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
1. Rationale ...............................................................................................................1
2. Aims of research ...................................................................................................2
3. Objects of research ................................................................................................3
4. Scope of research ..................................................................................................3
5. Research methodology ..........................................................................................3
5.1. Research process ..............................................................................................3
5.2. Data collection .................................................................................................4
5.3. Data analysis method .......................................................................................8
6. Research structure .................................................................................................8
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
1. Conclusion ..........................................................................................................93
2. Limitation ............................................................................................................94
APPENDIX
1:
QUESTIONNAIRE
FOR
ASSESSING
REQUIRED
MANAGERIAL COMPETENCIES .....................................................................97
APPENDIX
2:
QUESTIONNAIRE
FOR
ASSESSING
CURRENT
MANAGERIAL COMPETENCIES ...................................................................101
ABBREVIATIONS
BOD
: Board of Directors
CMIS
: Customer Management Information System
EVN
: Vietnam Electricity
f
: Frequency
HR
: Human Resources
HSB
: Hanoi School of Business
IT
: Information Technology
KSA
: Knowledge, Skills, Attitudes
PC Vinh Phuc
: Vinh Phuc Power Company
VNU
: Vietnam National University
i
LIST OF TABLES
Table 1: Survey‟s respondents ....................................................................................7
Table 2: No. of survey‟s responses for required competencies ..................................7
Table 3: No. of survey‟s responses for current competencies ....................................8
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..........................................................................................4
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
INTRODUCTION
1. Rationale
Competencies are behaviors a person displays in order to translate the knowledge
and skills and leverage the traits to deliver a performance on the job. Competencies
are related to a given job function. Hence, different jobs will require different
competencies. Competencies are the application of all that people know and can do.
Almost all employers describe a job function in terms of competencies and results
required. Also, almost all employee appraisal forms will attempt to grade people in
terms of competencies on some scale.
As mentioned above, competency is very important, especially managerial
competency. Middle managers in all sectors in general and in power industry in
particular operate in an increasingly complex and challenging market economy
environment and have multiple accountabilities and roles. Middle managers of
today and tomorrow, regardless of their job role, need to be accountable, ethical,
manage relationships and resources, and deliver quality outcomes.
In this thesis, the author mainly focuses on managerial competencies of middle
managers at Vinh Phuc Power Company. Vinh Phuc Power Company (PC Vinh
Phuc) is a unit of Power Company No. 1 - Electricity of Vietnam (now Northern
Power Corporation - Electricity of Vietnam). PC Vinh Phuc separated a part of
material, technical and human facilities of EVN and came into operation on April 1,
1997 according to Decision No. 245/DVN-TCCB-LD dated March 14, 1997 of
Electricity of Vietnam on the establishment of PC Vinh Phuc. PC Vinh Phuc is
responsible for supplying power to meet the economic, cultural, social, political and
life needs of people living in Vinh Phuc Province.
As far as the author‟s concern, middle managers play a very important role in the
operation structure and system of PC Vinh Phuc. However, although they have
good qualifications and much experience, some middle managers seem not to do a
good job at the workplace. According to Mrs. Tran Thi Hai, one of middle
1
managers working at PC Vinh Phuc, some employees make complaint that their
direct bosses appear to listen to their concerns, but fail to take action to deal with.
Moreover, many middle managers cannot effectively manage performance and
execution within their teams, but they still achieve the set objects in an extremely
disruptive way, such as failing to involve employees in decisions that affect their
work, or inability to provide employees with professional development
opportunities or feedback on their performance. Mr. Phan Thanh Giang, an
employee working at PC Vinh Phuc, argued: „Some middle managers do not
effectively demonstrate self-awareness, they seem to operate in their own world and
are unable to develop relationships with others in the company.‟ The situation can
be represented by the fact that a rather large number of middle managers at PC Vinh
Phuc are completely unaware of their weaknesses or shortcomings, they do not
understand the impact of their behavior on others, or they make decisions and take
actions aimed at the own best interests. At the meeting of PC Vinh Phuc held on
June 8, 2018, the board of directors pointed out the cause for the weakness that is
because those middle managers do not have enough competency encompassing
knowledge, skills and attitude to meet the demand of work. All of the above reasons
lead to the ultimate need to analyze the gap between required and current
managerial competencies of middle managers at PC Vinh Phuc, then find out
solutions to improve their competencies. Thus, the author decides to choose the
topic ‘Improving managerial competencies of middle managers at Vinh Phuc
Power Company’ for the master thesis.
2. Aims of research
This research aims to achieve the following objectives:
Identify the requirements of managerial competencies of middle managers at
PC Vinh Phuc.
Analyze current managerial competencies and identify the gap between
required and current managerial competencies of middle managers at PC Vinh
Phuc.
2
Propose solutions and recommendations to improve managerial competencies
of middle managers at PC Vinh Phuc.
3. Objects of research
The thesis focuses on managerial competencies of middle managers at PC Vinh
Phuc.
4. Scope of research
The geographical scope of the research is in Vinh Phuc Province, Vietnam.
Timing:
Secondary data were collected within three years (2016 – 2018).
Primary data were collected from September 2018.
Recommendations were proposed for the period of 2018 – 2020.
5. Research methodology
5.1. Research process
Literature Review of
Competency
Secondary data:
PC Vinh Phuc‟s report,
policies, regulations, job
descriptions, analysis, etc.
Required Competencies
Primary data - In-depth
interview: PV Vinh Phuc
senior manager ideas‟ on
middle managers competencies
Primary data Questionnaires:
Senior managers, middle
managers, employees
GAPS
Current competencies
3
Recommendations
and solutions
Figure 1: Research process
Source: Author (2018)
5.2. Data collection
The author used both secondary data and primary data to find out the requirements
of managerial competencies and current managerial competencies of middle
managers at PC Vinh Phuc.
5.2.1. Secondary data
Secondary data were collected from the following resources:
From documents, reports, policies, regulations, labor agreements, job descriptions:
show the strategy and objectives of the organization, the financial status, the job
description and the performance of middle managers.
Other articles on newspapers, journals, books, magazines related to competency
subject.
5.2.2. Primary data
Primary data were collected from two methods of in-depth interview and survey.
In-depth interview:
With the qualitative method, in-depth interviews were conducted with relevant and
experienced senior managers at PC Vinh Phuc to collect their opinions and
comments.
+ Interviewees: Senior managers at PC Vinh Phuc:
+ Number of interviewees: 3
+ Interviewing method: The author held a meeting to interview them directly.
During the interview, the author gave questions based on listed or prepared
questions. Based on their opinions and comments, the author collected and took
note for information.
+ Objective of in-depth interview: In order to understand more about the company‟s
information, required managerial competencies of middle managers, current
managerial competencies assessment methods, senior managers‟ evaluation of
middle managers‟ managerial competencies and their solutions.
4
5
Survey:
With the quantitative method, three surveyed questionnaires were conducted to
analyzed required and current managerial competencies of middle managers at PC
Vinh Phuc.
+ Respondents: Senior managers, middle managers and employees working at PC
Vinh Phuc. The senior managers are respondents of the survey because they are the
ones who directly assign works to middle managers, which helps them be able to
assess managerial competencies of middle managers accurately. Middle managers
are respondents of the survey because the study focuses on managing their
managerial competencies. Employees are respondents of the survey, because they
are the ones who commonly and directly work with middle managers; therefore,
they have accurate and fair assessment and evaluation on the managerial
competencies of middle managers.
- For senior managers
Respondents: Senior managers were taken based on the criterion of respondents‟
willingness. The author invited 10 senior managers to participate into the survey.
Questionnaire design: Questionnaire for senior managers was designed into two
main sections. It starts with a general guidance for the survey. Then respondents
moved to personal information and assessment towards the research topic.
Therefore, senior managers made assessment for their direct employees, who are the
heads and vice heads of departments or divisions.
- For middle managers
Respondents: All 120 middle managers working at PC Vinh Phuc were taken to
give survey.
Questionnaire design: Based on the factors in the research model, the questionnaire
for middle managers was designed into two main sections. The questionnaire started
with a general guidance for the survey. Then respondents moved to personal
information and assessment towards the research topic. Therefore, middle managers
conducted self-assessment and assessment for their colleagues.
6
- For employees
Respondents: Employees were chosen based on the method of convenience
sampling. The author required 70 employees to be able to participate into the
survey.
Questionnaire design: Similar to questionnaire for middle managers, the
questionnaire for employees was designed into two main sections. The
questionnaire started with a general guidance for the survey. Then respondents
moved to personal information and assessment towards the research topic.
Therefore, employees made assessment for their direct managers, who are the heads
and vice heads of their departments or divisions.
Table 1: Survey’s respondents
No.
Position
Quantity
1
Senior manager
10
2
Middle manager
120
3
Employee
70
Total
200
Source: Author (2018)
+ Questionnaire distribution: The questionnaires were sent via email to all
respondents. The questionnaires allows them to evaluate required and current
managerial competencies of middle managers by giving points (from 1: strongly
disagree to 5: strongly agree) in each component.
The number of survey‟s responses obtained are as follows:
Table 2: No. of survey’s responses for required competencies
No.
Respondent
Planned response
Actual response
%
1
Senior manager
10
10
100%
2
Middle manager
120
120
100%
3
Employee
70
70
100%
7
Total
100%
Source: Data from survey (2018)
Table 3: No. of survey’s responses for current competencies
No.
Respondent
Planned response
Actual response
%
1
Senior manager
10
10
100%
2
Middle manager
120
120
100%
3
Employee
70
70
100%
Total
100%
Source: Data from survey (2018)
5.3. Data analysis method
Both of interviews and survey of questionnaire‟s data were analyzed using table,
graph, and comparison. On the other hand, it is effectively to use descriptive
statistics in the study due to this analysis, which is the most common and
fundamental data analysis in academic studies, including such as percentage (%),
frequency (f) and means.
Furthermore, the author used Excel software as tool to carry descriptive statistics as
well as drawing table and graphs. Using percentage (%), frequency (f) and means is
that if an element has a low means, it means that the element is weak and needs to
be improved
From those analyzed data, it was able to draw some results. Based on them, it was
possible to formulate some conclusions and solutions to improve middle managers‟
managerial competencies at PC Vinh Phuc.
6. Research structure
The research was divided into three main chapters as follows:
Chapter 1: Theoretical background on managerial competency of middle managers
Chapter 2: Required and current managerial competencies of middle managers at
PC Vinh Phuc
8
Chapter 3: Solutions and recommendations to improve middle managers‟
managerial competencies at PC Vinh Phuc
9
CHAPTER 1
THEORETICAL BACKGROUND ON MANAGERIAL COMPETENCY OF
MIDDLE MANAGERS
1.1. Nature of managerial competency
1.1.1. Definition of managerial competency
The first definition of management competency was presented by Boyatzis (1982)
with clusters of competencies as “A competency that exists in a person that leads to
behavior that meets the job demands within parameters of organizational
environment, and that, in tum brings about desired results”.
After that, there are some definitions from different researches. According to
Albanese (1989) “Competencies are personal characteristics that contribute to
effective managerial performance”, while Hayes (1979) presented “Competencies
are generic knowledge motive, trait, social role or a skill of a person linked to
superior performance on the job”.
According to Mansfield (1996), over the past years, human resource and
organizational development professionals have generated a lot of interest in the
notion of competencies as a key element and measure of human performance.
Competencies are becoming a frequently-used and written-about means for
organizational applications such as:
-
Defining the factors for a success of jobs (i.e., work) and work roles within the
organization.
-
Assessing the current performance and future development needs of persons
holding jobs and roles.
-
Mapping succession possibilities for employees within the organization
-
Assigning compensation grades and levels to concrete jobs and roles
-
Selecting applicants for open positions, using competency-based interviewing
techniques
10
- Xem thêm -