Integration is key, but we must remain distinct.

An official regulation on workplace culture at the University of Social Sciences and Humanities will be developed in the near future. Prior to this, the university's Trade Union organized a seminar to gather feedback from union members on the contents to be included in this regulation. Regarding this issue, Assoc. Prof. Dr. Vu Thi Phung – Head of the Department of Archival Studies and Office Management – ​​granted ussh.edu.vn an interview. ReporterProfessor Vu Thi Phung, the University of Social Sciences and Humanities is currently researching and will soon finalize regulations on workplace culture within the University. What is your assessment of this decision? - Assoc. Prof. Dr. Vu Thi PhungFirst of all, as a member of the school community, I express my support, even strong support, for this decision. It can be said that this is a very correct, necessary, and timely decision. Regulations on workplace culture are necessary in all workplaces in general. On August 2nd, 2007, the Prime Minister issued regulations on workplace culture for state administrative agencies. This shows that our awareness of the important role of workplace culture in building the strength and brand of an agency has become increasingly clear. As a leading university in social sciences and humanities, striving for modernization and international integration, the school especially needs a specific regulation on this matter.- Many people talk about corporate culture, but perhaps they don't fully understand the role of building a healthy corporate culture in enhancing the daily work efficiency of each employee as well as the development of an organization. Could you elaborate on this issue, Associate Professor?- Workplace culture encompasses the spiritual and material values ​​created by all members of an organization. These values ​​are influenced by traditional, national, and ethnic factors, but they are deeply ingrained in each individual and achieve a high level of consensus among them to form the collective workplace culture. Material values ​​are the expression and transmission of spiritual values. However, it is crucial that all these values ​​are directed towards two goals: firstly, the sustainable existence and development of the organization; and secondly, contributing to the development of society and the community. For sustainable development to occur, members must create a certain position for the organization in society. To achieve this position, they must have their own brand and reputation. It is important to emphasize here that the material and spiritual values ​​created for the development of the workplace are also for the people within the collective, and for the goals and objectives that the workplace aims for. For example, our University of Social Sciences and Humanities is striving for a high-quality education for its students and to become a leading institution in creating, disseminating knowledge, and training high-quality human resources in social sciences and humanities, serving the cause of national construction and development. From this goal, the University develops strategies and plans for development in each stage.So, does the cultural and social work among different agencies have specific differences?- That's obvious. While the cultural and ethical aspects of different institutions have commonalities, they must also necessarily have unique characteristics. These unique characteristics are crucial. As I mentioned above, these unique characteristics are essential for creating differentiation, establishing the brand and position of each institution or organization in society. They define who you are, what you're doing, and your position... For example, among the social sciences and humanities training institutions nationwide, the University of Social Sciences and Humanities must have its own unique characteristics. Building these unique characteristics is not a simple task; it even requires nurturing and development over a very long period. I have a very amusing anecdote related to this "unique characteristic." While teaching at an institution, I received a comment from a student who said to me:It's been a long time since I last saw the teaching style of the professors from the University."I was very happy and proud that, until now, we and the younger lecturers have been able to develop the 'essence' or the very distinctive teaching style of the generations of lecturers at the University - who were very famous and loved by students. That unique characteristic has been nurtured and 'infused' into generations of teachers at the university over so many years."- Professor, what are the characteristics of workplace culture in the operations of an organization?There are many different perspectives on this issue, each with a different approach. However, the most common approach to workplace culture today is usually through four manifestations: First, the level of individual awareness within the group, including: self-awareness, that is, answering the question "who am I?" in relation to the community and group; awareness of one's organization, that is, what one understands about the place where one works; and awareness of one's personal responsibility within that group. Incorrect awareness will lead to the development of incorrect values ​​and actions. Cognitive culture is the hidden iceberg and is very difficult to express in workplace culture. However, it is the core element that governs external manifestations. It is often assumed that those with high education have high culture and awareness, meaning they have a good self-positioning and understanding of their organization. But this is not always the case. There are people with high education who still have poor self-positioning. Secondly, the level of organization and management in an office. This refers to the methods, measures, and ways of operating the management and leadership apparatus. For example: Is the school's organizational structure reasonable? Is the recruitment process correct? Are the criteria reasonable? How do you manage operations? The same people, if properly motivated, will achieve high work results; they will be enthusiastic and dedicated. Conversely, without proper and timely encouragement and evaluation, they will only work half-heartedly. Thirdly, the communication and behavior style of the members of the office. This is an easily observable aspect, which is why many people mistakenly believe that workplace culture is simply about behavior. Communication style is specifically expressed in attitude, eye contact, facial expressions, smiles, gestures, and attire. Fourthly, the working environment includes: the natural environment, also known as the landscape, such as buildings, pathways, office gates, trees, layout, and decorations; and the social environment, which refers to the relationships between members of the office and with visitors.- Currently, what are the most common and reprehensible manifestations of "poor" workplace culture, Professor?Currently, in Vietnamese offices, a segment of civil servants have not properly positioned themselves in relation to the community. This leads to inappropriate behavior such as irresponsible and bureaucratic work. Secondly, according to some foreign studies on Vietnam, one of the weakest points of Vietnamese public administration is the low level of management and lack of scientific approach. For example: While there is an operational structure and personnel, the low level of management prevents the full utilization of staff's work ethic and reduces their creativity. This leads to a lack of independent opinions or an unwillingness to express them. This is a "lack of passion" in the work, a common situation in Vietnamese offices today.- But there are also opinions that with specific regulations on workplace culture, civil servants will be "confined" to rigid principles regarding dress code, communication style, and behavior...?- I think this is absolutely not about framing or restricting individual freedom. First of all, principles within an organization or field of activity are necessary to ensure that those activities are carried out effectively and achieve their goals. We live and work together in a collective, so each person must know how to reduce their individuality and selfishness for the common good and the shared brand. Principles are necessary to create unity, consensus, and strength for an organization. Moreover, it's not a rigid framework but a very broad one, only specifying what "shouldn't" and "shouldn't be." Beyond those, there are many other choices for everyone to freely pursue.So, what principles should the regulations on workplace culture at the University of Social Sciences and Humanities be based on?- I think the most general principle is that the regulations must create values ​​and beliefs that contribute to the sustainable existence and development of the University, helping to build the brand and reputation of the University of Social Sciences and Humanities in society. Based on that general principle, we can then specify the clauses that clearly define what should and should not be done within the University, adhering to the four aspects I mentioned above.- In a university setting in general, what aspects should be given particular attention when building a workplace culture?- I think we should focus on raising awareness about ourselves, about the school, and about our individual responsibilities within the school. It's not just about individuals within the group having the right awareness; they must also contribute to shaping societal awareness. Regarding organizational management, we must focus on building and implementing two specific and important areas of activity: training and scientific research, ensuring their effectiveness. Regarding interpersonal relationships, there are two distinct relationships: the relationship between lecturers and students, and the relationship between staff and students. Clearly identifying these unique characteristics of a university will allow us to develop appropriate and effective regulations on the university's cultural and ethical conduct.So, what factors absolutely must be mentioned in the regulations on workplace culture at universities?- The four manifestations include:level of awareness,level of organization and management,communication styleandwork environmentBoth should have specific regulations in the school's cultural and ethical framework. Of course, the first two elements are more difficult to quantify and see, so they can be expressed in the form of principles rather than manifestations. For example, establishing principles on how school staff should understand their position, the school's status and mission, and what kind of work ethic they should have...- Some have suggested that the University of Social Sciences and Humanities should have a formal dress code for daily work and a dress code for festivals for all staff and faculty. What are your thoughts on this, Associate Professor?- I think a common daily dress code for staff isn't necessary, but a common dress code for holidays and festivals should be. A dress code is a very recognizable sign and a unique characteristic of the school's culture and traditions. There shouldn't be a dress code on weekdays because our school has many teachers from other places who return to their workplaces after teaching, so having to change clothes to suit the occasion would be complicated. In my opinion, the daily dress code should only specify what "shouldn't be" done. Holiday attire for female staff could be a traditional Vietnamese dress (áo dài) or some kind of summer dress, for example. Each department could have its own dress code, creating both distinction and diversity in a school festival.- After the regulations are issued, according to the Associate Professor, how can officials and employees truly understand and implement them correctly?- The draft regulations on the school's culture and work ethics should be presented to the departmental unions for discussion. Before the discussion, there should be specific guidelines to ensure the discussion stays focused. However, I still think there should be a few presentations to explain the necessity of having regulations on culture and work ethics in the university so that all staff members understand. Once they understand, staff will enthusiastically support and contribute their opinions. And once the regulations are officially issued, all staff members will certainly follow them.