UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business ------------------------------ NGUYỄN HOÀNG CẨM TÚ ROLE OF INTERNAL COMMUNICATION IN RESPONDING TO PEOPLE’S COMPLAINTS AT THE OFFICE OF PEOPLE’S COUNCIL AND PEOPLE’S COMMITTEE OF DISTRICT 8TH, HCMC MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – Year 2018 123doc UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business ------------------------------ NGUYỄN HOÀNG CẨM TÚ ROLE OF INTERNAL COMMUNICATION IN RESPONDING TO PEOPLE COMPLAINTS AT THE OFFICE OF PEOPLE’S COUNCIL AND PEOPLE’S COMMITTEE OF DISTRICT 8TH, HCMC MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: PROF. TRAN HA MINH QUAN Ho Chi Minh City – Year 2018 123doc CONTENTS CHAPTER 1: PROBLEM IDENTIFICATION 1. Introduction about the Office: ……………………………………………. About the Office of People’s Council and People’s Committee of district 8th, HCMC:…………………………………………………………………….
About human resource and structure of the Office:……………………6 1. About the receiving and responding of people’s complaints in the Office:…………………………………………………………………………………. Evaluation satisfaction level of people in HCMC:……………………. Symptom of Organization:……………………………………………10 1.
Duplicated messages/phones:……………………………………. The initial problem:…………………………………………………. Responding time is not on the appointment time :………………. Responding results are not completed when meeting deadlines:.
Responding results have not been unity among channels:………. Barriers of problems:……………………………………………. The core problem:………………………………………………. 25 CHAPTER 2: PROBLEM JUSTIFICATION 2.
The existence of problem:………………………………………………. The importance of problem:……………………………………………. Lack of motivation and commitment of employees:………………… 32 2. Low job satisfaction:………………………………………………….
Low job performance: ………………………………………………34 2. Main causes of problem: ……………………………………………36 2. Lack of mutual information and knowledge cooperation: …………37 3 123doc 2. Lack of providing information for needs of employees: ………….
Links between core problem and two main causes; and evaluation….40 CHAPTER 3: DESIGN SOLUTION 3. Set up common link information systems: …………………………41 3. Assign work, divide benefit equally and effectively:. Merge current three (3) groups into a new teamwork: ……………….
Action plan: ………………………………………………………………45 CHAPTER 4: SUPPORTING INFORMATION: 4. Problem identification – Symptom of organization:. Barriers of problem:……………………………………………………. The existence of problem: ……………………………………………….
The importance of the problem:…………………………………………. 58 REFERENCES ……………………………………………………………62 LIST OF TABLE Table 1: evaluate level of solving people’s problem:………………………….9 Table 2: The statistic duplicated and negative feedback messages/phones:… 10 Table 3: The rate of duplicated messages/phones for 5 years:………………. 12 Table 4: The rate of negative feedbacks for 5 years:………………………….13 Table 5: Activities of communication:………………………………………. 27 Table 6: Main objectives of internal communication: ……………………….28 Table 7: Teamwork quality construct:……………………………………….42 LIST OF FIGURE Figure 1: The initial cause – effect map:…………………………………….
30 Figure 2: The cause – effect map:……………………………………………. 39 4 123doc EXECUTIVE SUMMARY The receiving and responding to people’s complaints at the Office has been existed some problems due to affect product’s quality negatively and views of people towards the state. This research finds out some problems which are related to internal communication among departments of Office of People’s Council and People’s Committee of district 8th, Ho Chi Minh city. Based on data from in depth interview and survey questionnaires for five (5) respondents including that are two (2) staffs and three (3) managers of the Office who work about receiving and responding to people’s complaints as expertise and concurrent tasks, this research finds out two (2) main causes as: lack of mutual information and knowledge cooperation; lack of providing information for needs of employees.
From that, the writer suggests solutions, action plan to relate around internal communication at Office to improve current existences and enhance positive views of people towards the local state. 5 123doc CHAPTER I: PROBLEM IDENTIFICATION 1. Introduction about the Office of People’s Council and People’s Committee of district 8th 1. About the Office of People’s Council and People’s Committee of district 8th People’s Committee of district 8th is organized and operated on the principle of democratic centralism and has responsibility to implement the Constitution, the laws, the written decisions of the higher level State and resolutions of People’ Council of district 8th, promotes the right of mastery of the people, strengthen of social legislation, prevent and fight against bureaucratism, irresponsibility, arrogance, authoritarianism, corruption, wastefulness and other negative manifestations at the offices, among State employees and within the local administrative apparatus.
It is located number 4, Duong Quang Dong street, ward 5th, district 8th, Ho Chi Minh City, with twelve (12) committee divisions, sixteen (16) People’s Committee of wards and eighteen (18) departments without the schools and traditional markets to support it to implement management state of the local state. The Office of People’s Council and People’s Committee of District 8th is also located the same above address, and one of twelve (12) committee divisions to assist the top of managers of People’s Council and People’s Committee about all steering, operating activities of Council, Committee and Chairman of Committee; ensures facilities, tangible equipment to serve council and committee’s working, including that the receiving and checking resolution the complaints, problems of local people. About human resource and structure of Office: Human resource: there are sixty - six (66) people, such as forty - five (45) civil servants who are paid annual salary form government salary fund including that have five (5) top of mangers of People’s Committee, a manager of People’s Council and four (4) mangers of Office (a Chief, 3 deputies of chief); and twenty-one (21) employees who are not officials and their incomes are paid from operating fund of Office. Chief of Office manages general activities and assigns official people at departments.
6 123doc Deputies of Chief manages some specific sectors and general of some of seven departments of Office depending on assignment of Chief. Structure of Office: there are seven (7) departments, such as: Citizen reception department Receiving documents and returning results department Synthesis and planning department Accounting department Security department Clerical and storage department Information technology department 1. About the receiving and responding of citizen’s complaints in the Office: Receiving channels and execution time: People’s Committee of District 8th has main four (4) direct or indirect channels to receive and respond complaints, problem of citizen and execution time as: - Receiving letters directly in Citizen reception department. Execution time is maximum thirty (30) days and 45 days for complex case that is classify when just receiving them.
- Receiving complaints or problem from hotline of People’s Committee of District 8th (19007208). Execution time is maximum ten (10) days and 20 days for complex case that is classify when just receiving them. - Receiving citizen complaints or problem from People’s Committee of HCMC as hotline 0888 247 247 or mail address: duongdaynong@tphcm. Execution time is maximum ten (10) days and 20 days for complex case that is classify when just receiving them.
- Receiving people’s complaints directly from meeting of People’s Council once every half of year and meeting of Fatherland Front Committee once every quarter of year. Execution time is maximum thirty (30) days and 45 days for complex case that is classify when just receiving them. 7 123doc Handling units: The receiving and tracking, urging the other agencies to solve complaints, problem of citizen in district 8th is main responsibility of Office and this is assigned to three (3) committee departments of Office to do such as: The Citizen reception department receives and tracks complaints, problem from letters of people directly. The Synthesis and planning department receives and tracks complaints, problem of people though focusing meeting of People’s Council and Fatherland Front Committee.
Information technology department receives and tracks complaints, problem of people from hotline of District 8th, hotline of HCMC. Handling process: each channel has been separated implement process, however, it has quite similarly functions as: Transfer Receive, commitee Receive Respond to select divisions to results citizen complaints solve Firstly, departments of office will receive people’s complaints though four channels; then, supporting managers steer specific committee divisions to solve; the next step is to urge and receive responding information from committee divisions; and the last step will answer results to citizens. Each step has a specific execution time which bases on complex level of information. Handling human resource: there are eight (8) employees to to this task, as: Manager: Chief manages the citizen reception department; a deputy chief manages the synthesis and planning department; other deputy chief manages the information technology department.
Staffs: five (5) staffs as: three (3) staffs are in the citizen reception department, a staff is in the synthesis and planning department who are civil servants of office, and a staff is in the information technology department who contracts annual, is not civil servant. Evaluation satisfaction level of people in HCMC: 8 123doc In now, the state of HCMC focuses on reforming public administration’s activities to serve effectively rather than steering. It uses PAPI index (Vietnam Governance and Public Administration Performance Index) which shows level of people satisfaction with governance and public administration performance to know and give some more effective ways to improve its activities better to meet people demands. It shows five kinds of index as Participation at Local Levels, Transparency, Vertical Accountability, Control of Corruption, Public Administrative Procedures, Public Service Delivery (1), include to have 3 indexes related to evaluate level of solving people’s problem as: Participation at Local Levels, Transparency and Vertical Accountability.
Participation at Local Levels index measures people’s understanding of their participation rights, opportunities and the quality of village head elections, and the extent to which citizens participate in and voluntarily contribute to local infrastructure projects. Transparency index measures people’ “rights to know” about state policies that affect their everyday life and livelihoods. Vertical Accountability based on three subdimensions: the frequency and effectiveness of citizen interactions with local authorities, the proactiveness of local governments in responses to citizen proposals or complaints, and the coverage and effectiveness of People’s Inspection Boards. Compare between HCMC and big cities in VN No City/province Participation at Transparency Vertical Local Levels Accountability 1 HCMC 4.69 Table 1: Evaluate level of solving people’s problem (1) (source: PAPI 2016 – www.vn) This table shows that Ho Chi Minh City is biggest city in Vietnam, but has all three (3) indexes quite low if comparing with others three (3) big other cities as Ha 9 123doc Noi, Da Nang, Can Tho, even there are two (2) indexes under point five (5) (average point), including that as: Participation at Local Levels index is lowest and 3 others are low, lower than Da Nang, Can Tho are.
With general view, evaluation with contents about HCMC is period of medium point. Additional, at meeting about building developing plan in HCMC in 2017, chairman of People’s Committee of HCMC Nguyen Thanh Phong (2) suggested all government agencies need to focus on implementing administrative reform, effective solutions to improve PAPI index to push HCMC to be top five (5). Symptom of organization: Although the administrative reform and resolving people’s complaints of local state have been improved significantly for recent two (2) years, they have not still made satisfactions of managers of Office and residents. According to Mr.
Nguyen Nha Kha, Chief of Office, shared that local residents have still not satisfied about the receiving and solving complaint’s people of district 8th. Based on report data, in depth interviews with five (5) respondents (3 managers and 2 employees of Office), the resolving people’s complaints has shown big weakness to make resident’s dissatisfaction and it is also organization’s symptom with two (2) specific expressions as: + Duplicated messages: Receive the same contents of resident’s complaints, problem which they did before in the different channels, even the same channels. + Negative feedbacks: Receive negative feedbacks about responding contents, time though some channels. Channel of Hotline of Hotline of Focus Citizen reception HCMC district 8th meetings department Duplicated 77 |12.53% messages/phones Negative feedback 56 | 9.4% messages/phones Total complaints 615 312 233 291 for 2016 - 2017 10 123doc Table 2: The statistic about duplicated and negative feedbacks (Source: data reports of four channels from 2016 - 2017) Additional, based on data source, the writing only considers about this task for recent two (2) years from started 2016 to 1st September 2017, there are total 1,451 complaints though direct or indirect forms though four (4) channels.