Therefore, Vietnam construction industry in generally speaking or Vietnam’s property market is facing with many opportunities and is considered long term potential market for both domestic and foreign investors. If Vietnam has strategic planning, goal development, good vision, and mission or knows what the steps should be executed for the future market, chance of success is a seeable thing. On the other hand, strategic planning and implementation management is an important key which will lead to success.
But in Vietnam, strategic management receives less attention. Some companies or organizations think that the future can be depended by many factors which related to God. Besides that, Vietnam’s investment climate is change slowly which affected to investment abilities of investors. According to Haley (2000), that is the barriers prompted many investors to leave.
Mr. Nguyen Tuan Tu made a case study which major objective was to find ways to improve the Vietnamese construction companies in related to planning and implementing in strategic management (focus on implemented in strategic management). To support his major objective, three sub-objectives were needed to accomplished:
• To study about strategic planning development and implementation of companies from the top to operational structure in public and private contractors.
• To analyze the critical problems in strategic management implementation in public and private contractors.
• To conclusion and propose recommendations to improve the implementation in strategic management applicable for Vietnamese construction organizations.
Conclusion
To study about strategic planning development and implementation of companies from the top to operational structure in public and private contractors
Strategic planning development and implementation of public and private contractors were defined following vision statement application, organizational structure, leadership style, organizational culture and project management style. The results indicated that there were many significant differences between two groups in strategic management implementation and T-test was used to analyze the mean of those significant differences.
Specifically, public contractors have mechanistic system, task oriented leadership style with focusing on rules and procedures while private contractors have organic system, relations-oriented leadership style focusing on relationship between leader and members, communication among each members. Besides that, public contractors pay attention on hierarchy culture because of stability and performance with efficient operation but private contractors are different. Competitiveness and productivity were paid attention so marketing culture is suitable to private contractors.
To analyze the critical problems in strategic management implementation in public and private contractors
From the results of objective 1 and respondents’ experience in data collection, five critical problems which affect to strategic management implementation in public and private contractors were discussed. There were four critical problems having significant difference between two groups such as: strategic manager is not enough managerial skill to monitor implementation strategies, organization has rigid structure following rules and procedures so a result control mechanism may be ineffective, networking structure in organization is limited in each department and financial risk affects to strategy implementation. The mean of public contractors is always greater than private contractors; it means public contractors agreed with those problems appearing in their organization. To solve those problems, suggestions or recommendations can be delivered as follows; top management and supervisor team should involve to implementation in the organization. Besides that, top management or supervisor team also pay attention on networking which create good relationship between each member and to reduce the financial risk, top management must be careful in analyzing and allocating of budget.
Generally speaking, the main reason which created problems in each contractor is separately characteristics of organizational structure and leadership style. Or we can say that, organizational structure and leadership style will affect to culture in the organization. However, culture also plays an important role in establishing and solving problems in the organization. So to overcome those problems, management should participate not only in planning but also in implementation.
To propose recommendations to improve the implementation in strategic management applicable for Vietnamese construction organizations
The proposed framework of strategic management implementation has been suggested in figure below. First, strategic management implementation should be started with Leadership and commitment by top management combined with organizational structure. Work environment in the organization will be defined by three groups (work tasks, goals, procedures; work group behaviors and manager behaviors). Second, the process can be continuously done by effect of Leadership, commitment and organizational structure to organizational culture. From that point, organizational culture will affect to internal environment. In other hand, people attitude and behavior are main factors which affect to outcomes of organization. Finally, audit and evaluation are the keys to check whether strategic management has been implemented effectively in order to improve the organization and fulfilled existing gaps.
His thesis abstract is copied and posted.
Abstract
To gain and maintain a contractor’s competitive advantage is not easy as it depended on a large number of factors. In other words, identification of problems in strategic management implementation allows one to reduce the vast numbers of obstacles to bring back success for the organization. Based on literature review and expert’s experience, this study describes how Vietnamese public and private contractors implemented strategic management in their organization.
The study was surveyed in two big cities in southern of Vietnam - Ho Chi Minh and Can Tho city. Strategic management implementation can be delivered into framework, namely, leadership style, organizational structure, organizational culture and project management style. The result in this study indicated that there was significant difference between two groups contractor about strategic management implementation. From that point, it provides a vehicle for guiding a contractor in managing its organization in order to improve competitive advantage which helps them to survival in new market. Additionally, this study also provides insights into the management of competitiveness for contractors in operation of Vietnamese construction organization.
Keywords: Construction, Leadership style, Organizational structure, Organizational culture, Project management style, Strategic management, Implementation
