Evaluate the competency of the construction machinery corporation’s division 2 implication and improvement

Lunghwa University of Science and Technology Department of Business Administration Thesis for a Master’s Degree EVALUATE THE COMPETENCY OF THE CONSTRUCTION MACHINERY CORPORATION’S DIVISION – IMPLICATION AND IMPROVEMENT Researcher: Nguyen Huu Toan Supervisor: Nguyen Phu Hung (Ph.D.) Supervisor: Ming-Kun Lin (Assoc Prof.) Lunghwa University of Science and Technology Approval Certificate of Master's Degree Examination Board This is to certify that the Master’s Degree Examinations Board has approved the thesis Evaluate the competency of the construction machinery corporation’s division – implication and improvement published by Mr Nguyen Huu Toan in the Master Program of Graduate School of Department of Business Administration Master’s Degree Examination Board Board Members： Prof.PhD Tsan Eric Assoc Prof PhD Nguyen Van Dinh Dr Doan Thu Trang Advisors： Dr Nguyen Phu Hung Prof.PhD Ming – Kun Lin Chair： Prof.PhD Tsan Eric i Date： 2018 ／11 ／24 ii ABSTRACT Thesis Title: Evaluate the competency of the construction machinery corporation’s division – implication and improvementPages: 59 University:Lunghwa University of Science and Technology Graduate School: Department of Business Administration Date: November, 2018 Degree: Master Researcher: Nguyen Huu Toan Advisor: Dr Nguyen Phu Hung Assoc.Prof PhD Ming – Kun Lin Keywords: Sales performance, telecommunication The thesis is to evaluate the competency of the Construction Machinery Corporation division (COMA2), a member of the Construction Machinery Corporation(COMA), a state-owned construction company, and discuss the implications to how COMA2 could improve the performance The research helps to understand the current situation, advantages and difficulties of COMA2 at the moment The thesis uses the SWOT model to analyze the secondary data collected from academic journals, websites, and governmental offices to draw a comprehensive picture of the whole construction industry, assessing the competitive position of the COMA2 Company in this context The thesis also uses the Five-Force Model of the Harvard Business School to craft theoretical explanation of COMA2 competitiveness in the context of the construction SMEs and the construction sector All data is taken There are focal points that the Board of Directors of COMA2 must pay attention to in finding relevant measures to improve the competitiveness of COMA2 First, COMA2 should improve reputation to bring a better performance to the market; customers gave poor rating in their assessments on COMA2 technology and working quality Second, managers and staffs quality, skill, and knowledge have great impacts on construction project implementations, but the survey shows that the quality of COMA2’s workforce is under average, therefore, COMA2 must pay much attention to iii improve human resource management activities The research provides recommendations on ways in which COMA2 can directly engaged in the design and improvement process First, COMA2 must improve its brand image in the market (e.g., with better construction quality and quicker response to repair recalls, etc.) Second, make partnership with suppliers to ensure the quality, lower the costs, and the on-time material delivery Third, improve the quality of the human resources Importantly, it provides a road‐map for COMA2 for improving customer experiences For the implementation, the COMA2 must have clear objectives and balance actions among three areas: customers, internal workforce, and cost‐efficiency I would like my proposals would provide valuable contribution to COMA2 to make its business better iv ACKNOWLEDGEMENT It is a great pleasure for me to work with this dissertation I would especially like to thank all teachers, professors for all knowledge, skills and information I received It is very wonderful chance to work with so excellent and enthusiastic professors I am also very grateful to my tutor, Professor Nguyen Phu Hung, for his support I appreciate all his time and efforts to encourage and guide me during my dissertation writing I would like to thank my colleagues, my customers for helping me to support me information to complete this dissertation and answer the questionnaire for my research This thesis cannot be done without their help Finally, I would like to thank and dedicate this dissertation to my family for the unconditional support, who consistency motivated me to complete the thesis Best regards, Thank you! Author Nguyen Huu Toan v TABLE OF CONTENTS ABSTRACT iii ACKNOWLEDGEMENT v TABLE OF CONTENTS i LIST OF TABLES iv LIST OF FIGURES vii INTRODUCTION 1.1 Rationale of the thesis 1.2 Research objectives 1.3 Research questions 1.4 Data…… 1.5 Plan of report 2 BACKGROUNDS OF THE COMA2 2.1 Overview of COMA2 2.1.1 Missions 2.1.2 Visions 2.1.3 Major works 2.1.4 Workforce 2.1.5 Organizational structure 2.2 Current situation of COMA2 2.2.1 Key Financial and Operating Statistics 2.2.2 COMA2 problems 10 LITERATURE REVIEW 14 3.1 The Definition and Concept of Competitiveness 14 3.1.1 Competitiveness 14 3.1.2 Drivers of Competitiveness 15 3.2 Methods to increase competency of company 16 3.2.1 Improve Recruitment and selection to get the better employees 17 3.2.2 Career development to retain qualified staffs 18 3.2.3 Train and develop employees 18 3.3 Five-forces model 18 3.3.1 Threat of entry 20 3.3.2 Substitute products 21 3.3.3 Bargaining power of suppliers & buyers 21 3.3.4 Threats of Competitors 22 i 3.4 Lessons of success and failures from literature 22 3.5 Chapter summary 23 METHODOLOGIES AND DATA 24 4.1 Methodology 24 4.2 Data……… 24 4.3 Survey description 24 4.4 Measurement 25 SURVEY RESULTS AND FINDINGS 26 5.1 Survey results 26 5.1.1 Assessment of Customers 26 5.1.2 Assessments from Suppliers and other partners 30 5.1.3 Assessment of Staffs 32 5.1.4 Assessments from Managers 37 5.2 Findings and Implications 42 5.2.1 Traditional markets get tougher competition 42 5.2.2 The human resource and working environment should be improved 43 5.2.3 Threats of new entrants in the industry is not high 43 5.2.4 Customers are diversified and thus need different approach manners 44 5.2.5 COMA2 can no longer benefit from the supports of Government policy 44 5.2.6 Analysis of the Competitive Environment of by applying Five Forces Model 45 5.2.7 Analysis of the Competitive competency by SWOT 47 5.2.8 Conclusion 48 PROPOSALS FOR IMPROVEMENT 50 6.1 Introduction 50 6.2 Lessons of successful improvements from literatures 50 6.3 Improve quality reputation to improve the brand of COMA2 in market 51 6.4 Partnership with other competent sub-contractors 53 6.5 Improve internal performance to increase corporate competency 54 6.5.1 Improving human resource 54 6.5.2 Improve customers approach 57 6.6 Strategic future direction 57 6.6.1 Invest in new techniques, techno, equipment and vehicle 57 6.6.2 Innovation 58 6.7 Conclusion 58 CONCLUSION 59 7.1 Contribution of the research 59 ii 7.2 Limitation of the research 59 7.3 Directions for further research 59 LIST OF REFERENCES 60 iii LIST OF TABLES Table 2-1: Composition of workforce Table 2-2: Composition of workers .7 Table 2-3: Key performance indicators Table 5-1: Customer’s assessment on Comparative Overall Quality 27 Table 5-2: Customer’s assessment on Brand of COMA2 in the market 27 Table 5-3: Customer’s assessment on Technology quality 27 Table 5-4: Customer’s assessment on Construction working quality 28 Table 5-5: Customer’s assessment on Quality of supporting service 28 Table 5-6: Customer’s assessment on Price to value 28 Table 5-7: Customer’s assessment on Collaborative interaction quality 29 Table 5-8: Customer’s assessment on Compliance the contract 29 Table 5-9: Customer’s assessment on Quality competency in the market 29 Table 5-10: Customer’s assessment on Company Experience in the market 29 Table 5-11: Customer’s assessment on Ability of dealing with contingency situation 30 Table 5-12: Customer’s assessment on the ability of COMA2 to satisfy the demands of customers/suppliers 30 Table 5-13: Supplier or partner group’ assessment on Comparative Overall Quality 31 Table 5-14: Supplier or partner group’ assessment on Company brand identify in the market 31 Table 5-15: Supplier or partner group’ assessment on Interaction between COMA2 and supplier 31 Table 5-16: Supplier or partner group’ assessment on Compliance to the original contract 32 Table 5-17: Supplier or partner group’ assessment on the degree COMA2 satisfies demands of suppliers 32 Table 5-18: Staff assessment on Comparative Overall Quality 33 iv  Most new construction companies are private and small, therefore they cannot compete with big construction companies like COMA2 in larger projects, because capital requirements for property development are high  Construction companies are increasingly more numerous in the residential buildings  The construction industry is highly risky and filled with uncertainty  Access to inputs such as skilled labour is difficult Substitutes: Strong  New and emerging innovative methods and processes within construction industry  New innovative methods are at a lower cost than traditional methods  Low switching costs once a project is complete, new consultants may be appointed Suppliers Bargaining: Weak  There are many suppliers of materials and design in the industry  Construction materials are readily available from many suppliers  Switching costs of contractors are low  Contractors, sub-contractors and manufacturers have to work together for successful delivery of the project Therefore, they have to share profits with COMA2 for the ultimate project success rather than to think of their owned profits Buyers Bargaining: Strong  The major customers of COMA2 is government which is very strong  The developers and client’s demand for construction projects is in decline  Customers are not very loyal, the lowest bid always wins  Low switching costs as new projects means new consultants, contractors and suppliers  Construction developers have a high quality of information for decision making 46  There are few developers and construction clients compared to the many service providers available to deliver project  Customers are not very loyal, the lowest bid always wins; Low switching costs as new projects means new consultants, contractors and suppliers In summary, the overall industry attractiveness is not high The collective impacts of the five competitive forces will result in lower profitability of COMA2, as well as the other industry participants The rivalry amongst competitors is very vigorous The entry barriers in residential buildings are low, and allow new rivals to gain a market foothold There is intense competition from substitutes Buyers are able to exercise considerable bargaining leverage 5.1.11 Analysis of the Competitive competency by SWOT The strength, weakness, opportunities, and threats of COMA2 is summarized in the chart below Strength 1.1 A part of customers rated quality, technology, brand of COMA2 good 1.2 Long history makes COMA2 a good profile in bidding 1.3 Most public customers are loyal to COMA2 Weakness 2.1 Low construction working quality 2.2 Low brand 2.3 Lack of required qualified technology 2.4 Low quality of supporting services 2.5 Low comparative advantage on quality Opportunities 3.1 Construction market is in high growth Threats 4.1 The government no longer supports state-owned enterprise like COMA2 4.2 There are many new constructor entrants each year 47 Figure 5-1: SWOT analysis 5.1.12 Conclusion This Chapter has presented the survey results and discussed their implications There are focal points that the Board of Directors of COMA2 must pay attention to in finding relevant measures to improve the competitiveness of COMA2 First, COMA2 should improve reputation to bring a better image to the market Customers, an important factor, have gave poor rating in their assessments on COMA2 Second, the line connect between COMA2 and customers was loose Board of Directors must have clearer actions to improve relationship with customers Third, technology, working quality and staff knowledge have great impacts on construction project implementations, but the survey shows that customers rated these characteristics of COMA2 very low, therefore, CEO must pay much attention for these factors Suppliers 48 and partners which as a bridge between COMA2 and market should also be given relevant consideration Finally, human resources - an important factor – are much needed to be cared about to improve the quality.The next Chapter will discuss relevant solutions to improve the competency of COMA2 49 PROPOSALS FOR IMPROVEMENT 6.1 Introduction The Chapter above have discussed findings from the survey, which relate to problems of human and technology resources, reputation This Chapter discusses the solutions to improve these factors to improve the competence of COMA2 6.2 Lessons of successful improvements from literatures According to the lessons from the Turkish construction contractors case(Dikmen, 2004), sources of competitive advantages of a construction company come from: Table 6-1: Ranking of different sources of competitive advantages The Table above summarizes the rankings of different sources of competitive advantage based on average scores The Table also shows that production-related factors are considered as relatively more important sources of competitive advantage than the managerial factors The most important sources are technical capability, experience, client liaisons, financial capability, and quality of products/services whereas strategic alliances, adaptation capability and political power are the least significant factors COMA2 should invest to these areas first The section below will discuss solutions to address COMA2’s major challenges 50 based on the lessons above 6.3 Improve quality reputation to improve the brand of COMA2 in market The survey show that most customers rated quality of COMA2 very low (as discussed in sections 4, 5.1.2, and 5.1.5) The COMA2’s quality reputation looks not attractive People chose a companyfor a simple reason that they trusted the company, they believe in company reputation which has been built up under many years Reputation is fundamental Customer seem to remember the faults rather than the good work and successful projects Faults include an accident on project, an environmental issue, damage to public services or surrounding properties, fraudulent activities, disputes and legal proceedings with customers, poor quality workmanship, or unseemly behavior from workers Customers still remember errors long after the errors remedied, or they will talk to each other and word quickly spreads Some customers are very unforgiving Even COMA2 has remedied the errors and lowered price, COMA2 would leave a poor reputation, and may get difficulty to bid for other construction projects in market, because most customers will keep away from contractors who make the press for the wrong reasons.It can take a long time to build a culture and a reputation but it can be destroyed in just a matter of weeks and months With good reputation, customers will actively seek COMA2 because they knew COMA2 would deliver a quality project, safely and on time, with minimal faults To improve the reputation, COMA2 needs to the following:  Make all personnel understand the importance of delivering a quality project on time without safety, environmental or disciplinary breaches, because reputation is a team effort  Delivering projects on time: most projects of COMA2 were slow or finished late Major reason include lack of funds because customers late to transfer money during the project, unfavorable weather, suppliers failed to provide materials on time, prices increases during the project, and so on However, time is money – The sooner a project is completed, the sooner company customer can start operating the facility 51 to earn money, or household customer can move to his house and stop renting their current property  Do not over-promise and under-deliver: the customers would become very unhappy and later not believe COMA2 The story would be disseminate and market would hesitate to work with COMA2  Deliver work with Responsiveness, Quality, and Professionalism: Due to limited resources, COMA2 is complained by customers not very responsive Customers not want to suffer from incurring additional costs, unsafety, or delay of building usage Therefore, when customers call, COMA2 should be responsive (address requests quickly, returning phone messages, come to meetings, responding to queries promptly, submitting prices, and revise schedules on time, and so on  Service after the project has been completed: respond quickly to repair call The way COMA2 are viewed in the local community is very much the way the staffs feel about the company as well as the way the customers feel about the company The customers and the staff really contribute to COMA2’s reputation So reputation is important and the media and the relationship between the media and the organization is an issue The CEO has a central role to play Reputation without the perception that the quality of product or service is good is not possible, but the image of product affects the company reputation and vice versa Reputation involves employees and affects employees COMA2 need to build essential strategy(technology improvement, high quality services, major partner ) that graduated them to a whole new level and put mark in customer mind The following table summarize other actions that could help to improve reputations Table 6-2: Other actions to improve COMA2 reputation Actions Objective of action Expected results Invest to human and technological capability Improve the human and technological capability Publish successful construction projects in social Disseminate information to the market Make human and technological capability of COMA2 at least equal to marketaverage The market know more about COMA2 52 Costs (VND, expected) billion 100 millionfor advertisement campaigns Actions Objective of action media Enhance quality of construction and other services Enhance the quality reputation Build customer management system Pay attention to Corporate Social Responsibility Improve staff awareness Expected results Enhance quality of communication and relationship with customers Contribute to and Share social responsibility Enhance staff’s understanding and contribution to COMA2 reputation of quality and safety Costs (VND, expected) 200 millions for building strategy and implement it in first step Increase customer loyalty provide better customer service Professional and knowledge staffs which satisfied customers 100 mil for training program and change working place sight Specifically, the action for Corporate Social Responsibility is just another form of advertising COMA2 should establish a fund for donation, charity trips then what it got back are increased reputation and confidence in the business Table 6-3: Actions to improve COMA2 Corporate Social Responsibility Actions Sponsorship education Charity trip Donation Objective of action in Supporting talented people to contribute to future Contribute community Contribute community Expected results to attract attentionfrom media New talented staff could be hired from this source for Build good image of COMA2 for Build good image of COMA2 Costs (expected) 200 mil 100 mil 250 mil 6.4 Partnership with other competent sub-contractors COM2 should ask the parent company for new opportunities from outsourcing COMA2 can extend and expand relationships with current and perspective business partners With partnership with other competent sub-contractors, COMA2 could rely on outsourcing to bring in capable vendors to parts of construction projects at higher 53 quality and cheaper costs Build and improve network: COMA2 need create a strong network includes business colleagues, professional acquaintances, prospective and existing customers, partners, suppliers, contractors and association members Networking is a long-term investment COMA2 does it right by adding value to the relationship, and that contact COMA2 just made can really pay off 6.5 Improve internal performance to increase corporate competency 6.5.1 Improving human resource This recommendation is to address the finding discussed in 5.1.6 and 5.1.7 in which the survey found that overall quality of staffs is low and the barriers to entrants is not high in terms of cost but high in terms of experienced managers and staffs 6.5.1.1 Team deployment and job-matching This measure is to choose staffs best matched with job requirement so that to make them perform By identifying an individual manager or staff’s competency profile and reconciling this against the competency profile for a particular role or position, the degree of fit can be established (Spencer and Spencer, 1993, p 254) The better the fit, the more likely an individual is to be satisfied and so the better their performance and likelihood of being retained This approach can be adopted in recruitment and selection as well as in succession planning and promotion decisions as discussed below A team of similar-profile managers and staffs can perform better 6.5.1.2 Link compensation with performance This is one of key HRM activities Certain managers currently complains that COMA2 fails to appraise its managers against the competencies identified as desirable within its performance management processes That failure to link competencies to appraisal and reward seriously delimits manager and staff value in organizational growth and development Elkin (1990) states that it is easier to apply the concept of competence to employee selection and management development by assessment of job performance However, 54 performance can be difficult to be measured.Focusing on job performance results in long detailed lists of job task competency statements Thus, competency profiles arguably offer an improved benchmark against which managers’ performance can be assessed There are many ways to so First, COMA2 can apply competency-based pay schemes to seek to reward managers for developing their competencies in line with organizational requirements By empowering managers and staffs to take action to address deficiencies in their own competency profile and by regularly monitoring their development via an appropriate performance management system, the aim is to reward managers and staffs who make efforts to align their performance with that required by the organization Many construction companies manage, develop, and retain their key managerial resources by applying the competency framework to The better performance, the higher the pay, that give more incentives to employees to be more participative, thereby helping to ensure sustained performance improvements in the future However, the competency model only provides a framework, and so requires further development in order that is aligns with the values, culture and business environment of the organization within which it is being applied 6.5.1.3 Improve Recruitment and selection to get the better employees This is a developmental approach of the HRM function of COMA2 that has the potential to improve theemployee qualification Recruitment is often a problematic process in construction projects, even in times of high unemployment, since both applicants and advertisers will have specific needs and expectations that will have to be matched First, HRM must define the profile of job and recruit persons that match that profile Any mismatch provides a potential basis for a conflict of interest (i.e., the expectation of differing outcomes and behaviors from an individual) Second, the expectations of managers COMA2 with regard to the level at which performance of its workforce should be superior to its competitors would define how the HRM Department should carrying out assessmenton individual candidates The effective use of the model in the recruitment process demands that the characteristics of 55 the various behaviors are clearly identifiable in advance through that process Third, COMA2 should identify a full competency range of the individual and then to match these against the requirements of the role This is particularly appropriate as an initial screening process when there are large numbers of candidates for a post 6.5.1.4 Career development to retain qualified staffs Identifying candidates for future senior management positions is critical because it allows training and development activities to be planed in advance, tailored to their needs in order to improve organizational preparedness The competency range can be used to assess the managerial potential of new and inexperienced managers, as well as to identify deficiencies in the profile of experienced managers who COMA2 should invest in to retain for further development 6.5.1.5 Train and develop employees Reducing training, or cutting it all together, might seem like a good way to save company time and money (learning on the job is said to be an effective way to train, after all) However, this could ultimately backfire Forcing employees to learn their jobs on the fly can be extremely inefficient So, instead of having workers haphazardly trying to accomplish a task with zero guidance, take the extra day to teach them the necessary skills to their job This way, they can set about accomplishing their tasks on their own, and your time won’t be wasted down the road answering simple questions or correcting errors Past their original training, encourage continued employee development Helping them expand their skillsets will build a much more advanced workforce, which will benefit your company in the long run There are a number of ways you can support employee development: individual coaching, workshops, courses, seminars, shadowing or mentoring, or even just increasing their responsibilities Offering these opportunities will give employees additional skills that allow them to improve their efficiency and productivity The company can give money to them to go to school, encourage them to learn, find new knowledge, send excellent people to study abroad, go to practice in countries with high management level, then on communicate to the management staff at the company, or hire foreign experts to teach more about how to manage, as well as communicate experience This will improve the quality of labor and will save the 56 indirect labor, save the salary for the company, while still ensuring the production progress without increasing production cost, bring high productivity in work 6.5.2 Improve customers approach Do communication more early and more often: COMA2 can find customers in an events or exhibitions One of the biggest mistakes COMA2 made was that it failed to follow up , then it lose our customers COMA2 need to change and keep track to customers by regular communication E-mail marketing: An easy and inexpensive way to communicate is with a brief email newsletter that shows prospects why they should buy from COMA2 COMA2 can distribute an e-mail newsletter that includes tips, advice and short items that entice partners or consumers and leave them wanting more E-mail marketing is a costeffective and easy way to stay on partners’ and customers' minds, build their confidence in our expertise, and retain them Contacts who find COMA2 interesting or valuable can forward e-mail message or newsletter to others, just like word of mouth marketing Loyal customers are your best salespeople: When COMA2 takes care of loyal customers, they will reward COMA2 with opportunities from their network COMA2 therefore should turn customers as sale forces by treating them right 6.6 Strategic future direction 6.6.1 Invest in new techniques, techno, equipment and vehicle The measures below are to address the section 5.1.5 (read more at Table 5-3 and With regards to construction working quality factors (see Error! Not a valid bookmark self-reference.), 12 customers (50 % of customers) dissatisfied, customers (17 % of customers) very dissatisfied; just 17 % of customers agree that the quality was good; customers (17 % of customers) were neutral Overall, working quality factor is judged quite low by customers Table 5-4) The measures include:  Update new techniques by designing a project for employees to learn, apply, and develop new method 57  Base on new technology situation, build a clearly plan to choose suitable equipment and budget  Learn about new technology, look for opportunities at exhibitions and develop it in Viet Nam environment However, invest in new techniques and equipment is very expensive, COMA2 need to balance its financial resources and potential cash flows to optimize outcomes 6.6.2 Innovation In the innovation-driven stage, the ability to produce innovative products and services at the market technology frontier becomes the dominant source of competitive advantage Companies compete with unique strategies that invest strongly in advanced skills, the latest technology, and innovative capacity, and COMA2 should the same COMA2 needs to learn about new technology, look for opportunities at exhibitions and develop it in Viet Nam environment Table 6-4: Actions to improve COMA2 innovation Actions Objective of action Expected results Costs (expected) Keep up new innovative Acquire advanced billions technology manufacturing methods to implement procedures, construction project product, and effectively and services efficiently Take part in Finding suitable Advanced equipment 200 mil construction equipment to enhance working technology machinery quality exhibition Enhance staff Applying new new technology 250 mil knowledge technology easily utilization 6.7 Conclusion The competency of COMA2 is low This Chapter identifies possible methods to improve the performance of COMA2 system so that to improve its competitive capability in the market The next section will finalize the report with contribution and limitations 58 CONCLUSION 7.1 Contribution of the research The research is to evaluate the competency of COMA2 and discuss the implicationsto how COMA2 could improve the performance The research helps to understand the current situation, advantages and difficulties of COMA2 at the moments There are focal points that the Board of Directors of COMA2 must pay attention to in finding relevant measures to improve the competitiveness of COMA2 First, COMA2 should improve reputation to bring a better performance to the market; customers gave poor rating in their assessments on COMA2technology and working quality Second, managers and staffs quality, skill, andknowledge have great impacts on construction project implementations, but the survey shows that the quality of COMA2’s workforce is under average, therefore, COMA2 must pay much attention to improve human resource management activities The research provides recommendations on ways in which COMA2 can directly engaged in the design and improvement process Importantly, it provides a road‐map for COMA2 for improving customer experiences For the implementation, the COMA2 must have clear objectives and balance actions among three areas: customers,internal workforce, and cost‐efficiency I would like my proposals would provide valuable contribution to COMA2 to make its business better 7.2 Limitation of the research The report has not been able to interview all managers and staffs; However, the number of employees took part in the survey was large enough to give credibility to the findings In addition, certain questions were not answered by customers, suppliers and partners; I have no idea why they did not answer those questions 7.3 Directions for further research A potential direction of further research is the finding for a personnel model that can improve the staff satisfaction so that they will work with higher productivity and creativity to increase the COMA2 competitiveness in the market 59 LIST OF REFERENCES COMA2 (2017) Report of Business Result 2016 and Direction of development COMA2 COMA2 (2018) Introduction of COMA2 Retrieved from COMA: www.coma.com.vn Dikmen, I (2004) Marketing orientation in contruction firms : evidence from Turkish contractors Faulkner, D (2002) Strategy: Critical Perspectives on Business and Management, Volume London: Routledge HSB Institute For Strategy & Competitiveness (2014c) Drivers of competitiveness Retrieved from Institute For Strategy & Competitiveness: http://www.isc.hbs.edu/competitiveness-economic-development/frameworksand-key-concepts/Pages/drivers-of-competitiveness.aspx Porter, M (2008) The Five Competitive Forces That Shape Strategy Harvard business Review Porter, M E (1985) Competitive Advantage: Creating and Sustaining Superior Performance London: The Free Press Porter, M E (2002) Competitive Advantage Rosa Chun, R D (2003) Corporate Reputation and Competitiveness London: Routledge Spencer, & Spencer (1993) Competence at Work: Models for Superior Performance John Wiley & Sons, New York Winch, G (2002) Managing Construction Projects Manchester: Blackwell Publishing Company Wolrd Economic Forum (2018) The Global Competitiveness Report 2017-2018 Retrieved 2018, from Wolrd Economic Forum: http://reports.weforum.org/global-competitiveness-index-20172018/?doing_wp_cron=1519568327.5118970870971679687500 Yang, S B., Brown, G., & Moon, B (2011) Factors Leading to Corrections Officers' Job Satisfaction Public Personnel Management 60 ... liabilities 20 3 ,20 3, 824 ,9 72 213,897 ,27 8,513 25 7,538,737,196 Sales Revenues 24 5,108,735 ,20 8 25 0,314,155,880 22 1,441,589,095 Content 20 13 20 14 20 15 Profit before tax 2, 164,3 72, 354 2, 460 ,29 5,508 1,946, 520 ,065... 21 ,000 21 ,500 (Source: COMA2, 20 17) 2. 2 .2 COMA2 problems 2. 2 .2. 1 COMA2 management structure At the moment, the COMA2 workforce has over 40 persons, of which 10 are managers of different layers The. .. telecommunication The thesis is to evaluate the competency of the Construction Machinery Corporation division (COMA2), a member of the Construction Machinery Corporation(COMA), a state-owned construction