THÔNG TIN TÀI LIỆU
CONCLUSION On the basis of an overview of researches on leadership and management capacity development for leading and management civil servants in the State administrative agency, the author of the thesis has clarified the theory of leadership and management capacity development for district leading and management civil servants in specialized department with contents such as: Perceptions of leadership and management capacity development, especially pointing out development activities for development of leadership, management capacity and subjective and objective factors affecting leadership and management capacity development for district leading and management civil servants in specialized department Through research on the status of developing leadership and management capacity for district leading and management civil servants in specialized department in the northern mountainous provinces, it shows that leadership and management capacity of district leading and management civil servants in specialized department still has many leadership and management capacities that have not met the job requirements, this is not only demonstrated in assessing the leadership and management capacity of district leading and management civil servants in specialized department, but also through the lens of leaders of superiors and lower level And although every year the Northern mountainous provinces pay attention and have many activities from planning, rotation, training and retraining to the implementation and formulation of remuneration policies, as well as through self-cultivation, training of the leadership and managerial civil servants themselves to develop their leadership and management capabilities, but up to now, the picture of leadership and management capacity of this contingent in the northern mountainous provinces is still have many things have to be discussed and improved On the basis of analyzing the current situation, the author of the thesis has affirmed the achieved results, limitations and identified the causes, from which the thesis author proposed groups of suitable and feasible solutions for development of leadership and management capacity for district leading and management civil servants in specialized department in the northern mountainous provinces On the basis of analyzing the solutions, the author of the thesis has made recommendations to the Ministry of Home Affairs, the Committee for Ethnic Minorities and the agency of TC-NV in the Northern mountainous provinces 28 MINISTRY OF EDUCATION AND TRAINING MINISTRY OF HOME AFFAIRS NATIONAL ACADEMY OF PUBLIC ADMINISTRATION NGUYEN VAN KIEU DEVELOPING THE CAPACITY FOR LEADING AND MANAGEMENT CIVIL SERVANTS OF SPECIALIZED DEPARTMENTS OF DISTRICT IN NORTHERN MOUNTAINOUS PROVINCES SUMMARY OF PHD THESIS OF PUBLIC MANAGEMENT HA NOI, 2020 The work is completed at: NATIONAL ACADEMY OF PUBLIC ADMINISTRATION Instructed by: Associate Professor, Dr VU DUY YEN Dr NGUYEN TIEN DINH Reviewer 1: Assoc Prof Dr Vo Kim Son - National Academy of Public Administration Reviewer 2: Dr Ta Ngoc Hai - Ministry of Home Affairs The thesis is defended in front of the Thesis Evaluation Council Location: Doctoral thesis defense room - Meeting room D, National Academy of Public Administration No.: 77 - Nguyen Chi Thanh Street - Dong Da District - Hanoi Time: at 14:30, November 7, 2018 capacity thereby improving work quality and efficiency In addition, the Ministry of Home Affairs based on the evaluation of the pilot project to consolidate district TC-NV agencies and then establish district TC-NV agency in the whole country 4.3.2 With Ethnic Committee The Committee for Ethnic Minority Affairs shall coordinate with the ministries, branches and localities in formulating and proposing the promulgation of a specific mechanism for training, retraining, arranging, using, creating sources and promoting the leadership and management team of ethnic minorities 4.3.3 With the Organization and Home Affairs in the Northern mountainous provinces The TC-NV agency in the Northern mountainous provinces needs to renew thinking about leadership capacity development for district leading and management civil servants in specialized department The TC-NV agency should promote the rotation of leading and management civil servants in the planning associated with arrange, use, and regularly inspect and evaluate the development of leadership and management capacity for district leading and management civil servants in specialized department The TC-NV agency presides and coordinates with Ho Chi Minh National Academy of Politics in compiling documents, appraising the content, training and updating knowledge for cadres subject 4th who are members of the Standing Committee of the district party committee, city party committee of the province and equivalent to manage Summary of chapter Thesis can be found at the National Library of Vietnam or the library of the National Academy of Public Administration 27 - Be aware of the continuous rise of each leading and management civil servants in the direction of voluntarily fighting backward and bad sides of themselves, improving and developing manifestations of leadership and management competency which has not yet met the job requirements - Before the current integration requirement, each district leading and management civil servants in specialized department wants to develop comprehensively their own capabilities, including leadership and management capabilities, they must be aware of the practical need of the tasks - In addition, each person must uphold self-study, self-training, selffostering a sense of responsibility and coordination in performing tasks, be role model of attitude and responsibility to serve the people - Each person must know how to try to rise in life, win over themselves, overcome the temptations of social life to develop the capacity to motivate themselves and their subordinates in the performance of their duties, effective resource management, thrift practice against waste; knowledgeable about locality, politics, local culture, capacity to build organizational culture, etc 4.2.7.3 Performance conditions of the solution In order to develop leadership and management capacity for district leading and management civil servants in specialized department, not only receives impacts from outside, but the important issue is the promotion of positivity and self-discipline, self-training of district leading and management civil servants in specialized department in developing their own leadership and management capacity 4.3 Some recommendations 4.3.1 With the Ministry of Home Affair On the basis of the research results of the thesis, 22 elements constituting leadership and management capacity of district leading and management civil servants in specialized department have been built as a reference for the Ministry of Home Affairs for supplementing of specific standard evaluation criteria of cadres, including district leading and management civil servants in specialized department (specified in Clause 1, Article 28 of the Law on Cadres and Civil Servants and in Article of Decree No 56/2015/ND-CP) The Ministry of Home Affairs should soon develop and complete regulations on salaries for leading cadres, managers at all levels according to titles and leadership positions, contributing to motivating leaders and managers to self-study and train their own leadership and management 26 LIST OF AUTHOR'S SCIENCE WORKS RELATED TO THE THESIS No 10 11 12 Project name The author of the article: "The research approach of leadership-The theoretical and practical meaning" The author of the article: "The problem of building prestige of the leadership and management team in our country " The author of the article: "Improving the teaching efficiency of some leadership sciences subjects at Academy of Politics Region I through case learning" The author of the article: "Capacity development for leaders and managers in the public sector in Vietnam according to the capacity framework approach" The author of the article: "Fostering the expertise and expertise of distance skills of cadres in northern mountainous districts of Vietnam" Co-author of the article: “Building a capacity framework for department managers in the northern mountainous districts of Vietnam” Article co-author: "Applying the competency framework approach to human resource development in the public sector in Vietnam" Article co-author: “International experiences in development of leadership team in the public sector” In-charge of topic: "Building a number of cases for teaching leadership Science topics of Advanced Political Theory at Regional Academy of Politics I", Grade: Excellent Participate in compiling monograph "Communication of leaders and managers in the political system in Vietnam" The authors of the reference book "Improve communication skills of commune, ward and town officials" National-level secretary of topic "Communication of key leaders and managers in the political system in Vietnam in innovation and integration condition" Published on Year Journal of Education and Society 9/2019 Youth Magazine 28/2019 Journal of Educational Equipment 9/2019 Journal of Political Science 2/2018 Journal of Education and Society 9/2018 Journal of Theoretical Education 8/2018 State Management Journal 8/2017 Journal of Economics AsiaPacific 3/2018 Certificate 2016 National Political Publishing House 2015 National politics Publishing House 2015 Certificate from the Ministry of Science and Technology 2015 People's Committee on strengthening discipline and discipline in administrative agencies at all levels; Second, the establishment of working groups of the Chairman of the People's Committee in monitoring and urging the implementation of functions and tasks, the implementation of the direction of the Government, Chairmen of the People's Committees of provinces and districts; Third, the deputies of the People's Councils and the People's Councils at district level need to develop plans to monitor and question leaders and managers who are members of the district People's Committee in implementing responsibilities of the heads of specialized agencies at district level; Fourth, the authorities must review and supplement the internal rules, regulations and working procedures; especially, it is necessary to promulgate ethical standards of cadres and civil servants, professional ethics standards of public employees according to Ho Chi Minh thought; Fifth, district leading and management civil servants in specialized department must improve the sense of responsibility, maintain discipline and transparency in performing assigned functions and tasks 4.2.7 Develop the activeness, and initiative of district leading and management civil servants in specialized department in developing their own leadership and management capacity 4.2.7.1 The purpose, the meaning of the solution Developing leadership and management capacity for district leading and management civil servants in specialized department, not passively influenced by circumstances but also under the control of the activeness and initiative of district leading and management civil servants in specialized department in constantly improving knowledge, attitudes and training leadership and management skills Because no matter how good are all the factors such as socio-economic conditions, working environment, educational environment, salary system, bonuses but without own efforts of leading and management civil servants to develop their own leadership and management capacity, it’s still ineffective Furthermore, the focus of the administration reform in the coming period will be high quality and efficient public service execution; improving the quality of public services, especially in today's changing environmental conditions, but the development activities of the organization have not kept up Therefore, it is required that district leading and management civil servants in specialized department have to self-train and to improve their leadership and management capacity to meet the task requirements 4.2.7.2 The content of the solution 25 expenditure; continue saving 10% of the annual increase expenditure until the salary fund is set on the payroll basis assigned by competent authorities - Source of reform of residual salary policy after ensuring the adjustment of the annual base salary and ensuring social security policies issued by the central government (for the local budget), investment projects in accordance with regulations (for localities with regulated ratios) according to the resolution of the National Assembly must continue to be used to implement salary policy reform after 2020, not for other purposes when not authorized by the competent authority - Abolishing non-salary payments for civil servants originating from the state budget such as: meeting allowance; money for developing legal documents, schemes; seminars 4.2.6 Strengthen inspection and supervision of the implementation of responsibilities of district leading and management civil servants in specialized department associated with commendation and discipline 4.2.6.1 The purpose, the meaning of the solution To build the government "creating, integrity and serving the people", the strengthening of inspection and supervision of the implementation of responsibilities of district leading and management civil servants in specialized department is associated with commendation and and discipline are the most important factors 4.2.6.2 The content of the solution: First, the responsibility of the party committee, the authority and the head of the district is to direct the specialized agencies, inspect the implementation of discipline, administrative discipline; Second, district leading and management civil servants in specialized department based on assigned functions and tasks, proactively handle work under their authority such as building regulations on unit activities, responsibilities of each individual personnel in the organization, coordination mechanism when dealing with relevant content; Third, contents of inspection, examination and supervision; Fourth, on the subject of inspection; Fifth, on evaluation and conclusion after inspection and supervision 4.2.6.3 Conditions for implementing the solution First, the party committees and authorities, especially the district leaders, besides thoroughly grasp and propagate and must be a pioneer and exemplary in accepting and strictly implementing the documents of the Government and the Prime Minister, Provincial Party Committee, Provincial 24 FOREWORDS The reason for choosing the topic In order to improve the capacity, effectiveness and efficiency of state administrative agencies to meet the requirements of state administrative reform, it requires building qualified cadres and civil servants with reputation, meeting the requirements of decisive tasks, enhancing the capacity of leading and management civil servants in the State administrative agencies in general and the leadership and management capacity of this team in particular Ho Chi Minh taught that: "Officer is the root of all jobs" [43, p.269] "Success or fail is due to good or poor officials" [43, p.240] Section 1, Article of Decree 37/2014/ND-CP stipulates: “The head of a specialized agency under the People's Committee of the district (hereinafter referred to as the leading and management civil servants) take responsibility before the district People's Committee, the Chairman of the district People's Committee and law for the implementation of the functions, duties and powers of the specialized agency under his charge” [115] Therefore, the leading and management civil servants at district level is the head of the organization performing the leadership role, managing the activities of specialized department, having obligations, powers and responsibilities for the operation of specialized department In order to perform the leadership and management of district specialized department, leadership and management capacity is required in addition to professional capacities The northern mountainous provinces include provinces: Lang Son, Phu Tho, Hoa Binh, Yen Bai, Bac Giang, Tuyen Quang, Thai Nguyen and Quang Ninh [16], is a very important area in the locality Politics, geography-economy of the country, is an area with many ethnic groups located for a long time, with economic potentials, and rich and diversified natural resources However, this is a region with a low starting point in the country, most of which are in areas with extremely difficult socio-economic conditions, the rate of poor households is higher than other regions in the country Therefore, economic development and poverty reduction are urgent task set by the Party and State To achieve this goal, it is necessary to have a synchronous solution system applicable to the region In particular, the key solution is to develop leadership and management capacity for leading and management civil servants in the State administrative agency, including district leading and management civil servants in specialized department in the northern mountainous provinces to remove the bottleneck for socio-economic development in the Northern mountainous region corresponding to the potentials Stemming from the above reasons, the research student chose the topic: "Capacity development for leading and managing civil servants at district level in the northern mountainous provinces" for doctoral thesis, majoring in Public Management Purpose and task of the research 2.1 Research purposes From clarifying the theoretical framework for leadership, management and leadership development, management for district leading and management civil servants in specialized department, to assessing leadership capacity, management and current situation of leadership and management capacity development activities for district leading and management civil servants in specialized department in the northern mountainous provinces From there, proposing views and some solutions to develop leadership and management capacity for this team in order to contribute to improving leadership and management capacity for district leading and management civil servants in specialized department in the Northern mountains provinces 2.2 Research tasks: To systemize domestic and foreign research works on leadership capacity, management and development of leadership and management capacity in State administrative agencies; Clarifying the rationale for leadership, management and leadership , management capacity development for district leading and management civil servants in specialized department; Evaluation of leadership, management capacity and current status of capacity development activities for district leading and management civil servants in specialized department in the Northern mountainous provinces; Proposing views and some solutions to develop leadership and management capacity for district leading and management civil servants in specialized department in the Northern mountainous provinces Object and scope of the research 3.1 Research object: leadership, management capacity and leadership management development activities for district leading and management civil servants in specialized department in the Northern mountainous provinces 3.2 Research scope - Limit on research content: Capacity development for district leading and management civil servants in specialized department is a big problem with many contents, the thesis focuses on research on leadership and management capacity in the overall capacity of leadership leadership and management capacity, thereby improving the quality, efficiency of work, public ethics, professional ethics, contributing to cleanliness and efficiency enhancement, performance of district state administrative agencies Paying salaries for job positions, leadership positions, implementing the preferential treatment and commendation policy, creating motivatioin to improve quality, work efficiency, public service ethics, professional ethics, contributing to employment clean and improve the effectiveness and efficiency of district specialized department activities, making an important contribution to the implementation of social equity, ensuring socio-political stability; promote and improve the quality of growth and sustainable development 4.2.5.2 The content of the solution - On the basis of reviewing the implementation of the law on cadres and civil servants; selectively absorb international good experiences, review, supplement and complete the system of legal documents on assessment and classification of leading cadres, civil servants and managers in the State's administrative agencies to serve as a basis for recruitment, use, evaluate and pay salaries for cadres and civil servants based on titles and positions - Develop and issue a new payroll system based on positions to replace the current payroll system; convert old salary to new salary, ensure it is not lower than current salary - Develop a salary chart for positions applicable to cadres, civil servants holding leadership positions in state administration according to the following principles: (1) Position salary must reflect the rank in state administration; salary based on the leadership positioin If a person holds many positions, he/she shall enjoy the highest salary level; holding an equal leadership position shall enjoy the same salary level; the position salary of the superior leader must be higher than the position salary of the lower leader; (2) Stipulate a position salary for each equivalent position; regardless of salary levels for different positions for the same leadership positions according to the classification of local administrative units, but implemented by the allowance policy 4.2.5.3 Performance conditions of the solution - Deploying the tasks of restructuring state budget revenues to ensure total revenue sources and a sustainable revenue structure - Strengthen management, improve efficiency of state budget 23 develop leadership and management capabilities to ensure the work efficiency of this team is both a challenge and a mandatory requirement for leaders and managers in the current changing context Leadership and management development will help leading district leading and management civil servants in specialized department understand the environment in which they work, allowing them to adapt better to that environment, effectively perform their work, effectively assign and solve the problems raised to meet the organization's development objectives 4.2.4.2 The content of the solution First, determine the training and fostering needs of leaders and managers; Second, the plan of training and fostering must be associated with the planning, arrangement and use of leading and management civil servants; Third, training and retraining focus on leadership and management development which does not yet met the job requirements of leading and management civil servants; Fourth, regular training and fostering of leading and management civil servants 4.2.4.3 Conditions for implementing the solution Change thinking and perceptions about training and fostering from identifying needs, training content, training, and assessment competency, focus on capacity and planning, arrangement and use Continue to complete projects for job positions, titles, develop job descriptions, leadership and management titles, and competency frameworks or competency standards associated with each position, title to be scientific and objective basis for training and fostering activities It is necessary to develop projects for training and fostering leaders and managers with qualifications suitable for the job position, developing content, programs, and plans for fostering classes on leadership and management knowledge and skills to met the requirements of leaders and managers Promoting the responsibility of the leader in inspection and supervision, in building a learning culture and environment, creating conditions for cadres and civil servants to share knowledge 4.2.5 Renovate salary policy based on titles, positions of leaders and managers 4.2.5.1 The purpose, the meaning of the solution Pay salaries based on titles, positions, implement the remuneration and commendation policy according to work efficiency based on positions help motivating civil servants to lead and manage self-study, training 22 management civil servants, management and leadership development activities, management limited on district leading and management civil servants in specialized department in the North mountainous provinces - Limit on research subjects: Survey subjects include groups: Leadership civil servants, district leading and management civil servants; Leadership at district level Chairman-Vice Chairman; Lower grade - Time limit: the researcher investigates the situation on surveyed objects from 2010 to present and proposes some solutions to develop leadership and management capacity for district leading and management civil servants in specialized department in the northern mountainous provinces to 2030 - Space limitation: The research was conducted in districts in northern mountainous provinces -Vietnam, namely: Lang Son, Phu Tho, Hoa Binh, Yen Bai, Bac Giang, Tuyen Quang, Thai Nguyen Methodology, approach and research method 4.1 Methodology The thesis is based on the methodological basis of dialectical materialism and historical materialism 4.2 Approach method Leadership and management is an activity Leadership and management have a close relationship with each other The common point of these two activities is that they both achieve their goals through the actions of others Therefore, leading and management civil servants are the ones who simultaneously perform the role of "leading" and the role of "managing" for the activities of specialized department, closely and comprehensively attach to the implementation of the functions and tasks of the agency in which they lead To work effectively, adequate competence is required to ensure operational efficiency For leading and management civil servants who hold leadership and management positions, in addition to the requirements of professional capacity, leadership and management capabilities are also required to operate effectively, each task will require a set of competencies of the knowledge, skills and attitudes required to successfully complete a given role or job 4.3 Specific research methods: Document analysis method; Comparative method; Methods of sociological investigation; In-depth interviews and expert interviews; Mathematical method Scientific hypothesis and research questions 5.1 Research questions: Are there any factors constituting the leadership and management capacity of district leading and management civil servants in specialized department; Are there any activities that affect the leadership and management capacity development of district leading and management civil servants in specialized department in the Northern mountainous provinces; What are the methods to develop leadership and management capacity for district leading and management civil servants in specialized department in the Northern mountainous provinces? 5.2 Scientific hypothesis: In the last few years, in the Northern mountainous provinces, the development of leadership and management capacity for district leading and management civil servants in specialized department still has limitations leading to leadership and management capacity of this team can only basically meet the job requirements, in which many factors constituting leadership and management capacity have not yet met the job requirements such as: Knowledge in building management documents operating; knowledgeable in the local language; efficiently communicate; strategic thinking; change management, if organizing synchronous and appropriate development activities in planning, training, retraining, rotation, implementation and development of remuneration policy and self-training and training district leading and management civil servants in specialized department can improve and overcome the above limitations to meet task requirements The theoretical and practical meaning of the topic - In theory: To systematize domestic and foreign research works on leadership capacity, management and development of leadership and management capacity in the State administrative agencies; Enriching the theoretical basis of leadership capacity, management and leadership management development capacity for district leading and management civil servants in specialized department - In practice: Proposing a table of factors constituting leadership and managerial capacity of district leading and management civil servants in the Northern mountainous provinces; Current status of leadership and management capacity development activities for leading civil servants and managing PCM at district level in the Northern mountainous provinces; Proposing a number of appropriate and feasible viewpoints and solutions to develop leadership and management capacity for district leading and management civil servants in specialized department in the northern mountainous provinces The structure of the thesis 4.2.3.1 The purpose and meaning of the solution: Rotating civil servants to train, challenge and test cadres as a basis for the arrangement and use of leaders, managers according to planning In addition, creating conditions for district leading and management civil servants in specialized department to move to a new activity suitable to the capacity and forte of the cadres after terms 4.2.3.2 The content of the solution: First, the rotation of leading and management civil servants should be associated with the planning; Second, the rotation of civil servants should take into account the characteristics of the job, the position that the planned leading and management civil servants can be appointed in the future, creating conditions for the staff to adapt to practice, promote forte capacity and perfect leadership and management capacity; Third, perform "open" rotation and "motion" rotation; Fourth, on the process of rotating leading and management civil servants; Fifth, on comment, evaluation, appointment, timing and inspection, monitoring and handling of violations against rotation officers 4.2.3.3 Conditions for implementing the solution First is to raise awareness about the role of rotation Rotation of leading and management civil servants is to study, practice, improve leadership management capabilities and operating experience of the staff Second, the leaders of agencies should assign difficult and new jobs to cadres, especially young cadres, female cadres, and ethnic minority cadres to train, improve their leadership and management skills and experience Third, complete the staff rotation process The rotation of civil servants should be made openly and transparently, in compliance with the prescribed standards Fourth, enhance the role and responsibility of the head of the party committee, agencies and units, especially in staff assessment Fifth, strengthen inspection, supervision, and evaluation of staff rotation; promptly handle mistakes in the rotation of cadres, creating people's confidence in the Party 4.2.4 Complete the training and fostering of leadership and management capacities for district leading and management civil servants in specialized department closely linked to the planning, arrangement and use 4.2.4.1 The purpose, the meaning of the solution Training and fostering leadership and management capacities for district leading and management civil servants in specialized department to 21 administrative body Planning cadres, leaders and managers is the task and responsibility of the party committees at all levels according to the principle that the Party leads comprehensively, directly and absolutely on cadres work This is an important basis for leadership and management development 4.2.2.2 Solution content: Firstly, creating environment, opportunities to nurture and foster leadership and management capacity for district leading and management civil servants in specialized department; Second, organize the organization and determine the leading and management civil servants; Third, planning leadership and management capacity development activities for leading and management civil servants 4.2.2.3 Performance conditions of the solution First, all levels of party committees, collectives leading agencies and units must determine the construction of planning for leadership and management civil servants, especially leading and managerial cadres with development prospects are important tasks for standard human resources and consolidating leadership and management when necessary thereby making an important contribution to the socio-economic development in the locality Second, the organizing committee, and personnel departments of the agencies and units must closely follow the views and directions of the central government, the standing committee, and the leading agencies and units and firmly grasp and understand the guiding documents of the superiors Third, it is necessary to develop and publicize common standards and specific standards for each leadership position, management so that each officer can strive, train and facilitate the selection and introduction Fourth, strictly conduct staff assessment, this is a prerequisite and imperative before staff planning Staff planning should be done systematically, synchronously and linked with other stages in the work of staff Fifth, after the planning is approved, the Party committees and agencies shall develop plans for training and staff rotation in the planning Every year, review and supplement staff planning Sixth, superiors should strengthen the inspection and supervision of the implementation of staff planning by lower levels 4.2.3 Continuing rotation of district leading and management civil servants in specialized department associated with the planning, allocation and use 20 In addition to the introduction, conclusion and recommendation, list of references and appendices, the thesis is structured into chapters as follows: Chapter 1: Overview of research related to the topic Chapter 2: Theoretical basis for developing leadership and management capacity for leading and management civil servants of the specialized departments of the district Chapter 3: Current status of leadership and management capacity development for leading and management civil servants at district level in the Northern mountainous provinces Chapter 4: Perspectives and solutions for developing leadership and management capacities for leading and management civil servants at district level in the northern mountainous provinces Chapter OVERVIEW OF RESEARCH RELATED TO THE TOPIC 1.1 Research overview related to the topic 1.1.1 Research on leadership and management capacities in state administrative agencies 1.1.1.1 Overseas research on leadership and management capacities in state administrative agencies 1.1.1.2 Domestic research on leadership and management capacities in state administrative agencies 1.1.2 Researches on development of leadership and management capacity in state administrative agencies 1.1.2.1 Overseas research on leadership and management capacity development in state administrative agencies 1.1.2.2 Domestic research on leadership and management capacity development in state administrative agencies 1.2 The value of the reviewed research and the issues raised need further research and clarification 1.2.1 The value of the reviewed research reviewed in terms of the research approach of the thesis topic First, the research has clarified many aspects such as: competency framework or standards of leadership, management; leadership and management capacity; development of leadership, management capacity Second, through the above-mentioned research, the author of the thesis has analyzed the contributions and limited aspects of the development of leadership and management capacity for leading and management civil servants, including district leading and management civil servants The thesis has a number of bases for analyzing and explaining the current state of the research Third, the research works initially clarify views in the development leadership and management capacity of the leading and management team in the State administrative agency 1.2.2 The "gaps" in the research works have been reviewed in terms of the research approach of the thesis topic In addition to certain scientific values of the research mentioned above for the thesis topic, under the research perspective of the thesis topic, those works still have a number of issues that need to be studied for clarification In general, although there have been a lot of theoretical researchs on leadership and management capacity and leadership and management capacity development in many different aspects, many different angles, but the research on leadership and management capacity and leadership and management capacity development for leading and management civil servants is mainly seen in terms of competency, process approach, function approach, etc There is hardly any research on leadership and management capacity development for a specific position from an interdisciplinary perspective, which is access to capacity and activities Also, although there have been many researches on the leadership and management capacity of leaders and managers in the State administrative agencies, but only focused on one or a few certain capacities and proposed activities for development of those capacities such as organizational, decisionmaking, thinking, or the capacity and qualities of leaders and managers However, there have not been any researches that focus on leadership and management capacity and leadership and management capacity development activities for the research subjects who are district leading and management civil servants in specialized department Therefore, the issues that need to be solved in terms of concept, current status and solution system to develop leadership and management capacity for district leading and management civil servants in Northern mountainous provinces are still a large gap 1.2.3 A number of issues that the thesis needs to continue researching to clarify First, the study clarifies the theory of leadership and management capacity, management and leadership development capacity for district leading and management civil servants Second, the assessment of leadership and management capacity and the status of leadership and management capacity development 10 possible to use the leadership and management competency standards and as a standard scale to evaluate the current leadership and management capacity of this team - About content evaluation First, the group of factors reflects the capacity (input factors) of leading and management civil servants: (1) The group of factors reflecting knowledge in leadership and management capacity; (2) Group of factors reflecting skills in leadership and management competencies; (3) Group of factors reflecting attitudes in leadership and management capacity; Second, the group of factors reflecting the results of implementing the functions and duties of leading and management civil servants: (1) Regarding the group performance, the knowledge in leadership and management capacity; (2) Group performance shows attitudes in leadership and management; (3) The group performance shows skills in leadership and management capacity - About the evaluation time Evaluation of district leading and management civil servants is conducted annually; before the appointment, planning, transfer, training, at the end of the rotation, seconding and evaluation before the end of the term to reappoint - About scoring Results of performing professional tasks (30 points); results of the knowledge group implementation in leadership and management competencies (30 points); Assessment results of skills in leadership and management (20 points); in terms of attitude in leadership and management (20 points) - About evaluation method There are many methods to assess leadership and management capacity of district leading and management civil servants in specialized department, including: direct assessment and indirect assessment - Regarding the staff classification according to of the following levels: (1) Excellently completing the functions and tasks; (2) Completed well the duties and responsibilities; (3) Complete responsibilities and duties; (4) Not completed the responsibilities and duties) 4.2.1.3 Performance conditions of the solution 4.2.2 Complete the planning district leading and management civil servants in specialized department based on science 4.2.2.1 The purpose and significance of the solution: Planning leading and management civil servants is to prepare and create a source of cadres as a basis for training, fostering and building a contingent of cadres to assume leadership positions, higher level management in the State 19 attention to diplomas and certificates, but losing the flexibility and dynamism of the employees Summary of chapter Chapter VIEWPOINTS AND DEVELOPMENT SOLUTIONS FOR LEADING AND MANAGING CAPACITY FOR DISTRICT LEADING AND MANAGEMENT CIVIL SERVANTS IN SPECIALIZED DEPARTMENT IN THE NORTHERN MOUNTAINOUS PROVINCES 4.1 Perspectives on developing leadership and management capacities for district leading and management civil servants in specialized department in the northern mountainous provinces to 2030 First, developing leadership and management capacity for district leading and management civil servants in specialized department in accordance with the Party's line and guidelines, State policies and laws on cadres work and promotion of the initiative and creativity of the locality Second, leadership and management capacity development for district leading and management civil servants in specialized department must come from the requirements of socio-economic development of the Northern mountainous provinces and the implementation of the functions and duties of the specialized department of the district’s specialized department Third, leadership and management capacity development for district leading and management civil servants in specialized department focus on improving knowledge, developing skills and improving limited attitudes and new requirements to meet requirements 4.2 Solutions to develop leadership and management capacity for district leading and management civil servants in specialized department in the northern mountainous provinces 4.2.1 Assessment of leadership and management capacity of district leading and management civil servants in specialized department in the direction of job positions 4.2.1.1 The purpose and meaning of the solution: To clarify the political qualities, ethics, capabilities, professional qualifications, skills, results of the assigned tasks Assessment results are the basis for the arrangement, use, appointment, training, commendation, discipline and implementation of policies for cadres and civil servants 4.2.1.2 The content of the solution - About the evaluation process Annually during the process of using or before deciding to appoint, assign, rotate, train leaders, managers; It is 18 activities for district leading and management civil servants in the northern mountainous provinces of Vietnam Third, propose a number of perspectives and feasible solutions suitable to the conditions of the northern mountainous provinces in order to develop leadership and management capacity for district leading and management civil servants to meet the requirements in the current new situation Summary of chapter Chapter THEORETICAL BASIS OF LEADERSHIP AND MNAGMENT CAPACITY DEVELOPMENT FOR LEADING AND MANAGEMENT CIVIL SERVANTS IN DISTRICT’S SPECIALIZED DEPARTMENTS 2.1 District specialized department and district leading and management civil servants District specialized department 2.1.1.1 The concept of district specialized department: is the smallest unit in the organizational structure of the State administrative apparatus, is an advisory body, assists the district People's Committee to perform the function of State management of sectors and fields at the district level and perform tasks and powers under the decentralization and authorization of superior state agencies 2.1.1.2 Characteristics of the district specialized deparment: First, is the direct level; Second, is the executive level; Third, is an advisory body; Fourth, is the specialized agency 2.1.2 District leading and management civil servants of specialized department 2.1.2.1 The concept of leading and management civil servants of the specialized department of the district: being a person appointed by the competent authority to hold a leading, management position with a definite term, in the district People's Committee, having a leading and managerial role in the unit headed by him, responsible for organizing the implementation of the Party's guidelines, policies and laws of the State and management decisions of superiors; advise and assist superiors in performing professional state management tasks in the fields under their charge and internal administration in order to effectively implement the assigned functions and tasks 2.1.2.2 Roles and positions of district leading and management civil servants in specialized departments First, leading and management civil servants is the person performing the leadership and managerial roles in the unit headed by him; Second, in 11 order to perform the tasks and powers of PCM, leading and management civil servants are assigned to manage material resources, human resources, legal authority and be accountable to the People's Committee and the Chairman of the People's Committee of district; Third, leading and management civil servants holding the position of Head of PCM at district level are members of the People's Committee, elected by the People's Council and responsible to the People's Council; Fourth, district leading and management civil servants of specialized department must meet the title standards in accordance with current regulations 2.2.2.3 Some characteristics of leading and management civil servants of the specialized department of the district in the northern mountainous provinces First: The leadership and management staff in the northern mountainous provinces must work in a wide area, complicated divided and spread terrain The ability to connect with the people, and to associate with areas facing many difficulties and limitations, easily lead to stagnant and bureaucratic manifestations of a part of leading cadres, managers and grassroots authorities Second: The staff structure of the Northern mountainous provinces is diverse, representatives of ethnic groups living in the area, bringing their own cultural identities into the political system Third: Because the economy is still heavy on nature and selfsufficiency, the staff here is both stable and outdated compared to the lowlands Therefore, if there are no appropriate policies to build and develop a contingent of leaders and managers in the northern mountainous region, it will be easy to fall into a conservative, stagnant, backward situation Fourth: According to survey results in many localities, the contingent of cadres, especially grassroots cadres, has generally low educational attainment Trained, highly educated people often find work in urban or lowland provinces 2.2 Leadership and management capacity of district leading and management civil servants of specialized deparment 2.2.1 The concept of leadership and management capacity 2.2.1.1 The concept of competency: is the synthesis of an individual's knowledge, skills and attitudes to respond to a particular performance requirement, which can be measured against widely accepted standards can be improved through the learning process of each individual 12 of staff, not linked the planning with training and staffing, leading to lack of feasibility in many projects, causing considerable difficulties for the training, rotation and promotion of staff; Second, the rotation of district leading and management civil servants In specialized department has many weakness such as not democratic, public, only met urgent, immediate requirements, not attached with planning, training, , arrangement and employment of staff Third, the training and fostering of district leading and management civil servants in specialized department level have not been focused properly; Fourth, there are still many shortcomings in the implementation and development of the remuneration policy, such as the remuneration policy for leading and management civil servants with outstanding achievements, those who is on rotation is not reasonable, the discipline is not satisfactory, not strict, there is still a state of evasive; Fifth, district leading and management civil servants in specialized department are not sure whether the results of training has improved their limited capacities and assessed themselves higher than evaluation of superiors and subordinates 3.4.3 The cause of the limitations 3.4.3.1 Objective reasons: First, the Northern mountainous provinces have a difficult terrain, difficulty in communication for many years, economy is underdeveloped People live far apart, less concentrated, causing difficulties for leadership, management and leadership and management capacity development activities for leading and management civil servants; Second, the Northern mountainous provinces have diversity of ethnic groups, diverse languages which requir leaders, managers to be knowledgeable about the culture, language, many leading and management civil servants are ethnic minorities in remote and isolated areas with little opportunity to study in order to develop leadership and management capacity 3.4.3.2 Subjective reasons: First, the awareness and sense of responsibility of a number of committees and units in leadership and management capacity development for district leading and management civil servants in specialized department is not really complete, profound, comprehensive; Second, a number of contents in regulations on cadres work are slowly being reformed; Third, building and implementing policies to develop leadership and management capacity for district leading and management civil servants in specialized department still has many shortcomings; Fourth, the division of ranks and grades associated with the training level makes civil servant passive and pay too much 17 3.3.5 Regarding self-training and learning activities of district leading and management civil servants in specialized department 3.4 General assessment 3.4.1 Achievements Firstly, the committees at all levels in the Northern mountainous provinces have developed the planning of the party committees, leaders and managers for the next term in the second year of term; building training plans, retraining, rotation, remuneration policies to develop leadership and management capacity for district leading and management civil servants in specialized department and assigning and arranging staff; annually review and supplement the planning according to regulations Second, the rotation of district leading and management civil servants In specialized department is one of the breakthroughs contributing to profoundly renovating activities of training and retraining leaders and managers to help leading and management civil servants to mature in all aspects after the rotation, mobilization due to accumulated experience in solving practical problems Third, the training for district leading and management civil servants In specialized department in the Northern mountainous provinces has been paid attention and concretized by annual plans on training for leading and management civil servants in general and district leading and management civil servants In specialized department in particular in many forms such as at work and outside the workplace Fourth, the remuneration policy for leading and management civil servants has been implemented quite sufficient such as: building incentives for those trying to improve their qualifications as well as leadership and management capacities Fifth, district leading and management civil servants In specialized department have a sense of self-awareness and actively practice their leadership and management capacity, demonstrated through a clear awareness of their limited capacities building training plans to improve the limited capacities that not meet the job requirements 3.4.2 Limitations Firstly, the planning of district leading and management civil servants In specialized department still have weaknesses, such as the construction and implementation of the planning for leading and management civil servants in some localities,units is not grounded mainly on staff assessment, not derived from the actual requirements and capacity 16 2.2.1.2 The concept of leadership, management capacity: is the synthesis of knowledge, skills and attitudes that are required for leaders and managers to complete a job well in a specific situation and can be improved through the learning and training process of each individual 2.2.2 Leadership and management capacity of district leading and management civil servants of specialized deparment 2.2.2.1 The concept of leadership and management capacity of district leading and management civil servants of specialized deparment: is a synthesis of necessary knowledge, skills and attitudes to organize the implementation of the Party's policy, laws of the State and management decisions of superiors; advise the superiors to perform professional tasks in the fields of responsibility and internal administration of the unit in order to effectively implement the assigned functions and tasks 2.2.2.2 Factors constituting leadership and management capacity of district leading and management civil servants of specialized deparment (1) About the knowledge in leadership and management capacity, including main manifestations: Understanding state administration; Understanding in advising and implementing policies of management; Understanding in building executive management documents; Understand the organization and mission of the unit; Understanding the locality, politics and local culture; Understand local development strategies and policies and understand regional languages (2) Group of skills in leadership and management capacity, including 11 main manifestations: Strategic thinking; Change management; Building unit culture; Subordinate development; Decentralization, authorization; Make decision; Work planning and organization; Resource management; Create motivation; Self-manage and communicate effectively (3) Group of attitudes in leadership and management capacity, including main manifestations: Thrift practice, waste combat; Practice fair; Responsibility and coordination in performing duties and an role model of attitude and responsibility to serve the people 2.2.2.3 Criteria for evaluating leadership and managerial capacity of leading and management civil servants 2.3 Development of leadership and managerial capacity for district leading and management civil servants of specialized deparment 2.3.1 The concept of developing leadership and management competencies 2.3.1.1 Competency development concept: is a process that 13 includes the organization's activities and individual training to increase knowledge, develop skills and improve the attitudes of each individual to meet the requirements of the job and achieve the organization's development goals and in accordance with the changing environment 2.3.1.2 The concept developing leadership and management competencies: is the process of implementing the organization's activities and training of the individual to improve knowledge, develop skills and improve attitudes for the person holding the leadership management position in the organization to meet work requirements and achieve the organization's development goals and in accordance with environmental changes 2.3.2 Developing leadership and management capacities for district leading and management civil servants of specialized 2.3.2.1 The concept of leadership and management capacity development for district leading and management civil servants: is the process of implementing organizational activities and training of individuals to improve knowledge and develop skills and improving attitudes for the head of district specialized department in order to meet work requirements and achieve organizational development goals and to adapt to changes in the environment 2.3.2.2 Bases for development of leadership and managerial capacity for district leading and management civil servants of specialized deparment: First, standard leadership management capacity; Second, leadership capacity, practical management; Third, leadership and management competency gaps 2.3.3 Leadership and managerial capacity development activities for district leading and management civil servants of specialized deparment 2.3.3.1 Development planning for district leading and management civil servants of specialized deparment 2.3.3.2 Training and fostering leadership and management capacities for district leading and management civil servants of specialized deparment 2.3.3.3 Rotating and transferring district leading and management civil servants of specialized deparment 2.3.3.4 Develop and implement remuneration policies for leading and management civil servants 2.3.3.5 Self-training of leading and management civil servants 14 2.4 The factors affecting development of leadership and management capacities for district leading and management civil servants of specialized deparment 2.4.1 Group of subjective factors 2.4.1.1 Congenital factors, biological properties, anthropology 2.4.1.2 Self-education, self-training and individual activities in the development of leadership and management capacity for themselves 2.4.2 Group of objective factors 2.4.2.1 Socio-economic condition of the living environment of leading and management civil servants 2.4.2.2 Characteristics of state administration 2.4.2.3 Development policy of leadership and management civil servants in the State administrative agency Summary of chapter Chapter THE CURRENT SITUATION OF DEVELOPING LEADERSHIP, MANAGEMENT CAPACITY FOR DISTRICT LEADING AND MANAGEMENT CIVIL SERVANTS OF SPECIALIZED DEPARTMENT IN NORTHERN MONTAINOUS PROVINCES 3.1 Characteristics of natural, historical, cultural, socioeconomic conditions in the northern mountainous provinces 3.2 Current situation of leadership and management capacity assessment for district leading and management civil servants of specialized department in the northern mountainous provinces 3.3 Current situation of leadership and managerial capacity development activities for district leading and management civil servants in specialized department in the Northern mountainous provinces 3.3.1 Regarding the planning activities of district leading and management civil servants in specialized department 3.3.2 Regarding the rotation of district leading and management civil servants in specialized department 3.3.3 Regarding the training and fostering of district leading and management civil servants in specialized department 3.3.4 Regarding the construction and implementation of the remuneration policy for district leading and management civil servants in specialized department 15 ... knowledge for cadres subject 4th who are members of the Standing Committee of the district party committee, city party committee of the province and equivalent to manage Summary of chapter Thesis... agencies and then establish district TC-NV agency in the whole country 4.3.2 With Ethnic Committee The Committee for Ethnic Minority Affairs shall coordinate with the ministries, branches and localities... People's Committee on strengthening discipline and discipline in administrative agencies at all levels; Second, the establishment of working groups of the Chairman of the People's Committee in monitoring
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