ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH --------------------- NGUYỄN VĂN LINH MANAGEMENT CAPACITY BUILDING FOR MIDDLE MANAGERS OF VIETTEL HANOI NÂNG CAO NĂNG LỰC CHO ĐỘI NGŨ QUẢN LÝ CẤP TRUNG CỦA VIETTEL HÀ NỘI LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH Hà Nội - 2017 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH --------------------- NGUYỄN VĂN LINH MANAGEMENT CAPACITY BUILDING FOR MIDDLE MANAGERS OF VIETTEL HANOI NÂNG CAO NĂNG LỰC CHO ĐỘI NGŨ QUẢN LÝ CẤP TRUNG CỦA VIETTEL HÀ NỘI 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: TS. TRẦN KIM HÀO Hà Nội - 2017 COMMITMENT After studying and analyzing the current situation of Viettel Hanoi’s middle management personnel, the author has studied and gathered the documents to complete the Thesis: "Management capacity building for middle managers of Viettel Ha Noi" under the careful guidance of PhD Tran Kim Hao. The author declares that this thesis is my ownwork, the data and results used in the thesis are completely true from the facts and experiences that are collected by accurate statistics at Viettel Hanoi. Name of author performing the thesis Nguyen Van Linh ACKNOWLEDGMENT First of all, I, the author – student, would like to thank the Board of Rectors and all teachers of Hanoi National University for supporting me with the best knowledge and facilitating the best conditions for me to carry out this topic.
I would also like to send my deep gratitude to PhD. Tran Kim Hao, the direct instructor, who has dedicatedly guided and helped me during the research and completion of this thesis. Thanks also to the leaders of Viettel Hanoi for their support in collecting data and materials, for their contributions with valuable opinions in the field study. Lastly, i would like to thank my friends for their support and encouragement so that i can complete well this thesis.
Thank you very much! The author’s name Nguyen Van Linh TABLE OF CONTENTS LIST OF TABLES. i LIST OF DIAGRAM. 1 CHAPTER 1: SOME BASIC THEORETICAL ISSUES ON IMPROVING THE CAPACITY FOR MID-LEVEL MANAGEMENT TEAM IN ENTERPRISES. SOME BASIC CONCEPTS.
Concept of mid-level management team. Characteristics and requirements for mid-level management team in telecom enterprise. Role of mid-level management team. Improving the capacity of mid-level management team.
QUALITY ASSURANCE CRITERIA FOR MID-LEVEL MANAGEMENT TEAM IN ENTERPRISES. CONTENTS ON IMPROVING THE QUALITY OF MID-LEVEL MANAGEMENT TEAM IN ENTERPRISES. Improving the quality of Mid-level management team through training and fostering. Improve the quality of Mid-level management team through recruitment activities.
Improving the quality of Mid-level management team through the treatment activities 17 1. Improving mid-level management team through the arrangement and use. FACTORS AFFECTING THE QUALITY IMPROVEMENT WITH RESPECT TO MID-LEVEL MANAGEMENT TEAM OF ENTERPRISES. EXPERIENCES IN IMPROVING THE CAPABILITY FOR MID-LEVEL MANAGEMENT TEAM OF SOME ENTERPRISES.
Experiences from improving the capacity for Song Da Corporation’s mid-level management team. Lessons learned from improving the capacity for Viettel Hanoi’s mid-level management team. 24 Summary of Chapter 1. 26 CHAPTER 2: CURRENT SITUATION OF IMPROVEMENT OF MANAGEMENT CAPACITY FOR VIETTEL HANOI’S MID MANAGER TEAM .1 OVERVIEW OF VIETTEL HANOI .1 Introduction of Viettel Hanoi .2 Key features of Viettel Hanoi in production and business .4 Business performance of Viettel Hanoi in 2016 .2 ANALYSIS OF QUALITY OF VIETTEL HANOI MIDDLE MANAGEMENT PERSONNEL .1 Overview of Viettel Hanoi’s middle management team .2 Current status of Viettel Hanoi’s middle management team .3 ANALYSIS OF CAPACITY IMPROVEMENT FOR VIETTEL HANOI’S MIDDEL LEADERSHIP MANAGEMENT THROUGH TIME.
Measures - forms implemented in the training and fostering for period of 2013 - 2017. Measures - forms to improve capacity for middle management team in the recruitment. Measures - solutions already applied in renumeration. Measures - solutions already taken in the arrangement and use of the management team .4 EVALUATION OF DECISIVES OF VIETTEL MIDDLE MANAGEMENT TEAM.1 Labor market demand .2 Identification of tasks and performance standards of the middle management team .3 Assessment of the performance of middle management team .5 Building and development of corporate culture .5 GENERAL ASSESSMENT ON MANAGEMENT CAPACITY DEVELOPMENT FOR VIETTEL HANOI’S MIDDLE MANAGER TEAM .1 Advantages of capacity building for mid-level managers of Viettel Hanoi .2 Disadvantages to overcome in capacity building for mid-level managers of Viettel Hanoi.3 Causes of restrictions in capacity building for mid-level managers of Viettel Hanoi.
48 Summary of Chapter 2. 49 Chapter 3: SOLUTIONS TO IMPROVE THE QUALIFICATION OF VIETTEL HANOI’S MIDDLE MANAGER TEAM.1 DEVELOPMENT ORIENTATION OF VIETTEL HANOI AMIDS ECONOMIC INTEGRATION.1 Perspectives, objectives and development orientation of Viettel Military Telecom Corporation.2 Basic development goals of Viettel Hanoi.2 VIEWPOINTS TO CAPACITY IMPROVMENT FOR VIETTEL HANOI’S MIDDLE MANAGER TEAM. Overcoming the limitations on the current quality of manpower. Enhancing professional training for the management team and attracting high quality management team.3 BASIC SOLUTIONS TO CAPACITY IMPROVEMENT FOR VIETTEL HANOI’S MIDDLE MANAGER TEAM.1 Solutions to improve the quality of human resources through training and fostering.3 Determination of training needs.2 Solutions to improve the quality of the middle management team through recruitment.3 Improve quality of human resources through treatment.
Improved capacity of middle management team through arrangement and use 63 3.5 Improved cultural environment of the business.65 LIST OF REFERENCES. 66 LIST OF TABLES Table 2.2: Structure of middle management team in the period 2013 - 2017.3: Structure table by training level in 2017.4: Status of knowledge of the middle management team.5: Table of skills level of post-training staff.6 Working attitude of the middle management team.7: Conduct of middle management team over the work pressure.8: Number of trainees in the period 2013 - 2017.9: Number of recruited middle management team in the period 2012-106.10: How to calcuate monthly score of the middle management team.5: Status of background the middle management team.6: Table of skills level of post-training staff. 56 i LIST OF DIAGRAM Diagram 1.1: Procedure on the elaboration of training programs.2: Structure in human resource’s treatment.1: VIETTEL HANOI’S ORGANIZATION CHART.2: Process of recruiting middle management team.3: Process of selecting middle management team.1: Payment system structure. Rationales of research topic For each nation, human being is the most important and essential resources to determine the existence and development as well as the position of such nation in the global market, then for every organization, it is a decisive and cruicial factor to the organization.
Vietnam is considered as a nation with an abundant and cheap human resources by foreign companies. This is an extremely important advantage for the successful implementation of socio-economic development strategies. However, it cannot be denied that the quality of Vietnam's human resources is still very weak; HR development strategy is not specifically planned, or properly paid attention to, especially the management team. Amid Vietnamese employees are still influenced by the working styles in old economic mechanism, the business environment is constantly changing and the market is increasingly competitive in the context of economic integration, thus, Vietnam cannot stand outside the trajectory of global development.
Therefore, it is important that the human resources in enterprise must be qualified to meet the job requirements and improve the qualification for better development. In the reports, Vietnam always asserted itself as a country with abundant human resources, capable of meeting the requirements of socio- economic development. However, in practice, the quality of human resources in Vietnam is still weak and there is a shortage of highly qualified and skilled employees, especially the management team in enterprises. In recent years, along with the development of national economy, the increase in e- commerce, import-export and investment activities, the Vietnamese telecom services also have made a strong development.
As the business market is expanding, the demand for telecommunication services is becoming more and more important, accordingly the telecommunication industry has become a high growth industry. The development of telecommunication industry importantly contributes to the application of technologies in production and business, time and costs saving. Over the past five years, Viettel's telecommunication business has maintained a higher revenue growth rate than the previous year. Particularly in 2016, although doing business in the context of Vietnam's economy has faced with many challenges, Viettel Hanoi still ensures the growth indicators of revenue and profit.
Good human resources along with qualified mid-level management team are an urgent requirement for Viettel Hanoi. The current human resources of Viettel Hanoi are 3,380 people, of which mid-level 1 management team is 30 people, many staffs have never trained with management skills. Besides, the job requires the management team to have a good grasp of professions and skills. The research on the current status with regard to the capacity and practical needs of Viettel Hanoi’s mid-level management team, as well as finding out the existed reasons shall form the solutions to enhance the management capacity for the management team.
It is the necessary conditions for Viettel Hanoi to maintain its growth and sustainable development in order to improve its competitive advantages in the domestic and international telecom market. Derived from these practical requirements, I have chosen to study the topic "Improving the capacity for Viettel Hanoi’s mid-level management team" to complete my Master's thesis on economics. Situation of research topics 2.1 Some foreign studies Researchers and academics from different perspectives also have different views on the improvement of personnel capacity.Hfield, a human resource specialist, as a member of the Society for Human Resource Management and the American Society for Training & Development. From the perspective of an HR specialist and researcher as well as a manager, Susan M.Healthfield has set the criteria that are considered as a measure of the human resource quality in enterprise including: perception, work skills, technology application, attitudes, trust, sensitivity, personal characteristics etc.
This is purely a way of assessing the studies on human resources with knowledges, working style, thinking and acting based on a modern and developed working environment. This assessment shall raise the awareness, culture and good labor discipline that lead to the acquisition, awareness and convergence of knowledges and skills required for modern human resources. This insight also appreciates and respect the personal thoughts and values, personal feelings about the meaning of life, and activities for the purpose of being recognized by the society. Although the disadvantages of this assessment are ideological values that not everyone can understand.
Thus, there are phenomena that turn those thoughts into personal ego and worship the satisfaction of that ego, not intellectual dedications for being recognized in society. A study by William R.Racey in The Human Resources Glossary: The Complete Desk Reference for HR Executives, Managers and Employers (1991), it is acknowledged that the organization's human resources are all people working in that organization, as the assets of that organization, but unlike the financial or material resources those asset may create 2 relationships, transactions and facilitate the enrichment for that organization. It is due to this concept that the evaluation of those assets whether is good quality or not, it must have the knowledges and consciousness to work in order to create wealth and enrich the organization. Thus, in each of different perspectives, we have a point view to make up comments and use as a measurement for the personnel quality from that perspective.
In order to have a more consistent assessment upon the personnel quality, the United Nations have put forward an integrated scale, which is the skillful level, knowledges in the whole of human life, potential for socio-economic development and for the community. However, this is commonly a general overview of personnel quality to all countries, sectors and organizations that use the human resources. If this approach is applied to each industry and occupation or each enterprise in each of different operating sectors, it will not be precise. Therefore, depending on each area, each sector, the living and working environment, there should be more detailed and specific criteria for evaluating human resources.