ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH --------------------- NGUYỄN HÀ THU IMPROVING MANAGERIAL COMPETENCIES OF MIDDLE MANAGERS AT VINH PHUC POWER COMPANY NÂNG CAO NĂNG LỰC QUẢN LÝ CỦA CÁN BỘ QUẢN LÝ CẤP TRUNG TẠI CÔNG TY ĐIỆN LỰC VĨNH PHÚC LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2019 LUAN VAN CHAT LUONG download : add luanvanchat@agmail.com ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH --------------------- NGUYỄN HÀ THU IMPROVING MANAGERIAL COMPETENCIES OF MIDDLE MANAGERS AT VINH PHUC POWER COMPANY NÂNG CAO NĂNG LỰC QUẢN LÝ CỦA CÁN BỘ QUẢN LÝ CẤP TRUNG TẠI CÔNG TY ĐIỆN LỰC VĨNH PHÚC Chuyên ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: PGS. NGUYỄN NGỌC THẮNG HÀ NỘI - 2019 LUAN VAN CHAT LUONG download : add luanvanchat@agmail.com DECLARATION The author confirms that the research outcome in the thesis is the result of author‟s independent work during study and research period and it is not yet published in other‟s research and article. The other‟s research result and documentation (extraction, table, figure, formula, and other document) used in the thesis are cited properly and the permission (if required) is given. The author is responsible in front of the Thesis Assessment Committee, Hanoi School of Business, and the laws for above-mentioned declaration.
LUAN VAN CHAT LUONG download : add luanvanchat@agmail.com ACKNOWLEDGEMENT First and fore most I offer my sincerest gratitude to all Professors of Hanoi School of Business, Vietnam National University (HSB, VNU) for giving me knowledge that is used as basement for my thesis. I am heartily thankful to my supervisor, Assoc. Nguyen Ngoc Thang whose precious patience, valuable guidance and support from the initial to the final level enabled me to develop an understanding of the subject, thereby applying knowledge into real cases throughout my thesis. Without his encouragement and effort, this thesis would not have been completed or written.
One simply could not wish for a better or friendlier supervisor. Secondly, I would like to express my big thank to managers and employees at Vinh Phuc Power Company (PC Vinh Phuc) for their persistent support and contribution to put all knowledge into real cases throughout this thesis. Last but not least, I offer my regards and blessings to my family, my friends and all of those who supported me in any respect during the completion of the thesis. LUAN VAN CHAT LUONG download : add luanvanchat@agmail.com CONTENT ABBREVIATIONS.
i LIST OF TABLES. ii LIST OF FIGURES. Aims of research. Objects of research.
Scope of research. Data analysis method .8 CHAPTER 1: THEORETICAL BACKGROUND ON MANAGERIAL COMPETENCY OF MIDDLE MANAGERS. Nature of managerial competency. Definition of managerial competency.
Middle managers and role of middle managers. Management function of middle managers. Literature review on competency in general. Managerial competency assessment for middle managers.
Managerial competencies components. Managerial competency assessment methods for middle managers .25 CHAPTER 2: REQUIRED AND CURRENT MANAGERIAL COMPETENCIES OF MIDDLE MANAGERS AT PC VINH PHUC. General introduction of Vinh Phuc Power Company (PC Vinh Phuc). Establishment and development history .30 LUAN VAN CHAT LUONG download : add luanvanchat@agmail.
Middle manager's job analysis at PC Vinh Phuc. Analyzing required managerial competency for middle managers at PC Vinh Phuc. Analyzing current managerial competency of middle managers at PC Vinh Phuc 43 2. Analyzing current knowledge of middle managers at PC Vinh Phuc.
Analyzing current skills of middle managers at PC Vinh Phuc. Analyzing current attitudes of middle managers at PC Vinh Phuc. Summary of findings. The gaps between required and current managerial competency of middle managers at PC Vinh Phuc.
Causes of gaps .79 CHAPTER 3: SOLUTIONS AND RECOMMENDATIONS TO IMPROVE MIDDLE MANAGERS’ MANAGERIAL COMPETENCIES AT PC VINH PHUC. The HR development orientation in five next years at PC Vinh Phuc. Training solution to improve the managerial competency for middle managers at PC Vinh Phuc. Applying new methods for training.
After training assessment. Non - training solutions to improve managerial competency for middle managers at PC Vinh Phuc. Standardizing competency framework .89 LUAN VAN CHAT LUONG download : add luanvanchat@agmail. Planning, recruitment, appointment, dismissal and arrangement of officials in accordance with the competency framework.
Assessing work results according to the competency framework. Enhancing dynamics in their work for middle managers. Conditions for the implementation of solutions. Conditions for the Board of Directors of PC Vinh Phuc.
Conditions for the General Director of PC Vinh Phuc. Conditions for middle managers .92 CONCLUSION AND LIMITATION .94 APPENDIX 1: QUESTIONNAIRE FOR ASSESSING REQUIRED MANAGERIAL COMPETENCIES .97 APPENDIX 2: QUESTIONNAIRE FOR ASSESSING CURRENT MANAGERIAL COMPETENCIES .101 LUAN VAN CHAT LUONG download : add luanvanchat@agmail.com ABBREVIATIONS BOD : Board of Directors CMIS : Customer Management Information System EVN : Vietnam Electricity f : Frequency HR : Human Resources HSB : Hanoi School of Business IT : Information Technology KSA : Knowledge, Skills, Attitudes PC Vinh Phuc : Vinh Phuc Power Company VNU : Vietnam National University i LUAN VAN CHAT LUONG download : add luanvanchat@agmail.com LIST OF TABLES Table 1: Survey‟s respondents. of survey‟s responses for required competencies. of survey‟s responses for current competencies .1: Competency framework for middle managers at PC Vinh Phuc .2: Required competency of middle managers at PC Vinh Phuc .3: Current knowledge of middle managers at PC Vinh Phuc .4: Current skills of middle managers at PC Vinh Phuc .5: Current attitudes of middle managers at PC Vinh Phuc .6: Overall assessment of managerial competence of the middle managers at PC Vinh Phuc .1: Proposed content of training courses .2: Kirkpatrick model for evaluation effectiveness of training programs .87 ii LUAN VAN CHAT LUONG download : add luanvanchat@agmail.com LIST OF FIGURES Figure 1: Research process.1: Definition of Competency .1: Respondents‟ profile by gender .2: Respondents‟ profile by age .3: Respondents‟ profile by qualification .4: Respondents‟ profile by working seniority .5: Current situation of Fundamental knowledge .6: Current situation of knowledge of the market and the law .7: Current situation of Knowledge of management .8: Current situation of Time management skills .9: Current situation of Solving problem and making decision .10: Current situation of Consulting skills .11: Current situation of Monitoring skills .12: Current situation of Teamwork skills .13: Current situation of Communication skills.14: Current situation of HR skills .15: Current situation of Change management skills .16: Current situation of Aware of authorities .17: Current situation of Attitudes to the work .18: Current situation of Attitudes to self-improvement and personal development .19: The gap between required and current managerial competencies of middle managers at PC Vinh Phuc .76 iii LUAN VAN CHAT LUONG download : add luanvanchat@agmail.
Rationale Competencies are behaviors a person displays in order to translate the knowledge and skills and leverage the traits to deliver a performance on the job. Competencies are related to a given job function. Hence, different jobs will require different competencies. Competencies are the application of all that people know and can do.
Almost all employers describe a job function in terms of competencies and results required. Also, almost all employee appraisal forms will attempt to grade people in terms of competencies on some scale. As mentioned above, competency is very important, especially managerial competency. Middle managers in all sectors in general and in power industry in particular operate in an increasingly complex and challenging market economy environment and have multiple accountabilities and roles.
Middle managers of today and tomorrow, regardless of their job role, need to be accountable, ethical, manage relationships and resources, and deliver quality outcomes. In this thesis, the author mainly focuses on managerial competencies of middle managers at Vinh Phuc Power Company. Vinh Phuc Power Company (PC Vinh Phuc) is a unit of Power Company No. 1 - Electricity of Vietnam (now Northern Power Corporation - Electricity of Vietnam).
PC Vinh Phuc separated a part of material, technical and human facilities of EVN and came into operation on April 1, 1997 according to Decision No. 245/DVN-TCCB-LD dated March 14, 1997 of Electricity of Vietnam on the establishment of PC Vinh Phuc. PC Vinh Phuc is responsible for supplying power to meet the economic, cultural, social, political and life needs of people living in Vinh Phuc Province. As far as the author‟s concern, middle managers play a very important role in the operation structure and system of PC Vinh Phuc.
However, although they have good qualifications and much experience, some middle managers seem not to do a good job at the workplace. According to Mrs. Tran Thi Hai, one of middle 1 LUAN VAN CHAT LUONG download : add luanvanchat@agmail.com managers working at PC Vinh Phuc, some employees make complaint that their direct bosses appear to listen to their concerns, but fail to take action to deal with. Moreover, many middle managers cannot effectively manage performance and execution within their teams, but they still achieve the set objects in an extremely disruptive way, such as failing to involve employees in decisions that affect their work, or inability to provide employees with professional development opportunities or feedback on their performance.
Phan Thanh Giang, an employee working at PC Vinh Phuc, argued: „Some middle managers do not effectively demonstrate self-awareness, they seem to operate in their own world and are unable to develop relationships with others in the company.‟ The situation can be represented by the fact that a rather large number of middle managers at PC Vinh Phuc are completely unaware of their weaknesses or shortcomings, they do not understand the impact of their behavior on others, or they make decisions and take actions aimed at the own best interests. At the meeting of PC Vinh Phuc held on June 8, 2018, the board of directors pointed out the cause for the weakness that is because those middle managers do not have enough competency encompassing knowledge, skills and attitude to meet the demand of work. All of the above reasons lead to the ultimate need to analyze the gap between required and current managerial competencies of middle managers at PC Vinh Phuc, then find out solutions to improve their competencies. Thus, the author decides to choose the topic ‘Improving managerial competencies of middle managers at Vinh Phuc Power Company’ for the master thesis.
Aims of research This research aims to achieve the following objectives: Identify the requirements of managerial competencies of middle managers at PC Vinh Phuc. Analyze current managerial competencies and identify the gap between required and current managerial competencies of middle managers at PC Vinh Phuc. 2 LUAN VAN CHAT LUONG download : add luanvanchat@agmail.com Propose solutions and recommendations to improve managerial competencies of middle managers at PC Vinh Phuc. Objects of research The thesis focuses on managerial competencies of middle managers at PC Vinh Phuc.
Scope of research The geographical scope of the research is in Vinh Phuc Province, Vietnam. Timing: Secondary data were collected within three years (2016 – 2018). Primary data were collected from September 2018. Recommendations were proposed for the period of 2018 – 2020.
Research process Literature Review of Competency Secondary data: PC Vinh Phuc‟s report, Required Competencies policies, regulations, job descriptions, analysis, etc. Recommendations Primary data - In-depth GAPS and solutions interview: PV Vinh Phuc senior manager ideas‟ on middle managers competencies Current competencies Primary data - Questionnaires: Senior managers, middle managers, employees 3 LUAN VAN CHAT LUONG download : add luanvanchat@agmail.com Figure 1: Research process Source: Author (2018) 5. Data collection The author used both secondary data and primary data to find out the requirements of managerial competencies and current managerial competencies of middle managers at PC Vinh Phuc.