to propose solutions to improve the efficiency of coordination among middlem:¿nagers In resolving works of these two sections.1.8 Outcomes and conclusions - Outcomes: Group 12 has comple
Suggestions for further study: ::aaaiai
In the future, if the authors further this research, they can follow the following suggestions:
An in-depth analysis of the economic impact of effective coordination on the business outcomes of PVEP reveals the necessity for implementing strategies to enhance coordination efficiency Central to these solutions is the development of leadership skills, which plays a crucial role in driving organizational success.
Effective leadership skills significantly enhance coordination efficiency and drive successful management target implementation within PVEP and its subordinate units in PVN By fostering clear communication and collaboration, strong leaders ensure that organizational objectives are met, ultimately improving overall performance and productivity.
Contribution of the theSis ơ 4
The thesis has pointed out the causes of ineffective coordination between E&P and Non E&P, being working environment, specialization and viewpoints;
The efficiency of coordination impacts the achievement of the
Effective coordination within an organization is crucial for achieving or surpassing planned targets, while ineffective coordination can result in project delays and negatively impact business operations.
Evaluating the role, position and importance of middle managers in the success of the Organization (PVEP);
Pointing out the role, importance, influence of leadership skills with respect toefficiency of coordination;
- Making suggestions for further study.
The words which have been frequently used and significant in the thesis are:
SWOT - Effective coordination, efficiency John C Maxwell of coordination
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IV RESEARCH METHOD/ METHODS FOR DATA COLLECTION 20
V EMPIRICAL DATA sissies ceoresssvsorccsrennennamnsaranannn ran amanda 22 v0 22
5.2 Results of experimental data colẽ€CtiOT ¿S1 Hư 23
6.1 Analysis of initial preliminary information about the studied subjects 30
6.2 Analyzing the current situation of recognizing, assessing the position, role, importance and necessity of equipping leadership skills for middle managers in PVEP at
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The study reveals key strategies for enhancing management skills to improve cooperation between distinct professional divisions, specifically Exploration & Production (E&P) and non-E&P sectors By focusing on effective communication, fostering mutual understanding, and implementing collaborative practices, organizations can significantly boost efficiency in cross-divisional teamwork The findings underscore the importance of tailored management approaches to bridge gaps between diverse professional areas, ultimately leading to more productive partnerships.
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QU:STIONNAIRE FOR THE FINAL ASSIGNMENT OF CLASS MPPM&6 53
2 Background (Reasons for choosing the topic)
PetroVietnam Exploration Production Corporation (PVEP) serves as the backbone of the Vietnam Oil and Gas Group (PetroVietnam) in petroleum and gas exploration and production PVEP aims to become a leading international petroleum company in the region, focusing on enhancing its economic, financial, and competitive capabilities.
Originating from the fact that besides the core business of petroleum ex›loration and production (E&P), specifically the activities of technical Sections such as Searching and Exploring, Mine Technology, Mining
Development, Drilling, etc PVEP also has non-E&P divisions such as Planning, Project Management, Legal, Information Technology and System, Safety-Health and Environment, Office, etc.
Effective collaboration among middle management across different divisions, particularly between Exploration & Production (E&P) and non-E&P staff, often encounters challenges Technical personnel tend to oversimplify non-technical matters, including administrative procedures and regulations This tendency complicates the establishment of a consensus from the outset on issues that span various fields.
Coordination among peer managers within divisions that share similar expertise, such as E&P with E&P and non-E&P with non-E&P, is more effective and seamless This synergy allows for easier sharing of professional challenges and mutual support in their work Additionally, long-term collaboration enhances this coordination, as these managers develop a shared understanding of problem-solving approaches.
Our research in the thesis titled "Developing the Leading Skills of Middle Managers to Enhance Coordination Efficiency at PetroVietnam Exploration Production Corporation" aims to identify solutions to improve collaboration between the E&P and non-E&P divisions We believe that enhancing leading skills will be crucial for fostering a mindset shift that promotes behavioral change in both divisions, ultimately improving coordination efficiency in work processes.
This thesis consists of seven sections, beginning with an introduction that outlines the topic selection, research objectives, theoretical framework, and methodology Subsequent sections detail the experimental data collection and analysis methods, utilizing questionnaires distributed to 25 representatives from PVEP's E&P division, encompassing both technical and non-technical roles, to address two primary research questions The final section provides conclusions and recommendations based on the findings.
This thesis emphasizes the importance of leading skills among middle managers at PV:P, highlighting that their effective application can significantly enhance coordination among senior managers, counterparts, and subordinates Rather than criticizing the current oversight of these skills, the research aims to demonstrate how mastering and flexibly applying leading skills can lead to improved collaboration and efficiency in the workplace.
Currently, PVEP has over 1,300 staff (1,352 staff), in which the Board of
The organizational structure of PVEP comprises a diverse team, including a Board of Directors with five members, an Executive Board of 11 individuals led by the President/CEO and Vice Presidents, 60 Chiefs and Deputy Chiefs overseeing various divisions, and 151 Directors and Deputy Directors managing departments Notably, the majority of PVEP's leadership consists of middle managers, ensuring effective oversight and operational efficiency across the organization.
They have knowledge (holding graduate degrees and post-graduate degrees givn by well-known universities such as Geology Mining University,Petoleum University, Economics University, Finance University, and great
National universities in foreign countries like France, the UK, and Russia are home to young, passionate, and enthusiastic individuals dedicated to fulfilling their assigned missions However, they often face challenges such as limited work experience, a lack of initiative in executing tasks, and low accountability in their roles Middle managers serve as the crucial link between senior management, including the Board of Directors and the Executive Board, and their subordinates.
Middle managers play a crucial role in organizations, typically serving as Directors or Vice Directors of various divisions and Managers or Vice Managers of departments Their responsibilities encompass overseeing essential areas such as the Search and Exploration Division, Mining Technology Division, and Geology-Reserve Department, among others This strategic positioning allows them to effectively manage operations and drive success within their respective divisions.
Middle managers play a crucial role in the administration and management of an organization, overseeing the execution of activities, plans, and missions within various functional divisions They receive guidance from senior managers and are responsible for assigning tasks to their subordinates, ensuring that work aligns with the organization's objectives and strategic goals.
To achieve the research objective of this thesis, we seek the answers to the twc research questions as follows:
Question 1: How are middle managers of PVEP aware of the role, Imrortance and necessity of equipping themselves with leadership skills?
To enhance the efficiency of coordination among middle management staff at PVEP, it is essential to develop their leadership skills through targeted training programs Implementing mentorship initiatives can foster a culture of collaboration and support, while encouraging open communication will improve task delegation and accountability Additionally, regular workshops focused on strategic thinking and problem-solving can empower managers to make informed decisions, ultimately driving the success of business and production plans By prioritizing leadership development, PVEP can ensure that its middle management is equipped to navigate challenges effectively and contribute to the organization's overall goals.
Our questionnaire aims to gather essential data on middle managers at PVEP, focusing on key aspects such as professional structure, areas of expertise, gender, age, and length of employment.
Then, we further study the concern of the middie managers about the soft skils — leading skills by finding answers to the questions relating to the personal
Jucgment of the interviewees about the role, position and significance of the lealing skills.
Next, we put questions about the influence of leadership traits on the success to collect personal opinions and viewpoints of the interviewees.
Through the questionnaire, we hope to find the answers to the following questions: is it mandatory for a manager to have skills? Is there any requirement
Equipping individuals with the necessary knowledge and leadership skills is crucial before appointing them to management positions High-ranking managers at PVEP play a vital role in creating a supportive environment that motivates and guides the younger generation of leaders By fostering their development and providing essential skills, these experienced managers ensure that the new management generation is well-prepared to effectively carry out their responsibilities and successfully fulfill their management roles.
Studies of John C MaxWelÌ - cà tt HT HH HH 15
Some information on John C Maxwell John C Maxwell was born in 1947, is an expert and famous master of the art of leadership.
With over 13 million copies sold worldwide, his books are celebrated best-sellers, recognized by leading publications like the New York Times, Wall Street Journal, and Business Week As one of the top 25 authors on Amazon, he has significantly impacted the literary landscape Additionally, he founded international organizations focused on leadership development, including INJOY and MAXIMUM.
IMPACT, ISS and EQUIP have trained over a million leaders in more than 80 countries around the world.
John C Maxwell, a renowned leadership expert, has imparted his principles to the 500 largest corporations in the U.S In June 2008, he delivered an insightful talk on the art of leadership in Vietnam, organized by the Institute of Training and Development.
In "Developing the Leader Within You," John C Maxwell emphasizes that "Leadership is influence" and asserts that leadership is not reserved for the inherently gifted; rather, it is a skill that can be learned and refined over time He highlights the importance of desire in the journey to becoming a leader Additionally, Maxwell distinguishes between management and leadership, noting that while managers excel at ensuring tasks are completed effectively, true leaders inspire and motivate others to enhance their performance.
According to John C Maxwell, to develop leading skills, it is necessary to focus on developing the following:
+ Key to leadership: Selection according to order of priority
+ The most important component in leading skills: Consistency
+ Strict test for leaders: Creation of positive change
+ The fastest way io improve leading skills: Problem solving
+ One advantage in leadership: Attitude: always positive, confident.
+ Developing the most valuable resource: Humanity
+ The most important quality in a leader: Vision
+ Price of leading: Self-discipline
+ The most lesson: developing human resource
- The 360° Leader, John C Maxwell, Social-Labor Publishing House
In his book, John C Maxwell emphasizes that the true power within organizations often resides with middle managers, who frequently overlook their significant influence He illustrates that middle managers serve as a crucial link between senior leaders, peers, and subordinates, necessitating distinct behavioral principles for each relationship Maxwell asserts that fear of making mistakes hinders leadership, while true courage stems from passion rather than authority He underscores the importance of personal growth and self-leadership as foundational elements for effectively guiding others.
In his book "The 21 Indispensable Qualities of a Leader," John C Maxwell emphasizes that effective leadership is crucial, stating, "Everything rises and falls on leadership." He highlights that merely knowing how to lead is insufficient; true leadership involves understanding and practical application Maxwell identifies 21 essential qualities that great leaders embody, including character, charisma, and commitment, which are vital for inspiring and guiding others.
17 communication, competence, courage, discernment, focus, generosity, initiative, listening, passion, positive attitude, problem solving, _ relationships, responsibility, security, self-discipline, servanthood, learning desire, vision.
According to John C Maxwell in his 2011 work, "Quintessence of Leadership," effective leadership skills can significantly transform an organization and positively impact countless lives Good leadership not only fosters change but also creates a lasting difference within the community.
+ Leaders are always faced with risks.
+ Leading is the passion to create difference from others
+ Leaders are never satisfied with current results.
+ Leaders must assume responsibility when others try to put up reasons for evasion.
+ Leaders see prospects in situations that the others see only difficulties.
Leaders are always prominent among the mass.
Leaders must know to receive and be open.
Leading is the ability to forget self for the best.
Leading is to awaken dreams of others.
+ + + + + Leading is to instill passions to others by showing them what they can contribute.
+ Leading is the ability to exploit capabilities of many others.
+ Leaders are those who speak from heart and vibrate the hearts of many.
+ Leading is the combination of heart, mind and soul.
+ Leading is the ability to nourish, free ideas, capacity and abilities of others. + Leading is to turn dreams into reality Above all, leading is courage.
John C Maxwell's works, including "21 Golden Rules of Leadership," "Diamond in a Gold Mine," and "Talent is Not Enough," provide valuable insights into the essential qualities of effective leadership These studies emphasize that the journey to becoming a talented leader begins with the role of a middle manager, highlighting the importance of breakthrough factors and the ability to create meaningful differences within an organization.
Other studies on the related issue (2c 2c 211211121 2918511 111 10 1111 11 11H ng dư 19
In addition to John C Maxwell's theories on leadership, Warren Bennis and Joan Goldsmith's "Learning to Lead" highlights the distinctions between leadership and management While managers focus on achieving high performance, leaders prioritize efficiency To cultivate effective leadership skills, one must first embark on the journey of learning to lead.
The insights gained from the studies of John C Maxwell, Warren Bennis, and Joan Goldsmith, combined with the advanced knowledge acquired from the Master Program in Public Management (MPPM) at Uppsala University and the University of Economics and Business - Vietnam National University, have provided a solid foundation for this research This background enables the authors to not only explore leadership qualities and skills but also to address real-world challenges within PVEP, specifically identifying barriers to effective coordination among middle managers and other managerial levels across E&P and Non E&P divisions.
The adaptable use of research theories to analyze specific cases of PVEP has provided the authors with a comprehensive understanding of the thesis's research scope Rather than aiming for large-scale research outcomes, this thesis focuses on addressing challenges within PVEP, specifically by eliminating barriers and fostering effective coordination among middle managers in both E&P and Non E&P divisions to achieve optimal coordination effectiveness.
Leadership development eliminates barriers and enhances coordination between E&P and Non E&P sections in PVEP, fostering cohesion essential for the company's sustainable future.
IV RESEARCH METHOD/ METHODS FOR DATA
The research method used in this Thesis is the deductive method.
Deductive method is one of the basic reasoning and researching methods.
The deductive method encompasses all forms of reasoning, but more specifically, it involves deriving a conclusion from established premises in accordance with logical principles This approach begins with general statements and progressively narrows down to specific conclusions.
Deduction has its roots in ancient philosophy, with notable contributions from figures like Aristotle, Euclid, and the Stoics In modern philosophy, thinkers such as R Descartes, B Pascal, B Spinoza, and G V Leibniz further advanced these ideas It wasn't until the 19th and early 20th centuries, however, that the principles of mathematical logic were widely adopted, leading to a clear development of deductive reasoning By the late 19th century, the deductive method was predominantly applied in mathematics, and by the 20th century, it became a foundational approach in various non-mathematical fields, including physics, biology, linguistics, and sociology.
This thesis employs a deductive approach by analyzing primary, minor, and experimental data It focuses on clarifying the experimental data gathered from the PetroVietnam Exploration Production Corporation and involves comparison and evaluation based on a theoretical research framework.
To achieve the research objectives of this thesis, we have developed a comprehensive plan for collecting essential data and information, including primary, minor, and experimental data, which will serve as the foundational inputs for our study.
We have utilized the works of John C Maxwell, a prominent author known for his extensive research on leadership skills, to inform our theoretical framework Our thesis is primarily based on the SWOT model, which is a key component of Maxwell's studies.
After the theoretical background for our thesis has been established, we start the experimental studies by observing to have preliminary analysis and
This article evaluates the challenges faced by middle managers and all levels of management at PVEP when collaborating with counterparts from various areas of expertise Identifying the root causes of these difficulties is essential for developing effective solutions and advancing the conclusions of this thesis.
Our research focuses on middle managers, as the majority of MPPM6 students, including the authors, hold these positions By examining this demographic, we can effectively apply the findings of our thesis to enhance our work within the organization.
Research by John C highlights that middle managers hold significant power within organizations, often without recognizing their influence To explore this concept, a survey was conducted at PVEP to assess middle managers' awareness of their critical roles and the potential to leverage their positions for meaningful contributions to the organization and personal growth opportunities.
Middle managers are often young, dynamic, and innovative individuals who are eager to establish their roles within an organization Their ability to quickly adapt to new trends and technologies is crucial in today's industrialized and modernized landscape As the importance of soft skills, particularly leadership skills, continues to grow, investing in these competencies is essential This investment not only enhances the effectiveness of middle managers but also drives significant organizational success and transformation.
In PVEP, middle managers serve as vital intermediaries, facilitating connections between various management levels By bridging the gap between Exploration & Production (E&P) and Non E&P divisions, they enhance coordination and communication, leading to more effective collaboration between the two sectors.
In this thesis, we focus our study on the reality of coordination efficiency in carrying out the work among the group of middle managers through SWOT model.
EMPIRICAL DATA sissies ceoresssvsorccsrennennamnsaranannn ran amanda 22 v0
Results of experimental data colẽ€CtiOT ¿S1 Hư 23
Director Vice Director Manager Vice Manger
Question 3 The structure of age:
Part 2 - Questions for collecting information
Part 1 Evaluation of the position, role, importance and need of equipping middle managers with leadership skills: mi Level 1 Level 2 Level 4
Question: Not A little very much
The need to equip leadership skills l 7 23
The need to equip other soft skills 3 28
Part 2: Status of coordination with superiors, same level (middle with middle) and staff:
Not effective | Not effective | Effective |
Part 3: How to develop the leadership skills of middle managers in order to improve the efficiency of coordination in solving work in PVEP? rc
Question: Not A little bit Very
Question 9: The number of skill training courses taken:
None | From 1-3 From 4-6 From 7-9 Above 10 ơ | 8M 3
Question 10: List the skills according to answers:
Presentation skill Leadership skill Effective communication skill Listening skill
Teamwork skill Conflict handling skiil Problem-solving skill Negotiation skill
- Internal teaching and training skill
Question II: What do you think need to be done to help middle managers become aware of the position, role and importance of leadership skills for effective work coordination in PVEP?
The answers are grouped in the following solution categories:
- To organize training of management skills with the training program contents to be associated with the actual situations in PVEP such as its
26 organizational model, specific business lines and the major difference of opinion bet ween technical staff and non-technical staff.
To open multiple training classes;
It is necessary to train management and professional skills in the responsible fields of middle managers;
Training focuses on transforming mindsets through organized seminars and special talks featuring esteemed speakers and senior leaders from PVEP, such as the Chairman of the BOM and the President These sessions aim to share valuable experiences and enhance staff skills in areas like successful change management and effective decision-making.
- To train skills needed for the jobs;
- To have the managers take necessary skill courses for theoretical basis;
- To organize courses on leadership skills for managers (mandatory);
- To strengthen and foreign language training
To enhance work efficiency, middle managers must actively apply their trained leadership skills in practice Recognizing their pivotal role, it is essential for them to equip themselves with effective leadership abilities.
To enhance their knowledge and skills, individuals actively seek learning opportunities in their daily roles Divisional leaders play a crucial role in guiding and supporting middle managers by encouraging participation in both short and long-term training courses and workshops relevant to the Corporation's operations This approach not only improves their understanding of the organization but also fosters better relationships within the Corporation, ultimately contributing to their professional development and personal growth.
** Category 2: Solution of assignment, delegation, supervision
- To assign tasks clearly To attach responsibilities to each manager with specific objectives;
- To regularly check the results From this, the middle managers will realize the importance of the skills of work management and coordination;
- Subordinates need to respond against the inadequacies in the treatment of problems to the leadership of PVEP To communicate ideas of workers about
27 the reform in way of thinking and doing of middle managers to develop strength and learn from limitations;
To delegate more power to be proactive at work;
To assign tasks, delegate power and responsibilities to personnel;
- To delegate more power to managers; to attach higher responsibilities to their decisions
- In their daily work, senior managers need to assign tasks and empower middle managers, so that they will gain experience in solving practical tasks;
- They must actually assume tasks and take direct responsibility.
- To complete the system of work processing
** Category 3: Construction of title standards;
To ensure effective leadership, it is essential to establish mandatory management skill requirements for new appointments and throughout their tenure This can be achieved by requiring candidates to possess a certificate from a recognized training institution or an internal audit within PVEP.
~ Leadership skill needs to be consistently reflected in the appointment criteria
- To attach effectiveness and responsibilities to the interests of the managers;
- It is necessary to develop specific position titles for leaders and managers, career development roadmap for them to know what standards they should strive to achieve;
- Put into the hands of middle managers specific management roles and tasks, together with guidance and support.
“* Category 4: Reward, recognition, evaluation, planning
- Middle managers should be evaluated, recognized and rewarded deservingly;
- Specific personnel development orientation and planning should be designed for each position for them to strive;
- More general criteria should be set for middle managers: the degree of
Effective work completion involves thorough coaching of new staff, ensuring they understand the timeframes and degrees of work processing relevant to various sections, departments, and divisions Additionally, fostering expertise and a strong grasp of problem situations is essential for handling tasks efficiently.
- It is necessary to specify the advantages and positive aspects of applying leadership skills to coordination of work in PVEP to middle managers with specific evidence.
Senior leaders must establish effective mechanisms that foster an environment where middle leaders can fully develop their capabilities and consistently apply their leadership skills in their everyday tasks.
~ To organize work introduction for middle managers to understand each other's work;
~ To understand what a State owned enterprise is.
~ How their judgment, decisions affect the common work effectiveness, especially for a state-owned enterprise;
~ To highlight the general purpose and supplement methods as well as ability to propagate;
~ The principles of simultaneity and ingenuity;
- Middle managers need to learn on their own and draw lessons regarding their leadership skills during their implementation and coordination of work;
- To organize additional teambuilding opportunities for middle manager and leaders Put middle manager in the work relations and responsibilities consistent with their management capacity and qualification;
- They should be encouraged to organize professional team work, social activity work team to increase awareness, responsibility, and experience in implementing management and work processing;
Based on the results of experimental data collection in Part V above, the research team has applied the SWOT analysis to analyze the data collected, as follows:
Analysis of initial preliminary information about the studied subjects
The diagram indicates that 42% of the workforce consists of vice managers of departments, highlighting that a significant portion of middle managers are professionally qualified individuals who have been promoted from entry-level positions This progression is essential for training and planning human resources within PVEP, particularly in the role of director across eight departments.
Moreover, the nunber of officers @ Pho Trưởng Ban / Vice Director holding the positions of
The roles of Department Head and Vice Manager are nearly equivalent, as both positions share similar qualification criteria and levels of work responsibilities.
- Strengths (S): professionally qualified officers, recognized and actively striving to assert themselves, receiving directions from higher managers to communicate and deploy tasks to subordinates; they understand and follow work closely;
- Weakness (W): They have not been assigned power/empowered to increase the autonomy and accountability in business.
- Opportunities (O): They have goals ahead to strive for and are planned officials of PVEP;
- Threat (T): The competition from officers of the same levels and subordinates who are professionally excellent;
Male officers make up over 65% of the workforce at PVEP, while female officers represent less than 35% The company's operations in petroleum exploration and production necessitate specialized professional qualifications in areas such as geology, geophysics, mining technologies, and drilling.
E&P), male officers have more advantages than women in technical fields; gNam Male
Men tend to acquire technical knowledge more effectively and are generally more adaptable to challenging work environments, including harsh conditions at sea, in deserts, and in extreme climates Additionally, they often handle high job pressure better than their female counterparts.
- Strength: Middle 3% 39% managers of PVEP are 0 young (mostly between
30 and 40 years old); this nN WA) ' lao Oo
F F E K vy) > ~_) tì is the age of firm 35-40 knowledge, starting to be Above 50 professionally mature, forming the main
3l workforce of PVEP; going ready, dynamic, enthusiastic, not afraid of hardship, ready to engage in and experience new jobs, and conquer difficulties.
Weaknesses in leadership include a lack of management experience, as many professionals are promoted to Vice Manager and managerial roles without adequate preparation Additionally, these individuals often exhibit impatience and are prone to discouragement when confronted with setbacks.
Opportunity: They are trained and mentored to be management staff resources of PVEP, the near-future pillar of PVEP;
- Threat: They are competed fiercely by officers of the same levels and subordinates; and they must meet requirements of senior leaders;
Based on the survey data collected, we see that most middle managers in PVEP
THỜI GIAN CÔNG TÁC ploy
8Dưới 5 1 Less than 5 This is not consistent with the age structure
8 Từ 5-10 na so ven mentioned in Section
Middle managers with over five years of experience at PVEP gain a comprehensive understanding of the organization's functions, missions, and structure across various departments and divisions They become well-versed in the company's short-term, mid-term, and long-term development strategies, while also aligning their personal development roadmaps with the organization's growth objectives.
- Based on the professional functions, in PVEP, the fields of work are divided _ FIELD OF WORK
; ; LINH VUC CONG TAC into the following areas:
In the field of Engineering and Production (E&P), which comprises 29% of questionnaire respondents, professionals primarily prioritize technical development over soft skills Many specialists overlook the importance of developing interpersonal skills, as they have not perceived their effectiveness in enhancing knowledge retention or application in daily professional tasks.
The Non-E&P group constitutes 71% of the respondents and includes professionals in project management, planning, labor safety, technology, law, finance, accounting, and trading This group prioritizes negotiation and presentation skills, which significantly affect their daily tasks Additionally, it encompasses secretaries and members of mass organizations like trade unions and youth unions, who represent 20% of the survey participants Effective communication skills are crucial for this group to enhance their operational efficiency.
An analysis of baseline experimental interview data reveals a current profile of PVEP's middle managers, highlighting their interest in non-exploration and production (E&P) fields The demographic breakdown shows a predominance of males, comprising 65% of the group, while females account for 35% Additionally, the majority of these managers are relatively young, with most falling within the age brackets of 30 to 35 years.
35 to 40 years old and have the employment duration between 5 and 10 years).
Subconclusion: As they are young both at work and in life, middle
Currently, 33 managers at PVEP excel in their professional responsibilities but lack effective management and leadership skills The organization is divided into two distinct sections: Exploration & Production (E&P) and non-E&P divisions The differing work environments and professional focuses have resulted in barriers that hinder effective coordination among middle managers across these sections.
Analyzing the current situation of recognizing, assessing the position, role,
importance and necessity of equipping leadership skills for middle managers in PVEP at present
“+ Paying attention to concept of middle management
Middle managers at PVEP place significant emphasis on leadership skills, with 52% recognizing their importance By understanding and mastering these skills, they can leverage them effectively in their work, leading to greater success.
- Middle managers are the bridge for information from senior managers
Middle managers play a crucial role in organizational communication by ensuring the accuracy and clarity of information shared with employees, enabling them to understand the company's strategies and goals effectively They serve as a vital link between junior staff and senior management, facilitating the flow of feedback, reports, and proposals This requires them to possess essential soft skills, including communication, presentation, listening, teamwork, negotiation, and influencing skills, to create an effective two-way communication channel within the organization.
“* How are middle managers interested in their positions in PVEP?
The survey data show that 76% of respondents are interested in the
In PVEP, 34 positions are identified, with 24% of middle managers actively monitoring their roles This indicates a strong awareness among middle managers regarding their responsibilities within their divisions and the overall operational framework of PVEP By comprehensively understanding their positions, these managers can effectively master their functions and execute their tasks in alignment with their designated roles.
Individuals possess a clear understanding of their identities and roles within the organization, which drives their motivation to pursue higher positions This self-awareness not only fuels their aspirations for personal development but also reinforces their commitment to asserting their roles effectively.
Many employees experience a lack of autonomy in their roles, which diminishes their accountability This issue arises primarily because most individuals are tasked with managing small teams, coupled with a lack of decentralization for middle managers As a result, there is a missed opportunity for these managers to proactively implement strategies and fully develop their potential.
- Opportunity: They understand the structure of the organization to strive for higher positions;
In a competitive work environment, managers and subordinates alike vie for advancement, and those who become complacent in their current roles risk being outpaced by colleagues who demonstrate greater ambition and expertise.
Senior managers and leaders must prioritize the development and training of middle managers to harness their talent, dedication, and potential for the organization's success By effectively guiding and motivating these key individuals, organizations can maximize performance and drive overall growth The role of middle managers is crucial in achieving the objectives of PVEP, underscoring the need for strategic investment in their professional development.
Middle managers play a crucial role in organizations, with 52% recognizing their significance as very important and 48% acknowledging their important contributions within PVEP Their awareness of their roles underscores their value in driving organizational success.
- Middle managers must persuade and negotiate with their superiors to achieve the most appropriate and legitimate interests for their subordinate
To ensure optimal effectiveness for PVEP, the 35 employees must leverage their negotiation skills to motivate their subordinates in accepting top-down targets They are committed to achieving these objectives with dedication and responsibility, fulfilling their departmental functions and missions in alignment with the commitments made to senior management and leadership.
“> The required qualities of middle managers in general and leaders in general
- 68% of respondent middle managers say leading qualities are very important And John C Maxwell has demonstrated that great leaders all possess
Successful individuals often share 21 key qualities that contribute to their fame and influential leadership These include a compelling personality, charisma, and a strong commitment to their goals Effective communication skills, relevant qualifications, and the courage to take risks are essential, along with wisdom and a focused mindset Generosity, initiative, and active listening enhance their relationships, while a passionate, positive attitude aids in overcoming challenges Their problem-solving abilities, sense of responsibility, and emotional stability, coupled with self-discipline and a spirit of service, drive their success A continuous desire to learn and a clear vision further solidify their impactful presence.
Middle managers and leaders must consistently develop essential qualities that contribute to success As late President Ho Chi Minh famously stated, "Learn, learn more, learn forever," highlighting the importance of continuous learning and self-improvement By fostering a desire for knowledge and honing their leadership and soft skills, middle managers can enhance their effectiveness and achieve greater career success.
A recent survey revealed that an overwhelming 88% of respondents believe equipping soft skills is essential, while 12% disagree Additionally, it was found that 96% of middle managers at PVEP have participated in training courses focused on leadership and soft skills The most sought-after skills in these training sessions include presentation, teamwork, communication, planning, time management, influencing, and conflict resolution skills.
POSITION, ROLE, IMPORTANCE OF MIDDLE MANAGERS
@Xfức do! Khong quan tam Not mterested wMuc do? Ít quantam Less Interested wiưc do 3 Quan tam Interested wNrc do 4 Rat quan tam Vecy rrch Interested
Khai mem quantity cấp Vì tn: Position Va tro Role Sự căn thsết trangb: Sự can tuết trang Dị trung kỳ năng lãnh đạo kỳ năng mem khác
Concept of Middle The need to equip The need to equip
Managers leadershup Skills other soft Shalls
The equipment with leadership skills helps middle managers in PVEP deploy their work fast and effectively in easy-to-understand manner.
Additionally, the training and dexterous use of these skills help middle managers in PVEP create their influence, and assert their role and positions in the Organization.
An analysis of data from five key questions on leadership skills reveals that middle managers at PVEP are not only young but also possess significant expertise in their respective fields They demonstrate dynamism and creativity, actively seeking new knowledge Additionally, these managers effectively utilize their leadership skills to optimize daily tasks and enhance overall efficiency.
Analysis of survey data on the status of the efficiency of cooperation among
among management levels at PVEP
Firstly, we will analyze data on the cooperation among same levels
(peer coordination) Per results of the survey, 65% of middle PVEP managers say they have very good cooperation with managers at the same level And 32%
37 say they have good cooperation.
However most of them work in the PHÓI HỢP DONG CAP same company or business (in E&P “Mức đội “Mức độ2 “Mức độ3 =Muc độ 4 division or between E&P and non 0% 3%
The survey results highlight the strong coordination and collaboration among managers at the same level, attributed to their youthfulness, adaptability, and shared experience in the same business for over three years This common background fosters a deep understanding of each other's work scope, interests, and working styles.
PVEP has established clear guidelines for standard operating procedures and cooperation regulations, which enhance collaboration among middle managers and divisions These norms promote efficient and convenient teamwork, enabling seamless interactions within the organization.
“* Relationship between middle managers and senior managers
A significant 61% of middle managers report excellent collaboration with senior managers, while 32% experience good cooperation with their direct superiors This trend highlights the effectiveness of PVEP training policies, which mandate senior managers to engage in training and support for junior managers Regular communication occurs between managers and their teams, fostering a cooperative work environment.
~ Strength of this relationship is to creating consensus, good working environment, managers of all levels to be respected and free to do their tasks.
The current limitation of PVEP lies in its inability to offer a competitive remuneration package, making it challenging to attract top talent compared to international petroleum companies As a result, the income levels at PVEP are significantly lower than those at similar companies and even joint-venture petroleum firms in Vietnam.
Opportunity: PVEP senior managers always recognize and appreciate ability, qualification and facilitate orientation for the development of middle managers ow
PHÓI HỢP VỚI CAP DƯỚI ứ Mức độ #Mức độ2 Mức độ3 #&Mức độ 4 immediate benefits and temptation of material many middle managers
0% 0% leave the company for foreign | petroleum contractors.
Middle managers play a crucial role in overseeing and managing the operations of PVEP functional departments by directly implementing tasks and plans They receive guidance from senior management and are responsible for assigning tasks to their subordinate staff in alignment with organizational goals According to interviews, 68% of middle managers directly assign tasks and monitor outcomes, while 32% typically assign tasks and conduct follow-ups This highlights the strong collaborative relationship between middle managers and their subordinates, emphasizing effective communication and teamwork within the organization.
The ability to swiftly deploy tasks and promptly identify and resolve any arising issues is essential for ensuring a smooth workflow and meeting the expectations of senior management.
The primary challenge lies in the direct involvement of middle managers in routine tasks, which limits the empowerment of subordinate employees This approach consumes significant time for managers, preventing them from delegating responsibilities that could be effectively handled by their team members.
LEADING SKILLS AFFECT EFFECTIVENESS OF WORK
Pho: hợp với cap tren Phot hop dong cap Phos hợp vơi cap dun Ket qua mong đợi
Coordinatuon with Supenors Peer Coordination Coordination with Jumors Expected outcome
@Khongheu qua wKem teu qua wHieu quá Rat heu qua Not Effective Not Effective Effecuve Very Effective
In conclusion, the analysis of the collected experiment data reveals that the effectiveness of middle managers in coordinating with superiors, peers, and juniors is predominantly observed within the same sections, specifically in either Exploration and Production (E&P) or related areas.
Coordination between E&P and Non E&P sectors has proven to be ineffective, with only 11 out of 31 respondents reporting satisfactory outcomes, highlighting the ongoing challenges middle managers face in bridging these gaps within PVEP.
Result of the study — answer to the question how to develop management skill in order
in order to increase the efficiency of cooperation — cooperation mentioned here is the cooperation between two different professional divisions (E&P and non E&P).
Survey data indicates that middle managers recognize and value the critical role of management in achieving success Esteemed researchers like John C Maxwell have identified 21 fundamental laws of leadership that contribute to success Additionally, Warren Bennis and Joan Goldsmith emphasize the importance of learning to become a leader, suggesting that this education should begin early It is essential for middle managers, leaders, and subordinate staff to understand that leadership is a profession that requires ongoing development.
40 profession it is a must to study, strive and practice Learning is regular, continuous and anywhere, anytime because there is “a lesson from a sweeper”
In his insightful article, Nguyen Manh Hung, Chairman of Thai Ha Books, shares valuable life lessons derived from nature The behavior of geese flying in a V-formation exemplifies the power of teamwork; as each goose flaps its wings, it generates uplift for those behind, enabling the flock to achieve a 72% greater flying range compared to flying solo This highlights the importance of collaboration and supporting one another to enhance individual strengths within a group Similarly, the industrious ants teach us the significance of perseverance and preparation; by gathering and storing food during the summer, they ensure their survival through the harsh winter, embodying an optimistic outlook for the future These lessons remind us of the value of unity and foresight in achieving success.
John C Maxwell has pointed out: good leadership skills always create difference and change an organization entirely, affecting positively thousand lives.
PVEP primarily engages in the exploration, extraction, and mining of oil and gas, focusing on challenging environments such as offshore waters and arid deserts The effectiveness of PVEP's operations is significantly enhanced by strong leadership skills among its personnel, fostering initiative, determination, and a sense of responsibility Leaders prioritize collective interests over personal gains, embrace risks, and maintain a positive outlook, viewing challenges as opportunities for growth This leadership approach is crucial for improving work coordination among middle managers, ultimately driving the organization's success.
LEADERS' QUALITIES AFFECT COORDINATION EFFECTIVENESS
The article emphasizes the importance of developing personal qualities such as passion, commitment, and the ability to inspire others It highlights how equipping oneself with these traits enhances leadership capabilities and fosters a positive impact in various contexts By cultivating these essential characteristics, individuals can effectively communicate their vision and motivate others, ultimately leading to greater success and fulfillment.
@kKhong can thiết 8Ì: can thiet Can thiết w Rat can thiết
Not Necessary Less Necessary Necessary Very Necessary
Improving leadership skills can be effectively achieved through various training methods, including self-study, tutoring, reading books, learning from colleagues, and attending training courses By enhancing our knowledge and practicing these skills, we pave the way for success in leadership roles.
PVEP offers a variety of training programs, encompassing both professional development and skill enhancement, including leadership training These training methods include full-time programs, one-on-one coaching where a selected leader serves as a model for others, and traditional learning approaches that explore the leadership principles of renowned figures like John C Maxwell.
The varied training methods for middle managers foster a cohesive impact, as their engagement aligns with their specific work environments For instance, oil rig personnel can access books and study materials to apply theoretical knowledge to practical situations, while office staff receive regular training sessions with experts to gain valuable insights from their experiences.
The collaboration between E&P and Non E&P teams serves as an effective training method, fostering mutual understanding of each other's roles and responsibilities This exchange enhances the knowledge of PVEP's middle managers regarding the management framework and the intricacies of oil and gas exploration and production, ultimately leading to improved coordination and teamwork across departments.
** Decentralization, delegation, supervision and assignment:
Survey data reveals that PVEP middle managers emphasize the importance of developing management skills and enhancing cooperation efficiency Following training, many managers prioritize clear delegation of duties to ensure staff understand their roles and leverage their strengths in knowledge, quality, and responsibility This approach fosters organizational solidarity, mutual support, and a positive work environment Additionally, it focuses on adhering to standard operating procedures and effectively utilizing technology, such as web-based systems, to minimize weaknesses and promote a cohesive team capable of fulfilling all responsibilities.
Decentralization and delegation empower middle managers to enhance their skills, foster initiative, and boost their confidence in their roles By delegating authority, they can address challenges more efficiently and improve their decision-making capabilities, becoming more proactive in their tasks This delegation not only alleviates pressure on senior leaders but also allows them to focus on more strategic initiatives, ultimately benefiting the organization as a whole.
“* Specifying requirements of each position
To ensure effective leadership within managing positions, it is essential to establish mandatory requirements for necessary management skills This can be achieved by requiring candidates to possess a certification from a recognized training institution or an internal audit within PVEP prior to their appointment and throughout their tenure Emphasizing management skills as a fundamental requirement for these roles will enhance organizational effectiveness and leadership quality.
- Furthermore it is necessary to build up requirements for leaders and managers, career development roadmap so that the staff know and strive for this position.
The orientation of development and recognition of efforts are crucial for middle managers and leaders alike, highlighting the importance of organizational appreciation in fostering engagement and motivation.
Abraham Maslow has pointed out the
Hierarchy of Needs (Maslow's hierarchy of needs, according to
- According to Maslow, the hierarchy of basic needs is as follows:
Maslow's hierarchy of needs begins with physiological needs such as food, water, clothing, and shelter, which are essential for survival Following these are safety needs, encompassing labor safety and insurance, providing a sense of security against threats The third level involves social needs, highlighting the importance of recognition and integration with colleagues and friends, fostering a sense of belonging Next is the need for respect, which includes being entrusted with significant responsibilities and positions that align with one’s abilities Ultimately, once these foundational needs are met, individuals aspire to fulfill their highest need: the freedom to express themselves creatively and live authentically, embodying the essence of personal innovation and self-actualization.
Leadership development enhances personal growth by addressing the shift from physiological needs to spiritual needs at higher levels of the hierarchy, ultimately leading to greater success for individuals.
This solution emphasizes the importance of sharing expertise between the E&P division and non-E&P divisions, fostering mutual understanding of each other's responsibilities Such comprehension enhances perception and action, ultimately leading to improved collaboration between these distinct divisions with varying business focuses.
Reflections on research reSuÌẲ - ‹ ¿cá 00101 41119156011 06310611 E81 1168156 47 UX®U09))094ậiiiaa4
Group 12 has completed the research, developed the theoretical framework to serve as basis for conducting the research; collected experiment data; analyzed the strengths, weaknesses, opportunities and threats for current middle managers of PVEP;
The analysis of experimental data from questionnaires reveals the reasons for ineffective coordination between Exploration & Production (E&P) and Non-E&P sectors, stemming from differing perspectives, specialization traits, and work environments This study proposes solutions aimed at enhancing the leadership skills of middle managers at PVEP.
The survey results indicate that middle managers at PVEP highly value essential leadership qualities, including personality, charisma, commitment, and effective communication skills They also emphasize the importance of qualifications, courage, wisdom, focus, and generosity, alongside initiative, active listening, passion, and a positive attitude Furthermore, problem-solving abilities, strong relationships, a sense of responsibility, stability, self-discipline, a spirit of service, a desire to learn, and a clear vision are all recognized as crucial traits for effective leadership.
- Modeling the leadership skills to affect the efficiency of coordination will have the following effects on the activities of the Organization:
Leadership skills Efficiency of It affects the affect efficiency of coordination affects the achievement of coordination business results in two PVEP's targets. ways.
Equipping leadership skills 1s extremely necessary; successful development of leadership skills requires support from senior leaders, active and positive participation of middle managers, capital investment in and organization of
47 appropriate leadership skill training programs to meet current demand in PVEP;
The slower performance of projects is primarily attributed to ineffective human resource coordination between Exploration & Production (E&P) and Non-E&P divisions This includes the underutilization of middle managers, who play a crucial role in relaying feedback from junior staff to superiors, hindering timely decision-making and the effective implementation of plans Additionally, the lack of appropriate models for formation testing and inaccurate forecasting of mine production further contribute to the delays in project development.
Middle managers are often young, qualified, and enthusiastic individuals; however, they frequently lack the necessary leadership skills and management experience As a result, their potential contributions to the organization are not fully realized.
Developing strong leadership skills is crucial for managers, especially middle managers, as these skills provide essential principles that can be applied to real-world situations to achieve desired outcomes Effective leadership not only drives organizational change but also positively impacts the lives of countless individuals within the organization.
Utilizing the SWOT model to analyze secondary and experimental data enables researchers to assess the Strengths, Weaknesses, Opportunities, and Threats related to middle managers at PVEP, both in Exploration & Production (E&P) and Non-E&P sectors This approach facilitates the identification of effective solutions to support these managers and enhance their leadership skills.
An analysis of the collected data against John C Maxwell's leadership development framework reveals that various leadership skills he proposes have been effectively utilized and cultivated Key areas of focus include influence, prioritization, consistency, fostering positive change, problem-solving with a constructive mindset, human resource development within organizations, and the importance of vision and self-discipline.
The study highlights that middle managers at PVEP highly value the leadership qualities identified by John Maxwell, which include personality, charisma, commitment, effective communication, qualifications, courage, wisdom, focus, generosity, initiative, active listening, passion, a positive attitude, and strong problem-solving skills.
48 relationships, spirit of responsibility, stability, self-discipline, spirit of service, desire to learn and vision , and wherefrom, each individual will self-train, improve their own leader's qualities.
Limitation of the res€arCh: - - - (c1 211121112 1112211112111 01110 111 011 0 11v nHkkrrườy 49
- First, PVEP has large scope of operation with the head office in Hanoi, braaches in Ho Chi Minh City, Vung Tau, representative offices and projects in
Fourteen countries globally are engaged in offshore management mechanisms and projects, particularly in the oil and gas sector This research involved a survey conducted through questionnaires targeting middle managers within the PVEP management structure in Hanoi; however, the sample may not fully represent the entire population.
The research has not evaluated the impact of leadership skills on the coordination efficiency of middle managers at PVEP from an economic perspective, nor has it supplied supporting data regarding the influence of these leadership skills on the company's business outcomes.
Suggestions for further StUdy: - S2: 1212112111111 11111111111 101 111111 1 Hy Hệ, 49 1/3: Conte butiO#n GF HE HHESẽS:saseaosonnnniidirniicciilEBSiREEiEIEERD.ERA1iAS861505008388391481R5BET1618538385 49
This graduation thesis examines the middle managers of PVEP, identifying the causes of ineffective coordination between the Exploration & Production (E&P) and Non-E&P sections The authors propose solutions aimed at enhancing leadership development to improve coordination efficiency within the organization.
In tie future, if the authors further this research, they can follow the following suggestions:
An in-depth analysis of the economic impact of effective coordination on PVEP's business outcomes reveals the necessity of implementing solutions to enhance coordination efficiency Central to these solutions is the development of leadership skills, which plays a crucial role in driving organizational success and improving overall performance.
Effective leadership skills significantly enhance coordination efficiency and play a crucial role in achieving management targets within PVEP and its subordinate units in PVN By fostering clear communication and collaboration, strong leadership drives the successful implementation of strategic objectives, ultimately leading to improved organizational performance The ability to inspire and motivate teams directly impacts the overall results, ensuring that both individual and collective goals are met.
The thesis has pointed out the causes of ineffective coordination between
E&P and Non E&P, being working environment, specialization and viewpoints;
Effective coordination is crucial for achieving an organization's targets, as it enables teams to meet or exceed their planned objectives Conversely, poor coordination can result in the failure to reach these targets, highlighting the importance of streamlined communication and collaboration within the organization.
Organization (delay in project implementation; effect on business operations );
Evaluating the role, position and importance of middle managers in the success of the Organization (PVEP);
- Pointing out the role, importance, influence of leadership skills with respect to efficiency of coordination;
- Making suggestions for further study.
The authors have selected 6 words which have been most frequently used and have a key importance in the thesis as follows.
- SWOT (the model applied to analyzing experimental data and collecting data through questionnaires)
John C Maxwell, a renowned author and expert on leadership, provides a foundational framework for this thesis through his extensive studies on leadership and leading skills.
- Leadership skills (key to success in removing the barriers and improving effectiveness in coordination among middle managers of E&P and Non E&P divisions).
- Coordination effectiveness, efficiency (the goal aimed by the authors of this thesis in order to ensure the effectiveness of collaboration among middle managers)
- E&P (Technical section - main field of activities of PVEP being Exploration and Production).
- Non E&P (the section supporting main activities).
Agarwal, Ravi m.fl (2012),"Meta-SWOT: Meta-SWOT: Introduction of a new strategy making tool”, Business Strategy Review, Volume 33 Iss: 2 pp.
Al-Mubaraki, Hanadi Mubarak & Busler, Michael (2010) US and UK business incubation model: a SWOT analysis World Business Magazine, Sustainable Management and Development, Volume 6, Issue 4, 2010 s. 335-354.
Duarte, Carolina m.fl (2006) THE CHALLENGE OF VENEZUELA: A SWOT ANALYSYS Assessment of competing capacity: International Business Magazine, Volume 16, issue No 3&4 s 233-247.
Ghazinoory, Sepehr m.fl (2011) SWOT methodology: A comprehensive advanced evaluation for the past, a framework for the future Economic, Business and Management Magazine, Volume 12 Part 1, s.24-48.
Helms, Marilyn M & Nixon, Judy (2010) Exploration of SWOT analysis- Where are we now? An academic research evaluation from a decade ago. Strategy and Management Magazine, Vol 3, issue No 3 2010, 215-251.
Koo, Hannah (2011) An structured approach to SWOT to develop strategies for the government of Special Administration Region of Macau, Strategy and Management Magazine, Vol 4 issue No 1, 2011 pp 62-81.
Novicevic, Milorad M & Harvey, Michael (2004) Dual view SWOT: generalization of market information and plan Marketing Information and Plan, Vol 22, issue No 1, 2004 pp 84-94.
Panagiotou, George (2003) Focus on SWOT Business Strategy Magazine,
Pickton, D W & Wright, S 1998 What is SWOT in strategic analysis? Strategic Change 7: 101-109.
Xiaomin, Wang (2000) Zhongguancun Scientific Park: A SWOT analysis, Visiting Researchers Senior Magazine, Vol.10 (2000), May, Southeast Asia Research Institute, ISSN 0219-3582.
University of Economics and Business, Vietnam National University, Hanoi, /nstructions for thesis in MPPM-6.
PetroVietnam Exploration Production Corporation, Development strategy to 2015, with vision to 2025 in the overall development strategy of Vietnam's oil and gas industry.
Richard L Hughes, Leading capacity, Duy Tan University Translators, Ho
Chi Minh City General Publishing House;
John C.Maxwell, The 360 degree leader, Translator Team of Van Khanh -
Do Quyen - Social Workers' Publishing House - Alphabooks, 2008;
John C.Maxwell, 21 Golden Rules of Leadership Arts, translator Dinh Viet Hoa, Social Workers' Publishing House — Alphabooks
John C.Maxwell Developing the leader within you
Bennis & Goldsmith Learn to lead
FOR THE FINAL ASSIGNMENT OF CLASS MPPM6
Nguyen Thi Bich Hanh, Director of the Administration Division at PetroVietnam Exploration Production Corporation (PVEP), and Nguyen Thanh Cong, an officer in the Finance — Planning Department of the Thai Binh People’s Committee, are graduate students in the Joint Master Program of Public Management offered by Uppsala University in Sweden and the University of Economics and Business at Vietnam National University, Hanoi This questionnaire is designed to gather information for our graduation thesis, titled “Developing the Leading Skills of Middle Managers to Enhance Coordination Efficiency at PetroVietnam Exploration Production Corporation.”
Middle managers serve as a crucial link between senior management and subordinates, typically holding titles such as Director or Deputy Director across various divisions, including Geology, Mine Development, Technology, Administration, Training, and Accounting They play essential roles in administration and management, actively engaging in the execution of organizational activities, plans, and missions By receiving directives from senior managers, middle managers effectively assign tasks to their teams, ensuring that work aligns with the organization's objectives and goals.
We are seeking answers to the two research questions as follows:
Question 1: Are the middle managers of PVEP aware of the role, significance and necessity to equip leading skills?
Question 2: How to develop the leading skills of the middle managers in order to enhance the coordination efficiency in carrying out the work, contributing to the fulfillment of the missions of each middle manager and the successful implementation of the business and production plans of PVEP?
In order to find the answers to these two research questions, we hope for your cooperation and support by providing necessary information for the following questions.
The information in this survey is collected anonymously (without mentioning the name of the person filling in the form) and used for the research purpose only.
J PERSONAL INFORMATION OF THE INTERVIEWEES
Please tick M the right box corresponding to your answer.
Chief of division: L Vice chief of division: 0 Manager of department: Deputy manager of department: L]
Under 25 years old: L] From 25-30 years old:0 From 30-35 years old: L] From 35-40 years old: 0 From 40-45 years old: 0 From 45-50 years old: (Above 50 years old: 0
Less than 5 years: [J From 5-10 years:0 From 10-15 years:
From 15-20 years: From 20 - 25 years: 0 More than 25 years: 0
5 Your field of work with PVEP:
II QUESTIONS TO OBTAIN INFORMATION
2.1 Part 1: Evaluation of the position, role, importance and need of equipping middle managers with leading skills
Please circle or tick J the boxes corresponding to your answers
1 = No care / no need/ no idea
2 = Little interest/ little need / primitive knowledge
3 = Certain interest / certain need / general knowledge, ability to communicate to others /
4 = Very much interest/ Very much need/ deep knowledge, ability to analyze and apply in practice.
| | What is your interest in the concept of middle management 112/314
2 | Are you interested in your position in your division? 1,;2'3/4
3 What is your idea about the importance of middle managers rlal3la | in PVEP?
Do you think middle managers should be equipped with leading skills and knowledge such as attraction,
4 commitment, communication, capacity, bravery, lucidity, 1l2l3l4 concentration, generosity, listening, passion, positive attitude, problem-solving, responsible spirit, self-discipline, service spirit, learning ambition, vision ?
Do you think middle managers should be equipped with
5 | soft skills such as presentation skills, communication skills, | 1 | 2 | 3 | 4 planning and organizing skills, problem solving skills, etc?
2.2 Part 2: Status of coordination with superiors, same level (middle with middle) and staff
Please circle or tick MJ the boxes corresponding to your answers
4 = Every day / Very active and effective coordination
Does your job require you to make contact and exchange |
| with your fellows in relation to work?
2 | Do you report directly to the senior management? 1121314
3 | Do you directly assign tasks and supervise task results with 1121314
Do you receive the collaboration from your fellows as expected when exchanging and deploying work?
Question 5 Do you have any difficulties or problems when coordinating work with other middle fellows in PVEP?
PO m eo Pe eee eee SESE EE EEEHEE EEE EOEEEO EEE H EEE E EEE EEEEHE TEESE HEEEEEEEEEEEEEEEEEEEEESEDELESESESESEEOS
PCRS o eee Cee SE HE EEE HEEEEEEEEEEOEOE SEES EOE EEE EEES ESE SE OEEEHOEEEEEOEEEEEHEESEEEEEES EOE EEEEOES
Question 6 Do you have the ease or receive effective work coordination with your management fellows in PVEP?
POR eS O SOHO ˆ.Á ` ` ẮỐẮỐ Ố aảa
CORSO eee OH SEE E SESE EEE EEE EES ESE E ESOS ESOT EH EEE ESET ESOS OO OHEOOEHEEEEOOEEEEEEEEEOO SEO EEOEEOOS
2.3 Part 3: How to develop the leading skills of middle managers in order to improve the efficiency of coordination in solving work in PVEP?
Please circle or tick the boxes corresponding to your answers:
| -Do you think it is necessary to equipped leading skills for 1213 l4|
| How important do you think the character of leaders is for
3 Do you think the attraction ability (charisma) is necessary 1l2l314
Do you think middle managers need to invest time in their
4 | work and improvement of their capacity and helping others | | | 2 | 3 | 4 unselfishly (dedication)?
Is it necessary to develop communication skills to |
5 | communicate passion and enthusiasm, and communicate 1;2/3)4 messages most effectively to the recipients?
Do middle managers need the capacity to speak, plan and
6 | implement an act for others to understand and implement 1121314 your desires (Capacity) |
7 | you think passion is important for a leader? IỊ21314
Effective leadership, particularly at the middle management level, hinges on several key qualities Courage enables leaders to make bold decisions, while wisdom guides them in navigating complex situations Concentration and self-discipline are essential for maintaining focus on goals, and generosity fosters a supportive team environment Initiative and a proactive approach to problem-solving are crucial for overcoming challenges Additionally, strong listening skills paired with a positive attitude enhance relationships within the team Responsibility and steadiness instill trust, while a service-oriented mindset and a commitment to continuous learning drive both personal and organizational growth Finally, having a clear vision helps leaders inspire and guide their teams toward success.
Question 9 How many training courses on leading skills have you taken?
Not at all: - Some for |-3 skills:
Some for 7- 9 skills: Some for 10 skills:
Question 10 Please list the skills training course you have taken as mentioned In question 9 above:
Pe meee eee eee eee reese ee eee eE EEE HEE EEE EE EET OEE E EEE E EEO EE EOE EE EEE O EEE E OEE E EHEC ETOH EEE EEE ESOE
Question II What do you think need to be done to help middle managers become aware of the position, role and importance of leading skills for effective work coordination in PVEP?
Thank you very much for answering the questions in this interview questionnaire to collect information/.
APPENDIX 221
LIST OF MIDDLE MANAGEMENT OFFICERS RECEIVING THE QUESTIONAIRS FOR
No FULL NAME | TITLE DIVISION/ DEPARTMENT FLOOR
1 |Mr Vu Hong Cuong | Xx X Geology - Reserve Department F24 manager
2 |Mr Mai Thanh Ha X X Vice Geology Department atts Search F24 manager |and Exploration Division
3 |Mr Vu Minh Duc X X Director |Mining Development Division F24
4 |Mr Nguyen Thanh Xx X Vice Mine Development Department F24
5Š |Ms Luu Thi Thanh X X Manager | Abroad geology department, F24
6 |Mr Le Trung Tam X X Vice Drilled well geophysics department manager
7 |Mr Tran Tuan Nghia X X Manager |Mining model department
8 |Mr Dinh Trong Huy X Xx Director | Drilling Division
9 |Mr Nguyen Ba Loc X | X Manager |Health safety department F25
10 |Ms Do Thu Huyen X Xx 7m department F25 manager h Thi Thanh Vị
11 ps Quảng X X Hỹ General Department F25 Tam manager lã mm Ms.N Thi Hai Vị —
12 ơ mại X X nhớ Development Investment Division F25
13 |Mr Doan Sinh Do X X Manager |mesmen Promotion Department F25 + † +
14 |Mr Hoang Tung X X Investment Promotion Department F25
15 Nghi du ệng X X_ | Direetor | LEGAL DIVISION F25
| 16 |Mr Nguyen Kien X X ; LEGAL DIVISION F25 Ỉ | | | Director
| 17 |Mr Do Van Chieu X x | ice SWatin6i ĐÌREERIGHLIOD and F25
18 |Ms Nguyen Thi X X Vice Personnes Organization Department F25
No FULL NAME | — TITLE DIVISION/ DEPARTMENT FLOOR
19 |Mr Bui Tung Duong xX Xx nin Department F25 ice ial PVEP Overseas
Ms Bui Thi Minh Vice Accounting Department of
Thuy |Accounting and Auditing Division
21 = Nguyen Ngoc X X ice Pages Finance Department, Finance F26
22 Mr Hoang Xuan X x P&pHD Office F26
23 |Mr Pham Ngoc Hien| X X Chief of Office T26
24 Ms Pham Thien X X Manager Foreign Relation Communication F26
Ms Thai Thi Lan Administrative Document and
27 |Mr Tran Trung Kien X X L Manager | Management System Department F27
2g |Mr Nguyen Hong x x “TSS | Trade Division F27 b Vị
29 |Ms Do Thai Hang X x ice valuation an rocirenite F27 manager | Department, Trade Division
30 | Mr Luu Ngoc Tri X x Manager in DŨNG GEN cpmtment, Mining F27 technology division charge
XS À ĐẠI HỌC UPPSALA, THUY DIEN & Qe
H 4 Dy 5} TRƯỜNG DAI HOC KINH TE-DAI HOC QUOC GIA HA NOI
LUAN VAN THAC SY QUAN LY CONG
PHAT TRIEN KY NANG LANH DAO CUA CAN BO QUAN LY CAP TRUNG
NHAM NANG CAO HIEU QUA PHÓI HỢP
TAI TONG CONG TY THAM DO
Tác giả: Nguyễn Thị Bích Hạnh
Nguyễn Thành Công lad TS D6 Tién Long
GS.TS Lars-Torsten Eriksson
I ABSTRACT- TÓM TAT LUẠN VĂN
Phát triển kỹ năng lãnh đạo của cán bộ quản lý cấp trung là yếu tố then chốt để nâng cao hiệu quả phối hợp tại Tông Công ty Thăm dò Khai thác Dầu khí Việc đầu tư vào đào tạo và phát triển năng lực lãnh đạo không chỉ giúp cải thiện khả năng ra quyết định mà còn tăng cường sự hợp tác giữa các bộ phận Điều này sẽ góp phần tạo ra môi trường làm việc tích cực, thúc đẩy sự sáng tạo và đổi mới trong các dự án khai thác dầu khí Hơn nữa, việc nâng cao kỹ năng lãnh đạo còn giúp cán bộ quản lý cấp trung xây dựng mối quan hệ tốt hơn với nhân viên, từ đó nâng cao hiệu suất làm việc chung của toàn công ty.
Luận văn tốt nghiệp của Chương trình Thạc sĩ Quản lí công - MPPM 6
Hanh — Nguyén Thi Bich, Truong Phong Hanh chinh Quan tri, Van phong,
Tông Công ty Thăm dò Khai thác Dau khí;
- _ Công - Nguyễn Thành, Chuyên viên Phong Tài chính & Kế hoạch, UBND Thành phố Thái Binh
- Long- Đỗ Tiến, Tiến sỹ, Đại học Kinh tế, Đại học Quốc gia Hà Nội
- G§.TS Lars — Torsten Eriksson, Dai hoc Uppsala Thuy Dién
- GS.TS Sven-Erik Svard, Dai hoc Uppsala Thụy Điển
1.S Ngày bảo vệ luận van:
Thứ Sáu ngày 17 tháng 5 năm 2013
Bài luận này tập trung vào việc phát triển kỹ năng lãnh đạo cho cán bộ quản lý cấp trung, nhằm nâng cao hiệu quả phối hợp trong công việc tại PVEP.
Bài viết sử dụng phương pháp diễn dịch dựa trên khung lý thuyết của John C Maxwell để phân tích SWOT từ dữ liệu thực nghiệm thu thập qua bảng hỏi Qua đó, bài viết làm rõ thực trạng khách quan về chân dung cán bộ quản lý cấp trung, đồng thời chỉ ra những khó khăn và rào cản giữa hai lĩnh vực E&P và Non E&P Cuối cùng, bài viết đề xuất các giải pháp nhằm nâng cao hiệu quả phối hợp và giải quyết công việc giữa cán bộ cấp trung của hai khối chuyên môn này.
Nhóm 12 đã hoàn thành nghiên cứu và xây dựng khung lý thuyết làm cơ sở cho việc triển khai nghiên cứu Qua đó, nhóm đã thu thập dữ liệu thực nghiệm và phân tích điểm mạnh, điểm yếu, cơ hội và thách thức mà cán bộ quản lý cấp trung của PVEP đang phải đối mặt Đồng thời, nhóm cũng đã xác định nguyên nhân dẫn đến sự phối hợp chưa hiệu quả giữa khối E&P và các bộ phận liên quan.
Để nâng cao hiệu quả phối hợp trong tổ chức, cần đề xuất nhóm giải pháp tập trung vào việc đào tạo và trang bị kiến thức cho nhân viên, đồng thời phát triển kỹ năng lãnh đạo Việc này không chỉ cải thiện khả năng làm việc nhóm mà còn tăng cường sự lãnh đạo trong công việc, góp phần vào sự phát triển bền vững của tổ chức.
Việc trang bị kỹ năng lãnh đạo là vô cùng cần thiết để phát triển thành công, yêu cầu sự ủng hộ từ lãnh đạo cấp cao, sự tham gia tích cực của cán bộ quản lý cấp trung, và đầu tư tổ chức các chương trình đào tạo phù hợp với nhu cầu hiện tại tại PVEP Thực tế tại PVEP chứng minh các lý thuyết của John C Maxwell là đúng đắn và phù hợp, từ đó cho phép áp dụng linh hoạt lý thuyết này vào điều kiện cụ thể của PVEP Nghiên cứu cũng cho thấy phẩm chất lãnh đạo có thể được tập trung, rèn luyện và phát triển, giúp cán bộ quản lý cấp trung trở thành nhà lãnh đạo thành công.
- _ Hạn chế của nghiên cứu :
PVEP hoạt động trên một địa bàn rộng lớn, với trụ sở chính đặt tại Hà Nội và các chi nhánh tại thành phố Hồ Chí Minh, Vũng Tàu cùng nhiều văn phòng đại diện và dự án khác.
Bài nghiên cứu này tập trung vào 14 quốc gia trên thế giới trong việc triển khai công tác quản lý điều hành và các dự án dầu khí trên biển Nhóm tác giả đã thực hiện khảo sát dữ liệu thực nghiệm thông qua bảng hỏi đối với cán bộ quản lý cấp trung tại Bộ máy quản lý điều hành PVEP ở Hà Nội, tuy nhiên, kết quả vẫn chưa hoàn toàn mang tính đại diện.
Nghiên cứu hiện tại chưa đánh giá được tác động của kỹ năng lãnh đạo đối với hiệu quả phối hợp của cán bộ quản lý cấp trung tại PVEP về mặt kinh tế Đồng thời, vẫn thiếu các số liệu chứng minh sự ảnh hưởng của kỹ năng lãnh đạo tới kết quả hoạt động sản xuất kinh doanh của PVEP.
1.9 Đề xuat/goi y cho nghiên cứu sâu hơn
Trong tương lai, nếu tiếp tục phát trién nghiên cứu này, nhóm tác giả có thê tiền hành theo các dé xuất sau đây :
Phân tích tác động kinh tế của hiệu quả phối hợp đến kết quả hoạt động sản xuất kinh doanh của PVEP là rất quan trọng Để nâng cao hiệu quả phối hợp, cần triển khai các giải pháp cụ thể, trong đó phát triển kỹ năng lãnh đạo được coi là giải pháp trọng tâm Việc cải thiện kỹ năng lãnh đạo sẽ góp phần tối ưu hóa quy trình làm việc, từ đó nâng cao hiệu quả hoạt động và tăng cường kết quả kinh doanh của PVEP.
Kỹ năng lãnh đạo đóng vai trò quan trọng trong việc nâng cao hiệu quả phối hợp và đạt được mục tiêu của các cấp quản lý tại PVEP cũng như trong các đơn vị thuộc Tập đoàn Dầu khí Quốc gia Việt Nam Sự tác động của lãnh đạo không chỉ giúp định hướng chiến lược mà còn thúc đẩy tinh thần làm việc nhóm, tạo ra môi trường giao tiếp hiệu quả, từ đó tối ưu hóa quy trình làm việc và cải thiện kết quả hoạt động Việc phát triển kỹ năng lãnh đạo sẽ góp phần quyết định vào sự thành công chung của tổ chức trong bối cảnh cạnh tranh ngày càng gia tăng.
1.10 Đóng góp của luận văn
- Luan văn đã chỉ ra nguyên nhân sự phối hợp chưa hiệu quả giữa E&P và
Non E&P là do môi trường làm việc ; hoạt động chuyên môn ; quan điểm;
Hiệu quả phối hợp có ảnh hưởng lớn đến việc đạt được mục tiêu của tổ chức Phối hợp hiệu quả giúp tổ chức đạt được mục tiêu đúng hoặc vượt kế hoạch, trong khi phối hợp kém sẽ dẫn đến việc không hoàn thành mục tiêu, gây chậm tiến độ các dự án và ảnh hưởng tiêu cực đến hoạt động sản xuất kinh doanh.
- anh giá được vai trò, vi trí, tầm quan trọng của cán bộ quản lý cấp trung trong Tổ chức (PVEP) ;
- Chi rõ vai trò, tam quan trọng, sự ảnh hưởng của kỹ năng lãnh đạo tới hiệu quả phối hợp ;
- Chi ra các gợi ý cho nghiên cứu sâu hơn.
Những từ thường được sử dụng và có ý nghĩa quan trọng trong luận văn này là :
- SWOT - Hiéu qua phối hợp
- Ky năng Lãnh dao - NonE&P
I ABSTRACT - TÓM TAT L UAN VĂN Q22 12212221 ru 62
1.4 Giảng viên hướng dẫn: - ¿5:22 1 222125212212212211211211211211111111211211211 21121 tre 62 1.5 Ngày bảo vệ luận VăH: - 2 1 20112211211 1121 112 111 110110 11H11 H1 H1 TH TH TH HH Hy 62 1.6 Mục tIÊU c1 1221020111211 1121111101 1111 11111011111 TH KH KH cv ky 62
1.8 Kết quả & kết luận cà S2 2222222222122 63 1.9 Đề xuat/goi y cho nghiên cứu sâu hơn -2-22©2z+2E+22EE+2EE+2EE222E1222222222222 re,
1.10 Đóng góp của luận văn - - - St SS2 x2 H112 101111111111111111111 11211 11 HH rệt
DVD Ti KAO cr1dDDDỤDỤỖỘỤỌỖỤỖẢ.11ọọ lồ
II INTRODUCTION - GIỚI THIỆU 2 2 ©2222S22SEE+2EE2EE2EE222E2221222122212222e
2.1 Background - Bồi cảnh (Lý do chọn đề tai) - 2-52 s seceEE2E2EEExeExerxrrrrrree
2.2 Research questions — Câu hỏi nghiên CỨU - 6c 51t *vEvEseresrsverrrrrske
2.3 Research purpose — Mục đích nghiên cứu - 5c + t2.
II FRAME OF REFERENCE - KHUNG THAM CHIỀU - 22-22 22 52z222+2
3.1 The SWOT-model — Mô hình nghiên cứu SWOT - ccc stress
3.2 Một số khái niệm 2+ 222 tt tt 2211111 1 1
2-3 (a0 fiph6n etn của Join C NHYWðIÌL -ee-eererermerrorrmprsrtrororiptrrvrersvnngtrirvvsvrersrrrtr
3.4 Nghiên cứu khác về van để liên quan - 2 ©22+22xt2EE2EE22E122211222112712221222 te
IV PHƯƠNG PHÁP NGHIÊN CỨU/ THU THẬP DU LIỆU - 2-2
V DU LIEU THUC TIEN THU THẬP ĐƯỢC - 2 ©222++£2EE++2EE+zzxzzzxrczrz
5.2 Kết qua thu thập dit liệu thực nghi6M ccccccccsesseessecssesseessesssessesssesseesseesseeseeseesees
VI DATA ANALYSIS - PHAN TÍCH DỮ LIỆU 2-©2222222£25+22++z2Szczez
6.1 Phân tích thông tin sơ lược ban đầu về đối tượng nghiên cứu
Phân tích dữ liệu thực trạng về nhận thức và đánh giá vị trí, vai trò cũng như tầm quan trọng của việc trang bị kỹ năng lãnh đạo cho cán bộ quản lý cấp trung tại PVEP hiện nay cho thấy sự cần thiết trong việc nâng cao hiệu quả phối hợp công việc giữa các cấp quản lý Dữ liệu thực nghiệm thu thập được chỉ ra rằng việc cải thiện kỹ năng lãnh đạo sẽ góp phần nâng cao hiệu quả làm việc và sự hợp tác trong tổ chức, từ đó thúc đẩy sự phát triển bền vững của PVEP.
Kết quả nghiên cứu chỉ ra rằng việc phát triển kỹ năng lãnh đạo có thể nâng cao hiệu quả phối hợp trong giải quyết công việc, đặc biệt trong môi quan hệ giữa hai lĩnh vực chuyên môn khác nhau như E&P Sự kết hợp này không chỉ cải thiện giao tiếp mà còn tăng cường khả năng làm việc nhóm, dẫn đến những giải pháp hiệu quả hơn trong quá trình hợp tác.
VII REFLECTIONS AND CONCLUSIONS - NHẬN XÉT VA KET LUẬN 107
7.1 Nhan xét về kết quả nghiên cứu - 2 s+2E++2Ex2EEEEEEEE212E12E122112711 71 tre 108
7.3 Hạn chế của nghiên cứu : -¿- ++222+S22E2E12231211211211211211211111211 2111 11c re 110
7.4 Dé xuấUgợi y cho nghiên cứu sâu hơn -2 22 5¿+22++2EEt2EE2EE+2EE+EEEEEExrrrrrrrvee 110
VIHI TAL LIEU THAM KHÁO 22-252 2S E2212221122112221211211121112111221 11 ee 112
PHU LUC SO 1 BANG HOI THU THẬP THONG TIN TRIÊN KHAI DE TÀI LUẬN
VAN TOT NGHIỆP MPPM6 cccscsssesscsssessesssessesseesvesessusssesssessessressessesssesseessesstessesseeseen 115
PHU LUC SO 2.DANH SACH CAN BO QUAN LY CAP TRUNG PHAT BANG HOI
DIEU TRA DU LIEU THUC NGHIEM o0 cccccccccscsscsssessessesssessesssessecssesssessesssessesaressesssessessees 121
2.1 Background — Bối cảnh (Ly do chon đề tài)
Tong Cong ty Tham do Khai thac Dau khi (PVEP) — la don vi chu luc cua
Tập đoàn Dầu khí Quốc gia Việt Nam (PetroVietnam) tập trung vào thăm dò và khai thác dầu khí cả trong và ngoài nước Chiến lược của PVEP là trở thành công ty dầu khí quốc tế hàng đầu trong khu vực, với tiềm lực kinh tế vững mạnh và khả năng cạnh tranh cao.