Vietnamese Culture

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A paper of Truong Quang and Nguyen Tai Vuong, 2002, about “Management Styles and Organisational Effectiveness in Vietnam” painted a clear picture about some particular qualities in Vietnamese culture. Vietnam is famous for its’ tradition which has been evolved over 4000 years. As usual, Vietnamese people are well-known for their hospitably and hard-working. Following the words of Hofstede, 1980, this paper described Vietnamese culture as “high power distance, high collectivism, moderate uncertainty avoidance, and high context (Swierczek, 1994, Quang, 1997; Ralston et al., 1999)”.
“High power distance” is shown in the day-to-day life of Vietnamese people and in their business world, the paper said. For the everyday life, children in the Vietnamese
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The harmony in an organization is the most important for Vietnamese people. They also try to never lose the others’ face and desire to have a “win-win” position at the end.
Vietnamese people are not the type of risk lovers. They do not like the unclear circumstances, thus they supply many stable job positions, set up more official regulations, and try to deny different thinkings or activities that most people not considered to be normal or accepted.
As saying before, the culture has a big impact on the way leaders behave in different countries. After knowing some features of Vietnamese culture, this section will talk about some common characteristics of Vietnamese leaders, including “decision making, communication pattern, control mechanism, and interdepartmental relationship", following the paper of Truong Quang and Nguyen Tai Vuong, 2002.
The first one is “decision making”. One of the prevalent trait of Vietnamese leaders is that they rarely motivate or support the involvement of employees in decision making procedure. Maybe because the Vietnamese leaders set a
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Because the application varies from one company to another, this part will discuss the differences among public, private and joint venture Vietnamese companies, based on the result of the survey done by Truong Quang and Nguyen Tai Vuong, 2002. The survey carried out with enterprises in Northern Vietnam, thus public, private and joint venture companies mentioned here are located in the north of Vietnam.
The public companies were disclosed to use authoritative leadership styles, where the system was planned centralized. These leaders use tough control, prefer explicit communication and relationship. They want to give instructions for the followers to make sure the work done well, hence they rarely provide freedom for employees to decide and ask the subordinates for opinions before making their decisions.
The authoritarian style is quite the same as the “familial” style, which is prevailed in private companies. However, the familial style concerns a bit more about the interest of people than the authoritative style. According to the
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