LV Thạc sĩ_Managerial Competencies of middle managers at hanoi transport corporation

MINISTRY OF EDUCATION AND TRAINING NATIONAL ECONOMICS UNIVERSITY NEU BUSINESS SCHOOL MANAGERIAL COMPETENCIES OF MIDDLE MANAGERS AT HANOI TRANSPORT CORPORATION MASTER OF BUSINESS ADMINISTRATION THESIS 60.34.05 SUPERVISOR: ASSOC.PROF PHD HANOI - 2009 TABLE OF CONTENT TABLE OF CONTENT ACKNOWLEDGEMENT .5 ABREVIATIONS LIST OF TABLES LIST OF CHARTS EXECUTIVE SUMMARY .9 CHAPTER INTRODUCTION 11 1.1 RATIONAL 1.2 OBJECTIVES OF THE THESIS 1.3 RESEARCH METHODOLOGY 1.4 SCOPE OF THE RESEARCH 1.5 STRUCTURE OF THE THESIS 11 12 12 16 17 CHAPTER LITERATURE REVIEW 18 2.1 COMPETENCY – OVERVIEW 18 2.1.1 Competency and competency – base methodology 18 2.1.2 Competency component 20 2.1.2.1 Knowledge: 20 2.1.2.2 Skill: 20 2.1.2.3 Abilities: 21 2.1.3 Competency analysis process 21 2.2 MANAGERIAL COMPETENCIES 23 2.2.1 Functions of management 23 2.2.1.1 Planning 24 2.2.1.2 Organizing and staffing 24 2.2.1.3 Directing 25 2.2.1.4 Controlling .25 2.2.2 Managerial competencies 27 2.2.2.1 Basic (Generic) Competencies 27 2.2.2.2 Professional (Technical /Functional) Competencies 31 CHAPTER REQUIRED COMPETENCIES FOR MIDDLE MANAGERS AT TRANSERCO 33 3.1 THE CORPORATION OVERVIEW 33 3.1.1 Establishment of the Corporation .33 3.1.2 Major products and services .33 3.1.3 Current structure of the company .34 3.1.4 Strategic objective .35 3.1.5 Major figures on performance of recent years 35 3.2 REQUIRED MANAGERIAL COMPETENCIES FOR MIDDLE MANAGERS AT TRANSERCO 36 3.2.1 Business awareness 37 3.2.2 Leadership 37 3.2.3 Setting priorities 38 3.2.4 Managing the team 38 3.2.5 Result orientation 39 3.2.6 Change orientation 39 3.2.7 Team working 40 3.2.8 Ability to influence 40 3.2.9 Developing others .41 3.2.10 Face to face communication 41 3.2.11 Interpersonal skill 42 3.2.12 Motivation skill .42 CHAPTER CURRENT MANAGERIAL COMPETENCIES OF MIDDLE MANAGERS AT TRANSERCO 45 4.1 BUSINESS AWARENESS 4.2 LEADERSHIP 45 45 4.3 SETTING PRIORITIES 4.4 MANAGING THE TEAM 4.5 RESULT ORIENTATION 4.6 CHANGE ORIENTATION 4.7 TEAM WORKING 4.8 ABILITY TO INFLUENCE 4.9 DEVELOPING OTHERS 4.10 FACE TO FACE COMMUNICATION 4.11 INTERPERSONAL SKILL 4.12 MOTIVATION SKILL 46 46 47 48 48 49 50 50 51 52 CHAPTER SOLUTIONS TO BRIDGE THE GAPS BETWEEN REQUIRED AND CURRENT MANAGERIAL COMPETENCIES OF MIDDLE MANAGERS 54 5.1 BASIS FOR THE SOLUTIONS 54 5.1.1 Transerco direction to develop human resource .54 5.1.2 Reasoning the gaps between required and current competencies of middle managers 55 5.2 SOLUTIONS TO BRIDGE THE GAPS BETWEEN REQUIRED AND CURRENT COMPETENCIES OF MIDDLE MANAGERS 56 5.2.1 Training solutions .56 5.2.1.1 Training courses .56 5.2.1.2 Training sequence .60 5.2.1.3 Training methodology 60 5.2.1.4 Training providers 60 5.2.1.5 Training supportive activities 60 5.2.2 Non-training solutions 61 5.2.2.1 Enhance human resource management system 61 5.2.2.2 Plan well human resource 61 5.2.2.3 Improve human resource policies .61 5.2.2.4 Enhance recruitment and selection procedures 62 CONCLUSION 63 REFERENCES 64 APPENDIX – QUESTIONNAIR FORM FOR IDENTIFYING REQUIREMENT ON MANAGERIAL COMPETENCIES OF MIDDLE MANAGERS 66 APPENDIX – QUESTIONNAIR FORM FOR IDENTIFYING CURRENT MANAGERIAL COMPETENCIES OF MIDDLE MANAGERS 69 ACKNOWLEDGEMENT This thesis is completed to fulfill the requirement from the Master of Business Administration (MBA) program, Business School – The National Economics University (NEU Business School) I would like to express my sincere thanks to Management Board of the National Economics University and the NEU Business School, who have been organizing such interesting programs The improvement in our competencies will bring much more values to our work and social life I would like to express my sincere thanks to all lecturers of NEU Business School and associates, who have equipped me with a lot of valuable knowledge and skills for my life Especially I would like to express my exclusive thanks to my supervisor – Dr …– the Rector of the NEU Business School Despite very busy with management and professional work, she has given me lots of valuable guidance and support during my job on completing this thesis I would like to express my thanks to Board of Management of Hanoi Transport Corporation, who has encouraged me to complete the thesis and provide me a lot of support during the research I would like to express my thanks to all middle managers and all of my colleagues in Transerco for helping me with useful data for the thesis./ ABREVIATIONS Transerco: Hanoi Transport Corporation HR: Human Resource CEO: Chief Executive Officer LIST OF TABLES TABLE 3.1.: MAJOR BUSINESS FIGURES IN THE LAST YEARS 35 TABLE 3.2 : REQUIRED “BUSINESS AWARENESS” FOR MIDDLE MANAGERS 37 TABLE 3.3: REQUIRED “LEADERSHIP” FOR MIDDLE MANAGERS 37 TABLE 3.4: REQUIRED “SETTING PRIORITIES” FOR MIDDLE MANAGERS 38 TABLE 3.5: REQUIRED “MANAGING THE TEAM” FOR MIDDLE MANAGERS 38 TABLE 3.6: REQUIRED “RESULT ORIENTATION” FOR MIDDLE MANAGERS .39 TABLE 3.7: REQUIRED “CHANGE ORIENTATION” FOR MIDDLE MANAGERS .39 TABLE 3.8: REQUIRED “TEAM WORKING” FOR MIDDLE MANAGERS 40 TABLE 3.9: REQUIRED “ABILITY TO INFLUENCE” FOR MIDDLE MANAGERS 40 TABLE 3.10: REQUIRED “DEVELOPING OTHERS” FOR MIDDLE MANAGERS .41 TABLE 3.11: REQUIRED “FACE TO FACE COMMUNICATION” FOR MIDDLE MANAGERS.42 TABLE 3.12: REQUIRED “INTERPERSONAL SKILL” FOR MIDDLE MANAGERS 42 TABLE 3.13: REQUIRED “MOTIVATION SKILL” FOR MIDDLE MANAGERS 43 TABLE 4.1 CURRENT “BUSINESS AWARENESS” OF MIDDLE MANAGERS 45 TABLE 4.2: CURRENT “LEADERSHIP” OF MIDDLE MANAGERS 46 TABLE 4.3: CURRENT “SETTING PRIORITIES” OF MIDDLE MANAGERS .46 TABLE 4.4: CURRENT “MANAGING THE TEAM” OF MIDDLE MANAGERS 47 TABLE 4.5: CURRENT “RESULT ORIENTATION” OF MIDDLE MANAGERS 47 TABLE 4.6: CURRENT “CHANGE ORIENTATION” OF MIDDLE MANAGERS 48 TABLE 4.7: CURRENT “TEAM WORKING” OF MIDDLE MANAGERS 49 TABLE 4.8: CURRENT “ABILITY TO INFLUENCE” OF MIDDLE MANAGERS 49 TABLE 4.9: CURRENT “DEVELOPING OTHERS” OF MIDDLE MANAGERS 50 TABLE 4.10: CURRENT “FACE TO FACE COMMUNICATION” OF MIDDLE MANAGERS 51 TABLE 4.11: CURRENT “INTERPERSONAL SKILL” OF MIDDLE MANAGERS 52 TABLE 4.12: CURRENT “MOTIVATION SKILL” OF MIDDLE MANAGERS 52 TABLE 5.1: TRAINING COURSES PROPOSED FOR MIDDLE MANAGERS 56 LIST OF CHARTS CHART 1.1 : WORK FRAME OF THE RESEARCH: .15 CHART 2.1: THE ICEBERG MODEL 19 CHART 2.2: COMPETENCY ANALYSIS MODEL 22 CHART 2.3: CIRCLE OF MANAGEMENT 23 CHART 3.1: STRUCTURE OF TRANSERCO 34 CHART 3.2: REQUIRED COMPETENCIES FOR MIDDLE MANAGERS .43 CHART 4.1: CURRENT COMPETENCIES OF MIDDLE MANAGERS VS REQUIREMENT 53 EXECUTIVE SUMMARY Like most businesses, middle managers at Transerco are very important, which help to achieve strategic objectives Together with contributing valuable ideas to company’s strategies, middle managers lead the functional team to implement Corporation’s plan to real life Therefore, managerial competencies are vitally important to middle managers This research focuses on the gaps between current managerial competencies of middle managers at Transerco and the requirement from the top managers of the corporation It then go further to propose solutions to bridge those gaps According to theories, managerial competencies are skills, knowledge, self- concept, traits and motives of people in management aspect At Transerco, they are represented by the 12 core competencies, which include: Business awareness, Leadership, Setting priorities, Managing the team, Result orientation, Change orientation, Team working, Ability to influence, Developing others, Face to face communication, Interpersonal skill, Motivation skill By doing survey together with in-depth interview, this research has identified the gaps between the requirements from top managers with the current managerial competencies of middle managers at Transerco In figure, the research found that average requirements from top managers are around out of 5, while the current competencies of middle managers are marked around Despite the fact that middle managers are fulfilling well their current job, their competencies are still much lower than the requirement There are reasons for the situation The first, the merging of different entities has been gathered differently competent people in one organization They then have to present their competencies under different points of view from different top managers The second, top managers always prepare for the future So what is expected by them is much higher than those required in real life To resolve the issues, the groups of solutions have been proposed, include training and non-training solutions The training solution includes 11 courses to improve competencies of middle managers and to equip them with continuous learning attitude The nontraining solution includes strategic detailed solutions Those are: Enhance human resource management system; Plan well human resource; Improve human resource 10 policies; Enhance recruitment and selection procedure All of those aim to strengthen the human resource developing system of Transerco In conclusion, the research has pointed out the gaps between the requirements from the top managers Based on that, the author has proposed suitable solutions, which help to bridge those gaps Hope the research result can contribute to the HR strategy of Transerco 57 • Main content: This course provides argument that the way you act will determines whether you can cope with new situations or not The root of your action is your feeling Negative reactions are based on fear or unsecured thinking from within Understand the basis of your fear and insecurities will allow you to develop strategies to neutralize their negative effects or you can react positively, then you can master the situations Course 2: Experiment with new approaches • Objective: To equip employees with new approach thinking in front of situations So they will be more flexible to deal with business opportunities or issues • Main content: This course provides chances for learners to experiment with new approaches to different situations The learners will practice to become comfortable with changes and new approaches Course 3: Creative thinking • Objective: To equip employees with creative thinking of events It helps them change the conservative way of thinking from inside It will be helping them to foster creativities in the organization • Main content: With lost of brainstorming exercises, the course brings you argument that: long-standing problem could be seen from other aspect to find out solution to improve When you recognize the nature of the events, attempt to use creative problem-solving techniques, you will get the positive results Keep, you will be equipped a creative way of thinking Course 4: Leadership skills • Objective: To improve employee’s skill on setting objectives, delegation and inspiration • Main content: The course helps distinguish between leadership and management; Exercises will help unveil the importance of leadership skills in management process; SMART objectives setting, how to empower through delegation and the way to transfer inspiration to staff will be mainly focused during the course Course 5: Time management 58 • Objective: To help employees’ skills to priorities their tasks based on importance and urgency Those will then help them more focused to the key tasks • Main content: Going through different scenarios, the course will present what is the effective way of doing their jobs It then goes through determination of urgent things and important things Effective matrix and personal planning skills will also play important part in the course Course 6: Managing people • Objective: Improve effective management skill for employees • Main content: Being successful at professional job is not enough to ensure a success at management position The course starts with analysis of types of people, identify human need (Mallow’s pyramid), and behaviors of different individuals Step by step, the course will provide skill to get things done by other people with the highest agreement from them Course 7: Building team spirit in your organization • Objective: To help employees the way to integrate individuals in a team to improve effectiveness of working • Main content: Teamwork is a core competency of modern society This course provides learners the analysis of team characteristics, team behaviors, different teams and what is an effective team By putting learner through exercises, the course help unveil how to be success in managing a team, developing team And the most important thing, the learners will learn how to transfer team spirit to others within the organization 59 Course 8: Coaching staff • Objective: To equip employees with consultative way of on job training and coaching them to be better in the jobs • Main content: Coaching is a highly effective skill of managers By reviewing level of training, the course will lead the learner to coaching skill Learners will discuss to clarify the why coaching is good, and practice to be a real coach Course 9: Effective communication • Objective: To improve communication skill of managers • Main content: Communication is the unique way for people to understand each other, and the best way to get thing done by others By going though communications diagram, communication tools, analyzing psychology of communicator… the course will bring the learners to the principles of effective communication The practicing will be the core activity in the course Course 10: Developing your EQ • Objective: To improve social interactive skill of managers • Main content Start with differentiation between EQ and IQ, the course helps learners understand why EQ play more important role in management than IQ By pointing out factors help to improve EQ and way to gather those factors, the course will then help show how to improve social interactive skills through EQ development Course 11: Motivation skill • Objective: To improve motivation skill of middle managers • Main content: The course will help learners understand and practice to improve motivation skill That will contribute much in the effectiveness of the management work 60 5.2.1.2 Training sequence All the mentioned training courses need to be conducted in – years at average course/ months While conducting courses, the order should start from psychological issues to help build learners’ inspiration on learning to improve When most of middle managers recognized the need and are ready for improvement, the courses on skill and knowledge will be delivered 5.2.1.3 Training methodology For the best result, training needs to be organized both in-door and out-door The outdoor courses focus on psychological objectives like: team working, continuous improvement attitude, readiness for changes… In return, the indoor courses focus on knowledge and skills At any course, activities and practicing should be mainly used to simplify the perception of the learners 5.2.1.4 Training providers There should be a strategic training consultancy provider, who designs the whole training scheme But provider for specific courses need to be selected based on objective and selection criteria of each course 5.2.1.5 Training supportive activities a) Training policies and training procedure The Corporation should maintain a clear budget for training and bring training into criteria for promotion Opportunities to training should be opened to every employees, but incentives and punishment scheme should be applied also Whoever applies for training, that fit to his/her career path could be considered and supported for that But if the training result is not good and/or not proved in the employees’ performance, warnings need to be issued Besides, training procedure should be simple but effectiveness manageable b) Set up an internal training system To keep the training activities active and at right scheme, an internal training system needs to be set up and empowered The coordinator should be in human resource department with the link to training-in-charge person at other divisions/ departments This training system will be review every month on planning and on performance 61 c) Building a continuous learning culture in the Corporation In order to get real effectiveness of training activities, training need must originate from inside of people Top managers need to invest for training not only in verbal, but also in thinking and action Top managers need to take any suitable chances to encourage middle managers (and others) to improve their competencies, and continuous learning need to go into their heart 5.2.2 Non-training solutions 5.2.2.1 Enhance human resource management system To strengthen the HR system, firstly Transerco needs to make clear boundaries of division, functional department… That will be a base for breaking the common objective into more detailed components It will also be a base for individuals to set up their owned objective for their jobs By doing that, separate divisions and independent individuals will recognize the necessity and opportunities to co-operate in achieving the common objectives So all the human resource documentation need to be reviewed and completed: Job analysis, job description, job criteria, competencies dictionaries… Together with that, a clear authorization and delegation mechanism need to be set Those are the key to empower the middle managers as well as encourage them to contribute most to the job Besides, all the procedures related to human resource management need to be reviewed for improvement They need to be enough for quality management but at the simplest level and very flexible in application 5.2.2.2 Plan well human resource The planning helps the organization to master the human resource To that, firstly all the employees need to be listed and categorized based on positions and competencies; Based on that, the Corporation can help potential individuals to build up their career path and develop them in that way While planning for current use and future development, the Corporation needs to combine training with rotating people to different positions 5.2.2.3 Improve human resource policies Employees at all levels need to be assigned to jobs; those are suitable to their competencies and their career path The Corporation needs to pay attention to improve 62 the human resource policies “Pay for performance” policy need to be built up and applied as soon as possible That will encourage people to improve their competencies for the jobs To assist, the Corporation must maintain opportunities for employees to improve knowledge, skills and other abilities Besides, the Corporation should issues a bonus scheme as leverage to encourage achievement of people In turn, middle managers should be encouraged to propose and apply leverage to their subordinate 5.2.2.4 Enhance recruitment and selection procedures Fairness, explicitness need to be core concerned in the recruitment and selection Job description and job criteria need to be clear for all positions Based on that recruitment procedures need to be clears and broad statement There should not be any bureaucracy in the procedures It should be simple and flexible but not casual 63 CONCLUSION Understanding the role of middle managers, the Management Board of Transerco has clarified a direction to develop them However, how to overcome the gaps between current managerial competencies of middle managers and the requirement is a big question This thesis contributes author’s point of view on that In the thesis, managerial competencies have been clarified to skills, knowledge, selfconcept, traits and motives of people in management aspect By surveys and in-depth interviews, those were then listed in more details into 12 core competencies for middle manager at Transerco Also through survey, the big gaps between current core competencies of middle managers and requirement from the top managers were recapped The reasons of the gaps are also explained Those include specific characteristics of the Corporation after establishment by merging from many entities and the expectation from top managers toward the job in the coming time As the success of the research, a series of solutions and recommendations have been proposed to bridge the gaps The proposal contains both training and non-trainings solutions The training solutions cover courses those help to improve all employees’ competencies from attitudes, new approaches to specific skills and knowledge The nontraining solutions cover activities to support mainly for human resource development It includes human resource planning, improvement of human resource management systems, policies; recruitment and selection procedures In conclusion, the thesis has completed the initial objective and somehow contributes idea to the Corporation’s strategy to develop middle management force Despite of limitation of time and resource, but the author has brought in to the research all the advantages of an inside members Those are the understanding of the organization, the relationship with stake holders and relevant people, the ability to penetrate the facts and figures within the organization Possibility after-study: After reviewing the result of the research, there are opportunities for training and consulting providers come to propose services The scope of the service could be expanded to lower employee, but further research need to be conducted 64 REFERENCES - United States Offices of Personnel Management: “Looking to the future: Human Resources Competencies”, Sep 1999 - Financial Times: “A competency Based Approach to Training and Development” by Bernard Wynne and David Stringer, 1997 - Richard S, Mansfield: “Building Competency Models: Approaches for HR Professionals” form the Human Resource Management, spring 1996 - Kravetz Associates:” Building a Job competency Database: What the Leaders Do” by Dennis J.Kravetz, 1997 - NYS Department of Civil Service and NYS Governor’s Office of Employee Relations: “Competencies: Report of the competencies workgroup”, September 2002 - DNR Competency Based Hiring “Competency Based Hiring within the DNR”, September 2007 - The Journal of Management Development; 2001; 20, 9/10; ABI/INFORM Global, pg.842 “Managerial competencies and the managerial appraisal process”, by Steven E Abraham; Lanny A Karns; Kenneth Shaw; Manuel A Mena, 2001 - Alpha assessment centre, India’s first Multipurpose Assessment Centre “Fine Tuning: The selection skills” - Canadian Centre on Substance Abuse” Core Competencies for Canada's Substance Abuse Field version1.0”, Final Report - November 2007 10 - Dubois, David D., “Competency Casebook”, (Eli Lilly Model), 1998 11 - Green, Paul C., “Building Robust Competencies: Linking Human Resources Systems to Organizational Strategies”, Jossey-Bass, 1999 12 - Lucia, Anntoinette; Richard Lepsinger, “The Art and Science of Competency Models”, Jossey-Bass, 1999 13 - Ulrich, David, “HR Champions”, 1997 14 - "Everything You Wanted to Know About Competency Modeling"; Richard J Mirabile, Training & Development, August, 1997, volume 51, issue: 8, pages 73-77 65 15 - "Are Competency Models a Waste?"; Maxine Dalton, Training & Development, 10/97 16- "The Core Competence of the Corporation"; CK Prahalad and Gary Hamel, Harvard Business Review, 1990 17 - "Competencies: the Next Generation"; Patricia McLagan, Training & Development, 5/97 18 - "The Art and Science of Competency Models: Pinpointing Critical Success Factors in Organizations", by Juan I Sanchez, Personnel Psychology, Durham, Summer, 2000 19 - "Making Competencies Pay Off"; Timm Esque & Thomas Gilbert; Training; Minneapolis, MN, v.32 (Jan 95 pp.44-48) 20- “3 Pillars of Leadership”; Hagberg Consulting Group; Competency Development in Public Health Leadership; Kate Wright; American Journal of Public Health, Aug 2000 21 - Competencies Model 2003, UM-HR Academy 22 - The Wholistic Competency Profile: A model, PSC, Staffing Policy and Program Development Directorate, Staffing Programs Branch, 1996 (via Eric Williams) 23 - Directory of Competencies for the Human Resources Community in the Public Service of Canada, 10/98 24 - University of Michigan Financial Operations Milestones Competencies Template, Near Final Draft, 11/01 25 - Leadership Development Guide, MCI Telecommunications Corporation, 9/96 26 – “Managerial competencies and the managerial performance appraisal process” Steven E Abraham; Lanny A Karns; Kenneth Shaw; Manuel A Mena, The Journal of Management Development; 2001; 20, 9/10; ABI/INFORM Global (pg 842) 27 - http://www.buffalostate.edu 28- http://manageengine.adventnet.com 29 - http://www.profilesinternational.com 30 - http://www.ccsa.ca 66 APPENDIX – QUESTIONNAIR FORM FOR IDENTIFYING REQUIREMENT ON MANAGERIAL COMPETENCIES OF MIDDLE MANAGERS Dear Mr /Mrs./ Ms * This form is used for collecting data for a research on competencies of middle managers at Transerco Please circle on the suitable number next to each item in the table bellow Those numbers will represent your requirement on competencies of middle managers at Transerco ** This form is used for top managers only For further information, please contact: Nguyen Huu Yen Transerco Training Centre 32 Nguyen Cong Tru, Ha Noi Tel 976.3585 Description of marking number: (5) = Extremely good: Posses an expert competence with many creativities in working This person is very good at training and coaching others; (4) = Good: Can the job professionally and independently This person can train and coach others; (3) = Fine: Can the job skillfully by applies most of required knowledge and skills; however some motivation and/or supervision from seniors are still needed This person can guide others on the job; (2) = Bad: Can apply only basic knowledge and skill to the job A lot of motivation and supervision are needed to get jobs done; (1) = Very bad: This person can demonstrate a little or none of the required knowledge and skill to the job, regardless he/she is or is not aware of those; Mobile 090.400.4445 Email yennh@transerco.com.vn Managerial competencies Required level Business awareness - Keep in touch with current thinking and use corporate strategies and business needs to determine personal actions - Has clear goals which focus on outputs and results - Has a wide spread of contacts throughout the business and uses them to stay in touch with developments and requirements across the business Leadership - Is able to set direction and standard for others - Can inspire and enthuse other to give of their best - Can positively influence the behavior of others through personal example - Takes responsibility for others as the situation demands 67 Setting priorities - Is able to identify and concentrate most effort on critical tasks - Is able to balance attention given to importance and urgent issues - Is able to balance personal needs and goals with the demands and requirements of others Managing the team - Is able to develop group cohesion and commitment to team values - Provides regular feedback on the achievement of team goals - Openly celebrate team success - Is able to optimize the talent, expertise and experience of team members - In approachable, supportive and helpful to team members 5 Result orientation - Demonstrate a high personal motivation to achieve - Regularly achieve high performance levels - Actively strives to promote the development of new business opportunities - Ensures that personal effort is focused on priorities - Is able to make things happen - Take corrective action with a sense of urgency Change orientation - Enjoy variety - Accepts and copes positively with a changing environment - Recognize change as an opportunity no as a threats - Respond positively to new demand and requirement Team working - Recognize the contribution of others - Involves others in achievement and success - Harmonizes team relationship - Recognize the needs and feeling of others - Ensures effective communication and conflict resolution within the team 68 Ability to influence - Is able to persuade other to accept alternative views - Convinces others through the power of logic and reasoning, not authority - Can resolve differences ad conflicts between others through seeking and identifying common ground Developing others - Looks for ways to develop team members in their roles and beyond - Regularly reviews the development needs of team members against their objective and ensures that appropriate training is delivered effectively - Provide regular feedback on the achievement of personal and team goals - Influence as effective coach 10 Face to face communication - Can present information clearly and logically to individuals and groups - Willingly shares information - Regularly informs and beliefs team members and colleagues about developments within the business - Is able to involve other in meeting and discussions through the effective use questions and good listening skills 11 Interpersonal skill - Build rapports and is able to establish productive relationships with others - Can adopt a personal style appropriates to the individual and/or situation - Mixes easily and comfortably with a wide variety of people - Makes a positive impact on others in both formal and informal situations 12 Motivation skill - Generates commitments and efforts from others - Creates an environment to encourages others involvement and commitment - Creates an environment to encourage full contribution from team members - Is able to get the best out of people through understanding and responding to their aspirations and needs Thank you very much for your time! 69 APPENDIX – QUESTIONNAIR FORM FOR IDENTIFYING CURRENT MANAGERIAL COMPETENCIES OF MIDDLE MANAGERS Dear Mr /Mrs./ Ms * This form is used for collecting data for a research on competencies of middle managers at Transerco Please circle on the suitable numbers next to each item in the table bellow Those numbers represent your assessment on current competencies of middle managers at Transerco Description of marking number: (5) = Extremely good: Posses an expert competence with many creativities in working This person is very good at training and coaching others; (4) = Good: Can the job professionally and independently This person can train and coach others; ** This form is used for top managers, middle managers and their direct subordinates (3) = Fine: Can the job skillfully by applies most of required knowledge and skills; however some motivation and/or supervision from seniors are still needed This person can guide others on the job; For further information, please contact: (2) = Bad: Can apply only basic knowledge and skill to the job A lot of motivation and supervision are needed to get jobs done; Nguyen Huu Yen (1) = Very bad: This person can demonstrate a little or none of the required knowledge and skill to the job, regardless he/she is or is not aware of those; Transerco Training Centre 32 Nguyen Cong Tru, Ha Noi Tel 976.3585 Mobile 090.400.4445 Email yennh@transerco.com.vn Managerial competencies Current level Business awareness - Keep in touch with current thinking and use corporate strategies and business needs to determine personal actions - Has clear goals which focus on outputs and results - Has a wide spread of contacts throughout the business and uses them to stay in touch with developments and requirements across the business Leadership - Is able to set direction and standard for others - Can inspire and enthuse other to give of their best - Can positively influence the behavior of others through personal example - Takes responsibility for others as the situation demands 70 Setting priorities - Is able to identify and concentrate most effort on critical tasks - Is able to balance attention given to importance and urgent issues - Is able to balance personal needs and goals with the demands and requirements of others Managing the team - Is able to develop group cohesion and commitment to team values - Provides regular feedback on the achievement of team goals - Openly celebrate team success - Is able to optimize the talent, expertise and experience of team members - In approachable, supportive and helpful to team members 5 Result orientation - Demonstrate a high personal motivation to achieve - Regularly achieve high performance levels - Actively strives to promote the development of new business opportunities - Ensures that personal effort is focused on priorities - Is able to make things happen - Take corrective action with a sense of urgency Change orientation - Enjoy variety - Accepts and copes positively with a changing environment - Recognize change as an opportunity no as a threats - Respond positively to new demand and requirement Team working - Recognize the contribution of others - Involves others in achievement and success - Harmonizes team relationship - Recognize the needs and feeling of others - Ensures effective communication and conflict resolution within the team 71 Ability to influence - Is able to persuade other to accept alternative views - Convinces others through the power of logic and reasoning, not authority - Can resolve differences ad conflicts between others through seeking and identifying common ground Developing others - Looks for ways to develop team members in their roles and beyond - Regularly reviews the development needs of team members against their objective and ensures that appropriate training is delivered effectively - Provide regular feedback on the achievement of personal and team goals - Influence as effective coach 10 Face to face communication - Can present information clearly and logically to individuals and groups - Willingly shares information - Regularly informs and beliefs team members and colleagues about developments within the business - Is able to involve other in meeting and discussions through the effective use questions and good listening skills 11 Interpersonal skill - Build rapports and is able to establish productive relationships with others - Can adopt a personal style appropriates to the individual and/or situation - Mixes easily and comfortably with a wide variety of people - Makes a positive impact on others in both formal and informal situations 12 Motivation skill - Generates commitments and efforts from others - Creates an environment to encourages others involvement and commitment - Creates an environment to encourage full contribution from team members - Is able to get the best out of people through understanding and responding to their aspirations and needs Thank you very much for your time! ... OF MIDDLE MANAGERS 47 TABLE 4.5: CURRENT “RESULT ORIENTATION” OF MIDDLE MANAGERS 47 TABLE 4.6: CURRENT “CHANGE ORIENTATION” OF MIDDLE MANAGERS 48 TABLE 4.7: CURRENT “TEAM WORKING” OF MIDDLE. .. required managerial competencies of middle managers; o Questionnaires were sent to subordinates, middle managers, top managers to identify current managerial competencies of middle managers By reviewing... expect middle management force at professional level of competencies Needless looking at the result of researching on current competencies of middle managers, we can easily see the fact that: it