Introduction

The culture, politics, and power structures of an organization are

always present, and they are the most significant impacts on the
conduct of individual employees as well as upon the behavior of the
organization as a whole. More than that, the ability of the
organization to achieve its objectives over the course of a longer
period of time is also impacted by these elements.

An organization that is well-known for its operations, innovations,

and market presence, the Anlac Group is a notable company within
its business. Nevertheless, underlying its apparent success lurks a
convoluted web of organizational dynamics, which are formed by the
organization's culture, power structures, and the complexities of its
political system. This investigation is to delve into the fundamental
components of the inner workings of the Anlac Group, with the goal
of throwing light on the cultural values, power distribution, and
political maneuvers of the organization.
 I. An introduction of Anlac group
Founded on March 5, 2002, An Lac Investment Group Joint Stock
Company was established by experienced individuals in civil and
industrial construction. Their goal was to transform An Lac into a
leading real estate investment and construction company in
Vietnam. Anl ac Group has established itself as a highly esteemed
company in the fields of construction, real estate investment,
energy development, and financial investment. With over two
decades of experience in construction and development, Anlac
Group has built a strong reputation in these industries. This sense of
pride has been inherited by numerous generations, leading up to
Vietnam.

1. Vision
Anlac Group strives to be a prominent catalyst for positive
transformation and achievement in the global marketplace. This is
fueled by a mindset that embodies a commitment to high standards,
integrity, environmental consciousness, and community
involvement.
2. Mission
An Lac aims to improve the lives of Vietnamese individuals by
offering a wide range of top-notch, popular, practical, and trendy
products. Our goal is to provide users with the best possible
experiences. Products manufactured by the Anlac Group

3. Core values
The fundamental principles of Anlac Group shape its identity, guide
its operations, and cultivate its culture. The group's activities
revolve around a set of core values that prioritize integrity,
excellence, customer focus, sustainability, people-centricity, and
collaboration.
 I. An analysis of Anlac’s culture, power and politics
1. Organizational culture
An organization's unique identity and character are primarily
influenced by its organizational culture. The formation of
organizational culture is heavily influenced by the prevailing norms,
beliefs, and behaviors within the organization (Saebah &
Merthayasa, 2023; Spicer, 2020). The performance of employees is
influenced by the culture within the organization, which in turn
shapes their attitudes and behavior. The successful completion of
goals and responsibilities by individuals within a company is known
as employee performance.
.

1.1. Edgar Schein’s model and its application to Anlac

group
a. The Edgar Schein’s model
Edgar Schein put forth a model that explains how an organizational
culture is formed. It suggests that the underlying assumptions
influence the values, which in turn influence the practices and
behavior within the organization. Values have a significant impact
on the practices and behavior of individuals (Radhika. K, 2020).
Schein (2013) explains that organizational culture can be
comprehended at three different levels:
 Figure 1: The Edgar Schein’s model (Radhika. K, 2020)
Level 1: Artifacts: technology, visible and audible behavior patterns
that reveal the surface aspects of a target culture in various forms.
It may appear that staff members communicate with each other, but
truly understanding their underlying emotions and level of
understanding would require further investigation into the target
culture.
Level 2: Espoused values: Focuses on validating values within the
physical and social environment. It is important to consistently
achieve success in finding solutions for a given issue using proven
methods. Typically, the initial solution to address a new issue or task
is put forward by individuals who hold sig nificant influence within a
group, such as leaders or founders.
Level 3: Basic assumption: Exploring beliefs about human nature,
human relationships, and behavior that embody a transformative
process. It is often noticed that when a method is consistently
successful, it becomes the go-to solution and eventually becomes an
unquestioned assumption.

b. Schein’s model application in Anlac group

 Artifact: The triangle block that serves as the logo for AnLac
Group is a symbol of the firm foundation upon which the group's
construction projects have rested (Appendix 1). The logo's orange
color represents the energy, optimism, and self-assurance of the
company's workers. Not only that, it has the ability to draw focus
and establish a prominent position. The logo's blue color represents
tranquility and depth. If you want to convey energy and steadiness,
or tranquility and imagination, you might use orange and navy
together. This synergy has the potential to show how seriously the
corporation takes development and how they feel about striking a
balance between the thrill of city living and environmental
preservation.
In order to make themselves easily identifiable, all of AnLac
Group's officials and staff wear green uniform shirts (Appendix 2).
The corporation's development projects are designed with an
emphasis on sustainability, environmental consciousness, and a
connection to nature, as the color green is associated with plants
and nature.
Epoused value: AnLac, in Buddhism, implies peace and pleasure.
In addition, the group's tagline is "Peaceful settlement," which refers
to having a stable place to live and work. According to Mr. Nguyen
Van Dung (Deputy General Director), the group's name and tagline
represent the group's commitment to offering quality housing
options, chances for professional growth, and creating a quiet and
joyful living environment for residents.
Basic underlying assumption: Every single person who works at
AnLac Group is devoted to their profession because they know it
helps them, their loved ones, and the world at large. Employees of
the organization hold the belief, expressed by Ms. Duong (Head of
Marketing Department), that their work will help improve people's
lives and society in the long run.
 c. The influence of culture under Schein’s model
In order to foster employee enthusiasm, initiative, enthusiasm,
and originality on the job, AnLac Group provides a state-of-the-art
work environment (Artifact). Trust is fostered among personnel by
consistently emphasizing stable, sustainable, and environmentally
friendly development in the group's common declarations (Espoused
Values) (Nguyen Van Dung, Deputy General Director). The efforts of
the group's employees, who have rallied behind the prime minister's
initiative to plant one billion trees between 2021 and 2025, provide
strong evidence of this.
Building sustainable and ecologically friendly urban places is
always a success for AnLac Group because of the goals that are set.
The AnLac Group ([Link] was honored with the Asia
Business Council's "Asia Business Excellence 2022" Award in 2022. It
is with great pleasure that we share the news that the Vietna m
Sustainable Development Business Council has named our Group
one of the fifty most outstanding sustainable development
enterprises for the year 2023. ([Link] Furthermore, the
Central Vietnam Red Cross Society bestowed the "Enterprise for the
Community" accolade upon the group in 2023
([Link]

1.2. Charles Handy’s model and its application in Anlac

group
a. The Charles Handy’s model
Charles Handy’s method of looking at culture prompted
researchers to use it to link organisational structure to culture.
Handy identified four types of cultures, namely ‘Power Culture’,
‘Role Culture’, ‘Task Culture’ and ‘Person Culture’ (Handy, 1976)
 According to Handy, Power Culture can be symbolised as a ‘web’
and it refers to control that is spread out like a network from the
centre to the rest of the organisation (Handy, 1993). When
organisations adopt a power culture, rules and bureaucracies are
kept to the minimum.
Role Culture refers to a highly defined structured organisation in
which employees have specified delegated authorities and which are
offered security and predictability. Organisations with a role culture
put their strengths in their pillars, their roles and areas of expertise
(Handy, 1993)
Task Culture, on the other hand, is job oriented and it is present
in organisations where individuals work as a team and power is
derived only from expertise and only when required (Brenyah and
Tetteh, 2016).The task culture puts complete emphasis on getting
the job done and hence, this type of culture tries to assemble the
suitable resources, the right employees at a suitable rank in the
organisation, and to let them knuckle down
Person culture is a type of organizational culture where
individuals within the organization prioritize their own needs and
interests over those of the group or the organization as a whole
(Handy, 1993).

b. Handy’s model application in Anlac group

In the context of AnLac Group, the prevalence of role culture is attributed to the
group's extensive size and intricate organizational framework. Power and decision-
making within the organization are centralized in the leadership, while the other
departments are assigned specific duties and responsibilities based on established
norms and order. As to this document, the Board of Shareholders holds the highest
level of authority within Anlac Group. They have the primary responsibility of
making decisions regarding significant strategies, such as business plans and big
transactions like acquisitions or restructuring. The board of directors, situated below,
assumes direct responsibility for the implementation of the corporation's operational
strategies. The various departments within the firm are tasked with managing specific
areas, including human resources, engineering, economic planning, and finance-
accounting (Appendix 3)
Furthermore, the utilization of task culture is prevalent within corporate settings.
Ms. Duong (Head of Marketing department) states that An Lac Group prioritizes
strategic goals and ongoing progress. This demonstrates that fostering a culture that
encourages the accomplishment of tasks and projects is a highly effective approach.
Corporations additionally foster a culture of collaboration and synchronization among
various departments and individuals, facilitating the exchange of knowledge and
expertise among employees, thereby enhancing overall operational effectiveness.

c. The influence of culture under Handy’s model

The role and task culture helps Anlac Group employees understand their duties and
tasks in each area. Employees are primarily evaluated based on their performance and
ability to fulfill jobs on schedule and with value. This can lead to higher productivity
and goal achievement (Denison, Haaland, & Mishra, 1996). Furthermore, working
with a firm's strengths motivates employees, which boosts their performance and
results in huge profits for the organization.
Increase in corporate revenue AnLac Group is one of the group's most noteworthy
goods due to its corporate culture. The company's revenue would reach VND 10,000
billion in 2022, up 20% from 2021, as the Vietnamese economy recovers from the
COVID-19 outbreak (AnLac Annual Report, 2022).
The organization has established a vibrant, efficient, and interesting working
environment for its employees. The organization was successful in establishing a
cohesive, energetic, and productive work atmosphere. Employees are given utmost
assistance in doing their responsibilities and are encouraged to maximize their
potential. For many years, An Lac's personnel has been recognized as a "Excellent
Worker Team" (Deputy General Director, Mr. Nguyen Van Dung).

2. Power
 According to Erin (2009), power can be defined as the capacity to
influence behavior, change the order of events, overcome
opposition, and persuade people to do things they would never do
on their own. In organizations, politics and influence refer to the
processes, intentions, actions, or behaviors that make this power a
reality. Since power is a fundamental feature of both formal and
informal connections at workplaces and has both social and
psychological components, it is both an enigma and a central issue
in organizational theory, according to (Fairholm, 2009)

2.1. Formal power and Personal power

Organizational dynamics and employee behavior are significantly
influenced by formal power structures, which include three distinct
forms of power (See Yukl, 2010). An authority's right to demand and
require obedience is the source of their lawful power. The idea that a
leader has control over crucial resources and prizes desired by
followers is the foundation of reward power. The ability to threaten
or physically harm others who refuse to comply with one's demands
or requests is known as coercive power (French et al. 1959)
According to Conger and Kanungo (1987), an individual's
personal power is in their capacity to exert influence over others
and accomplish their objectives, regardless of their official status.
One can derive electricity from a variety of sources. The belief that a
leader has more expertise than the rest of the group gives rise to
expert power (French, [Link], 1959). A follower's capacity to exert
referent power depends on how much they relate to, admire, or
respect their leader (French [Link], 1959). The importance of the
knowledge that a person possesses is a key factor in determining
their information power. Last but not least, a person's connection
power stems from their interpersonal skills (Ragins and Sundstrom,
1989).
 2.2. Power application
The application of power at AnLac Group will be demonstrated more clearly
through the authority of Mr. Nguyen Van Dung - Deputy General Director of the
group.
Mr. Nguyen Van Dung has been the deputy general director of AnLac Group since
2022. This role also includes membership on the group's executive board, which
grants him the authority to manage group activities. Mr. Dung's responsibilities
include reviewing major group decisions, allocating money to subordinates, and
actively managing certain of the group's projects. In addition, Mr. Dung has the
authority to reward as the person in charge of the group's wage, bonus, and welfare
program.
In addition to his personal strength, he possesses professional power as a result of
his comprehensive knowledge and comprehension, as well as many years of
experience in the financial and accounting industries. As a result of sharing and
meetings, both the organization as a whole and the individuals inside it gain from his
thoughts.

2.3. Power tactics and their application

Influence tactics refer to the strategies and behaviors individuals or
groups use to persuade or change the attitudes, beliefs, or
behaviors of others (Meni K, 2009). These tactics can range from
rational persuasion to more manipulative approaches.
 Figure 2: Nine power tactics (Champoux, 2011)
Legitimating tatics are used when an appeal is based on
legitimate or positional power. This strategy is based on following
rules, laws, and regulations (Schriescheim C et al, 1990). It is not
intended to encourage people, but rather to align them in a same
direction. This is the most common approach among the Anlac
Group. Mr. Nguyen Van Dung (deputy general director) stated that
the group's board of directors will use its existing powers to
establish policies and strategies appropriate for the group's
development.
AnLac Group's second most common influence method is
exchange. Exchange manipulation methods are a sort of influence
approach based on the reciprocity principle, in which people provide
benefits or concessions to others in exchange for compliance or
support (Cialdini, 2009). At Anlac group, managers frequently
employ this strategy when recognizing people or divisions for great
achievements. (Ms Hien, Staff at AnLac Group).
Consultation tactics are a type of influence method in which
people seek feedback, advice, or participation from others in order
to acquire their support or commitment (Yukl, 2010). This strategy
entails gathering thoughts, ideas, or input from important
stakeholders before making decisions or enacting changes. Mr.
Nguyen Van Dung (deputy general director) stated that the group
always uses this strategy by convening high-level meetings to solicit
feedback from the board of directors and department heads on
policies, projects, and the group's direction. Their perspectives will
be valued and used to fix existing difficulties.

2.4. The influence of power at Anlac group

AnLac Group considers and uses various types of power in a suitable and effective
manner. Mr. Dung manages all of AnLac Group's staff. This might put pressure on
employees, according to Ms. Hien, an AnLac Group employee, because Mr. Dung is
highly precise and meticulous in his work processes. However, if employees perform
very systematically, their work efficiency will be higher, resulting in more
achievements for the firm. In recent years, the group's profits have steadily increased.
In 2022, the group's earnings will be 1,000 billion VND, up 25% from 2021.
Furthermore, AnLac Group's leaders are highly valued and respected by their
employees due to their significant professional experience.
On the other hand, because Anlac Group's influence approach is primarily
Legitimacy, managers and leaders will be in charge of assigning tasks and plans to
employees, as well as supervising the process. Employee work process. This will
allow jobs to be completed more carefully, but it will also place a lot of strain on staff,
potentially causing them to lose motivation at work. Their motivation has increased as
a result of proper reward programs implemented through trade influence strategies.
The evidence shows that the corporation's staff turnover rate is always less than 10%
(Ms. Trang – Head of HR department)

3. Politics
Organizational politics refers to a variety of activities associated
with the use of influence tactics to improve personal or
organizational interests (Michael.J , 2017). It involves individuals or
groups vying for power, resources, and status, often through
strategic alliances, negotiation, and manipulation of organizational
structures and processes.

3.1. Politics concept

There are 3 main types of political behavior, according to
Buchanan and Badham (2020), including: networking, coalition and
reciprocity. Networking refers to the strategic formation and
cultivation of relationships with key individuals or groups to gain
access to resources, information, and support, and to advance one's
own interests or agenda. Coalitions refer to the strategic alliances
formed among individuals or groups to achieve common goals or to
enhance their influence over organizational decisions and outcomes.
Reciprocity refers to the exchange of favors, resources, or support
among individuals or groups, typically with the expectation of
receiving similar benefits in return.

3.2. Politics application at Anlac group

At AnLac Group, the most common behaviour is network connection. Mr. Dung
(Deputy General Director) confirmed that he often communicates with people through
internal football tournaments hosted by firms. These are acceptable moments to
communicate and connect with everyone in the organisation. As a result, he can have
a better understanding of his employees and superiors, as well as offer opportunities
for them to learn more about him, minimising workplace stress. Furthermore, the firm
develops annual trip programmes for employees and their families, as well as
organises celebrations, honours, and thanks ceremonies. Ms Yen stated that she felt
really connected to her coworkers since it allowed her to become closer to everyone,
and as a result, she gained everyone's support in her work, which proceeded smoothly.

3.3. The influence of politics in Anlac group

Most AnLac Group employees desire to have a stable position, thus political measures
will help them reach their objectives. Following that, personal relationships will be
reinforced through networking and reciprocity. Employees will utilise these
behaviours to connect with coworkers and exchange useful information for their
careers. AnLac Group's code of conduct applies to all members, including the board of
directors and management, resulting in an open and transparent working atmosphere
that does not foster bad cultures. A negative culture is one that promotes favouritism
or unfair competition.
Political behaviour is kept to a normal level at Anlac Group, which makes the group's
employees feel content and encouraged to do their jobs successfully. Individual
performance improves, which adds to overall organisational success (Hackman, J.R et
al; 1976). Mr. Dung stated that AnLac Group has made numerous amazing successes
over the years, and one of the key aspects contributing to this success is the
exceptional job performance of its employees. An Lac Group has grown its business
into numerous new countries in recent years, which serves as proof. The group
currently has activities in numerous Southeast Asian nations.

II. An evaluation of the different relationships

1. The relationship between culture and power
Power is an individual's relative ability to influence the states of others by
providing or withholding resources or delivering punishment (Keltner et al, 2003).
Culture and power are inextricably linked in the AnLac Group's ability to preserve
stability and order.
As previously stated, role culture is the primary culture of Anlac Group, which
means that the board of directors and leadership hold the most influence inside the
organisation. According to Mr. Dung, members of the board of directors frequently
utilise their informal power to urge staff to work more successfully while also
maintaining corporate order and discipline. Employees in groups must accomplish
tasks accurately and in accordance with regular processes. It is clear that the task
culture of AnLac Group employees evolved from this point.
The link between culture and power at Anlac Group has provided numerous
benefits. The group's staff always work with high efficiency and quality, contributing
several specific achievements to the group. Furthermore, all employees of the
corporation are imbued with the corporation's basic principles, causing them to alter
their behaviour to meet the corporation's cultural standards. As a result, Anlac Group
has established a sustainable working environment and highly efficient operations.
However, this has several drawbacks for the firm. Strict job management and high
performance expectations from management can put employees under pressure,
causing them to lose motivation and potentially leading to a high employee turnover
rate in the future. Therefore, management must coordinate acceptable reward systems
to retain talented workers.
 2. The relationship between power and politics
Power and politics permeate organisational life, influencing decision-making,
resource allocation, and interpersonal relationships (Mohammad A, 2023). Politics is
frequently used to gain and maintain power. Individuals and groups participate in
political activities such as campaigning, lobbying, and coalition building in order to
influence decision-making processes (Hassan Y, et al 2012). At Anlac Group, all
employees desire to build a network of relationships that will aid them in their careers;
however, board members of the corporation also want their employees to bond and
interact with one another more. As a result of their ability to connect, individuals can
develop networking behaviours. To make the link more effective, staff must always
keep open lines of communication throughout the organisation.
Anlac Group is currently organising extracurricular activities for its employees,
such as internal football tournaments and parties, to promote group togetherness.
Anlac Group employees can also donate anonymously by putting their thoughts on a
piece of paper and setting it in a "wish jar". This "wish jar" was established to allow
employees to freely share their thoughts and comments regarding the company
anonymously. Every three months, the firm will host a party to read all of the
employees' desires and assess which ones are realistic and reasonable to accomplish,
according to Mr Dung
Employees will gain a better understanding of each other's personalities and
working styles, resulting in increased efficiency at work. Furthermore, people can
express their thoughts and prevent personal vendettas, which lead to unhealthy
competitiveness at work. Management will also understand the issues that their
employees encounter at work, and will make changes to provide the most comfortable
environment for their staff. When people's ties inside an organisation strengthen, the
rate of information flow increases, resulting in faster decision making. On the plus
side, these ties foster trust, respect, and mutual inspiration at work, making employees
feel more at ease every time they go to work. According to Marcus (1983), this
reduces the organization's employee turnover or absenteeism rate.
However, some employees will be resistant to openly discussing their aspirations.
As a result, the gap between management and employees grows wider. As a result,
managers find it difficult to meet their employees' demands; employees might easily
lose motivation and eventually abandon their jobs.

III. Recommendation
Despite the fact that Anlac organisation is doing a very good job of managing its
cultural, political, and power dynamics, there are still a few problems that the
organisation needs to find solutions for.

1. The issues
According to Ms. Yen (Head of Marketing Department), the board of directors has a
significant impact on the corporate culture of Anlac Group. This is due to the fact that they
are highly knowledgeable in their respective fields and have a significant amount of power
within the management group. Employees are still dependent on the decisions made by the
board of directors and management, despite the fact that Anlac Group always and
consistently encourages employee s to take initiative and be creative while they are on the
job. Members of the Marketing department appeared to be more passive when Ms. Yen
inquired about fresh ideas for the project. They constantly looked forward to comments and
directions from managers and leaders since they were always eager to get them. The
corporation suffers from a multitude of drawbacks as a result of this, particularly in the
present moment, when creativity and innovation have a direct impact on the development of
the corporation.

2. The recommendations
A specific problem or an aspect of work that the corporation is facing and needs to
improve can be identified by the corporation as a means of resolving the problem
described above. The corporation can then divide the employees into small groups,
keeping in mind the importance of diversity in terms of both talents and attitudes
within the group. This necessitates that managers have a deep understanding of their
staff members. The next step for the teams is to come up with a fresh and original
solution to the problem that has been handed to them. This solution may be a product,
a service, or a whole new method of doing work.
 In addition, Anlac company is able to construct an artificial intelligence
platform that is capable of analysing the data of the company, developing an
application, and making it widely available to employees. It is possible for groups of
employees to discuss their ideas regarding the application. After that, the artificial
intelligence system will assist in analysing the idea's strengths and flaws, as well as its
rationality and feasibility, and it will also provide suggestions for new solutions. This
enables groups to modify their ideas so that they are more suitable for the business
condition of the organisation. AI, on the other hand, is only capable of supporting the
analysis of ideas; it does not promote the production of new ideas. This is because
employees may become overly dependent on AI. Jordanous (2019) conducted
research that shown that an over reliance on artificial intelligence will lead to a loss in
people's creative abilities.
Conclusion
In order for Anlac Group to function properly and maintain its
organizational identity, the company's culture, power dynamics, and
political landscape are essential components. Stakeholders have the
opportunity to acquire useful insights into the factors that influence
behavior and decision-making within the organization by conducting
a critical analysis of these aspects. Moving forward, it is of the
utmost importance to cultivate a culture that is both transparent
and inclusive, to align power structures with organizational goals,
and to manage political dynamics in an ethical manner in order to
maintain Anlac Group's success in a dynamic commercial climate.

Appendix

1.
 Appendix 1: Anlac group’s logo

2.

Appendix 2: AnLac group’s uniform

3.
 Appendix 3: The organizational chart of AnLac group

4. Interview guideline

No Name of Job description Company

interviewees

1 Mr. Dung Deputy General Director

2 Ms. Yen Head of Marketing Anlac group

Department

3 Ms. Hien Staff at Anlac group

Scales Questions Vietnammese

 transalation

What do you think is Cô/Chú thấy văn hóa doanh

special about the nghiệp tại tập đoàn Anlac có
corporate culture at gì đặc biệt?
Anlac Group?

In your opinion, how Theo cô/chú, văn hóa doanh

does corporate culture nghiệp có tầm ảnh hưởng
influence the thế nào để tập đoàn đạt
corporation to achieve được những thành tích đáng
proud achievements in tự hào trong những năm vừa
recent years? qua?

Culture How do you feel about Cô/chú cảm thấy thế nào khi
working at AnLac làm việc tại tập đoàn AnLac?
Group? What makes you Điều gì khiến cô/chú gắn bó
stick with the group với tập đoàn đến tận bây
until now? giờ?

The Board of Directors Hội đồng quản trị và ban

and Executive Board điều hành hiện là những
are currently the people người có ảnh hưởng nhiều
who have the most nhất đến văn hóa của công
influence on the ty, vì vậy theo cô/chú, điều
company's culture, so in này có mang lại bất cập gì
your opinion, does this không?
bring any
disadvantages?

What do you like most Cô/chú thích điểm nào nhất

about your manager? của người quản lý của mình?

Can you name some Các cách thức để khích lệ

Power ways to motivate your nhân viên của cô/chú. Theo
employees? In your cô/chú, việc đó có hiệu quả
opinion, is it effective? không?

Do you feel comfortable Cô chú có cảm thấy thoải

with your boss's mái về cách quản lý của sếp
management style? mình hay không?

What methods do you Cô/chú thường dùng cách gì

often use to increase để tăng sự kết nối của mình
your connection with với đồng nghiệp?
colleagues?

Politics Currently, does Anlac Hiện nay, tập đoàn Anlac có

Group have any policies chính sách gì giúp nhân viên
to help employees chia sẻ quan điểm của họ
share their opinions? không?
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