Factors affecting the management success of customs houses
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2015
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2558
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eng
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application/pdf
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288 leaves
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b191693
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This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
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National Institute of Development Administration. Library and Information Center
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Kanchana Suwanicho (2015). Factors affecting the management success of customs houses. Retrieved from: https://repository.nida.ac.th/handle/662723737/6363.
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Factors affecting the management success of customs houses
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Abstract
This research aims to study the factors affecting the management success of
Customs houses and to systemically explain the relations of those factors. The
quantitative and qualitative methods were used to conduct the study of 30 Customs
houses in Thailand. The data collection methods include survey questionnaires of 200
Customs officers who work in Customs houses located in the provinces where borders
are connected with the neighboring countries and also in-depth interviews of 30
Customs house executives and 4 private sectors whose offices are in the provinces
near the Customs houses. The method of mean interpretation was used to determine
the average score of each key factor affecting the successful management of Customs
houses. The qualitative instrument was also employed.
The study results are as follows; 1) factors in every dimension affect the management success of the Customs houses at a 'high' level. The influential factors could be ranked by the highest to the lowest average scores as follows; leadership, role of media, clarity of mission statement, managerial competency, skills and knowledge of human resources, and organizational competency; 2) The degree of the management success of the Customs houses in an overall picture was at a 'high' level; 3) The correlation between factors affecting the management success of the Customs houses and the degree of the management success found that all six factors, comprising of clarity of mission statement, organizational competency, leadership, managerial competency, skills and knowledge of human resources, and role of media, have a correlation that conforms to the degree of the management success of the Customs houses with a static significance at 0.01. The factor that is relevant to the degree of the management success of the Customs houses at a medium level is only the managerial competency. Apart from the aforementioned factors, the factors that affect the management success of the Customs houses at a quite “low” level can be ranked by the highest to the lowest correlation coefficient as follows; skills and knowledge of human resources, organizational competency, role of media, clarity of mission statement, and leadership.
The study by interviewing the Customs house executives and the private operators shows that all the above six factors have an effect on the management success of the Customs houses. Moreover, it is found that there are other factors that could also affect the management success of the Customs houses these are, government policy, organizational structure, the organizational commitment, the organizational norms and culture, the manpower, laws and regulations, and the economic system. An analysis of these factors should be carried out in more details in the future.
Policy and management recommendations can be summarized as follows; 1) A succession plan for the Customs Department should be made clear. Short term plans and long term plans should be set in order to support the mission of the Customs Department. There should be an overall responsible person in charge with a proper timeline and budget to carry out the plans together with indicators to measure the success of the operations; 2) There should be a system to monitor, control and evaluate the action plan to ensure that it is going in the right direction. Any problems along the way should be analyzed to find ways to solve them. Close supervision is recommended in order to action the policies efficiently and effectively; 3) There should be communication channels to convey the mission of Customs houses preferably in a written form so that all the officers are aware of the mission.
Recommendations for future research are; 1) Further investigation should be carried out to investigate what type of leadership affects the management success of Customs houses the most; 2) Further investigation should be performed for activities on land, by sea, and by air to see if there are any similarities or differences between them and what they might be; 3) Further study can be extended to cover case studies of success factors of Customs house management in other countries, which can be used for comparison with Thailand and how Thailand can learn from those countries.
The study results are as follows; 1) factors in every dimension affect the management success of the Customs houses at a 'high' level. The influential factors could be ranked by the highest to the lowest average scores as follows; leadership, role of media, clarity of mission statement, managerial competency, skills and knowledge of human resources, and organizational competency; 2) The degree of the management success of the Customs houses in an overall picture was at a 'high' level; 3) The correlation between factors affecting the management success of the Customs houses and the degree of the management success found that all six factors, comprising of clarity of mission statement, organizational competency, leadership, managerial competency, skills and knowledge of human resources, and role of media, have a correlation that conforms to the degree of the management success of the Customs houses with a static significance at 0.01. The factor that is relevant to the degree of the management success of the Customs houses at a medium level is only the managerial competency. Apart from the aforementioned factors, the factors that affect the management success of the Customs houses at a quite “low” level can be ranked by the highest to the lowest correlation coefficient as follows; skills and knowledge of human resources, organizational competency, role of media, clarity of mission statement, and leadership.
The study by interviewing the Customs house executives and the private operators shows that all the above six factors have an effect on the management success of the Customs houses. Moreover, it is found that there are other factors that could also affect the management success of the Customs houses these are, government policy, organizational structure, the organizational commitment, the organizational norms and culture, the manpower, laws and regulations, and the economic system. An analysis of these factors should be carried out in more details in the future.
Policy and management recommendations can be summarized as follows; 1) A succession plan for the Customs Department should be made clear. Short term plans and long term plans should be set in order to support the mission of the Customs Department. There should be an overall responsible person in charge with a proper timeline and budget to carry out the plans together with indicators to measure the success of the operations; 2) There should be a system to monitor, control and evaluate the action plan to ensure that it is going in the right direction. Any problems along the way should be analyzed to find ways to solve them. Close supervision is recommended in order to action the policies efficiently and effectively; 3) There should be communication channels to convey the mission of Customs houses preferably in a written form so that all the officers are aware of the mission.
Recommendations for future research are; 1) Further investigation should be carried out to investigate what type of leadership affects the management success of Customs houses the most; 2) Further investigation should be performed for activities on land, by sea, and by air to see if there are any similarities or differences between them and what they might be; 3) Further study can be extended to cover case studies of success factors of Customs house management in other countries, which can be used for comparison with Thailand and how Thailand can learn from those countries.
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Thesis (D.P.A.)--National Institute of Development Administration, 2015