group’s development up to 2022. Primary data was collected in 2018 via questionnaires. The solutions on perfecting the corporate culture to 2022 are proposed by the study. 5. Research methodology A series of methodologies are applied by the thesis: Statistics methodology: Thaco Group’s data summary is related to corporate culture development. Analytic method: The reports on Thaco Group's culture development and implemented solutions are analyzed. Method of listing, comparing and evaluating the sociology survey method: Questionnaire uses 3 question types, including closed questions (Yes or No, not go 3 in-depth into the feelings of the respondent as predetermined below that the respondent only marks the questions that he/she agrees), opening questions (the question enables the respondent to specify his specific viewpoints into the questionnaire) and combined questions. Number of questionnaires: 300 Respondents: Leaders, official and employees of Thaco Group. Respondents shall be collected, selected and named in the list (300 respondents) before official launch is initiated. Secondary data is collected from the previous studies. Data collection is initiated within Thaco Group by accessing and collecting the 5-recentyear data and information from Thaco Group's Board of Culture Communications and Board of Planning and Finance. Data processing and analysis method: statistics methodology, analytic method, comparison methodology are applied to clarify the theories. The theoretical review is combined with the general practice to clarify the basic contents hereof. Moreover, the thesis is also inherited and developed from the related studies’ findings to clarify the main topics of the thesis. 4 CHAPTER 1: THEORETICAL FRAMEWORK ON CORPORATE CULTURE DEVELOPMENT 1.1. Overview about the study on corporate culture development Corporate culture or company culture has been widely studied and announced in the world and in Vietnam by many researchers. Approaches to the corporate culture are varied by each researcher. 1.1.1. Situation of foreign study Corporate culture in the world is generally characterized by 2 different research orientations. The first orientation is to approach under the perspective of ongoing business administrators (micro-approach), focusing on searching and looking for the management nature of the cultural factors in business administration. The second one is to approach from the perspective of the cultural factors’ impact on business administration (macro approach), focusing on the cultural factors’ impact on businesses, especially for businesses with a multicultural or organizational environment a. Three-tier corporate culture model of Schein Three-criteria-based evaluation method of corporate culture is applied by Schein's research model, concretely: Tangible structure, announced value and general concepts, implications. The evaluation method of corporate culture is considered to be more practical than the theoretical value of that of the competitive value framework. That is the three-tier corporate culture model (Schien 1999). Schein’s model is focused on three levels of culture that are the three evaluation criteria of culture, from practice, implications to invisibility: - Level 1 (Practice): Provide specific evidence such as folk stories, protocols, stories and symbols. - Level 2 (Standard value): Explain the strategy, purpose and philosophy to guide the thinking and behavior in the enterprise. 5 - Level 3 (General implication assumption): Including the basic assumptions, awareness, value, trust and especially from the founder or the leaders of the Company. Advantages: Evaluation method under E. Schein model is relatively simple and easy to perform, suitable with the enterprise with restricted time and budget for understanding its own culture. By using this model, the leader is facilitated to effectively identify, in particular, the cultural elements of the business, and analyze the relationships between tangible and cultural values which are deeply originated from the business initiated by the company. Similarly, the leaders find the cultural elements to be changed to be well matched with the Company’s ever-changing environment in accordance with new competitive conditions and new regulations. b. Studies launched by Recardo and Jolly Recardo and Jolly (Recardo & Jolly, 1997) unveiled that, when the corporate culture is mentioned, it often covers the system of values and beliefs that are understood and shared by members of an organization. A culture helps to shape and define members' behaviors and organizational policies. Corporate culture is measured by 8 aspects, concretely: - Communication: Quantity and forms of communication, what information is communicated and by which way, open communicative system must be provided. - Training and development: The administrators’ commitment to offer the great development and organizational opportunities that new skills are enabled to be applied for the practice. Moreover, training programs are provided to successfully satisfy the employee's current or future development needs. - Bonus and recognition: The rewarded behaviors and the applicable bonuses, employees to be rewarded individually or collectively, promotion criteria, and the degree to which the organization provides feedback on the job satisfaction level. - Decision making: Decision making is related to the questions such as how the decision is made and how the conflicts are handled. Decisions are quick or slow. The organization is high ranking. Decision making is characterized by concentrating or decentralizing. 6 - Risk acceptance: Creativeness and renovation are highly appreciated and rewarded. Risk acceptance is encouraged and welcome with the new ideas. Employees are punished or motivated to test the new ideas. - Plan orientation: Planning is short term or long term, and future planning is applied, which visions, strategies and objectives are shared with the employees. To which extent, the employees make commitment to fulfill the enterprise’s strategy and other organization objectives. - Group work: This aspect relates to the issues, including significance, form and effectiveness of group work in the organization. It includes the significance of cooperation among various departments, trust between the functions or units, and mutual support for work performance. - Governance policies: This aspect measures fairness and consistency with the implemented policies, the impact of member governance styles and the governance level that provides a safe work environment. c. The Denison model (1990) The Denison model is based on 200 years of research on how corporate culture affects the performance of businesses. Denison's research has found a link between the organizational culture evaluation score and the key performance results of the business such as profitability (ROE, ROA, ROI), growth (sales growth rate). , market share), quality, innovation, employee and customer satisfaction. This model aims to analyze and evaluate the constituent factors and influence on corporate culture including 4 main feature frames, each characteristic frame is assessed through 3 scales, each scale consists of 5 similar variables. corresponding to 60 questions in the Denison questionnaire. Based on the model, we can see the correlation between the cultural factors of the model and important data about the organization's activities. For example, a high score in a Stable region tends to show the strongest relationship with profitability, while a Flexible area has a strong relationship with performance such as innovation and customer satisfaction ... Hay cultural factors that exhibit Outward-Focusing tend to have strong relationships with the overall development of 7 the organization while factors related to Introverted are related to performance measures such as performance, quality and employee satisfaction. 1.1.2. Situation of domestic study a. According to the study released by Asso.Prof.Dr. Do Minh Cuong Presented in the course books “Business culture and philosophy” of the National Political Publishing House, published in 2001, the definition on corporate culture is released by focusing on in-depth research of business philosophy issues. (Do Minh Cuong, 2011) b. According to the study of Nguyen Anh Tuan, M.A and Nguyen Phuong Mai, M.A Research objectives and contents: Analyze the mutual interaction between the enterprise's cultural environment and the selection and implementation of strategies initiated by Vietnamese enterprises in the ever-changing economic period. Offer the possible recommendations for Vietnamese enterprises to successfully develop a corporate culture in accordance with the strategic orientation and good match with the changing environments. Main findings: Specify the impact of economic and social characteristics in the transition period to the issue of awareness and how to develop the corporate culture and business strategy. Determine the existing conditions of corporate culture that is compatible with the strategy of Vietnamese corporate culture. Put forward some recommendations and set up the corporate culture that is compatible with the business strategy. Training results of the study: References for Strategy Management and Corporate Culture. (Nguyen Anh Tuan and Nguyen Phuong Mai, 2011). c. According to the study of Nguyen Viet Loc, M.A Entrepreneurship is recognized as the core values categorized as the qualities, capabilities and moral qualities that must be obtained and pursued by the entrepreneurs. By inheriting the studies on entrepreneurship and entrepreneurship culture, a cultural value system of Vietnamese entrepreneurs has been designed and developed in accordance with the core factors of entrepreneurship, including: Great business aspiration; Capacity to search, create, master business opportunities; 8 Independence, determination, confidence; Dare to do, dare to take responsibility; Flexibility, activeness; Always application of new ideas, methods and solutions to solve new problems; Business ethics and corporate social responsibility. It is also given out hereof to measure and simulate such factors to facilitate the evaluation and orientation of Vietnamese enterprises’ cultural values in the context of international economic integration nowadays. (Nguyen Viet Loc, 2011) 1.2. General concept on corporate culture 1.2.1. General concept on culture and business culture The history of development has proved that culture is the most important factor to distinguish the nations, regions or groups of persons, including individuals, etc. "Culture affirms the development, demonstrates the power of society and the people it represents.” Rabin Dranath Tagore, the Indian famous writer (1861-1941) affirms that: “responsibilities of each nation are to clearly show the world its unique identity. He thought that if a people does not bring anything to the world, it shall be so bad, it shall be worse than perdition and not be forgiven by the history”. “” Terms “culture” is originated from Latin language, i.e., “Cultus” refers to cultivation, care of trees. Then, “cultus” is extended to the social fields, implicated for spiritual care, education and human training towards a better orientation. To the widest scope of research: “Culture is the master of spiritual and physical values created by the persons during survival and development”. “Physical values may refer to: beauty spots, pagodas, temples, historical relics as well as the traditional cultural products. For example, Vietnam is recorded with: Bat Trang ceramic village, Dong Ho picture or historical relics such as: Hoang Thanh Thang Long, Temple of Literature. The spiritual values are demonstrated in the living habits, folk songs, “hat xam”, adoration, and especially Vietnamese Xoan singing recognized by UNESCO as an intangible cultural heritage representing the humanity.” To the narrower scope of research: “Culture refers to the activities and spiritual value of the human beings”. To this extent, Scientific culture such as mathematics, physics, chemistry, culture and concerned industries, etc., and art culture such as 9 movies, literature, music, etc., to be considered as two main subsystems of the cultural system. When Culture is referred, it surely covers the very famous brief and cohesive definitions of the famous French politician Édouard Herriot (1872 – 1957), that is “Culture is the remaining when everything is forgotten, the insufficiency when we have learn everything”. Therefore, culture is the identity of every individual, every nation, every nation which cannot be easily forgotten. However, this definition only shows the importance and extent of the culture, rather than the specific characteristics.” Another famous cultural researcher, Federic Mayor, UNESCO's Chief Executive Officer (1987 -1999), gave out a specific definition, concretely: "Culture reflects and demonstrates generally and vividly all aspects of life (of each individual and community) that took place in the past as well as happen in the present, over the centuries. It constitutes a system of traditional values, aesthetics and lifestyle which each ethnic group asserts its own identity.” Through the aforesaid investigations, a concept on culture may be drawn out as follows: “Culture refers to all spiritual and physical values created by the human beings during survival and development”. “1990s witnessed the appearance of term of business culture and corporate culture. Business culture appeared before the corporate culture. Such two concepts are simultaneously used and mutually supported to each other.” Therefore, corporate culture is the expression of business culture at corporate level. hence, it is concluded that corporate culture is a phenomenon and part of the business culture. 1.2.2. Concept on corporate culture Each organization is supported by certain standards of moral values, typical images, anecdotes, idiosyncrasies and typical styles that are recognized, implemented, complied and communicated by all members by time. It is acted as the reliable basis for the organization members to follow and create the important influence on routine behaviors of every member. 10 Corporate culture is construed as: “a system of meanings, values, key trusts, awareness and thinking method to be agreed by the organization members, widely affecting the member’s action manners”. The question is that: What is corporate culture? Corporate culture is characterized by various definitions and understandings. The scholar Georges de Saite Marie – a French expert on SMEs defined that: “Corporate culture refers to collection of values, symbols, legend, protocols, prohibitions, physiology and moral viewpoints to create the reliable background of the enterprise”. It is possible to see that the concept only summaries the constituents of corporate culture, rather than mutual relation inside the enterprise. A relatively popular definition on “Corporate Culture” of the scholar Edgar H. Schein, an US expert, recorded with many years in studying the culture is shown as follows: “Corporate culture is the collection of rules and procedures acquired by the enterprise members during problem solving, adapted from outside and internally consisted in the enterprise.” “Such rules and procedures are the triggers for the members to select the action method, analyze and make proper decisions without hesitating about the meanings of such rules and procedures. It is considered to be correct from the beginning.” In short, even it is defined differently from time to time, it is possible to reach an agreement on corporate culture definition, concretely: “Corporate culture refers to a system of value, concepts and behavior rules to be internally shared by the enterprise, governing the feeling, thinking and how to act of members during pursuing and fulfilling the general objectives, creating an unique identity of each enterprise.” 1.2.3. Identity of corporate culture Identity is characterized by corporate culture philosophy, unique phenomenon of style, action, behavior of organization, reflecting the selected values and philosophy. Organization's cultural identify is clearly demonstrated by organization members’ behavior. It is also the sign to show the consistency in terms of awareness, key philosophy values of the company.” 11 “Corporate culture identity is not long-lasting; it may be varied by following characteristics:  “Cultural identity may be created: Persons who may create the cultural values and identities are founders. Since its inception, the organization’s missions and individual's cultural identity values are specified.  “Cultural identity may be formed by strengthening: In such cases, leaders find the way to protect and preserve the prevailing moral and cultural values. They may be very successful outstanding characters in some fields, or they may undertake the position and responsibilities for preserving and enhancing the created cultural identity. Therefore, operating philosophy culture is deeply submerged in the consistent culture.  “Cultural identity may be formed by integration: Leaders often apply the leading and integrating style, attentively listen and find the best way to successfully integrate, act as a bridge to connect, regulate, motivate and share with other persons. Thence, leadership philosophy and style are deeply characterized by integration culture.”  “Cultural identity may be changed: Changes in culture may be required when the fundamental changes are recorded in the organization such as industrialization or technology, foreign culture integration (cross-culture), changes in senior managers. Pressure of such changes requires to take the great and fundamental changes in terms of leadership style, philosophy and action guidelines. When the culture is changed, leadership philosophy and style are deeply characterized by adapt culture.” 1.2.4. Brandname Brandname is a very popular concept widely concerned since long time. This concept is also interpreted by various manners such as: “Brandname is the dignity of the organization and enterprise and known as a well-respected principles, values and action philosophy of such organization and enterprise which are easily recognized or looked back through the corporate culture’s phenomenon”. 12