1.

1 Influence of culture:
Organizational culture is the collection of values, expectations, and practices that guide and
inform the actions of all team members. (Kelly Wong, 2020)
Handy’s OC level:

Power
There are some organizations where the power remains in the hands of only a few people and
only they are authorized to make 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 superior’s
instructions. The employees do not have the liberty to express their views or share their ideas
on an open forum 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 personal
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.

Following the model of Charles Handy, it can be seen that Petrolimex uses Power Culture.

Petrolimex governance model (Petrolimex, 2021)

As we can see above, the governance model is Petrolimex Corporation, headed by the
Supervisory Board, the General Meeting of Shareholders, the Board of Directors and the
Board of Directors. The General Meeting of Shareholders has the role of operating the
company's activities, controlling the decision-making; The Board of Directors has the role of
management, supervision and direction in running the business of the company, the role of
the Supervisory Board is to inspect and supervise the activities of both the Board of Directors
and the Board of Directors. The General Meeting of Shareholders so that the company's
activities are transparent for the benefit of shareholders and the company. The decisions of
the board of directors will be made and monitored by the board of directors through the
group's companies; they will be primarily responsible for steering the company in the right
direction of the management. Thus, we can see that the leaders at Petrolimex hold all the
power in their hands and subordinates just follow the orders of their superiors. This will keep
the company on track but this can cause some misunderstandings as sometimes the plan
doesn't go as planned because of the lack of cohesion between the boss and the employees.
An example for this is that both petrol stations and petrol stations of Petrolimex have not yet
been linked. Because the management did not set a ceiling and a floor of remuneration, at the
time when gasoline was profitable, the focal points competed to push up the remuneration to
"discharge" quickly sold goods. On the contrary, at times of business loss, agent
remuneration is forced to low. When the long loss period has led to many dealers with heavy
losses, many tricks have been devised, the most common being gas stations with out-of-stock
signs, "blaming" the clues for not providing goods (Petrolimex, 2012).
Edgar OC level
Level 1: Artifact
Artifacts are phenomena, things that we can see, hear, feel when interacting with a group of
people of a strange culture. Artifacts include the visible products of the team, including
architecture, language, technology, products, works of art, style expressed through clothing,
speech, and expression. emotions, the legends and stories they tell about their organization,
the list of declared values (e.g. the organization's Core Values list), observable rituals.
About Petrolimex Hanoi, in addition to the company's headquarters to deal with financial
issues and resolve customer complaints, most people know Petrolimex as a petrol and oil
supply store.
Most of Petrolimex's employees are Vietnamese to facilitate the supply, exchange and
promotion of their products to the Vietnamese people. Employees wear navy blue suits with
gloves and masks to serve customers.
 Petrolimex’ employee (Petrolimex, 2018)
With the principle of "Drink water, remember the source", "Love people as if you love
yourself", along with doing good social security work, Vietnam Petroleum Trade Union
always actively visits, encourages and supports Supporting the families of employees who
have been working at the units on the occasion of Tet holidays, that affection has been built
over many generations and has become "The traditional beauty of Petrolimex".

Petrolimex helps people in need (Petrolimex, 2017)

Level 2: Exposed beliefs and values

The next level according to Schein which constitutes the organization culture is the values of
the employees. The values of the individuals working in the organization play an important
role in deciding the organization culture. The thought process and attitude of employees have
a deep impact on the culture of any particular organization. What people actually think
matters a lot for the organization? The mindset of the individual associated with any
particular organization influences the culture of the workplace.
Crystallized from the efforts and knowledge of generations of Petrolimex employees and
employees during the past 65 years, along with a development strategy that carries the breath
of the times. From the core values, Petrolimex brand will always maintain its own identity,
consistent production and business activities with the orientation of sustainable development
for the benefit of shareholders, partners, customers and partners.
Diversity: Respect difference and diversity
Heritage: National Pride
Humanity: People-centred activities
Development: Non-stop innovation to maintain the leading position in the market
Level 3: Basic assumptions
The third level is the assumed employee values that cannot be measured but make a
difference to the culture of the organization. There are certain beliefs and truths that are
hidden but influence the culture of the organization. The internal aspects of human nature
belong to the third level of organizational culture. Organizations follow certain practices that
are not discussed often but are understood in their own right. Such rules form the third level
of organizational culture.
There is an unwritten rule for Petrolimex petrol sales staff that when selling gasoline, they
must wear full body protection and wear a mask because if gasoline comes into contact with
the body or internal organs, it will cause serious injury. Therefore, the gas pump job is often
paid more than other occupations because it has a higher risk of reducing life expectancy.
The influence of technology in shaping organizational culture:
In the current development period, science and technology occupy an important position in
the operation of many fields: business, finance, service, etc. After more than 40 years of
construction and development , B12 Petroleum Company has invested in building a
synchronous and modern infrastructure system, including: The oil port can receive ships up to
40,000 DWT, each year receives more than 4 million m3 of petroleum of all kinds. ; 5
petroleum depots with a capacity of nearly 400 thousand m3 are connected continuously with
nearly 600 km of petroleum pipelines passing through 6 provinces/cities (Ha, 2019). In terms
of corporate governance, we apply ERP & Egas - this is the current modern management
system in the world that we have been operating for many years very effectively, connecting
the entire system from the leadership level. , manage each warehouse, store (Ha, 2018).
Analyse:
1.3 Influence of power
Organizational power is the ability that you have to influence the behavior of another
stakeholder in your organization. Your power is measured by the extent that you can use your
influence to get that stakeholder to do something that he or she would otherwise prefer not to
do.
These six sources of power are as follows:
1. Reward Power (is the ability to reward): It involves giving organizational assets of value to
others. These are intrinsic and extrinsic resources such as perks, compensation, desirable
work assignments, promotions, etc.

2. Coercive Power (is the ability to punish): It involves inflicting painful outcomes on others
for their refusal to conform. This can include withholding intrinsic and extrinsic assets of
value and inflicting negative actions on someone such as a suspension or firing.

3. Legitimate Power (comes with the position): It involves the delegated rights that comes
with being appointed to a management position in an organization. This includes the rights to
direct the work of others and to distribute rewards and sanctions as the organization allows.

4. Expert Power (comes from what you know): It involves the special skills and knowledge
you have of your organization, function, industry, processes, etc.

5. Referent Power (comes from the positive impressions others have of you): it involves
others’ admiration of certain qualities that you possess and their desire to be associated with
you.

6. Informational Power (comes from the power of your logic and reasoning): it involves
providing information that is so powerful that people change based on what you say, not who
you are.
Sources:
1. Wong, K., 2020. Organizational Culture: Definition, Importance, and Development | Engage Blog.
[online] Engage Blog. Available at: <https://www.achievers.com/blog/organizational-culture-
definition/> [Accessed 5 October 2021].
2. https://www.petrolimex.com.vn/nd/bao-chi-viet-ve-petrolimex-va-xang-dau/con-bat-cap-va-tiem-an-
tieu-cuc.html
3. https://www.petrolimex.com.vn/nd/tin-chuyen-nganh/thang-6-2016-nu-cuoi-petrolimex.html
4. https://www.petrolimex.com.vn/nd/hoat-dong-van-hoa-xa-hoi/net-dep-truyen-thong-petrolimex.html
5. https://www.petrolimex.com.vn/nd/bao-chi-viet-ve-petrolimex-va-xang-dau/b12-cong-nghe-dem-lai-
hieu-qua-thiet-thuc.html
6. https://www.petrolimex.com.vn/nd/bao-chi-viet-ve-petrolimex-va-xang-dau/plx-khoa-hoc-cong-nghe-
duoc-ung-dung-o-ca-3-tru-cot-7-linh-vuc.html