GROUP NAME: Pak 5

1
GROUP NAME Pak 5

• GROUP MEMBERS
• NAVEED AHMAD
• MUHAMMAD AZEEM AKTAHR
• ZAIN UL ABIDEEN
• ALI HAIDER
• JAMAL AKBAR KHAN

2
COUNTRIES SELECTED

• KOREIA
• SINGAPORE
• VITNAME

3
KOREA

• Geotropically Small Country.
• area approximately 99000 km Square.
• cover the Southern half of Korea.
• Population is less then 50 million.
• Estimated per capita income 20,000 US dollar in
  2007. and the Korea has reached the group of more
  richest countries .(OECD 2007)
• Per capita income has increased 250 time in
  between 1962 and 2007
• GDP 1000 billion US dollar in 2007.
• 4th largest in Asia.
• Manufacturing and construction is 40 percent of
  the total economy.
• 3 percent agriculture and 57 percent to services.
• Manufacturing specializations
• automobile.
• electronics.
• microelectronics.
• telecommunications.

4
SINGAPORE

• Major industries
• Petroleum refining.
• Electronics
• Oil drilling equipment
• Rubber products
• Processed foods and beverages
• Ship repair
• Financial services
• Pharmaceutical industries
• Manufacturing is 25 percent of the total GDP.
• 40 percent annual growth
• Singapore dependences on external markets and
  suppliers.
• Government polices encourage to faster economic
  development.

• Geographic
• is small island area 650 km square.
• Located at the tip of Malay peninsula.
• Major hubs for southern Asia region.
• Per capita income
• approximately 35,000 US dollar
• Singapore is developed country (HSBC,
  Economist,2007a)
• GDP
• GDP of Singapore is 7.4 percent
• one of the region highest GDP
• Singapore economy strongly reliant on
  international trade
• merchandise trade is trade three times of its
  GDP.

5
VITNAME

• 3200 km area
• Developing country
• World most dynamic economy
• No 1 among 20 emerging countries
• struggles against foreign aggression
• high inflation, high budget
• 1986 launch doi moi policy
• GDP growth rate 7 to 8 percent since 1991

• Main industry
• Shrimp coffe
• Tea
• Shoes and ships
• Agricultire
• Paper
• rice

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• Management in
• KOREA

7

• Evolved as Independent Kingdom
• Formally Annexed by Japan 1910 until 1945
• Infrastructure Modernized and Industrial
  Manufacturing crated.
• Southern half developed under Americans and
  Northern half under soviet and later Chinese
  influence.
• War 1950 to 1953

8

• Government Industrial Policy
• Focus on basic industry Cement and Petroleum
• Light labor intensive industries Textile and
  footwear.
• Late 1960 s Heavy industry steel and
  shipbuilding .
• Late 1970 s advance assembly industry of
  Automobiles and Electronics
• Preferential Treatment.

9

• Industry policy upgraded the Country status from
  Developing to an Emerging Economy.
• Late 1980 s Governments direct control and
  support of specific firms.
• Korean firms acquired technological capabilities
  through RD like semiconductors Cellular phones
  and Digital display.
• Samsung electronics memory chip industry
• Invest heavily in Wireless communication
  networks and internet related products.

10

• IMF Financial assistance.
• Daewoo, Samsung, Hyundai, LG and SK heart a lot.
• After democratization in the late 1980 s and the
  Asian Financial crisis of 1997 Korea opened up
  for foreign companies and investors.

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• In order to understand the Korean management
  style a brief review of some features of the
  Korean Culture
• Loyalty to senior individuals with a hierarchy.
• Filial piety and respect for parents.
• Emphasis on education and diligence.
• Trust between friends and colleagues.

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• Korean management inherited the introduction of
  well structured corporate ranks and managerial
  procedures from the Japanese and a strong focus
  on competition and performance oriented from US
  influences.
• Hybrid.
• Centralized Management.
• Top-Down decision making.
• Long-Term oriented, but flexible employment
  practices.
• Compensation and reward based on both seniority
  and merit.

Korean Culture and Management
Korean Culture and Management
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Leadership and decision making

• CEO Typically the owner.
• No separation between ownership and management.
• Power in Korean firms in centralized at the top
  level.
• Korean firms often apply aggressive growth and
  diversification strategy.

14

• Korean firms pay strong attention to the field of
  human resource management as their home country
  is not blessed with any significant natural
  advantages or other resources except human skills
  and knowledge.
• Recruiting.
• Regular and non regular employees.
• Strictly performance oriented criteria.

Korean Culture and Management
Korean Culture and Management
15

• Training and Skill Formation
• Extensive internal training programs
• Work values and attitude are strongly
  individualistic through group oriented.
• Compensation, Promotion and Retirement.
• Performance Oriented.
• Industrial Relations.
• Relationship with labor union.

Korean Culture and Management
Korean Culture and Management
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• However firms have increasingly come under
  criticism for only maximizing their profits and
  not showing responsibility towards the general
  public.
• Particularly after the Asian financial crisis
  which resulted in lay offs on an unprecedented
  scale.

Korean Culture and Management
Korean Culture and Management
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• Favorable Government Policy
• English language widely used
• People are corporative.
• Workers are skilled and professional
• High living standards.

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Management in Vietnam

• Nguyen Thi Tuyet Mai and Mai The Coung

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Geographical Map of Vietnam
20
Trends in Reforms and Impact of International
Integration

• Aim to Industrialized Country by 2020
• Vietnam government has shown commitment to
  continuing reforms
• Reduction of State Intervention in Business
• Promulgate Laws, Enterprise Law, Labor Code..
• SOEs Restructured and Decreasing in Number

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Continued

• Regional International Integration
• Relation with US in 1990s
• Joined ASEAN 1995
• Member of APEC 1998
• Vietnam-US BTA 2000
• Member of WTO in 2007

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Continued

• Key Opportunities
• Increased Access to Global Market
• Legal Framework to International Standard
• Position Equal to Other Countries
• Facilitate the Reform Process
• Vietnams Image can be Enhanced in the World that
  facilitate the external affairs policies for
  peace development

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Continued

• Key Challenges
• Cope with fierce competition (In both Domestic
  International)
• Inequalities in Economic Distribution,
  unemployment, enterprise bankruptcies
• Strongly Influenced by fluctuation in
  international market

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Ownership and Governance of the Large State and
Foreign Enterprises

• Vietnam is a Socialist country whereas collective
  goals are stressed
• Foreign private investment are increasing but
  state investment still accounts for a large
  proportion, SOEs restructuring is priority
• All enterprise working under same treatment
• Management practices are moving towards
  international standards of quality.

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Vietnam Consumers Changes in Consumer Values and
Behaviors

• Presently traditional values coexist with modern
  ones.
• Vietnamese consumers, younger people
• Tend to demonstrate increasing level of
  materialism individualism
• Changes in consumer behavior , conspicuous
  consumption not excepted in past, but common today

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Culture, Ethics and CSR in Vietnam, A Traditional
Economy

• Vietnam Culture
• Traditional Vietnamese culture influenced by
  Confucianism, man create his own destiny
• Stress the importance of relationships and
  groups, Trust respect in their relationships
• Ethics CSR
• CSR is well regulated in labor code,
  environmental protection law, anti-corruption law
  intellectual law

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Employment and HRM for Sustainable Development

• Vietnam has 1.5 million people joining the labor
  force each year
• Vietnamese labor force is cheaper than those of
  neighboring countries.
• Vietnamese workers are hard working, talented and
  eager to learn
• Issues relating to the labor force include
  job-hopping and shortage of skilled workers

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Work and Living Conditions in Vietnam

• More than 3 million foreign visitors visit
  Vietnam annually
• Five main reasons for attracting foreigners to
  Vietnam are
• Low price goods services
• Natural Beauty
• Vietnam Culture
• Adventure tourisms
• Friendly people

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Management in SingaporeTony Garrett

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Map of Singapore
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Development and Business System

• Singapore Governments role in Economy
• The authoritarian/semi-authoritarian approach
• Government fostered economic development through
  the maintenance of peace and harmony among the
  multi-ethnic population by focusing the needs of
  global marketplace.
• Corruption-free government (3rd least Corrupt
  country of world in 2009)
• Core Values
• Community over self.
• Upholding the family as the basic building block
  of society
• Resolving major issues through consensus instead
  of contention
• Stressing racial and religious tolerance and
  harmony
• Honest government
• Compassion for the less fortunate
• Phases of Economic Development
• Phase one Labour Intensive Economy (1960s-1970s)
• Phase two Capital Intensive Economy
  (1980s-1990s)
• Phase three Knowledge Intensive Economy (2000s)

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Phase one Labour Intensive Economy (1960s-1970s)

• High un-emloyeement rate in 1960s
• Industrialization of the nation
• Creation of Jobs opportunities
• Labour intensive export oriented manufacturing
  strategy was implemented.(1966-1973)
• Level of foreign investment grown to such a level
  that labour surplus situation was replace by
  labour shortage situation
• Shift from labour intensive industry to high
  technology industries.

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Phase two Capital Intensive Economy (1980s-1990s)

• Economic restructuring was implemented
• Economic activities and markets were diversified
  and expanded
• Wages were adjusted upwards to discourage inflow
  of labour intensive and low technology
  investments that posted obstacles to upgrading
  and restructuring
• Promotion to attract firms with high technology
  components
• Recession in1985 was recovered by reducing the
  wages rate and other costs of doing business in
  one year
• Government promoted high value added technologies
• Incentives are given to firms to conduct RD
  activities

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Phase three Knowledge Intensive Economy (2000s)

• Focus on development of science and technology
• Budget committed S 2billion for 1991-1995, S 4
  billion for 1996-2000, S 7 billion for 2001-2005
• Public fund earmarked for RD related activities
  are administrated by National Science and
  technology board.

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Culture and Leadership in Singapore

• Global dimension to discuss the culture of
  Singapore
• Assertiveness
• Future orientation
• Gender differentiation
• Uncertainty avoidance
• Power distance
• Institutional emphasis on collectivism versus
  individualization
• In-group collectivism
• Performance orientation

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Key Points of Culture and Leadership in Singapore

• Singapore is a Confucian oriented society sharing
  many cultural values with other Asian countries.
• Singapore has higher levels of power distance,
  uncertainty avoidance and performance than other
  Confucian countries.

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Human Resource Management in Singapore

• Human Capital is Corner stone of Singapore
  Development
• HRM major Strategic focus
• Recruitment
• Motivation
• Retention of highly skilled human capital
• Different HRM practices between Singapore owned
  and operated business and MNCs
• ( MNC multinational corporation )

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Different HRM practices in Singapore Companies
and MNC

• Singapore Companies
• valued their employees on the bases of historical
  cost or expenditure rather then Human capital
  asset basis
• Employees are recruited on the bases of Quality
  Education
• Extensive training programs like technical and IT
  skills
• Career management has strong tendency to use work
  performance, employee behavior and achievements
  to appraise their employees.

• MNCs
• MNC consider human capital more crucial to their
  strategic performance
• Although qualification importance for recruitment
  but additional criteria include teamwork,
  honesty, creativity, Intelligence and leadership
• Also focus on technical and IT skills training
  but also social cultural training
• MNCs give importance to these but also measure
  employee abilities and training needs.

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Key points HRM in Singapore

• Human Capital is very important for Singapore as
  a country with limited natural resources and an
  emphasis on developing a knowledge-based society.
• Singapore seeks to implement best practice HRM
  policies including through benchmarking with
  MNCs.
• Singapore has stable Industrial relations record.

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Corporate Social Responsibility

• Government, Private sector and labour movement
  was setup to drive CSR in 2004.
• In 2005 Singapore Compact for Corporate Social
  Responsibility was formulated with the objectives
• Broaden the base of dialogue and collaboration.
• Increase the awareness about the value of CSR
  among stakeholders.
• Develop Strategies and approaches to promote
  CSR.
• Research and surveys for successful examination
  on CSR.
• CSR training units.
• Implementation and follow up of CSR.
• There is no current Legislative framework on CSR
  in Singapore
• Government reliant on persuading organization to
  work in accordance with Singapore's political and
  cultural values.

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Living and Working in Singapore

• Singapore is considered a safe country in which
  to live due to following evidence
• It has maintained Political and Economic
  Stability
• The Streets are among the cleanest in the World
• Cosmopolitan lifestyle
• Society is blend of many cultures with the
  population of 70 Chinese's, 15 Malay and 7
  Indian.
• High standard of living (9th most expensive place
  in Asia)
• Well-developed education infrastructure with
  numerous International schools
• Best quality healthcare system in the region.
• Public Transport infrastructure is well
  developed.
• Working in Singapore is also considered
  favorable due the Shortage of Skilled human
  capital over the years and companies seek skilled
  workers from outside their border.
• Singapore has continually been ranked as one of
  the worlds freest economies this shows that
  business environment is also favorable .