Đăng ký Đăng nhập
Trang chủ Ngoại ngữ Kiến thức tổng hợp Improving managerial competencies of middle managers at vinh phuc power company...

Tài liệu Improving managerial competencies of middle managers at vinh phuc power company

.PDF
115
50
56

Mô tả:

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 -

Tài liệu liên quan