Corporate Finance Corporate Governance And Essay

Length: 14 pages Sources: 14 Subject: Business Type: Essay Paper: #18819564 Related Topics: Corporate Fraud, Intel Corporation, Global Governance, Sweatshop
Excerpt from Essay :

Or that he is to make expenses on dropping pollution outside the quantity that is in the best welfare of the business or that is mandatory by law in order to add to the social objective of improving the atmosphere (Friedman, 1970).

Corporate culture has been established as an administration tool. Corporate culture can aid to attain corporate objectives comprising profit enlargement. Advocates of corporate culture as a tool propose that bureaucratic control should be substituted with culture control in that the management of rewards should be exchanged for the management of culture comprising principles, philosophies, language, ceremonial and legend. This procedure of socialization can comprise: selection at entrance level that makes applicants ask if they are good enough; humility-inducing familiarities in the first months; advancement tied to established record; consideration to corporate values and strengthening legend (Van den Berghe and Levrau, 2004).

Over the last several years, numerous Vietnamese corporations have taken notice about constructing a better business culture. A number of have even asked a foreign firm to aid development of their business culture. Vietnamese businesses have transformed their philosophy in order to acquire progressive business culture from foreign companies. Yet, they have been conscious that the greatest operational business culture should be genuinely entrenched in the nationwide culture. With this rational, the idea of national conversation has been shaped, according to which, worldwide businesses have united their welfares with the business culture of the host nation (Oanh, 2007).

In the fast altering world economy, business administration will be reorganized in all characteristics by amicably resolving the relationships among nature and people, among people and people, amid the individual and the community and between the country and humanity. Economic globalization necessitates careful contemplation and prudent selection. Vietnam must not permit the internationalization of the business culture. On the basis of the Vietnamese culture, they need to obtain the essence of human culture to generate a progressive business culture but one, which is suitable both to the real condition and Vietnam's cultural features (Oanh, 2007).

From a function view, constant deviations can be seen in the creation and expansion of Vietnam's business culture in the growth of the era and the country. In the present worldwide economic amalgamation, Vietnam's business culture is categorized by four structures. The first is team spirit. Business ethics are amassed by all associates through their long tenure and shared labors. The second is rule binding. Business culture serves as a basis in struggle resolving and shelters the welfares of both workers and the employer. In event of a conflict of interests, the workers must obey with guidelines set in the business culture, while the company must attend to and try to find a passive answer to the conflict. The third is characterization Businesses in dissimilar nations and businesses in the same nation try to advance their distinctive business culture on the foundation of the culture of their residence. Business culture should be consistent within a business. Nonetheless, each business should be categorized by its own culture. The fourth is practicality. Rules in a business culture can be confirmed only by authenticity for further development. Business culture will have an actual implication only after it endorses its role in actuality (Oanh, 2007).

In order to endorse their benefits in the global economic rivalry, Vietnamese businesses must contemplate and further reinforce their business culture when opposing foreign firms. The expansion of business culture will aid accelerate manufacture and construct the trustworthiness and trademark of the business. In the present development of business culture, Vietnamese businesses must center on the following five matters:

First, they must develop the idea of compelling people as the root

Second, they must advance the market-oriented notion

Third, they must develop the customer adapted to attitude

Fourth, they must advance general ethics and be apprehensive with social welfare

Fifth, they must advance an essence of social responsibility (Oanh, 2007).

Possible Scenarios

It is often very hard for a nation to balance the competing demands of meeting the narrow requirements of shareholders and the larger needs of society in positive ways. Current scandals have drawn a lot of attention to many companies and their board's of directors. In the aftermath of many corporate breakdowns, many propositions have been made about how to advance...


These matters along with business culture and corporate culture began to emerge just after the market economy reforms were done in 1991. This is when Vietnam began to unite with the internationalization and globalization course. Before that, in the national designed financial system, these matters were never talked about in Vietnam. In a command financial system, all corporate actions were carried out by government instructions. Throughout such instructions, ethical behavior was measured as totally observed the higher authorities' directives. There was a lack of approximately all kinds of products, those being victorious in buying products were really fortunate, thus nobody could afford to protest about the products' excellence. Since supply went beyond demand, service excellence in the delivery network was bad; consumers had little possibility to protest about it. At that time, business in Vietnam was unused, there were limited amounts of manufacturers, and in addition almost all of them were state owned, therefore, there was no requirement to think about such matters as trademarks or intellectual property rights. Most workers were working for the state, where the regulation and bonus system were united and easy. There were not any strikes or labor disagreements to address. But because Vietnam has connected with internationalization, there have been many new matters that have come up. These issues have included: intellectual property rights, food safety rules, strikes, stock market, and therefore the issue of business ethics has became more accepted in society (Anh, 2008).

The majority of businesses in Vietnam seem to obey current laws and rules connected to corporate governance matters, especially those that relate to their company charters. Nevertheless, there can be a definite disparity among technical, regulatory observance and concrete practice. The degree to which organizations genuine corporate governance behaviors depart from the letter of the law, advocate s that existing corporate governance documents are not always being adequately put together and not are not being sufficiently put into practice or enforced (Corporate Governance in Vietnam -- the Beginning of a Long Journey, 2006).

State-owned entities often have to deal with an exact set of disputes in the wide area of corporate governance. These disputes comprise a lack of transparency in the functions and tasks of state agency officials who are required to stand for the government as owner; the persistence of a semi-administrative advances in the direction of SOEs, comprising the establishment of working goals and the sustained practice of ask and give; and disagreements of attention that confront SOE executives. As a cumulative consequence, SOEs are often not able to execute in a most favorable way, their corporate governance behaviors can diverge away from best practice, and mistreatment of position can take place (Corporate Governance in Vietnam -- the Beginning of a Long Journey, 2006).

One area in which it has been seen that things are not working right is in that of the role of the Inspection Committee. It seems that in practice, many Inspection Committees in Vietnam lack sufficient ability in order to carry out their roles to the full degree. In fact, the power of the Inspection Committee appears to be one of the weakest links in Vietnam's corporate governance scheme, mainly for the reason that its members are frequently inferior to the company's senior management, and thus lack enough assurance or power to recognize and confront any misconduct that they may see taking place (Corporate Governance in Vietnam -- the Beginning of a Long Journey, 2006).

Another weak link seems to be inside corporate powers that protect in opposition to associated party dealings that could be damaging to the company and its shareholders along with possible conflicts of interest for management. The preponderance of companies that have been looked at appears to have no documented rules on either of these matters and is thus susceptible to abuse. Even a superficial review of media reports in regards to corporate governance misconduct in Vietnam implies that a considerable percentage of these occurrences take place as a total or partial significance of insufficient controls in these two exact vicinities. The difficulty appears predominantly obvious in state-owned enterprises (SOEs); where the payment of commissions is widespread and authorized salaries are often lower (Corporate Governance in Vietnam -- the Beginning of a Long Journey, 2006).

State-owned enterprises (SOEs) often carry out an important role in the ownership landscape and in global marketplace. How well these state-owned entities are governed has an important force on their performance and worth, as well as on public money, financial growth and competitiveness. Transparency and accountability are…

Sources Used in Documents:


Anh, Nguyen Hoang. 2008. Business Ethics in Vietnam- Reality and Perspective. [online]

Available at [Accessed 2 January 2011].

Chhabara, Rajesh. 2008. Intel in Vietnam -- Solving Vietnam's corruption logjam. [online] Available at <> [Accessed 2 January 2011].

Corporate Governance in Vietnam -- the Beginning of a Long Journey. 2006. [online] Available at <$FILE/PSDP-22-Eng-Executive-Summary.pdf> [Accessed 2 January 2011].
Connor, Michael. 2010. Trying to Break the Sweatshop Business Model. [online] Available at <> [Accessed 2 January 2011].
Improving corporate governance in state-owned enterprises (SOEs). n.d. [online]. Available at <,3343,en_2649_37439_44385858_1_1_1_37439,00.html> [Accessed 4 January 2011].
OECD / World Bank Asia Roundtable on Corporate Governance. 2004. [online] Available at <> [Accessed 2 January 2011].
Longstaff, Simon. 1995. Vietnam - market ethics. [online] Available at <> [Accessed 2 January 2011].
Murray, Leigh. 2010. S&P: Vinashin May Hurt Vietnam Banks. [online] Available at <> [Accessed 2 January 2011].
Oanh, Mai Hai. 2007. Vietnam's business culture to meet actual equirements. [online] Available at <> [Accessed 2 January 2011].
OECD Guidelines on Corporate Governance of State-owned Enterprises. 2005. [online]. Available at <> [Accessed 4 January
Sampley, Ted. 1997. Nike's Dirty Little Secret to Success. [online] Available at <> [Accessed 2 January 2011].
The UK Stewardship Code. 2010. [online] Available at <> [Accessed 2 January 2011].
Vietnam Arrests Four More Former Vinashin Officials. 2010. [online] Available at <> [Accessed 2 January 2011].

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