1. Introduction:
1.1. Background of Rubber Research Institute of Vietnam (RRIV):
RRIV was established in 1941, is the member of Vietnam Rubber Group (VNRG) and has the mission of improving the competitive advantage and the sustainability of the natural rubber industry by researching the global environment for rubber. With more than 600 employees, which consists of 5 Ph.Ds, 20 masters, 85 engineers, bachelors and 53 intermediate technicians with a specialization in researching and transferring fields in agronomy, processing and rubber technology.
1.2. Mission and vision:
The organization aims to be the leading company in the rubber industry in Asia, the organization has the mission to improve the production technologies in manufacturing the …show more content…
Improving the Assisting Board of the Institution to provide it with capable and competent members for the necessary tasks. The company’s strategies for the existing human resource is to conduct inspection and supervision regularly to make sure it is in accordance with the country’s regulations on organizational and personnel work. Continuing training the high-quality science and technology experts from various resources, so that they are adept in foreign languages, means of communication, teamwork…, and specialists in specific fields. Providing maintenance of machinery for research and transfer activities, strengthening staff rotation to create opportunities to experiment with domestic and foreign research and training establishments and encouraging bilateral and multilateral cooperation with the experts in the …show more content…
Dung Phan, who wants to have a team of experienced, competent and well-qualified employees, in which he adopted the autocratic leadership style. The company concentrates on this style in the cases of new trainees or staff who are limited in experience or lack the skills needed to complete the job. In the annual selection of new employees the company will select the best 5 candidates to be admitted to the internship, during the internship, if the trainee does not meet the required working skills, the Director will not hire him as a full-time employee. Simultaneously, managers are commanded to continuously deliver joint activities and projects for the new employees to attempt solving, and they evaluate employees based on progress in results and time spent on work, those results will be updated continuously for the Director. They argue that it should be arbitrary to those who oppose, who are not self-reliant, lack energy and are less creative in the workplace. In addition, RRIV is a state-owned corporation, all important and large-scale decisions will be taken down and decided by the Prime Minister, so the Director does not want to make any mistakes in the results of the work. In a dictatorial working environment, the Director closely monitored the activities of subordinates, so the workers lagging behind quickly identified and implemented corrective measures. Despite the harsh, autocratic leadership style of the Director, which has
1.1. Background of Rubber Research Institute of Vietnam (RRIV):
RRIV was established in 1941, is the member of Vietnam Rubber Group (VNRG) and has the mission of improving the competitive advantage and the sustainability of the natural rubber industry by researching the global environment for rubber. With more than 600 employees, which consists of 5 Ph.Ds, 20 masters, 85 engineers, bachelors and 53 intermediate technicians with a specialization in researching and transferring fields in agronomy, processing and rubber technology.
1.2. Mission and vision:
The organization aims to be the leading company in the rubber industry in Asia, the organization has the mission to improve the production technologies in manufacturing the …show more content…
Improving the Assisting Board of the Institution to provide it with capable and competent members for the necessary tasks. The company’s strategies for the existing human resource is to conduct inspection and supervision regularly to make sure it is in accordance with the country’s regulations on organizational and personnel work. Continuing training the high-quality science and technology experts from various resources, so that they are adept in foreign languages, means of communication, teamwork…, and specialists in specific fields. Providing maintenance of machinery for research and transfer activities, strengthening staff rotation to create opportunities to experiment with domestic and foreign research and training establishments and encouraging bilateral and multilateral cooperation with the experts in the …show more content…
Dung Phan, who wants to have a team of experienced, competent and well-qualified employees, in which he adopted the autocratic leadership style. The company concentrates on this style in the cases of new trainees or staff who are limited in experience or lack the skills needed to complete the job. In the annual selection of new employees the company will select the best 5 candidates to be admitted to the internship, during the internship, if the trainee does not meet the required working skills, the Director will not hire him as a full-time employee. Simultaneously, managers are commanded to continuously deliver joint activities and projects for the new employees to attempt solving, and they evaluate employees based on progress in results and time spent on work, those results will be updated continuously for the Director. They argue that it should be arbitrary to those who oppose, who are not self-reliant, lack energy and are less creative in the workplace. In addition, RRIV is a state-owned corporation, all important and large-scale decisions will be taken down and decided by the Prime Minister, so the Director does not want to make any mistakes in the results of the work. In a dictatorial working environment, the Director closely monitored the activities of subordinates, so the workers lagging behind quickly identified and implemented corrective measures. Despite the harsh, autocratic leadership style of the Director, which has