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 At the beginning of last year, we had 50 employees on our payroll. This year, our staff strength has grown to 132. The company's asset size now stands at Bt5.3 billion and the cumulative value of our projects is an estimated Bt23 billion.

Unlike products in the manufacturing industry, the quality of residential projects can vary greatly and much of it depends on the skill and attention of workers who are in charge of building them. One of the advantages of a small- to medium-sized organisation such as ours is that it allows us to work and interact closely with our employees.

Often, as the size of an organisation grows, so do the management layers that slow down the process of decision-making and reduce efficiency. If there is a lengthy chain of command, workers tend to focus only on their immediate responsibility and, more often than not, end up losing perspective of the corporation's goals.

So, when a problem arises, subordinates look to their respective bosses for a solution. The finger-pointing becomes a cycle and hampers the process of finding solutions. Hence, it is crucial for the management of any fast-growing company to make sure that employees do not feel detached from the company as it expands.

At Major Development, one way of accomplishing this has been to make employees see the company as a big family and themselves as its members. This is not to say that favouritism is allowed and incompetence is tolerated and forgiven. In a work environment where everyone shares the same goal, members will drive themselves toward greater efficiency and productivity rather than when they are simply following orders.

We strongly believe that if their heart is in their work, employees will feel less obligated and more enthusiastic about "giving 120 per cent" to the job - 100 per cent in fulfilling their respective functions and 20 per cent in finding ways to better themselves and the organisation.

How does a company instill such a mindset in its employees? Financial incentive is one necessary and obvious factor but by no means a sufficient one.

Original and creative ideas from either a team or an individual need to be applauded, rewarded and encouraged. Employees also need to know that each and every one of them is important to the company.

It is the job of not only the top-level management but also all members in the company to show their appreciation and respect for those who work at the same level and, more importantly, those under them.

It is important, for even those who are used to bureaucracy and corporate hierarchy, to ensure that everyone feels they are equal and are vital to the company.

A friendly working environment in which everyone is treated with respect and trust would benefit the company as a whole.

This concept, I believe, rings true for every organisation as it does for ours.