Tài liệu Improve capacity for mid level management team of viettel hanoi

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 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 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 mid 2.2.2 Current status of Viettel Hanoi’s 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 standa team ............................................................................ 2.4.3 Assessment of the performance of middle manag 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 m 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 attude 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 LIST OF DIAGRAM Diagram 1.1: Procedure on the elaboration of training programs....................................... 15 Diagram 1.2: Structure in human resource’s treatment...................................................... 18 Diagram 2.1: VIETTEL HANOI’S ORGANIZATION CHART........................................30 Diagram 2.2: Process of recruiting middle management team............................................41 Diagram 2.3: Process of selecting middle management team............................................. 42 Diagram 3.1: Payment system structure.............................................................................. 61 ii INTRODUCTION 1. Rationales of research topic For each nation, human being is the most important and essential resources to determine the existence and development as well as the position of such nation in the global market, then for every organization, it is a decisive and cruicial factor to the organization. Vietnam is considered as a nation with an abundant and cheap human resources by foreign companies. This is an extremely important advantage for the successful implementation of socio-economic development strategies. However, it cannot be denied that the quality of Vietnam's human resources is still very weak; HR development strategy is not specifically planned, or properly paid attention to, especially the management team. Amid Vietnamese employees are still influenced by the working styles in old economic mechanism, the business environment is constantly changing and the market is increasingly competitive in the context of economic integration, thus, Vietnam cannot stand outside the trajectory of global development. Therefore, it is important that the human resources in enterprise must be qualified to meet the job requirements and improve the qualification for better development. In the reports, Vietnam always asserted itself as a country with abundant human resources, capable of meeting the requirements of socioeconomic development. However, in practice, the quality of human resources in Vietnam is still weak and there is a shortage of highly qualified and skilled employees, especially the management team in enterprises.. In recent years, along with the development of national economy, the increase in ecommerce, import-export and investment activities, the Vietnamese telecom services also have made a strong development. As the business market is expanding, the demand for telecommunication services is becoming more and more important, accordingly the telecommunication industry has become a high growth industry. The development of telecommunication industry importantly contributes to the application of technologies in production and business, time and costs saving. Over the past five years, Viettel's telecommunication business has maintained a higher revenue growth rate than the previous year. Particularly in 2016, although doing business in the context of Vietnam's economy has faced with many challenges, Viettel Hanoi still ensures the growth indicators of revenue and profit. Good human resources along with qualified mid-level management team are an urgent requirement for Viettel Hanoi. The current human resources of Viettel Hanoi are 3,380 people, of which mid-level 1 management team is 30 people, many staffs have never trained with management skills. Besides, the job requires the management team to have a good grasp of professions and skills. The research on the current status with regard to the capacity and practical needs of Viettel Hanoi’s mid-level management team, as well as finding out the existed reasons shall form the solutions to enhance the management capacity for the management team. It is the necessary conditions for Viettel Hanoi to maintain its growth and sustainable development in order to improve its competitive advantages in the domestic and international telecom market. Derived from these practical requirements, I have chosen to study the topic "Improving the capacity for Viettel Hanoi’s mid-level management team" to complete my Master's thesis on economics. 2. Situation of research topics 2.1 Some foreign studies Researchers and academics from different perspectives also have different views on the improvement of personnel capacity. Susan M.Hfield, a human resource specialist, as a member of the Society for Human Resource Management and the American Society for Training & Development. From the perspective of an HR specialist and researcher as well as a manager, Susan M.Healthfield has set the criteria that are considered as a measure of the human resource quality in enterprise including: perception, work skills, technology application, attitudes, trust, sensitivity, personal characteristics etc. This is purely a way of assessing the studies on human resources with knowledges, working style, thinking and acting based on a modern and developed working environment. This assessment shall raise the awareness, culture and good labor discipline that lead to the acquisition, awareness and convergence of knowledges and skills required for modern human resources. This insight also appreciates and respect the personal thoughts and values, personal feelings about the meaning of life, and activities for the purpose of being recognized by the society. Although the disadvantages of this assessment are ideological values that not everyone can understand. Thus, there are phenomena that turn those thoughts into personal ego and worship the satisfaction of that ego, not intellectual dedications for being recognized in society. A study by William R.Racey in The Human Resources Glossary: The Complete Desk Reference for HR Executives, Managers and Employers (1991), it is acknowledged that the organization's human resources are all people working in that organization, as the assets of that organization, but unlike the financial or material resources those asset may create 2 relationships, transactions and facilitate the enrichment for that organization. It is due to this concept that the evaluation of those assets whether is good quality or not, it must have the knowledges and consciousness to work in order to create wealth and enrich the organization.. Thus, in each of different perspectives, we have a point view to make up comments and use as a measurement for the personnel quality from that perspective. In order to have a more consistent assessment upon the personnel quality, the United Nations have put forward an integrated scale, which is the skillful level, knowledges in the whole of human life, potential for socio-economic development and for the community. However, this is commonly a general overview of personnel quality to all countries, sectors and organizations that use the human resources. If this approach is applied to each industry and occupation or each enterprise in each of different operating sectors, it will not be precise. Therefore, depending on each area, each sector, the living and working environment, there should be more detailed and specific criteria for evaluating human resources. Author Gill Palmer - Wollongong University (New South Wales Australia), she has a lot of different scientific studies. Especially in the British Industrial Relations (1993) along with Howard F.Gospel, the relationship between employees and employers in industrial relations at British has been explored in order to assesse the human resource quality through that relationship. However, each country has its own environment, living and working conditions as well as different speed of economic development, the evaluations are for reference only, applicable in each period or certain time. 2.2 Researches in the country In recent years, a number of highly specialized scientific researches has been published and refered to the quality of human resources in various fields. Many authors have expressed their interest and perceived the painfulness of Vietnam's human resources in general, they are abundant in quantity but limited in quality, especially the management team. Associate Professor Dr. Phung Ran with the article "The quality of human resources, the problem of synthesis need a synchronized solution", has been concerned with the quality of human resources, and made the statement that the prosperity or decline of a nation (macro scale) or the success of an organization (micro scale) is based on the human resources and their qualifications. However, until now, there has not been a satisfactory solution to this quality of personnel problem, although there are always strategies for developing national human resources and policies for the implementation of human 3 resource development strategies. The issue concerned by Assoc. Prof. Dr. Phung Ran is not only a matter of a certain period of time, but it is an issue that needs to be paid attention in a country's overall and long-term development strategy with regard to one nation, one sector and one enterprise. A country that wishes to grow and develope, pursuit the growth and development of modern developed countries, it shall be largely thanks to the competitive advantages of human resources. That is the key, the clue to the successful decisions and strategies. Scientific research topic for doctoral thesis "Improving the quality of a contingent of administrative civil servants in Hai Duong province" prepared by Nguyen Kim Dien (2008) also mentions the personnel quality in administrative field. Analysis and assessment on the current status of personnel carrying out the administrative work with certain successes and limitations in Hai Duong province, these analysis may represent the civil servants in general but fail to represent the personnel in the field of economic activities. The scientific research topic "Capacity improvement of managers in state-owned enterprises in Hanoi City" by author Nguyen Vinh Giang (2004) focuses on several solutions to improve the capacity of the contingent of cadres acting as managers in stateowned enterprises. This topic also has not specified what criteria would be needed to evaluate the capacity of human resources in management tasks. Through an analysis of actual capacity of human resources engaged in management tasks, which is a part demonstrating the quality of human resources. However, most enterprises not only have the contingent of managers but also other objects. Therefore, this topic can not be fully represented in the analysis on the human resource quality of an enterprise. There are many research books and papers on human resource management of telecommunication field in general with respect to telecommunication agencies, organizations and enterprises which have been completed such as: "Human resource management in posts and telecommunication enterprises" published in 2002 by author Dr.Ha Van Hoi etc. In which, it is refered to the improvement on the human resource quality in the integration period but also for a long time, there are many problems not suitable in the new technology era. Beside, in general there are some research topics on improving the quality of human resources in telecommunication field, but not focusing the study upon the capacity improvement for mid-level management team, not specifying the practical solutions to strongly improve the labor quality in the context of international economic integration. In Viettel Telecom Corporation, there has some research topics on management 4 skills. However, these topics are only for the purpose of internal work, not clarifying the current situation of human resources in Vietnam's telecoms industry in general or in Viettel in particular due to the narrow research scope. Otherwise, due to the continuous development of science and technology, there shall be a need for more specific researchs to keep up with and compete with the development level of the world's telecommunications industry, from that, solutions to improve the management capacity for mid-level management team will be provided to satify the current requirements. 3. Purpose of research topic The purpose of topic is to propose solutions on improving the capacity for Viettel Hanoi’s mid-level management team in the context of our current social economy. In order to achieve this goal, the topic shall focus upon solving the following tasks: - Outline some basic theoretical issues on improving the quality of human resources of enterprises specialized in providing telecommunications services - Analyze and assess the quality of human resources and improve the capacity of Viettel's mid-level management team. - Propose some solutions to improve the capacity of Viettel Hanoi’s mid-level management team with vision toward 2022 4. Research subject. Research subject: Thesis focuses upon the research solutions for improving the capacity for Viettel Hanoi’s mid-level management team. 5. Scope of research - Scope of research: + Regarding the space: Studying at Viettel Hanoi unit with the address of CT2 building, Trung Van Urban, Nam Tu Liem, Hanoi. + Regarding the duration: Research data from 2012 to 2017, the research is significant for application toward 2022. + Regarding the content: There are many activities to improve the capacity of management team, but the essay focuses on training activities to improve knowledges and skills for human resources; Recruiting qualified personnel and ensuring the structure; Carrying out reasonable treatment to motivate, attract and retain qualified human resources; Arranging and using human resources in aneffective manner. 6. Research method Thesis has used a combination of research methods as follows: 5 6.1 Statistical and description method The thesis uses a wide variety of statistical sources provided from documents based on the use of managerial personnel of Viettel Hanoi. These documents are collected and described to clarify the managerial personnel of Viettel Hanoi. 6.2 Method of synthesis, analysis and comparison Apart from the relevant documents provided by Viettel Hanoi, there are other secondary documents collected by the author from books, journals, the Internet and seminars. These documents have been synthesized, analyzed and compared primarily to find out the characteristics, strengths and weaknesses of management team in the industry and the ttel Hanoi’s management team. 6.3 Expert method The expert method is used by the author in order to further clarify the contents of research, especially the opinions from the experts who help the author in proposing solutions to improve the management capacity of Viettel Hanoi’s mid-level managers. The author has consulted with the expert opinions including teachers, managers, employers. 6.4 Sociological investigation method The purpose of survey and research is to collect information for the construction with regard to the criteria system, current situation and the assessment of Viettel Hanoi’s midlevel management team, from that determining the basic influenced factors and measures for the capacity improvement of mid-level management team. - In-depth interview method In-depth interview method is used to collect information with regard to the characteristics and quality of personnel in the field being studied. The purpose of in-depth interviews with different objects is to receive information and enable the author to compare the information collected from different objects, evaluating the scientific logic of quantitative analysis result with information collected by interviews. - Observation method at workplace Observing the behaviors at workplace, work attitudes, behavioral attitude, working style, ability to handle situations carried out by managers and direct interactors etc. at workplace of studied objects. - Questionnaire survey method The survey will use a questionnaire to collect information. Method: distributing a questionnaire, guiding to fill in questionnaire and supplement proper information to the interviewees in case of necessity. 6 7. Structure of the thesis The topic is divided into three chapters (apart from the introduction, conclusion and appendix) Chapter 1: Some basic theoretical issues on human resource quality in telecommunication industry Chapter 2: Current situation of capacity improvement for Viettel Hanoi’s mid-level management team. Chapter 3: Solutions for improving the capacity of Viettel's mid-level management team. 7 CHAPTER 1 SOME BASIC THEORETICAL ISSUES ON IMPROVING THE CAPACITY FOR MID-LEVEL MANAGEMENT TEAM IN ENTERPRISES 1.1. SOME BASIC CONCEPTS 1.1.1. Concept of mid-level management team First of all, it must be said that the manager plays the most important role in determining the success of enterprise. However, enterprise executives can not manage all of their staffs, but they need powerful support arms, which are the intermediate link between employees and senior managers, or mid-level managers. They are an effective arm of senior management board in the implementation of business strategies, as a pillar and as a contingent team to ensure the efficient and effective operation of the entire management system, mid-level managers are an indispensable team in any enterprise. In an enterprise, this team can be just 2, 3 persons but this number can increasingly go up to hundreds as well as several thousands in other enterprises. They are heads of departments, directors of small workshops, or heads of technical team, etc. In brief, they have a common characteristic: mid-level managers shall be responsible for managing a system inclusive of subordinates based on the thoughts of senior leaders. An enterprise can be redistributed to multiple layers of mid-level management, depending on the structural scale of such enterprise 1.1.2. Characteristics and requirements for mid-level management team in telecom enterprise  Characteristics of mid-level management team in the telecom enterprises Mid-level managers are the bridge between senior executives and low-level managers in enterprise. This is the main team responsible for organizing, implementing and realizing the policies and schemes issued by senior leaders to all employees. Mid-level managers shall communicate the business information in continuous and smooth maner among senior managers and employees. The accuracy level in the subordinate assessment of enterprise is mostly dependent on the reports of mid-level leader team. Such team shall be responsible for organizing, buiding, communicating, implementing business plans and policies of senior leaders to all employees in the unit, sometimes they are spokespersons on behalf of enterprise to speak to the press and community when granted and authorized. Mid-level managers play the role of executing, managing, carrying out the management functions, taking responsibility for the duties they are responsible for. The 8 management duty is to operate the subordinates to achieve the objectives by using the processes, regulations and policies of enterprise. Setting goals, preparing plans, assigning and supervising subordinates to carry out the tasks and duties to achieve goals. Mid-level managers not only carry out their directing function upon their employees, but also have to provide the training of skills and operations, consult their subordinates to help them properly perform their assigned tasks. In addition, mid-level management team shall also advise the leaders on business production strategies and policies for subordinates. For telecom industry, it is a special industry different from other industries, telecommunication products are associated from the production process to the customer’s consumption process, therefore, in order to understand the product, it must know the whole technical or operational telecommunications. Thus, apart from the management profession, mid-level management team in telecom enterprises need to obtain the operations related to telecom business and technical profession.  Requirements for mid-level management team in the telecom enterprises From the characteristics of mid-level management team in the telecom enterprises, the requirements for mid-level management team shall be drawn as below: - Mid-level management team must have a higher education level than the subordinates. For telecom enterprises, mid-level management team must deepen their understanding of telecom technologies in order to better understand the products - - Mid-level management team must have a good management capacity. - Mid-level management team must have qualified skills. Mid-level management team must have deep understanding of economic, social and legal knowledges and especially understand the corporate culture in order tobe in charge of subordinates. 1.1.3. Role of mid-level management team As mentioned above, mid-level managers play a very important role, mid-level management team is critical to the organizations because they are bridges that linking the gaps between senior managers and the remaining parts of enterprise. They are intermediate link between upper and lower levels as well as equal level for other parts. And then the mid-level managers who are keenly aware of the needs from the employees, may have their own observations on customer-to-seller interaction, as well as transfer that 9 information to senior managers. Moreover, they become a buffer between senior managers and lower-level employees. " Mid-level managers are those directly in charge of the staffs, conveying high-level thought to employees. They shall criticize when any employee makes a mistake, connect employees with each other, motivate employees to work hard, and recognize the performance of individuals then communicate to senior leaders. It is the role and duties of mid-level managers. . A good mid-level manager, who will help senior managers for the better management of their staffs, communicate the administration ideas in a clear and effective way, help enterprises operate without internal conflict from there they will work well. In contrast, a mid-level manager who fails to obtain eligable capacity, shall not perform well on their assigned tasks but not communicate the directions to lead the team, making it impossible to set an example for the employee to follow and cause discontent, not motivating employees to work. Consequently, the operating system shall not follow the manager's goals. Accordingly, mastering the critical issues of enterprise management, understanding the functions of management apparatus and its organic attachment, the ability to find coemployees' consensus shall be the key to cause the mid-level managers go to success. 1.1.4. Improving the capacity of mid-level management team The term "capacity improvement of management team" implies the implementation of a series of activities that increase the quality of such management team over the existing one. These are the increasing manifestations with regard to the knowledges, skills and attitudes of mid-level management team. Capacity improvement, on the one hand, facilitates the mid-level management team more capable of meeting the needs of enterprise; On the other hand, creating a more confident management team in the course of creating wealth for the organization and creating the most sustainable competitiveness. Improving the capacity of mid-level management team in enterprise is the overall contents, ways and means with regard to the transform of the constituent elements of management team towards the development in reasonable scale and extent to meet the requirements of enterprise development goals. Improving the capacity of mid-level management team is to increase human being values, material and spiritual values, both intellectual and psychological value, as well as professional skills, faciliating the transmission of directions from the administrators to the employees in the best way and vice versa. From this perspective, the author specifies that improving mid-level management team is to improve the working capacity, job handling 10 skills, and working attitude. Those are:  Improving knowledges (including improving the educational level, professional qualification etc.).  Improving skills (including the conduct ability, communication and problem solving)  Improvingworking attitude is to raise awareness of employees (responsibility, passion, discipline etc.) 1.2. QUALITY ASSURANCE CRITERIA FOR MID-LEVEL MANAGEMENT TEAM IN ENTERPRISES In order to assess the quality of mid-level management team in a comprehensive manner, three factors below should be included that are knowledge, skill and working attitude. 1.2.1. Knowledge Knowledge means the knowledges gained either by experiences, or by study. It consists of three elements: social knowledge, professional knowledge and specific knowledge (knowledges related to daily works and duties). To firmly stand in the management team, the employees must be qualified and always improve their qualifications, expertise and experience. The education level and professional knowledges possessed by the management team shall primarily be through training, those may be trained in that expertise or profession before undertaking the job. Professional qualification is the knowledge, the ability to practice in a certain profession. It represents the training level at colleges, universities, and postgraduate universities, capable of executing or directing the management of a specific job under certain profession such as accounting, marketing, information technology, etc. Therefore, professional qualification is measured through their diplomas. Any position in enterprise should require to carry out the job on a certain level of profession. According to current regulations, highly qualified staffs are graduates of college or higher, but high qualifications shall be not synonymous with high quality. Highly qualified management team must satisfactorily meet the requirements on the position undertaking, mid-level management team in enterprise must obtain knowledges including - Culture and society knowledge: The level of general understanding of individuals in the fields of economy, politics and society. - Professional and operational knowledge: The basic knowledge has been provided 11