MINISTRY OF EDUCATION AND TRAINING
VIETNAM NATIONAL INSTITUTE OF EDUCATIONAL SCIENCES
NGUYEN LE VAN DUNG
DEVELOPING MANAGER TEAMS OF
COMMUNITY LEARNING CENTERS
Major: Educational Management
Code: 9 14 01 14
SUMMARY OF DOCTORAL THESIS
HA NOI, 2019
This research is completed at:
The Vietnam National Institute of Educational Sciences
Supervisors:
1. Prof. Dr. Pham Tat Dong
2. Dr. Phan Thi Ngoc Anh
Reviewer 1: ....................................................................
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Reviewer 2: ....................................................................
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Reviewer 3: ....................................................................
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This thesis shall be defended at the Thesis Examination Committee at Institute
level, The Vietnam National Institute of Educational Sciences, 101 Tran Hung Dao
street, Ha Noi at ……… ……… dated ……… year ………
This thesis is available at:
- National Library of Vietnam
- Library of the Vietnam National Institute of Educational Sciences
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INTRODUCTION
1. Reason to choose the topic
In the past years, we have built an education manager team for educational institutions that
are increasingly crowded, mostly having ethical qualities and political consciousness, professional
qualifications and profession increasingly improved. However, compared to the socio-economic
development and the requirement of educational innovation and development, the education
management team of continuing education has many shortcomings in many aspects. One of main
causes of the above situation is that the development of manager teams of continuing education in
general, especially the development of educational managers of Community Learning Centers
(CLCs) has not been properly cared and limited.
According to the Decision No. 382/QD-BGDDT dated 20/01/2012 of MOET on issuing
the training programs of educational managers; however, according to the above decision,
managers of CLCs are not among the beneficiaries. This fact shows that the development of CLC
managers in the past years has not been paid attention to, affecting the management capacity of
these staff in particular and affecting the quality and performance of CLCs in general. Moreover,
the planning of source training, training - fostering, evaluation, filtering screen and policy regime
to create environment and motivation for developing CLC manager teams has not been
implemented effectively.
In addition to the achieved results, the CLC has also revealed certain weaknesses. One of
important causes of these weaknesses is the limited management of the CLC directorate boards.
From those shortcomings, finding solutions to develop CLC manager teams in terms of quantity
and quality is an urgent need to be addressed. For the above reasons, the writer chooses the thesis
topic "Developing manager teams of Community Learning Centers".
2. Purpose of the research
On the basis of theoretical and practical research of developing CLC manager teams,
proposing solutions for team development, contributing to enhance operational efficiency as well
as maintaining, strengthening and sustainably developing CLCs.
3. Research object and subject
3.1. Research object: Activities of developing CLC manager teams (directors, deputy directors of
CLCs)
3.2. Research subject: Management of developing CLC manager teams
4. Scientific hypotheses
Based on the theory of human resource management and based on the approach of
capacity and approach of developing community to orient the capacity framework according to
the management positions and tasks of CLC manager teams, and to propose solutions of
developing CLC manager teams in the direction of focusing on solutions of fostering capacity,
arranging usage, assigning work efficiently among members of the Directorate Boards and
creating a working environment, legal environment, compensation policy for teams would
contribute to develop CLC manager teams, contribute to enhance the operational efficiency as
well as maintain, strengthen and sustainably develop CLCs in the stage of building a learning
society of Vietnam today.
5. Content and scope of the research
5.1. Research content
- Studying the theoretical basis of developing CLC manager teams.
- Assessing the status of CLC manager teams and the development of CLC manager teams
- Proposing solutions developing CLC manager teams, surveying the necessity and feasibility of
solutions.
- Testing a solution to develop CLC manager teams.
5.2. Research scope
* Space scope: The study was conducted in three provinces: Hoa Binh, Thanh Hoa and Dong Nai
* Content scope: Solutions of developing CLC manager teams (directors, deputy directors).
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6. Research tasks
The thesis performs the following tasks:
• Researching the theoretical basis for developing CLC manager teams;
• Assessing the current situation of developing CLC manager teams;
• Proposing solutions of developing the CLC manager teams;
• Surveying, exploring the necessity and feasibility of solutions proposed by the thesis;
Testing a proposed solution.
7. Methodology and specific research methods
7.1. Methodology: System approach; Human resources management approach; Capacity
approach; Community development approach; Practical approach;
7.2. Specific research methods: Theoretical research methods; Practical research methods; The
complementary methods
8. Thesis viewpoints
(1) The CLC manager teams are an important factor to determine the quality and effective
performance of CLCs. Developing CLC manager teams based on the theory of human resources,
approach to capacity and approach to community development is to develop CLC manager teams
ensured with the quantity and improved with the quality.
(2) The CLC manager teams still reveal a number of certain limitations, especially the
professional capacity that has not met the requirements in the current context of building a
sustainable learning society and community development. Developing CLC manager teams is the
process of developing this team in accordance with the capacity framework of CLC managers.
(3) Fostering capacity; allocating and assigning effective tasks among members of the
Directorate Board and creating working environment, legal environment, and compensation
policy are considered as the basic solutions of developing the quality of CLC manager teams.
9. New contributions of thesis
- In theory: Contributing a theoretical framework of developing CLC manager teams
based on the theory of human resources, the approach to capacity and the approach to community
development to developing the capacity frame of developing CLC manager teams.
- In practice: (1) Surveying, analyzing and assessing the current situation of CLC manager
teams, the current situation of developing CLC manager teams with strengths and limitations; (2)
Proposing a system of scientific principles and solutions that are suitable to reality of developing
CLC manager teams, meeting the requirements of CLC development in contributing to building
the learning society from locals (communes, wards and towns).
10. The structure of the thesis the list
In addition to the introduction, conclusions and recommendations, references and
appendix, the thesis is structured into 3 chapters.
Chapter I - Theoretical basis of development of CLC manager teams
Chapter II – Real situation of development of CLC manager teams
Chapter III - Solutions of development of CLC manager teams
CHAPTER 1. THEORETICAL BASIS OF DEVELOPMENT MANAGER TEAMS OF
COMMUNITY LEARNING CENTERS
1.1. Overview of issue research
An overview of the development of the CLC manager teams at home and abroad helps the
thesis have the most general and comprehensive view of research contents. The thesis has
systematized the researches on developing the CLC manager teams into 3 major issues as follows:
(1) Research on the foundation of CLCs; (2) Research on developing the CLC manager teams; (3)
Research on the development of the CLC manager teams.
The issues need to be further studied and resolved
The documents mainly focus on researching staff development issues in terms of training
and fostering to improve management capacity in different regions across the country. However,
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this is only one content in the development of the CLC manager teams. Besides, some important
contents for staff development such as the compensation regimes and policies for the manager
teams; the monitoring, examination and evaluation of the quality of the manager teams or creating
working and legal environment has also been mentioned but at a weak level. Moreover, for
manager teams, they have a special feature in that they work part-time so the content of
developing the CLC manager teams needs to be studied in a specific way and must be specified
how are the differences in the management of developing the CLC manager teams compared with
the management of developing the education managers in general? In addition, contents such as
planning for team development, recruitment, appointment, dismissal and rotation of staff that are
difficult to apply to the CLC manager teams are mentioned in the same way as the planning and
use of regular management staff in general. Meanwhile these researches have not yet deeply
analyzed the work arrangement and assignment among members of the CLC directorate board or
emphasized the fostering, self-fostering and creating working and legal environment,
remuneration regime for the CLC manager teams.
The studies also identified 4 capacity groups of the CLC managers based on the approach
to management function, namely planning capacity, organization capacity, direction capacity and
monitoring and evaluation capacity but had no the specific capacities of the CLC managers.
Clearly, the CLC managers have a unique and differentiated management method than that of
school administrators. Due to the CLC typical operation mechanism, it is a coordination
mechanism with all community organizations, so it also makes a difference in the CLC
management mechanism. The CLC manager teams must not only demonstrate their competencies
in the functions of the management (planning, organization of implementation, direction,
monitoring - evaluation) but must also have specific competencies related to community
development education, including capacity of mobilizing resources from community, capacity of
mobilizing all community subjects to participate in center activities, capacity of coordinating with
local organizations, agencies and unions, capacity of gathering people to share information,
discuss, make decisions and take action together, solve local problems...
With the above analysis, it can be seen that the research contents about the development of
the CLC manager teams have not been studied in a specific, complete and systematic manner.
The issues that the thesis needs to focus on solving
- Researching the theoretical basis for the development of the CLC manager teams
• Characteristics of CLC models in Vietnam
• Characteristics of the CLC manager teams
• Development of the CLC manager teams based on their composition and structure
- Surveying the actual status of developing the CLC manager teams
• Actual situation of CLC manager teams
• Actual situation of management of developing the CLC manager teams
- Proposing the system of solutions of developing the CLC manager teams
- Surveying, exploring the necessity and feasibility of solutions proposed by the thesis;
Test a content of the proposed solution.
In summary, the research on the development of the CLC manager teams is an
indispensable need for practice. The results of international and domestic research overview
helped the thesis to have more valuable sources of references, which is the premise to apply and
develop the thesis in researching the current situation and proposing solutions for developing the
CLC manager teams.
1.2. The basic concepts
The thesis has deeply studied into three basic concepts closely related to the topic, which
are the following concepts: (1) Community learning center; (2) Development of education
management staff; (3) Managing community learning center.
1.3. Characteristics of the CLC manager teams
1.3.1. Tasks and powers of the CLC manager teams
The direct management team of CLCs (the board of directors) includes 01 director, 02 vice
directors working on a part-time basis. This is reflected in "Regulation on organization and