Improve capacity for mid level management team of viettel hanoi

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 ii INTRODUCTION CHAPTER 1: SOME BASIC THEORETICAL ISSUES ON IMPROVING THE CAPACITY FOR MID-LEVEL MANAGEMENT TEAM IN ENTERPRISES 1.1 SOME BASIC CONCEPTS 1.1.1 Concept of mid-level management team 1.1.2 Characteristics and requirements for mid-level management team in telecom enterprise 1.1.3 Role of mid-level management team 1.1.4 Improving the capacity of mid-level management team 10 1.2 QUALITY ASSURANCE CRITERIA FOR MID-LEVEL MANAGEMENT TEAM IN ENTERPRISES 11 1.2.1 Knowledge 11 1.2.2 Skill 12 1.2.3 Work attitude 12 1.3 CONTENTS ON IMPROVING THE QUALITY OF MID-LEVEL MANAGEMENT TEAM IN ENTERPRISES 13 1.3.1 Improving the quality of Mid-level management team through training and fostering 13 1.3.2 Improve the quality of Mid-level management team through recruitment activities 15 1.3.3 Improving the quality of Mid-level management team through the treatment activities 17 1.3.4 Improving mid-level management team through the arrangement and use 19 1.4 FACTORS AFFECTING THE QUALITY IMPROVEMENT WITH RESPECT TO MID-LEVEL MANAGEMENT TEAM OF ENTERPRISES 19 1.4.1 External factors 19 1.4.2 Internal factors 21 1.5 EXPERIENCES IN IMPROVING THE CAPABILITY FOR MID-LEVEL MANAGEMENT TEAM OF SOME ENTERPRISES 23 1.5.1 Experiences from improving the capacity for Song Da Corporation’s mid-level management team 23 1.5.2 Lessons learned from improving the capacity for Viettel Hanoi’s mid-level management team 24 Summary of Chapter 26 CHAPTER 2: CURRENT SITUATION OF IMPROVEMENT OF MANAGEMENT CAPACITY FOR VIETTEL HANOI’S MID MANAGER TEAM 27 2.1 OVERVIEW OF VIETTEL HANOI 27 2.1.1 Introduction of Viettel Hanoi 27 2.1.2 Key features of Viettel Hanoi in production and business 29 2.1.4 Business performance of Viettel Hanoi in 2016 34 2.2 ANALYSIS OF QUALITY OF VIETTEL HANOI MIDDLE MANAGEMENT PERSONNEL 35 2.2.1 Overview of Viettel Hanoi’s middle management team 35 2.2.2 Current status of Viettel Hanoi’s middle management team 35 2.3 ANALYSIS OF CAPACITY IMPROVEMENT FOR VIETTEL HANOI’S MIDDEL LEADERSHIP MANAGEMENT THROUGH TIME 39 2.3.1 Measures - forms implemented in the training and fostering for period of 2013 2017 39 2.3.2 Measures - forms to improve capacity for middle management team in the recruitment 40 2.3.3 Measures - solutions already applied in renumeration 42 2.3.4 Measures - solutions already taken in the arrangement and use of the management team 43 2.4 EVALUATION OF DECISIVES OF VIETTEL MIDDLE MANAGEMENT TEAM 44 2.4.1 Labor market demand 44 2.4.2 Identification of tasks and performance standards of the middle management team 45 2.4.3 Assessment of the performance of middle management team 45 2.4.4 Workplace organization 46 2.4.5 Building and development of corporate culture 47 2.5 GENERAL ASSESSMENT ON MANAGEMENT CAPACITY DEVELOPMENT FOR VIETTEL HANOI’S MIDDLE MANAGER TEAM 47 2.5.1 Advantages of capacity building for mid-level managers of Viettel Hanoi 47 2.5.2 Disadvantages to overcome in capacity building for mid-level managers of Viettel Hanoi 48 2.5.3 Causes of restrictions in capacity building for mid-level managers of Viettel Hanoi 48 Summary of Chapter 49 Chapter 3: SOLUTIONS TO IMPROVE THE QUALIFICATION OF VIETTEL HANOI’S MIDDLE MANAGER TEAM 50 3.1 DEVELOPMENT ORIENTATION OF VIETTEL HANOI AMIDS ECONOMIC INTEGRATION 50 3.1.1 Perspectives, objectives and development orientation of Viettel Military Telecom Corporation 50 3.1.2 Basic development goals of Viettel Hanoi 51 3.2 VIEWPOINTS TO CAPACITY IMPROVMENT FOR VIETTEL HANOI’S MIDDLE MANAGER TEAM 51 3.2.1 Overcoming the limitations on the current quality of manpower 51 3.2.2 Enhancing professional training for the management team and attracting high quality management team 52 3.3 BASIC SOLUTIONS TO CAPACITY IMPROVEMENT FOR VIETTEL HANOI’S MIDDLE MANAGER TEAM 53 3.3.1 Solutions to improve the quality of human resources through training and fostering 53 3.3.1.3 Determination of training needs 54 3.3.2 Solutions to improve the quality of the middle management team through recruitment 57 3.3.3 Improve quality of human resources through treatment 59 3.3.4 Improved capacity of middle management team through arrangement and use 63 3.3.5 Improved cultural environment of the business 63 CONCLUSIONS 65 LIST OF REFERENCES 66 LIST OF TABLES Table 2.2: Structure of middle management team in the period 2013 - 2017 35 Table 2.3: Structure table by training level in 2017 36 Table 2.4: Status of knowledge of the middle management team 36 Table 2.5: Table of skills level of post-training staff 37 Table 2.6 Working attitude of the middle management team 38 Table 2.7: Conduct of middle management team over the work pressure 38 Table 2.8: Number of trainees in the period 2013 - 2017 40 Table 2.9: Number of recruited middle management team in the period 2012-106 42 Table 2.10: How to calcuate monthly score of the middle management team 46 Table 2.5: Status of background the middle management team 55 Table 2.6: Table of skills level of post-training staff 56 i LIST OF DIAGRAM Diagram 1.1: Procedure on the elaboration of training programs 15 Diagram 1.2: Structure in human resource’s treatment 18 Diagram 2.1: VIETTEL HANOI’S ORGANIZATION CHART 30 Diagram 2.2: Process of recruiting middle management team 41 Diagram 2.3: Process of selecting middle management team 42 Diagram 3.1: Payment system structure 61 ii INTRODUCTION 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 socioeconomic 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 ecommerce, 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 - Have a sense of labor discipline, industrial attitude and working style - Know to preserve and combine traditional cultural identity with modernity 3.2.2 Enhancing professional training for the management team and attracting high quality management team The number of managerial staff of Viettel Hanoi has always fluctuated quite largely, changing areas of management, changing units about 30% per year However, the number of personnel assigned to those who have not passed the same position when receiving the assignment, thus the management experience is limited, it is consequently necessary to regularly organize professional training, management experience to timely quality assurance for work In addition to training for new staff, Viettel Hanoi should have preferential policies for staff with high professional qualifications and experience  The quality of human resources to be considered as the first objective of training in the next phase Improved human life means improved human needs too Therefore, to satisfy the increasing requirements of customers is indispensable Understanding these inevitably, every year Viettel Hanoi has plans to send staff to training to improved professional qualifications for management  Improving the material and spiritual life of workers must be the concern of the leaders Leaders must renovate the thinking, viewpoints and evaluation of the material value created by the labor of the unit so as to adopt appropriate policies for further improving the material and spiritual life of the management team Especially reform the policy of wages, salaries and incomes so that this policy becomes the motivation of the laborers in the course of work There are plans to build collective housing and apartments at preferential prices for staff so that they can be assured of their work, creating favorable conditions for young cadres to “settle down”  Promoting the coordination between different levels of authorities and functional agencies in the capacity building process of the management team Capacity building for the management team to meet the development needs of the unit is not only implemented by the unit or individual workers but requires the coordination 52 between the various levels of leaders with the authorities Thereby, the quantity, quality and structure of the training profession of the new management resources are suitable for working conditions in the current unit as well as in the future 3.3 BASIC SOLUTIONS TO CAPACITY IMPROVEMENT FOR VIETTEL HANOI’S MIDDLE MANAGER TEAM Based on an analysis of the quality of mid-level managers at Viettel Hanoi, combined with Vietnam’s socio-economic development orientation, Viettel Hanoi’s development orientation and detailed planning Based on the advantages that Viettel Hanoi has obtained in the past years, the author boldly put forward some solutions to improve the capacity of the middle management team of Viettel Hanoi as follows: 3.3.1 Solutions to improve the quality of human resources through training and fostering Training and fostering of human resources plays an important and decisive role in enhancing human resource capacity in general Training quality depends on multiple objective and subjective factors inside, outside the institution, and the trainee itself The indispensable factors affecting the quality of training are: curriculum, management in training, training support policy From this statement, concrete measures to improve the quality of training are drawn 3.3.1.1 Reform training and fostering policy The reality is that Viettel Hanoi has paid much attention to the training and development of the middle management team, but the quality of the training programs is not high, consequently the ability to apply in the work is limited Training only addresses immediate requirements without a long-term development strategy There has not been policy to encourage staff to participate in the training process Because Viettel Hanoi is mainly providing short-term training, so the quality after training is rarely evaluated Thus, despite the training of knowledge, the results of the work of the workers are not likely to progress To achieve the training quality, Viettel Hanoi may consider the following training support measures: The situation has shown that the training to improve the level of management team from college to university, graduate school takes more time, Viettel Hanoi only encourages and supports in terms of timing Therefore, this team has not paid much attention to improving the qualifications, quality and number of staff trained in the past years is too little Viettel Hanoi should create favorable conditions in terms of time, financial support, form of 53 encouraging mobilization of cadres for training As the training to improve the qualification of the management team only at the level of encouragement, the agency has not created many conditions, hence nobody pays attention to the quality and training results As the agency has encouraged, supported this team to go to training, it will develop quality assessment regulations Evaluation criteria incorporated into the criteria for evaluating the results of monthly completion to assess the staff that will contribute to improving the quality of training significantly The training will take time, money and also relatively hard, therefore many people not want to train As such, Viettel Hanoi should set standards that need to have the level, skills, ability to know at what level, to continuously play the role of manager, attach responsibility to improve the qualifications for each person, thus managers will think of going to training The training at Viettel Hanoi is mainly short-term training, the teaching team is mainly from the department staffs which are not deep knowledge, not able to communicate, and this also affects the quality of training In order to change the quality of training, Viettel Hanoi needs to have a clear plan, the instructor must have a deep knowledge and special inspiration ability, and specialists can be hired to teach 3.3.1.2 Establishment of training and procurement facilities for training Total staff of Viettel Hanoi is more than 3,500 people, training subjects is regularly held monthly but currently no training venue is set up and because no training venue is available, so there is no tools, instruments, practical models to organize training visually Setting up a training location, building a dedicated training team in each field is the best way to improve knowledge, skills and sustainability Viettel Hanoi is a big business so it needs professionalism, for trainees in professional locations, it also motivates learners to become more active However, the training venue must ensure the following factors:  Investment in facilities, machinery and equipment, visual model to support the training, which makes the practice and understanding of knowledge more It is therefore necessary to invest in facilities and machinery so that trainees can practice improving the quality of training  About the content of teaching: develop training programs, prepare training content both theory and practice to deepen knowledge, this is the most important determinant of the quality of training 3.3.1.3 Determination of training needs 54 In determining demands, Viettel Hanoi needs to pay attention to job analysis as it provides a clear view of job requirements as well as requirements for performers Job analysis shows the ability to meet current job requirements, thereby identifying the needs accurately, providing appropriate training strategies This team is classified into target groups for appropriate training, methods and content For those who are being evaluated well, training is not needed, through the assessment of the real status of the knowledge of trainees, which content that is weak will be trained, avoiding training of knowledge for the knowers who are bored and can not improve their quality  For upgrading qualification At present, the college degree has persons, accounting for 6.7%, according to the requirements of the work and the expert’s assessment, the level of management requires university degree or above The post graduate level consists of three people, accounting for 10%, according to the requirements of the work and expert evaluation, such level of the management team should be from 30% (9 people) or more From here, Viettel Hanoi has set its current goal of sending two college-level managers to go to university training and select managers to post-graduate level training  For the improvement of knowledge From the actual requirements of works and the level of assessment made by human resources department of Viettel Hanoi in terms of knowledge, the middle management team needs to have knowledge of 100% from fair up We look back at the current status quo of the knowledge below: Table 2.5: Status of background the middle management team Number Level Number of Number of of personnel personnel at personnel at average at fair weakness level Number of personnel at good level Requirement for fair and good level Business knowledge 12 14 30 Technical knowledge 14 30 Management knowledge 15 30 10 12 30 General knowledge of culture - society - law (Source: Summary from HR Department and in depth interview) 55 Thus, to meet the demand for work for the middle management team, Viettel Hanoi organizes training for the knowledge workers at a weak and medium level to become knowledgeable at a fair and good level  For improving skills Status of skills of the middle management team Table 2.6: Table of skills level of post-training staff Unit: person Level Poor Medium Good Good Professional skills 12 12 General skills 18 Decision-making skills 14 10 Planning skills 10 13 Time management skills 14 Presentation skills 13 15 Negotiation skills 10 12 Communication Skills 21 (Source: HR Department) The table shows that improving skills for the management team of Viettel Hanoi is very necessary Some skill groups such as negotiation skills, time management skills, etc., account for nearly 30% of the average According to the work requirements and the level of expert evaluation, the middle management team needs to have good skills, so the training of skilled people at medium level is quite necessary and will greatly increase the capacity for the management team  For upgrading attitude Now, Viettel Hanoi still exists a small number of managers who leave their positions to work separately, reception during working hours, are bureaucratic and not close to the staff A few managers are not ready to work overtime, receive more work, self-initiative to solve work These limitations also affect the quality of work, in order to improve the quality of work as well as the quality of the management team at Viettel Hanoi, this team should be replaced with strengthened political, cultural education and strengthened monitoring and evaluation of the team 56 3.3.2 Solutions to improve the quality of the middle management team through recruitment Recruiting orientation serves as basis to determine the work required to perform:  Identify the positions needed for recruitment The goal determined is to recruit middle managers (Directors of the Viettel district centers) Review and determine the level of human resource needs to be recruited from which, draw up a recruitment plan for orientation  Build an analysis, clear job description, with specific performance standards Perform analysis and job description, job requirements to selection in accordance with qualifications and work requirements Work performance standards may include the following: qualification, skills, abilities, age, gender, health status, experience The middle managers of Viettel Hanoi are different from other units besides managing and doing business, they also have to know the telecommunication technology to operate the construction, installation, operation and optimization of telecommunication network managed by themselves Therefore, when recruiting, they must have professional management skills in business and technical matters in telecommunications, which are contents previously not cared by Viettel Hanoi This way will help the recruitment be more accurate and more suitable for the job For example, give the following job description: RECRUIMENT OF DIRECTOR FOR VIETTEL DISTRICT BRANCH Job requirements: - Gender: Male - Good looking appearance - Age range: 28 - 35 years old - Height and weight: height > 1m65, weight> 55kg - Graduate from university or higher level simultaneously majors in business administration and telecommunications Telecommunications, Information Technology) - At least years of management experience - English: Toeic at least 400 - Fluency in office informatics - Good ability to plan and analyze - Ability to work independently and work in teams - Ability to lead the team 57 engineering (Electronics and - Adaptability and on time - Ability to manage work according to plan & deadlines - Energetic, enthusiastic and willing to work under high pressure Responsibilities: - General management: planning, finance, personnel - Be responsible to the Branch Director, subordinate executive within the scope of work of the center - Be responsible to three Branch Directors for assigned tasks - Build, organize the implementation of approved production and business plans in the assigned areas - Manage all aspects of work in the area - Operate and instruct employees to perform production and business tasks - Evaluate, inspect and urge staffs in the center to perform the tasks  Publicize recruitment and recruitment standards The form of recruiting notice has not been widely publicized Recruitment needs to publicize the requirements of the job so that the candidate can consider his ability to meet the job requirements Resolutely avoid the phenomenon of personal affection, which greatly affects the quality of employment Viettel Hanoi will find the better when more people take part in recruitment and are recruited objectively  Recruitment source Depend on the actual situation of the business to recruit from inside or outside the business However, priority is always given to the recruitment of human resources within the enterprise first This will reduce the costs associated with recruiting; contracting the human resources within the enterprise have the opportunity to change positions and jobs At the same time, the enterprise has an opportunity to evaluate the capacity of employees, to rearrange the organizational structure to suit the new production and business situation In case the human resources inside the enterprise are insufficient or not suitable with the professional and job requirements, the enterprise recruits from outside sources Recruiting resources from outside human resources should be oriented towards longterm development of business and industry Recruitment of external personnel should organize a thorough examination of the qualifications, capacity, skills and attitude of applicants 58 3.3.3 Improve quality of human resources through treatment Types of labor enumeration are the most effective motivators Labor motivation has a great impact on the quality and efficiency of the employees For the treatment, Viettel Hanoi must take the following measures:  Building a salary scale and payroll as standardized Salary plays an important role in motivating and encouraging employees and its impact on employee attitudes towards work and performance, especially the managers who should receive a salary level to ensure stimulated working capacity Pursuant to the State regulations on salary payment for managers, it is necessary to develop the form of salary payment to encourage the manager to work productively, efficiently and effectively Forms of pay must follow a uniform, clear, simple salary scale so everyone can easily calculate their wages This ensures the interests of employees, they can be completely assured that they will receive salaries in accordance with the results of their work This will create a comfortable mind for the employees, motivating them to increase productivity as well as quality of work The salary payment of Viettel Hanoi should be based on the following principles: - The salaries paid to employees are based on pre-established principles In case of change in job, wages and incomes are adjusted to suit the job title - The performance based salary regime is based on the following bases: + Qualification, capacity and ability of the person + By management group, scale of management + The volume and quality of work assigned to the title holder + Actual workdays of employee + Seniority of each individual - No use of wage funds for other purposes than pay To be believable and comfortable by staffs, the payment of salary and bonus must be in line with regulations and time * Pay by the day The company shall implement the regime of time-based salary payment for indirect laborers, of which wages shall be calculated according to the grade wage coefficient prescribed by the state, under the following formula: Ti = Tci + Tcdi In which:  Ti: Monthly salary of ith person 59  Tci: Basic salary of ith person  Tcdi: Title salary of ith person Basic salary (Tci) Calculate based on working seniority and current title coefficient Calculation formula: TL cdhs x H cdix TN cix 2N hli T ci  x 100 N cdi In which: Tci: The basic salary of the ith person, up to a maximum of 25% of the current title salary of the ith person TLcdhs1: Title salary of coefficient Hcdi: Title coefficient of ith person TNci: Seniority of the ith person, including accumulative seniority + convertible seniority (if any) Nhl: Paid workday of ith person Ncd: Workday under the State regime Title salary (Tcdi) The title salary is paid based on the title of the job, the level of job completion and the size of the market in the work area, determined according to the formula: Tcdi  TLcdhs1xHcdixKixH ttx Nhli Ncdi In which: TLcdhs1: Title salary of coefficient Hcdi: Individual title coefficient i Ki: Individual job completion coefficient i Htt: Coefficient of market size Nhli: Paid workday of ith person Ncdi: Workday under the State regime This form of salary payment encourages employees to promote initiative and actively improve labor to optimize the work process, strive to ensure high hours, work day, work efficiency On the other hand, it also improves the level of management of employees in 60 the organization Review of raising wage, raising salary for employees Based on the working time of the employee, the retention period of two years will be examined for salary rising once for both workers and managers if they not violate the rules during that period, especially any individuals with excellent performance improvement initiatives will be offered an earlier performance test Employees who take courses to improve their grades are cost-supported by the branch and created favorable conditions for the time and place for the employee to achieve the highest achievement  Combined with the material incentive policies, Viettel Hanoi to have non-material incentives, maximized ability of workers The quality of the manager’s work depends on a number of factors, including subjective factors and objective factors In order to maximize the manager’s ability, he must be very knowledgeable and understanding of the employee’s aspirations, meeting those aspirations by a remuneration structure commensurate with the working capacity of the employee In the enterprise, the system of remuneration includes material remuneration and non-material remuneration Material remuneration includes basic salary, allowance, bonus and welfare Non-material pay includes opportunities for promotion, interesting work and environment, working conditions Basic salary Allowance Material remuneration Bonus Payment system structure Welfare Promotion opportunities Non-material remuneration Interesting job Working environment Diagram 3.1: Payment system structure 61  Proper evaluation of capacity, employee achievement and rational rewards: Proper evaluation of merit and reward is one of the three criteria most concerned about by employees Therefore, employees should be given respect, especially the management team Managers must recognize the relationship between employer and employee as a cooperative relationship Managers need to recognize that employees in the business are a valuable source of capital As a result, managers could find the right policy to exploit such “valuable capital” effectively It is not the overwhelming exhaustion of creative work by the middle management team, but the knowing how to motivate this team to work out their potential capabilities for the work In order to renovate the assessment of the performance of Viettel Hanoi, the following tasks should be taken: - Raise awareness of leadership on evaluation: For effectiveness of this work, the first step is to raise awareness of the importance of evaluating middle management team The leader sees its importance and role, he will be able to issue the proper policies and strategies for this activity The leader can participate in seminars on the assessment of personnel organization department or clubs such as the human resources management club - Raise the awareness of the middle management team about the role of performance appraisal Viettel Hanoi may organize training sessions on assessment  Encouraging the mind of the middle management team: Through investigations and surveys of the middle management team of Viettel Hanoi have shown that mental stimulation factors are as important as physical factors For human resources comprised mainly of management class to decide the business results of a whole center, the spirit of motivation at the right time will have a great effect in fulfilling the task Viettel Hanoi also needs to pay attention to the management team’s life to the extent possible, help them deal with personal conflicts among colleagues, material and spiritual difficulties that they are encountering to make them wholeheartedly for work, for the development of the business The leader should regularly meet the management team, listen to the issues that employees are interested in, are waiting in the business to meet the needs of the team, creating better spirit for the employees In many cases, talents in the branch who have resigned from the company to move to another company come from a cause of inadequate care for the spiritual life So, the problem is that Viettel Hanoi needs to build a good business environment, create the enthusiasm of all employees, and need to build a healthy, warm working environment, full means for activity, creativity 62 3.3.4 Improved capacity of middle management team through arrangement and use The level of performance of the management team is highly effective, efficient for the business or not that depends very much on the placement of work for each individual These people themselves are always in visible, interested in personal ability, to the future trend Therefore, proper job placement is a prerequisite for quality workflows At present, Viettel Hanoi has not fully implemented the policy of employing managers to maximize their labor capacity, for the purpose of better encouragement, they need to renovate their policies and make good use of the following aspects:  Arrangement according to the strengths, capabilities and expectations of each person One of the most destructive factors of employees, especially the management team, is that they are entrusted with under-competence Employees not find the challenge at work, not have the opportunity to promote their potential, and not find opportunities for promotion Therefore, it is necessary to arrange the management team to work on their own abilities or slightly above their own ability in order for the manager to strive Promoting strengths is very good for all personnel, not only managers, when a person is arranged a suitable job with his/her capacity, suitable with the field that is a good condition to complete the task assigned To maximize the potential of the management team, Viettel Hanoi must know how to enrich the work in various ways: First, assign them some challenging work that requires effort Second, give them more freedom in deciding how they work Third, make them feel personally responsible for their mission In addition, when arranging management staff, there is need to consider creating conditions for them to get close with family, arrange where they have many relationships, understanding of the market This is also one of the ways that greatly increases the ability of a manager to manage a business 3.3.5 Improved cultural environment of the business Organizational culture is a system of values that the organization creates and accumulates through the process towards goodness, rightness and beauty An organization with a strong culture will make employees stick, dedicated and also retain talent, improve efficiency and competitiveness in the business In order to improve the cultural environment, it is necessary for Viettel Hanoi to perform the following tasks: 63 - Launch the culture building movement throughout the branch Develop specific indicators and action plans and regularly remind the middle management team about what this means - Build a sincere open peer relationship so that people view the Branch as a big family To so, it is necessary to create conditions for officials and staff at all levels to meet in conferences, summation sessions - It is necessary to promote movements of the Youth Union, organize cultural and artistic performances and sports among the centers to create solidarity - Viettel Hanoi organizes for a large number of employees to participate in charitable activities to create beauty in the culture in the enterprise to help them feel the meaning in life and work Organizational culture expressed in internal labor regulations, regimes, and binding rules Therefore, Viettel Hanoi needs to build a reasonable internal labor regulation, based on the current Labor Law and the specific characteristics of the agency Widely disseminate the rules, mission, objectives of the branch for employees to help them work together to achieve common goals Over a long period of time, organizational culture has become the norms, values, practices, habits unwritten These unwritten things govern administration behavior Building a corporate culture needs to be based on respect for people, the agency as their second home, building employee loyalty to the organization Promote the development of friendly relationships internally based on honesty, caring people, building trust, developing teamwork and cooperation Promote the commitment of the business to its members on ensuring a stable job for them, creating a low rate of labor change, attracting corporatedriven sentiment from management team 64 CONCLUSIONS Through the process of collecting, researching, analyzing and evaluating characteristics as well as human resource quality at Viettel Hanoi, the topic has summarized and evaluated the current status of the management team as well as the impact of the management team to production and business activities of Viettel Hanoi The thesis has stated the quality of middle management as well as factors influencing the middle management team of Viettel Hanoi to see the quality constraints of the management team, thereby taking suitable solution The statistics and synthesis of the thesis have comments, evaluation, and perception of effectiveness, trend of human resources in production and business activities of Viettel Hanoi At the same time, some specific solutions are recommended to improve the capacity of Viettel Hanoi’s middle management team In the context of today’s economy, a complex economy with fluctuations, in order to achieve overall operational efficiency, the human resources in the industry must be dynamic and flexible The best practice to obtain quality human resources is to train and foster professional skills through the addition of knowledge from the school and business practices, and to apply appropriate treatment policies to attract and retain talented people The thesis “Improving management capacity for middle management team of Viettel Hanoi” has drawn up the following key points: - The thesis has sought, selected and presented the basic issues of human resource quality in the market economy Nature, methods of assessment, assurance needs, enhancement and factors - The thesis has quantitatively assessed the capacity of Viettel’s middle management team, and factors affecting the quality of human resources and the causes thereof - A number of important measures have been raised to improve the capacity of Viettel’s middle management team in the international and regional integration The student has been very up-to-date, serious, trying to get the above-mentioned results of the thesis Nevertheless, this is a topic that requires a great deal of knowledge, with a few theories and practical experiences, so the essay is inevitably debated and defective Teachers’ and colleagues’ comments would be highly appreciated to better my thesis Sincerely thanks! 65 LIST OF REFERENCES Do Van Phuc (2005), Human Resource Management of Enterprises, Scientific and Technical Publishing House, Hanoi Prof Dr Nguyen Thanh Do/Assoc Prof Nguyen Ngoc Huyen (2007), Business Administration Curriculum - National Economics University Publishing House MA Nguyen Van Diem/Associate Prof Dr Nguyen Ngoc Quan (2007), Business Administration Curriculum - National Economics University Publishing House Tran Van Hung, Le Ai Lam (1996), Human resource development World experience and reality in our country, Hanoi National Political Publishing House Ha Van Hoi (2007), Corporate Human Resource Management, Post Publishing House Nguyen Le (2009), Strengthened linkages in training and improving the quality of human resources in order to find solutions to the society’s increasingly pressing demand for high-level human resources, the National Workshop on Human Resource Training of High technology according to social needs Pham Cong Nhat (2008), Improve quality of human resources to meet the requirements of innovation and international integration, Electronic Journal of Communist Report on business results of Viettel Hanoi from 2012  2017 (Source: Finance Department) Comprehensive report on wage labor of Viettel Hanoi from 2012 2017 (Source: division of wage labor - Labor Organization Department) 10 Regulation on determination and distribution of salary fund of Viettel Hanoi in 2017 (Source: Division of wage labor - Labor Organization Department) 11 Viettel Hanoi’s Reward Regulation 2017 (Source: Division of wage labor - Labor Organization Department) 12 Matsushita Konosuke, translated by Tran Quang Tue (1998), Human Resource - The key to success, Transportation Publisher 13 Some reference sites: http://www.vietteltelecom.com.vn http://vnexpress.net http://tintucvietnam.com http://nld.com.vn http://dantri.com.vn 66 ... 2: Current situation of capacity improvement for Viettel Hanoi s mid- level management team Chapter 3: Solutions for improving the capacity of Viettel' s mid- level management team CHAPTER SOME BASIC... the capacity for Viettel Hanoi s mid- level management team 24 Summary of Chapter 26 CHAPTER 2: CURRENT SITUATION OF IMPROVEMENT OF MANAGEMENT CAPACITY FOR VIETTEL HANOI S... Business performance of Viettel Hanoi in 2016 34 2.2 ANALYSIS OF QUALITY OF VIETTEL HANOI MIDDLE MANAGEMENT PERSONNEL 35 2.2.1 Overview of Viettel Hanoi s middle management team