nâng cao chất lượng quản lý của cán bộ lãnh đạo trẻ cơ quan trung ương đoàn (english)

Ho Chi Minh Communist Youth Union is a political and social organization founded and led by the Communist Party of Vietnam along with President Ho Chi Minh. Launched in 1931, during quite a long history, Ho Chi Minh Communist Youth Union has expressed his outstanding role in collecting and encouraging the revolutionary heroism among the young, substantially dedicating to the national liberation, reunification, construction and defense. Currently, Ho Chi Minh Communist Youth Union continues to affirm its value in promoting the act of volunteering as well as the creativity and diligence among Vietnam young people while the nation is under construction. Simultaneously it can take care of and ensuring legitimate rights and interests of young people in Vietnam. Ho Chi Minh Communist Youth Union system is divided into 04 levels: central level, provincial level and equivalent levels, district level or equivalent levels and the unit level. Union Agency is the specific one in charge of the Ho Chi Minh Communist Youth Union at the central level. It is widely known as “ the agency of the young." Indeed, if you have an opportunity to visit or work in this agency, it’s quite an interesting thing to easily catch the sight of young officials in the traditional blue color of the organization ranging from leaders to principal officials in all boards and divisions. Actually, the number of the middle-aged and old-aged in this agency is not significant . However, in this case, the definition of "young" or "old" is not completely transparent, and the statistics comparing the age among leaders at the Board levels or above from different equivalent agencies in the same political system will prove that opinion.

2.4 Developing stages of solution groups Pg 312.5 Explaining he practicality at HCYU Pg 34

2.2 Stages of development from officials to senior leaders Pg 11

1 Methods of collecting primary information Pg 131.1 Methods of direct personal interview Pg 13

1.5 Status of the training process, improve the quality

of management staff of the Board,

2 Solutions to improve the quality of young

2.1.Solutions group to improve professional capacity Pg 272.2 Solution group to motivate the staff Pg 292.3 Group solution to strengthen each symbolic link among Pg 30

individuals in the organization

I Introduction:

Ho Chi Minh Communist Youth Union is a political and socialorganization founded and led by the Communist Party of Vietnam along withPresident Ho Chi Minh Launched in 1931, during quite a long history, Ho ChiMinh Communist Youth Union has expressed his outstanding role in collectingand encouraging the revolutionary heroism among the young, substantiallydedicating to the national liberation, reunification, construction and defense.Currently, Ho Chi Minh Communist Youth Union continues to affirm its value

in promoting the act of volunteering as well as the creativity and diligenceamong Vietnam young people while the nation is under construction.Simultaneously it can take care of and ensuring legitimate rights and interests ofyoung people in Vietnam

Ho Chi Minh Communist Youth Union system is divided into 04 levels:central level, provincial level and equivalent levels, district level or equivalentlevels and the unit level Union Agency is the specific one in charge of the HoChi Minh Communist Youth Union at the central level It is widely known as “the agency of the young." Indeed, if you have an opportunity to visit or work inthis agency, it’s quite an interesting thing to easily catch the sight of youngofficials in the traditional blue color of the organization ranging from leaders

to principal officials in all boards and divisions Actually, the number of themiddle-aged and old-aged in this agency is not significant However, in thiscase, the definition of "young" or "old" is not completely transparent, and thestatistics comparing the age among leaders at the Board levels or above fromdifferent equivalent agencies in the same political system will prove thatopinion

Ministry ofTransport

Avera

ge age

High est age

Low est age

Avera

ge age

High est age

Low est age

Avera

ge age

High est age

Low est age

Avera

ge age

High est age

Low est age

Table 1.1 Comparison of the average, the highest and lowest

of leaders among governmental agencies3

We can see from the table 1.1 that all the three categories of the youthunion are lower than those of other agencies Moreover the lowest and averageage of the Central Union tend to even further reduce as the next generation ofleaders being trained ( heads and deputy heads of division) are at a very youngage (the youngest born in 1988-25 years) On the other hand, the images ofyoung officials of the Union in government meetings or meetings of seniorofficials are no longer rare This is the fact existing alongside the history of theCommunist Youth Union

In terms of policy, Communist Party of Vietnam has introduced to the HoChi Minh Communist Youth Union a regulation restricting the first time age of

3

Statstcs from the Organization unit of Central Youth Union Agency, Farmer Union, Ministry of labour , war, invalids and social affairs

younger officials to participate in the Executive Board, Standing Committee, andSecretary Union Board Unlike systems of other governmental agencies, that of

Ho Chi Minh Communist Youth Union is tenured The head of the organization

is the National Delegate Congress Every congress, the leading body which is theExecutive Committee is elected Between the two sessions the ExecutiveCommittee, the leading body which is Standing Committee is elected by theExecutive Committee Between the two sessions of the Standing Committee, theleading body which is the Secretariat of the Central Union is elected by theSecretary of the Central Committee of the Board which is also the most seniorleaders of the Union bodies The key factor here is that the staff appointed asleaders, managers and central agencies team must be members of the ExecutiveCommittee or the Standing Committee of Union There are also exceptions whenthe appointed officials are not yet a member of the Executive or StandingCommittee, however, those officials must soon be elected into either ofmentioned agencies if having a desire to be appointed to higher positions (thedeputy directors must be members of the Executive Committee and directorsmust be one of Standing Committee members) Union officials regulation hasclearly defined the eligible age to occupy a position in the Secretariat ;theStanding Committee and the Central Committee of the Union Accordingly, amember of Secretariat of the Central Committee for the first time must rangefrom 40 to 42 years old , a member of Standing Committee from 37 to 42 yearsand members of the Central Committee delegation from 35 to 42 years old.Other organizations do not restrict eligible minimum or maximum age likeYouth Union’s regulation ; they allow employees hold positions to 60 years oldfor males, and to 55 for women (retirement age) Clearly, leaders in the Unionbodies are restricted into a relatively short time frame to strive and be trained

to be appointed to central agencies of the Union and other government ones

Communist union work is a specific branch, because there is no available humanresource with formal training from educational institutions suitable for this job.All the Union’s officials besides academic fields need to practice to haveenough experience to take on the job of a real union officials Especially,Central levels require higher and higher demand for the capacity of unionofficials What is interesting is how the top management team and centralagencies ensure the quality of human resources for leadership of this agency? Toclarify this interesting reality, let's have a research on objectives of the thesis.

II Research on objectives of the thesis

1 The objectives of the thesis:

As mentioned above, reality shows leaders in central Union agencies havethe age group lower than the supply staff of other central units In the beginning,officials at the central agencies and groups other central agencies have a similarage (23-24 years old, newly postgraduate), but at the appointed time tomanagement and executive position, the staff at the Union central bodies are atthe clearly lower age than staff of other agencies In other words, the centralunion officials have time to accumulate experience, professional training andskills development executive, management shorter than staff at other centralagencies Thus, is a short period of time sufficient enough for the staff in thecentral agency to improve teamwork skills, specific knowledge or managementcapability to ensure the appointed responsibility? And if there is a method goodenough, how can we manage it?

The ask for advanced capability of management personnel has longexisted among heads of agencies in the Central Union Through practicalworking in the central office along with the knowledge acquired in theprofessional master's course management, we decided to choose the topic "

Improving the management quality of the young leaders of Ho Chi MinhCommunist Youth Union Central Committee "as the research subject Thepurpose of this thesis is to study efficient methods of how to improve themanagement capacity of young leaders in the central agencies Indeed the thesisgives readers answers to two main questions:

First, which are the methods needed in the training process to nurtureyoung officials until they are appointed to management positions ?

Second , after being appointed to leadership positions, which methods areneeded to improve the management capacity of those leaders ?

To answer these questions, this thesis focuses on researching to clarify thestatus of capacity management among the central Union agency officials Theresearch training, retraining and limitations of those processes are also objects toexamine Consequently, feasible solutions to enhance the management capacity

of Union agency officials

2 Limited research subjects:

Limited by research’s scale, this dissertation focuses on leaders atmedium level of the Central Communist Youth union agencies, specificallydirectors and deputy directors of movement units belonging to the Centralyouth union agencies Other units are the press – publishing and business onesoperating under the regulations of the union and government agencies withoutany limit about eligible ages, as the result, they are not considered as researchobjects On the other hand, leaders at medium levels play an important part inpersonnel arrangement plan of The Union Agency They all have experienced aquite qualified training and had opportunities to occupy lower managementpositions, so, they are direct candidates for senior positions in the agency They

are also officials directly responsible for specific tasks of central Youth Unionagencies Decisions given by these in duty time directly influence theeffectiveness of Union bodies for each specific segment.

In terms of quantity, the movement unit of Union agency has 11 smallerdepartments and units Each department has a head and 02 to 03 deputy heads Each tenure has to ensure a resource of more than 40 personnel withoutstanding characteristics for leadership positions in the departments and units.The thesis is restricted in the field of training and retraining to improve themanagement capacity of the leaders so as to fit the knowledge and researchcapacity of the researchers and avoids making the thesis overwhelmed andrambling

III Theoretical Framework

1 Basics of Management:

There have been many concepts of management given by researchers.According to "Vietnamese Dictionary" (2010)4 definition: "Management is theact of organizing and operating things to fulfill certain requirements"; MaryParker Follett5 noted that "management is the art of achieving your own goalsthrough other people"; and in a more specific perspective we can consider JamesStoner and Stephen Robbins’s definition:" Management is the process ofplanning, organizing, performing and supervising the activities of the members

in an organization, together with all other resources of the organization toachieve the objectives set out ", the word" process "in this definition is clearlyindicate that each task is resolved in a reasonable order in a nutshell, we can

conclude that management process includes activities that are arranged in thebelow order:

- Planning: identifying objectives, reviewing steps and time to completethe work, designed a more detailed plan

- Organization: Taking full advantage of available resources required toimplement the plan, including staffing, job analysis, recruitment and personneldistributions

- Performance: Focusing on leadership factors and motivating employees

to work effectively to achieve the proposed plan

- Supervision: Monitoring and examining the plans to ensure the progressand quality and trigger necessary changes during the inspection

2 Research Framework.

2 1 Th e t hree -s kil l met hod :

On the basic definition of management described above, improving thequality of management leaders are upgrading the quality of 04 managementstages including planning, organization, performance and supervision In eachstage, an individual must combine variable knowledge and skills to perform.There are many theories of administration 6 referring to the managementcapability of an individual in the organization, such as Leadership theory, theScience of Management by Frederick Taylor (1856-1915), further developed byHerny L Gantt, focusing on how material incentives policies for workers canimprove the quality of management Behavioral - social psychology theories inadministration led by Mary Parker Follet (1868-1933) emphasizes that themanagement efficiency and quality depend on human factors ,relationships

6

Artcle “ administraton theories”, Apex Instittude, website: w w w ap e x v n

within the organization and social psychology The theory formulated byDouglas Mc Gregor (1906-1964), Abraham Maslow (1908-1970), Chris Argyris all refer to factors which managers should adopt to enhance the quality oftheir management such as being concerned about in coordination betweendepartments within an organization, enabling employees to prove their ownability All the referred theories have contributed to build up the theory ofmodern administration Researchers’ team has explored and applied the three-skill method7 of modern administration to this thesis framework In his research,

Dr Nguyen Huu Than also indicate three characteristics worth emphasizingduring the development of an individual management capacity Those are theability to develop professional skills, the ability to motivate people in the sameproject team, and the ability to recognize the role of their organizations he or she

is in charge of8

The three-skill method objects to the role of "an ideal manager" who areable to handle effectively any problem in any organization This method assessesthe capability of a manager through their performance and skills utilized on duty,not their innate personalities The word "skill" is defined here as the ability thatcan be developed, trained and revealed through the performance of theirmanagement This method assumes management activities with 04 stages: plan;organization, performance and supervision and based on 03 basic skills that can

be formed ,developed simultaneously with the act of people orienting activitiesfor individuals and taking responsible for achieving goals It's professionalskill, human skill, and cognitive skill9

- Professional skill: implies wide and specific knowledge in a particulartype of activity, related to the methods, manners, cycles, technologies toperform that professional work This skill requires specialized knowledge,analytical ability in that field, the understanding of processes, procedures and theutilization of specific tools for that specific task These are skills that all officials,experts, leaders will need to study and improve.

- Human skill: the ability of managers to make a team work efficiently andmotivate other individuals in the groups to perform collaborative work Whileprofessional skill interacts with objects (including physical, professional, cycle,objects ), human skill interacts with members of the organization This skill isreflected through the attitude and awareness of managers with superior andinterior- level colleagues It is considered as a critical skill of a good manager Itrequires managers” the sensibility” to beware of attitudes, assumptions, beliefs

of their own to other individuals, be comprehensible and sympathetic, as a result,creating a positive and unified atmosphere in the organization

- Cognitive skills: the ability to cover the organization , including therecognition interdependence relationships among units in the same organizationand interactive relationships with other institutions, political forces, and moregeneral, the society This skill includes the ability to foresee real tomb how achange of a unit will affect the entire organization and the ability to implementactions to improve the mutual benefit of the organization In the managerposition of an organization ,the managering attitude of the administrators decidesall the nuances and "personality" of that organization, helping to distinguishamong them These attitudes demonstrate the cognitive skills of managers Theoverall success of an organization depends on the cognitive skills of theoperators in the formation and implementation decisions for the organization.Furthermore, we consider cognitive skills, with practical significance and

importance, is the harmonious synthesis of professional skills and human skills.All three skills above cannot be separated in a mechanical way, moreover theyare always intertwined and difficult to distinguish sharply the end or beginning

of each skill However, each level decides which skill you should emphasis, just

as we play different symphonies with different shades require differences ofphysical power of hands, fingers, elbows though they all have to cooperate tocomplete a perfect symphony

2 2 Th e d ev el op men t st ag es

With research subjects limited as young leaders from the Movementdepartment of central committee of HCM communist Youth union, we allrecognize that to improve the quality of a management generation requires athorough, top-to-toe training, not an instantaneous one So, the process ofimproving the management capability of those staff is divided into two phases:the first stage is the screening process which is creating suitable environment tofoster the knowledge and skills necessary to develop management capacity ofindividuals till they are appointed as the head or deputy heads of the committees.Stage 2, in addition to developing nurturing environment for management staff,policies must be set to facilitate management of the subjects For each stage, themanager has his own method to sharpen three skills mentioned previously

- Phase I: Before appointing intermediate administrators

It is the stage that officials, through specific working and communicationwith colleagues…, reveal their best characteristics In this stage, it can be dividedinto two smaller phases, which are basic training phase and interference intoleadership- management capability Training10, in this case, is a specific termused when refer to building the labor force, so “training period” is applicable to

10

Thomas G Cummings & Chistopher G Worley, reference materials MPPM, page 583

all staff beginning to work to provide basic knowledge about the culture of theorganization, together with working virtues This is considered an crucialperiod for each officials to form their own management capacity, especially theplanning, organizing, performing and supervising skills applying firstly to theirown task The process of skimming the quality of their work help managers andleaders to choose one of their staff who have outstanding capacity to continue thepractice, challenges through the next phase This is the stage that officials andexperts have been selected will experience an environment to developprofessional skills, human skills and their cognitive skills.

- Phase II: After appoiting of intermediate administrators

At this stage, leaders can actually perform the work of their management.This stage is also perfect environment for the managers to perfect their skills.Their cognitive skills are best expressed in this stage

3 Research framework diagram

Developing management capability for intermediate-level officials ofCCHCYU ( central committee of Ho Chi Minh Communist Youth Union),namely the head or deputy heads of the department of mass movementdepartment concentrates on measures to improve the quality of 03 skills

professional skill, human skills, cognitive skills in two stages mentioned above.

IV Research Methodology

1 Methods of collecting primary information.

1 1 Meth od s o f di rect perso nal i nt erv iew:

Due to the complexity of information to information collectors, theresearch team decided to focus on personal direct interviews which is suitablewith interview conditions of our group

The researchers conducted interviews with individuals directly in 04groups of subjects related to the research subject (The officer intermediate bike

- head, deputy head) Specifically:

- Group A: Human Resources Senior Manager of Union agencies: detailedinterviews with 02 Central Union Secretary, 01 who is in charge of generalaffairs committees movement, 01 who is in charge of organizing agencypersonnel in the Central Union (specific question - Appendix 01)

- Group B: Human Resources Management intermediate: detailedinterviews with the head, deputy heads of the 6/11 ones belong to TheMovement Unit, the CCHCYU (specific question - Appendix 02)

- Group C: Human Resources basic management: Detailed interviews withHead (Movement Unit) and 01 deputy director of the center ( Movement Unit)( specific question - Appendix record 03)

- Group D: Interviews with 09 direct employees of 09/11 department ofMovement unit with variable number working years ( 03 people have 01 years

of experience - D1, 03 who has 02 years of experience - D2 and 03 who have

03 years of experience - D3) (own question - Appendix 04)

- The content of the questionnaire follows the steps described below:

+ Determine data needed to find: for each type of interviewees , theresearch team determines the content of information needed to collect, andorganize the content from easy to difficult, from short to long ones

+ Identify the method of interview: in personal and direct interview , wecan use many long, complicated, communicative questions to express andobtain information more easily

+ Content Outline questions and how to ask the question: questions do notoverlap each other, the main use of open questions, less use of closedquestions

+ Determine the question type structure: Each interview is expected to use

an average 6-8 logical questions, from short to long, from easy to difficult.+ Strictly control the interview content, avoid ambiguous answers as well

as misunderstanding for the readers

1 2 Obs erv at ion met h ods (di rect an d i ndi rect )

The team consists of two member; one is a staff member of a Board ofmass movement, the Union's Central Committee and the other is head deputy

of mass movement unit of CCHCYU Therefore, the research team possessesfacilities to gather information in both direct and indirect way

- Direct observation: the research team conducted direct observation of officialsgroups (group I), basic managers group (group II), intermediate managersgroup (group III) of 04 departments of Movement Unit, having comparisonabout the time taken to complete different tasks (corresponding skills) and the

attitude with superiors, peers and subordinate levels in 01 month period.

- Indirect Observation: the research team conducted indirect observation ofstaff group (group I), basic managers group (group II), intermediate managersgroup (group III) of 04 departments of the Movement Unit; having comparison

to the materials regularly exposed by each group in their daily work, listingtheir schedule working via email (through groupmail system of departmentsand units), the history and content of the meeting, the meeting of the group ofobjects (through clerical regime) in 01 months time

Other data collection methods such as surveys, questionnaires, surveys bythe sample aren’t used because of its likely inefficiency and incorrection

2 Methods of collecting secondary information:

By collecting the data table, the data quality assessment conducted in themonthly reports, quarterly volume movement Units Union agency, thestatistics, press periodic reports on the work of the Union's offices (through theorganization), profile leaders planning, management of the Ho Chi MinhCommunist Youth Union from the period 2012 to 2017 statistics,comparison between assessment data and information for analysis

V Analyzing the results

1 The results of the analysis of information

After collecting, evaluating, comparing and analyzing primary andsecondary date, by sorting method combined with aggregate statistics anddialectical reasoning, the team has conducted results As research has shownframe 3 elements of the management capacity of an individual expressedthrough three skills, which are professional skills, human skills and cognitive

skills The data and information aggregated and statistical analysis help toassess each skill:

First, is this skill needed for a manager or not?

Second, if this skill is necessary, in which stage should the managerdevelop which skill? how can they develop this skill?

Third, are the senior leaders in CCHCYU qualified enough for this skill?

The process of gathering, analyzing the information in the forms of directinterviews with individuals and groups and help the team assess the level ofawareness about the importance of skills for groups (A, B, C, D), and the desire

of each target group for managers of intermediate bodies Union, which is alsothe basis for proposals to help our solutions more realistic

1 1 Pro fes sion al ski lls

Professional skills covers the knowledge of officials about the specializedknowledge and analytical ability in that field, the understanding of processes,procedures and how to take advantage of resources and professional tools More specifically, HCYU has a vast knowledge about the mass youthaudience; policies of the Communist Party of Vietnam to each kind of subjectabout operations in the youth movement; the analytical skills, creativity to taskgiven when working at practical positions

* About the needed information through interviews with groups A, B, C,D1, D2, D3: 100% of respondents conlude that the professional skill isnecessary for all staff members and management in all stages of development

By analyzing information from direct and indirect observations, 100% of group

I, II, III use the agency time to do professional work, 100% of group exposed

to the materials on professional work, using the email system to exchangeprofessional works and meetings are scheduled for the purpose of professionalwork Thus, we can conclude that professional skill is essential for all staffmembers and leaders.

* On stage need to develop professional skills: Group D1, D2, D3 areprovided the information they need to develop this skill Group A have theopinion t that they need to sustain their professional skills Group B and C thatthey still need to develop professional skills, but in decreasing order (from C toB) The results of analysis of information directly from group I, II, III showsthat time needed to dicuss problems descending from group I, II, III Analysis

of indirect information from the groups I, II, III shows the relative frequency ofusing email to exchange the contents of the work and set up appointments withthe nature of work is decreasing from group III, II, I Conclusion:Professional knowledge is important for team officials and experts, specificallyVietnam age group experienced staff is young As people in the organizationpromote, the amount of time devoted to the job specific expertise tends todecrease So, in the training phase it is crucial to develop this skill Statisticsgathered by the Union organizers also showed 100% central staff are universitygraduates, or formally trained masters This is a very good input for thedevelopment of these skills

* How to develop this skill? Development of professional skills is thedevelopment of knowledge, professional skills, and analytical skills, assess,advise and knowledge from the actual process under the lower base of theanalysis believe that the group D1, D2, D3 tends to increase gradually in thedesire to develop more knowledge about the actual bottom base Groups A, B,

C said that the practical knowledge while working under the grassroots level isindispensable and should always be supplemented with regular increases with

the level of human development in the organization, appointment impulse forknowledge analysis, evaluation, inference has been trained to work.

* Review of the current immediate level administrators’ skills: 100% ofinformation gained through the interview process groups A, B, C, D indicatedthat generally, immediate level leaders in HCYU have a standard professionalskill

Below are a summary of information about groups interviewed onprofessional skills:

Highly appreciate reality experience

( ascendingfrom C to A)

Generally qualified

B

enhance theirown

professional skills( descending from C to B)

Generallyqualified

C

Yes

Generallyqualified

D1

In the moodfor perfecting

Generallyqualified

Yes

being trained

in professionalskill

professionalskills

Generallyqualified

D3

Yes

Generallyqualified

Table 2: General information on professional skill

1 2 Hu man s kil ls

Skill is the ability to bend people to manage labor effectively in a teamand motivate other individuals in the groups perform collaborative work Onething in particular, it is people skills is a natural activity, constantly It requiressensitivity not only in time but also a decision in the daily behavior ofindividuals Human skill is not a skill "when it needs to use", it is thedevelopment of a sensitive, delicate itself every manager before the differentsituations, it can not be artificially And so, how to develop people skills is oneway to develop naturally, unconsciously, to become an integral part of thewhole nature of a manager

* About the needed information through focus groups D1, D2: theinformation respondents are unaware or unclear that the people skills necessaryfor their work Group D3, C realize that people skills is one of the additionalskills to get the job done with good effect A special group and group Bconfirmed that people skills are essential for the management of theiroperations Direct observation and indirectly also to the group result I almostattitudes construction work to develop people skills In contrast, group II andgroup III special to spend time thinking about how to develop their skills in

* On stage need to develop people skills: Group D1, D2, D3 does notclearly identify the time to develop these skills, they often assume that it is thenature of every person Group A, B and C for that they have to actively developtheir people skills and are stated in clear that, to the human development oftheir skills from the first day to the organization At the position of the managerwhether large or small, they learn people skills that help them more inmanagement People skills demonstrated its importance in the intermediatelevel, where the number of direct communication between managers withsubordinates, between managers with their business peers, mid-level managersand Management is the largest higher Growing up, the communication timesbetween the managers as being reduced in proportion to relative Therefore, thedevelopment stage to the most powerful people skills are stage managersintermediate

* How to develop this skill? Skill is the totality of human sensibility,refinement of each person, accept differences of opinion, attitude, selfconfidence and other people to understand what other people say and talk topeople other out Direct observation showed that the groups I, II, III tend tochoose the attitude to communicate with different groups at work: clever to theupper leaders , outspoken, candid with their business peers, and powerful toinferior level collegue The attitude with clear target groups asserted that everyhuman self is still developing the skills of their people, which determined theefficiency of their work The group interview data D1, D2, D3 did not knowwhich skills should be developed in which stages In the meantime, group B, Care more concentrated on their work as well as more patient They attentivelylistened patiently, thinking about the attitudes and behavior of people over, andthis one conducted regularly in a variety of ways, control the individual strokes

his candor They are willing to participate enthusiastically in serious classes

to develop these skills with a little help from the school administrators .Direct and direct and indirect observations shows the link between the rise inthe intensity of lessons and the desire to obtain more professional knowledge.Although Group A has developed this skills for a very long time andundeniably created some outstanding individuals, mastering this skill actuallyrequires innate gift of their own

There are some disagreements in the evaluation review about the status ofimmediate level leaders Group C, B and A suggested that those leaders need toenhance substantially their human skill all the time

We synthesized information groups into the below table to illustrate thestatus of human skill

Gaining theirown experienceand

continuouslydeveloping human skill

Still in the mood for enhancing human skill

advantage oftheir own rightand ability,