Ho Chi Minh Communist Youth Union is a political and social organization founded and led by the Communist Party of Vietnam along with President Ho Chi Minh. Launched in 1931, during quite a long history, Ho Chi Minh Communist Youth Union has expressed his outstanding role in collecting and encouraging the revolutionary heroism among the young, substantially dedicating to the national liberation, reunification, construction and defense. Currently, Ho Chi Minh Communist Youth Union continues to affirm its value in promoting the act of volunteering as well as the creativity and diligence among Vietnam young people while the nation is under construction. Simultaneously it can take care of and ensuring legitimate rights and interests of young people in Vietnam. Ho Chi Minh Communist Youth Union system is divided into 04 levels: central level, provincial level and equivalent levels, district level or equivalent levels and the unit level. Union Agency is the specific one in charge of the Ho Chi Minh Communist Youth Union at the central level. It is widely known as “ the agency of the young." Indeed, if you have an opportunity to visit or work in this agency, it’s quite an interesting thing to easily catch the sight of young officials in the traditional blue color of the organization ranging from leaders to principal officials in all boards and divisions. Actually, the number of the middle-aged and old-aged in this agency is not significant . However, in this case, the definition of "young" or "old" is not completely transparent, and the statistics comparing the age among leaders at the Board levels or above from different equivalent agencies in the same political system will prove that opinion.
2.4. Developing stages of solution groups Pg. 31 2.5. Explaining he practicality at HCYU Pg. 34 VI. Conclusion Pg. 36 Content I. Introduction Pg. 2 II. Purpose of the thesis Pg. 5 1. Research purpose Pg. 5 2. Research objects limited Pg. 6 III. Theoretical Framework Pg. 7 1. Basics of Management: Pg. 7 2. Research Framework. Pg. 8 2.1. The three-skill method Pg. 8 2.2. Stages of development from officials to senior leaders Pg. 11 3. Research framework diagram Pg. 12 IV. Research Methodology Pg. 13 1. Methods of collecting primary information. Pg. 13 1.1. Methods of direct personal interview Pg. 13 1.2. Methods of observation Pg. 14 2. Methods of collecting secondary information: Pg. 15 V. Analyzing results Pg. 15 1. Information analysis results Pg. 15 1.1. Professional skills Pg. 16 1.2. Human skills Pg. 19 1.3. Cognitive skills Pg. 22 1.4. The relationship among skills Pg. 26 1.5. Status of the training process, improve the quality of management staff of the Board, the unit of mass movements Union Pg. 26 2. Solutions to improve the quality of young staff management agency Union Pg. 27 2.1.Solutions group to improve professional capacity Pg. 27 2.2. Solution group to motivate the staff Pg. 29 2.3. Group solution to strengthen each symbolic link among Pg. 30 individuals in the organization I. Introduction: Ho Chi Minh Communist Youth Union is a political and social organization founded and led by the Communist Party of Vietnam along with President Ho Chi Minh. Launched in 1931, during quite a long history, Ho Chi Minh Communist Youth Union has expressed his outstanding role in collecting and encouraging the revolutionary heroism among the young, substantially dedicating to the national liberation, reunification, construction and defense. Currently, Ho Chi Minh Communist Youth Union continues to affirm its value in promoting the act of volunteering as well as the creativity and diligence among Vietnam young people while the nation is under construction. Simultaneously it can take care of and ensuring legitimate rights and interests of young people in Vietnam. Ho Chi Minh Communist Youth Union system is divided into 04 levels: central level, provincial level and equivalent levels, district level or equivalent levels and the unit level. Union Agency is the specific one in charge of the Ho Chi Minh Communist Youth Union at the central level. It is widely known as “ the agency of the young." Indeed, if you have an opportunity to visit or work in this agency, it’s quite an interesting thing to easily catch the sight of young officials in the traditional blue color of the organization ranging from leaders to principal officials in all boards and divisions. Actually, the number of the middle-aged and old-aged in this agency is not significant . However, in this case, the definition of "young" or "old" is not completely transparent, and the statistics comparing the age among leaders at the Board levels or above from different equivalent agencies in the same political system will prove that opinion. agencies year Central youth union Farmer union Ministry of Labour, War Invalids and Social Affairs Ministry of Transport Avera ge age High est age Low est age Avera ge age High est age Low est age Avera ge age High est age Low est age Avera ge age High est age Low est age 2009 36 43 31 43 60 38 47 60 36 2010 36,3 42 32 42.4 60 39 45 60 39 47 60 36 2011 36,3 42 33 43 60 38 46 60 40 30 2012 36,3 42 30 44 60 38 46 60 40 45 60 31 Table 1.1. Comparison of the average, the highest and lowest of leaders among governmental agencies 3 We can see from the table 1.1 that all the three categories of the youth union are lower than those of other agencies. Moreover the lowest and average age of the Central Union tend to even further reduce as the next generation of leaders being trained ( heads and deputy heads of division) are at a very young age (the youngest born in 1988-25 years). On the other hand, the images of young officials of the Union in government meetings or meetings of senior officials are no longer rare. This is the fact existing alongside the history of the Communist Youth Union. In terms of policy, Communist Party of Vietnam has introduced to the Ho Chi Minh Communist Youth Union a regulation restricting the first time age of ! "## $ younger officials to participate in the Executive Board, Standing Committee, and Secretary Union Board . Unlike systems of other governmental agencies, that of Ho Chi Minh Communist Youth Union is tenured. The head of the organization is the National Delegate Congress. Every congress, the leading body which is the Executive Committee is elected. Between the two sessions the Executive Committee, the leading body which is Standing Committee is elected by the Executive Committee . Between the two sessions of the Standing Committee, the leading body which is the Secretariat of the Central Union is elected by the Secretary of the Central Committee of the Board which is also the most senior leaders of the Union bodies. The key factor here is that the staff appointed as leaders, managers and central agencies team must be members of the Executive Committee or the Standing Committee of Union. There are also exceptions when the appointed officials are not yet a member of the Executive or Standing Committee, however, those officials must soon be elected into either of mentioned agencies if having a desire to be appointed to higher positions (the deputy directors must be members of the Executive Committee and directors must be one of Standing Committee members). Union officials regulation has clearly defined the eligible age to occupy a position in the Secretariat ;the Standing Committee and the Central Committee of the Union. Accordingly, a member of Secretariat of the Central Committee for the first time must range from 40 to 42 years old , a member of Standing Committee from 37 to 42 years and members of the Central Committee delegation from 35 to 42 years old. Other organizations do not restrict eligible minimum or maximum age like Youth Union’s regulation ; they allow employees hold positions to 60 years old for males, and to 55 for women (retirement age). Clearly, leaders in the Union bodies are restricted into a relatively short time frame to strive and be trained to be appointed to central agencies of the Union and other government ones. % Communist union work is a specific branch, because there is no available human resource with formal training from educational institutions suitable for this job. All the Union’s officials besides academic fields need to practice to have enough experience to take on the job of a real union officials. Especially, Central levels require higher and higher demand for the capacity of union officials. What is interesting is how the top management team and central agencies ensure the quality of human resources for leadership of this agency? To clarify this interesting reality, let's have a research on objectives of the thesis. II. Research on objectives of the thesis 1. The objectives of the thesis: As mentioned above, reality shows leaders in central Union agencies have the age group lower than the supply staff of other central units. In the beginning, officials at the central agencies and groups other central agencies have a similar age (23-24 years old, newly postgraduate), but at the appointed time to management and executive position, the staff at the Union central bodies are at the clearly lower age than staff of other agencies. In other words, the central union officials have time to accumulate experience, professional training and skills development executive, management shorter than staff at other central agencies . Thus, is a short period of time sufficient enough for the staff in the central agency to improve teamwork skills, specific knowledge or management capability to ensure the appointed responsibility? And if there is a method good enough, how can we manage it? The ask for advanced capability of management personnel has long existed among heads of agencies in the Central Union. Through practical working in the central office along with the knowledge acquired in the professional master's course management, we decided to choose the topic " & Improving the management quality of the young leaders of Ho Chi Minh Communist Youth Union Central Committee "as the research subject. The purpose of this thesis is to study efficient methods of how to improve the management capacity of young leaders in the central agencies. Indeed the thesis gives readers answers to two main questions: First, which are the methods needed in the training process to nurture young officials until they are appointed to management positions ? Second , after being appointed to leadership positions, which methods are needed to improve the management capacity of those leaders ? To answer these questions, this thesis focuses on researching to clarify the status of capacity management among the central Union agency officials. The research training, retraining and limitations of those processes are also objects to examine. Consequently, feasible solutions to enhance the management capacity of Union agency officials 2. Limited research subjects: Limited by research’s scale, this dissertation focuses on leaders at medium level of the Central Communist Youth union agencies, specifically directors and deputy directors of movement units belonging to the Central youth union agencies. Other units are the press – publishing and business ones operating under the regulations of the union and government agencies without any limit about eligible ages, as the result, they are not considered as research objects. On the other hand, leaders at medium levels play an important part in personnel arrangement plan of The Union Agency. They all have experienced a quite qualified training and had opportunities to occupy lower management positions, so, they are direct candidates for senior positions in the agency. They ' are also officials directly responsible for specific tasks of central Youth Union agencies . Decisions given by these in duty time directly influence the effectiveness of Union bodies for each specific segment. In terms of quantity, the movement unit of Union agency has 11 smaller departments and units. Each department has a head and 02 to 03 deputy heads . Each tenure has to ensure a resource of more than 40 personnel with outstanding characteristics for leadership positions in the departments and units. The thesis is restricted in the field of training and retraining to improve the management capacity of the leaders so as to fit the knowledge and research capacity of the researchers and avoids making the thesis overwhelmed and rambling. III. Theoretical Framework 1. Basics of Management: There have been many concepts of management given by researchers. According to "Vietnamese Dictionary" (2010) 4 definition: "Management is the act of organizing and operating things to fulfill certain requirements"; Mary Parker Follett 5 noted that "management is the art of achieving your own goals through other people"; and in a more specific perspective we can consider James Stoner and Stephen Robbins’s definition:" Management is the process of planning, organizing, performing and supervising the activities of the members in an organization, together with all other resources of the organization to achieve the objectives set out ", the word" process "in this definition is clearly indicate that each task is resolved in a reasonable order in a nutshell, we can $ ()* % +,-.!/"012 3 conclude that management process includes activities that are arranged in the below order: - Planning: identifying objectives, reviewing steps and time to complete the work, designed a more detailed plan. - Organization: Taking full advantage of available resources required to implement the plan, including staffing, job analysis, recruitment and personnel distributions. - Performance: Focusing on leadership factors and motivating employees to work effectively to achieve the proposed plan. - Supervision: Monitoring and examining the plans to ensure the progress and quality and trigger necessary changes during the inspection. 2. Research Framework. 2 .1. Th e t hree -s kil l met hod : On the basic definition of management described above, improving the quality of management leaders are upgrading the quality of 04 management stages including planning, organization, performance and supervision. In each stage, an individual must combine variable knowledge and skills to perform. There are many theories of administration 6 referring to the management capability of an individual in the organization, such as Leadership theory, the Science of Management by Frederick Taylor (1856-1915), further developed by Herny L . Gantt, focusing on how material incentives policies for workers can improve the quality of management . Behavioral - social psychology theories in administration led by Mary Parker Follet (1868-1933) emphasizes that the management efficiency and quality depend on human factors ,relationships & -#045*#! 6! ! ! 74 57 " 1 within the organization and social psychology. The theory formulated by Douglas Mc Gregor (1906-1964), Abraham Maslow (1908-1970), Chris Argyris all refer to factors which managers should adopt to enhance the quality of their management such as being concerned about in coordination between departments within an organization, enabling employees to prove their own ability. All the referred theories have contributed to build up the theory of modern administration. Researchers’ team has explored and applied the three- skill method 7 of modern administration to this thesis framework . In his research, Dr. Nguyen Huu Than also indicate three characteristics worth emphasizing during the development of an individual management capacity . Those are the ability to develop professional skills, the ability to motivate people in the same project team, and the ability to recognize the role of their organizations he or she is in charge of 8 . The three-skill method objects to the role of "an ideal manager" who are able to handle effectively any problem in any organization. This method assesses the capability of a manager through their performance and skills utilized on duty, not their innate personalities. The word "skill" is defined here as the ability that can be developed, trained and revealed through the performance of their management. This method assumes management activities with 04 stages: plan; organization, performance and supervision and based on 03 basic skills that can be formed ,developed simultaneously with the act of people orienting activities for individuals and taking responsible for achieving goals . It's professional skill, human skill, and cognitive skill 9 . ' -#045*#! 6! ! ! 74 57 " 3 87.9:9#:9./;<4 22& 1 0,#-=! 6! ! ! 7 77 " 2 - Professional skill: implies wide and specific knowledge in a particular type of activity, related to the methods, manners, cycles, technologies to perform that professional work. This skill requires specialized knowledge, analytical ability in that field, the understanding of processes, procedures and the utilization of specific tools for that specific task. These are skills that all officials, experts, leaders will need to study and improve. - Human skill: the ability of managers to make a team work efficiently and motivate other individuals in the groups to perform collaborative work. While professional skill interacts with objects (including physical, professional, cycle, objects ), human skill interacts with members of the organization. This skill is reflected through the attitude and awareness of managers with superior and interior- level colleagues. It is considered as a critical skill of a good manager. It requires managers” the sensibility” to beware of attitudes, assumptions, beliefs of their own to other individuals, be comprehensible and sympathetic, as a result, creating a positive and unified atmosphere in the organization. - Cognitive skills: the ability to cover the organization , including the recognition interdependence relationships among units in the same organization and interactive relationships with other institutions, political forces, and more general, the society. This skill includes the ability to foresee real tomb how a change of a unit will affect the entire organization and the ability to implement actions to improve the mutual benefit of the organization. In the manager position of an organization ,the managering attitude of the administrators decides all the nuances and "personality" of that organization, helping to distinguish among them. These attitudes demonstrate the cognitive skills of managers. The overall success of an organization depends on the cognitive skills of the operators in the formation and implementation decisions for the organization. Furthermore, we consider cognitive skills, with practical significance and [...]... individual 2.3 Group solution to strengthen each symbolic link among individuals in the organization Group solution is based on the results analyze that human skills are not the priority in developing the quantity of the management of each worker This is the basic skill and must be aware by each person Though, the researchers suggested possible solutions to encourage the development of each individual Many . time directly influence the effectiveness of Union bodies for each specific segment. In terms of quantity, the movement unit of Union agency has 11 smaller departments and units. Each department