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Contents
I. Introduction: .................................................................................................. 2
II. Task 1.1: ........................................................................................................... 2
1. Vision, Mission, Goals, Objectives: ........................................................... 2
a. Vision:....................................................................................................... 2
b. Mission: .................................................................................................... 2
c. Goals: .........................................................................................................3
d. Objectives:................................................................................................ 4
2. Thanh Xuans Core Values: ........................................................................ 4
3. Thanh Xuans Organizational Culture : .....................................................5
4. Thanh Xuan's Structure: ............................................................................ 8
5. Thanh Xuans Main Process: ...................................................................... 11
6. The interrelationship between the business vision, mission, goals,
objectives, organizational culture, organizational structure and core
processes:.......................................................................................................... 11
III. Task 1.2: ........................................................................................................ 12
7. Process Mapping: ....................................................................................... 12
IV. Task 1.3: ........................................................................................................ 14
V. Task 2.1 & Task 2.2:...................................................................................... 16
VI. Task 2.3: ....................................................................................................... 18
VII. Reference: .................................................................................................... 21
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Managing Business Activities to

Achieve Results Assignment 1
I. Introduction:
Thanh Xuan Beauty is a private company that specializes in cosmetics,
skin care, exercise and yoga. Founded in 1992 by Nguyen Thi Thanh Xuan.
Currently, Thanh Xuan has 3 offices and a total of 30 employees.

II. Task 1.1:

1. Vision, Mission, Goals, Objectives:
a. Vision:
Vision refers to an image or a concept. Its the ability to anticipate
possible future events and developments with imagination and wisdom.
Vision in management literature, may be defined as a mental image of a
business manager for possible and desirable future of an organization. It
may also be defined as a strong belief of a manager about the specific
course of action for the business organization. To put it simply, vision
refers to where an organization wants to be in the future.
Thanh Xuan Beautys vision is become the biggest Skincare and Yoga
center in Da Nang focused on utilizing high-technology in skin care. In
order to meet such a big vision, Thanh Xuan has not ceased to improve
its equipment and professional skills so that it can bring Thanh Xuan to
a higher position in society.

b. Mission:
It is not that an organization is formed in a vacuum or with no
purpose it stands. Of course, it has a reason for its existence which is
specific. It runs based on it. The purpose is known as mission. It may be
mentioned in a few words, such as, producing goods or providing
services and so the objectives are communicated through the mission
statement. The Mission of an organization is the base and it is that the
strategies are built upon. It focuses on the purpose of an organization
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through a statement describing the reason of an organizational existence

- It answers the question why the organization has been established.
About Thanh Xuan Beautys Mission:
For customers: Offer high quality spa and massage services and
provide wellness and skin services for all, especially bring an ideal
space for everyone.
For employees: Thanh Xuan Beauty will foster family atmosphere
where every member is linked with each other on the basis of:
respect, responsibility and fairness.
Mission and vision are both related to Thanh Xuans purpose. And this
is communicated in some written form. Mission and vision both are
statements that give the answers about who is Thanh Xuan, what do
Thanh Xuan value, where Thanh Xuans going and where Thanh Xuan
want to be in the future.

c. Goals:
A Goal is simply something that somebody wants to achieve. The
synonyms of goal are: aim, ambition, purpose, target and objective.
Simply speaking, goal refers to the purpose towards which the efforts
are made or endeavors are directed. Goal has a timeframe which is
generally long term. So, its a long term plan.
Thanh Xuan Beautys Goals is provides many skin care services and
combine using famous and high quality products such as Phyris,
Swissline. Phyris, Swissline are two well-known brands for professional
skin care and are enjoying popularity all over the world. Therefore, it is
indispensable to provide these two products in customer care.
About Yoga center Thanh Xuan is aiming to provide Yoga courses
with trainers coming from abroad. Trainer Trainings provide training
courses for their employees 3 times a month. Moreover, the center also
participates to have some improvements in yoga course.
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d. Objectives:
Objective in general indicates a place where you want to reach. In
organizational literature it means the aim which an organization tries
to achieve. Objectives are generally in plural form. Objectives are
predetermined; they provide clear direction to the activities and results
to be obtained from the planning process. Objectives must be SMART
(Specific, measurable, achievable, realistic and timely). Objectives
must be clearly defined, so that the works become goal-oriented and the
unproductive and unsystematic tasks can be avoided.
For the next 5 years, Objectives of Thanh Xuan Beauty are:
Bring Thanh Xuan Beauty become a skin care and yoga center,
provide 100% high quality skin care services and yoga classes.
Improve the effectiveness of work, especially focusing more on
their staffs and their workplace environment.

2. Thanh Xuans Core Values:

Values should be at the core of every business. They're what your
business stands for, your philosophy, your reason for being. Your
business's values will help to steer your business, management and
employees in the right direction. The value of Thanh Xuan follows four
criteria:
Renew: Thanh Xuan always innovates yoga lessons, therapies,
innovative products, to bring new experiences to customers.
Dedication: Thanh Xuan's staff is always devoted to his work,
to improve the status of Thanh Xuan. Thanh Xuan creates a
work environment as a family together, so staff always devoted
their best to Thanh Xuan.
Excellent Service: Thanh Xuan always put the satisfaction of
customers on the top and to achieve that, Thanh Xuan always
improve their service level, providing customers with classes
and products. High quality to improve the service level of the
center
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Professional: To meet the above criteria, professionalism is

indispensable, and not only that Thanh Xuan's clients are
mostly from the A and B classes of the society, so they demand
professionalism. Employees of the staff. Every three to four
months, employees are sent to trainers with graduates from
overseas to improve the professionalism of their employees.

3. Thanh Xuans Organizational Culture :

An organization is a setup where individuals (employees) come
together to work for a common goal. It is essential for the employees to
work in close coordination, deliver their level bests and achieve the
targets within the stipulated time frame for the smooth functioning of
the organization. Every organization has certain values and follows
some policies and guidelines which differentiate it from others. The
principles and beliefs of any organization form its culture. The
organization culture decides the way employees interact amongst
themselves as well as external parties. No two organizations can have
the same culture and it is essential for the employees to adjust well in
their organizations culture to enjoy their work and stay stress-free.
Several models have been proposed till date explaining the organization
culture, one of them being the Charles Handy model.
Charles Handy born in 1932 in Ireland is a well-known philosopher
who has specialized in organization culture. According to Charles
Handys model, there are four types of culture which the organizations
follow:
Power
There are some organizations where the power remains in the hands
of only few people and only they are authorized to take decisions. They
are the ones who enjoy special privileges at the workplace. They are the
most important people at the workplace and are the major decision
makers. These individuals further delegate responsibilities to the other
employees. In such a culture the subordinates have no option but to
strictly follow their superiors instructions. The employees do not have
the liberty to express their views or share their ideas on an open forum
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and have to follow what their superior says. The managers in such a type
of culture sometimes can be partial to someone or the other leading to
major unrest among others.
Task Culture
Organizations where teams are formed to achieve the targets or
solve critical problems follow the task culture. In such organizations
individuals with common interests and specializations come together to
form a team. There are generally four to five members in each team. In
such a culture every team member has to contribute equally and
accomplish tasks in the most innovative way.
Person Culture
There are certain organizations where the employees feel that they
are more important than their organization. Such organizations follow
a culture known as person culture. In a person culture, individuals are
more concerned about their own self rather than the organization. The
organization in such a culture takes a back seat and eventually suffers.
Employees just come to the office for the sake of money and never get
attached to it. They are seldom loyal towards the management and
never decide in favour of the organization. One should always
remember that organization comes first and everything else later.
Role culture
Role culture is a culture where every employee is delegated roles and
responsibilities according to his specialization, educational
qualification and interest to extract the best out of him. In such a culture
employees decide what best they can do and willingly accept the
challenge. Every individual is accountable for something or the other
and has to take ownership of the work assigned to him. Power comes
with responsibility in such a work culture.

Thanh Xuan beauty applied power and role culture in the early days
when the business was put into operation. Like other companies, when
new employees come to work in Thanh Xuan, they will not know what
specific job they are going to do, so they get orders directly from their
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supervisors to work, at the moment power culture has been applied.

After a certain amount of time, the staff members know what their
specific job is, with Thanh Xuan's professional criteria set right from the
beginning so from power culture to culture role. After a certain amount
of time, the staff members know what their specific job is, with Thanh
Xuan's professional criteria set right from the beginning so from power
culture to culture. role. The staff after a long attachment to Thanh Xuan,
they do not rely on the manager so much that they can make their own
decisions.
Deal and Kennedy's Cultural including 4 factors:
Tough-Guy, Macho This culture contains a world of individualists
who enjoy risk and who get quick feedback on their decisions. This is an
all-or-nothing culture where successful employees are the ones who
enjoy excitement and work very hard to be stars. The entertainment
industry, sports teams and advertising are great examples of this cultural
type. Teamwork is not highly valued in this culture, and it's a difficult
environment for people who blossom slowly. This leads to higher
turnover, which impedes efforts to build a cohesive culture. Thus,
individualism continues to prevail.
Work Hard/Play Hard This culture is the world of sales (among
others). Employees themselves take few risks; however, the feedback on
how well they are performing is almost immediate. Employees in this
culture have to maintain high levels of energy and stay upbeat. Heroes
in such cultures are high volume salespeople.Interestingly, this culture
recognizes that one person alone cannot make the company. They know
it is a team effort and everyone is driven to excel. Contests among
employees are common here, as they drive everyone to reach new
heights.
Bet-Your-Company Here, the culture is one in which decisions
are high risk but employees may wait years before they know whether
their actions actually paid off. Pharmaceutical companies are an obvious
example of this culture, as are oil and gas companies, architectural firms
and organizations in other large, capital-intensive industries.Because
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the need to make the right decision is so great, the cultural elements
evolve such that values are long-term focused and there is a collective
belief in the need to plan, prepare and perform due diligence at all stages
of decision making.
Process In this culture, feedback is slow, and the risks are low.
Large retailers, banks, insurance companies and government
organizations are typically in this group. No single transaction has much
impact on the organization's success and it takes years to find out
whether a decision was good or bad. Because of the lack of immediate
feedback, employees find it very difficult to measure what they do so
they focus instead on how they do things. Technical excellence is often
valued here and employees will pay attention to getting the process and
the details right without necessarily measuring the actual outcome.

4. Thanh Xuan's Structure:

Tall Vs. Flat Organizational Structure:
The way that a companys structure develops often falls into a tall
(vertical) structure or a flat (horizontal) structures. Tall structures are
more of what we think of when we visualize an organizational chart
with the CEO at the top and multiple levels of management. Flat
organizational structures differ in that there are fewer levels of
management and employees often have more autonomy.
Tall Organizational Structure:
Large, complex organizations often require a taller hierarchy. In its
simplest form, a tall structure results in one long chain of command
similar to the military. As an organization grows, the number of
management levels increases and the structure grows taller. In a tall
structure, managers form many ranks and each has a small area of
control. Although tall structures have more management levels than
flat structures, there is no definitive number that draws a line between
the two.
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Flat Organizational Structure:

Flat structures have fewer management levels, with each level
controlling a broad area or group. Flat organizations focus on
empowering employees rather than adhering to the chain of command.
By encouraging autonomy and self-direction, flat structures attempt to
tap into employees creative talents and to solve problems by
collaboration.
With the criteria to create a friendly working environment, see each
other as family members, Thanh Xuan apply flat structure, moreover,
this structure is being used widely, so that managers, can Understand
their employees better, easily building a close relationship between
managers and employees to promote better development.

Centralization and decentralization:

Centralization is said to be a process where the concentration of
decision making is in a few hands. All the important decision and
actions at the lower level, all subjects and actions at the lower level are
subject to the approval of top management. According to Allen,
Centralization is the systematic and consistent reservation of
authority at central points in the organization. The implication of
centralization can be:
Reservation of decision making power at top level.
Reservation of operating authority with the middle level
managers.
Reservation of operation at lower level at the directions of
the top level.
Under centralization, the important and key decisions are taken by
the top management and the other levels are into implementations as
per the directions of top level. For example, in a business concern, the
father & son being the owners decide about the important matters and
all the rest of functions like product, finance, marketing, personnel, are
carried out by the department heads and they have to act as per
instruction and orders of the two people. Therefore in this case,
decision making power remain in the hands of father & son.
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On the other hand, Decentralization is a systematic delegation of

authority at all levels of management and in all of the organization. In
a decentralization concern, authority in retained by the top
management for taking major decisions and framing policies
concerning the whole concern. Rest of the authority may be delegated
to the middle level and lower level of management.
The degree of centralization and decentralization will depend upon
the amount of authority delegated to the lowest level. According to
Allen, Decentralization refers to the systematic effort to delegate to
the lowest level of authority except that which can be controlled and
exercised at central points.
Decentralization is not the same as delegation. In fact,
decentralization is all extension of delegation. Decentralization pattern
is wider is scope and the authorities are diffused to the lowest most
level of management. Delegation of authority is a complete process and
takes place from one person to another. While decentralization is
complete only when fullest possible delegation has taken place. For
example, the general manager of a company is responsible for receiving
the leave application for the whole of the concern. The general manager
delegates this work to the personnel manager who is now responsible
for receiving the leave applicants. In this situation delegation of
authority has taken place. On the other hand, on the request of the
personnel manager, if the general manager delegates this power to all
the departmental heads at all level, in this situation decentralization
has taken place. There is a saying that Everything that increasing the
role of subordinates is decentralization and that decreases the role is
centralization. Decentralization is wider in scope and the
subordinates responsibility increase in this case. On the other hand, in
delegation the managers remain answerable even for the acts of
subordinates to their superiors.
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Thanh Xuan is applying decentralization. A big difference between

centralization and decentralization is that in decentralization, lower
level can make decision by themselves. Of course, the major authority
is still the directors, but in some cases, lower level can make decision,
which will reduces the pressure of the top manager. This kind of
structure give the subordinates a chance to decide and act
independently which develops skills and capabilities. This way the
organization is able to process reserve of talents in it.

5. Thanh Xuans Main Process:

Welcome Consult and Perform the

provide Registration
guest service
information

6. The interrelationship between the business

vision, mission, goals, objectives, organizational
culture, organizational structure and core
processes:

According to Thanh Xuan Beauty's main VMGO is to provide the

best quality service to its customers and friendly and family
environment for its employees, so Thanh Xuan applies the culture of
work and decentralized structure to culture. And organizational
structure, employees are almost self-employed and not dependent on
top managers, which makes them feel more responsible for what they
are doing or what they have decided. So this will give employees a
boosting environment to improve their skills and knowledge.
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III. Task 1.2:

7. Process Mapping:
A process map is a planning and management tool that visually
describes the flow of work. Process maps show a series of events that
produce an end result. A process map is also called a flowchart, process
flowchart, process chart, functional process chart, functional flowchart,
process model, workflow diagram, business flow diagram or process
flow diagram. It shows who and what is involved in a process and can
be used in any business or organization and can reveal areas where a
process should be improved. Business process mapping is a way to
visualize what a business does by taking into account roles,
responsibilities and standards. Business process modeling (BPM) takes
this one step further by providing a visual way to understand, analyze,
and improve upon a current method of working. There are a number of
reasons why organizations map their processes.
Types of process mapping:
Activity Process Map: represents value added and non-value
added activities in a process
Detailed Process Map: provides a much more detailed look at
each step in the process
Document Map: documents are the inputs and outputs in a
proceigh-Level Process Map: high-level representation of a
process involving interactions between Supplier, Input,
Process, Output, Customer (SIPOC)
Rendered Process Map: represents current state and/or future
state processes to show areas for process improvement
Swimlane (or Cross-functional) Map: separates out the sub-
process responsibilities in the process
Value-Added Chain Diagram: unconnected boxes that
represent a very simplified version of a process for quick
understanding
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Value Stream Map: a lean-management technique that

analyzes and improves processes needed to make a product or
provide a service to a customer.
Work Flow Diagram: a work process shown in flow format;
doesnt utilize Unified Modeling Language (UML) symbols.
Process mapping symbols:
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IV. Task 1.3:

Outputs of Operation Department of Thanh Xuan Beauty:
According to VGMO of Thanh Xuan Beauty, they focus on offering
high quality spa and massage services and provide wellness and skin
services for customers and create a working environment where every
member is linked with each other on the basis of: respect, responsibility
and fairness, so the following table will show their output:

Owns a team of professional and experienced

For staff
employees Strengthen the relationship between
departments
Customers are satisfied with service of the
For company.
customers Customers skins are getting well day by day as well
as their health.

For the Earn profit

business Grow in earning profit, as well as managing and
organizing the business
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Quality gateways:
To provide a good service to customers, all product and process as
well as employees must go through quality gateways. In Thanh Xuan
Beauty there are several requirements:

Requirements for employees:

Must have professional qualifications, must participate in
training program periodically, dedicated to work, not too
dependent on management.

Requirements for products:

Must be products of clear origin, from famous brands, bring

good results

Requirements of equipment:
Equipment must be modern, the equipment must be safe and
received paper and must be imported from the famous
countries.
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V. Task 2.1 & Task 2.2:

Operations Operations Output

Responsibility Mangers
Resources
Department DepartmentTactics Indicators

Frames
(when)

(who)
Time
Objectives (Action Plan) (measurement)
(what) (how)

Maintain Provide Silver - 100% customers

Maintain in 1 year

100 million

Employees
100% Gold - Diamond are provided
customers
cards for loyal membership card
satisfaction
customers and received
Give small, useful gifts from Thanh
gifts Xuan and 100%
customers satisfy
with Thanh Xuan
services
Summer 2018
Travel:
Competition: April, 2018

120 million

Managers
Ms. Thanh Ngan
Mrs. Thanh Xuan
Organizing Organizing 30 Employees of
outdoor competition about Thanh Xuan
activities for
skin care have fun times
employees
techniques among and experiences
three after the trip and
establishments. experience
Organizing tour to during the
Ba Na Hills on competition as
summer vacation. well.
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August 2018

60 million

Employees
Ms. Thanh Ngan
Mrs. Thanh Xuan
Staff training Invited experts 100% employees
periodically come to center for are trained with
consulting and process, in it, at
training. least 4
Check the employees in
qualifications and each area
knowledge of achieve the
employees excellent
standard.

3 June 2017

50 million

Director Nguyen Thi Thanh Xuan Director Nguyen Thi Thanh Xuan
Change Yoga Enter into an Refresh the
curriculum agreement with atmosphere of
into
Yoga lecturer the classroom to
international
program abroad to conduct create
Yoga classes in the excitement and
center. learn more
experiences from
the experts.
November 15 2017

1.4 billions

Improve and Direct come to Ensuring that

renew skin suppliers in their
care
Switzerland and performance
equipment
South Korea to must meet the
study and evaluate needs of the skin
the capacity and care process
performance of
machines.
Buy 2 new high-
tech machine
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VI. Task 2.3:

One of the future development plans of Thanh Xuan is to open a fourth facility
to easily reach customers in different areas in Danang. In order to do that,
Thanh Xuan has to go through many stages:
Market survey.
Making plan according to survey.
Budget preparation.
Sign contract for Rent a land.
Select contractors and architects.
Designing the new center.
Checking design drawings.
Building.
Buying necessary things.
Decoration and installation.
The following shows the activities for Thanh Xuan to set up a new address:
Activity Activity name Preceding Duration
activity (week)
A. Market survey - 1
B. Making plan according to A 1
survey
C. Budget preparation A 1
D. Sign contract for Rent a B, C 1
land
E. Select contractors and D 2
architects
F. Designing the new centre E 2
G. Checking design drawings F 1
H. Building G 12
I. Buying necessary things G 2
J. Decoration and installation H, I 2
K. Complete J 1
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Path Duration
A-B-D-E-F-G-I-J-K 1+1+1+2+2+1+2+2+1= 13
A-C-D-E-F-G-I-J-K 1+1+1+2+2+1+2+2+1=13
A-B-D-E-F-G-H-J-K 1+1+1+2+2+1+12+2+1=23 (Critical
path)
A-C-D-E-F-G-H-J-K 1+1+1+2+2+1+12+2+1=23 (Critical
path)
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The first thing to open a new facility is the market survey, Thanh Xuan should
survey the market (A) survey more and more to see if the new center has
something new, there is new technology through it Thanh Xuan can apply to
his new base. Following from the collected information, Thanh Xuan's interior
will now create plans, ideas, and designs for the new establishment (B). The
next step, also the most important is the budget issue (C) to make the
construction and purchase equipment for new facilities. Once budgeted and
spent, Thanh Xuan will select the site will build the facility and will buy the
land and sign the land tax contract, which will depend on both B and C
processes, depending on the construction idea, the amount of budget that
Thanh Xuan will choose the land is suitable for construction. The next step is
to select the construction contractor (D) and the architect to begin the new
facility design and construction (E). After the E process is over, Mrs. Nguyen
Thi Thanh Xuan will check the drawing (F) against the original idea, then start
building (H) and buy building materials and equipment for the new facility
(I). . Upon completion of the new facility construction, staff and management
will decorate the new facility and install the necessary equipment.
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VII. Reference:
https://www.lucidchart.com/pages/process-mapping
https://www.fpm.iastate.edu/worldclass/process_mapping.asp
http://smallbusiness.chron.com/tall-vs-flat-organizational-structure-
283.html
http://www.12manage.com/methods_deal_kennedy_culture_types.html
https://www.tutor2u.net/business/reference/models-of-organisational-
culture-handy
https://www.b2bmarketing.net/en-gb/resources/blog/how-can-businesses-
contribute-local-community
https://www.mindtools.com/pages/article/newSTR_86.htm