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Management offostering officials and public servants at training and fostering institutions of ministry of home affairs in the current period

MINISTRY OF EDUCATION AND TRAINING
HANOI NATIONAL UNIVERSITY OF EDUCATION
___________________________

NGUYEN TIEN DAO

MANAGEMENT OF FOSTERING OFFICIALS
AND PUBLIC SERVANTS AT TRAINING AND
FOSTERING INSTITUTIONS OF MINISTRY OF
HOME AFFAIRS IN THE CURRENT PERIOD
Major: Educational Management
Code: 62.14.01.14

SUMMARY OF
DOCTORAL THESIS OF EDUCATION SCIENCE

Hanoi – 2016


THE THESIS WAS DONE AT
HANOI NATIONAL UNIVERSITY OF EDUCATION


Supervisors:
1. Assoc. Prof. Dr. Pho Duc Hoa
2. Assoc. Prof. Dr. Ngo Quang Son

- Objection 1: Prof.Dr. Phan Van Kha – THE VIETNAM INSTITUTE OF
EDUCATIONAL SCIENCES
- Objection 2: Assoc.Prof.Dr. Dao Ai Thi - THE MANAGEMENT OF SCIENCE AND
TECHNOLOGY

- Objection 3: Assoc.Prof.Dr. Nguyen Duc Son - HANOI NATIONAL
UNIVERSITY OF EDUCATIONFFICE

The thesis will be reported to the Council of Assessment and Acceptance
of the university level study in Hanoi National University of Education
On ….. hour, day…... month ... … year 2016

Thesis can be made a reference at the library:
- Hanoi National Library or the
- Library of Hanoi National University of Education.


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INTRODUCTON
1. Reason for choosing the thesis topic
In the current context of incredibly complicated and unpredictable international
and region situation, our country is currently confronting new issues, including
advantages and opportunities interwoven with acute difficulties and challenges. Along
with many major strategies and orientation policies on constructing and developing the
country, the Party and the State set out administrative reform policies to develop a state
of transparent, firm, and gradually modernized, in which the construction of the officials,
public servants with sufficient qualification and capacity is an important task as officials
and public servants are the core human resources in managing and organizing the
implementation tasks by the State. The 11th nationwide Congress document of the
Communist Party of Vietnam was stated that “Developing and improving quality of
human resources, especially of high qualified human resources, is one of key elements
determining the rapid and sustainable development of the country”. Therefore, it is
necessary to “Make a remarkable change in training and fostering” in order to “build up
transparent officials and public servants having capacity to meet requirements of new

context”.
The officials and public servants are a part of the state administrative system that
play an important role in planning and deciding whether guidelines and policies will
succeed or fail and be the force directly implementing policies and plans of the agencies
and organizations, and national targets. Resolution No. 30c/NQ-CP dated November 08,
2011 by the Government on Overall program of state administrative reform in the period
of 2011-2020 was stated that one of core objectives of the program is “Building up
officials and public servants having enough qualification, ability, and skill to meet the
requirements of serving our people and the development of the country”. The quality of
officials and public servants have a decisive meaning for the success of state
administration reform, and fostering officials and public servants is one of the important
elements to build up high qualified, professional and modern officials and public
servants meeting the requirements of country’s innovation in the new context.
In recent years, with the interest and leadership by the Party and the Government,
the training and fostering officials and public servants has had positive changes,
contributing to improve the qualifications and problem solving skills of officials and
public servants. However, according to international integration trend and the constant
development of science and technology, global political socio-economic situation has
always been changing and the relationship between nations has been become more and
more complicated, which requires the force to have enough qualification and capacity to
deal with new trends. That is being good at professional, understanding the knowledge
related to leading and managing, being able to obtain and process the information,
possessing the socio-economic rules, especially the rules of market economy as well as
effectively applying these rules in leading and managing to specific condition, context
and position. Nowadays, the qualification of officials and public servants in the new
period must reach a higher level than what in scope and sector of which they are in


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charge. Therefore, training, fostering and improving capacity for officials and public
servants is crucial.
In fact, the management of fostering officials and public servants at the training
institutions of the Ministry of Home Affairs (MOHA) recently has made great
contributions to the developing of the firm, transparent and professional officials and
public servants, contributing to the country’s construction and renovation. However,
there still remain shortcomings and drawbacks. The management of fostering program
content has not been consistent and regularly updated. The fostering activities focused
on theory rather than professional, business, state management knowledge; even
professional training is also lack of balance, ... The form and content of fostering
officials and public servants has been renovated but not in high efficiency, training
schedule has still focused on providing lessons of theoretical, impractical content. The
management of lectures has been depending on relations leading to not high quality of
lecturers, so there is still situation in which several lecturers have not updated new
knowledge for timely fostering learners due to limited capacity or the capacity of
guiding learners to practice problem-solving is poor and limited in fostering officials and
public servants in titles and positions…
In general, the management of fostering officials and public servants has not
completed, synchronized and partly met the practical requirements of the innovation.
This leads to the awareness of a part of officials and public servants has been
inconsistent, lack of creativity; many officials and public servants who have not
understood the assigned functions, duties and authorities had subjectively and randomly
handled tasks, leading to law violations. Some officials and public servants have
expressed the decline in quality, ethics, and lifestyle, the lack of responsibility and poor
attitude of serving people, while the requiring, bureaucratic, and wasteful situations are
still existing; working modes and styles of many agencies are remaining stagnant,
manual.
In the current period of renovating, integrating, stabilizing and developing the
country, officials and public servants are required to have not only comprehensive but
also broad as well as deep qualification and capacity. They must be good at professional,
understand the knowledge related to leading and managing, be able to obtain and process
the information, possess the socio-economic rules, especially the rules of market
economy as well as effectively apply these rules in leading and managing to specific
condition, context and position. Nowadays, the qualification of officials and public
servants in the new period must reach a higher level than what in scope and sector of
which they are in charge. To achieve this, the solution is constantly improving the
quality of officials and public servants, and management of fostering officials and public
servants is a particularly important factor in fostering officials and public servants to
enhance the quality of this force.
For this very reason, the author has selected the thesis topic "Management of
fostering officials and public servants at training and fostering institutions of Ministry
of Home Affairs in the current period" to do research.


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2. Objectives of the research: Based on the research of theory, practice and
management of fostering officials and public servants at training and fostering
institutions of Ministry of Home Affairs, this thesis propose management solutions of
fostering officials and public servants at training and fostering institutions of Ministry of
Home Affairs in the current period.
3. Subject and object of the research:
3.1. Subject of the research
Fostering officials and public servants at training and fostering institutions of
Ministry of Home Affairs.
3.2. Object of the research
Managing of fostering officials and public servants at training and fostering
institutions of Ministry of Home Affairs in the current period.
4. Scientific hypothesis
In recent years, management of fostering officials and public servants in training
and fostering institutions of Ministry of Home Affairs has gained specific outcomes, this
makes a very big contributions to the enhancing the quality of officials and public
servants at the current time. Nevertheless, compared to the requirements of improving
the quality of officials and public servants in the international integration and
industrialization and modernization of the country, officials and public servants still
have the limitations and shortcomings of many causes including the cause of activities
fostering civil servants.
If the solutions which are chosen, proposed, tested and applied are appropriate to
the reality, the quality of fostering officials and public servants at training and fostering
institutions of Ministry of Home Affairs can be enhanced, then contributing to
improving the quality of officials and public servants in the current period.
5. Tasks for the research
5.1. Theoretical research
Researching the management rationale of state management and educational
management, institution management which is the scientific base for the research on
management of fostering officials and public servants at training and fostering
institutions of Ministry of Home Affairs.
5.2. Practical research
Studying and assessing the situation of management of fostering officials and
public servants at training and fostering institutions of Ministry of Home Affairs.
5.3. Research proposal
Proposing and testing solutions, and experimenting a solution of management of
fostering officials and public servants at training and fostering institutions of Ministry of
Home Affairs in the current period.
6. Scope of the research
- Rationale research on management of fostering officials and public servants at
training and fostering institutions of Ministry of Home Affairs.


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- Research on current situation of management for fostering officials and public
servants at several training and fostering institutions of Ministry of Home Affairs such
as: Institute of Officials training, National Academy of Public Administration, …
- Subject of the research: Management leaders, in-charge teachers, teaching
lecturers, and learners at training and fostering institutions of Ministry of Home Affairs
- Duration: From 2013 to 2016
7. Methodological base and methods of the research
7.1. Base of research methodology
7.1.1. System approaching
7.1.2. Management function approaching
7.1.3. Standard approaching
7.1.4. CIPO approaching
7.2. Group of research methods
7.2.1. Methods of theoretical research
7.2.2. Methods of practical research
7.3. Statistical methods
Using mathematical formulas and statistics to process the study data, research
results, supporting for the theoretical and practical methods of research above to draw
scientific conclusions.
8. Arguments need to be defended
- Officials and public servants is currently an important force in executing the
public duties at agencies of the Party, socio-political organizations and the State of
Vietnam. Therefore the fostering and the management of fostering officials and public
servants still have the limitations and shortcomings.
- Management of fostering officials and public servants at training and fostering
institutions approaching management function and coordinating approach model CIPO is
in accordance with the urgent requirement in the current period to improve the quality of
this force while our country is implementing administrative reform; reduce of the
workforce size; increasingly intensive industrialization, modernization and international
integration.
- Proposed solutions on management of fostering officials and public servants in
training and fostering institutions of Ministry of Home Affairs in the current period are
highly necessary and feasible.
9. Contributions of the thesis
9.1. In terms of theory
Systematizing and supplementing several rationale bases of fostering activities
management for officials and public servants at training and fostering institutions of
Ministry of Home Affairs in the current period.
9.2. In terms of practice
- Indentifying advantages, disadvantages, and factors affecting to current situation
of fostering activities management for officials and public servants at training and
fostering institutions of Ministry of Home Affairs in the current period such as:


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Mechanisms, policies and management methods as well as fostering facilities … by
conducting survey of fostering and fostering management activities.
- Proposing practical solutions which are necessary and feasible to improve the
quality of fostering activities management for officials and public servants at training
and fostering institutions of Ministry of Home Affairs in the current period. These
solutions focus on core issues, urgent issues and pay attention to develop internal and
external advantages of management process.
- The thesis is a reference for training and fostering institutions of Ministry of
Home Affairs in terms of management for fostering officials and public servants in the
current period.
10. Structure of the thesis
Besides the introduction, conclusion and recommendations, references,
appendices, the thesis is presented in three chapters, as follow:
Chapter 1: Theoretical and legal base for management of fostering officials and
public servants
Chapter 2: Management reality of fostering officials and public servants (OPS) at
training and fostering institutions of Ministry of Home Affairs.
Chapter 3: Solutions to management of fostering officials and public servants at
training and fostering institutions of Ministry of Home Affairs in the current period.
Chapter 1
THEORETICAL AND LEGAL BASE FOR MANAGEMENT OF FOSTERING
OFFICIALS AND PUBLIC SERVANTS
1.1. Overview of the research
1.1.1. Overseas research
1.1.1.1. Fostering and management of fostering officials and public servants
Officials and public servants formed and developed in association with the birth of
the state organization in the different forms of economics and societies.
Training and fostering officials and public servants serving the State with loyalty
and dedication is a requirement of the bourgeois state. However, it was not until the
earlier of the last century, when management science developed, that the research on
activities, demands, and management of training and fostering, training was really paid
proper attention with modern scientific methods.
Whereas the studies of serveral other countries focus on detail issues of
management of training and fostering with the contents such as: Identifying the demand
of training, developing the training plan, managing the implementation and assessment
of trainning, and training, fostering strategies and tactics of the organization... These
studies can supplement, influence mutually, and create theoretical bases for the
following studies on management of training and fostering officials and public servants.
Management of fostering officials and public servants is one of the important
stages in improving the quality of officials and public servants to meet the serving
requirements of the national administrative system.


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1.1.1.2. The research works related to orientation and solutions to enhance the
role of management of fostering officials and public servants
Discussing on solutions to enhance the quality of officials and public servants,
scientists and managers in countries all around the world are interested in researching,
many projects have been announced and there is a consistence in concept and feasibility
of the solutions. The result of a research conducted by members of OECD (Organization
for Economic Co-operation and Development) has shown the content of quality and
solutions of officials and public servants developing.
In general, management of fostering officials and public servants is one of the
important stages in improving the quality of officials and public servants to meet the
serving requirements of the national administrative system. The previous researches on
training and fostering officials and public servants as well as researches related to the
solutions to promote the role of fostering officials and public servants have created a
theoretical and practical foundation for the management of fostering officials and public
servants. These researches have given us a relatively clear picture of improving
management quality of fostering officials and public servants in different aspects.
1.1.2. Research in Vietnam
1.1.2.1. Research on fostering and management of fostering officials and public
servants
Recently many education institutions, research institutions, government
organisations and scientists have announced various scientific works which are valuable
to management activities of training and fostering officials and public Servants (TF
OCS), in general and management of training and fostering officials and public Servants
(TF OPS) at Training and Fostering institutions (TF) of Ministries and sectors, in
particular.
The thesis “Solutions to training and fostering administrative public servants in
the period of industrialization and modernization of the country” by Ngo Thanh Can
(2002) states: “Training and fostering officials and public servants is an urgent necessity,
one of the decisive factors for the success of the renovation in the current period”. By
properly conducting TF OPS, will we have a force of qualified and competent OPS to
ensure the operation of State administrative apparatus in a high-quality, efficient and
effective manner.
For FA to be effective, management is a element to be specially emphasized.
There are lots of scientists’ works in the field of education and training management
such as Bui Minh Hien’s works: "Research on scientific base to design the curriculum of
effective school leadership and management", a ministerial-level topic in 2009;
"Research for construction of education management model based on classroom and
school in Vietnam", a topic of TRIC project in 2010; "Approach to design the advanced
program of education training and management in the world", a topic of TRIC project in
2011. Author Nguyen Xuan Thuc possesses the work "Innovation in training
management and teachers in the Pedagogical Universities", a ministerial-level topic in
2011. These works express an deep insight into education management and specify how


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to apply it in Vietnam actual condition to achieve effectiveness in management in
general and education management in particular.
1.1.2.2. Research works related to orientation and solutions to enhance the role of
management of fostering officials and public servants.
At the same time there are quite a lot of scientific works with various approaches
and scopes studying orientation and solutions to management of OPS FA in our country.
In "Scientific arguments for improving the quality of officials and public servants in
the period of accelerated industrialization and modernization of the country" by Nguyen
Phu Trong and Tran Xuan Sam, published by National Political Publishing House in 2003;
the authors have studied the development history of concepts of officials and public
servants, contributing to explain and systematize the scientific bases of improving the
quality of OPS force in general. Therefore recommendations on orientation and solutions
to enhance and develop the force in terms of quality, quantity and structure are proposed.
Author Chu Thi Hao of "Some solutions to human resource management in the public
administrative sector", State organization digest December 12/2015 has delved into
solution groups to TF to improve the quality of OPS.
As can be seen, solutions to TF activities and management of fostering OPS
proposed by researchers are quite comprehensive and consistent, inheriting experiences of
developing TF and management of education and training in our country in the previous
period, closely relevant to current conditions of our country; simultaneously accessing to
modern TF development and management science in the world.
1.1.3. General remarks on the studying situation of existing research works and
research orientation of the thesis
* Remarks on the studying situation
In general, all above works have focused on solving the practical problems arising
in OPS TF activities. These scientific works provide many a great deal of materials of
theoretical basis, knowledge and experience of building OPS in general, equipping the
thesis author with reference materials in the course of researching the topic. However,
problems in management of official and public servant fostering activities at Ministries
and sectors’ TF institutions have not been mentioned much. There has been no research
work related to this matter conducted for Ministry of Home Affairs.
* Research orientation of the thesis
On the basis of the purposes and requirements of the thesis and overall studying
situation of the topic, PhD student has identified research orientations as follows:
- Selectively absorbing results (regarding reference material, content of research
method) of previous research works, applying in the research and presentation of my thesis.
- Conducting a survey, study, collection and use of various sources of reference
materials regarding theory and current status of management of OPS FA to finish the thesis.
- On the basis of necessary and reliable reference material sources, the thesis, in a
trusted and fairly adequate manner, rebuild: achievements, problems and limitations in
management of OPS FA at Ministry of Home Affairs’ TF institutions.


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- The scope of this thesis is to focus on studying some basic concepts and
surveying the current status of management of OPS FA at Ministry of Home Affairs’ TF
institutions.; to experiment some solutions at School for training and fostering officials
and public servants and some other TF institutions of Ministry of Home Affairs.
1.2. Basic concepts
1.2.1. Management
Management is an essential activities arising where there is a collective effort to
achieve a common goal. Organizations are created to realize targets that individuals are
unable to achieve or achieve ineffectively. These organisations must be managed. The
functions of management are harmonising and coordinating individuals’ activities in
order to create a joint effort to realize the goal of the organisation. The more people rely
on joint efforts, the organization has a large and complex scale and the number of
organisations increases, the more the role of management becomes important.
1.2.2. Fostering and fostering activities
1.2.2.1. Fostering:
Fostering is a continuous process of improving the level of expertise, knowledge,
professional skill, capacity or quality in general on the basis of the knowledge and skills
trained before.
In OPS FA, fostering aims to update, retrofit or newly equip with knowledge,
skills and attitude towards duty accomplishment and public services; helping to improve
the quality and efficiency of their performance.
1.2.2.2. Fostering activities:
Fostering activities are a process of changing and updating the missing or outdated
knowledge, complementing more profession, training or strengthening more professional
skills under the special subjects. These activities are aimed at enabling students to have
the opportunity to strengthen and systematically develop existing knowledge, skills and
professional expertise to carry out works more efficiently. In an educational view,
fostering activities are a unified process. It is teaching and learning activities with
specific characteristics. It is a regular and continuous activities contributing to enable the
force to meet the demanding requirements of the economy and society.
1.2.3. Management of fostering activities
Management of fostering activities are an oriented impact process of the fostering
management subject at various levels to all stages and the elements of the fostering
process and procedure to achieve training goals set out.
1.2.4. Officials and public servants
1.2.4.1. Officials
“- Officials are Vietnamese citizens, elected, approved and appointed positions
and titles under term of office in the offices of the Communist Party of Vietnam, the
State, sociopolitical organisations in the central, provinces, centrally controlled cities
(hereinafter generally referred as provincial level), districts, towns and provincial cities
(hereinafter generally referred as district level), in permanent personnel and paid from
State budget.


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- Officials of communes, wards and commune-level towns (hereinafter generally
referred as commune level) are Vietnamese citizens, elected to hold positions under term
of office in Permanent People's Council, People's Committee, Secretary and Deputy
Party Secretary, heads of socio-political organisations”.
1.2.4.2. Public servants
“- Public servants are Vietnamese citizens, recruited and appointed into the
grades, positions and titles in the offices of the Communist Party of Vietnam, the State
and central, province and district level sociopolitical organisations; in offices and units
of the People's Army of Vietnam, who are not officers, professional soldiers, defense
workers; in offices and units of the People's Public Security of Vietnam, who are not
officers, professional noncommissioned officers; and in the leadership and management
board of public service units of the Communist Party of Vietnam, the State,
sociopolitical organisations (hereinafter referred as public service units), in permanent
personnel and paid from State budget; for public servants in the leadership and
management board of public service units, salaries are guaranteed by the salary fund of
such units in accordance with the law.
- Commune-level public servants are Vietnamese citizens, recruited to hold a
professional title, profession under communal People's Committee, in permanent
personnel and paid from State budget.
1.3. Being fully aware of the view of the Party, the ideas of President Ho chi
Minh and State's laws on training and fostering officials and public servants and
management of fostering activities
The Party and the State always appriciate the building and developing officials
and public servants and consider it an issue of strategic significance.
According to the above view of the Party and State's laws, the management of
fostering officials and public servants at training and fostering institutions of Ministry of
Home Affairs is required to ensure the following contents:
Firstly, to focus on directly serving for the demands of nation’s socio-economic
development.
Secondly, to ensure the consistency between theory and practice in implementing
tasks and duties of officials and public servants
1.4. Roles of the activities of fostering officials and public servants
1.4.1. To ensure the officials and public servants’ improvement of knowledge,
expertise and mindset level to meet requirements of developing economy and society
1.4.2 To develop and perfect professional ethics personality, enhance physical
aspect for every officials and public servants to meet requirements of national
development
1.4.3. To help OPS to obtain scientific working methods and skills to quickly adapt to
the change of domestically and internationally working environment
1.5. Management of fostering officials and public servants at Ministry of Home
Affairs’ training and fostering institutions in the current period


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1.5.1. Fostering officials and public servants at Ministry of Home Affairs’ training
and fostering institutions
* Fostering based on grade standard: junior officials members, specialists and
chief specialists and senior specialists.
*Fostering based on leadership position standard: The program of fostering
department-level leadership.
* Professional knowledge and skill fostering
- Fostering knowledge and skills of State organization
- Fostering knowledge and skills of document processing and archiving
- Fostering knowledge and skills of State management about religion
- Fostering knowledge and skills of emulation and reward
1.5.2. Management of fostering officials and public servants at Ministry of Home
Affairs’ training and fostering institutions
1.5.2.1. Management of fostering objectives
Managing fostering objectives at TF institutions firstly requires to build up a
reasonable objective system: Common objectives, specific objectives for each subject
and ultimately special topic are set out. These objectives are closely related to each other
and establish an objective system or a network of objectives. Based on the common
objectives, the specific objective of each fostering subject and then the objective of
detailed topic are identified. Based on fostering objectives, fostering program and
methodologies are designed to suitable defined objectives.
1.5.2.2. Management of fostering contents
- Developing a plan: To develop the fostering plan, it is second to nothing to
define fostering needs and objectives.
- Organizing the implementation of contents: This is the allocation of fostering
programs, arrangement of thematic teaching by time; or in other words, the fostering
plan developing and implementation organizing of fostering programs are conducted by
time and at appropriate places.
- Operating the contents: In order that the contents are well run, it is second to
nothing to reasonably assign and decentralize in terms of functions and duties as well as
to have the close collaboration between fostering institutions.
- Testing, assessing and adjusting the contents: This is a necessary task to ensure that
the program is smoothly operated following set-out plan and schedule as well as to regularly
update and renovate the curricula in line with needs of society, users, and learners.
1.5.2.3. Management of fostering methodologies
Management of fostering methodologies includes: Defining fostering methods
which are relevant to fostering contents and objectives; performing selected fostering
methods; testing and evaluating performance results; adjusting and renovating via
coordination, combination and integration in order to most effectively achieve fostering
objectivities.
- Teaching method
- Learning method


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1.5.2.4. Management of lecturers
- Planning lecturer officials
- Conducting recruitment
- Assigning and coordinating
- Testing, supervision and evaluating
1.5.2.5. Management of students
- Managing enrollment
- Managing the course of learning and training
- Following up students after the end of training courses
1.5.2.6. Management of technical and physical facilities for fostering activities
Designing an overall planning and plan of the need of physical facilities and
equipment for teaching, learning, research and working of schools in stages; organising
the planned construction, repair and purchase to direct an effective use and
exploitation; testing, monitoring and evaluating the use status, then launching measures
to supplement and adjust in order to gradually realise, use and exploit the system of
technical and physical facilities for best serving fostering activities, scientific research
and other activities.
1.6. Factors affecting the management of fostering officials and public
servants at Ministry of Home Affairs’ institutions for training and fostering
1.5.1. Subjective factors
- Reputation of training and fostering institutions
- Pedagogical environment of TF institutions
- Infrastructure conditions
- Level of the mangement board (MB)
- Apparatus organization
- Lecturers’ expertise and quality
- Personnel to be fostered
1.5.2. Objective factors
- Globalization and international integration
- Political and legal factor
- Economic and socio-cultural factor
- Scientific and technological factor
- Management mechanism factor
1.6. Experiences of management of fostering officials and public servants in
several countries in the world
1.6.1. China
1.6.2. Japan
1.6.3. The United State of America
1.6.4. France
1.6.5. Lessons for Vietnam from international experiences


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Chapter 2
MANAGEMENT REALITY OF FOSTERING OFFICIALS AND PUBLIC
SERVANTS (OPS) AT TRAINING AND FOSTERING INSTITUTIONS OF
MINISTRY OF HOME AFFAIRS
2.1. Overview on the Ministry of Home Affairs (MOHA) and its existing
training and fostering institutions
2.1.1. The Ministry of Home Affairs’ functions in and responsibilities for training
and fostering OPS under the Government’s Decree No.58/2014/ND-CP dated June 16,
2014 on regulating the Ministry of Home Affairs’ functions, responsibilities and
authorities and organization structure, the Ministry is the Government’s agency,
performing state administration in the industries and sectors as: state public-service
agencies; local authorities, administrative frontier, state officials and public servants;
training and fostering in state administration and management; non-governmental
organizations and associations; emulation and award; religious practices; state archives;
youth and state administration for public services in the Ministry’s management sectors
abide by the law. Accordingly, the Ministry has specific duties in various industries and
sectors (multi-industries, multi-sectors), however, to support my research, I would like to
mention some specific duties related to this Thesis’ research content namely state
officials and public servants; training and fostering of officials and public servants.
2.1.2. The Ministry’s training and fostering institutions
In order to support the thesis on managing OPS fostering, the author selected only
04 TF institutions namely The National Academy of Public Administration (NAPA);
School for Training and Fostering officials and public servants; Religious professional
competence school; and Emulation and Award Training and Fostering Center.
2.2. Management reality of fostering officials and public servants at the
Ministry of Home Affairs’ training and fostering institutions
2.2.1. Conducting surveys on OPS fostering management
2.2.1.1. Purposes of conducting surveys:
The survey subject on management of fostering OPS at the Ministry’s training and
fostering institutions was aimed at forming the basis for objective assessment on OPS
fostering management in managerial terms: Objectives, content, methods, lecturers,
learners, technical facilities.
Besides, the survey was intended to evaluate the advantages, disadvantages,
subjective and objectives impacts on OPS fostering management in order to form the
practical basis for suggesting managing measures for fostering OPS at the Ministry’s TF
institutions in the current period.
2.2.1.2. Areas, objects and schedule of survey
* Areas of survey: School for TF officials and public servants and other institutions
directly under the Ministry of Home Affairs.
* Subjects of survey: Managing leaders, lecturers and learners.
* Schedule of survey: 02 years.
2.2.1.3. Content of survey


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The content of survey included 04 sheet forms (No.1-4) of questionnaires.
Moreover, a few more questionnaires were used for analyzing the thesis’ statistics.
2.2.1.4. Methods of survey
During the survey, we employed mainly such methods of survey as questionnaires,
interviews and observation.
2.2.2. Outcomes of surveying OPS fostering management reality
2.2.2.1. Fostering’s objective management
The objectives of fostering OPS is to prepare and update state administration
knowledge for specialist, chief specialist and senior specialist grades; improve work
execution skills; enhance the awareness of serving people in order to improve officials and
public servants’ competence in performing their assigned duties, authorities and
responsibilities; contributing to the foundation of a professional and modern
administration to meet the administrative reform requirements and form a Socialist
legitimate state and promote global integration.
2.2.2.2. Fostering’s content management
In training and fostering officials and public servants, an important factor is
fostering’s content, which is the core factor of achieving the activity’s objectives. Thus,
the fostering program and contents should always stick to policies, guidelines of the Party
as well as policies, laws of the State; update the information about global fluctuation in all
sectors such as: Security – defense; economic – political; cultrural – social; science –
technology...; enhance practical knowledge through review of experience and especially
the development innovation that our country is implementing. Therefore, the program and
contents of fostering officials and public servants must be paid much attention in terms of
developing, innovating, and meeting the requirements of our nation’s development as well
as increasingly globalized issues of other nations in the region and all around the world.
In recent years, to meet the requirements of human resource development for
society, program and contents of fostering officials and public servants has been always
concerned and constantly renovated by the MOHA in order to enhance qualifications and
skills for this team to meet the requirements of the dutied under specific content groups
such as: theories, discussing/ practicing, thematic reports, case study and field trips.
2.2.2.3. Management of fostering methods
Teaching methods play an important and special role in the MOHA’s training and
fostering institutions, therefore they must be constantly updated based on individual
objects, offer the theory and practice combination, encourage learners’ positiveness and
activeness, help to reduce in-class presentation time, encourage
discussions,
conversations and suggest relevant practical issues.
2.2.2.4. Management of Lecturers
Lecturers are the most important factor in the development process of each
institution of training and fostering officials and public servants of MOHA. This is a
strategic duty deciding the development of each training and fostering institution with the
requirements of sufficient quantity, reasonable structure and high qualification.
2.2.2.5. Management of Learners


14

The learners of the MOHA’s TF institutions for OPS are officials and public
servants who are providing public services in the Party’s agencies and the state’s politicalsocial organizations. As a result, learner management in the fostering classes has quite a
few distinctive features.
2.2.2.6. Facility management for fostering
- Fostering’s infrastructure,
- Information, materials
- Technical facilities and means have been equipped, increasingly standardized and
constantly updated.
2.3. Evaluating the fostering management’s influential factors
2.3.1. Subjective factors
2.3.2. Objective factors
2.4. Evaluating the management of fostering OPS at the MOHA’s TF
institutions
2.4.1. Achievements and their origins in the management of fostering OPS at the
MOHA’s TF institutions in the current period
2.4.1.1. Achievements
2.4.1.2. Reasons of achievements
Firstly, there is consistency and determination in the Party's guiding viewpoints
on fostering officials and public servants.
Secondly, there is relatively completed documentary system of training and
fostering officials and public servants for public servants.
Thirdly, the objectives, perspectives and directions for developing human
resources of home affairs sector in particular and enhancing quality of officials and
public servants in general, have established a direct basis for fostering officials and
public servants of traning and fostering institutions.
Fourthly, there has been a ralatively sufficient and complete system of programs,
materials, and methods of fostering officials and public servants.
Fifthly, training and fostering institutions of MOHA are relatively complete and
strong to undertake and accomplish the objectives of improving the quality of fostering
officials and public servants.
Sixthly, the Party and State always concerned to invest the fund of fostering
officials and public servants.
2.4.2. Disadvantages and reasons of disadvantages in management of fostering
officials and public servants at training and fostering institutions of MOHA in current period
2.4.2.1. Disadvantages
2.4.2.2. Reasons of disadvantages


15

Chapter 3
SOLUTIONS TO MANAGEMENT OF FOSTERING OFFICIALS AND PUBLIC
SERVANTS AT TRAINING AND FOSTERING INSTITUTIONS OF MINISTRY
OF HOME AFFAIRS (MOHA) IN THE CURRENT PERIOD
3.1. Overall orientations on fostering officials and public servants (OPS) in
the current period
3.1.1. Objectives
3.1.2. Requirements
3.1.3. Contents of fostering
3.2. Principles of proposing solutions
3.2.1. Principle of Party spirit guarantee
3.2.2. Principles of Practicality guarantee
3.2.3. Principle of synchronism guarantee
3.2.4. Principle of inheritance and development guarantee
3.2.5. Principle of typical choices
3.3. Solutions to Management for Fostering officials and public servants
(OPS) at Institutions for Training and Fostering (TF) of Ministry of Home Affairs
(MOHA) in the Current Period
3.3.1. Improving awareness of importance of reform of management for fostering
officials and public servants
3.3.1.1. Purposes and meaning
It aims to enhance the quality and effectiveness of fostering, based on that, to
improve the quality of Official and Public Servant force to meet the requirements of the
task execution.
3.3.1.2. Contents of implementation
- Raising the awareness of opportunities, as well as the challenges of Institutions
for Training and Fostering (TF) of Ministry of Home Affairs (MOHA) in Fostering
officials and public servants (OPS) in the current situation of Vietnam as well as
international integration trend.
- Renovating the management leaders of the Institutions for TF of MOHA.
- Carrying out fostering officials and OPS based on the opening mechanism.
- Heightening the learning and self-learning spirit;
- Always considering the requirements of practical life, integration and
modernization as the condition of renovation.
3.3.1.3. Manner of implementation
- Improving the management leadership/leaders, lecturers, staffs and trainees’
knowledge of the meaning and importance of management for fostering officials and
OPS at the Institutions for TF of MOHA.
- Commending the departments initiative and creative in the implementation
process.
3.3.1.4. Conditions of implementation


16

The implementation plan should be clarified and specified, and implemented
regularly and continuously.
3.3.2. Direct updating, renewing and planning the contents and program of
Fostering officials and public servants
3.3.2.1. Purpose and meaning
It aims to adjust and supplement to complete the fostering objectives and programs
and teaching methods in the modern and practical way in accordance with the needs of
managers and trainees, and to contribute to fostering officials and OPS , and to meet the
requirements of human resource development for the country in the current time.
3.3.2.2. Contents of implementation
- In aspect of knowledge: After finishing the fostering courses, the trainees have
to comprehend the general and specialized knowledge sufficiently for the personal
development and be capable to adapt to their own working environment.
- In aspect of skill: After finishing the fostering courses of Fostering officials and
OPS, in addition to knowledge, the trainees are provided with other skills to meet the
requirements of tasks.
- In aspect of attitude: Through content and program of Fostering officials and
OPS , after finishing the courses, the trainees are provided with the solid political spirit,
ready to face with challenges; have creative thinking and counter-argument respect; have
the capacity to manage themselves and appropriate communication behaviors with the
local people in working process.
3.3.2.3. Manner of implementation
- Conducting continuously and regularly so that the contents and program of
fostering officials and public servants are constantly updated, supplemented and
perfected to meet requirements of fostering the officials and public servants.
- Surveying the users and trainees’ opinions who have been participating in the
fostering classes and lecturers to assess the teaching objectives and programs and
methods which are being implemented currently at the Institutions for TF of MOHA
- Organizing conferences and seminars with the participation of the devoted local
and foreign experts, scientists and managers.
- Strengthening international cooperation, and organizing delegations to travel
abroad to study and learn experience in Fostering officials and public servants of the
developed countries.
3.3.2.4. Conditions of implementation
Organizing seminars and exchange sessions on experiences in the management
for fostering officials and public servants based on optional topics.
Avoiding overlapping but show flexibility in the implementation of the officials
and public servants fostering program.
3.3.3. Take care of directing the renovating methods of fostering officials and
public servants
3.3.3.1. Purposes and meanings


17

It aims to improve the quality of the fostering activity, and meet the objectives and
requirements set out in the fostering process and of industrialization and modernization
3.3.3.2. Contents of implementation
- The teaching methods enable trainees to carry out their self-learning process
successfully to meet the fostering objectives.
- There are many teaching method set out during fostering officials and public
servants; therefore, lecturers or trainers have to select the teaching methods appropriate
with the fostering contents.
- The renovation of teaching methods shall focus on trainees as centre, and
development of their qualities, mindset and capabilities.
- The contents are required to suitable for the subject of officials and public servants
as trainees ; therefore, during the application of teaching methods, the trainers are
required to request the trainees to self-study and self-manage their own self-study time
effectively.
3.3.3.3. Manner of implementation
The renovation of the fostering methods should be focused based on the
organization of personal and group activities and clubs so that all the trainees are
encouraged to participate actively in the teaching contents and practice in-place.
3.3.3.4. Conditions of implementation
It is required to select the methods, form and content in line with the
characteristics, material facilities and funding of each Institution for TF.
3.3.4. Building and developing lecturers
3.3.4.1. Purposes and meaning
The effective development of the lecturers aims to ensure the sustainable
development of the Institutions for TF.
3.3.4.2. Contents of implementation
Firstly, reviewing the lecturers in the Institutions for TF of MOHA .
Secondly, implementing effectively the training and fostering programs and plans
applied to the lecturer officials.
Thirdly, enhancing the quantity and quality of lecturers with doctoral degree
3.3.4.3. Manner of implementation
Assessing the influential factors, the advantages and disadvantages of the
development of lecturers to provide basis for building plans and planning of
development of lecturer officials.
3.3.4.4. Conditions of implementation
MOHA has to concern and direct and lead the Institutions for TF of MOHA, and pay
extensive attention to, and have awareness of the importance of the planning and plans for
development of lecturer officials, and invest appropriately in building planning and plans.
3.3.5. Intensifying inspection and assessment of fostering officials and public servants
3.3.5.1. Purposes and meaning
It aims to motivate and encourage the active and proactive spirit and flexibility of
lecturer officials; verify the effectiveness of the management for fostering; help the


18

Institutions for TF OPS have orientation in the appropriate adjustment of fostering
content, form and method.
3.3.5.2. Contents of implementation
- Renovating the management for fostering OPS in current period.
- Renovating the assessment of learning results and fact-finding during fostering OPS.
3.3.5.3. Manner of implementation:
Management Leadership/Leaders of the Institutions for TF should direct other
subordinate units to coordinate with Training Division/units in organizing the periodical
and irregular inspection for fostering OPS.
3.3.5.4. Conditions of implementation
It is required to ensure fairness, objectivity, stability and continuity of the
inspection and assessment.
3.3.6. Enhancing investment in facilities, equipment and funding
3.3.6.1. Purposes and meaning
Enhancing the resource investment to develop Institutions of OPS is significant,
because it has its own specific characteristics to foster the forces of officials and public
servants for the State authorities.
3.3.6.2. Contents of implementation meaning
- Increasing the number of classrooms and functional rooms in consistence with
existing conditions of area and structures.
- Earning and spending according to the regulations, regimes and policies of the
State. Setting a clear funding norm in fostering activities, in internal spending
regulations, creating a legal basis for the implementation.
3.3.6.3. Manner of implementation
Implementing the appropriate decentralization of powers and responsibilities of
each department in charge of the investment, use and protection of facilities and
equipment of the Institutions for TF. Improving the awareness of the efficient
exploitation and use of facilities and funding in fostering OPS for each OPS, officials,
lecturers and trainees; firmly punishing the collectives and individuals that violate the
regulations on the use of public resources; and reward and encourage the collectives and
individuals implementing successfully and effectively based on the annual bonus fund;
3.3.6.4. Conditions of implementation
Management Leadership/Leaders should direct Accounting/ Financial Planning
Department/Division to use the funding sources provided by the State and partially by
trainees to create a reasonable funding sources for the procurement of teaching facilities
and equipment.
3.3.7. Strengthening international cooperation on the management for fostering
officials and public servants
3.3.7.1. Purposes, meaning
Improve the quality of lecturers as well as fostering OPS to meet the requirements
of the administrative reform, industrialization and modernization of Vietnam.
3.3.7.2. Contents of implementation


19

- For the contents of fostering: Fostering skills, professional capacity and management
leadership; fostering based on titles; fostering language skills (such as English).
- For the contents of cooperation: Establishing the cooperative relations through
the organization of "delegations out" and welcome the " delegations in"; cooperating and
exchanging experience through conferences and seminars; exchanging lecturers through
investing foreign lecturers to participate in teaching the classes of fostering OPS at the
Institutions for TF.
3.3.7.3. Manner of implementation
Building and implementing the planning of lecturers and management
leadership to ensure sufficient quantity and reasonable structure and quality with
vision and capacity of creativeness and professionalism, meeting the requirements of
fostering generally and international cooperation particularly.
3.3.7.4. Conditions of implementation
The Institutions for TF have to actively collaborate with the unit of functionality
MOHA to carry out the international cooperation on the management for fostering OPS
and financial management according to the current regulations of the State.
3.4. Relationships among solutions
All the solutions above have the relationship close one another, and towards
content of management for fostering OPS to get the highest efficiency. If lack of any or
performing asynchronously solutions will cause many difficulties for the management
and development of fostering OPS at the Institutions for TF of MOHA.
3.5. Verifying necessity and feasibility of solutions and conducting
experiments
3.5.1. Verifying
In the dissertation, the author proposes 7 solutions whose necessity and feasibility
have been verified at the Institutions of TF OPS of MOHA.
Based on the survey results, basically, all the respondents agree that the solutions
presented in the dissertation show their own necessity and feasibility, showing that they
meet the requirements proposed of the dissertation.
3.5.2. Experiment (phase 1)
The solution 3 is select to be experimented: Take care of directing the method
renovations of fostering officials and public servants, specifically, only one method
belonging to the solution is experimented, that is “Organization of fostering application of
situation-handling method in teaching for lecturers”.
3.5.2.1. Purposes of experimentation
3.5.2.2. Content of experimentation
3.5.2.3. Selecting Experimental sample and area at some of the Institutions for TF
of MOHA
a. Experimental group
b. Control group
c. Locations of conducting the experiment:


20

3.5.2.4. Organizing experimentation
a. Assessing forms of application of situation-handling methods to design the
contents of lecturer quality assessment in control group and experimental group before
the experiment.
No.

Form of assessment

1

Approach to knowledge of lecturers
Applying the actual situation in the localities and
2
units in lecture
3
Designing lesson plans in active way
4
Handling teaching cases of lecturers
5
Building case studies to apply in teaching
6
Designing forms of test and assessment of trainees
General assessment of lecturers’ application of situationhandling method in teaching

Experimental group
Average
STANDARD
mark
DEVIATION
2.52
0.79
2.47

0.95

2.59
2.43
2.43
2.56

0.67
0.71
0.90
0.79

2.52

0.79

b. Plan on fostering experimental and control
c. Organization of fostering
d. Instruction of fostering
e. Review and assessment of fostering
g. Analysis of experimentation results
- Comparison of results between Experimental and control groups
No
1
2

Content
Number of lesson plans applying the situation-handling
methods
Number of periods applying the situation-handling method

Experimental group
36
9

- Comparison of results before and after experimentation
Before experiment
No.

Form of assessment

Approach to knowledge of
lecturers
Applying the actual situation
2 in the localities and units in
lecture
Designing lesson plans in the
3
active way
Handling teaching cases of
4
lecturers
Building case studies to apply
5
in teaching
Designing forms of test and
6
assessment of trainees
General assessment of lecturers’
application of situation-handling
method in teaching
1

After experiment

Average
score

Standard
deviation

Average
score

Standard
deviation

P

2.52

0.79

3.13

0.76

0.005

2.47

0.95

3.08

0.73

0.008

2.59

0.67

3.13

0.69

0.004

2.43

0.71

3.21

0.74

0.002

2.43

0.90

3.17

0.72

0,003

2.56

0.79

3.13

0.76

0,005

2,52

0.79

3.13

0.76

0.005

Therefore, based on the survey results, the average scores increase, standard
deviation decreases (i.e., the dispersion is small), it is concluded that the organization of


21

fostering the situation-handling method for lecturers in teaching at Institute for Officials
Training is effective considerably and necessary for the Institutions for TF of MOHA in
current period.
3.5.3. Organizing the influential experiment (phase 2)
a. Assessing the way of applying situation-handling method in teaching of
lecturers before influential experiment
TT

Results
Average Standard
score
deviation

Forms of assessment

1

Approach to knowledge of lecturers

2.45

0.77

2

Applying the actual situations in the localities and units in lecture

2.45

0.71

3

Designing lesson plans in the active way

2.35

0.81

4

Handling teaching cases of lecturers

2.4

0.64

5

Building case studies to apply in teaching

2.55

0.71

6

Designing forms of test and assessment of trainees

2.4

0.87

2.45

0.82

General assessment of lecturers’ application of situation-handling
method in teaching

b. Making fostering plan
c. Organization of fostering
d. Guidance of fostering
e. Checking and assessing fostering
g. Analysis on results of influential Experiment
Table 3.8. Lecturers’ application of situation-handling method in teaching after experiment
TT
1
2
3
4
5
6

Forms of assessment
Approach to knowledge of lecturers
Applying the actual situation in the localities and units in
lecture
Designing lesson plans in the active way
Handling teaching cases of lecturers
Building case studies to apply in teaching
Designing forms of test and assessment of trainees
General assessment of lecturers’ application of situationhandling method in teaching

Results
Average
Standard
Score
Deviation
3.00
0,52
3.00

0,52

2.9
3.1
3.00
3.10

0,60
0.51
0,60
0.51

3.00

0.56

Via conducting the influential experiment on the third solutions, specifically,
“Organization of fostering the application of situation-handling method in teaching for
lecturers” (seeps xem laij tiengs Viet cho ddongf booj ) in which participants are lecturers
from two faculties (phase 1) and 04 units (phase 2), generally it is concluded as follow:
Through the survey results of applying problem-solving method in teaching of


22

experimental lecturers, it is can be assessed that the qualifications and the level of
applying problem-solving method in teaching of experimental lecturers are both better
than that before experimentation. This allows us to conclude that: When the capacity and
qualifications of lecturers are improved, the management efficiency of training and
fostering institutions will also be enhanced.
i. Assessment of responses

TOPICS

DIFFICULT
EASY TO
TO
UNDERSTA
UNDERSTA
ND
ND

Learners
are actively
initiative in
the lessons

Topics
appling
problemsolving
method the
most

Topics
appling
problemsolving
method the
best

No.

Rate

No
.

Rate

No.

Rate

No.

Rate

No.

Rate

111

75%

37

25%

110

74,3%

74

50%

91

61,5%

116

78,4%

32

21,6%

108

73%

77

52%

118

79,7%

135

91,2%

13

8,8%

114

77%

111

75%

121

81,7%

125

84,5%

23

15,5%

100

67,6%

114

77%

139

93,9%

Public servants,
public duties

129

87,2%

19

12,8%

102

68,9%

83

56%

38

25,6%

Drafting skills

107

72,3%

41

27,7%

108

73%

94

63,5%

88

59,5%

Meeting
management
skills

110

74,3%

38

25,7%

101

68,2%

91

61,5%

97

65,5%

Public duties
ethics
Presentation
skills
Public servants
assessment skills
in implementing
duties
Communication
skills

With this result, we found that the objective of enhancing teaching quality had
been met. This proved that appling problem-solving method in teaching for lecturers’
teaching quality enhancement is is feasible and necessary. Simultaneously, with the
experimental results, it can be affirmed that the lecturers’ ability of appling problemsolving method in teaching has been improved after this fostering course.
General Assessment:
Via conducting the experiment on solutions to management for renovations of
teaching methods, specifically, “Organization of fostering the application of situationhandling method in teaching for lecturers”, it can be assessed that the experimental
group’s the assessment results on qualifications and level of application of situationhandling method to design the lecture are higher than of control group.


23

CONCLUSIONS AND RECOMMENDATIONS
1. Conclusions
1.1. Based on studying and analyzing the theoretical documents (of both Vietnam
and other countries) on State management and management for fostering officials and
OPS, the following basic concepts are systematized: management, training and fostering,
management for fostering officials and OPS.
1.2. Based on the current status of management for fostering officials and OPS in
Vietnam and the surveying results on opinions of management leadership/leaders,
lecturers and trainees related to the status of management for Fostering officials and
OPS at the Institutions for TF of MOHA, the specific contents of management which
should be focused include Objectives, programs, methods, lecturers, trainees,
facilities, equipment and funding to serve fostering officials and OPS.
- Assessing the advantages, disadvantages and indicating the reasons of
management of fostering officials and public servants at training and fostering
institutions of MOHA
- The conditions ensuring the management of fostering officials and public
servants are varied, including subjective and objective factors. The degree of each
factor influences the fostering management.
1.3. Based on studying the theory and practice of the management for fostering
officials and OPS to improve the quality of the force of officials and public servants to
meet the issues of Vietnam in current period, the dissertation proposes 07 solutions to
management.
Solution 1. Improving awareness of importance of reform of management for
fostering officials and public servants
Solution 2. Direct updating, renewing and planning the contents and program of
Fostering officials and public servants
Solution 3. Take care of directing the renovating methods of fostering officials
and public servants
Solution 4. Building and developing lecturers
Solution 5. Intensifying inspection and assessment of fostering officials and
public servants
Solution 6. Enhancing investment in facilities, equipment and funding
Solution 7. Strengthening international cooperation on the management for
fostering officials and public servants
The results of surveying the assessment opinions of specialists show that the
proposed solutions to management for fostering officials and OPS show their own
necessity and feasibility and practicality at the Institutions for TF of MOHA in the
current period. The synchronous implementation of management solutions will take
effects on improving quality of fostering officials and OPS, contribute to improving the
quality of force of officials and OPS to meet the requirements for the task execution, as
Vietnam’s international integration become more and more extensive in the current period.


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