Developing Self-Awareness: Critical Management Skills and Subskills (Continued)

APPENDIX 1
CRITICAL MANAGEMENT SKILLS AND SUBSKILLS
1. Developing Self-Awareness
- Determining cognitive style, level of values development, and interpersonal orientation

- Becoming aware of personal strength and weaknesses
- Understanding the impact of your inter-personal style on others.
2. Managing Personal Stress
- Developing effective time management techniques

- Identifying major stressors in daily life
- Developing effective coping mechanism for stress.
3. Solving Problems Creatively
- Developing competence in rational problem solving

- Overcoming conceptual blocks
- Creating flexibility in thinking.
4. Establishing Supportive Communication
- Becoming adept at active listening

- Developing the ability to be empathetic
- Using the appropriate response formats.
5. Gaining Power and Influence
- Establishing a strong power base

- Converting power into influence
- Avoiding abuses of power.
6. Improving Employee Performance Through
- Motivation
- Distinguishing between problems of ability and motivation
- Providing highly valued incentives
- Making rewards contingent on performance
- Timing rewards for maximum impact.
CRITICAL MANAGEMENT SKILLS AND SUBSKILLS (continued)
7. Delegating and Decision-Making
- Developing competence in assigning tasks to others

- fostering successful task completion in others
- determining when to involve others in making decisions.
65
8. Managing Conflicts
- Balancing assertiveness and sensitivity

- Handling personal criticisms
- Mediating conflicts between subordinates.
9. Conducting Effective Group Meeting
- Making adequate preparations

- Effectively managing both task and process aspects of meeting
- Making effective presentations
Source: WHETTEN D.A., CAMERON K.S. The Nine Critical Management.

Development Management Skills 1980
Appendix 2
Skill inventory of the technical managers

Leadership Skills
66
Ability to manage in unstructured work environment
Clarity of management direction
Defining clear objective
Understanding the organization
Motivating people
Managing conflicts
Understanding professional needs
Creating personnel involvement at all levels
Communicating (written and oral)
Assisting in problem-solving
Aiding group decision-making
Building multidisciplinary teams
Credibility
Visibility
Gaining upper management support and commitment
Action-orientation, self-starter
Eliciting commitment
Building priority image.
Technical Skills
Ability to manage the technology

Understanding technology and trends
Understanding market and product applications
Communicating with technical personnel
Fostering innovative environment
Unifying the technical team
Aiding problem-solving
Facilitating tradeoffs
System perspective
Integrating technical, business, and human objectives
Understanding engineering tools and support methods.
Administrative Skills
Planning and organizing multifunctional programs

attracting and holding quality people
Estimating and negotiating resources
Working with other organizations
Measuring work status, progress and performance
Scheduling multidisciplinary activities
Understanding policies and operating procedures
Delegating effectively
Communicating effectively (orally and written)
Minimizing changes.
Source: THAMHAIN H.J., Developing the Skills You Need. Research and Technology
Management, March-April 1992
67
68
APPENDIX 3
57 perfomance –based manageemnt skills
I. Communication
1. Oral report
2. Formulating written report
3. Communication with employees on informal base
4. Coordinating work with other supervisors and/or department
5. Discussion of job-related problem with management
6. Conducting meeting
7. Discussion of departmental problems in a group
8. Informing employees on changes in rules and policies
9. Discussion problems with dissatisfied employees
10. Giving feedback
II. Directing
11. Giving orders to employees

12. Understanding of what tasks may be delegated
13. Learning to direct and coordinate instead of spending time actually working
14. Leadership and ability
15. Learning to delegate work
16. Enforcing safety rules
III. Problem-solving
17. Dealing with problem of employee motivation

18. Settling differences among employee(i.e. seniority)
19. Learning to deal effectively with employee's personal problems
20. Identifying problems
21. Handling grievances
IV. Training
22. Training new employees

23. Conducting orientation
24. Re-training old employees
25. Working with computer or computer equipment
26. Evaluating the effects of training
27. Learning to direct training towards learning a specific skill
28. Conducting on the job training
29 Providing ways to simplify subordinate's job
30. Ability to recognize what types of individual training is needed
31. Technical training related to the job
V. Hiring
69
32. Aiding in recruitment of new employees
33. Aiding to properly utilize interview techniques
34. Selecting correct person for the job
35. Discharging &/or suspending
VI. Planning
36. setting departmental object

37. Scheduling job duties
38. Setting job objectives
39. Determining priorities
VII. Performance Review
40. Using time effectively

41. Coordinating work with management
42. Coordination goals and objectives with other supervisors
43. Using daily logs and time analysis
44. Discussion of each employee's performance with him
45. Conducting performance appraisals
46. Rating on-the-job performance
47. Making suggestions regarding improvement in job performance
48. Upgrading employees to a better job
49. Determining quality if work
50. Checking quantity of work
51. Conducting useful exit interview
52. Effective performance measures
VIII. Decision-Making
53. Deciding with solution is best

54. Setting goals
55. Analyzing alternatives
56. Making decision on emergency
57. Learning to make effective decisions
Source: Swierczek F.W. and Carmichael L., Assessment Training Needs: A Skill
Approach. Public Personnel Management, Vol. 114, No 3 (Fall 1985).
70
APPENDIX 4
Number of business in Vietnam
up to 30 May 1995 and the forecast for year 2000

(Excluding local managers working for overseas companies)
Forms of businesses No. (up to 30 May 1995) Forecast for year

2000
1. State-owned sector 6,408 45,00
in which:
- Central management 1,982 1,200
- Provincial management 4,426 3,300
2. Corporations 150 80
in which:
- Central management 140 70
- Provincial management 10 10
3. Public Unions' 300 200

businesses
15,000 25,000
4. Small businesses
5,500 10,000
5. Companies limited
140 500
6. Public companies
Total 27,498 40,280
APPENDIX 5
71
List of management training and re – training centers of ministries
and branches
Ministry and branch Name of the Centers Address

Ministry of Education Management Training Hanoi National Economics
and Training (MoET) Center – HNEU University (HNEU)
MoET and Swisden SIDA- funded MBA Management Training
aid fund Program Center - HNEU
MoET Engineering Economics Hanoi University of
Faculty, HUT Technology
MoET Hanoi Open University Bach khoa quarter, Hanoi
MoET School of Business HCMC University of
Management Technology
MoET HCMC Open University Vo Van Tan street, HCMC
MoET and Swiss Swiss- AIT-Vietnam C4-HCMC University of
Program Program (SAV) Technology
MoET Management Training HCMC University of
Center – HUE Economics
Ministry of Agriculture Northern Management Van dien, Hanoi
School
Ministry of Agriculture Southern Management HCMC
School
Ministry of Agriculture Forest Management Dong anh, Hanoi
School
Ministry of Agriculture Irrigation Management Irrigation Institute, Hanoi
school
Ministry of Agriculture Vocational School N4 Ha bac Province, Bac ninh
Land Management Management school Thanh hoa Province, Bim
General Department son
Ministry of Planning Management Training Hanoi, 62 Phan Dinh
and Investment Center Phung street
Ministry of Finance 3 Vocational Schools Hai hung Province
Quang ngai Province
HCMC
Ministry of Trade Cadres' Training Center Hanoi, Pham Dinh Ho
street
Ministry of Management School Hanoi, Tuliem, Co nhue
Transportation
Ministry of Industry Energy Management Hanoi, Cau bieu
School
Ministry of Industry Management School 1 Hai hung Province, My van
Ministry of Industry Management School 2 Hanoi, Tuliem
Ministry of Industry Management School 1 HCMC
Ministry of Industry Light Industry Nam ha Province, Nam
Management Center dinh Town
Ministry of Economics Hanoi Institute of
Construction Management Faculty Architecture
72
MoET Economics Hanoi University of Civil
Management Faculty Engineering
Post and Cadres' Management Hatay Province, Hadong
Telecommunication Center Town
General Department
National Bank Training and Bank Banking Higher School,
Technology Transfer Hanoi
Center
Union of Vietnam's Management School Hanoi, Lang ha street.
Cooperatives
MoET, AIT and aid AIT Center Vietnam Hanoi, Le Thanh Tong
fund of Belgian street
Government
Beside the management centers of the ministries and industrial branches, each province
was set up its business management training center.
APPENDIX 6
SOME RESULTS OF SMEs SURVEY IN HANOI, 1992
73
Table A 6.1: Important Skills Required by main activities
(Percentage)
Activities Produc- Const- Food-
Important Skills tion ruction Trade stuffs Service
Technical, professional 25.7 50 16.4 29.8 29.6
Studying the market 18.5 33.3 21.2 14.5 15.6
Management Skills 16,.2 - 16.4 9.8 15.3
Communicative Skills 13 - 19.5 24.1 15.3
Personnel Management 6 - 1.9 1.5 1.6
Dynamic, Creative and 14.1 16.6 14.1 9.6 12.6
Decisive
Mastery over 4.1 - 6.3 4.1 4.3
information
Others 2.1 - 4.1 6.4 5.6
Table A 6.2: Important Skills Required by Age Group

(percentage)
Activities Under From From Over
Important Skills 30 31-45 46-60 60
Technical, professional 20.8 24.6 22.6 23.9
Studying the market 21.2 17.4 18.3 17.1
Management Skills 15.1 13.8 16.2 15.4
Communicative Skills 18.2 18.9 17.2 19.2
Personnel Management 1.1 2.8 2.8 3.0
Dynamic, Creative and Decisive 13.6 12.6 12.9 12.3
Mastery over information 5.7 5.4 5.4 3.4
Others 4.2 4.4 4.4 5.4
74
Table A 6.3: Important Skill required by Modality of Establishment of Business
(Percentage)
Activities By By Bought By the
Important Skills OWNER Heritage out Sta
te
Technical, professional 24.4 22.1 25 15.4
Studying the market 18.0 16.4 35 21.8
Management Skills 14.3 15.5 10 18.6
Communicative Skills 19.0 18.0 - 12.2
Personnel Management 2.3 2.4 10 7.6
Dynamic, Creative and Decisive 12.9 4.1 15 12.2
Mastery over information 5.0 4.1 - 7.6
Others 4.2 6.5 5 4.4
75
APPENDIX 7
SOME RESULTS OF THE SURVEY

(Implemented by the Ministry of Planning and Investment, 1995).
Table A 7.1: The difficulties facing at the beginning of the transformation period to
market economy
(percentage)
Freq. Percent Cum.
1. Have not knowledge of market economy 78 7.30 7.30
2. Have not experiences of doing business in the 95 8.90 16.20
market economy
3. Have not knowledge and experiences in export- 93 8.71 24.01
import activities
4. Have not experiences in joint-venture with 195 18.26 43.15
overseas companies
5. Are not equipped by an appropriate accounting 176 16.48 59.64
& financial system
6. Have not trained in investment project 101 9.46 69.10
formulation and project management
7. Have not required foreign language level 93 8.71 77.81
8. Have not the information concerning internal 97 9.08 86.89
and international markets, new technology
9. Are not supplied management & business 77 7.21 94.1
services
10. Could not build a wide relationship network 63 5.90 100.00
Total 1068 100.00
Table A 7.2: Opinion about knowledge-experiences relationship

(percentage)
Frequency Percent Cum.
1. Knowledge is more important 16 12.80 12.80
2. Experiences are more important 9 7.20 20.00
3. They have the equal importance 100 80.00. 100.00
Total 125 100.00
Table A 7.3: The business training appraisal

(percentage)
Percent Cum.
1. Very important 50.00 50.00
2. Important 47.62 97.62
76
3. Indifferent 1.59 99.21
4. Not important 0.79 100.00
Total 100.00
Table A 7.4: Participation in the market economy's, business management's

training programs
(percentage)
Percent Cum.
1. One-year and longer courses 7.45 7.45
2. Short courses with credits 34.57 42.02
3. Seminars & Workshops 35.64 77.66
4. Professional conferences 22.34 100.00
Total 100.00
77
APPENDIX 8
QUESTIONNAIRE for INTERVIEWS
We are conducting a research study on ‘Management Training Need Assessment in

Vietnam’. The study aims at building an appropriate curriculum for upgrading management
skills and market economy knowledge for mid-level managers in Vietnam. Please rank the
needs of training and upgrading by priorities and by suitable training styles for the company.
Your cooperation are highly appreciated
Thank you for your cooperation
Question 1: Profile on company's mid-level managers' background

Management and Economics ........... %
Science and Technology ........... %
Others ........... %
Question 2: How many of your managers can use English fluently ............( or %) ?
Question 3: How many of your managers can use computer for work..........( or %) ?
Question 4: At present, how many of your local managers are competent with the
work ..........( or %)?
Question 5: The local managers acquire those qualifications from:

- former training in management schools 
- self-training on the job 
- retraining by the company 
Question 6:
Please list and rank the skills that your company requires to obtain according to the level of
needs
1= very high
2= high
3= medium
4= low
5= no need
78
and please give your idea on the best training style you preferred for each skill with the code
number:
1= on the job training
2= Full time training at the academic institutions
3= Part time training at the academic institutions
4= Short course training (1-3 months)
5= Seminar, workshops
Skill Training style

very high no need
* Directing skills
Understanding the task (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Delegating the works and authorities (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Giving orders to employees and rules (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Coordinating with other departments (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Suggesting operational tactics (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Managing the task performance schedul (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
* Communication skills
With subordinates
Forming rules, policies, orders (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Motivating employees' performances (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Low power distance (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Understanding employees' troubles (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Conducting meetings (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Receiving feedback (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Discussing with dissatisfied employees (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
With colleagues and superiors

Report writing (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Oral presentation (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Suggesting ideas and discussions (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
* Problem solving skills

Identifying problems (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Handling grievances and (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
inter-departmental conflicts
* Decision -making skills

Setting goals (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Making effective decisions (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Making decisions in emergencies (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Deciding which solution is the best (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
* Training Skills
Determining employees' capabilities (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Understanding training needs and (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
carrier planning of employees
* Planning Skills
Setting department's objectives (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
79
Setting objectives for employees (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Determining priorities of problems (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Planning & scheduling job implement (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
*Technical skills at each department
1/ ACCOUNTING AND FINANCE DEPARTMENT
Understanding
the new accounting system (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
American accounting system (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Managerial accounting (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Finical planning for production (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Analysis for investment projects (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Mobilizing capital resources (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
2/ MARKETING AND BUSINESS PLANNING DEPARTMENT
Understanding current market demands (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Competitors' assessment (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Building Market Information System (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Marking Product-price strategy (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Making promotion strategy (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Building distribution channels (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Sales Forecasting (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Performing marketing mix (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
3/ PERSONNEL AND HUMAN RESOURCE DEPARTMENT
Estimating the organization's

future human resource needs (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Recruitment seeking for the needs (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Employees' orientation and training (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
(to fit the organizational needs)
Performance appraisal and promotion (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Motivating and incentive (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Union management relations (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
4/ IMPORT-EXPORT DEPARTMENT
Understanding
international commercial law and codes (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Vietnamese import- export regulations (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Writing business contracts (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Acquiring information on world price (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
4/ PRODUCTION, ENGINEERING DEPARTMENT
Production planning (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Material requirement planning (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Inventory management (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
New product development (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
80
Coordinating with other departments (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
5/ PUBLIC AND INTERNATIONAL RELATION DEPARTMENT
Building relationship with stockholders (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Building relationship with media (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
Acquiring opportunities for improving (1) (2) (3) (4) (5) (1) (2) (3) (4) (5)
company's image
Question 7: Current company's budget for training is ..... % of the company's profit
Question 8: What criteria does your company base on to recruit and promote
managers?
Question 9: Name of your company:............................................................
Question 10: Your existing duty.....................................................................
Question 11: Your opinions to develop the competency of the company's

managers.............................................................................................................................
.............................................................................................................................................
.............................................................................................................................................
.............................................................................................................................................
.................
81
APPENDIX 9
Means of generic manageemnt skills
Number of valid observations (listwise) = 49.00
Valid
Variable Mean Std Dev Minimum Maximum N Label
VAR17A 1.37 .53 1 3 49 Identifying problem

VAR19A 1.48 .65 1 3 50 Seting goal
VAR1A 1.52 .68 1 3 50 Understanding the task
VAR20A 1.60 .64 1 3 50 Effective decision
VAR22A 1.60 .57 1 3 50 best solution
VAR16A 1.64 .75 1 3 50 Idea suggestion
VAR28A 1.68 .87 1 4 50 Scheduling
VAR25A 1.78 .71 1 4 50 Setting goal for dept.
VAR23A 1.80 .64 1 3 50 Understanding employee
VAR21A 1.86 .88 1 4 50 Decision in emergency
VAR27A 1.88 .77 1 4 50 Work priorities
VAR5A 1.90 1.07 1 4 50 building strategy
VAR11A 2.04 .86 1 4 50 Holding meetings
VAR12A 2.04 .97 1 4 50 Receiving Feedback
VAR2A 2.04 .64 1 4 50 Delegating authorities
VAR8A 2.06 .87 1 4 50 Motivating employees
VAR18A 2.08 .91 1 4 49 Handling conflict
VAR6A 2.14 .78 1 4 50 monitoring works
VAR24A 2.14 .61 1 3 50 Needs of training
VAR14A 2.16 .91 1 5 50 Writing Report
VAR26A 2.20 .78 1 4 50 Goals for subordinate
VAR4A 2.26 .80 1 4 50 coordinating with oth
VAR15A 2.28 .83 1 4 50 Oral presentation
VAR10A 2.36 .83 1 4 50 Understanding Emplyoe
VAR7A 2.44 .95 1 5 50 Informing regulations
VAR3A 2.44 .91 1 4 50 Giving orders
VAR9A 2.46 .89 1 4 50 Low Power Distance
VAR13A 2.70 1.27 1 5 50 Discuss withsubordinates
82
APPENDIX 10
Means of technical skills
Number of valid observations (listwise) = 42.00
Valid
Variable Mean Std Dev Minimum Maximum N Label
VAR35A 1.20 .46 1 3 49 Market demand

VAR50A 1.46 .81 1 4 46 VN Im-Export Regulation
VAR36A 1.55 .65 1 4 49 Competitor assessment
VAR49A 1.59 .80 1 4 46 Int'l commercial law
VAR52A 1.76 .82 1 4 46 Price Information
VAR29A 1.78 .76 1 4 46 Vietnam accounting chart
VAR58A 1.80 .67 1 3 44 Relationshipstakeholders
VAR37A 1.80 .68 1 3 49 Management information
VAR56A 1.83 .87 1 4 47 Product Development
VAR53A 1.85 .88 1 5 47 Production Planning
VAR54A 1.85 .72 1 5 47 Material Requirement
VAR60A 1.91 .74 1 4 44 Opportunities for Co.
VAR38A 1.92 .70 1 4 49 Product-price strategy
VAR40A 1.92 .79 1 4 49 Distribution channels
VAR32A 1.93 .88 1 4 46 Financial planning
VAR44A 2.00 .81 1 4 47 Recruitment
VAR51A 2.00 .82 1 5 46 Writing businesscontract
VAR31A 2.00 .73 1 4 46 Managerial accounting
VAR42A 2.02 .75 1 4 49 Marketing mix
VAR43A 2.02 .71 1 5 47 Human resource needs
VAR46A 2.02 .71 1 4 47 Performance Appraisal
VAR2A 2.04 .64 1 4 50 Delegating authorities
VAR39A 2.04 .82 1 4 49 Promotion & advertising
VAR59A 2.07 .62 1 3 44 Relationship with media
VAR45A 2.09 .72 1 4 47 Orientation and training
VAR55A 2.11 .79 1 5 47 Inventory Management
VAR41A 2.14 .74 1 4 49 Sales forecasting
VAR57A 2.21 .72 1 4 47 Cooperation with others
VAR30A 2.24 1.02 1 5 46 American accounting
VAR47A 2.34 1.01 1 4 47 Motivating employees
VAR33A 2.34 1.09 1 5 47 Project analysis
VAR34A 2.65 1.22 1 5 46 capital mobilizing
VAR48A 2.85 .96 1 5 47 Union Mgt Relations
83
APPENDIX 11
11.1. SCHOOL OF INDUSTRIAL MANAGEMENT,

HCM CITY UNIVERSITY OF TECHNOLOGY
program for undergraduate students
In the first stage, students study courses of general knowledge such as Mathematics,
Philosophy, English, Economics (2 credits), History of Economic Theory (2 credits),
Business Economics (3 credits), Public Administration (2 credits)
In the second stage, students have to take courses given in semesters.
List of courses in the 4th semester

Course credit
English 4 2
Applied computer Science for Business 3
Accounting 1 3
Material Science 3
Philosophy 2
Military Practice 1

Course credit
English 5 2
Applied information for business 2
Quantitative Approach 3
Principals of Management 3
Accounting 2 3
Mechanical Engineering 3
Military Practice 1

Course credit
English 6 2
Human Resource Management 2
Project Evaluation 3
Marketing 3
Electronic Engineering 3
Production System 2
Business Communication 2
Principals of Finance 2

Course credit
Information System Management 3
Production and Operation Management 3
Corporate Finance 3
Construction Engineering 3
84
Business Environment 2
Marketing Research 2
English 7 2
Practice 2 weeks

Course credit
Project Management 2
Quality Control 3
Management of Technology 2
Strategic Management 3
Chemical Engineering 3
Taxes and Business Law 2
Money and Banking 2
English 8 2

Course credit
Practice for thesis 4
Final Thesis 4
Business Simulation 2
Special Study 2
For the MBA Program, Students of non-economic background have to take four remedial
courses: Principle of Management, Introduction to Accounting, Introduction to
Economics, Applied Statistics
There are 10 basic/required courses (30 credits)
No. Course Credit

1 Philosophy 3
2 Quantitative Approaches to Management 3
3 Managerial Economics 3
4 Financial Management 3
5 Marketing Management 3
6 Production / Operation Management 3
7 Transfer of Technology 3
8 Economic Analysis for Industrial Project 3
9 Personnel Management 3
10 Legal Issues in Business 3
Total 30
General elective and specialized elective courses can be chosen by students with the
consultation of faculty adviser (16 credits required minimum)
List of elective courses

No. Course credit
1 Business English I & II 6
2 Applied computer Science in Business 3
3 Management Information System 3
85
4 Forecasting in Business 3
5 Managerial Accounting 3
6 Total Quality Management 3
7 Project Management 2
8 Seminar in Research Methodology 2
9 Seminar in Cross-Cultural Management 2
10 Seminar in Business Communication 2
11 Seminar in International Business 2
12 Seminar in Corporate Strategy 2
13 Seminar in preparation and Appraisal of 2
Industrial Feasibility Studies
14 Seminar in Capital Market 2
Total 36
Thesis / Research Study / Special Study 10 credits
Total of Credits required 52 credits
86
11.2. HCM CITY UNIVERSITY OF ECONOMICS - H.U.E
Undergraduate students of the full time program have to study in 4 years which is divided
into 2 stages. The first stage lasts for 2 years with courses for general knowledge.
List of courses in the first stage

No. Course credit
1 English / French I 6
2 History of Economic Theories 3
3 Geo-Economics 3
4 History of Philosophy 3
5 High Mathematics I 3
6 English / French II 6
7 Politico- Economics 5
8 Micro-Economics 4
9 Marxist-Leninism Philosophy 5
10 High Mathematics II 3
11 Probability and Statistics 4
12 English / French III 4
13 Macro-Economics 5
14 Business Law 4
15 Linear Programming 4
16 Basic Informatics 4
17 Physics 2
18 Scientific Socialism 4
19 Communist Party History 4
20 Population Economics 2
21 Psychology & Sociology 3
22 International Economics 3
23 Fundamentals of Marketing 3
24 Ecological 3
25 General Accounting 4
26 Statistics 4
27 Econometric 3
28 History of National Economy 3
SECOND STAGE
List of courses for the second stage

No. Course credit
1 English / French for the profession 4
2 Managerial Informatics 5
3 Application of System Theory 2
4 International Payment 3
5 Management Psychology 3
6 Accounting for Management 3
7 Law for Enterprises 3
87
8 English / French for the profession 4
9 Marketing Research 3
10 Administration for Offices 3
11 Business Strategy 4
13 Quality Management 3
14 Guest Lectures 1
15 Production Management 4
16 Foreign Trade 3
18 Technology Transfer 2
20 Guest Lectures 1
Final Thesis
MBA PROGRAM
There are two stages. In the first stage students have to take 66 credits
List of courses in the first stage

No. Course credit
1 Philosophy and History 8
2 Research Methodology 2
3 Pedagogy Training 3
4 Computer Science for Business 4
5 English (B level) 16
6 Politico-Economics + History of Economic 5
Theory
7 Basic Management 3
8 Business Law 3
9 Micro-Economics 3
10 Macro-Economics 3
11 Project Analysis 3
12 Public Administration on Economic Policy 3
13 Business Strategy and Policy 3
14 System Theory in Management 3
15 Finance 3
In the second stage, students have to take 16 credits
List of courses
No. Course credit
1 Quality Management and Technology 2
Transfer
5 Psychology and Management 2
88
Final Thesis: 15 credits
There is a Second-Bachelor-Degree-Program for the ones who already have a bachelor

degree in another university. The program is lasted for 2.5 years with courses as
follows
List of courses for the Second-Bachelor-Degree Program

No. Course
1 English I
2 Applied System Theory in Management
3 Applied Computer Science in
Management
4 Money and International Payment
5 Psychology and Management
6 Managerial Accounting
7 Enterprise Law
8 Marketing Research
9 Administration for Office
10 Business Strategy
11 English II
12 Personnel Management
13 Quality Control
14 Financial Management
15 Seminars
16 Production Management
17 Foreign Trade Operations
18 Marketing Management
19 Technology Transfer
20 Project Management
21 Seminars
Practice and Final Thesis
11.3. ECONOMIC DEVELOPMENT PROGRAM
The HCM City University of Economics has a joint MBA program with Holland -
“Development Economics”. At present there are 20 participants of this batch. Time of
study is 2 years with 4 semesters. This program is supported by the Dutch government
with a total budget of US$ 1.5 mio. for three batches.
List of courses for the first year

No. Course hours
1 Mathematics 45
2 Econometric 45
3 National Accounts (SNA) 45
4 Computer Science 45
5 Micro Economics 45
6 Macro Economics - Theory 45
89
7 Macro Economics - Policy 45
8 Development Economics - Theory 45
9 Development Economics -Policy 45
10 Money and Banking 45
11 International Trade 45
12 International Finance 45
List of core courses for the second year

No. Course credit
1 Agriculture and Industry Development 45
Process
2 Project Analysis 45
3 Environmental Economics 45
4 Informal Economic Sector 45
5 Human Resource 45
Participants can choose one of the three special study for graduation
List of special studies

No. Course credit
1 Industrialization and Trade 45
2 Rural Development 45
3 Structure Adjustment Finance 45
The Diploma is granted by the Ministry of Education and Training.
11.4. CENTRE FRANCO - VIETNAMIEN DE FORMATION A LA GESTION (CFVG)
This program is supported by the French government. The project is under the supervision
and advice of the Chamber of Commerce and Industry of Paris. The MBA program is
divided into 4 semesters, two months of practice at a certain enterprise between the
second and the third semester and then the students have to make final thesis for
graduation. at present, there are two affiliates of the center: one in HCM City and the
other in Hanoi. At present, the program has trained 300 graduates who were from
different background and worked in state and private economic sectors.
The list below names courses being provided in each semester as follows:
First semester
No. Course
1 Seminars on Introduction to Economics
2 French I and II
3 Econometrics and Finance
4 Managerial Informatics
5 Models and Methods of Decision Making Support
6 General Accounting I and II
90
7 General Economics
8 Methodology and Communication
Second semester
No. Course
1 French III
2 English I
3 Information Systems for Management
4 Methods of Data Analysis and Forecasting
5 Introduction to Law
6 Human Resource Management
7 General Marketing
8 Entrepreunial Finance
9 Accounting Analysis
10 Production Management
11 Thesis
Practice at enterprises
91
Third semester
No. Course
1 Culture and Environment
2 English II and III
3 Economy of Development
4 Business Law
5 Project Management
6 Specialized Marketing
7 Banking Finance
8 Management Control
9 Thesis
Fourth semester
No. Course
1 Seminars on Researches
2 Corporate Strategy
3 Business Game
4 International Trade
5 Final Thesis
92
11.5. HCM City OPEN UNIVERSITY
List of courses for the first stage (2 year)

No. Course credit
SOCIAL SCIENCES 30
1 Marx-Lenin Political Economics 3
2 Macro-Economics 3
3 Micro-Economics 3
4 Introduction to Sociology 3
5 Psychology for Management and 3
Business
6 Introduction to Law 3
7 Basic Marketing 3
8 Scientific Socialism 4
HUMANITIES 18
9 Marx-Lenin Philosophy 5
10 Vietnamese 3
11 Logic 3
12 History of Vietnamese Communist Party 4
13 Fundamentals of Vietnamese Culture 3
14 History of World Civilization 3
15 Introduction to Eastern Philosophy 3
FOREIGN LANGUAGE 20
16 Basic English I 10
17 Basic English II 10
NATURAL SCIENCES 10
18 Mathematics I 3
19 mathematics II 3
21 System Theory 3
22 Principle of Statistics and Business 3
Statistics
23 Basic Computer Science 3
24 Applied Computer Science for Office 3
Students can choose one of the three courses in the shading area .
SECOND STAGE
List of core courses

No. Course credit
1 Business English I 9
2 Business English II 9
3 Computer Science for Management (I) 4
4 Computer Science for Management (II) 4
5 Business Law 3
6 Introduction to Accounting 4
7 Intermediate Accounting 1 3
93
8 Intermediate Accounting 2 3
9 Advanced Accounting 2
13 Office Management 3
21 Foreign Trade I 3
22 Foreign Trade II 3
23 Foreign Trade III 3
24 Business Analysis 3
25 Taxation 3

No. Course credit
1 Geo-Economics 3
2 Environment and People 3
4 Quantitative Analysis for Management 3
5 Business banking 3
6 Financial Institutions 3
7 Tourist Economics 3
8 Hotel Management 3
9 Seminars 3
Final Thesis: 10 Credits
SECOND BACHELOR DEGREE PROGRAM
For the ones who already has one bachelor degree

Total credits are 95
List of courses
No. Course credit
1 Basic Computer Science 4
2 Computer Science for Management I 3
3 Computer Science for Management II 3
4 Business Law 3
5 Macro-Economics 3
6 Micro-Economics 4
7 Logic 3
94
8 Introduction to Accounting 3
9 Intermediate Accounting I 3
10 Intermediate Accounting II 3
13 Administration for Office 2
16 Quality Control 2
18 Basic Marketing 3
19 Taxation 3
22 Quantitative Analysis 3
23 Foreign Trade I 3
24 Foreign Trade II 3
27 Seminars 2
Final Thesis: 10 weeks
MBA PROGRAM
students of non-economic background have to take pre-MBA program
List of courses for the pre- MBA program

No. Course credit
1 Philosophy History 3
2 Micro Economics 3
3 Macro Economics 3
4 Applied Statistics and Forecasting 3
5 Applied Computer Science in Business 6
6 Creative Methodology 4
7 Financial Mathematics 4
List of core courses for the MBA program

No. Course credit
1 Business Law 3
2 Business Psychology 3
4 Management 3
95
11 Accounting management 3
For the Field of Finance

No. Course credit
1 International Financial Market 3
2 International Corporate Finance 3
3 Management Auditing 3
For the Field of Quality of Management

No. Course credit
1 Statistic Quality Control 3
2 Expert Methods 3
3 New Product Project 3
For the Field of Marketing

No. Course credit
1 Marketing Auditing 3
2 Environment of International Business 3
3 Quantitative Methods in Marketing 3
For the Field of Production Management

No. Course credit
1 Models of Production Management 3
2 Production Management Communication 3
Systems
3 Work studies 3
For the field of Personnel Management

No. Course credit
1 Organizational Behaviors 3
2 Consumer Behavior Analysis 3
3 Labor Market 3
For the Field of Tourism Management

No. Course credit
2 Tourism Marketing 3
3 Hotel Marketing 3
For the Field of Public Services Management

No. Course credit
1 Public Services Economics 3
2 Project and Organization for Public 3
Services Systems
96
JOINT MBA PROGRAM WITH BELGIQUE - MATRISE EN MANAGEMENT VIETNAM
BELGIQUE (MMVB).
Besides, there is a joint MBA program with Belgique - Matrise en management Vietnam
Belgique (MMVB). Time of study is 24 months. This joint program is held by the HCM
City Open University and the Universite Libre de Bruxelles.
The Open University cooperate with some universities, institutions for holding this MBA
program. Institutions in cooperation with Open University are Ecole de Commerce
SOLWAY, Universite Libre de Bruxelles, European Institute of Public Management.
List of courses
No. Course credit
1 Government Role in Market Economy 6
2 Politico-Economics -- Micro 3
3 Politico-Economics -- Macro 3
4 General Accounting and Accounting for 3
Analysis
5 Marketing and Marketing Management 3
6 Production Management - Taylorism and JIT 3
7 Human Resource Management 3
8 International Business Law 3
9 Banking Operation and Stock Market 3
10 International Marketing Strategy 3
11 Financing and Business Planning Analysis 3
12 Project Management - Economic Analysis 3
and Investment Decision
13 International Organizations and Economic 3
Relations
14 Management Auditing and Auditing 3
15 Quality, Competition and Business 3
Efficiency , ISO-9000 and TBT*
16 Applied Computer for Management 4
17 English / French 8
18 Seminars, Case Studies 16
The Master of Management Diploma is granted by both the Ministries of Education of

Vietnam and Belgique
11.6. HUNG VUONG UNIVERSITY
For the Faculty of Business Administration.
First stage, there are 3 terms with 96 credits
97
No. Course credit
1 Mathematics 6
2 Marxist-Leninist Philosophy 6
3 History of Vietnam Communist Party 4
4 History of Economic Theories 3
5 Geo-Economic - Vietnam and ASEAN 3
6 Politico-Economics (Marx-Lenin) 5
7 Macro Economics 3
8 Micro-Economics 3
9 Introduction to Law 3
10 Introduction on Statistics 3
14 Psychology and Sociology 3
15 Financial Mathematics 6
16 Basic Marketing 3
17 General Informatics 3
18 English 15
19 Physics 3
20 Military Education 4
w
e
ek
s

No. Course credit
1 Chinese/ Korean/ Japanese/ Thailand 6
2 Logic and Creative Methodology 3
3 Vietnamese or Oriental Civilization 3
For the second stage, there are 5 semesters with 108 credits

No. Course credit
4 Accounting and Auditing 3
6 Financial Management - Stock Market 3
7 Production Management and Operational 3
Research
8 Quality Management and ISO 9000 3
10 Environmental Management 3
11 Development Project Management 3
98
13 Foreign Trade Operation 3
14 Enterprise Law 3
15 Law on International Trading 3
16 Applied Computer in Management 6
17 Business English 9
18 Seminars 2

No. Course credit
1 Chinese/ Japanese/ Korean/ Thailand 9
2 Business Strategy Analysis 3
3 Banking Operation and Financial 3
Institutions
4 Technology Transfer 3
Practice for final thesis: 9 credits

Besides, there is another Program for Second Bachelor Degree of Business

Administration for the ones who already have one bachelor degree in other fields.
Time of study is 4 semesters with 94 credits
List of courses
No. Course credit
1 Politico-Economics - Macro 3
2 Politico-Economics - Micro 3
3 Business Law - Vietnam and International 6
4 Basic Marketing 3
5 Marketing Management and Marketing 3
Research
8 Accounting 3
13 Quality Management and ISO 9000 3
16 Development Project Management 3
17 Taxation 3
18 International Economic Organizations 3
19 Foreign Trade 3
20 Statistics and Statistics for Auditing 3
Management
21 Creativity Methodology 3
99
22 Informatics and Informatics for 3
Management
24 Seminars - Special Study 3
Practice and Final Thesis: 12 credits
100
11.7. THE COLLEGE OF FINANCE AND ACCOUNTANCY
There is a short course training on business administration for on-the-job officers. The
training time is two years.
List of courses
No. Course Hours
1 Taxes 30
2 Business Law 50
3 English (Basics) 70
4 Statistics (Basics) 40
5 Accounting 80
6 Accounting for Import-Export 40
7 Basic Informatics 50
8 Introduction to Management 40
9 Principles of Management 40
11 Administration 50
16 Analysis on Business Operation 50
17 Import-Export Procedures 60
18 Management for Investment Project 40
19 Managerial Informatics 50
20 English for Management 70
Final Thesis : 10 weeks
101
11.8. THE COLLEGE OF MARKETING
The first phase is for general education with 18 courses (77 credits) providing general
knowledge on mathematics, statistics, philosophy, English (5 credits), principals of
accounting (5 credits), fundamentals of management (4 credits), introduction of
marketing (5 credits), business law (3 credits).
This phase is common for both departments of Marketing and Business Administration.
The second phase is for specialization of each department.
Department of Marketing:
There are 14 core courses (71 credits) and 5 elective courses (18 credits)

No. Course Credit
1 Fundamentals of Marketing 8
4 Psychology and business 3
5 International Marketing 4
7 Quality Control 4
8 Human Relations 3
9 Operation Management (Production 3
Management)
10 Administration for office 3
11 English (Advanced) 12
12 Computer skills (Advanced) 12
13 Business Forecast 4
14 Consumer Behaviors 4

No. Course Credit
1 Tourism Psychology 3
2 Tourism Marketing 4
3 Vietnamese Culture 3
4 Tourism Economics 4
5 Management for Hotel, Restaurant 3
6 International Economic Relations 4
9 Geo-Economics for Vietnam and the 3
world
10 International Relations (Public) 3
11 Personal Selling 3
12 Advertising 3
13 Traditional Arts 3
Department of Business Administration
102
There are 14 core courses (72 credits) and 5 elective courses (18 credits)

No. Course Credit
3 Business Strategy Management 3
4 Administration for Offices 3
8 Operation Management 3
9 Quality Control 3
10 Management for Investment Project 4
11 Constructing and Evaluating an 4
Investment Project
12 Human Relations 3
13 Applied Computer Science for Business 12
14 English (advanced) 12
15 Business Forecast 4
16 Business Statistics 4

No. Course Credit
3 Taxes - Budget 2
4 Quantified Requirements Labor and 4
Materials
5 Planning Methodology for Manufacturing 12
7 International Marketing 4
9 Planning Methodology for Import-Export 3
10 Planning Methodology for Service 4
Business
Practices and Final Thesis: 16 weeks
2.1.1.9. SWISS AIT-VIETNAM MANAGEMENT DEVELOPMENT PROGRAM SAV
List of courses in the first term
103
Course credit
Accounting Principles 3
Principles of Economics 3
Marketing Management 3
Organizational Structure and 3
Development
List of courses for the second term

Course credit
Financial and Cost Accounting 3
International Business Economics 3
International Business Management 3
Quantitative and Qualitative Decision- 3
Making Techniques
Management of Technology 3
List of Courses for the third term

Course credit
Financial Management 3
Managerial and Industrial Economics 3
Corporate Strategy 3
Business Game 3
Then, participants will continue their study at the Asian Institute of Technology for completing
the MBA program.
104
11.10. FOREIGN TRADE TRAINING CENTER (FTTC)
Core courses
Course Hour
Economics 120
Marketing 120
Banking and Finance 120
Management 120
Secretarial and Business Communication 120
Computing 60
Elective Courses
Course Hour
Stock Market 60
Public Relations 60
Business Law 60
Organization and Leadership 60
Students can choose one of these five elective courses
Final thesis : 360 hours
105
11.11. NATIONAL ECONOMIC UNIVERSITY
Courses for the MBA program is divided into 5 fields:
There is around 90 credits

List of courses
No. Course credit
1 English 10
GENERAL COURSES
2 Philosophy 8
3 Politico-Economics 8
4 Micro Economics 4
5 Macro-Economics 2
CORE COURSES
6 Organizing for Business Operation 3
7 Investment Management for Enterprises 3
8 Business Policy for Enterprises 3
9 Econometric 5
12 Information System Management 3
13 Business Law 3
14 Insurance Business 3
15 Statistics 3
106
11.12. The COUNCIL of HANDICRAFT of SMALL INDUSTRY
COOPERATIVES and NON-STATE PRODUCERS of HAIPHONG
COHASIPH
Cohasiph was established under the Charter of The People Committee of Hai Phong and
under the Technical Assistance Project DP/VIE/87/003.
As its extension program, COHASIPH will offer short time workshop, target group sessions,
seminars, laboratories, and a wide range of management topics.
General Management Programs
- Management Development for junior, middle or senior managers and entrepreneurs;

- Top Management Seminars
- Managerial effectiveness
- Effective Supervision
- Organizational Development
- Dynamics of Planned Changed
- Management by Objectives
- Leadership and Motivation
- Effective Communication
- Problem Solving and Decision Making
- Business Management
Human Resource Development
- Personnel Management
- Human Resource Management
- Corporate Manpower Planning
- Performance Appraisal and Counseling
- Team Building and Human Relations
- Group Dynamics and Interpersonal Behavior
- Conflict Management
Marketing Management
- Marketing, Planning and Promotion

- Financial Tools for Marketing
- Procurement and Negotiations
- Economic Intelligence and Marketing Research
- Foreign Collaborationship / Agreement Management
- Price Negotiation Techniques
Export Management
- Export Operations
- Export Pricing
- Export/Import procedures
107
- International Source Development
Industrial Management
- General Industrial Management

- Product Development and Promotions
- Industrial finance and Accounting
- Remuneration and Incentive Schemes
- Manger's Role in Industrial Relations
- Industrial Rehabilitation / Modernization
- Production Management / Operation
- Industrial Engineering and Productivity Techniques
- Project Management
- Quality Control and ISO Applications
- Opportunities and Support for Modernization, Expansion, and Diversification of Small
Industries
- Transfer of Technology Acquisition and Assimilation
- Project Management
- PERT/CPM, Project Management Techniques
108

Developing Self-Awareness: Critical Management Skills and Subskills (Continued)

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APPENDIX 1

CRITICAL MANAGEMENT SKILLS AND SUBSKILLS

- Determining cognitive style, level of values development, and interpersonal orientation

2. Managing Personal Stress

- Developing effective time management techniques

3. Solving Problems Creatively

- Developing competence in rational problem solving

4. Establishing Supportive Communication

- Becoming adept at active listening

5. Gaining Power and Influence

- Establishing a strong power base

6. Improving Employee Performance Through

CRITICAL MANAGEMENT SKILLS AND SUBSKILLS (continued)

7. Delegating and Decision-Making

- Developing competence in assigning tasks to others

- Balancing assertiveness and sensitivity

9. Conducting Effective Group Meeting

- Making adequate preparations

Source: WHETTEN D.A., CAMERON K.S. The Nine Critical Management.

Skill inventory of the technical managers

Ability to manage the technology

Planning and organizing multifunctional programs

Understanding policies and operating procedures

57 perfomance –based manageemnt skills

11. Giving orders to employees

17. Dealing with problem of employee motivation

22. Training new employees

36. setting departmental object

VII. Performance Review

40. Using time effectively

53. Deciding with solution is best

Number of business in Vietnam

up to 30 May 1995 and the forecast for year 2000

Forms of businesses No. (up to 30 May 1995) Forecast for year

3. Public Unions' 300 200

Total 27,498 40,280

Ministry and branch Name of the Centers Address

SOME RESULTS OF SMEs SURVEY IN HANOI, 1992

Table A 6.2: Important Skills Required by Age Group

SOME RESULTS OF THE SURVEY

Table A 7.2: Opinion about knowledge-experiences relationship

Table A 7.3: The business training appraisal

Table A 7.4: Participation in the market economy's, business management's

QUESTIONNAIRE for INTERVIEWS

We are conducting a research study on ‘Management Training Need Assessment in

Thank you for your cooperation

Question 1: Profile on company's mid-level managers' background

Question 5: The local managers acquire those qualifications from:

Skill Training style

With colleagues and superiors

* Problem solving skills

* Decision -making skills

*Technical skills at each department

1/ ACCOUNTING AND FINANCE DEPARTMENT

2/ MARKETING AND BUSINESS PLANNING DEPARTMENT

3/ PERSONNEL AND HUMAN RESOURCE DEPARTMENT

Estimating the organization's

4/ PRODUCTION, ENGINEERING DEPARTMENT

5/ PUBLIC AND INTERNATIONAL RELATION DEPARTMENT

Question 9: Name of your company:............................................................

Question 10: Your existing duty.....................................................................

Question 11: Your opinions to develop the competency of the company's

Means of generic manageemnt skills