The Organization Culture: The Network Construction and the Ethical Development the Revenue Department, the Ministry of Finance
Yaowarin Srichainant, Songkoon Chantachon and Marisa Koseyayothin
DOI : 10.3844/jssp.2012.16.21
Journal of Social Sciences
Volume 8, Issue 1
Problem statement: The organization culture should be organized in the form of network as a means of giving contribution to the organization office members. This study aims to investigate (1) The historical background of the organization culture of the revenue department (2) The present condition of the network formation of the etiquette-based organization culture development and (3) The network formation and the etiquette-based development of the revenue department, the ministry of Finance. Approach: The research area was focally conducted in the certain area of Bangkok Metropolitan. The population used included 98 subjects. The instrument used for data gathering consisted of the interview forms, the observation form, the focus group discussions and the participatory workshops. The obtained data were then discretely discriminated into classified group. The data were also examined by means of the triangulation technique which was then discreetly analyzed in accordance with the previously set purposes. To be concise, the analytical results were further presented in descriptive analysis. Results: (1) On account of the historical background of the organization culture of the revenue department actually started from the early age, that was, in the reign of King Rama V. The early age was the time when the leaders entirely applied the leadership of the organization. They, thus, totally assumed ultimate responsibility and also paid much respect to the seniority authorities. The middle age was the time when the organization culture was regarded as the most outstanding performance in the aspects of assuming ultimate responsibility and paying respect to the seniors. However, the organization culture became increasingly reliant on technology especially for the data collection. The present age was the period of time when a greater extent of emphasis had shifted from human reliance to technological reliance and also in terms of providing services from conventionally ways of practices to becoming more professional. However, high value was conventionally placed on humanitarian and righteous values. (2) The present condition according to the findings, the present time has also been apparent that the organization personnel are becoming more responsible for the tasks entrusted by the authorities and they also submitted to the discipline imposed by their leaders. Best of all, they have now submitted to the discipline or regulations imposed by their superior authorities. With their senses of belonging and self-adjustment, they have tried to maintain such qualifications as honesty, integrity and loyally to their organization. In addition, they have tried by all means to build up and stake the organization’s reputation and images. (3) The network formation and etiquette-based development. With their strong impulse of reforming their organization to attain prosperity and improvement, the solid achievement could be constituted through the following 6 aspects: the ultimate responsibility, punctuality, holding the possession of righteous values, humanity; the deep understanding the religious principles of teaching. And has an acute sense of the respective order of seniority. As a matter of fact, the organization personnel have been classified into three different groups: Group 1. Those who have been work enthusiasts; all they need is to be given only tacitly emotional support; Group 2. Also the work enthusiasts, but have got some indirect marginal impact of a poor circumstance; Group 3. Consists of inert workers; the sole solution is providing them with the process of etiquette-based personnel development. Conclusion/Recommendations: To conclude, this study’s results and implications provided made it possible to be applied in the formation of the network with greater contribution to raising the level of organization culture. Which, could result in the proficiency of working in groups, the services provided for recipients could be considered as culturally reciprocal interaction which is fully consistent with current conditions.
© 2012 Yaowarin Srichainant, Songkoon Chantachon and Marisa Koseyayothin. This is an open access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.