Luận văn thạc sĩ UEB improve capacity for mid level management team of viettel hanoi

ĐẠI HỌC QUỐC GIA HÀ NỘI

KHOA QUẢN TRỊ VÀ KINH DOANH

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NGUYỄN VĂN LINH

MANAGEMENT CAPACITY BUILDING

FOR MIDDLE MANAGERS OF VIETTEL HANOI

NÂNG CAO NĂNG LỰC

CHO ĐỘI NGŨ QUẢN LÝ CẤP TRUNG CỦA VIETTEL HÀ NỘI

LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH

Hà Nội - 2017

ĐẠI HỌC QUỐC GIA HÀ NỘI

KHOA QUẢN TRỊ VÀ KINH DOANH

---------------------

NGUYỄN VĂN LINH

MANAGEMENT CAPACITY BUILDING

FOR MIDDLE MANAGERS OF VIETTEL HANOI

NÂNG CAO NĂNG LỰC

CHO ĐỘI NGŨ QUẢN LÝ CẤP TRUNG CỦA VIETTEL HÀ NỘI

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: TS. TRẦN KIM HÀO

Hà Nội - 2017

COMMITMENT

After studying and analyzing the current situation of Viettel Hanoi’s middle

management personnel, the author has studied and gathered the documents to complete the

Thesis: "Management capacity building for middle managers of Viettel Ha Noi" under

the careful guidance of PhD Tran Kim Hao.

The author declares that this thesis is my ownwork, the data and results used in the

thesis are completely true from the facts and experiences that are collected by accurate

statistics at Viettel Hanoi.

Name of author performing the thesis

Nguyen Van Linh

ACKNOWLEDGMENT

First of all, I, the author – student, would like to thank the Board of Rectors and all

teachers of Hanoi National University for supporting me with the best knowledge and

facilitating the best conditions for me to carry out this topic.

I would also like to send my deep gratitude to PhD. Tran Kim Hao, the direct

instructor, who has dedicatedly guided and helped me during the research and completion

of this thesis.

Thanks also to the leaders of Viettel Hanoi for their support in collecting data and

materials, for their contributions with valuable opinions in the field study.

Lastly, i would like to thank my friends for their support and encouragement so that i

can complete well this thesis.

Thank you very much!

The author’s name

Nguyen Van Linh

TABLE OF CONTENTS

LIST OF TABLES..................................................................................................................i

LIST OF DIAGRAM.............................................................................................................ii

INTRODUCTION.................................................................................................................1

CHAPTER 1: SOME BASIC THEORETICAL ISSUES ON IMPROVING THE

CAPACITY FOR MID-LEVEL MANAGEMENT TEAM IN ENTERPRISES..................8

1.1. SOME BASIC CONCEPTS........................................................................................8

1.1.1. Concept of mid-level management team...............................................................8

1.1.2. Characteristics and requirements for mid-level management team in telecom

enterprise........................................................................................................................8

1.1.3. Role of mid-level management team.....................................................................9

1.1.4. Improving the capacity of mid-level management team.....................................10

1.2. QUALITY ASSURANCE CRITERIA FOR MID-LEVEL MANAGEMENT TEAM

IN ENTERPRISES...........................................................................................................11

1.2.1. Knowledge..........................................................................................................11

1.2.2. Skill.....................................................................................................................12

1.2.3. Work attitude.......................................................................................................12

1.3. CONTENTS ON IMPROVING THE QUALITY OF MID-LEVEL

MANAGEMENT TEAM IN ENTERPRISES.................................................................13

1.3.1. Improving the quality of Mid-level management team through training and

fostering........................................................................................................................13

1.3.2. Improve the quality of Mid-level management team through recruitment

activities........................................................................................................................15

1.3.3. Improving the quality of Mid-level management team through the treatment activities

17

1.3.4. Improving mid-level management team through the arrangement and use.......19

1.4. FACTORS AFFECTING THE QUALITY IMPROVEMENT WITH RESPECT TO

MID-LEVEL MANAGEMENT TEAM OF ENTERPRISES.........................................19

1.4.1. External factors..................................................................................................19

1.4.2. Internal factors...................................................................................................21

1.5. EXPERIENCES IN IMPROVING THE CAPABILITY FOR MID-LEVEL

MANAGEMENT TEAM OF SOME ENTERPRISES....................................................23

1.5.1. Experiences from improving the capacity for Song Da Corporation’s mid-level

management team .........................................................................................................

1.5.2. Lessons learned from improving the capacity for Viettel Hanoi’s mid-level

management team. ........................................................................................................

Summary of Chapter 1 .........................................................................................................

CHAPTER 2 : CURRENT SITUATION OF IMPROVEMENT OF MANAGEMENT

CAPACITY FOR VIETTEL HANOI’S MID MANAGER TEAM ...................................

2.1 OVERVIEW OF VIETTEL HANOI .........................................................................

2.1.1 Introduction of Viettel Hanoi ..............................................................................

2.1.2 Key features of Viettel Hanoi in production and business ..................................

2.1.4 Business performance of Viettel Hanoi in 2016 ..................................................

2.2 ANALYSIS OF QUALITY OF VIETTEL HANOI MIDDLE MANAGEMENT

PERSONNEL ..................................................................................................................

2.2.1 Overview of Viettel Hanoi’s middle management team ......................................

2.2.2 Current status of Viettel Hanoi’s middle management team ..............................

2.3 ANALYSIS OF CAPACITY IMPROVEMENT FOR VIETTEL HANOI’S

MIDDEL LEADERSHIP MANAGEMENT THROUGH TIME ...................................

2.3.1. Measures - forms implemented in the training and fostering for period of 2013 -

2017 .............................................................................................................................. 39

2.3.2. Measures - forms to improve capacity for middle management team in the

recruitment ...................................................................................................................

2.3.3. Measures - solutions already applied in renumeration .....................................

2.3.4. Measures - solutions already taken in the arrangement and use of the

management team .........................................................................................................

2.4 EVALUATION OF DECISIVES OF VIETTEL MIDDLE MANAGEMENT TEAM..

2.4.1 Labor market demand .........................................................................................

2.4.2 Identification of tasks and performance standards of the middle management

team ..............................................................................................................................

2.4.3 Assessment of the performance of middle management team .............................

2.4.4. Workplace organization .....................................................................................

2.4.5 Building and development of corporate culture ..................................................

2.5 GENERAL ASSESSMENT ON MANAGEMENT CAPACITY DEVELOPMENT

FOR VIETTEL HANOI’S MIDDLE MANAGER TEAM .............................................

2.5.1 Advantages of capacity building for mid-level managers of Viettel Hanoi ........

2.5.2 Disadvantages to overcome in capacity building for mid-level managers of

Viettel Hanoi.................................................................................................................48

2.5.3 Causes of restrictions in capacity building for mid-level managers of Viettel

Hanoi............................................................................................................................48

Summary of Chapter 2.........................................................................................................49

Chapter 3: SOLUTIONS TO IMPROVE THE QUALIFICATION OF VIETTEL

HANOI’S MIDDLE MANAGER TEAM...........................................................................50

3.1 DEVELOPMENT ORIENTATION OF VIETTEL HANOI AMIDS ECONOMIC

INTEGRATION...............................................................................................................50

3.1.1 Perspectives, objectives and development orientation of Viettel Military Telecom

Corporation..................................................................................................................50

3.1.2 Basic development goals of Viettel Hanoi...........................................................51

3.2 VIEWPOINTS TO CAPACITY IMPROVMENT FOR VIETTEL HANOI’S

MIDDLE MANAGER TEAM.........................................................................................51

3.2.1. Overcoming the limitations on the current quality of manpower.......................51

3.2.2. Enhancing professional training for the management team and attracting high

quality management team.............................................................................................52

3.3 BASIC SOLUTIONS TO CAPACITY IMPROVEMENT FOR VIETTEL HANOI’S

MIDDLE MANAGER TEAM.........................................................................................53

3.3.1 Solutions to improve the quality of human resources through training and

fostering........................................................................................................................53

3.3.1.3 Determination of training needs..............................................................................54

3.3.2 Solutions to improve the quality of the middle management team through

recruitment....................................................................................................................57

3.3.3 Improve quality of human resources through treatment......................................59

3.3.4. Improved capacity of middle management team through arrangement and use 63

3.3.5 Improved cultural environment of the business...................................................63

CONCLUSIONS..................................................................................................................65

LIST OF REFERENCES.....................................................................................................66

LIST OF TABLES

Table 2.2: Structure of middle management team in the period 2013 - 2017..................................35

Table 2.3: Structure table by training level in 2017............................................................................36

Table 2.4: Status of knowledge of the middle management team....................................................36

Table 2.5: Table of skills level of post-training staf............................................................................37

Table 2.6 Working attitude of the middle management team...........................................................38

Table 2.7: Conduct of middle management team over the work pressure.......................................38

Table 2.8: Number of trainees in the period 2013 - 2017..................................................................40

Table 2.9: Number of recruited middle management team in the period 2012-106.......................42

Table 2.10: How to calcuate monthly score of the middle management team................................46

Table 2.5: Status of background the middle management team.......................................................55

Table 2.6: Table of skills level of post-training staf............................................................................56

i