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MINISTRY OF EDUCATION AND TRAINING
VINH UNIVERSITY

HOANG SY HUNG

DEVELOPING THE TEAM OF CORE MANAGERS
OF THE JUNIOR HIGH SCHOOL ACCORDING
TO COMPETENCE APPROACH
Specialization: Educational Management
Code: 9140114

SUMMARY OF DOCTORAL DISSERTATION OF SCIENCE
AND EDUCATION

Nghe An – 2019


THE DISSERTATION WAS COMPLETED AT VINH UNIVERSITY

Science instructor:

Prof. Dr. Thai Van Thanh

Reviewer 1:

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Reviewer 2:

..........................................................................

Reviewer 3:

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The dissertation will be protected before the doctoral dissertation evaluation board
at Vinh University
At ............on ..............................,.............

The dissertation can be found at:
- National Library of Vietnam
- Nguyen Thuc Hao Library & Information Center, Vinh University.


INTRODUCTION
1. Reason for choosing the topic
The Resolution of the 12th National Party Congress on the orientation and tasks
of the 5-year socio-economic development plan from 2016 to 2020 clearly points
out: continuing the viewpoint that education is the top national policy and creating a
fundamental and comprehensive change in the development of education and
training, strengthening and maintaining educational development achievements;
universalizing lower secondary education.
The education development strategy from 2011 to 2020 was approved in the
Prime Minister's Decision No. 711 / QD-TTg dated June 13th, 2012, setting the goal
of educational development as "By 2020, education of our country will have been
reformed fundamentally and comprehensively in the direction of standardization,
modernization, socialization, democratization and international integration;
comprehensive education quality is enhanced; ethical education, life skills, creative
capacity, practical skills are focused; meeting the demand for human resources,
especially high-quality human resources to serve industrialization and
modernization of the country and building a knowledge-based economy; ensuring

social justice in education and lifelong learning opportunities for every citizen,
gradually forming a learning society ”.
Development of education requires the development of the team of education
managers:
Requirements and tasks of education development in general and development
of lower secondary education in particular set the requirement to build and develop
the team of core managers of junior high schools.
Researching and identifying a number of prior breakthrough solutions to
comprehensively develop the team of core managers of lower secondary schools
from the managers of lower secondary schools has a very important and urgent
meaning.
Derived from the reasons mentioned above, the author chooses to study the
topic "Developing the team of core managers of junior high schools according
to competency approach" with the desire to contribute to solving an urgent
problem of current lower secondary education.
2. Purpose of the study
On the basis of theoretical and practical research, the dissertation proposes
solutions to develop the team of core managers of junior high schools, contributing
to improving the quality of lower secondary education, meeting the requirements of
general education innovation.
3. Object and subject of the study
3.1. Object of the study: The team of core managers of junior high schools
3.2. Subject of the study: Developing the team of core managers of junior high
schools according to competence approach
4. Scientific hypothesis
General education innovation is setting new requirements for managers as well
as the core managers of junior high schools. If proposing and synchronously
implementing solutions according to competence approach, based on labor
characteristics and personality models of the team of core managers of junior high

schools, focusing on planning, appointment, training and fostering; building
environment, motivating work for the team of managers; building and issuing
standards for core managers of lower secondary schools, then it is possible to
develop the team of core managers at lower secondary schools in terms of quantity,
synchronous structure and quality assurance to meet the requirements of reforming
general education.
5. Tasks of the study
5.1. Studying the theoretical basis of the issue of developing the team of core
managers of lower secondary schools according to competence approach.
5.2. Surveying the current situation of developing the team of core managers of
lower secondary schools according to competence approach.
5.3. Proposing solutions to develop the team of core managers of lower
secondary schools according to competence approach.
5.4. Surveying the necessity and feasibility of the proposed solutions to
experiment with a solution.
6. Scope of the study
6.1. Limit of object investigation
Investigating the core managers of junior high schools, junior high school
administrators, teachers and state managers on education.
6.2. Limit of the study area
Surveying object investigation in North Central provinces, namely: Thanh Hoa,
Nghe An, Ha Tinh and testing solutions in Thanh Hoa province.
6.3. Limit of time survey
Surveying the current situation of the core management team of junior high
schools and the reality of developing this staff from 2015 to 2019.
7. Approach and research methods
7.1. Approach
The dissertation uses the following approach viewpoints: System approach;
Competence approach; Standard approach; Human resource management

approach; Practical approach
7.2. Research Methods
7.2.1. Group of theoretical research methods
This group of methods aims to gather theoretical information to build the
theoretical basis of the topic
7.2.2. Group of practical research methods
This group of methods aims to collect practical information to build the
practical basis of the topic.
7.2.3. Mathematical statistical methods
Using mathematical statistics and SPSS software to handle research results of
the dissertation.
8. The defense points
8.1. The core management team of the junior high school has an important role
in ensuring the quality of lower secondary education to meet the requirements of
education innovation and successfully implementing the new general education
program. Competency approach is an integration, inheriting scientific achievements
in human resource management, exploiting human potential, optimizing team


productivity. Developing the team of core managers of junior secondary schools
according to competence approach will enhance the quality of the core management
team of lower secondary schools, help them well fulfill their roles, responsibilities
and tasks according to the requirements of general education renovation.
8.2. The development of the core management team of lower secondary schools
in recent years has gained some achievements but there are still many shortcomings
and fail to meet the requirements of general education renovation.
8.3. Developing the core management team of junior high schools according to
competency approach will be effective when the management subjects perform well
the relationships between the functions and main components of the development of
core management team of junior high schools. In order to well implement these

relationships, it is prerequisite to having a set of competency standards for core
managers of junior high schools and this set of standards must be transformed into
the content and operation process of developing the core management team of the
junior high school as a basis for proposing requirements and standards in each
stage: planning, recruiting, arranging, using, training, fostering, evaluating and
building the environment for this team to develop.
9. New contributions of the dissertation
9.1. The dissertation has contributed to clarifying the theoretical issues of
developing the team of education managers in general as well as the core
management team of the junior high school in particular before the requirements of
basic and comprehensive innovation of general education;
9.2 Clarifying the role and characteristics of labor, personality models of core
managers of the junior high school in the current context.
9.3. Providing comprehensive and authentic summaries of the current situation
of the core management team of the junior high school and the current situation of
developing this team in the North Central provinces.
9.4. Building a system of solutions to develop the team of core managers of the
lower secondary school.
9.5. Building a standard set of core managers of junior high schools; Building
capacity framework for core managers of the junior high school.
9.6. Proposing the fostering program to meet the needs of the team of core
managers of the junior high school.
10. Structure of the dissertation
Apart from the introduction, conclusion, the content of the dissertation is
presented in 3 chapters:
Chapter 1: Theoretical basis of developing the team of core managers of the
junior high school according to competence approach.
Chapter 2: Current situation of developing the team of core managers of the
junior high school according to competence approach in the North Central
provinces.

Chapter 3: Solutions to develop the team of core managers of the junior high
school according to competence approach.


Chapter 1
THEORETICAL BASIS OF DEVELOPING THE TEAM OF CORE
MANAGERS OF THE JUNIOR HIGH SCHOOL ACCORDING TO
COMPETENCE APPROACH
1.1. Overview of the issue study
1.1.1. Studies on the development of the team of school managers
1.1.1.1. Studies abroad
- Overseas studies on the development of school management team focus on the
following contents: Position and role of school managers, Orientation of developing
the team of school managers; That's the research works of the authors like: Henry
Mintzbeg; Kast and Rosenzweig; Robert E. Quinn; Sue R. Facerman; Mintzberg H,
Michael P. Kompson; M.Losey, Meisinger and D.Ulrich, etc.
1.1.1.2. Domestic studies
- In Vietnam, researches on developing the team of school managers are
mentioned in many Resolutions; Party Directive, Education Law; Charter of the
junior high school, the high school and the high school with many levels of study,
research works focused on the contents such as: The need to develop the team of
school managers; Orienting the development of the team of school managers;
Training, fostering and requirements for the team of school managers. These are the
research works of the authors: Pham Minh Hac; Trinh Thi Hong Ha; Bui Minh
Hien; Nguyen Duc Tri; Dang Thanh Hung; Tran Ngoc Giao; Nguyen Van De; Vu
Ngoc Hai.
1.1.2. Studies on developing the management team of the junior high school
So far, there are still few research works on developing the management team
of the junior high school. Some new works only research on developing the
management team of the junior high school in a locality. These are the research

works of the authors: Ha The Ngu; Cao Viet Son; Do Duc Hanh; Nguyen Huy
Hoang; Tran Thi Thu; Tran Thu Ha.
1.1.3. Studies on the competence of education managers
1.1.3.1. Studies abroad
Overseas studies on the competence of education managers focus on the
following contents: Technical capacity group; Method skill group; Social skills
group; Personal skill group. These are the research works of the authors such as:
A.V.Petrovski sees capacity as a component of personality. Capacity is always
associated with the requirements of a certain activity. F.N.Gonobolin, in
psychological science, people consider capacity as private psychological attributes
of individuals; Hecklau, Galeitzke, Flachs, Kohl.
1.1.3.2. Domestic studies
In Vietnam, researches on the capacity of education managers are mainly
focused on research on pedagogical competence. These are the studies of authors
such as Pham Minh Hac, Dang Thanh Hung, etc.
1.1.4. General assessment
Based on the overview of research on the development of the team of core
managers of the junior high school according to competence approach in the world
and in Vietnam, the following conclusions can be drawn:
1.1.4.1. The issues have been studied


- Researchers have affirmed that education managers in general, the team of
core managers of the lower secondary school in particular have an important
position and role, determine the quality of education.
- The team of education managers is studied according to the approach of many
different theories in education management science. However, it is necessary to pay
attention to competence approach and human resource management approach when
studying the issue of developing the core management team of the lower secondary
school.

1.1.4.2. The issues have not been studied
- There has not been any specific and independent research work on developing
the core management team of the lower secondary school according to competence
approach which clarifies the role, labor characteristics, personality model,
standards, and capacity of the core management team of the junior high school in
the context of fundamental and comprehensive innovation of education.
- There has not been any research work on Developing the core management
team of the lower secondary school to be sufficient in terms of quantity, reasonable
structure, quality assurance, with specific activities of the managing subjects to
develop this team.
1.1.4.3. The issues need to be further studied
- Focusing on researching and applying solutions to develop the core
management team of the junior high school according to competence approach
effectively to be sufficient in terms of quantity, reasonable structure and quality
assurance according to competence approach.
- In order for the core management team of the junior high school to promote
their role and meet the requirements of management and leadership capacity in the
new context, it is necessary to focus on studying solutions to innovate the
development of this team, focus on planning stages, training and fostering,
evaluation and application of remuneration policies, motivating the team of core
managers of the lower secondary school.
- Clarifying roles, labor characteristics, personality models, capacity
frameworks and building standards of core managers of the junior high school in
the context of fundamental and comprehensive innovation in education and
international integration.
1.2. Basic concepts of the dissertation
1.2.1. Core managers of the junior high school
1.2.1.1. The manager
- The manager is a concept used to refer to the person whose career activities
are entirely or primarily related to the performance of management functions in an

organization; to administer, guide and organize the implementation of decisions of
leaders of such organizations.
1.2.1.2. The core manager of the junior high school
i) The manager of the junior high school
Junior high school manager is the leader of the school, the subject of school
management, who is the leader, plays the leading role, leads, influences, orders and
inspects the management objects to well carry out the task of training, educating and
practising students, complete well the target of lower secondary education.


ii) The core manager of the lower secondary school
In this dissertation, the concept of the core manager of the lower secondary
school is understood to be good managers in leadership, management, speciality,
profession, having prestige in colleagues, in the industry and considered as core
people in managing, leading the school, bringing the school to success in the new
context; As the leader in educational innovation , attracting, promoting, assisting
other managers in leadership and school management effectively, successfully
implementing the renovation of general education.
iii) Distinguishing between the manager of the junior high school and the core
manager of the junior high school
Table 1.1. The difference between the manager of the junior high school and
the core manager of the junior high school
Function

1. Directing

2. Arranging
personnel

Core managers of lower

secondary schools
Building vision, strategy and
prospect. Consulting, guiding /
directing, creating the change
Building common culture and
values;Helping people grow
up; Minimizing limits.

Managers of lower secondary
schools
Planning
and
budgeting;Implementing
the
current
goal.Stability; Work
management
Organizing and arranging
personnel; Commanding; Oper
ating and inspecting; Creating
limits.
Focusing on the lower
management objects; Basing
on
position
power;Acting according
to
administrative orders.
Responsiblity
Requesting,

ordering; Obeying;
Being
interested in organization.

Focusing
on
human,
encouraging and motivating
staff; Basing
on
personal
3. Relationship
prestige; Acting as a teacher,
helping, serving and sharing
responsibility
Emotional
intimacy; Open
mind;Listening; Enthusiasm; B
4.Quality/
eing
active; No
rigid
personality
adherence; Being interested in
people.
Creating change, often the Maintaining
stability; The
5. Results
fundamental change; Find a available road
new way

1.2.2. The team of core managers of the junior secondary school
1.2.2.1. The team
The team is a group of people, with the same ideal, purpose, working according
to the unified and planned command, sticking together on material and spiritual
interests.
1.2.2.2. The team of core managers of the junior high school
The team of core managers of the junior high school is a group of managers
who are organized into a force with the same function and task of managing lower


secondary schools as well as consulting, supporting, fostering the managers of
junior high schools.
1.2.3. Competence approach
Within the scope of the topic, the concept of competency is understood:
Competence is an organic combination of knowledge, skills and attitudes to perform
activities in the profession according to the criteria set for each task and that job.
Competence approach is near, staying adjacent to the required capacity.
1.2.4. Developing the team of core managers of the junior high school
according to competency approach
1.2.4.1. Development concept
The term "development" has many definitions, derived from different levels of
consideration. Development understood in the sense that philosophy is a change
from small to large, from narrow to wide, from low to high, from simple to
complex.
1.2.4.2. Developing the team of core managers of the junior high school
according to competency approach
Developing the team of core managers of the junior high school according to
competency approach is a management activity aimed at making this team change
towards progress in terms of quantity, structure and especially quality (quality and
capacity) to meet the new tasks required by educational development.

1.3. Core managers of the junior high school before the requirements of
general education renovation
1.3.1. Innovating general education
Innovating education is to make the education system better and more
progressive to meet the country's development requirements.
1.3.2. The roles, tasks and standards of the core managers of te junior high
school according to competence approach
1.3.2.1. The role of the core managers of the junior high school according to
competence approach
In the junior high school, the team of core managers is the subject of
management, affecting teachers, staff and students as well as impacting on
organizations and forces in society.
1.3.2.2. The mission of the core managers of the junior high school
The core managers of the lower secondary school have dual goals and duties.
Therefore, in addition to the duties of the principal / vice principal in accordance
with the Charter of the high school level, the core managers of the junior high
school have the following duties:
- Supporting the junior high school managers in the area to develop the
leadership and management capacity of the school according to the principal’s
standards of general education establishments;
- Supporting and consulting with the junior high school managers in the area to
build self-study planning, self-develop leadership capacity, and manage schools
according to the principal’s standards of general education establishments;
- Guiding and supporting the teachers and managers of lower secondary schools
in the process of participating, implementing teacher training and fostering courses
on the Internet.


1.3.2.3. Standards of the core managers of the junior high school
- Having at least 2 years of experience as a principal or vice principal of the

lower secondary school;
- As the principal, the vice principal of the lower secondary school is assessed
by a competent person at the fair level or higher according to the principal's
standards.
- Being selected by the superior management agency in accordance with the
requirements of support, advice on organization and implementation of activities to
foster the team of managers of local junior secondary schools, aspiring to become
the core managers of the junior high school.
1.3.3. Labor characteristics of the core managers of the junior high school
according to competence approach
- Closely combining science and art
- Combining communication and interpersonal activities
- Making right and timely decisions in accordance with the reality of the school
and school group
- Orienting value, building school culture
- Implementing the educational guidelines and policies of management levels
creatively in the reality of schools and school group.
1.3.4. Competency framework of the core managers of the junior high school
On the basis of studying the personality model of the core managers of the
junior high school in the context of educational reform, it is allowed to draw the
conclusion that the capacity framework of the core managers of the junior high
school includes: Quality job; School Management Capacity; Social activity
capacity; Organization and advice capacity on organizing activities to foster
managers.
1.4. The issue of developing the team of core managers of the junior high
school according to competence approach
1.4.1. The necessity to develop the team of core managers of the junior high
school according to competence approach
- The requirement of comprehensive and fundamental innovation of education
and training

- The requirement of the renewal of general education textbooks and programs
- Meeting the changes in the role of high school managers.
1.4.2. Content of developing the team of core managers of the junior high
school
- Building the planning to develop the team of core managers of the junior high
school
- Selecting, appointing, rotating and dismissing the core managers
- Organizing training and fostering the team of core managers of the junior high
school
- Evaluating the team of core managers of the junior high school
- Creating environment and motivation for the development of the team of core
managers of the junior high school
1.4.3. The subjects develop the team of core managers of the junior high
school


- Director of Service of Education and Training; Chairman of District / District
People's Committee; Head of Education and Training Department
1.5. Factors affect the development of the team of core managers of the
lower secondary school
1.5.1. Objective factors
Objective factors include: Policy for the development of lower secondary
education; Decentralized policy on education management; Policy for education
development in mountainous and remote areas; Policy for developing managers and
teachers; Remuneration regime, recruitment mechanism, promotion of education
managers; Policy on rotation of managers and teachers; Population factor;
Traditional cultural elements and customs.
1.5.2. Subjective factors
Subjective factors include: Awareness of superior managers; Family situation,
health of managers; Economical factors; The need to assert self; Pressure of

autonomy and accountability mechanism; Requirement of school officials and
teachers.
Conclusion of chapter 1
In the junior high school, the team of core managers is the subject of
management, affecting teachers, staff and students as well as impacting on
organizations and forces in society. Because of that important role, there have been
many research projects in the country and abroad, focusing on leadership and
management skills, proposing solutions to enhance the capacity of the team of core
managers.
The current education innovation poses many challenges to the team of
education managers in general and for the core managers of the lower secondary
school in particular. These challenges are reflected in the personality model and the
duties of the core managers of the junior high school and in order to well perform
these tasks, it is necessary to strengthen the development of the core management
team of the junior high school in terms of quantity, structure and quality.
The development of the core management team of the junior high school is
under the influence of many factors including subjective factors and objective ones.


Chapter 2
CURRENT SITUATION OF DEVELOPING THE TEAM OF CORE
MANAGERS OF THE JUNIOR HIGH SCHOOL ACCORDING TO
COMPETENCE APPROACH IN THE NORTH CENTRAL PROVINCES
2.1. Overview of the socio-economic situation and education in the North
Central provinces
- Geographical position: North Central region consists of 6 provinces: Thanh
Hoa, Nghe An, Ha Tinh, Quang Binh, Quang Tri and Thua Thien - Hue.
- Area: 51.524.6 km2.
- Terrain: diverse, including midlands, mountains and islands along the
territory.

- Population: 10.612.400 people (2017)
2.1.2. General situation of education of the North Central provinces
Table 2.2. Scale of education network of the North Central provinces
Number of
Number of
Number of
managers,
Order
Provinces
schools /centers
students
teachers and
staff
1
Thanh Hoa
2.159
749.009
55.617
2
Nghe An
1.609
675.146
48.994
3
Ha Tinh
756
301.819
22.279
4
Quang Binh

613
209.107
19.390
5
Quang Tri
508
159.809
14.833
6
Hue
647
250.006
21.811
6.292
2.344.895
182.924

(Source: Report on the implementation of the tasks of the school year 2016-2017
Emulation zone of the 6 North Central provinces)
2.2. Overview of surveying the current situation
2.2.1. Survey purpose
The purpose of the survey is to accurately and objectively assess the current
situation of the core management team of the junior high school and the
development of the core management team of the junior high school in the North
Central provinces; to point out the shortcomings, limitations and causes of the
problems, from which to propose solutions to overcome.
2.2.2. Objects of the survey
The total number of people sent votes for comments is 660 people from 3
provinces: Thanh Hoa; Nghe An; Ha Tinh . In which:
- Education and Training Departments of provinces include 60 people (3

provinces x 10 districts x 2 people).
- Principals and vice principals of lower secondary schools of the provinces
include 240 people (3 provinces x 10 districts x 4 lower secondary schools x 2
people).
In which separated: the core managers of the junior high school and the
managers of the junior high school.


- 360 people are professional leaders and some excellent teachers of lower
secondary schools in the provinces (3 provinces x 10 districts x 4 schools x 3
teachers).
The results of collecting and processing survey data on the reality of the core
management team of the junior secondary school and on the reality of developing
the core management team of the junior secondary school in the North Central
provinces are presented in the following sections of the dissertation.
2.2.3. Survey content
+ Surveying the reality of the core management team of the junior secondary
school in the North Central provinces.
+ Surveying the current situation of developing the core management team of
the junior secondary school in the North Central provinces.
+ The reality of the factors affecting the development of the core management
team of the junior secondary school in the North Central provinces.
2.2.4. Survey methods and tools
- In addition to the method of collecting and processing data in the documents,
to identify the current situation of the core management team of the junior
secondary school in the North Central provinces, the author of the dissertation uses
the method of getting comments by questionnaires with the drafting of polls.
- Exchange and interview methods: Exchanging and interviewing with
education experts, managers of the Servive of Education and Training, Education
and Training Department, managers of lower secondary schools.

- Typical research method:
Selecting a number of lower secondary schools representing favorable areas
and disadvantaged areas, plains and mountainous areas to exchange directly with
teachers and managers, retrospectively review materials to hold information for
research.
- Data processing methods:
From the results obtained, the dissertation uses statistical software IBM SPSS
Statistic 20 to clean and process data using the descriptive, comparative statistical
analysis tool.
- Collecting and processing data: synthesizing data in 660 votes collected (300
votes of managers, 360 votes of teachers) and arranging each type as Good (4
points), Fair (3 points), Average ( 2 points) and Weak (1 point) on a composite vote
for each questionnaire. Then proceeding to calculate the weighted average value by
the existing operation.
2.2.5. Survey sample
The survey sample was selected to ensure representation for different regions of
the North Central provinces such as urban areas, rural areas, favorable areas,
disadvantaged areas, plains and mountainous areas .
Using IBM SPSS Statistic software 20 to assess the reliability of the toolkit in
this study.
2.3. Current situation of the team of core managers of the junior high
school in the North Central provinces
In order to assess the current situation of the core management team of the
junior high school in the North Central provinces, the authors organized a survey to


collect from the questionnaires with evaluation criteria. In the process of
synthesizing the survey results, the author has used SPSS software to evaluate
quantitatively based on scientific assessment of the surveyed objects from which to
draw accurate conclusions for judgments as a basis for proposing solutions.

The assessment of the current situation of the quality of the core management
team of the lower secondary school is based on the main criteria such as:
1. The reality of moral qualities and political thoughts
- Most have political qualities and professional ethics to meet the requirements;
- Besides, the majority of managers have not been trained and fostered
systematically and fully in political theory;
- There are still many core managers of lower secondary schools who have not
yet trained in political theory.
- Some are underestimated in political quality and professional ethics.
2. Current situation of professional capacity of the team of core managers of
the lower secondary school
- Most have professional qualifications and pedagogical skills to meet the
prescribed requirements.
- Many have fair professional qualifications and pedagogical skills.
- In general, most are weak in foreign languages and using information
technology.
3. Reality of leadership capacity
- The leadership capacity of the core management team is basically meeting the
requirements. As follows:
- Understanding of politics, economy, society, guidelines, policies and
regulations of the education industry is only at fair level;
- Designing and orientation to implement is at fair level
- Resolution is only at fair level
- Analyzing the situation and forecasting the development trend of the school
are at average level
- Building vision, mission, values of the school are assessed at average level
4. Reality of management capacity
- Most are qualified, have experience and certain knowledge about school
management.
- Weakness in knowledge and school management capacity:

- Management based on personal experience and learning colleagues.
- Not yet trained and fostered in standard of knowledge and skills of school
management.
- Not updating modern management skills, lack of legal knowledge, personnel
and financial management.
- Some have weak management capacity, embarrassed in direction and
administration.
- Not yet fully aware of the "managerial occupation" and the principal's dual
management and leadership roles.
2.4 Current situation of developing the team of core managers of the junior
high school in the North Central provinces


In the content of assessing the current situation of the development of the core
management team of the junior high school in the North Central provinces, the
authors evaluated based on surveying the following criteria:
1. Planning work
Planning of core managers of the junior high school has not been implemented
synchronously at the service level, department level and school level, especially
according to competence approach.
2. Appointment
- The selection, appointment, rotation and dismissal of the core management
team of the junior high school are evaluated at fair levels.
- Little attention is paid to grasping the quality of core managers of the junior
high school in office, not doing well the preparation of the source of adjacent core
managers.
- There has not been long-term vision in staff work.
3. Training, fostering and using
3.1. About training and fostering
- Training and fostering the team of core managers of the junior high school

has not really been given adequate attention.
- Training and fostering according to professional standards has not been paid
attention.
- There are no specific plans to foster modern management skills, informatics
and foreign languages for the core managers of the junior high school.
- There are also a large number of the managers of the junior high school who
have not been fostered in management skills.
- Most of the contents of the training and fostering are assessed by the
managers to be at the average level.
3.2. Assessment of the team of core managers of the junior high school in the
North Central provinces
- Although the North Central provinces have built plans to evaluate the
performance result of the core management team of the junior high school
periodically; determining the evaluation contents to identify the strengths and
weaknesses of this team, but there has been a realistic, effective and objective
evaluation tool so the accuracy in the assessment is not high.
4. Creating environment and motivation to develop the team of core
managers
- Most of the contents create environment for the development of the core
management team of the junior high school to be assessed at an average level.
- Working conditions of the core managers of the high school junior are still
difficult.
- There have not been policies and regimes that are strong enough to create
environment and motivation to develop the team of the core managers of the lower
secondary school.
- Building advanced examples of lower secondary school management has not
been paid attention to implement.
- Organizing sightseeing activities to learn management experience for core
managers in the country and abroad has not been paid due attention.

2.5. Overall assessment of the current situation of developing the team of
core managers of the junior high school in the North Central provinces.
From the reality of quality and the reality of developing the team of core
managers of the junior high school, the author has drawn a general assessment as
follows:
The achievements:
- Management levels have paid attention to building management team of the
junior high school
- The management team of the junior high school has the development in
quantity and quality, basically meeting the standards.
- Many localities have actively built up the planning of the team of the core
managers.
- Most of the core managers of the lower secondary school meet the prescribed
requirements, although not yet at a high level, they basically have good political and
moral qualities; have professional training and pedagogical skills to meet the
prescribed requirements; the majority are active in the management and
implementation of assigned tasks.
Restrictions to overcome:
- A number of core managers of the junior high school who have revealed
weaknesses in professional ethics, have not had a full sense of justice in conducting
and evaluating teachers and students, and are not really models for teachers and
school staff to follow.
- The level and capacity of school management of some core junior high school
managers are very limited.
- Most of the core junior high school managers demonstrate the weak ability in
using information technology and foreign languages.
- In planning , selecting, training and fostering the core management team of
the lower secondary school, it is not closely followed the standards of managers at
this school level.

- No particular and specific mechanisms and policies have been issued to
encourage and promote the development of the team of core managers of the lower
secondary school.
The cause of the limitations
- Not yet concerned by the Party committees, authorities,
- The inspection, evaluation and organization of fostering the core management
team of the lower secondary school according to standards have not been given
adequate attention.
- Investment resources are limited while socialization is very difficult.
- The decentralization of management is unclear among the management
subjects in developing the team of core managers of the lower secondary school.
- Regimes and policies are slow to innovate, not create the motivation for the
development of the core management team of the junior high school.
Conclusion of chapter 2
Based on the survey and analysis of the current situation, it can be seen that the
team of core managers of the lower secondary school in the North Central provinces
still reveals many limitations as follows:


- Some core managers show moral ideology and qualities that have not been
really ensured, the lifestyle is not yet exemplary, not really have a high
determination to overcome difficulties and well fulfill the task.
- Professional quality and management skills are still limited. The development
of the core management team of the lower secondary school of the management
levels in the North Central provinces has also revealed certain limitations. There are
no specific and synchronous guidelines and solutions to apply standards of
managers in reality in order to build and develop the core management team of the
junior high school; The inspection and evaluation of this team according to
standards have not been carried out regularly and effectively.
Therefore, in order to develop the team of core managers of the junior high

school in the North Central provinces comprehensively and synchronously as well
as meet current educational innovation requirements needs practical and scientific
solutions.


Chapter 3
SOLUTIONS TO DEVELOP THE TEAM OF CORE MANAGERS OF THE
JUNIOR HIGH SCHOOL ACCORDING TO COMPETENCE APPROACH
3.1. Principles for proposing solutions
3.1.1. Principles to ensure goals
This principle requires the proposed solutions to focus on the development of
the core management team of the junior high school in terms of quantity, structure
and quality, linking the quality of the core management team of the junior high
school with fundamental and comprehensive innovation of education and training.
3.1.2. Principles to ensure system
The proposed solutions must be ensured for suitability and feasibility, have an
overview.
3.1.3. Principles to ensure efficiency
Ensuring efficiency requires the proposed solutions to be feasible when
implemented, in accordance with the level and capacity of implementing solutions
of management levels, leaders of lower secondary schools, in accordance with the
conditions of facilities and finance that can be mobilized for the implementation of
such solutions.
3.1.4. Principles to ensure practicality
This principle requires the proposed solutions must be consistent with our
country's political-economic-social conditions during the renovation period in
general and specific conditions of each locality in particular to ensure
implementation effectively.
3.2. Solutions to develop the team of core managers of the junior high
school according to competence approach

Solution 1: Organizing to thoroughly grasp the role and the need to develop
the team of core managers of the junior high school according to competence
approach for managers at all levels
1. Goal of the solution:
- In order to create unity in the awareness of managers about the important role
of the core managers of the lower secondary school in innovation and local
education development.
- The need to develop the core management team of the junior high school in
the context of basic and comprehensive innovation of education, thereby taking the
right actions and paying adequate attention to the development of this team.
2. Content of the solution:
- Organizing to research and discuss in core managers of the junior high school,
managers of Education and Training Department, Managers of the Service of
Education and Training, District People's Committees on promoting the role of the
core managers of the junior high school.
- Determining the responsibilities of managers at all levels for the development
of the team of core managers of the junior high school
- Overcoming the incorrect and incomplete perceptions about the role of the
core managers of the junior high school.
3. Conditions for implementing the solution:


- The management subjects implementing this solution are the Chairman of the
District People's Committee and the Education and Training Department.
- In order for this solution to be highly effective, the North Central provinces
should soon promulgate specific tasks and responsibilities of the core managers of
the junior secondary school; The District People's Committee should soon renovate
the management and leadership mechanism for lower secondary schools and the
team of core managers of the junior high school.
Solution 2: Building the planning to develop the team of core managers of

the junior high school
1. Goal of the solution:
- In order to help proactively identify and select teachers who are capable of
speciality and management to build a adjacent team of core managers of the junior
high school to prepare for training, fostering, supplementing and replacing the
existing core managers when needed
2. Content of the solution:
- Establishing the basis to build the planning for the core management team of
the junior high school scientifically.
- Organizing to build the planning according to a certain process
- Enhancing the efficiency and feasibility of planning work
3. Conditions for implementing the solution:
- Management subjects implementing this solution are the Manager of
Education and Training Department and Director of Education and Training
Service.
- In order to implement this solution effectively, it is required that the
committees at all levels must strengthen the direction to build the planning of the
core managers to ensure science and feasibility, in accordance with the guidelines of
the Central, the province / city, associated with the development strategy of
education.
Solution 3: Completing the mechanism of selecting, appointing, dismissing
and using the core managers of the lower secondary school
1. Goal of the solution:
- Completing the mechanism of selecting, appointing and using the core
managers of the junior high school based on competency standards to enhance the
quality of the team of core managers of the lower secondary school.
2. Content of the solution:
- Building a scheme for selection, appointment and use of the core managers of
the lower secondary school to submit to competent authorities for approval.
- Process of selection, appointment, rotation and use of the core managers of the

lower secondary school
- Implementing democracy in the selection, appointment, rotation and use of
the core managers of the lower secondary school.
3. Conditions for implementing the solution:
- Management subjects implementing the solution are Director of Education
and Training Service and Chairman of District People's Committee.
- In order to effectively implement this solution, the district Party Committee
must strengthen the direction, the District People's Committee builds the planning


for the core managers of the lower secondary school, which ensures objectivity,
democracy and feasibility, in accordance with the guidance of the Central, province
/ city, associated with the local socio-economic development strategy.
- Service of Education and Training directs the Departments to advise on the
formulation and promulgation of regulations on selection, appointment, dismissal,
rotation and use of the core managers of the junior high school.
Solution 4: Fostering to enhance capacity for the core managers of the lower
secondary school according to competence approach
1. Goal of the solution
- In order to equip knowledge, impart experience, form skills in operation, form
moral and psychological qualities, create basic patterns of the core managers of the
junior high school.
- To overcome the drawbacks, promote the positive side, compensate for the
shortcomings of managers in the process of operation
2. Content of the solution
- Determining the demand to foster the team of core managers of the junior
high school
- Building up the training content
- Building the plan for fostering the core managers of the junior high school
- Renovating the organization of fostering the core managers of the junior high

school
- Renovating the evaluation for the results of fostering the core managers of the
junior high school.
3. Conditions for implementing the solution
- Service of Education and Training, District People's Committees must pay
attention and create conditions for time and budget for the core managers of the
junior high school to participate in fostering
- Fostering must base on the real needs of the core managers of the junior high
school and local requirements.
- The core managers of the lower secondary school must actively participate in
fostering, considering that fostering tasks are not only benefits but also their regular
obligations.
Solution 5: Building a set of standards as a basis for assessing the core
managers of the junior high school according to competence approach
1. Goal of the solution:
- The goal of the solution is to build a set of standards for assessing the core
managers of the junior high school, reflecting the basic requirements of their
qualities and capabilities, meeting the requirements of innovation of general
education.
- At the same time, the set of standards is the basis for all levels of management
to plan, train, foster and evaluate; This is the basis for the core managers of the
junior high school to self-assess and strive to meet the new mission requirements in
the context of fundamental and comprehensive innovation of Education and
Training.
2. Content of the solution:
- Building standards for the core managers of the junior high school.


- Building evaluation criteria for the core managers of the lower secondary
school

3. Conditions for implementing the solution.
- The management subjects implementing the solution are the Director of
Service of Education and Training, Education and Training Department. Therefore,
in order to implement this solution effectively, it is required that the North Central
provinces should strengthen to direct the Service of Education and Training to build
the standards of the core managers of the lower secondary school.
Solution 6: Proposing policies to motivate work for the team of the core
managers of the junior high school
1. Goal of the solution:
- The goal of the solution is to motivate work for the core management team of
the lower secondary school on the basis of material and spiritual encouragement in
line with the economic development capacity of the provinces and cities,
encouraging the employees who work productively, qualitatively and effectively,
promoting the talents of the core management team of the junior secondary school
in the context of innovation of general education.
2. Content of the solution:
- Solving fully and promptly in accordance with regulations and regimes for
the core managers of the lower secondary school.
- Organizing the self-fostering emulation movement to achieve and exceed the
standard of core managers in the core management team of the lower secondary
school.
- Creating work pressure combined with timely encouragement for core
managers when performing tasks.
- Building an effective working environment.
- Building separate preferential policies for provinces and cities for the core
managers of the lower secondary school.
3. Conditions for implementing the solution:
- The management subjects implementing the solution are the Chairman of the
Provincial People's Committee, Director of the Service of Education and Training.
- In order to implement this solution effectively, provinces and cities need to

direct Service of Education and Training to advise on setting up a specific local
policy to motivate work and dedication of the core management team of the junior
high school; allocating budget for the formulation, promulgation and
implementation of local policies for the core management team of the junior high
school
3.3. Surveying and testing a solution
3.1. Surveying the urgency and feasibility of solutions
3.1.1. Survey content
Contents of the survey include:
- Are the proposed solutions really urgent for the development of the team of
core managers of the junior high school in provinces and cities?
- Are the proposed solutions really feasible for the development of the team of
core managers of the junior high school in provinces and cities?
3.1.2. Survey method


The author asks for opinions by questionnaire with 3 levels of assessment: very
urgent / very feasible (3 points), urgent / feasible (2 points), not urgent / not feasible
(1 point).
3.1.3. Respondents
Managers of the Junior high school, Leaders of Education and Training
Department; Service of Education and Training; Leaders of District People's
Committee: 240 people; Core managers of lower secondary schools: 60 people;
Total: 300 people
- By synthesizing comments on the urgency of 6 solutions, the solutions are
assessed as urgent, in which solution 4 is considered to be the most urgent.
- Test results show that all 6 solutions are considered to be very feasible and
feasible. Solution 1 is rated as the most feasible, then solution 4.
Table 3.2 . Poll results assess the urgency of the solutions
The urgency

Very
Not
Solutions
Urgent
Average
Urgent
urgent
Ranking
%
score
%
%
Solution 1
76.7
20.2
3.1
2.736
2
Solution 2
58.4
35.5
6.1
2.523
5
Solution 3
68.8
24.7
6.5
2.623
4

Solution 4
80.3
18.1
1.6
2.787
1
Solution 5
44.9
37.6
17.5
2.274
6
Solution 6
70.3
21.9
7.8
2.625
3

Table 3.3 . Poll results assess the feasibility of the solutions
The feasibility
Solutions
Very
Average
Feasible
Not
feasible
score
feasible
%

%
Solution 1
68.6
30.1
1.3
2.673
Solution 2
53.7
33.9
12.4
2.413
Solution 3
42.5
46.8
10.7
2.318
Solution 4
56.4
42.1
1.5
2.549
Solution 5
47.7
45.0
7.3
2.404
Solution 6
55.1
32.3
12.6

2.425

Ranking

1
4
6
2
5
3

3.4. Experimenting with the solution of "Fostering to enhance the capacity
for the core managers of the lower secondary school according to competence
approach"
- The author has organized the experiment with Solution 4: Fostering to
enhance the capacity for the core managers of the junior high school according to
competence approach
- Experimental object samples are selected to ensure representativeness for
different areas of Thanh Hoa province: Including 45 managers.


- Through the impacts of fostering activities, knowledge, leadership and
management skills of the core managers of the lower secondary school have had
positive changes:
- Before fostering: The rate of the core managers who grasp the knowledge and
skills of labor and management is quite low: The weak level of control group
accounts for 20.66%; Experimental group accounts for 23.92%.
- After fostering: The rate of control group gained knowledge and management
skills increased insignificantly, but the experimental group increased a lot: The rate
of Fair level reached 49.33%, average level reached 49.00% , and weak level was

only 1.67%.
Survey results of the initial and post-qualification of fostering on the knowledge,
labor and management skills of the experimental group and control group
The group
Level
Input test rate
Output test
(%)
rate ( % )
Fair
24.66
31.77
Control
Average
54.66
53.11
Weak
20.66
15.11
Fair
24.22
49.33
Experiment
Average
51.98
49.00
Weak
23.92
1.67
Conclusion of chapter 3

In order to overcome the shortcomings in the development of the team of core
managers of the lower secondary school in the provinces and cities in the past time,
to build a strong team of core managers who are capable of performing the tasks set
out in the current education innovation, the dissertation has proposed 6 solutions.
The solutions have a close relationship with each other and support each other
to achieve the goal of each solution, and at the same time contribute to achieving the
goal of developing the core management team of the lower secondary school.
Through polls, the solutions that are assessed to be very urgent and highly
feasible can be deployed to develop the core management team of the lower
secondary school in provinces and cities.
The dissertation carried out experiment with Solution 4 "Fostering to enhance
capacity for the core managers of the junior high school according to competence
approach". Results of experiment have confirmed the effectiveness of the solution
in enhancing administrative and labor capacity for the core management team of the
lower secondary school, meeting the requirements of innovation of general
education.


CONCLUSION AND RECOMMENDATIONS
1. Conclusion
1.1. In the context of fundamental and comprehensive innovation of education and
training, the development of the team of education managers in general and the
team of core managers of the junior high school in particular plays an extremely
important role. Therefore, there have been many scientific projects in the country
and abroad, focusing on researching leadership and management skills, proposing
solutions to enhance the capacity of managers in general and the managers of the
junior high school in particular. Based on an overview of research issues, the
dissertation has built a personality model of the core managers of the lower
secondary school, built a standard set of the core managers of the lower secondary
school , identified elements which affected the development of the team of core

managers of the junior high school according to competence approach.
1.2. The current situation of developing the core management team of the junior
secondary school according to competence approach in 3 provinces of Thanh Hoa,
Nghe An and Ha Tinh has been surveyed by different methods. Survey data were
processed by mathematical statistical method and SPSS software. The research
results show that the core management team of the junior secondary school in the
above localities have political quality, good morality and good training
qualifications to meet the prescribed requirements; the majority are active in the
management and implementation of assigned tasks. However, the core management
team of the junior secondary school also reveals some limitations on professional
ethics, the level and capacity of the school administration of many core managers of
the junior secondary school have not met the requirements yet; The planning,
selection, training and fostering of the core management team of the junior
secondary school have not followed the standards of managers of this school level;
Many localities have no schemes and plannings to develop this team; The work of
inspecting and evaluating the implementation of the task of developing the core
management team of the junior secondary school has not been conducted regularly
in many localities, the effect of inspecting and evaluating the development results of
the core management team of the junior secondary school is low.
1.3. On the basis of the survey results of the current situation of the
development of the core management team of the junior secondary school, the
dissertation has proposed 6 solutions, including: Organizing to thoroughly grasps
the role and the need to develop the team of core managers of the junior high school
according to competence approach for managers at all levels; Building the planning
to develop the team of core managers of the junior high school; Completing the
mechanism of selecting, appointing, dismissing and using the core managers of the
lower secondary school; Fostering to enhance capacity for the core managers of the
lower secondary school according to competence approach; Building a set of
standards as a basis to assess the core managers of the lower secondary school
according to competency approach; Proposing policies to motivate work for the

core managers of the lower secondary school. The poll results and experiment have
proved that the solutions proposed by the dissertation are urgent, feasible and bring
about positive effects in the development of the team of core managers of the junior
high school.


1.4. Conducting the experiment with the solution of "Fostering to enhance
capacity for the core managers of the lower secondary school according to
competence approach", the dissertation has built a scale to assess the management
and leadership skills of the core managers of the lower secondary school, built a
program framework to foster the team of core managers of the junior high school
according to competence approach. Experimental process initially brought very
positive results on enhancing leadership and management capacity for the team of
core managers of the junior high school.
2. Recommendations
2.1. For the Ministry of Education and Training
- Strengthening to direct the propaganda and dissemination to the industries,
localities, schools and society about the standards of the principal of general
education establishments issued under Circular No. 14/2018 / TT-BGDDT dated
July 20, 2018 by the Minister of Education and Training.
- Building and promulgating a set of standards for core managers at all
educational levels, including the core managers of the lower secondary school.
- Building a strategy to develop the core management team of the lower
secondary school and the program to foster the core education managers of the
lower secondary school so that the localities have basis to build plans for enhancing
capacity of the core management team of the lower secondary school for their
localities.
- Directing and regularly inspecting the assessment of the capacity of the core
management team of the lower secondary school according to the Principal's
standards of the general education establishments and according to the set of

standard of core managers of localities and educational management levels.
- Promulgating policies and regimes for the core management team of the lower
secondary school to encourage this team to well fulfill their tasks.
2.2. For the Service of Education and Training of provinces and cities
- Building the planning for development of the team of core managers at all
educational levels, including lower secondary school level for the period 2020-2025
and orientation to 2030. Directing Education and Training Departments of localities
to implement the planning according to the route.
- Directing the Education and Training Departments of the districts to select
and build a team of core managers of the lower secondary school and report to the
Service of Education and Training.
2.3. For the Department of Education and Training
- Building and advising the District / District People's Committee Project to
review and evaluate the reality of the team of core managers of the lower secondary
school according to the Principal's standards of the general education establishments
and according to the standard of core managers of the junior high school.
- Advising the District People's Committee to issue mechanisms, propose to
higher levels on policies to encourage and motivate the development of the core
managers of the lower secondary school in the district, especially the specific
mechanisms and policies that are suitable to the socio-economic conditions of
localities.