Nâng cao năng lực quản lý của đội ngũ cán bộ cấp trung tại công ty điện lực vĩnh phúc

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN HÀ THU IMPROVING MANAGERIAL COMPETENCIES OF MIDDLE MANAGERS AT VINH PHUC POWER COMPANY NÂNG CAO NĂNG LỰC QUẢN LÝ CỦA CÁN BỘ QUẢN LÝ CẤP TRUNG TẠI CÔNG TY ĐIỆN LỰC VĨNH PHÚC LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2019 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN HÀ THU IMPROVING MANAGERIAL COMPETENCIES OF MIDDLE MANAGERS AT VINH PHUC POWER COMPANY NÂNG CAO NĂNG LỰC QUẢN LÝ CỦA CÁN BỘ QUẢN LÝ CẤP TRUNG TẠI CÔNG TY ĐIỆN LỰC VĨNH PHÚC Chuyên ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: PGS.TS NGUYỄN NGỌC THẮNG HÀ NỘI - 2019 DECLARATION The author confirms that the research outcome in the thesis is the result of author‟s independent work during study and research period and it is not yet published in other‟s research and article The other‟s research result and documentation (extraction, table, figure, formula, and other document) used in the thesis are cited properly and the permission (if required) is given The author is responsible in front of the Thesis Assessment Committee, Hanoi School of Business, and the laws for above-mentioned declaration ACKNOWLEDGEMENT First and fore most I offer my sincerest gratitude to all Professors of Hanoi School of Business, Vietnam National University (HSB, VNU) for giving me knowledge that is used as basement for my thesis I am heartily thankful to my supervisor, Assoc Prof Dr Nguyen Ngoc Thang whose precious patience, valuable guidance and support from the initial to the final level enabled me to develop an understanding of the subject, thereby applying knowledge into real cases throughout my thesis Without his encouragement and effort, this thesis would not have been completed or written One simply could not wish for a better or friendlier supervisor Secondly, I would like to express my big thank to managers and employees at Vinh Phuc Power Company (PC Vinh Phuc) for their persistent support and contribution to put all knowledge into real cases throughout this thesis Last but not least, I offer my regards and blessings to my family, my friends and all of those who supported me in any respect during the completion of the thesis CONTENT ABBREVIATIONS i LIST OF TABLES ii LIST OF FIGURES .iii INTRODUCTION 1 Rationale Aims of research Objects of research Scope of research Research methodology 5.1 Research process 5.2 Data collection 5.3 Data analysis method Research structure CHAPTER 1: THEORETICAL BACKGROUND ON MANAGERIAL COMPETENCY OF MIDDLE MANAGERS 10 1.1 Nature of managerial competency 10 1.1.1 Definition of managerial competency 10 1.1.2 Middle managers and role of middle managers 11 1.1.3 Management function of middle managers 12 1.2 Literature review on competency in general 19 1.3 Managerial competency assessment for middle managers 22 1.3.1 Managerial competencies components 22 1.3.2 Managerial competency assessment methods for middle managers 25 CHAPTER 2: REQUIRED AND CURRENT MANAGERIAL COMPETENCIES OF MIDDLE MANAGERS AT PC VINH PHUC 30 2.1 General introduction of Vinh Phuc Power Company (PC Vinh Phuc) 30 2.1.1 Establishment and development history 30 2.1.2 Business performance 30 2.2 Middle manager's job analysis at PC Vinh Phuc 32 2.3 Respondent‟s profile 34 2.3.1 Gender 34 2.3.2 Age 34 2.3.3 Qualification 35 2.3.4 Working seniority 36 2.4 Analyzing required managerial competency for middle managers at PC Vinh Phuc 36 2.5 Analyzing current managerial competency of middle managers at PC Vinh Phuc 43 2.5.1 Analyzing current knowledge of middle managers at PC Vinh Phuc 43 2.5.2 Analyzing current skills of middle managers at PC Vinh Phuc .51 2.5.3 Analyzing current attitudes of middle managers at PC Vinh Phuc 66 2.6 Summary of findings 72 2.6.1 The gaps between required and current managerial competency of middle managers at PC Vinh Phuc 72 2.6.2 Causes of gaps 79 CHAPTER 3: SOLUTIONS AND RECOMMENDATIONS TO IMPROVE MIDDLE MANAGERS’ MANAGERIAL COMPETENCIES AT PC VINH PHUC 81 3.1 The HR development orientation in five next years at PC Vinh Phuc 81 3.2 Training solution to improve the managerial competency for middle managers at PC Vinh Phuc 82 3.2.1 Applying new methods for training 82 3.2.2 After training assessment 87 3.3 Non - training solutions to improve managerial competency for middle managers at PC Vinh Phuc 89 3.3.1 Standardizing competency framework 89 3.3.2 Planning, recruitment, appointment, dismissal and arrangement of officials in accordance with the competency framework 89 3.3.3 Assessing work results according to the competency framework 90 3.3.4 Enhancing dynamics in their work for middle managers 91 3.4 Conditions for the implementation of solutions 91 3.4.1 Conditions for the Board of Directors of PC Vinh Phuc 91 3.4.2 Conditions for the General Director of PC Vinh Phuc 92 3.4.3 Conditions for middle managers 92 CONCLUSION AND LIMITATION 93 Conclusion 93 Limitation 94 APPENDIX 1: QUESTIONNAIRE FOR ASSESSING REQUIRED MANAGERIAL COMPETENCIES 97 APPENDIX 2: QUESTIONNAIRE FOR ASSESSING CURRENT MANAGERIAL COMPETENCIES 101 BOD CMIS EVN f HR HSB IT KSA PC Vinh Phuc VNU i LIST OF TABLES Table 1: Survey‟s respondents Table 2: No of survey‟s responses for required competencies .7 Table 3: No of survey‟s responses for current competencies Table 2.1: Competency framework for middle managers at PC Vinh Phuc 37 Table 2.2: Required competency of middle managers at PC Vinh Phuc 41 Table 2.3: Current knowledge of middle managers at PC Vinh Phuc 44 Table 2.4: Current skills of middle managers at PC Vinh Phuc 51 Table 2.5: Current attitudes of middle managers at PC Vinh Phuc 66 Table 2.6: Overall assessment of managerial competence of the middle managers at PC Vinh Phuc 73 Table 3.1: Proposed content of training courses 84 Table 3.2: Kirkpatrick model for evaluation effectiveness of training programs 87 ii LIST OF FIGURES Figure 1: Research process Figure 1.1: Definition of Competency 23 Figure 2.1: Respondents‟ profile by gender 34 Figure 2.2: Respondents‟ profile by age 34 Figure 2.3: Respondents‟ profile by qualification 35 Figure 2.4: Respondents‟ profile by working seniority 36 Figure 2.5: Current situation of Fundamental knowledge 45 Figure 2.6: Current situation of knowledge of the market and the law 47 Figure 2.7: Current situation of Knowledge of management 49 Figure 2.8: Current situation of Time management skills 54 Figure 2.9: Current situation of Solving problem and making decision 56 Figure 2.10: Current situation of Consulting skills 58 Figure 2.11: Current situation of Monitoring skills 59 Figure 2.12: Current situation of Teamwork skills 60 Figure 2.13: Current situation of Communication skills 61 Figure 2.14: Current situation of HR skills 63 Figure 2.15: Current situation of Change management skills 64 Figure 2.16: Current situation of Aware of authorities 67 Figure 2.17: Current situation of Attitudes to the work 69 Figure 2.18: Current situation of Attitudes to self-improvement and personal development 70 Figure 2.19: The gap between required and current managerial competencies of middle managers at PC Vinh Phuc 76 iii APPENDIX QUESTIONNAIRE FOR ASSESSING REQUIRED MANAGERIAL COMPETENCIES Dear ladies and gentlemen My name is Nguyen Ha Thu Currently, I am completing the master thesis on “Improving managerial competencies of middle managers at Vinh Phuc Power Company” Could you please spend sometimes to share your opinion about required managerial competencies of middle managers at Vinh Phuc Power Company? Your information will be kept secret and will not be used for any other purposes rather than the purposes of this research Please indicate your opinion for the related factors through the following statements Instruction for answer: Please complete the questionnaire by circling by an (O) to what extent each of the following statements is true according to your personal opinion Each statement is measured by the scale from to 5, which meaning is as follows: 1: Very poor 4: Good 2: Poor 5: Very good 3: Fair Feedback evaluation on required managerial competencies of middle managers Required level Attributes for evaluation on managerial competencies of middle managers I Knowledge 1.1 Fundamental knowledge Knowledge of the strategies and trend of development of industry and the organization Knowledge of specialized regulations 97 Knowledge of the correspondence between specialized knowledge and their work 1.2 Knowledge of the market and the law Knowledge of economic, political, social factors Knowledge of the laws, international practices 1.3 Knowledge of management Knowledge of the advanced management science Starting from practice to find a specific solution II Skills 2.1 Time management skills Skill to plan and implement the work plan Skill in managing work in priority Skill in authorizing, assigning Skill to control schedule and evaluate the work results Skill to complete work in schedule with high quality 2.2 Solving problem and making decision Gather information Thinking to the system Identifying problem Analyzing and identifying causes Providing a solution 2.3 Consulting skills Skill to detect emerging issues Skill in suggesting appropriate solution 2.4 Monitoring skills 98 Skill in linking and coordinating action Skill in using available capacity and resources for the critical stages Skill in operating and monitoring activities 2.5 Teamwork skills Skill in fullest capacity of members Skill in guiding the company to complete the target Skill in achieving implementation progress Skill in making decisions 2.6 Communication skills Skill in presenting Skill in influencing others Skill to listen and absorb feedback 2.7 HR skills Encourage and promote the strengths of staff Evaluate the work of staff Develop the employee‟s career Solidarity, brings staff together 2.8 Change management skills Able to carry out different works in the constantly changing environment Able to work with many types of people with different personalities Adaption with the change III Attitudes 3.1 Aware of authorities Aware of good citizen Identify proper authorities and role in the work 99 Take care to people and communities 3.2 Attitudes to the work Like the jobs and work Ready to cope with challenges Proper behavior, good attitude 3.3 Attitudes to self-improvement and personal development Discipline, self-control Honesty, responsibility and self-development Eager to learn for self-improvement of knowledge and skills Draw experience from themselves and from others THANH YOU FOR YOUR COOPERATION! 100 APPENDIX QUESTIONNAIRE FOR ASSESSING CURRENT MANAGERIAL COMPETENCIES Dear ladies and gentlemen My name is Nguyen Ha Thu Currently, I am completing the master thesis on “Improving managerial competencies of middle managers at Vinh Phuc Power Company” Could you please spend sometimes to share your opinion about current managerial competencies of middle managers at Vinh Phuc Power Company? Your information will be kept secret and will not be used for any other purposes rather than the purposes of this research Part I: Respondent profile Please tick an “X” in the most appropriate box There should be only one answer for each question  Gender Male Age 