Summary of PhD thesis on Education science: Management development programme is based on relations approach of college and businesses in Dong Nai

MINISTRY OF EDUCATION AND TRAINING
VIETNAM INSTITUTE OF EDUCATION SCIENCE (VNIES)

LE ANH DUC

MANAGEMENT DEVELOPMENT PROGRAMME
IS BASED ON RELATIONS APPROACH
OF COLLEGE AND BUSINESSES IN DONG NAI

Major: Educational Management
Code:9.14.01.14

SUMMARY OF PhD. THESIS
ON EDUCATION SCIENCE

Hanoi, 2019


Finalized at
VIETNAM INSTITUTE OF EDUCATIONAL SCIENCE

Scientific supervisors:
1. Prof.Dr. Sc. Nguyen Minh Duong
2. Dr. Phan Chinh Thuc

Defender1: ....................................................................
Defender 2: ....................................................................
Defender 3: ....................................................................

This thesis will be reviewed at Institute –level Thesis Review Council,
Viet Nam Institute of Educational Science, 101 Tran Hung Dao Street,

Hanoi.
On ….. Month …. Date …. Year 2019

The Thesis can find at:
- The National Library
- The Library of Viet Nam Institute of Educational Sciences


1
PREFACE
1. Rationale
Although the quality of our country's human resources has recently been
improved, labor productivity is the lowest in the ASEAN region and the gap is
still widening.
Annual report on assessment of provincial competitiveness PCI annually
assesses and assesses businesses about the quality of trained labor, the latest data
in 2018 when surveying more than 11,000 Businesses, there are 71% of
Businesses considers that the quality of technical human resource training meets a
part of the requirements, 67% said that it does not meet the requirements, and at
the same time, the Businesses present difficult to recruit technical workers, but
after recruiting workers often change job, leaving jobs discouraging Businesses.
One of the major reasons is "The curriculum, teaching methods, exams, and
evaluation are slowly being renewed… The Colleges are not closely associated
with economic and social life, and have not yet strongly shifted to social needs”.
Currently Colleges in Dong Nai have not paid enough attention to managing the
training program development, many Colleges are organizing backward
prorgamme, focus in making curriculum, heavy theoretical frameworks, far from
practice, not updated with scientific and technological advances because there is
no participation of Businesses, so they have not met the requirements of
Businesses as well as the society. From the above reason, the author chooses the

research topic "Management development programme is based on relations
approach of College and Businesses in Dong Nai”.
2. The research purpose of the thesis
Building theoretical and practical basis to propose management solutions which
follow development prorgamme is based on relations approach of College and
Businesses in Dong Nai to contribute and improve the quality and efficiency of
training, satisfy the huge demand for human resources development of Businesses.
3. Object and subject of the research
3.1. The object of research: Development prorgamme is based on relations
approach of College and Businesses in Dong Nai.
3.2. The subject of research: Management development prorgamme is based on
relations approach of College and Businesses.
4. Scientific hypothesis
Currently, most of Dong Nai colleges are deploying management prorgamme
under the framework program of the Govevment, lack of coordination with the
Businesses so does not meet the demand for sustainable development of the
Businesses in province.
If it is proposed and implemented the management solutions to develop the
programme based on the relations approach of College and Businesses, it will


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improve the quality and effectiveness of training, overcome the redundancy
situation and lack of labor of Businesses in this time.
5) Content and research coverage
5.1. The content: (1) Research on theoretical basis for management development
prorgamme; (2) Assessing the current status of management and development
prorgamme based on relations approach of College and Businesses in Dong Nai;
(3) Proposing management solutions to develop prorgamme based on relations
approach of College and Businesses in Dong Nai; (4) Testing the necessity and

feasibility of 05 proposed solutions; (5) Testing 02 solutions to prove the
correctness of the scientific hypothesis.
5.2. Research coverage: Survey 330 managers, teachers, and 500 former students
of 11 Colleges and 200 managers and engineers of 40 Businesses in Dong Nai
province. Database from 2010-2015, and 2016, 2017.
6. Research methodology
6.1 Accessing method: The thesis has applied market access, development
access, historical access, connected access and relations approach of College and
Businesses.
6.2 Researching method:
The thesis has used research methods: theoretical research, investigation,
questionnaire survey, interview, summarizing the experience, testing, and
mathematical statistics.
7. Place of doing research
Vietnam Institute of Educational Sciences (VNIES) and Dongnai College of High
Technology (DCoHT).
8. Defense theses
- Theses 1: Determining training needs is the starting point of training in a market
economy. Therefore, applying the training model base on the cycle consists of 4
steps: Determining training needs; Planning and designing prorgamme; Implement
training and evaluate training results and use the basic functions of management to
manage the development of prorgamme to meet the needs of Businesses and
learners are appropriate.
- Theses 2: To meet the needs of Businesses's human resources, the output
standards of the training program must come from professional standards.
Therefore, applying the DACUM method to develop objectives and select the
content of a training program is necessary.
- Theses 3: Simultaneous implementation of solutions: Establish a specialized
team for development programme; Train to development programme members
based on relations approach of College and Businesses; Develop a coordination

mechanism between College and Businesses for management development
programme; Develop criteria and indicators to evaluate the management
development programme is based on relations approach of College and


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Businesses; Set up 2-ways information system between College and Businesses in
determining training needs will contribute to innovating the Management
development programme is based on relations approach of College and Businesses
in Dong Nai.
9. New contributions of the thesis
-Theoretical aspect: Applying the Circular Training Model and base on the
functions of management, the thesis has built a theoretical basis for the
management development programme is based on relations approach of College
and Businesses in Dong Nai.
-Practical aspect: The thesis assesses the situation of developing prorgamme
and managing prorgamme, discovering the strengths and weaknesses in managing
the development prorgamme to meet the needs of human resource development of
the Businesses in Dong Nai. On that basis, 05 solutions for the management
development programme is based on relations approach of College and
Businesses.
CHAPTER 1
THE THEORETICAL FOUNDATION FOR
MANAGEMENT DEVELOPMENT PROGRAMME IS BASED ON
RELATIONS APPROACH OF COLLEGE AND BUSINESSES
1.1.
Overview of the research topic
1.1.1. Research on development programme is based on relations approach of
College and Businesses
-Overseas research: The first time, Bobbitt. F (1918) wrote The Curriculum.

The Curriculum being collecting many action of workers, thereform all education
scientists continous had been researched to developed a curriculum. In from now,
education scientists have got alot of develop the curriculum thesis, consist of:
Curriculum Development: Theory and Practice, Hilda Taba (1962); Developing
Modules for Technical and Vocational Education của UNESCO (1985); Modular
Design in TAFE courses, Donnel O. (1978); Competency –Based Education and
Training, Roger Harris, Hugh Guthrie, Barry Hobart and David Lundberg (1995);
GAIN Vocational Instructors Manual for ASEAN (2016), JAVADA-Japan. All
that thesis presented or concern development curriculum and organization for
modular design, competency training.
-Domestic research: Develop a curriculum based on the module of connecting
between levels (1994), Nguyen Minh Duong and Nguyen Dang Tru; Development
of university curriculum (2004), Lam Quang Thiep and Le Viet Khuyen; Design
and develop a curriculum base on output standards (2012), Doan Thi Minh Trinh
(Editor); Develop a university-oriented curriculum output standards (2014)
Nguyen Thanh Son; Developing teacher training program - Theoretical and
practical (2013), Pham Hong Quang; Develop and manage the development of


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curriculum to meet the social requirements (2015), Nguyen Tien Hung ... All that
thesises concern about the development curriculum based on interconnection
module with levels to meet social needs.
1.1.2. Research on management development programme is based on relations
approach of College and Businesses
-Overseas researches: The Mananging TVET to meet Labor Market Demand
(2009), R.Noonan concern managing the training programs based on the law of
supply and demand to meet the labor demand of labor market; Linking Vocational
Training with the Enterprises-Asian Perspectives (2009) Se Yung Lim and
colleague determine managing training programs necessity has coordination

mechanism between TVET and Businesses. The coordination mechanism is
bridge college with businesses but it isn’t ”uniform” for all colleges and
Businesses; A handbook for Training Srategy, Sloman M. (1994) determine the
Circular Training Model, start his theses: In labour maket, determining training
needs is the starting point of training in a market economy. Therefore, applying
the Circular Training Model consists of 4 steps: Determining training needs;
Planning and designing prorgamme; Implement training and Evaluate training
results.
- Domestic resaerches: Development and management development curiculum
(2008), Nguyen Vu Bich Hien; Management trining of vocational schools toward
on social demend (2013), Nguyen Thi Hang; Management joint training between
vocational training institutions with enterprises in Ho Chi Minh City (2014),
Nguyen Phan Hoa; Development and management development curiculum for
social demand (2015) Nguyen Tien Hung; Management of training linkage
between vocational colleges and enterprises in Vinh Phuc to meet manpower
developing request (2015), Nguyen Tuyet Lan... All thesises concern management
development curriculum or training programs toward social demend, relations
with businesses for training.
1.2. The concept
1.2.1. Management
Management is the process of managing the subject to the management object to
make the organization operate to achieve the purpose of the organization through
the functions of Planning, Doing, Steering, and Inspection, evaluate.
1.2.2. Programme
This thesis uses the concept: The programme is a training program that starts
from determining training needs, planning and design training, training
deployment and evaluate the results of the prorgamme, training create. The term
curriculum is understood with the concept of "curriculum content".
1.2.3. Develop a programme
Development programme is the process of innovating prorgamme starting from

determining training needs, planning and design training, training deployment and


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evaluate the results of the prorgamme to meet ever-changing manpower needs of
Businesses and labour market under the impact of scientific and technological
advances and manufacturing.
1.2.4. Manage and develop a programme
It is the impact of the management entity to the management objects base on the
management functions to implement management of development programme
from determining training needs, planning and design training, training
deployment and evaluate the results of the prorgamme results to meet the needs of
human resources for Businesses and the labour market base on the law of supplydemand.
1.2.5. Access to College and Businesses relations
It is a process of two parties actively working together, interacting with each
other and moving forward to cooperate in developing prorgamme for the benefit
of both parties from the determination of training needs, design, and conduct
prorgamme and evaluation of prorgamme.
1.2.6. Subjects of management development programme is based on relations
approach of College and Businesses
The principal is the subject of managing prorgamme, mobilizing Businesses to
participate in all or some activities of developing prorgamme and managing
prorgamme depending on their capabilities and conditions of Businesses.
1.3. Some training models
1.3.1. Training model base on the process
Training is a process, starting from the inputs including matriculated students,
teachers, the content of prorgamme, facilities, teaching equipment till the process
of teaching and output factors include graduated students, the graduation rate of
students who find jobs and advance in their careers.
1.3.2. CIPO model

Base on this model, the training process includes input elements (Input),
teaching and learning process (Process), output (Output/Outcome), and also need
to pay attention to the impact of the economy - society (Context).
This model has many contents such as the training model base on the process that
is concerned with the context, but the context has many elements and wide
coverage, so it is difficult for vocational education institutions to identify training
needs of Businesses.
1.3.3. CDIO model
The CDIO model consists of four elements, which are also four stages: CConceive, D-Design, I-Implement and O-Operate. From the idea, students design
and implement but in current conditions at Businesses, the outcome standards of
college and intermediate level prorgamme require more practical skills than ideas
thought.


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1.3.4. Circular Training Model
Taylor H. (1991) and Sloman M. (1994) introduced a Circular Training Model
from the point of view "In the market mechanism, determining training needs is
the starting point of training". This model consists of 4 stages: Determining
training needs; Planning and design training; Training deployment; Evaluate the
results of the prorgamme. All 4 elements make a circle, the elements are closely
connected to serve the College and Businesses in the process of coordination.

Figure 1: The Circular Training Model
1.4. Development prorgamme is based on the Circular Training Model add
relations approach of College and Businesses
The Circular Training Model has the following advantages: Taking the
identification of training needs as the starting point of training, following training
management in a market economy. This model also refers to the input conditions
such as enrollment, the content of prorgamme, teachers, facilities and teaching

equipment, organizing the implementation of the teaching and mentoring process
to the output, evaluate the results of the prorgamme. With the above advantages,
the thesis applies the Circular Training Model to build a theoretical basis for
Management development programme is based on relations approach of College
and Businesses including the following contents:
1.4.1. Determining training needs
Training needs include training quality, quantity as well as occupational
structure and qualification of human resources required by Businesses and the
labor market in the present as well as soon. Identify training needs including the
collection and processing of information on the labor needs of the labor market
and the Businesses. In particular, with the technology revolution 4.0, many jobs


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will be lost and many new jobs will appear so identifying training needs will be
extremely important and necessary.
1.4..2 Planning and training design
-Training plan: After determining the training needs, the College needs to plan
prorgamme. The plan includes expected object, number and time of enrollment for
prorgamme; Determining the training duration of the courses; Arranging resources
for prorgamme including assigning teachers to teacher prorgamme. Prorgamme
can also be conducted between Colleges and Businesses.
-Training design: includes the following tasks: Formulating objectives/output
standards for prorgamme, selecting training program content and designing
training structure and content. In order to carry out the above tasks, it is necessary
to organize occupational analysis at the positions of Businesses under DACUM
method to determine the duties, tasks that workers need to have performed daily in
the course of practice and analyze tasks to determine the capabilities that
employees need to base on that, determine the objectives and content of the
training program.

1.4.3. Training deployment
Training includes the following: Career guidance and career counseling for
secondary and or high school students, enrollment for prorgamme; Evaluating the
input capacity and class division and occupation for matriculated students;
Implementing the teaching process for courses; Organize graduation exams, assess
and award diplomas for graduates.
1.4.4. Evaluation of training results
-Evaluate the quality and effectiveness of prorgamme: Evaluate the rate of
graduates achieving good, fair, average and weak grades. Evaluate graduation
rates and student training costs of prorgamme and assess the rate of graduates
finding jobs along with their career advancement.
-Evaluate the organization of prorgamme: After prorgamme are completed, all
prorgamme must be evaluated to draw experience for the following prorgamme.
1.5. The relationship between College and Businesses in development
progaramme
The relations between the College and the Businesses is a “causal relation”
(cause-result), which is the premise for the other party to develop. Training and
using human resources have a close relations with each other, first of all, the
relations between supply-demand.
1.5.1. Principles for the sustainable development of the relations between
Colleges and Businesses
-Voluntary principles: It is important to decide the sustainable development of
the College and Businesses coordination is the willingness of both parties. There
are no legal regulations that can be imposed, compulsory colleges and universities
must coordinate with each other in developing prorgamme.


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- Principles of equality, both sides benefit: Businesses are businessesmen, their
goal is to maximize profits, so Businesses will not participate in any training

activities when they have not seen training to meet their manpower needs.
- Principles to ensure the implementation of the mission and mission of each
party: The coordination between the College and the Businesses to develop the
training program should be placed in the common requirements of both parties,
must not affect the performance of each party's duties.
1.5.2. The content and benefits of coordination between Colleges and
Businesses in development programme
1.5.2.1. The content of cooperation between Colleges and Businesses in
development programme.
The main contents that the College and Businesses can coordinate with each
other in development prorgamme include:
-Determining training needs: Colleges and Businesses need to coordinate with
each other in determining training needs because more than anyone else,
Businesses understands their training needs;
-Planning and design training: College and Businesses cooperated in planning
and designing training to mobilize resources of both parties for training. Training
design includes: (1) Developing objectives/output standards and selecting the
content of prorgamme; (2) Estimating the duration and resources for prorgamme;
(3) Expected object, number and time of enrollment for each training program.
-Training deployment: including enrollment, selection of training methods,
organization of teaching process, assessment of learning outcomes of learners;
-Evaluate the results of prorgamme: including assessing the quality and
effectiveness of prorgamme and assessing the organization of prorgamme.
1.5.2.2. Benefits from College and Businesses coordination in development
programme
The relations between College and Businesses brings the following benefits:
-For Colleges: (1) Obtaining training program with output standards to meet the
human needs of Businesses; (2) More resources, especially human resources with
high vocational skills and modern and expensive teaching equipment which are
not available at College to improve the quality of training; (3) Businesses's

experienced teachers, able to enrich their lectures with practical experience
activities when connected to the world of work; (4) Improve the rate of graduates
finding jobs, contributing to improving the effectiveness of training and asserting
the College's name.
-For Businesses: (1) Have the opportunity to monitor and select good students
who can stick with their work, have the real capacity following Businesses's
requirements, improve labor productivity; (2) Saving recruitment costs, retraining
costs; (3) Increasing the supply of the workforce to meet the requirements for
skills and working attitudes; (4) There is a contingent workforce to perform


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production tasks that are appropriate to students' internship needs in Businesses,
contributing to reducing production costs; (5) Increase brand through contribution
to education and training.
-For students: (1) Identify the right job and career transfer promptly if not
suitable; (2) Achieve the fastest proficiency and in accordance with the
requirements of production; (3) There are many opportunities to find jobs after
graduation; (4) Having conditions to access the real production environment, with
the urgency of industrial production with the aim of constantly striving to improve
labor productivity and product quality, the things that the College can't get it.
1.5.2.3 Coordination levels between College and Businesses to develop
prorgamme
Depending on the needs and capabilities of the College and the Businesses, the
two sides can coordinate with the following two levels: full coordination, partial
coordination.
-Full coordination: including all activities of the training program development
process, starting from determinning training needs, planning and designing
training, implementing prorgamme for evaluation of training results.
- Partial coordination: is the implementation of one or several stages in the entire

development process of the above-mentioned training program depending on the
capabilities and needs of both parties.
1.6. Management development prorgamme is based on relations approach of
College and Businesses
Using the Circular Training Model and management functions of the
development programme base on the College relations approach and the
Businesses has the following contents:
1.6.1. Manage determining training needs in coordination with the Businesses
-Planning for determining training needs: College leaders and Businesses need to
discuss together to come to unified training needs identification plan for courses.
The training needs determination plan should clearly state the achieved objectives
such as quantity, qualifications, job position, methods of determining training
needs and implementation schedule, the resources needed to implement, assigning
College and Businesses responsibilities in determining training needs.
-Organize the implementation of determinaing training needs plan: (1) Establish
a specialized team to develop prorgamme, members of the group include some
College teachers and some technical experts from Businesses is responsible for
collecting information on training needs; (2) Collect information on training needs
of Businesses, secondary or high school’s students and workers; (3) Processing
information to identify real training needs.
-Direct the implementation of determining training needs: Colleges and
Businesses need to direct, monitor, urge and promptly handle difficulties and


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obstacles to determine training needs to be implemented as planned and achieve
the desired result.
- Check and assess the determining training needs: Compare the results of
determining training needs with the objectives and schedule as planned. The
determining training needs is real, consistent with the needs of Businesses and

labor markets.
1.6.2. Manage planning and design training
- To plan the planning and design training: The College develops plans for
designing prorgamme to meet the training needs of the Businesses and the labor
market. The plan must include the objectives of knowledge, skills, attitudes
needed for students after graduation, the contents and progress of implementation,
the expected distribution of resources of the College and the Businesses to
implement.
-Organize the planning and design training: The College coordinates with
Businesses to determine the objectives/output standards, timing, and duration of
each training program, number of enrollments and training methods of each
course, College resources and Businesses to implement.
-Direct the planning and design training: College and Businesses often direct,
supervise, urge and timely handle difficulties and obstacles for the design of
prorgamme to be implemented correctly and achieving the desired results.
-Check and assess the planning and design training: College and Businesses
should organize the evaluation of the design of the prorgamme: meet the training
needs or not? Is it suitable for the ability of College and Businesses? Have we
used the resources of the College and Businesses completely? Is there a need for
adjustment? On that basis, it can be implemented.
1.6.3. Manage training deployment
-To plan the training deployment in coordination with Businesses: Plan for
implementing prorgamme includes: (1) Assigning teachers of the College and
technical experts of Businesses to participate in training to create for each course;
(2) Allocate necessary facilities and teaching equipment for each training
program. Facilities and teaching equipment must meet the training program of
each training program, especially for students to practice.
-Organize the training deployment: Organization of prorgamme includes: (1)
Enrolling in sufficient quantity and quality for each training program; (2)
Assessment of input capacity to classify courses; (3) Implementing the teaching

process for prorgamme; (4) Check, test, evaluate and issue diplomas for
satisfactory students; (5) Counseling and job introduction for graduates, followed
by feedback from Businesses and former students.
-Direct the training deployment: College and Businesses urgently and promptly
handle difficulties and obstacles for the implementation of prorgamme to be
implemented as planned and achieved good results.


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-Checking and assess the training deployment of prorgamme: Checking and
evaluating the implementation of prorgamme on the following contents: Have the
input elements met the required prorgamme? Are the resources arranged
reasonably? Has full capacity been used? Quality of teaching? What are the
advantages and disadvantages of the implementation process that stakeholders
need to adjust in time? ...
1.6.4. Manage evaluate the results of prorgamme
-To plan the evaluate the results of prorgamme: Include graduation exam plans
and grant diplomas for graduates, plans for job counseling and introduction for
students, quality assessment plans and the effectiveness of the prorgamme. The
College developed a plan to evaluate the results of prorgamme and consultations
with Businesses so that the plan does not affect the other activities of the two
parties.
-Organize the evaluate the results of the prorgamme: Including graduation
exams and diplomas for graduates, job counseling and recommendation for
graduates, quality and brand evaluation results of prorgamme. Businesses assigns
participants to the College to conduct the assessment, especially in the assessment
of output quality and advice and job placement for graduates.
-Direct the evaluate the results of the prorgamme: The College and Businesses
directed the timely handling of difficulties and obstacles so that the evaluation of
the training results can be implemented as planned and achieved good results.

-Check and assess the evaluate the results of the prorgamme: The College
organizes the examination and evaluation and Businesses assigns participants to
carry out the examination and evaluation of the graduation exam and issue the
diploma to the students, check and evaluate job counseling and recommendation
for graduates, check and evaluate the quality and effectiveness of prorgamme.
1.7. Factors affecting the management development programme is based on
relations approach of College and Businesses
Management development programme is based on relations approach of College
and Businesses is influenced by a number of factors such as (1) Training needs of
Businesses, the labor market and the learners are always changing; (2) Awareness
and coordination ability between the College and the Businesses; (3) Management
capacity of College managers; (4) Mechanism and policies of the Government; (5)
The rapid development of science and technology.
CONCLUSION OF CHAPTER 1
Currently, human resource training in colleges at Dong Nai has not met the
training needs of the Businesses. There are many reasons, but mainly because the
management of training program development has not complied with the supplydemand laws of the labour market and there is no method or the content of
approaching between College and Businesses.


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This thesis has mentioned the principles, content, and benefits of the relations
between Colleges and Businesses in development prorgamme. On the basis of the
Circular Training Model using the functions of management, the thesis has built
the theoretical basis of the Management development programme is based on
relations approach of College and Businesses, including (1) Manage determining
training needs; (2) Manage planning and design training; (3) Manage training
deployment and (4) Manage evaluate the results of the prorgamme is based on the
relations approach of College and Businesses.
CHAPTER 2

CURRENT SITUATION OF DEVELOPMENT PROGRAMME
AND MANAGEMENT DEVELOPMENT PROGRAMME
IS BASED ON RELATIONS APPROACH
OF COLLEGE AND BUSINESSES IN DONGNAI
2.1. The situation of socio-economic development and vocational education in
Dong Nai
2.1.1. Current situation of socio-economy and Businesses in Dong Nai
Dong Nai is located in the gateway area of the southern key economic region
connecting the three regions of the South East, the Central Coast, and the Central
Highlands, leading the country in the number of Industrial Zones. By 12/2017,
Dong Nai had 13,381 active Businesses, of which 996 FDI has created jobs for
840,104 people. With great investment potential, private and FDI businesses have
created a huge demand for manpower.
2.1.2. The reality of vocational education in Dong Nai
In 2017, there are 11 colleges, 09 intermediate schools, and 11 vocational
training centers. The annual enrollment scale is still very low: 5,775 students of
college degrees and 6,398 students of intermediate level, thus failing to meet the
demand for human resources of Businesses.
2.2. The situation of development prorgamme base on the relations approach
of College and Businesses
The author organized a survey to consult 30 managers, 300 teachers, 500
alumni of 11 colleges; 200 managers and engineers of 40 Businesses in Dong Nai
province. Survey results are as follows:
2.2.1. Determining training needs with coordination of Businesses
Unspecified training needs: 0% of comments; Determining training needs base
on the College's enrollment capacity: 49.1%; Determining training needs base on
the number of students applying for admission: 44.8%; Determining training
needs base on assigned norms: 81.2%; Determining the training needs of the
Businesses: 23.0%; Determining training needs base on the labor market
information: 22.4%.

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2.2.2. Planning and design training with coordination of Businesses
No planning and design of prorgamme: 0% of comments; The College plans
and designs prorgamme base on the College's capacity: 78.2%; The College
cooperates with Businesses to plan and design prorgamme base on Businesses's
needs: 28.2%; College planning and designing prorgamme base on assigned
targets: 86.1%; The College plans and designs prorgamme on order: 16.4%.
2.2.3. Training deployment with coordination of Businesses
Manage planning and design training; (3) Manage and (4) Manage evaluate the
results of the prorgamme base on the relationship approach of College and
Businesses
Implementing full prorgamme at the College: 0%; Teaching theory at College,
practicing at Businesses: 9.7%; Teaching alternately at College and Businesses:
8.5%; Teaching theory and basic practice at College, intensive practice at
Businesses: 67.0%; Teaching theory and practice at College, graduation practice
at Businesses: 100%.
2.2.4.Evaluate the results of prorgamme with coordination of Businesses
Assessment base on the training objectives of the training program issued by
the Government: 70%; Evaluate base on the standard output capacity of the
training program that constructed by the College: 58.8%; Evaluate base on
capacity standards that Businesses is using: 0%.
2.2.5. Methods of developing training program content
Establishing the Drafting Board of the College's training program: 32.7%;
Using the framework program: 71.2%; Using DACUM method: 10.6%; Using
CDIO method: 5.5%; Coordinating with businesses: 12.7%.
Although DACUM has been adopted by Switzerland through the Project of
Strengthening Vocational Training Centers to Vietnam since 1994 and CDIO has
been applied by Ho Chi Minh City National University as the 56th member of

CDIO Association since 2010 until now. These are the advanced methods to
develop the content of prorgamme that are appropriate to the situation but show
that colleges are indifferent to these methods.
The contents of access to Businesses are still low because the management staff
at the colleges currently do not have much knowledge and experience in managing
activities in coordination with the Businesses. Therefore, the determination of
training needs together with Businesses has not been applied by many colleges.
2.2.6. The reality of relevance content of the programme compared to the
Businesses requirements
The relevance of the prorgamme of the colleges in Dong Nai compared to the
current requirements of Businesses is assessed by the Businesses and former
students as low, with an average value of X = 2.51. Because most colleges still
apply the state framework program (only curriculum) to adjust the objectives of


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the training program without analyzing the profession or using the DACUM chart
at the labor position that is being used by the Businesses, which is used to
determine the objectives/output standards of the professional standard training
program. Therefore, the outputs of the prorgamme did not meet the requirements
of the quality of quality.
2.3. Current status of management development programme is based on
relations approach of College and Businesses in Dong Nai
2.3.1. The reality of the level of awareness about the important role of the
management development programme with coordination the Businesses in
Dong Nai
The majority of customers said that the management of the development
programme is based on relations approach of College and Businesses is important
and very important (accounting for 90.4%).
2.3.2.Manage determining training needs with coordination of Businesses

With the value of X = 2.32, the status of managing the training needs
determination in coordination with the Businesses of the colleges in Dong Nai is
only at the average level due to the lack of a coordinated training management
mechanism between College and Businesses. In particular, the planning to identify
training needs is evaluated the weakest ( X = 2.23).
2.3.3. Manage planning and design training with coordination of Businesses
The current status of managing the planning and design training is base on
relations approach of the College and Businesses in Dong Nai colleges now has a
low level of implementation ( X = 2.51), in which plans to develop and design
prorgamme that are weakest ( X = 2.37).
2.3.4. Manage training deployment with coordination of Businesses
The reality of managing the implementation of training is base on the relations
approach of College and Businesses has a low level of implementation (with an
average value of X = 2.52), in which directing the implementation of prorgamme
reaching the lowest level with the average value X = 2.42.
In order to well manage the implementation of training, the College principal
and the director of the Businesses must have effective coordination mechanisms,
regularly direct, inspect, evaluate and timely adjust difficulties and problems,
facilitating the departments to participate in training activities, not just stop
signing and let the advisory departments manage on their own.
2.3.5. Manage evaluate the results of prorgamme with coordination of
Businesses
Managing the evaluation is base on relations approach of College and
Businesses now reaches a low level with an average value of X = 2.74, in which,


15
directing the evaluation of prorgamme at the lowest level with average value X =
2.69.
Although there is a coordination between College and Businesses in training

activities, an only formality, lack of quantitative, not regular, lack of tools to
synthesize and analyze, the organization of conducting an assessment of the
results of the prorgamme are not high.
CONCLUSION OF CHAPTER 2
This thesis has surveyed to assess the status of development programme and
management development prorgamme is based on relations approach of College
and Businesses in Dong Nai, the thesis has some conclusions:
-Over 90% of managers and teachers of colleges are aware of the importance of
management development prorgamme is based on relations approach of College
and Businesses.
-Initially, the Colleges actively coordinated with Businesses to determine
training needs, planning and designing prorgamme, organizing prorgamme as well
as assessing learning outcomes of learners and evaluate the results of the
prorgamme. However, the contents of management development the prorgamme
with the coordination of the Businesses have no clear directions, laxity in linking
and low results.
-There is no coordination mechanism between the College and the Businesses in
managing prorgamme, sometimes applying a stereotyping mechanism for all
Businesses and all Colleges, so it has not achieved the desired results.
-There is no support department for the College and the Businesses to manage
the development of the programme, so the College and the Businesses have not
linked, complement each other in training of human resources is based on
relations approach of College and Businesses.
-Not fully playing the role of Businesses when participating in the management
contents of the College's training program development, such as career
coordination, enrollment, participation in planning and design training program,
participating in teaching, coordinating the evaluation of training results, ...
-Two-way information between the College and the Businesses is fragmented
and passive, making it difficult for both parties to identify training needs, training
advice and recruitment.

16
CHAPTER 3
SOLUTIONS FOR MANAGEMENT DEVELOPMENT PROGRAMME
IS BASED ON RELATIONS APPROACH
OF COLLEGE AND BUSINESSES IN DONG NAI
3.1. Human resource demand for socio-economic development in Dong Nai
province 2020-2025
Base on Dong Nai's human resource development plan, workers with
intermediate and college degrees must increase from 25.7% (2015) to 35.7%
(2025) equivalent to the additional training in 10 years is 233,772 people.
3.2. Principle of proposing solutions
3.2.1. Principles to ensure systematically
3.2.2. Principles to ensure practicality
3.2.3. Principles to ensure feasibility
3.3. Management solution for development prorgamme in Dong Nai colleges
is based on relations approach of College and Businesses
3.3.1. Solution 1: Establish a specialized team for development programme
a. Purpose: To have an organization to help the Principal of the College
manage the development of prorgamme in accordance with the requirements of
human resources development of Businesses, and also act as a focal point base on
relations approach of College and Businesses with the College in the distribution
of develop prorgamme to meet the changing needs of human resources under the
impact of science and technology and production development.
b. Content: Select members and set up a specialized team consisting of several
experienced teachers and many technical experts from Businesses to help
principals manage the development of the response training program for satisfying
the needs of human resources development of Businesses.
c. How to do it: (1) Building functions and tasks of the group; (2) Develop

working mechanism of the group; (3) Collect comments from Businesses; (4)
Selecting personnel and making decisions to set up specialized teams; (5)
Decision to establish a specialized group.
d. Conditions of implementation: (1) The capacity of the members to participate
in the specialized group; (2) Coordination role of the team leader; (3) Policies,
mechanisms, finance, equipment, and facilities ensure the effective operation of
the group.
3.3.2. Solution 2: Train to development programme members is based on
relations approach of College and Businesses
a. Purpose: To equip the members of the group with the necessary knowledge
and skills to be able to deploy the development of the curriculum base on the
cycle.


17
b. Content: Lecture Circular Training Model and how to apply it to develop
prorgamme in coordination with Businesses; The process of developing
prorgamme is based on the circular training model; Skills to develop cyclical
prorgamme in collaboration with Businesses.
c. How to do it: (1) Determine the content of fostering; (2) Planning for
refresher courses; (3) Invite experts to teach them; (4) Organizing the
implementation of training; (5) Evaluate training results.
d. Conditions of implementation: (1) Invite qualified experts to participate in
teaching and retraining; (2) A sense of responsibility, a serious and positive
learning attitude of full-time team members and College managers; (3) Basic
material conditions, equipment, policies, finance ... for training activities; (4) The
concern of College leaders and Businesses.
3.3.3. Solution 3: Develop a coordination mechanism between Colleges and
Businesses for management development programme
a. Purpose: Facilitating the coordination among the stakeholders' departments

to synchronously implement the management activities.
b. Content: Clearly define the responsibilities and powers of the College and
Businesses in managing prorgamme. Develop regulations on coordination,
including ways of coordination, regulation, progress, assessment, ... in the
management development programme.
c. How to do it: The College drafted a mechanism and consulted the
Businesses to complete the mechanism and the two sides signed an agreement on
the coordination mechanism between the College and the Businesses in the
management development programme.
d. Conditions of implementation: (1) Need a team of knowledgeable about
development prorgamme, building coordination mechanisms; (2) The Principal
and the Director of the Businesses direct the development of the coordination
mechanism between the College and the Businesses in the management
development programme.
3.3.4. Solution 4: Develop criteria and indicators to evaluate the management
development prorgamme is based on relations approach of College and
Businesses
a. Purpose: To have a scientific basis for assessing the results achieved in the
management development prorgamme is based on relations approach of College
and Businesses .
b. Content: Develop a set of criteria and indicators for the management
development prorgamme is based on relations approach of College and
Businesses.
c. How to do it: (1) The Principal decided to assign the task force to develop a
set of criteria and indicators for the management development prorgamme is
based on relations approach of College and Businesses; (2) The task force


18
developed a draft set of Criteria and Indicators for the management development

prorgamme is based on relations approach of College and Businesses; (3)
Organize a workshop to comment on the set of evaluation criteria and Indicators;
(4) Completing the set of evaluation criteria and Indicators; (5) The Principal
made a decision to issue a set of evaluation Criteria and Indicators for
implementation. The thesis has proposed a set of Criteria and Indicators for the
management development prorgamme is based on relations approach of College
and Businesses.
d. Conditions of implementation: (1) Ensuring uniform implementation
between College and Businesses; (2) Issuing specific guiding documents; (3)
Organize training for related individuals, training department and specialized team
on how to use the criteria and indicators; (4) Training/guidance for
training/individual offices on archival evidence for inspection and evaluation; (5)
Competence, sense of responsibility, enthusiastic participation of Colleges and
Businesses.
3.3.5. Solution 5: Set up 2-ways information system between College and
Businesses in determining training needs
a. Purpose: To provide managers and College administrators with accurate and
timely information on the College's training capacity and the human resources
needs of the Businesses to develop prorgamme that are consistent with the law of
supply-demand.
b. Content: Establish 2-ways information subcommittee between the College
and Businesses in determining training needs. Develop a mechanism of 2-ways
information subcommittee between Colleges and Businesses in determining
training needs. Identify 2-ways information content between Colleges and
Businesses in determining training needs.
c. How to do it: (1) Selecting personnel; (2) Establish a subcommittee; (3)
Develop mechanism of the subcommittee; (4) Identify 2-ways information content
between College and Businesses in determining training needs.
d. Conditions of implementation: (1) The capacity of the 2-ways information
subcommittee between the College and the Businesses; (2) Conditions for

facilities, equipment, and finance for the subcommittee to perform tasks; (3)
Policy regime to motivate the subcommittee to operate effectively; (4) College
administrators and Businesses are concerned and know how to exploit and secure
2-ways information system in development prorgamme.
Relationship between solutions
To effectively the management development prorgamme is based on relations
approach of College and Businesses, it is required that the College synchronously
implement the above solutions.
In it, (SOLUTION 1) Establish a specialized team for development programme
and (SOLUTION 2) Train to development programme members is based on


19
relations approach of College and Businesses capacity are 2 management
solutions to form an organization with qualified to carry out the task of
development prorgamme is based on relations approach of College and
Businesses, these are the most important solutions. Lenin once pointed out that "if
there is an organization that has everything". The (SOLUTION 3) Develop a
coordination mechanism between Colleges and Businesses for management
development programme; (SOLUTION 4) Develop criteria and indicators to
evaluate the management development prorgamme is based on relations approach
of College and Businesses; (SOLUTION 5) Set up 2-ways information system
between College and Businesses in determining training needs in defining training
needs with 3 conditional solutions, a practical and scientific basis for evaluating
the results of managing and develop prorgamme base on the relations approach of
College and Businesses .
1. Establish a specialized team
for development programme

2. Train to development

programme members

3. Develop a coordination mechanism
between College and Businesses for
management development programme

4. Develop criteria and indicators
to evaluate the management development
programme

5. Set up 2-ways
information system between College and
Businesses in determine training needs

Chart 1: Relations between five solutions
3.4. Testing the necessity and feasibility of solutions
The dissertation surveyed the opinions of 30 managers, teachers at colleges, 30
managers and engineers at the Businesses on the necessity and feasibility of the
solutions. The results are as in Table 1 and Table 2.


20
Table 1: Results of testing the necessity of solutions
Feasibility Level
Sum

Average

Rank

5

Not

4

Less

3

Feasibility

2

Establish a specialized team for
development programme is based on
relations approach of College and
Businesses
Train to development programme
members is based on relations
approach of College and Businesses
Develop a coordination mechanism
between Colleges and Businesses
for
management
development
programme
Develop criteria and indicators to
evaluate
the

management
development prorgamme is based on
relations approach of College and
Businesses
Set up 2-ways information system
between College and Businesses in
determining training needs

Very

Order
1

Solution

176

32

0

0

208

3,47

2

172

34

0

0

206

3,43

176

30

0

0

206

3,43

3

180

33

0

0

213

3,55

1

168

36

0

0

204

3,40

5

Average

3

X = 3,45

The results show that SOLUTION 4: Develop criteria and standards for

management evaluation of prorgamme that are most needed to be evaluated (X =
3.55). SOLUTION 5: rated the least necessary (X = 3.40) but still at a high level,
the reason given by the Businesses is that they are concerned about the issue of
information security that affects production-businesses of Businesses.
Table 2: Results of feasibility testing of solutions
Feasibility Level
Not

Sum

Average

Rank

36

Less

168

Feasibility

Establish a specialized team for
development programme is based on
relations approach of College and
Businesses

Very

Order

1

Solution

0

0

204

3,40

1


21
2

3

4

5

Train to development programme
members is based on relations
approach of College and Businesses
Develop a coordination mechanism
between Colleges and Businesses
for

management
development
programme
Develop criteria and indicators to
evaluate
the
management
development prorgamme is based on
relations approach of College and
Businesses
Set up 2-ways information system
between College and Businesses in
determining training needs

160

36

4

0

200

3,33

3

156

32

10

0

198

3,30

4

164

38

0

0

202

3,37

2

152

32

12

0

196

3,27

5

Average

X = 3,33

The results show that SOLUTION 1: Establish a specialized team for
development programme is based on relations approach of College and Businesses
is most feasible (X= 3.40). SOLUTION 5: Set up 2-ways information system
between College and Businesses in determining training needs is assessed as the
least feasible because teachers and experts of Businesses see this as the hardest
work because of the related technical infrastructure capable of using the internet
of things (IoT), information security (X = 3.20).
Table 3: Relatons between necessity and feasibility

Necessity Level

Rank

4

Sum

D2

208

3,47

2

204

3,40

1

1

206

3,43

3

200

3,33

3

0

206

3,43

3

198

3,30

4

1

213

3,55

1

202

3,37

2

1

Sum

X

X

Average

3

Rank

2

Establish a specialized team for
development programme is based
on relations approach of College
and Businesses
Train to development programme
members is based on relations
approach of College and Businesses
Develop a coordination mechanism
between Colleges and Businesses
for
management
development
programme
Develop criteria and indicators to

Average

Order
1

Solution

Feasibility Level


22

5

evaluate
the
management
development prorgamme is based
on relations approach of College
and Businesses
Set up 2-ways information system
between College and Businesses in
determining training needs
Average

204

3,40
3,45

5

196

3,27

6

1

3,33

The relations between the rate of necessity and feasibility allows the conclusions
to be unified together on the necessity and feasibility of the five proposed
solutions.
3.5. Test the solution
The thesis has tested two solutions: (SOLUTION 1) Establish a specialized team
for development programme is based on relations approach of College and
Businesses and (SOLUTION 2) Train to development programme members based
on relations approach of College and Businesses.
3.5.1. Purpose of the test: To assess the science, feasibility, and effectiveness of
the proposed solution.
3.5.2. Content of the experiment: The thesis tested 2 contents of 2 solutions:
Content 1: Establishing a specialized team to develop a cyclical training program
base on the relations approach of College and Businesses; Content 2: Fostering
knowledge and skills to develop prorgamme for specialized team members.
3.5.3. Subjects of the experiment: The thesis was tested with Dongnai Colleg of
High Technology (DCoHT).
3.5.4. Experimental results: A specialized team has been established to develop
the training program is based on the relations approach of College and Businesses
at DCoHT. Organized training for members of the group on the management
development prorgamme is based on relations approach of College and

Businesses.
The author investigated the management capacity to develop a cyclical training
is based on relationship approach of College and Businesses of the Colleges
before and after the experiment was conducted. The results show that before the
test, the College's management staff did not have the knowledge and skills on
developing cyclical prorgamme in coordination with Businesses as well as
managing the development of the cyclical training program. submission is based
on relations approach of College and Businesses.
After establishing a specialized team to develop prorgamme is based on
relations approach of College and Businesses and lecturing the capacity of the
group, the group has completed the tasks of developing prorgamme and
management development programme, moreover, follow the cycle with the
coordination of Businesses in accordance with the evaluation criteria set out.


23
CONCLUSION OF CHAPTER 3
Based on the theoretical research in Chapter 1 and the situation in Chapter 2, the
author proposes 5 management solutions to develop prorgamme is based on
relations approach of College and Businesses.
The solutions are evaluated to be necessary and highly feasible.
The thesis has tested 2 solutions: (SOLUTION 1) and (SOLUTION 2).
Experimental results confirmed that the proposed solutions to manage the
development programme is based on relations approach of College and Businesses
in Dong Nai can be implemented in practice.
CONCLUSION AND RECOMMENDATIONS
1. Conclusion
Applying the training model base on the cycle and based on the management
functions, the thesis has developed the content of management development
prorgamme is based on relations approach of College and Businesses in Dong Nai

including (1) Managing the identification of training needs; (2) Manage in
planning and designing prorgamme; (3) Manage the implementation of
prorgamme and (4) Manage the evaluation of prorgamme.
Through the survey, the thesis has discovered the status of developing
prorgamme at Colleges in Dong Nai: the Colleges initially approached the
development of a coordinated training program of Businesses, almost all Colleges
are aware of the important role of managing the development of cyclical
prorgamme is based on relations approach of College and Businesses . However,
managing the development programme is based on relations approach of the
College and Businesses just can reach the average level and still has many
limitations and shortcomings. In particular, managing the identification of cyclical
training needs is based on relations approach of College and Businesses has the
lowest level of performance results, while training needs are the starting point of
all training activities.
To overcome this situation, the author proposes 5 management solutions to
develop cyclic prorgamme in coordination with Businesses: SOLUTION 1:
Establish a specialized team for development programme; SOLUTION 2: Train to
development programme members is based on relations approach of College and
Businesses; SOLUTION 3: Develop a coordination mechanism between College
and Businesses for management development programme; SOLUTION 4:
Develop criteria and indicators to evaluate the management development
programme is based on relations approach of College and Businesses;
SOLUTION 5: Set up 2-ways information system between College and
Businesses in determining training needs.
The solutions are all necessary and highly feasible. The thesis has conducted 2
solutions: SOLUTION 1: Establish a specialized team for development
programme; SOLUTION 2: Train to development programme members based on