strategy for development of viglacera vocationnal college period 2011 2015 pdf

GaMBA01.N06 Capstone project report GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM GaMBA01.N06 CLASS STRATEGY FOR DEVELOPMENT OF VIGLACERA VOCATIONAL COLL

GaMBA01.N06 Capstone project report

GRIGGS UNIVERSITY GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM

GaMBA01.N06 CLASS

STRATEGY FOR DEVELOPMENT OF

VIGLACERA VOCATIONAL COLLEGE,

PERIOD 2011 - 2015

Members of 6th Group :

1 Le Minh Tuan

2 Hoang Thi Thuy (Leader)

3 Nguyen Thanh Thang

4 Pham Hoa Binh

HaNoi, September 2011

GaMBA01.N06 Capstone project report

LIST OF TABLES

Page

Table 1.1: External factor evaluation matrix

Table 1.2: Internal factor evaluation matrix

Table 1.3: SWOT Matrix

Table 2.1: Table of training result in the last 3 years

Table 2.2: Human resources in each Board -Deparment - Faculty

Table 2.3: The structure of teachers in major professional

Table 2.4: The structure of teaching staff by level

Table 2.5: Vocational training of Viglacera vocational College

Table 2.6: Statistic of training scale

Table 2.7: Quantity and sort list of book in library

Table 2.8: Vocational training facility of Viglacera vocational College

Table 2.9: Internal factor evaluation matrix (IFE)

Table 2.10: Major and special major of some universities, colleges

Table 2.11: Cost for study of training types (Unit: 1.000VND)

Table 2.12: External factor evaluation matrix ( EFE)

Table 2.13: Summary strength, weakness, opportunity and threat of The College

Table 3.1: Developing training scale of The College 2011 - 2015

Table 3.2: Developing teacher of The College 2011 - 2015

Table 3.3: Strengths - Weaknesses - Opportunities and Threats of Viglacera

vocational College

Table 3.4: SWOT Matrix

Table 3.5: Formulating plans for development strategy for The College

Table 3.6: Matrix QSPM for SO

Table 3.7: Matrix QSPM for ST

Table 3.8: Matrix QSPM for WT

Table 3.9: General summary of specific measures to develop Viglacera

GaMBA01.N06 Capstone project report

LIST OF FIGURES

Page

Figure 1.1:Perspective plan of 1st base of Viglacera vocational College -

Yen Phong, Bac Ninh Urban

Figure 1.1: Five task realationship of strategic management

Figure 1.2: Comprehensive strategic management process of Fred R.David

Figure 2.1: Logo of Viglacera vocational College

Figure 2.2: Structure of Viglacera vocational College

Figure 2.3: Internal analysis environment model of Viglacera vocational College

Figure 2.4: Human resource structure of Viglacera vocational College

Figure 2.5: Training scale of Viglacera vocational College

Figure 2.6: Teacher is guiding students to learn model production line

building materials at Viglacera vocational college

Figure 2.7: Images of students are practicing on the production line

construction materials (ceramic raw) in Company

Figure 2.8: Internal factor evaluation model of Viglacera vocational

GaMBA01.N06 Capstone project report

TABLE OF CONTENTS

LIST OF TABLES

LIST OF FIGURES

INTRODUCTION 1

CHAPTER I THEORETICAL BASIS FOR BUILDING STRATEGY DEVELOPMENT OF VIGLACERA VOCATIONAL COLLEGE 4

1 Overview of strategic management and business strategy 4

1.1 Related concepts 4

1.1.1 Strategy 4

1.1.2 Strategic management (SM) 4

1.2 Meaning of stratery management 5

1.3 Vision, mission and core values 6

1.3.1 Vision 6

1.3.2 Mission 6

1.4 Strategic Management Process 7

1.5 Tools formulate strategy 8

1.5.1 Evaluation inside - outside elements matrix 8

1.5.1.1 External factor evaluation matrix (EFE matrix) 8

1.5.1.2 Internal factor evaluation matrix (IFE matrix) 9

1.5.2 Competitive profile matrix 10

1.5.3 SWOT Matrix 10

1.5.4 QSPM Matrix 11

2 Summary Chapter 1 11

CHAPTER II ANALYSIS OF CURRENT OPERATION OF VIGLACERA VOCATIONAL COLLEGE 12

1 An overview of the the Viglacera Vocational College (The College) 12

1.1 Formation and development process of The College 12

1.1.1 Name, logo 12

1.1.2 Address, phone, fax, website 12

GaMBA01.N06 Capstone project report

1.1.3 The process of formation and development Viglacera Vocational College

(VVC) 12

1.1.4 Functions and main tasks 12

1.1.5 Organizational Structure 13

1.2 Summary situation and result of operations of the Viglacera Vocational College within 03 years (2008-2010) 14

2 Analysising situation activities of Viglacera Vocational College by SWOT method 15

2.1 Analysis of factors internal environment of the School 15

2.1.1 Human Resources 16

2.1.2 Management training 18

2.1.2.1 Industry Training 18

2.1.2.2 Training scale 18

`2.1.2.3 Training Program 19

2.1.3 Scientific researching activiteies, innovating programs and textbook 20

2.1.4 Information and library systems 21

2.1.5 Finance - Accounting 21

2.1.6 The facilities, equipment and training 22

2.1.6.1 The facilities 22

2.1.6.2 Training Equipment 22

2.1.7 Marketing 24

2.1.8 Organisation culture 24

2.1.9 Internal factor evaluation matrix of The College 24

2.2 Analysis of external environment factors 26

2.2.1 The opinions and forecasts of the development strategy of Vietnam vocational trainning in 2020 Error! Bookmark not defined 2.2.1.1 The key opinion of development of vocational training Error! Bookmark not defined 2.2.1.2 Forecasting innovation of vocational training of Vietnam to 2020 Error! Bookmark not defined 2.2.2 Analysis of macro environment 26

2.2.2.1 The economic factor 27

GaMBA01.N06 Capstone project report

2.2.2.2 The political - law factor 28

2.2.2.3 The social-cultural factors – population 28

2.2.2.4 The technical elements - technology 28

2.2.3 Analysis the micro environment 29

2.2.3.1 Customers 29

2.2.3.2 Vocational training colleges in Ha Noi city and Northern 29

2.2.3.3 Supplier 30

2.2.3.4 Indirect competitors (international school in Vietnam, study abroad) 30

2.2.3.5 Substitution service 31

2.2.3.6 Vocational training analysis and demand in Bac Ninh province 2.2.3.7 Vocational training situation in Hanoi 2.2.4 External factor evaluation matrix (EFE) 34

3 The necessity of buiding development strategy of Viglacera vocational college 35 CHAPTER III IDENTIFACATION OF STRATEGIES, SOLUTIONS FOR IMPLEMENTATION, RECOMMENDATION AND CONCLUSIONS TO BUILD AND DEVELOP VIGLACERA VOCATIONAL COLLEGE 37

1 Determining strategic solutions 37

1.1 Vision, mission and core values 37

1.1.1 Vision 37

1.1.2 Mission 37

1.1.3 Core values 38

1.2 Forecast training scale, development of teachers and objective 38

1.2.1 Forecast training scale 38

1.2.2 Development of teachers 39

1.2.3 General development objective 39

1.3 SWOT matric and QSPM matrix 40

1.3.1 Strength - Weakness - Opportunity - Threat of The College 40

1.3.2 SWOT matrix (Strengths - Weaknesses - Opportunities - Threats) 42

1.3.3 Strategic choice through strategic planning matrix to quantify (Quantitative Strategic Planning Matrix - QSPM) 42

2 Solution implementation strategy chosen 48

2.1 The point of building solutions 48

GaMBA01.N06 Capstone project report

2.2 The general solution 48

2.3 General summary of specific measures to develop Viglacera vocational College 49

3 Recommendations to parties participate in development strategy 60

3.1 Board of management 60

3.2 The under sectors 60

3.3 Viglacera Corporation 61

3.4 Businesses in Viglacera Corporation 61

3.5 Pupils and students; former students 61

CONCLUSION 62

REFERENCES 64

APPENDICES 01: 67

APPENDICES 02: 69

GaMBA01.N06 Capstone project report

INTRODUCTION

1 Necessity and importance of the topic

After period studying seriously at Global advance Master of Business

Administration training program (GaMBA program) provided by Center for Educational

Technology and Career Development - Vietnam National University in cooperation with Griggs University- USA held in Vietnam Now, it is time to do big assignment for graduation, we are 6th group - GaMBA01.N06 class, members include:

Economic Department Manager

Project Management Board at Son

La Hydropower Plant - Vietnam

Electricity

2 Hoang Thi Thuy F Vice Rector Viglacera Vocational College

3 Nguyen Thanh Thang M Officer Military Commercial Joint Stock Bank

4 Pham Hoa Binh M Vice Director An Phu Investment and Development

Joint Stock Company

Building topic together: “Strategy for development of Viglacera vocational College, period 2011 - 2015”

In education, strategy and strategic management helps schools, especially vocational school to meet the needs of human resources for society and improve their ability, to train

in the most limited conditions as well as life conditions for staffs and teachers

We hope to contribute a part to build operation strategy of The College effectively; to improve competive capacity, exist and non-stop development

GaMBA01.N06 Capstone project report

Viglacera Vocational College formerly is the School for Training workers and Cadres of Building materials which was established according to the Decision No 483/QD-BXD on 08/7/1998 by the Minister of Construction; 12/2006, renamed Vocational School of Viglacera’s building materials; 9/2007, changed its name to Viglacera vocational School and renamed again and upgraded to Viglacera Vocational College on 5/2010 (Decision No 627/QD-LDTBXH on 18/05/2010 of the Ministry of Labour - War Invalids and Social Affairs)

Viglacera Vocational College is business unit which has revenue, under Viglacera Corporation, is the first Vocational College of nation in training vocation about manufacturing materials for construction The main task of The College is training vocation according to 03 levels: college, secondary, primary vocation and improving level vocational skills for employees, responding human resource for construction industry, Viglacera Corporation and society However, the development of domestic economy - society toward integrating and the State guideline about socializing education and training industry which formed fiercely competitive training market There were many new training schools which were borned including many modern, advance training programs that responded needs of society and students, pupils Especially, there were more foreign training schools

Figure 1.1: Perspective plan of 1st base of Viglacera vocational College - Yen Phong, Bac Ninh Urban

GaMBA01.N06 Capstone project report Therefore, The College needs building development strategy effectively to improve competitive capcacity, exist and development We hope to contribute partly

into building operation strategy for The College in next time with topic: “Strategy for development of Viglacera vocational College, period 2011 - 2015”

2 Aims of study

- Systematizing basic theories of planning strategy

- Analysing operation environment of Viglacera Vocational College

- Development direction of Viglacera Vocational College period 2011 - 2015

4 Structure of topic

Our topic includes main parts as following:

- INTRODUCTION: OVERVIEW

-CHAPTER 1: THEORETICAL BASIS FOR BUILDING STRATEGY DEVELOPMENT

OF VIGLACERA VOCATIONAL COLLEGE

-CHAPTER 2: ANALYSIS OF CURRENT OPERATION OF VIGLACERA

VOCATIONAL COLLEGE

-CHAPTER 3: IDENTIFICATION OF STRATEGIES, SOLUTIONS FOR

IMPLEMENTATION, RECOMMENDATION AND CONCLUSIONS THE STRATEGIES

TO BUILD AND DEVELOP VIGLACERA VOCATIONAL COLLEGE

GaMBA01.N06 Capstone project report

CHAPTER I THEORETICAL BASIS FOR BUILDING STRATEGY DEVELOPMENT OF

VIGLACERA VOCATIONAL COLLEGE

1 Overview of strategic management and business strategy

1.1 Related concepts

1.1.1 Strategy

"Strategy" is a term dervided from the Greek word "Strategos" used in military

Military strategy is the art of commanding in the dominant position, said the modern theorists Clawzevit Strategy is the art of commanding the facilities to win, said a publication of the Larous dictionary

According to Johnson and Scholes define strategies in environmental conditions

have a lot of rapid change: "strategy is direction and range of an organization to gain long term competitive advantage for organization through format of its resourses in a changing environment, to meet market demand and satisfy the expectations of parties concerned" (Johnson, Scholes 1999 Exploring Corporate Strategy, 5th Ed Prentice Hall Europe)

At the level aspect, there are at least three levels of strategy: corporate business unit - leads to aim and the overall range of the organization, strategic business unit - is related to method of competiton in specific markets, strategy funtions - is the strategy that helps the company do effectively based on the resources, processes and people In terms of content, we can give some kind of strategy as compttive direct strategy, competitive advantages strategy and strategy based on customer

1.1.2 Strategic management (SM)

SM is a problem was concerned by the economists and administrators Because the contents of SM is wide in research and extensive in practive, they give the different definition and opinion for each view Here are some common definitions

SM is a set of decisions and administrative actions that determine the long term success of business

SM is a set of decisions and planning actions lead to and implementation strategies to achieve the objectives of the organization

SM is the current research environment as well as future plans and objectives of the organization; proposed to implement and supervise the implementation of the decisions to achieve the objectives in the current environment as well as future

GaMBA01.N06 Capstone project report

SM is the art and science of formulating, implementing and evaluating the general decisions to help each organization achieve its goals

According to this concept, SM emphasis on coordination aspects of management, marketing, finance/ accounting, product/operational, research and development and information systems to achieve success business

The tasks of SM are summarized as follows:

1 Creating a strategic vision - describing the image of the future organization, specify the image that the organization wants to be

2 Setting goals - strategic transformation vision into specific performance outcomes that the organization must achieve

3 Building strategies to achieve the desired objectives

4 Implementing and operating strategy has been selected by the effective and efficient

5 Assessing the performance and adjustment perspective, long-term direction, objectives, strategy or execution based on experience, the changing conditions, ideas and opportunities

Model 1.1: Five task realationship of strategic management

1.2 Meaning of stratery management

Assisting enterprises: Seeing their purpose and direction to choose their own direction to achieve goals and know where the enterprise in the implementation goals; Identify opportunities and risks from the external environment, the strengths and weaknesses of the enterprise to maximize strengths, minimize weaknesses, catch opportunities and methods to prevent threats from outside; Provide business decisions are suitable with the business

Building strategy to achieve goals

Implementing, administering the strategy selected

Assessment of Implementation , monitoring, repair or adjust

GaMBA01.N06 Capstone project report competitive advantage in changing business environment, find out the existence and growth to improve the competitive position of enterprises

1.3 Vision, mission and core values

1.3.1 Vision

To have a good strategy for organizations, enterprises should identify specific

and clear objectives, in other words "vision and mission statement are like a picture, a dream about the future of the enterprise"

The meaning of vision: Showing the vital importance of the organization, define and outline the future of organization, guide to the core to preserve and inspire future oriented organizations, assist the enterprise in clarifying the purpose and meaning of their existence Thus, the vision must describes the desired highest purpose and overview or the organization, expressed what should be an emotinal appeal to encourage all organizations devote resourses to achieve the ideal

1.3.2 Mission

The mission statement shows the reasons exists of organization and what it will

do For example, the mission of a vocational training school is training workers with high skill level, satisfying the needs of society that particularly each student after graduate may have stable job

The major objectives determines what the organization hopes to meet the medium and long term scope All most organization seek profit, achieve goals of excellence leading position The second goal is the one that the company deems necessarily if they want to achieve superior power

The mission makes sense and are considered well established that must have characteristics are: Accurate and measurable; be directed to the important issues; be challenging but can be done ( practical) should be identified a period fo time; the good goal provides tools to evaluate the perfomance of managers

1.3.3 Core Values

Corporate culture can be understood as all the cultural values were built during the existence process and development, become the values, perceptions and practices, rooted in activities of enterprises and govern emotions, thought patterns, behavior of all members pursue and implement common goals

GaMBA01.N06 Capstone project report The core values are essential and long-term belief of an organization The system core values is the main motivation to push people work, connect people together, link businesses with customers, business partners, link enterprise with society

1.4 Strategic Management Process

Strategic manegement process is often researched and used through the models Each model performs a series or different processes Fred R.David strategic management model is the most widely accepted that are shown in model 1.2 This model does not guarantee success but it provides a clear and basic method which approach in establishing, inplementing and evaluating strategies

According to the model, strategic management has 03 stages:

- Formating strategy stage includes develop business task, identify the opportunities and risks of organization from outside, show the strengths, weaknesses inside, set the long-term goals, create alternative strategies and select a specific strategy to pursue

- Implementing strategy stage requires companies set annual targets, policies, encouraging staffs and allocate resources for the strategy can be done

- Assessing strategic stage involves measuring the performance of individuals and organizations, while providing the necessary corrective actions

Specifically the following models:

GaMBA01.N06 Capstone project report

Model 1.2 : The process of comprehensive strategic management of Fred R.David

1.5 Tools formulate strategy

Before building strategy for organizations, businesses need analyzing the macro

environment (demographic, economics, political, legal, social culture, technology, globalization, ) and micro - environment (customers, competitors, potential and existing companies, suppliers, substitutes, etc ) then using the following tools to

develop strategies suitable for real statement of organization or enterprise:

1.5.1 Evaluation inside - outside elements matrix

IE matrix is based on analysis of business environment and internal business analysis, then set up two matrix elements: business to external factor evaluation matrix

(EFE matrix) and internal factor evaluation matrix (IFE matrix)

1.5.1.1 External factor evaluation matrix (EFE matrix): used to summarize and

assess the impact of environmental factors and business

Evaluate external factor

to identify opportunities and risks

Set term target

long-Set annual targets

Evaluate internal factors to identify strengths and weeknesses

Select strategy

to persue Suggest policies

Measure the perfomance

Reallocate resources

Feedback information

assess strategy

GaMBA01.N06 Capstone project report

Table 1.1: External factor evaluation matrix

1= less response business 2= average reponse business 3= above average response business

4= good response business

(4) = (2) x (3)

Total score the highest importance that a business can have is 4.0 and the lowest is 1.0 Total average importance of 2.5 Total 4 points is important that business are responding very well to the opportunities and threats present in the environment In other word, the business strategy affect opportunities and minimize threats negatively The total score of one candidate that business strategy set out to take advantage or opportunities or avoid threats from ouside

1.5.1.2 Internal factor evaluation matrix (IFE matrix): used to summarize the

analysis and evaluation of the strengths, weakness of the factor governing the inner working of the business

Table 1.2: Internal factor evaluation matrix

1 = the most important weekness

GaMBA01.N06 Capstone project report Significant total score lower than 2.5 showed weakness in internal business and score higher than 2.5 showed strength in local business

1.5.2 Competitive profile matrix

Competitive profile matrix identifies the major competitors and their special advantages and disadvantages This matrix includes the external factors and internal factors that have important decisions to the success of every enterprises

The comparison gives us more important strategic informations The way to build competitive profile matrix is similar to external factor evaluation matrix

1.5.3 SWOT Matrix

SWOT matrix allow us to assess strengths and weaknesses of the company and estimate the chances, the risk of the external business environment, which has reasonable coordination between the ability of the business and situation environment

Table 1.3: SWOT matrix model

Symbols: S: Strenghts: The strengths; W: Weaknesses: The weaknesses; O: Opportunities: Opportunities; T: Threatens: The risk/threat

External environment

Internal factor

Opportunity (O)

O1, O2, O3,

List important opportunities outside business

GaMBA01.N06 Capstone project report

1.5.4 QSPM Matrix

Matrix QSPM (Quantitative Strategic Planning Matrix) evaluates and ranks the

strategic plans, thereby they have ground choose the best strategy This matrix used

input from all the matrix was introduced above (EFE, IFE, SWOT) Developing QSPM

matrix need following these steps:

Step 1: List opportunities and threats and other important external strengths, weaknesses inside company Matrix should be included at least 10 key success factors external and 10 key success factors internal

Step 2: Classify each element for success inside and outside

Step 3: List strategic options that companies should consider implementing Set strategies into particular groups if it it possible

Step 4: Determine the number of attraction (AS: Attractive Score) of each

strategy Note that only compare the strategies in the same group together The number

of attractions are as follow: 1 = absolutely not atractive; 2 = less attractive; 3 = fairly attractive; 4 = very attractive If key success factors do not affect the strategic choice

that is not marked (it may be eliminated from the matrix)

Step 5: Calculate the total number of attractions, the result of multiplying the

number of classification (step 2) with some interesting points (step 4) in each row

Step 6: Calculate the number of attractions The higher score indicates the more attractive strategy

2 Summary Chapter 1

The role of strategy and strategic management in general are important, make the strategy also takes more time and energy, but The Colllege will take more benefits And it would be wrong if a strategy was hastily set up, rigid with the estimated figures

For education sector, training, strategy and strategic management helps shools meet the needs of human resources for society, improve their ability in the most limited conditions as well as order to ensure the life conditions of the staff

Currently almost vocational schools have turned to self-accounting , so the strategy and governance are essential, it helps the school to see the strengths and weaknesses and ability to respond to environment for making the right decisions in the present and future

In the short term a good strategy will help The College do well in training human resourses for

GaMBA01.N06 Capstone project report

CHAPTER II ANALYSIS OF CURRENT OPERATION OF VIGLACERA VOCATIONAL

COLLEGE

1 An overview of the the Viglacera Vocational College (The College)

1.1 Formation and development process of The College

1.1.1 Name, logo

- Vietnamese name: Viglacera College

- International Trade name: Viglacera Vocational College

- Abbreviation: Viglacera-VC (Figure 2.1: Logo)

1.1.2 Address, phone, fax, website

- Head Office: 92 Vinh Phuc Str, Ba Dinh Dist, Hanoi

- Training campus 1: Lane 321 Vinh Hung, Hoang Mai Dist, Hanoi

- Training campus 2: Dong Phong, Yen Phong Dist, Bac Ninh

- Tel: 04.37610112; Fax: 04.37610728, Email: viglaceravc@yahoo.com

- Website: vvc.edu.vn

1.1.3 The process of formation and development Viglacera Vocational

College (VVC)

Viglacera Vocational College is an administrative unit with revenues which

subordinate to Vietnam glass and Ceramic Corporation (now is Viglacera Corporation)

formerly is the School for Training workers and Cadres of Building materials, which was established according to the Decision No 483/QD-BXD on 08/7/1998 by the Minister of Construction; 12/2006, renamed Vocational School of Viglacera’s building materials; 9/2007, changed its name to Viglacera vocational School and renamed again

and upgraded to Viglacera Vocational College on 5/2010 (Decision No LDTBXH on 18/05/2010 of the Ministry of Labour - Invalids and Social Affairs)

627/QD-1.1.4 Functions and main tasks

- Vocational training bases on three levels : Vocational Colleges, Intermediate Vocational training and Primary Vocational training as prescribed;

- Improving skills of labour, managers as required of manufacturers, business services, employees;

- Researching and applicating of technology, improving quality and efficiency

of education, organizing production, trading and servicing as prescribed by law;

GaMBA01.N06 Capstone project report

- Links to organizations of economic, cultural, social, education, scientific and other institutions in country and out of country to expand and improve quality of the training and associate training with work to attend to social and economic development, labor export;

- Perform other duties as prescribed by law and the duties of Viglacera Corporation

&

Resear

ch

Person nel and Admini stration Depart ment

Accoun ting and Finance Depart ment

Center

of foreign langua

ge

Facult

y of Basic science

Facu lty of Cons truct ion and Buil ding Mate rials

Facult

y of Mech anics

Facult

y of Busin ess Admi nistrat ion

Faculty

of Inform ation Techn ology

Facult

y of Electri cal Auto matio

n

COLLEGE BOARD

GaMBA01.N06 Capstone project report

1.2 Summary situation and result of operations of the College Viglacera within

03 years (2008-2010)

Table 2.1: Training result in recently 3 years

No Vocational training Units

The number of pupils and

A Long-term system P&S 460 670 640 1.770

I Diploma Student - - 80 80

1 Industrial/Civil electricity - - - 20 20

2 Business Accounting - - - 40 40

3 IT - - - 20 20

II Certificate Pupil 460 670 560 1.690 1 Production of coarse pottery - 100 300 190 590

2 Sanitary Wares manufacturing - 100 100 200

3 Granite tiles manufacturing - 80 - 70 150

4 Ceramic tiles manufacturing - - 130 130

5 Cotto tiles manufacturing - - - 50 50

6 Industrial/Civil Electricity - 30 40 - 70

7 Business Accounting - 50 40 50 140

8 IT - 40 40 50 130

9 Brickwork – Complete - 40 - - 40

10 Concrete - - - 50 50

11 Reinforced solder - - - 100 100

12 Welding - 20 20 - 40

B Vocational elementary level,

short-term (converted)

Pupil 660 618 730 2.008

TOTAL: (A+B) 1.120 1.288 1.370 3.778

(Data source: From the Division of Viglacera vocational College)

Average of 03 years recently, the Viglacera College enrolled and trained 1,260

students/year (converted to 10 months per annual)

GaMBA01.N06 Capstone project report

In addition, each year the Viglacera College also participates types of training: associates, upgrading training for production management for in and out international business corporations

2 Analysising current operation of Viglacera Vocational College by SWOT method

2.1 Analysis of factors internal environment of the School

Figure2.3: Chart analysis of the internal environment of Viglacera College

The identification of the strengths and weaknesses of cases through the assessment of major activities, support activities as follows:

Internal Analysis

Resources

Training program

Finance -

Accounting

Human Resources

Information Systems Management

Marketing

GaMBA01.N06 Capstone project report

2.1.1 Human Resources

Table 2.2: Staff in Board - Division - Faculty

No Board - Division - Faculty - Center Number

(Data source: Organization - Public Administration of Viglacera College)

The total number of officers, teachers, school staff now has 59 people (39 men and 21 women), of which: 12 people are managers from the heads and deputy defense, scientific and above (12 persons involved in teaching), the number of teachers to teach

is 18, staffs double as teachers are 09 people, service and professionals people has 20 people In addition to the property on the number of teachers, the school also contracts with 16 visiting teachers

Figure2.4: The structure of the VVC: managers (20%) - Teachers (46%) - Staff (34%)

GaMBA01.N06 Capstone project report Professional and sevice staffs make up 42% for labor force, most have been trained and are placed in the position, specific tasks, work effectively within the organizational structure of the school

The structure of teaching staff by professionals (including management staff

(Data source: Organization - Public Administration of Viglacera College)

Quality, teaching staff of most schools have trained and certified teacher training, more than 50% have long taught for 10 years, the remainder of 04 years, mostly people love their job and have a high responsibility

Table 2.4: The structure of teaching staff by level

GaMBA01.N06 Capstone project report

Intermediate and Primary Vocational training

12 Product manufacturing Ceramics, Porcelain

Statistics on the training scale in 03 years nearly (2008-2010) of the college for

the training system is presented in Table 2.6 as follows:

Table 2.6: Statistics training scale

Year Training

Primary,

short-term (converted) Amount Density Amount Density Amount Density

2008 1,120 - - 460 41.1 660 58.9

2009 1,288 - - 670 52.0 618 48.0

2010 1,370 80 5.8 560 40.9 730 53.3

(Data source: Division of Training Viglacera College)

Other types of training:

- To train workers for rank increase of employees: Approximately 550 visitors/year;

- Training, retraining, short-term training in topics: Approximately 500 visitors/year;

- Link training university, inter-college to college: About 1,000 students/year

GaMBA01.N06 Capstone project report

0 500 1000 1500 2000 2500

2008 2009 2010

Quantity

year

Sacle of training of Viglacera vocational college

College Secondary short term primary education scale

Figure 2.5: Scale of training of Viglacera vocational College

`2.1.2.3 Training Program

The training program consists of school occupations and educational levels as

described above (Picture 2.5) In each program has the overall goal, specific objectives

and details of each module or each subject; Identifying curriculum and materials

necessary for the course

The structure of training programs comply to follow Decision No BLDTB&XH on 04/01/2007 and program framework of occupations of Ministry of War Invalid and Social issued, compiling information for the profession, specifically following: college level, 03-year training period; intermediate is 02 years and is the Primary 3 to 6 months

01/2007/QD-Depending on the order of business, the College offers courses and training time, program content corresponding to the grade level according to Ministry of Labour Invalids and Social Affairs From the college, students have been practicing on the device model production line of modern building materials in the business of the Viglacera Corporation

GaMBA01.N06 Capstone project report

Picture 2.6: Teacher is guiding students to learn model production line building materials at the Viglacera vocational College

Picture 2.7: Images of students are practicing on the production line

construction materials (ceramic raw) in Company

2.1.3 Scientific researching activiteies, innovating programs and textbook

Programs, textbook, teaching materials were compiled, updated and revised in accordance with actual requirements With specialized courses, short term syllabus will

be the contribution made by the company or unit order before deployment In science, the operations department seminars, lectures, compile and update the program content, delivery process has seen progress In addition, the school also hired the leading experts

in the field of construction materials production editing, such as Silicates Faculty - Hanoi University of Techonology, Civil Materials Faculty - University of Civil Engineering, Institute for Building Materials - Ministry of Contruction

GaMBA01.N06 Capstone project report However, the general assessment does not content right level, not commensurate with qualifications and teaching staff of The College, could not meet all the needs of society

2.1.4 Information and library systems

The School has invested in the software: Personnel management, management of financial , the computer equipment for the departments may use local area network (LAN)

The school has a library of about 100 m2 area, where students can study the documents, but not a lot of books, focusing on specialized areas of school education

The project is building an electronic library development to meet future and distance learning

Table 2.7: Number and classification of books in the library

In there

Textbook Reference

book

2 Major producers of building materials 578 120 458

1 From the State and Viglacera Corporation:

This revenues is 2 -3 billion annually from the contracts on training, scientific research with Viglacera Corporation, the Ministry of Construction and General Department of Vocational Training

2 From the college’s own revenue, consist of:

- From the training contracts, scientific research with companies inside and

GaMBA01.N06 Capstone project report outside corporation

- From the service revenues, tution fee, recruitment fee

Finance report shows that income of College increases , the following year is higher than previous years with an average of 7% to 15% (2008: 6.641 billion VND,

in 2009: 7.608 billion VND, in 2010: 8.165 billion), this premise is to create the impetus for training activities of the college, please see the attached appendix 3

The financial report of Viglacera Vocational College in the last two years (2009 and 2010) shows that: training activities of the college has developed step by step

This is clearly shown through financial list of balance Additional resource revenues come mainly from training activities in the society This requires the dynamic, therefore the expending of training scale to Bac Ninh area is a relevant strategy of the college at this moment This is also the demand of the society, which is very necessary and pressing Bac Ninh is a very large area with over 15 industrial zones Moreover, Viglacera vocational college is the first vocational college of Vietnam which

specializes in training learners of building material manufacturing (since 1998) These

are advantages of the college

The group built solutions with the aim to develop the college according to the market trend, increase the revenue from independent business activities

2.1.6 The facilities, equipment and training

2.1.6.1 The facilities

Currently the school is managing, using 47,029 m2, including 7,029 m2 of land at the Head Office: No 92 Vinh Phuc, Ba Dinh District, Hanoi; 10.000 m2 at a training establishment, Lane 321 Vinh Hung, Thanh Tri, Hoang Mai; 30.000 m2 at second base training: Dong Phong, Yen Phong district, Bac Ninh province

Total area headquarters building and facilities is 18,923 m2, including the effect

of, lecture halls, faculties, the workshops, dormitories, playground, etc equipped with synchronized, ensuring the training standards prescribed by the General Department of Vocational Training, to meet the training needs 1,370 students in 2010

Also the school construction the second Facility training at Dong Phong, Yen Phong district, Bac Ninh province with an area of land used is: 35.000m2, has inaugurated the first phase on 08/9/2011 with total investment of 108 billion Vietnam dong

Phase II construction will meet the training scale in 2015 was 2,170 students, projected area is 21,096 m2

2.1.6.2 Training Equipment

Equipped with sync and meet training requirements, training of the school and

GaMBA01.N06 Capstone project report the provisions of the General Department of Vocational Training, as indicated in the following table:

Table 2.8: Equipment Viglacera Vocational College

1 Equipment for vocational training 9 equipments Head office

2 Computer room and Foreign languages

Lab

575 equipments Head office

4 Advanced electricity lab 42 equipments Head office

6 Industrial electricity lab 68 equipments Training campus 1

7 Room model of building materials

Training campus 1

10 Foreign language classrooms 01 room Training campus 2

11 Office practice in information technology

and accounting

01 room Training campus 2

12 Industrial electricity lab 01 room Training campus 2

14 Advanced electricity lab 01 room Training campus 2

To improve the quality of training and research, reference material and updated information, the school was equipped with internet to all rooms, science and install wifi system, so can access the internet everywhere in all cases

The training device of the investment field uniform, modern equipment, high

GaMBA01.N06 Capstone project report technology to meet the training needs of the labor market and abroad

2.1.7 Marketing

The College provides enrolment information of short-term courses to the press but the effect is not high, not impressive about its advantage services

PR- Media activities, especially press information are not active, do not focus

on marketing, publishing the brand In general, PR marketing activities of The College

are unprofessional, do not have long-term strategy and overall plan

Continue improving and implementing strictly the quality management system Implement provisions on democracy with slogan: " fairly - publicly – democratically”

in The College activities to promote the best collective strength, our overall general good college branding

Improving in teaching students, building civilization dormitory

2.1.9 Internal factor evaluation matrix of The College

Table 2.8: Internal factor evaluation of The College diagram

Supporting

Activities

General management

Effective Employee

Teaching facility, library Finance – Accounting Human Management Input

activities

Coporrate culture

Education activities

Education method

Service

Main activities

Table 2.9: Internal factor evaluation matrix (IFE)

GaMBA01.N06 Capstone project report

2 Organization - management need improving, clear

hierarchy and more empowered

3 Network education is wide over Northen provinces;

good ralationship with partner

4 The income of teacher and staff is stable 0,07 2 0,14

5 Base is close to city center, easy to attract student in

8 Poor marketing activities, specilized department is

unprofessional

9 Self-study, play sport do not cover all students 0,07 2 0,14

10 Information system, library, finance need investment

and management policy are effective

11 Using assets, exploit facilities effectively 0,09 3 0,27

12 Research and development is poor, The College did

-Viglacera Coporation is the leader in specialized production and trading material contruction in Vietnam

GaMBA01.N06 Capstone project report -With experience, helping school efforts to oercome difficulties, creating incentives for all staff, teachers, school straff firmly on the path of development

2.2 Analysis of external environment factors

2.2.1 The opinions and forecasts of the development strategy of Vietnam vocational training in 2020

2.2.1.1 The key opinion of development of vocational training

General opinion: developing education is the leading policy of nation, innovate basic, comprehense education in Vietnam under the direction of standardization, modernization, socialization, democratization and international intergration In particular, renewing education management method is the key task Improving the quality of education, training, respect moral education, lifestyle, creative ability, practical skills, ability to establish business Renovation financing mechanisms, perform quality control of education and training at all levels Building a healthy educational environment, incorporating between school, family and society

Trainning human resources to meet deverse requirements, multi - stage technology and level of development of fields and industries Linking strongly between businesses, employer base, training facilities and State for human resource development of society needs

For training activities: Promote vocational training follow development needs

of society, with mechanisms and policies to establish closely linked between enterprises and training institutions Development and implement programs, projects training human resources for the industries, key areas, focusing on vocational training for farmers, improve the ratio or trained workers

2.2.1.2 Forecasting innovation of vocational training of Vietnam to 2020

With the view development of vocational learning towards bring opportunities for all, building a learning society and lifelong learning, building a high quality system

of vocational training to meet the needs of technical manpower industrialization and

modernization; move toward providing vocational training (training available capacity

of vocational training institutions) to demand vocational (the needs of the labour market and social) investment focus, key and synchronization (sync quality factor: the program, teachers and administrators, facilities, equipment) towards the modernization

of the conditions for creating a change basic quality, the project "Renovation and development of vocational training to 2020" provides the following specific objectives:

GaMBA01.N06 Capstone project report

2009-2020:

1 Training for 24.58 million people, including training college, vocational and engineering are 5.815 million, to ensure that in 2020, the trained labour rate reached 55%

2 Training and vocational skills training for 40,000 people for the trainers job; in

2020, 100% teachers may teach theory and practice, 40% college teachers qualified masters and Ph.D, and the rate of conversion teacher/student, converted students at vocational colleges, vocational secondary schools is 1/15

2020:

1 There are 23 vocational colleges and 310 vocational secondary schools There are 10 vocational colleges get world advanced qualifications; 20 vocational colleges get area advanced qualifications; 120 vocational secondary schools and vocational colleges are key of nation level

2 There are 100% of vocational secondary schools, vocatinal colleges issued framework, which has 83 training program is built according to standards of vocational skills or capacity to implement standards of advanced countries and

40 programs training engineer

3 There are 90% of vocational secondary schools, vocational colleges, 70% medium and 70% vocational programs have been tested quality

4 Issued 400 standard national vocational skills, assessment for 400 countries and certification of national vocational skills for 6 million workers

2.2.2 Analysis of macro environment

2.2.2.1 The economic factor

Vietnam is in the process of development, training needs of the society are increasing, workers are always in need of improving their learning This is the premise and the conditions conductive to the professional field-scale development, training capacity

Especially due to the high-speed economic growth of Vietnam, continuously for many years, the demand for investment in building infrastructure, urban areas etc are great From that involve the expansion and construction of new factory construction materials, production of new materials to meet the growing demand This is an opportunity, as well as challenges for vocational colleges Viglacera, requiring

GaMBA01.N06 Capstone project report school to determine appropriate direction to provide high quality human resources for industry, for Viglacera Corporation as well as for The College and social development

2.2.2.2 The political - law factor

Draft Economic Development Strategy 2011-2020 of the State: rapid development of human resources, especially high quality, focusing on basic renovation, comprehensive national education is one of three strategic breakthrough

According to forecast in 2020, Vietnam population reached 99 million, of which 50 million people have jobs, then demand for Vietnam economy is 27.5 million people need to be trained Development orientations of The College will be based on actual needs of the construction industry and society at the same time comply with the regulations of the ministries More and more demand for exchanges and training cooperation between domestic and foreign institutions to improve traning quality and diversification of industries With the new law system, there are many opportunities in development cooperation, improve the quality of faculty, find out the difference intraining for successful competition beneficial in terms or new integration

2.2.2.3 The social-cultural factors – population

* Population

Vietnam is a densely populate country, the rate of population growth over the years 2001-2008 an average of 1.35%/year ( source: General Statistic Office), so this

is favorable for the development of the system vocational schools

* The integration of regional and international in training

In the context of globalization and international economic intergration, in addition, cooperation and competition is increasingly fierce quality human resources is crucial to improve competitiveness and success of each country The open labor market creating labor mobility between countries, requiring countries to improve the quality of human resource and requires workers to be highly competitive, to messages

as often update their knowledge and skills, able to adapt flexibly to changing technology It is also a great challenge for vocational training require to take one step foward to prepare human resources for the integration of the economy

2.2.2.4 The technical elements - technology

The risk of lagging behind the world vocational traning system is the most worrying risk in Viet Nam As countries begin education in Vietnam through training

GaMBA01.N06 Capstone project report program of cooperation between the school, the comparison becomes clearer The lag

is reflected in all aspect of the training process, such as facilities training, science and technology, etc Here is the challenge for the strategic development of vocational traning school in general and in particular school

2.2.3 Analysis the micro environment

2.2.3.1 Customers

Customer of The College include individual and organizations:

- Students who graduate high school, adult has vocational training needs, staff training to advanced training

- Labor market in the country, the production units of building materials, the unit used building materials products

- Overseas Labor Market: Labor force production of construction materials of some neighboring countries such as Cambodia , Laos

- The cooperation in training partners: Other schools, other domestic and foreign companies interested in cooperation with vocattional training

- Staff, teachers, supporting team in school

2.2.3.2 Vocational training colleges in Ha Noi city and Northern

Currently vocational training colleges in Ha Noi city and Northern have large quantity, start a competition about recruiment, education

The short term traning in specialized schools and other services are doing well with the competition such as Academy of Finance, Hanoi University of Teachnology, University of Architecture, University of Civil Engineering, Viet Tri Silicate University, National Economic University

Refer to the majors of universities and colleges in Hanoi city and surrounding provinces in the table below for the level of competition

Table 2.10: Majors and specialized major of some university and college

major

1 Ha Noi University of Technology 7 U; 4C; 9 Link 36 U; 4 C; 9L

GaMBA01.N06 Capstone project report

11 Civil and Technology College (Quang Ninh) 15 26

(University: U; College: C ; Link: K) (Source: What you should know about the university & college enrolment 2011)

In the context of vocational training market has formed and developed, the direct

competitors (the public university training manufacturing sectors of building materials)

have basic preparation steps, along with the general direction of the State of socialization and vocational training system, the school training in the new moment in the period of consolidation and stability Thus, the competitive position of the school will be limited

2.2.3.3 Supplier

Currently market has many suppliers (material, school equipment, investment, construction) which have high capacity, high competitive ability such as late payment, discounts, promotions… this is the oportunity of The College select suitable supplier

with needs and finance statement

2.2.3.4 Indirect competitors (international school in Vietnam, study abroad)

At the whole society, self payment study abroad trend take many positive meaning, this trend met the needs of studying and at any angle study abroad is solution for the deadlock of reform current education On the other hand, self payment study abroad helps student access to advance educations and improve the poor of foreign language of Vietnamese labor …

Seeing at competitive angle between vocational training schools, self-study abroad is a threat, self-study abroad boom has put Vietnamese schools into unequal

GaMBA01.N06 Capstone project report competition, one side had modern system of vocational training, additional study abroad is dream of many people and another side had backward one

The only weakness of self payment study abroad is high cost, we have comparison estimated cost between self payment study broad, international home course and study in Vietnam school as follow:

Table 2.11: Cost of studying of training types (Unit: 1000 VND)

Before University

Note: The estimated costs above include tuition fee, cost for basic life during study time

(source: Worldwide Education)

2.2.3.5 Substitution service

Many services use new technology that business uses also as competitive means such as: self-study tape, electronic library, electronic document, online consulting… with many functions that affect service of providing vocational training, The College consulting current Substitution service will become deep pressure to The College activity

2.2.3.6 Vocational training analysis and demand in Bac Ninh province

The population of Bac Ninh province is about 1.028.800, in which 588.500 people are at the age of working According to the survey, vocational training providers in Bac Ninh recruited and trained about 7.200 people (vocational certificate), meanwhile the demand is 12.000 people Therefore, vocational training providers in Bac Ninh only satisfy about 60% learner’s demand

Vocational training system of Bac Ninh is still weak with 1 vocational college, 3 vocational school and 11 vocational training centers

Moreover, most of labours in agriculture area have not been trained, farmers whose land is retrieved due to urbanization and industrialization will not have jobs; the inflation which affects manufacturing and business has set up the big demand in training these days

GaMBA01.N06 Capstone project report Thus, in order to ensure the quantity and meet the demand of human resource for industrial zone as well as enterprises in the province, Bac Ninh need invest intergratedly, not only widen vocational training providers but also social-economic structure, facilities investment, construction investment to overcome the labour shortage now and in the future

Overall assessment

 Pros: Bac Ninh has geographical location, that is capital gateway Road system connecting Hanoi and surrounding provinces has attracted the investors’ attention in recent years as well as in the future Although vocational training system in Bac Ninh province is still weak, the attracting foreign and domestic investors, especially investing in educational & vocational providers will be solved Besides, with the suitable policy of the province, so the shortage of skilled labours will also be solved this moment and in the following years

 Cons: Bac Ninh is located in the region the northern key economic area, the target of trained workers in the region in 2010 was approximately 35% and this figure will increase to 55% in 2015 To meet the demand for training and vocational training for the enterprises in the province between now and 2015, Bac Ninh needs to invest in construction and expand the network of vocational training providers, diversify the industrial structure and training

2.2.3.7 Vocational training situation in Hanoi

According to the report of the Vocational Training of Hanoi Department of Labor, War Invalids - Social Affairs, and also by the process of the network of vocational training in 2011, Hanoi will have 120 vocational colleges, 270 vocational schools and 750 vocational training centers 50% of these are accredited and recognized the quality conditions

The vocational training providers have been many efforts to gradually move from supply of training towards demands, training structure has a shift of market demand: service - Industry - Agriculture and diversity of types, rich in training, more closely linked to the requirements of the labor market

However, although the number of training providers is high, the distribution of these providers is not suitable, most of them focused on urban districts and some

GaMBA01.N06 Capstone project report

districts of old Hanoi, while the size of vocational colleges and school, especially the private schools is small Facilities and training equipments are poor and backward, they do not really meet the requirements for higher quality training

In recent years the vocational providers pay attention and implement measures

to improve the quality of training, especially skills of pupils and students to meet the requirements of the labor market and create job opportunities for students after graduation As reported by vocational providers, academic performance and discipline

of students are as follows:

+ The rate of students achieve excellent result: 1.49% (college: 0.1% , school: 0.46% and 2.24% primary)

+ The rate of students with good result: 40.31% (college: 24.83%: school:30.25%, 59.09% primary)

+ The rate of students achieve the average result: 54.71% (college: 60.46%; school: 64.4%, and 34.79% primary)

+ The rate of students receive bad result: 3.49% (college: 1.37% ; school: 2.9%, and 3.87% primary)

Thanks to the focus on practice skills and quality training, the number students who get jobs after graduating is about 70% Many providers has very high employment rate after graduation, from 80 to 90% (Electricity Vocational college, Industrial vocational college, Tourism College )

According to statistics, the training providers in Hanoi have about 500 vocational training, focusing on mechanics, welding, metal cutting, electricity, electronics, IT, automotive, hotel, tourism, services, food processing techniques; operation and repair; business accounting; banking, business administration However, the private

vocational schools are limited in training areas, they only focus on vocational training that require simple equipment

Overall assessment

* Pros: In recent years there has been a remarkable effort of the vocational training providers, they overcome difficulties and promote the spirit of self-reliance, initiative, creativity in the cooperation with enterprises, they set up and improve the quality of teachers, strengthen infrastructure, reform content, training methods, improve