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1 INTRODUCTION Rationale - Deriving from the position and roles of high school managers in the current educational innovation context In any organization that wants to achieve the quality, the first factor to be taken into account is the quality of managers Once President Ho Chi Minh affirmed: Both successes and failures are determined by officials In the field of education, from theory and practice, it has been shown that Teachers and Managers are the main forces that create the quality of education, the decisive factor is the human resource Therefore, human resource training is the goal of education, this is confirmed in the Education Law 2019 High school managers, as the leaders and managers of high schools, are crucial to the quality of student education The development of the managers is posed as one of the important issues that decide to implement education and training reforms today Directive No 40 - CT / TW of the Secretariat and the Education Development Strategy for the period 2011-2020 has set a policy for the development of teachers and education managers [2], [15] ] The Resolution of the 12th Party Committee, which clearly states that fundamental and comprehensive renovation of education associated with development, improving the quality of human resources and promoting the application of science and technology is emphasized Thus, managers are identified from training, retraining to create sources, the appointment and assignment of tasks; The assessment of officers are all very important and decisive phases [30] From the above analysis, it is clear that the goal of training human resources starts at the high school level, in which managers play an important role in training human resources Different localities, each region have various advantages and disadvantages, with respect to the northern provinces, there are certain advantages in terms of geographical and socio-economic conditions, but there is also a need for education development to match its conditions - Innovation in education and training with the inadequacies of school managers in the Northern provinces today Education reform in general and high school education reform in particular have been and are of concerns among leaders and the whole society The issue of innovation is also focused on improving the quality of education at this level With practicality in specific regions, but in the whole country, the Northern provinces are considered to be the provinces with the most favorable conditions However, in recent years, the quality of general education, especially high schools in the Northern provinces has basically achieved certain results, but has not yet filled up with the requirements and commensurate with the conditions advantages that these provinces have for example: quality according to the key of high education but not high quality; the quality of education in schools is uneven; not meet the requirements of education renovation One of the reasons is that the capacity of the managers has not yet met the requirements of education innovation High school managers are basically sufficient in the number, but still reveals many limitations in terms of school management capacities, reflected in the necessary qualifications to integrate such as: foreign languages, the level of information technology is still low, the ability of analyzing, forecasting, making strategic plans, advising on policies, comprehensive educational management capacity of students is still inadequate The majority of managers are not trained in educational management, qualifications and operating capacity are not professional, work mainly based on personal experience or follow their predecessors, quality and effectiveness low working results An embarrassing part when joining management Besides, there are still managers who are not dedicated to the job, especially in schools with difficult socio-economic conditions Stemming from the above reasons, the thesis title: "Developing high school managers in Northern provinces meeting the requirements for education innovation" is selected to research with the purpose of improving management capacity to ensure high quality of high school managers Research purposes Based on theoretical research and practical analysis of high school managers; analyzing the high school education renovation requirements, the thesis proposes solutions to develop the high school managers in the Northern provinces to meet the current education renovation requirements Object and subject of the study 3.1 Research object Developing high school managers in the Northern provinces to meet the requirements of educational renovation in general and high school education in particular 3.2 Research subjects Solutions for developing high school managers in Northern provinces to meet the requirements of educational renovation Scope of the research 4.1 Subjects of the research High school managers participating in the thesis are principals and vice principals of high schools 4.2 Area of the research In terms of research, the thesis focuses on eight provinces in the North including: Bac Ninh; Hai Duong; Hung Yen; Ninh Binh; Nam Dinh; Ha Nam; Vinh Phuc and Quang Ninh studied each province according to areas: 1; City; Town; 2: Rural; Difficult areas In the Northern provinces, there is Hanoi Capital - this is a city with its own characteristics, so the dissertation does not research in Hanoi, focusing on research in only provinces as stated 4.3 Surveyed objects Survey of 584 people, including the following target groups to collect research information on the current situation of managers in the Northern provinces, including: Group 1: State management: Leaders of Provincial Party Committee's Organization Department, Department of Home Affairs; District / City People's Committee and Department of Education and Training (within the study area): 152 Group 2: Professional management: Leadership of the Department and Leaders of specialized departments of the Department of Education and Training; Leaders of Trade Union of the Provincial Education Sector: 120 Group 3: Direct management: School leaders, mass organizations, professional leaders, teachers, parents and high school students are the assessors of the capacity of the managers: 312 Scientific hypothesis If proposing and applying synchronous solutions for developing high school managers such as: Department of Education and Training actively advises to implement management decentralization; Directing the renewal of appointment of managers; Organize training and retraining of managerial staff according to the needs of each locality; Develop criteria and specify Principal standards; Organization of managers according to their titles and management capacities; Directing the building of a management culture at high schools will contribute to the decision to improve the quality of high school managers in the Northern provinces, meeting the current requirements of educational renovation Research mission 6.1 Develop a theoretical basis for developing high school managers to meet the requirements of education renovation 6.2 Analyze and assess the situation of developing high school managers; Factors affecting the development of managers of high schools in the Northern provinces 6.3 Proposing solutions for developing high school managers in Northern provinces to meet education renovation 6.4 Test and test some solutions for developing high school managers in the Northern provinces Approach and research method 7.1 Approaches 7.1.1 Systematic approach 7.1.2 Approach to human resource management of Leonard Nadle 7.1.3 Approach to High School Principal Standard 7.1.4 Practical approach 7.2 Research methods 7.2.1 Document research methodology group 7.2.2 Group of practical research methods 7.2.3 Statistical method group Defending points 8.l The managers of the Northern High School is basically qualified and capable of meeting the managers's requirements and meeting the Principal Standard, but the quality of each manager compared to each standard is not high 8.2 The development of high school managers of the Northern provinces now has shortcomings in all the content of the development of the contingent of cadres from planning and appointment; use and transfer and evaluate managers There are many factors affecting the development of high school managers, making the quality of the contingent not meet the requirements of education renovation 8.3 Proposing and synchronously implementing solutions to develop the managers of the Northern High School according to the human resources management approach of Leonard Nadle will overcome the limitations and improve the quality of the managers High school today Research questions 9.1 Research on the development of high school managers according to what approaches? Are there any contents showing the content of high school managers? What factors affect the development of high school managers? 9.2 What are the strengths, limitations and causes of the situation in the development situation of high school managers? 9.3 What solutions promote the strengths and overcome weaknesses in the development of high school managers of the Northern provinces today? 10 New findings of the thesis 10.1 The thesis has contributed to systematizing and enriching theories on developing high school managers according to the approach to human resource development; 10.2 The thesis analyzes the picture of the situation of high school managers and the development status of high school managers in the Northern provinces; Analyze the causes of the situation and the factors affecting the development of high school managers; 10.3 The proposed solutions to develop the contingent of managers of the Northern High School in the context of comprehensive and profound education reforms, contributing to improving the quality of the managers of high schools in the provinces The North meets the requirements of education renovation 11 Thesis structure In addition to the introduction, conclusions and recommendations, the list of references, appendices, and theses is structured into three chapters Chapter LITERATURE REVIEW ON DEVELOPMENT OF HIGH SCHOOL MANAGERS MEETING THE REQUIREMENTS OF EDUCATION INNOVATION 1.1 Literature review There have been many studies on management and development of school managers in the world and in Vietnam The thesis will overview the problem research according to the content of development managers to describe the picture in a new direction and create succession in all chapters of the thesis 1.1.1 Overseas researches 1.1.1.1 Research on Educational Managers 1.1.1.2 Research on developing the school managers 1.1.2 Researches in Vietnam 1.1.2.1 Research on Educational Managers 1.1.2.2 Research on developing the school managers 1.1.3 General comments and coming research directions Research on the role, position and mission of educational managers is interested in many countries around the world interested in deploying in many different aspects, including focusing on researching staff development issues school management to ensure school leadership / management is successful - Developing a upper secondary school managers to meet the current educational renovation requirements - Research the qualities and competencies of high school managers in the current context - Researching on shortcomings in state management policies and the autonomy role of high schools in management decentralization 1.2 High school and high school managers 1.2.1 High school According to the Education Law 2019: High school is an educational institution belonging to the national education system, established under a decision of a competent authority 1.2.2 High school managers 1.2.2.1 Education managers Education managers are those holding managerial positions and enjoying responsibility allowances according to the current State regulations 1.2.2.2 Education managers The contingent of educational managers are those working in the State administrative management agencies in education, in training establishments, educational institutions and holding positions (chief, deputy head) plays a key role at educational institutions and plays a role in managing activities in educational institutions 1.2.2.3 High school managers High school managers are those who are responsible to the school administration in charge of school management in order to educate students to develop comprehensively towards the goal of high school education, which is in operation of the national education system 1.3 Education renovation requirements and arising issues for the development of high school education managers 1.3.1 Current requirements for educational innovation 1.3.1.1 Social context of innovation 1.3.1.2 Requirements for educational innovation 1.3.1.3 Requirements on renovating educational management and managing staff of high schools 1.3.2 Basic contents of the School Principal Standard Standard Professional quality Standard School administration Standard Building an educational environment Standard Developing the relationship between the school, family and society Standard Use of foreign languages and information technology 1.3.3 Requirement for development of education managers to meet the educational innovation Firstly, high school managers must be built in sufficient quantity, structure and age Second, the managers of high schools must have political qualities and professional ethics; have a clear viewpoint, steadfast stance; have a beautiful ideal, be loyal to the chosen target; knowledgeable and able to cope with the broader social context; respect collective interests; said coupled to do; Sincere, close and trust people; Dedication, high responsibility at work Thirdly, the contingent of senior high school managers strong professional skills and ability to support colleagues; have a school management diploma or certificate, leadership and management skills; to have a healthy body; Prestigious, exemplary teacher, is a model for the collective to follow Fourth, have the level of political theory as prescribed; have knowledge of state management, economic management; mastering the legal system, especially in the field of education; have theoretical knowledge and modern management skills Fifth, regularly training to improve leadership ability, mastering management principles, being able to apply appropriate methods to achieve high efficiency at work; know how to collect and analyze management information, have a broad vision, be able to synthesize, forecast the situation, have the right management leadership 1.4 Applying the human resource management model of Leonard Nadle in developing high school managers Managing high school managers - Create an environment for - Selecting and appointing - Educating; linking use and development officials; - Training; - Creating conditions and - Arranging the use of - Personal development local socio-economic managers and reserve through self-study; environment; officials; - Researching and - Management mechanism, -Reviewing, evaluating applying modern education development and screening officials; management theory and policies and administrators' - Remuneration policy; scientific and technical - Integration and - Develop a plan advances in training, cooperation fostering Chart and 1.2: Management of high school managers according to Leonard management Nadle 1.5 Developing high school managers to meet the requirements of education renovation Planning for development of high school managers is to identify and requirements for high school managers in terms of number, structure and educational qualification standards, competence, personal attributes and figure out objectives, suggest measures and mobilize resources to develop high school managers meeting requirements of high school development - Planning for high school managers - Training and retraining of high school managers - Selecting, appointing and using high schools managers - Examining and evaluating high school managers - Creating an environment for developing high school managers 1.6 Factors affecting the development of high school managers 1.6.1 Objective factors (factors outside the Education and Training sector) - System of State management documents on education - Training program for managers - Remuneration policy for managers - Local socio-economic conditions 1.6.2 Subjective factors (factors that belong to the Education and Training sector itself) - Political and ideological education for high school managers is not done regularly - The sense of self-study and self-training of managers is not frequent - Assessing the results of implementing tasks of high school managers and teachers from the grassroots level to the Department is incomplete, inaccurate, still respectable and lacking in evidence Conclusion of chapter Chapter THE SITUATION OF DEVELOPING HIGH SCHOOL MANAGERS IN NORTHERN PROVINCES MEETING THE REQUIREMENTS FOR EDUCATION INNOVATION 2.1 An overview of the northern provinces and upper-secondary education 2.2.1 Overview of natural conditions The North is one of the three main territories (including North, Central and South) of Vietnam The Northern region together with a part of the North Central region belongs to the northern region of Vietnam The North has a diverse and complex topography, including hills, plains, coastlines and continental shelves, has a long history of topographical and geological development, strongly weathered 2.2.2 Overview of socio-economic conditions The North has a key economic region in the North, including provinces and cities (Hanoi, Hai Phong, Quang Ninh, Hai Duong, Hung Yen, Vinh Phuc, Bac Ninh) which are the center of political and economic hubs of the nation's economy, culture and science and technology, with central agencies, operating centers of many major economic organizations, and national scientific and technological training, research and deployment establishments , are and will continue to hold a particularly important role in the country's development process 2.2.3 Overview of high school education in Northern provinces Table 2.1: Results of National High School Graduation Examination Northern provinces (from 2017 to 2019) In 2017 In 2018 No of Aver Nati age Gradu No Province stude onal nts tak scores ation rank ing the of subj rate ing exam ects Ha Nam In 2019 Num No of Aver ber of stude age Gradu Nati stude nts scores onal nts tak ation of rank tak ing subj rate ing ing the ects the exam exam 8.229 8.239 Aver age Gradu Nati scores onal ation of rank rate subj ing ects 8.308 5,75 98,45 5,49 99,2 5,89 97,57 2 Hai Duong 18.506 5,54 98,52 15 19.255 5,17 98,9 16 19.327 5,57 96,38 18 Hung Yen 11.512 5,41 97,59 33 13.076 4,94 98,63 36 12.407 5,24 91,87 41 Nam Dinh 18.964 5,86 99,53 19.786 5,48 99,2 18.355 5,97 98,57 Ninh Binh 9.048 5,76 98,83 9.650 5,45 98,86 8.974 5,82 97,88 Thai Binh 24.107 5,53 99,16 16 21.557 5,15 99,46 19 18.570 5,62 97,83 16 Quang Ninh 13.016 5,19 96,78 41 14.742 4,87 98,00 44 14.181 5,12 90,60 51 Vinh Phuc 11.319 5,72 98,85 98,46 97,86 12.052 5,40 11.933 5,81 Comment: Through the statistical results, the percentage of students passing the graduation exam is relatively high, but the comparison between provinces is still uneven The cause of this result is relatively many, but the high school managers of the provinces play an important role Therefore, it is necessary to develop a team of high school managers to meet the current educational renovation requirements 2.2 Conducting a status survey 2.2.1 The purpose of the status survey 2.2.2 Respondents 2.2.3 Time range and objects of the survey 10 2.2.4 Survey content 2.2.5 Survey method 2.2.6 Processing survey results 2.3 Actual situation of managers of high schools in Northern provinces 2.3.1 Actual situation of quantity, training level, structure, quality of high school managers in Northern provinces 2.3.1.1 Regarding the number and qualifications of upper-secondary school managers Table 2.2: Statistics of high school managers 2015-2016 2016-2017 2017-2018 2018-2019 Curren Curre Curren Curren Redun Redun Redun Redun No City tly ntly tly tly dant, dant, dant, dant, availab availab availab availabl short short short short le le le e Ha Nam 60 -8 64 -5 64 -5 64 -5 Hai Duong 181 181 181 129 -5 Hung Yen 89 -2 89 -2 88 -3 86 -5 Nam Dinh 149 -7 147 -9 148 -9 149 -8 Ninh Binh 92 92 93 +1 93 Thai Binh 86 -2 80 -8 83 -5 78 -10 Quang Ninh 119 -4 117 -6 116 -7 114 -9 Vinh Phuc 120 120 113 106 (Source: Data provided by Departments of Education and Training) Comment: Basically the number of high school managers from 2015 to the school year 2019 is relatively stable, the number increases insignificantly Because the size of each school's class also fluctuates every year, the appointment of administrative officers also needs to be thoughtful to avoid the situation of managers No Table 2.3: Current educational level of high school managers College Bachelor Master, Doctor City Total ∑ ∑ ∑ % % % Ha Nam 64 0 25 39,1 39 60,9 Hai Duong 129 0 41 31,7 88 68,3 Hung Yen 86 0 23 26,7 63 73,3 Nam Dinh 149 0 87 58,38 62 41,62 Ninh Binh 93 0 51 54,8 42 45,2 Thai Binh 78 0 47 60,26 31 39,74 Quang Ninh 114 0 60 52,63 54 47,37 Vinh Phuc 106 0 31 29,2 75 70,8 (Source: Data provided by Departments of Education and Training) Comment: The majority of senior secondary school managers in the eight surveyed provinces met the training standard In which the province with the 12 In Criterion Criteria 16 Coordination between schools, families, and society in mobilizing and using resources for school development is 2.56 first In high school practice, the coordination between the school, family and society, especially mobilizing the community to participate in educating students, has been relatively well done by school managers Developing the relationship between the school and family and society is most evident in mobilizing the community and using resources to develop the school * Standard Using foreign languages and information technology of high school managers in Northern provinces The capability of using IT of the managers is higher than the ability to use foreign languages expressing Criterion 18 Application of information technology X = 2.42; Criteria 17 Use of foreign languages X = 2.24; This result reflects in reality the foreign language competency of the majority of high school managers; However, in IT, it is the daily skills that need to be used in management and in teaching, so this skill most managers use relatively well 2.3.2 Summary of current status of standards of high school managers Out of the criteria, Standard Professional quality = 2.55 ranked in first place This shows that currently the managers of high schools in the Northern provinces basically have good professional qualifications; which includes both personal ethics and professional qualities with professional ethical requirements 13 2.4 Situation of developing managers of high schools in the Northern provinces 2.4.1 Planning for high school managers Diagram 2.8 The situation of planning for high school managers in Northern Provinces The data in the table shows that the content of planning the managers of high schools in the Northern provinces is quite good and good 2.4.2 Training and retraining of high school managers Diagram 2.9: Situation of training and retraining for high school managers in Northern provinces 14 In fact, among the surveyed principals, there are long-term principals who say that they have been assigned principal to finish training for management certificates as prescribed That is why some principals in their work follow the experience Survey results and interviews show that the direction of training and retraining of the managers of high schools in the Northern provinces in the current context is very necessary 2.4.3 Situation of selection, appointment, mobilization and rotation of high school managers The results of the survey showed that educational staff and manager development in provinces seriously comply with phases and procedures regulated by The Party and Government 2.4.4 Situation of assessing high school managers in Northern provinces The survey results show that among surveyed objects, results are similar This proves that there is a clear awareness about the assessment of managers in positions and those who have been planned and reserved 2.4.5 Creating an environment for development and use of high school managers 2.4.5.1 The situation of implementing policies for high school managers Through table 2.18, the average score of contents ranges from 2.56 to 3.00; When considering the average score of opinions according to different groups of subjects, it shows that the opinions are relatively equal according to each content In the contents of the survey, the issue of funding and facilities for management staff working as well as study tours is limited This is also one of the reasons affecting the current management efficiency 2.4.5.2 Creating an environment for development by using high school managers From the data in Table 2.19, the measures of this content are evaluated at a good level, the scores are slightly different but not significant 2.73≤ X ≤2.99 2.4.6 Compare the actual situation of content development of high schools managers in the Northern provinces Through Table 2.20 shows: In general, the content of developing highschool managers is basically low Thus, the development of upper secondary school managers in the Northern provinces has not met the current requirements of education renovation 15 2.5 Situation of the influence of the factors on the development of high school managers in the Northern provinces 2.5.1 Situation of objective factors affecting the development of high school managers in the Northern provinces The data in Table 2.21 shows that the impact of the objective factor on the development process of high school managers at a lot and a lot, the average score X = 2.61 (Kind best), The average of the weak in the range 2.51≤ X ≤2.73 2.5.2 Subjective factors affecting the management of the contingent of senior secondary school management ministries in the Northern provinces The data in Table 2.22 shows that subjective factors have a lot and much influence on the management of senior secondary school managers, the average score X = 2.64, at relatively high levels of influence The factors are in good level, the points in the range 2.54 ≤ X ≤2.75 2.6 General assessment of the development status of high school managers in the Northern provinces 2.6.1 Strengths Having made the planning to develop the managers of high schools in the development planning of general education human resources in the provinces as prescribed The selection, appointment, use, rotation and dismissal of high school management officials have been carried out according to current regulations and paid attention to a number of local specific policies Directed high school managers to participate in training courses for educational managers at educational institutions in the province and outside the province organized by the Department of Education and Training, Universities, and Academies Annually, to evaluate the contingent of senior high school managers according to the standards of the senior secondary education managers according to regulations Fully implementing the current staff policies for high school managers in the Northern provinces 2.6.2 Weaknesses Department of Education and Training of the Northern provinces The Principal's Standard has not been specified yet Self-assessment capacity of high school managers There is no mechanism in place to attract competent people from other 16 provinces to the province, only to use the existing human resources, so the localities are limited The method of appointment and rotation of principals in general and high school management officials has not been renovated to meet the requirements of educational renovation in the current period The retraining of high school managers has not been focused and renewed, which is also one of the main causes leading to difficulties and shortcomings in the development of managers High school in the North province The evaluation of management process and evaluation of management results of high school management officials in the Northern provinces has not been strengthened by the district People's Committees, the Interior Office, the Education and Training Department The Northern provinces not have comprehensive solutions, the People's Committees of the districts not have specific solutions to create a favorable environment (create motivation) for high school managers to develop by Preferential policies of the district 2.6.3 Opportunities With the viewpoints and strong guidelines of the Party and the State, with the facilities, teachers, staff and educational managers in general and high school education in the provinces The North in particular is relatively stable in terms of development scale, along with the effective and effective policies implemented in the Northern provinces, which is an opportunity for the provincial education sector to develop planning projects developing teachers, educational management team in general and high school managers in particular with high sustainability and feasibility 2.6.4 Challenges The Northern provinces are the provinces of the Red River civilization very rich, social and cultural exchange, diversity, richness, many cultural values are being preserved and promoted Along with the rapid urbanization process, receiving the effects of socio-economic development requirements on local human resource development are major challenges for every high school managers in implementing its duty functions locally 2.6.5 Causes of difficulties - Investment resources for education in the Northern provinces have not met the development needs of the education cause - Regulatory policies for teachers and managers are slow to amend, salaries and allowances are low 17 - The system of legal documents on education is still inadequate - The high school managers in upland areas are mostly young, the experience in the educational environment and the fields of social life is limited, along with not much depth in the management profession, so some managers lack the skills to deal with incidents that occur in schools - The management mechanism has not created ventilation due to the inadequate decentralization and unclear regulations on the responsibilities of the state management agencies and managing agencies of high schools, so it has not brought into full play the responsibilities of Department of Education and Training in managing managers of high schools; no mechanism to create conditions for managers of high schools to be fully autonomous in performing their jobs 2.7 International experiences in developing high school managers 2.7.1 Experiences of the United States 2.7.2 Experiences of Canada 2.7.3 Experiences of New Zealand 2.7.4 Experiences of some Asian countries 2.7.5 Lessons Learned Conclusion of chapter Chapter SOLUTIONS FOR DEVELOPING HIGH SCHOOL MANAGERS FOR NORTHERN PROVINCES 3.1 Principles of proposing solutions to develop high school managers in the Northern provinces to meet requirements of educational renovation 3.1.1 Principle of legality assurance The proposed solutions must ensure the provisions of the law such as the Education Law, the Law on Public Officials, the School Charter and the regulations of each province on cadre work such as: Planning work; appointment work; the work of transferring cadres… Regulations on position standard criteria as well as steps in the process of serious staff appointment In practice, when the whole country is implementing Central Resolution No on reducing the payroll and reducing the focal points of administrative agencies, the determination of the number of high school management officials must be ensured according to the general planning of each the provincial 3.1.2 Principle of systematic assurance When proposing solutions to manage the contingent of high school managers must be comprehensive and synchronous; at the same time solve the 18 elements in the relationship between management and development; effective coordination between the provincial leaders and the Department of Education and Training with the departments and the lower level in the management decentralization of high school managers in the Northern provinces 3.1.3 Principle of practicality assurance The proposed solutions for developing high school managers must be based on the assessment of the situation; not propose right and theoretical solutions which are not feasible and not suitable for the development of managers of the Northern provinces 3.1.4 Principle of inheritance assurance New management solutions must be suitable with the practices of the Northern provinces, the high school and the management of the Department of Education and Training If this principle is followed efficiently, it will enable managers recognize dialectic when dealing with management of high school managers, avoiding subjectivity, willpower, and inheriting the results that Previous system has implemented 3.2 Solutions for developing high school managers for the Northern provinces to meet the requirements of education innovation 3.2.1 Solution Departments of Education and Training of provinces advise the decentralization of high school managers, aiming at assign high schools to be proactive in human resources 3.2.1.1 Aims of the solution 3.2.1.2 Content of the solution 3.2.1.3 Implementation methods 3.2.2 Solution 2: Directing innovation in appointing managers, combining admission and examination to select high school managers for each province 2.2.1 Aims of the solution 3.3.2.2 Content of the solution 3.2.2.3 Implementation methods 3.2.3 Solution Implementing education and training of high school managers according to regulations and at the same time, enhance training according to the needs of each locality 3.2.3.1 Aims of the solution 3.2.3.2 Content of the solution 3.2.3.3 Implementation methods 3.2.4 Solution 4: Developing specific criteria on the basis of concretizing Principal Sstandards to foster and evaluate high school managers suitable to each locality 3.2.4.1 Aims of the solution 3.2.4.2 Content of the solution 3.2.4.3 Implementation methods 19 3.2.5 Solution Organizing the assessment of high school managers according to titles and management capacities according to the requirements of educational renovation 3.2.5.1 Aims of the solution 3.2.5.2 Content of the solution 3.2.5.3 Implementation methods 3.2.6 Solution 6: Directing the shaping of a management culture at high schools in the Northern provinces 3.2.6.1 Aims of the solution 3.2.6.2 Content of the solution 3.2.6.3 Implementation methods 3.3 The relationship among the proposed solutions Regarding the solutions for managing high school managers in the Northern provinces, it is proposed that the main solutions, bait solutions with different importance, roles and functions, but it is closely related closely, mutually support each other Each proposed solution aims to implement a certain shortcoming, but during the implementation process, it is necessary to synchronize the solutions because they are closely related, interact with each other Solutio n1 Solution Solutio n2 Solution Solution Solutio n4 Diagram 3.2: Relationship among the proposed solutions The management of high school managers in the Northern provinces needs to pay attention to apply solutions suitable to each specific time, according to local conditions and the unit, the new managers develop, quality is improved, meet the requirements of education innovation 20 3.4 Testing the urgency and feasibility of proposed solutions 3.4.1 Testing 3.4.2 Test results of urgency and feasibility of the solutions 3.4.2.1 The urgency of the proposed solutions Figure 3.1: Results of testing the urgency of management solutions managers of the Northern provinces The data show that the evaluation of the necessity of the six proposed new solutions is of a very high urgency, all of the solutions are rated at a good level, with an average score X = 2.78, good ratings 3.4.2.2 Feasibility of the proposed solutions Figure 3.2: Test results of feasibility of solutions for managing high school managers in Northern provinces 21 The results in the table show that the opinions on the proposed new solutions are evaluated to be highly feasible, 6/6 solutions are evaluated at a quite high feasibility level, the average score X = 2.69, good ratings 3.4.2.3 Correlation between the urgency and feasibility of the proposed solutions Table 3.3: Correlation between urgency and feasibility of solutions managing high school managers in the Northern provinces No Urgency Possibility The The X X level level Solution Department of Education and Training of provinces advises to decentralize the management of high school managers to assign high schools to be active in human resources Direct the renewal of managerial staff, combine recruitment and examination in recruiting high school managers in each province Organize training and retraining of high school managers according to regulations and at the same time enhance training according to the needs of each locality Develop specific criteria on the basis of specifying Principal standards to foster and evaluate senior secondary school managers suitable to each locality Assess high school managers according to their titles and management capability according to educational renovation requirements Directing the management culture building in high schools in the Northern provinces Average 2.84 2.72 2.78 2.76 2.86 2.80 2.80 2.68 2.74 2.66 2.66 2.50 2.78 2.69 Comment: To find out the correlation of the necessity and feasibility of the proposed new management solutions, we use hierarchical correlation coefficient Spearman (r): r = 1− 6∑ D N ( N − 1) = 1− x15 = − 0,27 = 0,73 6(7 − 1) With results r = 0,73 It allows to conclude the necessity and feasibility of the proposed new solutions which are positively and positively correlated 22 3.5 Experiment on solution 3: Organizing education and training of high school managers according to regulations and at the same time promoting training according to the needs of each locality 3.5.1 Reasons for selecting the tested solution 3.5.2 Testing aims 3.5.3 Experimental hypothesis 3.5.4 Test samples and test areas Table 3.4: Sample of test subjects Title No Group Total Female Degree Standard Exam result training classification PR VPR MA BA Control Experiment Total 26 24 50 6 12 17 15 18 33 10 10 10 Good Good Goo Rath Pass Teacher Manag d er ed s ers 14 16 20 10 13 15 28 8 4 4 3.5.5 Experimental steps 3.5.6 Test evaluation methods 3.5.7 Criteria and test evaluation scale 3.5.8 Test results 3.5.8.1 Test results of high school managers before the test Figure 3.4: Results of skill surveys among high school managers before the test Comments: The results of the managers' skills surveys in the two groups (control and testing) before the baseline testing were similar, the TBC score for both groups X = 2.30, at a decent level (min = 1, max = 3), The deviation in the criteria of 23 the two groups is not significant, the largest has the absolute number is 0.08 (∆ = +-0.08), The smallest is the absolute value is - 0.04 (∆ = + - 0.04) 3.5.8.2 High school students' skills measurement results after the test Figure 3.5: Results of a skills survey of street secondary school managers after the experiment Comparison of pre-empirical and post-empirical skills shows that there is a change in the criteria Prior to testing all skills are assessed at decent level, After the test, 16/18 skills were assessed at a good level (≥3.25), in which the biggest change belongs to skills in the 6th criterion group 3.5.8.3 Test conclusions On the basis of testing, the Northern provinces need to pay attention to the needs assessment and develop a well-organized training program to improve the management capacity for high school managers Conclusion of Chapter On the theories and analysis of high school managers situation in Northern provinces in Chapter 2, 06 solutions for managing high school managers in Northern provinces have been suggested If the above solutions are implemented synchronously, it will contribute to improving the quality of high school administrators in the provinces in the region, thereby improving the quality of high school education of the provinces 24 CONCLUSION AND RECOMMENDATIONS Conclusion Researches on high school managers and developing high school managers has had many research works in different aspects of managers and teachers but the research on development of high school managers in the Northern provinces does not coincide with previous studies High school managers development is the process of planning, appointing, using, transferring, training and fostering managers on the basis of creating conditions for the development team Develop a planning for high school managers towards the standards of quantity, structure and quality Recruit and appoint the most qualified people to be managers The topic also affirms the objective factors such as socio-economic conditions, educational level, the system of documents are not synchronized, the decentralization is not thorough, the content of training and retraining of managers is currently not close to practical needs, policies for this team are not fully met, lack of facilities and subjective factors such as self-satisfaction, subjective psychology, lack of science, not taking advantage of the conscience the direction of the management level, the summary of lessons learned are still limited a strong impact on the management and development of high school managers Based on the results of the Northern provinces in building and developing the high school managers and based on the successes, limitations and cause analysis, we propose solutions The method of developing the managers of high schools in the Northern mountainous provinces is as follows: Department of Education and Training advises to decentralize the management of high school managers, then proceeds to assign to schools High school is self-reliant on personnel; Direct the renewal of managerial staff to carry out the recruitment examination and examination in the selection of managers of each province; Organize training and retraining of high school managers according to regulations, and at the same time enhance training according to the needs of each locality; Develop specific criteria on the basis of specific principals standards to assess appropriate senior high school managers; Organizing the assessment of high school management officials according to their titles and management capabilities suitable to the requirements of educational renovation; Direct the establishment of a cultural environment, especially a management culture in high schools in the Northern provinces The test results show that the proposed solutions for developing high school managers are urgent and feasible suitable with practical conditions of Northern provinces The synchronous implementation of the above solutions will contribute to improving the quality of high school managers and improving the management of high schools in the Northern provinces With the results achieved in chapters, the research task has been 25 completed and the research objectives have been achieved Theoretical and actual research results are consistent with the hypothesis During the study, the author realized that developing a high school managers in the Northern provinces was a big problem, the solutions mentioned in Chapter could not completely solve all the problems set off In the context of educational innovation and specific characteristics of the Northern provinces, which always have a high level of socio-economic development, the issue of developing high school managers is a very necessary and regular task of the leaders of each province today Recommendations 2.1 To the Ministry of Education and Training To advise the Government to direct localities in exercising decentralization in the education sector in accordance with regulations Specifying the standard conditions for political theory, educational management, information technology, foreign languages; stipulating the time for retraining, training and updating of all kinds of knowledge and skills in the school charter so that local management levels and high school management staff are proactive in training and retraining ensure title standards and regular training according to local needs Building a training program, fostering high school managers in the direction of adhering to Standard, approaching the world and the region Develop a strict process and assessment criteria for practicing certification Develop mechanisms and policies to train, foster and stabilize teachers and administrators working in upland areas; the policy of rotating capable high school administrators to work in highlands and difficult areas Research to adjust and supplement the standard of the system to ensure that all things that managers have to do, especially in areas with specific properties are shown in the Standard 2.2 To the Provincial Party Committee, the People's Committees of the provinces To adjust the decentralization of staff management in the direction of assigning the Department of Education and Training to manage all aspects of staff work for high school principals and vice rectors Direct the formulation and promulgation of regulations on standards for high school administrators to closely follow the regulations of the Party, the State, the School Charter and Standards Direct Departments and Branches to develop long-term plans, invest resources to train and foster high school administrators and resource reserve teachers in all aspects Develop mechanisms and policies to support management staff to move to work in difficult places and newly established high schools, areas with extremely difficult socio-economic conditions so that they can work with peace 26 of mind Investing in housing conditions, working rooms and other equipment in service of the work of high school administrators, especially schools in highlands and regions with socio-economic conditions especially difficult 2.3 To Departments of Education and Training of provinces Develop a plan for a contingent of high school administrators in the 20162020 period and orientations to 2025 Advise, direct and organize the implementation of the plan according to the roadmap Advising the province on the policy of selecting and appointing managerial staff in the form of credit combined with the Scheme's security examination; direct and organize the implementation Develop a plan for training and retraining to guide the implementation of high schools Direct and organize the evaluation according to the standards of fairness and objectivity Using accurate assessment results in promotion, appointment, emulation and commendation Strengthen inspection and examination of the management of high school administrators to promptly handle mistakes in management and adjust solutions to develop high school management staff to suit practical schools 2.4 To high schools Party committees, leaders and school council need to well the planning work, annually adjust and supplement the plan; create all conditions for officers to go to training and maintenance; arrange, arrange and use staff reasonably; motivate and encourage staff Managers must be aware of their duties and improve their sense of responsibility, make efforts in learning, practicing, and striving to rise ... State management: Leaders of Provincial Party Committee's Organization Department, Department of Home Affairs; District / City People's Committee and Department of Education and Training (within... the district People's Committees, the Interior Office, the Education and Training Department The Northern provinces not have comprehensive solutions, the People's Committees of the districts not... with specific properties are shown in the Standard 2.2 To the Provincial Party Committee, the People's Committees of the provinces To adjust the decentralization of staff management in the direction