Luận văn chiến lược phát triển trường cao đẳng nghề vigracera

Capstone project

GaMBA01.N06

report BIG ASSIGNMENT

SOCIALIST REPUBLIC OF VIET NAM

Independence - Freedom - Happiness
-----b*b----HaNoi, 16th August 2011

STATEMENT
“About: Doing big assignment capstone project report for graduation of 6th group GaMBA01.N06 class”
Respecfully to: Board of Management - Viglacera Vocational College
Viglacera Vocational College is business unit which has revenue, under Viglacera
Corporation, is the first Vocational College of nation in training vocation about
manufacturing materials for construction. The main task of The College is training
vocation according to 03 levels: college, secondary, primary vocation and improving
level vocational skills for employees, responding human resource for construction
industry, Viglacera Corporation and society. However, the development of domestic
economy - society toward integrating and the State guideline about socializing education
and training industry which formed fiercely competitive training market. There were
many new training schools which were borned include many modern, advance training
programs that responded needs of society and students, pupils. Especially, there were
more foreign training schools.
After period study seriously at Global advance Master of Business
Administration training program (GaMBA program) provided by Center for Educational
Technology and Career Development - Vietnam National University in cooperation with
Griggs University- USA held in Vietnam. Now, it is time to do big assignment for
graduation, we are 6th group - GaMBA01.N06 class, members include:

6th Group


Capstone project

GaMBA01.N06

report BIG ASSIGNMENT

No
1

Name

M/F

Position
Economic

Corporation
Project Management Board at Son La

M

Department

Hydropower Plant - Vietnam
Electricity.
Viglacera Vocational College
Military Commercial Joint Stock Bank

An Phu Investment and Development

Le Minh Tuan

2
3

Hoang Thi Thuy
Nguyen Thanh Thang

F
M

Manager
Vice Rector
Officer

4

Pham Hoa Binh

M

Vice Director

Joint Stock Company

We hope to contribute partly to build operation strategy of The College
effectively; to improve competive capacity, exist and non-stop development, we built topic:
“Strategy for development of Viglacera vocational College, period 2011 - 2015”.

6th group - GaMBA01.N06 class kindly requests Board of management:
1. Approving us to do big assignment capstone project report for graduation with
the above topic;
2. Allowing us to use data of The College to do capstone project report big
assignment for graduation.
Respectfully thanks!
GROUP REPRESENTOR

BOARDING OF MANAGEMENT
APPROVAL

Hoang Thi Thuy

6th Group


Capstone project

GaMBA01.N06

report BIG ASSIGNMENT

SOCIALIST REPUBLIC OF VIET NAM

Independence - Freedom - Happiness
-----b*b----HaNoi, 30th September 2011

STATEMENT
“About: Completing big assignment capstone project report for graduation of
6th group - GaMBA01.N06 class”

Respecfully to: Board of Management - Viglacera Vocational College
After researching strengths - weaknesses and opportunities - threats of Viglacera
Vocational College; with the approval of Boarding of Management that allows us to use
data of The College to do big assignment for graduation.
6th group - GaMBA01.N06 class, members include:
No

Name

M/F

Position
Economic

Corporation
Project Management Board at Son La

1

Le Minh Tuan

M

Department

Hydropower Plant - Vietnam

F

Manager

Vice Rector

Electricity.
Viglacera Vocational College

M

Officer

Military Commercial Joint Stock Bank

M

Vice Director

2
3
4

Hoang Thi Thuy
Nguyen Thanh
Thang
Pham Hoa Binh

An Phu Investment and Development

Joint Stock Company
Now, we have completed big assignment for graduation with topic: “Strategy for
development of Viglacera vocational College, period 2011 - 2015”.
6th group - GaMBA01.N06 class kindly requests Board of management:

1. Approving us to do capstone project report big assignment for graduation with the above
topic;
2. Using ideals of capstone project report big assignment to implement strategy for
development of The College.
Respectfully thanks!
GROUP REPRESENTOR

BOARDING OF MANAGEMENT
6th Group


Capstone project

GaMBA01.N06

report BIG ASSIGNMENT

APPROVAL

Hoang Thi Thuy
Hoang Thi Thuy

GRIGGS UNIVERSITY
GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION PROGRAM
GaMBA01.N06 CLASS

CAPSTONE PROJECT REPORT BIG ASSIGNMENT FOR
GRADUATION

STRATEGY FOR DEVELOPMENT OF
VIGLACERA VOCATIONAL COLLEGE, PERIOD
2011 - 2015

Members of 6th Group :
1. Le Minh Tuan
2. Hoang Thi Thuy (Leader)
6th Group


Capstone project

GaMBA01.N06

report BIG ASSIGNMENT

3. Nguyen Thanh Thang
4. Pham Hoa Binh

HaNoi, September 2011

6th Group


Capstone project

GaMBA01.N06

report BIG ASSIGNMENT

HaNoi, date month

2011

COMMENTS ON BIG ASSIGNMENT OF 6TH GROUP:
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6th Group

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Capstone project

GaMBA01.N06

report BIG ASSIGNMENT

6th Group


Capstone project

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report BIG ASSIGNMENT

LIST OF TABLES
Page
Table 1.1: External factor evaluation matrix

9

Table 1.2: Internal factor evaluation matrix

9

Table 1.3: SWOT Matrix

10

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

16

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

18

Table 2.3: The structure of teachers in major professional

19

Table 2.4: The structure of teaching staff by level

19

Table 2.5: Vocational training of Viglacera vocational College

20

Table 2.6: Statistic of training scale

20

Table 2.7: Quantity and sort list of book in library

23

Table 2.8: Vocational training facility of Viglacera vocational College

25

Table 2.9: Internal factor evaluation matrix (IFE)

27

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

30

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

31

Table 2.12: External factor evaluation matrix ( EFE)

32

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

33

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

35

Table 3.2: Developing teacher of The College 2011 - 2015

36

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

37

vocational College
Table 3.4: SWOT Matrix

39

Table 3.5: Formulating plans for development strategy for The College

41

Table 3.6: Matrix QSPM for SO

42

Table 3.7: Matrix QSPM for ST

44

Table 3.8: Matrix QSPM for WT

46

Table 3.9: General summary of specific measures to develop Viglacera

49

vocational College

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LIST OF PICTURESFIGURES
Page
Picture Figure 1.1: Perspective plan of 1st base of Viglacera vocational

2

College - Yen Phong, Bac Ninh Urban
PictureFigure 1.1: Five task realationship of strategic management

5

PictureFigure 1.2: Comprehensive strategic management process of Fred

8

R.David

14

PictureFigure 2.1: Logo of Viglacera vocational College

15

PictureFigure 2.2: Structure of Viglacera vocational College

17

PictureFigure 2.3: Internal analysis environment model of Viglacera vocational

18

College

21

PictureFigure 2.4: Human resource structure of Viglacera vocational

22

College
PictureFigure 2.5: Training scale of Viglacera vocational College

22

PictureFigure 2.6: Teacher is guiding students to learn model production
line building materials at Viglacera vocational college.

26

PictureFigure 2.7: Images of students are practicing on the production line
construction materials (ceramic raw) in Company

63

PictureFigure 2.8: Internal factor evaluation model of Viglacera vocational
College
PictureFigure 3.1: Images of students receiving diplomas at Viglacera
vocational College

6th Group


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TABLE OF CONTENTS

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INTRODUCTION
1. Necessity and importance of the topic.
After period studying seriously at Global advance Master of Business
Administration training program (GaMBA program) provided by Center for Educational
Technology and Career Development - Vietnam National University in cooperation with
Griggs University- USA held in Vietnam. Now, it is time to do big assignment for
graduation, we are 6th group - GaMBA01.N06 class, members include:
No
1

Name

M/F

Position
Economic

Corporation
Project Management Board at Son

M

Department

La Hydropower Plant - Vietnam
Electricity.
Viglacera Vocational College

Military Commercial Joint Stock Bank
An Phu Investment and Development

Le Minh Tuan

2
3

Hoang Thi Thuy
Nguyen Thanh Thang

F
M

Manager
Vice Rector
Officer

4

Pham Hoa Binh

M

Vice Director

Joint Stock Company

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

In education, strategy and strategic management helps schools, especially vocational
school to meet the needs of human resources for society and improve their ability, to train
in the most limited conditions as well as life conditions for staffs and teachers.
We hope to contribute a part to build operation strategy of The College
effectively; to improve competive capacity, exist and non-stop development.

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

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

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

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Therefore, The College needs building development strategy effectively to
improve competitive capcacity, exist and development. We hope to contribute partly
into building operation strategy for The College in next time with topic: “Strategy for
development of Viglacera vocational College, period 2011 - 2015”.
2. Researching objective and application abilityAims of study
- Systematizing basic theories of planning strategy.

- Analysing operation environment of Viglacera Vocational College.
- Development direction of Viglacera Vocational College period 2011 - 2015.
3. Researching methodMethods of study
- Base on theories about business administration, we use method of summary,
statistic and analyse.
- In researching process, collected data from Viglacera Vocational College,
documents, official information of the State, researching documents about vocational
system and strategy of foreign and domestic authors or our collected ones.
4. Structure of topic
Our topic includes main parts as following:
- INTRODUCTION: OVERVIEW
-CHAPTER

1:

THEORETICAL

BASIS

FOR

BUILDING

STRATEGY

DEVELOPMENT OF VIGLACERA VOCATIONAL COLLEGE.
-CHAPTER 2: ANALYSIS OF

THE STATECURRENT OPERATION OF

VIGLACERA VOCATIONAL COLLEGE
-CHAPTER
SOLUTIONS,

3:

DETERMINING

SOLUTIONS

FOR

IDENTIFICATION

IMPLEMENTATION,

OF

STRATEGIESIC

RECOMMENDATING

RECOMMENDATION AND CONCLUSIONS ENDING THE STRATEGIES TO BUILD
AND DEVELOP VIGLACERA VOCATIONAL COLLEGE.

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CHAPTER I
THEORETICAL BASIS FOR BUILDING STRATEGY DEVELOPMENT OF
VIGLACERA VOCATIONAL COLLEGE
1. Overview of strategic management and business strategy
1.1. Related concepts
1.1.1. Strategy
"Strategy" is a term dervided from the Greek word "Strategos" used in military.
Military strategy is the art of commanding in the dominant position, said the modern
theorists Clawzevit. Strategy is the art of commanding the facilities to win, said a
publication of the Larous dictionary.
According to Johnson and Scholes define strategies in environmental conditions
have a lot of rapid change: "strategy is direction and range of an organization to gain long
term competitive advantage for organization through format of its resourses in a changing
environment, to meet market demand and satisfy the expectations of parties concerned"
(Johnson, Scholes 1999. Exploring Corporate Strategy, 5th Ed. Prentice Hall Europe).
At the level aspect, there are at least three levels of strategy: corporate business
unit - leads to aim and the overall range of the organization, strategic business unit - is
related to method of competiton in specific markets, strategy funtions - is the strategy
that helps the company do effectively based on the resources, processes and people. In
terms of content, we can give some kind of strategy as compttive direct strategy,
competitive advantages strategy and strategy based on customer...
1.1.2. Strategic management (SM)

SM is a problem was concerned by the economists and administrators. Because
the contents of SM is wide in research and extensive in practive, they give the different
definition and opinion for each view. Here are some common definitions.
SM is a set of decisions and administrative actions that determine the long term
success of business.
SM is a set of decisions and planning actions lead to and implementation
strategies to achieve the objectives of the organization.
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SM is the current research environment as well as future plans and objectives of
the organization; proposed to implement and supervise the implementation of the
decisions to achieve the objectives in the current environment as well as future.
SM is the art and science of formulating, implementing and evaluating the
general decisions to help each organization achieve its goals.
According to this concept, SM emphasis on coordination aspects of
management, marketing, finance/ accounting, product/operational, research and
development and information systems to achieve success business.
The tasks of SM are summarized as follows:
1. Creating a strategic vision - describing the image of the future organization,

specify the image that the organization wants to be.
2. Setting goals - strategic transformation vision into specific performance
outcomes that the organization must achieve.
3. Building strategies to achieve the desired objectives.
4. Implementing and operating strategy has been selected by the effective and efficient.
5. Assessing the

performance and

adjustment perspective, long-term direction,

objectives, strategy or execution based on experience, the changing conditions, ideas and
opportunities.
Developing 
strategic 
vision and
mission

Creating
targets

Fix

Fix

Building
strategy to
achieve goals

Improve/

Change

Implementing,
administering
the strategy 
selected

Improve/
Change

Assessment of
Implementation
, monitoring,
repair or adjust

Restore
1 ,2,3,4

Model 1.1: Five task realationship of strategic management

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1.2. Meaning of stratery management
Assisting

enterprises: Seeing their

own direction to achieve

purpose

goals and know where the

goals; Identify opportunities and risks from the

external

and direction to
enterprise in the
environment, the

choose their
implementation
strengths

and

weaknesses of the enterprise to maximize strengths, minimize weaknesses, catch opportunities
and methods to prevent threats from outside; Provide business decisions are suitable with the

business environment in order to improve efficiency and productivity in the manufacturing, Select
suitable competitive advantage in changing business environment, find out the existence and
growth to improve the competitive position of enterprises.
1.3. Vision, mission and core values
1.3.1. Vision
To have a good strategy for organizations, enterprises should identify specific
and clear objectives, in other words "vision and mission statement are like a picture, a
dream about the future of the enterprise".
The meaning of vision: Showing the vital importance of the organization,
define and outline the future of organization, guide to the core to preserve and inspire
future oriented organizations, assist the enterprise in clarifying the purpose and
meaning of their existence. Thus, the vision must describes the desired highest purpose
and overview or the organization, expressed what should be an emotinal appeal to
encourage all organizations devote resourses to achieve the ideal.
1.3.2. Mission
The mission statement shows the reasons exists of organization and what it will
do. For example, the mission of a vocational training school is training workers with
high skill level, satisfying the needs of society that particularly each student after
graduate may have stable job.
The major objectives determines what the organization hopes to meet the
medium and long term scope. All most organization seek profit, achieve goals of
excellence leading position. The second goal is the one that the company deems
necessarily if they want to achieve superior power.
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The mission makes sense and are considered well established that must have
characteristics are: Accurate and measurable; be directed to the important issues; be
challenging but can be done ( practical) should be identified a period fo time; the good
goal provides tools to evaluate the perfomance of managers.
1.3.3. Core Values
Corporate culture can be understood as all the cultural values were built during
the existence process and development, become the values, perceptions and practices,
rooted in activities of enterprises and govern emotions, thought patterns, behavior of
all members pursue and implement common goals.
The core values are essential and long-term belief of an organization. The system
core values is the main motivation to push people work, connect people together, link
businesses with customers, business partners, link enterprise with society.
1.4. Strategic Management Process
Strategic manegement process is often researched and used through the models.
Each model performs a series or different processes. Fred R.David strategic
management model is the most widely accepted that are shown in model 1.2. This
model does not guarantee success but it provides a clear and basic method which
approach in establishing, inplementing and evaluating strategies.
According to the model, strategic management has 03 stages:
- Formating strategy stage includes develop business task, identify the opportunities
and risks of organization from outside, show the strengths, weaknesses inside, set the longterm goals, create alternative strategies and select a specific strategy to pursue.
- Implementing strategy stage requires companies set annual targets, policies,
encouraging staffs and allocate resources for the strategy can be done.
- Assessing strategic stage involves measuring the performance of individuals

and organizations, while providing the necessary corrective actions.
Specifically the following models:

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Feedback information

Evaluate
external factor
to identify
opportunities
and risks

Identify
tasks,
objectives,
current
strategy

Set longterm

target

Set annual
targets

Reallocate
resources

Review tasks ,
objectives

Evaluate internal
factors to identify
strengths and
weeknesses

Select
strategy
to persue

Measure
the
perfomance

Suggest
policies

implement
strategy

formate strategy

assess
strategy

Model 1.2 : The process of comprehensive strategic management of Fred R.David
1.5. Tools formulate strategy
Before building strategy for organizations, businesses need analyzing the macro
environment (demographic, economics, political, legal, social culture, technology,
globalization,...) and micro - environment (customers, competitors, potential and
existing companies, suppliers, substitutes, etc...) then using the following tools to
develop strategies suitable for real statement of organization or enterprise:
1.5.1. Evaluation inside - outside elements matrix
IE matrix is based on analysis of business environment and internal business
analysis, then set up two matrix elements: business to external factor evaluation matrix
(EFE matrix) and internal factor evaluation matrix (IFE matrix).
1.5.1.1. External factor evaluation matrix (EFE matrix): used to summarize and
assess the impact of environmental factors and business.

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Table 1.1: External factor evaluation matrix
External factors
(1)
List the factors of
external enviroment
outside

business

(international,
national, industry…)

Importance level
(2)
Score 0 to 1, the
higher point, the
more important
respective factor.

Sort
(3)
1= less response business

Point
(4)

2= average reponse business
3= above average response

(4) = (2) x (3)

business
4= good response business

Total = 1

Total = X

Total score the highest importance that a business can have is 4.0 and the lowest
is 1.0. Total average importance of 2.5. Total 4 points is important that business are
responding very well to the opportunities and threats present in the environment. In
other word, the business strategy affect opportunities and minimize threats negatively.
The total score of one candidate that business strategy set out to take advantage
or opportunities or avoid threats from ouside.
1.5.1.2. Internal factor evaluation matrix (IFE matrix): used to summarize the
analysis and evaluation of the strengths, weakness of the factor governing the inner
working of the business.
Table 1.2: Internal factor evaluation matrix
Internal factors
(1)
List internal
factor inside
business

Importance level
(2)

Sort

(3)

Score 0 to 1, the

1 = the most important weekness

higher point, the

2 = weekness

more important

3 = strength

respective factor.

4 = the most important strength

Point
(4)

(4) = (2) x (3)

Total = 1

Total = Y

Regardless how much elements IFE matrix, the total number of critical points
can be classified lowest to highest is 1.0 to 4.0. The average score is 2.5.
Significant total score lower than 2.5 showed weakness in internal business and

score higher than 2.5 showed strength in local business.
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1.5.2. Competitive profile matrix
Competitive profile matrix identifies the major competitors and their special
advantages and disadvantages. This matrix includes the external factors and internal
factors that have important decisions to the success of every enterprises.
The comparison gives us more important strategic informations. The way to
build competitive profile matrix is similar to external factor evaluation matrix.
1.5.3. SWOT Matrix
SWOT matrix allow us to assess strengths and weaknesses of the company and
estimate the chances, the risk of the external business environment, which has
reasonable coordination between the ability of the business and situation environment.
Table 1.3: SWOT matrix model
Symbols: S: Strenghts: The strengths; W: Weaknesses: The weaknesses;
O: Opportunities: Opportunities; T: Threatens: The risk/threat
Opportunity (O)

Threat (T)

External environment

O1, O2, O3,.......................

T1, T2, T3,..................

Internal factor

List important opportunities

List important threats

outside business.
S+O

outside business.
S+T

S1, S2, S3,...................

Use strength to catch

Use strength to limit/avoid

List strengths inside

opportunity.

threats.

Strength (S)

business.
Weakness (W)

W+O

W1, W2, W3,..............

Exploit oppportunities to fill the

Fix weaknees to reduce

List weaknesses inside

weakneeses.

threats.

business

Fix weaknesses to take

W+T

advantage of opportunities.

SWOT matrix plans are presenting possible strategy rather than technical
selected strategy. It does not help the business strategic decisions that is best suited to

the tasks of other tools. In the strategic developing plans in the SWOT matrix, business
chooses some of the best suited strategy for implementation.

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1.5.4. QSPM Matrix
Matrix QSPM (Quantitative Strategic Planning Matrix) evaluates and ranks the
strategic plans, thereby they have ground choose the best strategy. This matrix used
input from all the matrix was introduced above (EFE, IFE, SWOT). Developing QSPM
matrix need following these steps:
Step 1: List opportunities and threats and other important external strengths,
weaknesses inside company. Matrix should be included at least 10 key success factors
external and 10 key success factors internal.
Step 2: Classify each element for success inside and outside.
Step 3: List strategic options that companies should consider implementing. Set
strategies into particular groups if it it possible.
Step 4: Determine the number of attraction (AS: Attractive Score) of each
strategy. Note that only compare the strategies in the same group together. The number
of attractions are as follow: 1 = absolutely not atractive; 2 = less attractive; 3 = fairly

attractive; 4 = very attractive. If key success factors do not affect the strategic choice
that is not marked (it may be eliminated from the matrix).
Step 5: Calculate the total number of attractions, the result of multiplying the
number of classification (step 2) with some interesting points (step 4) in each row.
Step 6: Calculate the number of attractions. The higher score indicates the more
attractive strategy.
2. The opinions and forecasts of the development strategy of Vietnam vocational
trainning in 2020
2.1. The key opinion of development of vocational training
General opinion: developing education is the leading policy of nation, innovate
basic, comprehense education in Vietnam under the direction of standardization,
modernization, socialization, democratization and international intergration. In
particular, renewing education management method is the key task. Improving the
quality of education, training, respect moral education, lifestyle, creative ability,
practical skills, ability to establish business. Renovation financing mechanisms,
perform quality control of education and training at all levels. Building a healthy
educational environment, incorporating between school, family and society.
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Trainning human resources to meet deverse requirements, multi - stage technology
and level of development of fields and industries. Linking strongly between businesses,
employer base, training facilities and State for human resource development of society needs.
For training activities: Promote vocational training follow development needs
of society, with mechanisms and policies to establish closely linked between
enterprises and training institutions. Development and implement programs, projects
training human resources for the industries, key areas, focusing on vocational training
for farmers, improve the ratio or trained workers.
2.2. Forecasting innovation of vocational training of Vietnam to 2020
With the view development of vocational learning towards bring opportunities
for all, building a learning society and lifelong learning, building a high quality system
of vocational training to meet the needs of technical manpower industrialization and
modernization; move toward providing vocational training (training available capacity
of vocational training institutions) to demand vocational (the needs of the labour market
and social) investment focus, key and synchronization (sync quality factor: the
program, teachers and administrators, facilities, equipment) towards the modernization
of the conditions for creating a change basic quality, the project "Renovation and
development of vocational training to 2020" provides the following specific objectives:
2009-2020:
Training for 24.58 million people, including training college, vocational and
engineering are 5.815 million, to ensure that in 2020, the trained labour rate reached
55%.
Training and vocational skills training for 40,000 people for the trainers job; in 2020,
100% teachers may teach theory and practice, 40% college teachers qualified masters
and Ph.D, and the rate of conversion teacher/student, converted students at vocational
colleges, vocational secondary schools is 1/15.

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2020:
There are 23 vocational colleges and 310 vocational secondary schools. There are 10
vocational colleges get world advanced qualifications; 20 vocational colleges get area
advanced qualifications; 120 vocational secondary schools and vocational colleges are
key of nation level.
There are 100% of vocational secondary schools, vocatinal colleges issued framework,
which has 83 training program is built according to standards of vocational skills or
capacity to implement standards of advanced countries and 40 programs training
engineer.
There are 90% of vocational secondary schools, vocational colleges, 70% medium and
70% vocational programs have been tested quality.
Issued 400 standard national vocational skills, assessment for 400 countries and
certification of national vocational skills for 6 million workers.
32. Summary Chapter 1
The role of strategy and strategic management in general are important, make
the strategy also takes more time and energy, but The Colllege will take more benefits.
And it would be wrong if a strategy was hastily set up, rigid with the estimated figures.
For education sector, training, strategy and strategic management helps shools
meet the needs of human resources for society, improve their ability in the most
limited conditions as well as order to ensure the life conditions of the staff.

Currently almost vocational schools have turned to self-accounting , so the strategy
and governance are essential, it helps the school to see the strengths and weaknesses and
ability to respond to environment for making the right decisions in the present and future.
In the short term a good strategy will help The College do well in training human resourses for
the society conditons of limited funding, as well as help schools in the right direction in the next stage.

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CHAPTER II
ANALYSIS OF THE STATECURRENT OPERATION OF VIGLACERA
VOCATIONAL COLLEGE
1. An overview of the the Viglacera Vocational College (The College)
1.1. Formation and development process of The College
1.1.1. Name, logo
- Vietnamese name: Viglacera College.
- International Trade name: Viglacera Vocational College.
- Abbreviation: Viglacera-VC.

(Picture Figure

2.1: Logo)
1.1.2. Address, phone, fax, website
- Head Office: 92 Vinh Phuc Str, Ba Dinh Dist, Hanoi
- Training campus 1: Lane 321 Vinh Hung, Hoang Mai Dist, Hanoi.
- Training campus 2: Dong Phong, Yen Phong Dist, Bac Ninh.
- Tel: 04.37610112; Fax: 04.37610728, Email:
- Website: vvc.edu.vn
1.1.3. The process of formation and development Viglacera Vocational
College (VVC)
Viglacera Vocational College is an administrative unit with revenues which
subordinate to Vietnam glass and Ceramic Corporation (now is Viglacera Corporation)
formerly is the School for Training workers and Cadres of Building materials, which was
established according to the Decision No. 483/QD-BXD on 08/7/1998 by the Minister of
Construction; 12/2006, renamed Vocational School of Viglacera’s building materials;
9/2007, changed its name to Viglacera vocational School and renamed again and
upgraded to Viglacera Vocational College on 5/2010. (Decision No 627/QD-LDTBXH
on 18/05/2010 of the Ministry of Labour - Invalids and Social Affairs).
1.1.4. Functions and main tasks
- Vocational training bases on three levels : Vocational Colleges, Intermediate
Vocational training and Primary Vocational training as prescribed;
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- Improving skills of labour, managers as required of manufacturers, business
services, employees;
- Researching and applicating of technology, improving quality and efficiency
of education, organizing production, trading and servicing as prescribed by law;
- Links to organizations of economic, cultural, social, education, scientific and
other institutions in country and out of country to expand and improve quality of the
training and associate training with work to attend to social and economic
development, labor export;
- Perform other duties as prescribed by law and the duties of Viglacera
Corporation.
1.1.5. Organizational Structure
SCHOOL
COLLEGE
BOARD
Executive team
RECTOR

ADVISORY
BOARD

THE INTERNALVICE
RECTOR

Studen
ts
Word

roomS
ervice
Depar
ment

Office
of
Mana
gemnt
and
Servic
es
Depar
ment

Person
nel and
Admini
stration
Depart
ment

Accoun
ting and
Finance
Depart
ment

Organisation of
Party and Troupes.

THE TRAINING VICE
RECTOR

Trainin
g
Depart
ment

Center
forInt
Coope
ration
&
Resear
ch

Center
of
foreign
languag
e

Facult
yof
Basic
science
s

THE VICE PRINCIPAL OF

INTERNATIONAL &RELATION AND
RESEARCH

Facul
ty of
Cons
tructi
on
and
Build
ing
Mate
rials

Facult
y of
Busine
ss
Admi
nistrati
on

Faculty
of
Inform
ation
Techno
logy

Faculty

of
Electric
al
Auto
matio
n

Faculty
of
Mecha
nics

Classes of students

Picture Figure2.2: Organizational Structure of Viglacera vocational college

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