MBAVB9_Group 1 - PRESENTATION_ Organization and Management

8/20/2019 MBAVB9_Group 1 - PRESENTATION_ Organization and Management

1/28

O G O

www.trungtamtinhoc.edu.vn

I-GLOCAL CO. LTDMANAGEMENT ORGANIZATION

GROUP

Ngo Hong NhungTran Thi Thanh Tam

Cao Minh Phuong

Tran Minh Duc

Dang Duc Thong


2/28


Content

COMPAN! INTRODUCTION"

EN#IRONMENT $ ORG. %TRUCTURE

&

TECHNOLOG! $ %TRUCTURE'

%OCIAL %TRUCTURE( T!PE%( CONTINGENCIE%)

COMMENT $ RECOMMENDATION*


3/28


• Name : I-GLOCAL GROUP

• Short name : IGL GROUP

• Establish: !!"

•Ownershi#: $!! % &a#anese'owned

• (ore )usiness: (onsultanc* on labor+ legal+ accounting and ta, issues+

business consultanc*+ -/ su##ort+ 0ue 0iligence1

• Sta22: $! sta22s

• 3ebsite : htt#:44www.i'glocal.com

• Number o2 customers: more than 5!! com#anies

COMPAN! INTRODUCTION

http://www.i-glocal.com/http://www.i-glocal.com/http://www.i-glocal.com/


4/28



Te+t in

here

0*namic 6hin7 and act as countr*

o2 origin

RE0 0O6

8ull 9igor 0evelo#ement Globaliation (onnection to the world

)LUE (IR(LE

-eaning :

o 6o boost develo#ment

in the regional o2

Indochina.

o 6hin7 globall* but act

as regional.

6;E (O-P/N< N/-E

I = Indochine > Incubate > Inde#endent

Glocal = Global > Local


5/28



I-GLOCAL CHART

Te+t in

here


6/28


En,ironment $ Org.%tructure


7/28www.trungtamtinhoc.edu.vn

En,ironment $ Org. %tructure



Cometiti,e %trategie

ComanCu/ture

HUMANRE%OURCE

0or1ingEn,ironment

Cutomer

TRU%T

? Company Culture: Respect ourcustomers and continuouslyimprove ourselves to satisfycustomer’s highest expectation.

? HUMAN RESOURCE: Japanesespecialist combine withVietnamese consultants who well-

know about Japanese companiesculture and language.

? Working Environment: multi-national working environment for

Japanese and Vietnameseappreciate develop andmaximi!e talents in accountingand Japanese language.

? Customers: more than "##customers have been bringinggreat opportunities andexpectation to our developing andimproving.

? TRUST: based on our respect thetrust of customers is the great



IGL &a#an

IGL grou#

IGLconsulting

(;I 9)@

;(-;ai

Phong;a Noi)inh

0uong

)O0

/(6 I)( I(/

IGL Re

)O0

/(6 I)( I(/

)O0

/(6 I)( I(/

)O0

/(6 I)( I(/

By Products

Geographical

By products

Grouing 2 Mar1et



MATRI3 ORGANIZATION %TRUCTURE.

Note:

• General Director has the same

power level with 3 others but have

permission to assess, supervise,

and control the whole 3

departments.

• The last Director doesn’t manage

any department. He play the neutral

role in BOD, give comments,

contribute ideas, and harmonie the

con!licts.

0e#ending on the sco#e o2 each #roAect+

#roAect members include onl* /(6 sta22+

onl* I)( sta22 or sta22 o2 de#artments.



Chart• -anagement Structure • Organiational Structure



%ta44

%enior ta44

Conu/tant5 manager

%eniorconu/tant5

enior manager

6OD

Par tner

(ustomers ' (ustomers

Pro2essional wor7ing manner

3or7ing e,#erience: !'" *ears

Pro2essional wor7ing mannerB coaching training s7illsB good

relationshi# with customersB adding'value service li7e -onthl*management reviewB lecturer

3or7ing e,#erience: C" *ears

(oaching training s7illsB good relationshi# with customersB adding'

value service li7e -onthl* management reviewB lecturerB consult 2or

senior sta22B su##ort 2or senior consultant or )O0 3or7ing e,#erience: C5 *ears

(oaching training s7illsB good relationshi# with customersB adding'

value service li7e -onthl* management reviewB lecturerB coordinate

consult 2or managerB su##ort and Aoin with )O0 in #roAects 3or7ing e,#erience: CD *ears

;igh ca#abilit* o2 a managerB good leadershi#B strategic thin7ingB

cultural establishing 2or organiation

Lead cor#orate as an investor or #artner o2 com#an*

IGLs #riorit* is Fcustomer satis2action so sta22 who are wor7ing

directl* with clients are #ut on to# #riorit*. 6here2ore+ IGL 2ollows

bottom'u# structure.

Under com#an* structure+ there are 5 wor7ing levels 2rom Sta22 to Partner. ;owever+ in realit*there are onl* H levels which are Sta22+ Senior Sta22+ (onsultant4-anager and )O0.



Thi tructure i uorting 7e// to the

current trateg. 8/at hierarch 4or the 7ho/e coman

tructure he/ imro,ing the er4ormance

through 6ottom-U aroach.



Techno/ogI-GLOCAL9 TECHNOLOG! %UMMAR!

CORE TECHNOLOG!@nowledge-anagement

Hatch,"##$

' 6ailor'made S*stem and So2tware.' S#ecialied So2tware: 8/S6 8inance+ 8/S6 /ccounting+ -icroso2t O22ice+ and -icroso2tProAect.

MA%%

Small'batch Unit Production %oodward,"#&'

' )usiness consulting services: #roduction o2

single #ieces to customer various orders.' /ccounting services: #roduction o2 com#onentsin large batches subseuentl* assembleddiversel*.' 6a, services: 2le,ible manu2acturing based onindividual4cor#orate customers demands.

8le,ible-anu2acturing

Dra!t,())'

%TANDARDIZATION6he -ediating6echnolog*

Thompson,"#*)

' Non'standardied in#uts4out#uts: variouscustomers in2ormation and demands.' Standardied trans2ormation #rocesses: basedon 2ormats+ #rocedures+ and 7now'hows 2rom@nowledge -anagement.

TA%: #ARIA6ILIT! -edium ' ;igh+errow,

"#*$

' ;igh: business consulting services.' -edium: accounting4ta, services.

TA%: ANAL!%A6ILIT! -edium ' ;igh ' ;igh: business consulting services.' -edium: accounting4ta, services.



IT TOOL% 0HAT IT I% 0HO CAN ACCE%%

A;minitration 6I-E S*stem J6ailor'made ERP S*stemK )O0-anagers

:no7/e;ge Management

6E/- S*stem J6ailor'made So2twareK)O0-anagersSta22s

0atabase Resources

InternalJPh*sical 0evicesK

)O0-anagersSta22s

E,ternalJ3ebsiteK

)O0-anagersSta22s(lients

Techno/ogI'Glocals technologies mainl* based on ne7 In4ormation Techno/og. @nowledge -anagement isthe core #roduction tool to #roduce com#an*s services. /nd /dministration is the core

management tool to manage com#an*s o#eration.



Techno/og

• In the #rocess o2 #roduction o2

services+ is it eas* to de2ine

each ste# o2 the #rocesses

• Is it #ossible to describe entirel*

the #rocessing in advance to a

new collaborator

!E%<6;/N@ 6O 6;E 3ELL'ORG/NIME0

6R/INING PROGR/-

-ee the ppendi/ " !or e/ample0



IGL9 CONTINGENCE 8ACTOR%

8actor Detai/ /ge technolog* @now'how accumulated throughout $"'*ear o#eration in

9ietnam and distributed throughout the organiation

Sie IGL has a small sie o2 around D! sta22

Environment IGL #rovides consultanc* service based on 9ietnam laws regulations to &a#anese com#anies in 9ietnam and&a#anese com#anies wanting to invest into 9ietnam. In2luenced b* uic7l* evolving government #olicies 0e#ends on 9ietnam &a#an economic situation

Routine )oth routine and non'routine tas7s

(oordination (oordination o2 tas7s to achieve a common goals

Lateral 2low o2 7nowledge

Power 8lat structure 0ecentraliation decision ma7ing @nowledge dictate authorit* center Prestige due to e,#ertise



A IGL i a conu/ting 4irm 2ae; on conu/tanc er,ice main/ a2outaccounting an; ta+( the nature o4 the ta1 oerate; 2 in;i,i;ua/ are

differentiated, re4/ecte; in both routine and non-routine tasks.

Regu/ar 4i+e;ro=ect.

One-time

ro ect.

IGL9 CONTINGENCE 8ACTOR% >Cont.?

ROUTINE

NON-ROUTINE

Ma1ing 8inancia/ %tatement

$ ta+ reort 4or c/ient

Interna/ a;minitrationa/

ta1

Due Di/igence

Conu/tanc on eci4ic cae

or @uetion raie; 4rom

c/ient un;er annua/ 6uine

%uortB contract .

Doing eminar a2out eci4ic

toic



)esides+ to assure a certain standard o2 service ualit*+ di22erent wor7 is coordinated b*

virtue o2 the related training the sta22 have received.

%A#ILL%9 CONTINGENCE 8ACTOR% >Cont.?

IGL ta44 7or1 on ro=ect-2ae an; c/ient-2ae. The achie,e coor;ination 2oth 2

4i+e; tan;ar; $ 7or1 roce >uch a 8inancia/ %tatement comoition ro=ect?

an; a/o 2 the im/e roce o4 in4orma/ in4ormation 2et7een team mem2er( an;

in ome cae cross coordination 2et7een 2uine unit.

I'GLO(/L

There9 a mi+ 2et7een Mutua/ A;=utmentB $

%tan;ar;iation o4 %1i// >1no7/e;ge?.

(oordination

In conclusion+ we can summarie

coordination wa* in IGL as below chart.

-utual adAustment Standardiation

o2

3or7 #rocess S7ills @nowledge




A ;ecri2e; in En,ironmentB chater( in or;er to ur,i,e in

conu/tanc in;utr( IGL contant/ nee; ne7 in4ormation.8rom com/e+it o4 the en,ironment an; rate o4 change( IGL is

identified as a unstable environent .

%o in or;er to ;ea/ 7ith com/e+ en,ironment( IGL i ;e,e/oing a

organic tructure. A ;ecri2e; a2o,e( ta1 are a;=ute; an;

mo;i4ie; through team7or1. An; IGL i 2ui/;ing a 4/at tructure 7ith

1no7/e;ge ;itri2ute; throughout the unit( /o7 4orma/iation an;

;ecentra/iation to ena2/e to a high-ee; reone.

LO0 UNCERTAINT!

MODERATE

UNCERTAINT!

HIGH

UNCERTAINT!

MODERATE

UNCERTAINT!

IGL




IGL ;namic cu/ture ut organiationa/ aet at the center o4 their

management hi/ooh.

Cutomer9 ati4action i the imortant 4actor that IGL

ut into the to rioritie. IGL 2e/ie,e that i4 the

coman otimie it organi!ational asset 2 2ui/;ing a

good copany culture that can ipulse the eployees"

developent an; imro,ing o/icie to meet it

em/oee9 ;eman;( thi can ake staff happy ( 7hichromote them to ma1e their effort to serve the clients.

Cutomer9 ati4action 7i// 2ring ucce to IGL an;

thu 2ring it 7ith physical asset that then he/ IGL gain

financial asset .

#inancial asset then he/ imro,ing organi!ational

asset . IGL’s model of five assets



Aurance Reoni,ene Re/ia2i/it


He/ IGL imro,e er,ice

@ua/it an; gro7 in a

utaina2/e 7a

Aurance( Reoni,ene an;

Re/ia2i/it are 1e7or; in coman

cu/ture. Thi i e+ree; 2 the

coman9 Co;e o4 Con;uct( 7hichare E+cee; c/ient9 e+ectationF

Moti,ate ta44 to ma1e gro7thF uic1

reone 7ith /eaureF %im/e

Oen %ee;F an; Pro-acti,e.

Cone@uent/( IGL integrate ecia/

imortance to training o/ic.



Mone Ma1er

>8ront O44ice?

%uort %ta44

>6ac1 O44ice?

There9re & te o4 ta44 an; eronne/ ini;e IGL( 7hich are mone-ma1er an; uort ta44.

Thoe ta44 7or1 in ;eartment can earn mone( i.e. ACT $

I6C. Their =o2 /in1 7ith the core acti,it o4 coman. The ha,e a 7i;e an o4 attention ranging 4rom a/e to ta44

recruitment( management an; e+ertie. The are in oition to imoe their ,ie7 on coman o/icie(

an; e,en on interna/ roce;ure( 7hich omeho7 generate the

4ee/ing o4 their o7er regar;ing the 7ho/e organiation.

0or1 in a;minitrati,e ;eartment( i.e. ICA >Interna/ Contro/

$ Accounting?

Their =o2 are main/ a;minitration ta1 an; tota//

in4/uence; 2 authorit an; o7er o4 mone-ma1er.

IGL9 INTERNAL D!NAMIC%

0ant to re;uce to the

minimum time en;ing in

a;minitrati,e 7or1 uch a

ma1ing contract( ma1ing

@uotation.

MONE! MA:ER%

ha,e their o7n ,ie7oint

a2out interna/ contro/( a,ing

cot

%UPPORT %TA88

Con4/ict

#%


24/28


IGL9 INTERNAL D!NAMIC% >Cont.?

In the 2ottom-u tructure( ta44 can re4/ecttheir i;ea to the uer /e,e/( an; then to

6OD 7ho are the to ;eciion ma1er.

Ho7e,er( ometime there9re con4/ict

2et7een ;i44erent /e,e/. Manager =oin management o4 ;eartment

an; a/o 4o//o7 ome eci4ic ro=ect othere9 oi2i/it to incur con4/ict

2et7een manager an; ro=ect /ea;er. The ) ;irector ;icu to ma1e ;eciion.

Ho7e,er( there9re con4/ict in ;eciion-

ma1ing ;ue to ;i44erent oint o4 ,ie7.

Though each IGL9 ;eartment ha it o7n reoni2i/it( in each

;eartment( 1no7/e;ge ;ictate authorit center an; retige i ;ue to

e+ertie( increaing accor;ing to /e,e/ 4rom ta44 to ;irector.

%ta44

Manager

Director

%enior ta44


25/28


MATRI3 ORGANIZATION %TRUCTURE.

A IGL 7or1 on ro=ect

2ae( the ta44 in each

;eartment i 2eing

uer,ie; 2 t7o 2oe

at the ame time.

A the Director 7ho ta1e

contro/ on I6C $ ICA

in,o/,e much on ;eci;ing

interna/ contro/ roce;ure.

It ten; to ha,e con4/ict2et7een the Director 7ith

thoe ta44 in ACT

;eartment.

.


26/28


(ONSPROS-a,imie resource e22ectivel*: Im#rove the

connection on 2unctional de#artment and on

mar7et segmentation.

6he ma7ing decision #rocess is e22ective

2rom management team.

Enhance s7ill develo#ment

Increase motivation : Sta22 learn new

7nowledge 2reuentl* 2rom new #roAect.

(on2use the authorit* o2 middle management

6eam leader de#artment head

6a7e time consuming. It will ta7e time to #er2orm surve* 2rom

sta22 to management team.

Reuire training 2reuentl* to meet the

environment change.

6o create an internal com#etition Sta22 must do their best to show u# the

abilit*.

GENERAL COMMENT% $ RECOMMENDATION


27/28


GENERAL COMMENT% $ RECOMMENDATION >Cont.?

6he 2act that one sta22 in each de#artment is being su#ervised b*

two bosses at the same time in #roAect'base o#eration under the

matri, structure is hard to avoid.

3e suggest that IGL should have one inde#endent 0irector tota7e res#onsibilities over I(/ de#artment to 7ee# internal euit*

between the three de#artments.

Aen;i+ "


28/28

Aen;i+ "

MBAVB9_Group 1 - PRESENTATION_ Organization and Management

Documents

Transcript of MBAVB9_Group 1 - PRESENTATION_ Organization and Management