MINISTRY OF EDUCATION AND TRAINING VINH UNIVERSITY HOANG SY HUNG DEVELOPING THE TEAM OF CORE MANAGERS OF THE JUNIOR HIGH SCHOOL ACCORDING TO COMPETENCE APPROACH Specialization: Educational Management Code: 9140114 SUMMARY OF DOCTORAL DISSERTATION OF SCIENCE AND EDUCATION Nghe An – 2019 THE DISSERTATION WAS COMPLETED AT VINH UNIVERSITY Science instructor: Prof Dr Thai Van Thanh Reviewer 1: Reviewer 2: Reviewer 3: The dissertation will be protected before the doctoral dissertation evaluation board at Vinh University At on , The dissertation can be found at: - National Library of Vietnam - Nguyen Thuc Hao Library & Information Center, Vinh University INTRODUCTION Reason for choosing the topic The Resolution of the 12th National Party Congress on the orientation and tasks of the 5-year socio-economic development plan from 2016 to 2020 clearly points out: continuing the viewpoint that education is the top national policy and creating a fundamental and comprehensive change in the development of education and training, strengthening and maintaining educational development achievements; universalizing lower secondary education The education development strategy from 2011 to 2020 was approved in the Prime Minister's Decision No 711 / QD-TTg dated June 13th, 2012, setting the goal of educational development as "By 2020, education of our country will have been reformed fundamentally and comprehensively in the direction of standardization, modernization, socialization, democratization and international integration; comprehensive education quality is enhanced; ethical education, life skills, creative capacity, practical skills are focused; meeting the demand for human resources, especially high-quality human resources to serve industrialization and modernization of the country and building a knowledge-based economy; ensuring social justice in education and lifelong learning opportunities for every citizen, gradually forming a learning society ” Development of education requires the development of the team of education managers: Requirements and tasks of education development in general and development of lower secondary education in particular set the requirement to build and develop the team of core managers of junior high schools Researching and identifying a number of prior breakthrough solutions to comprehensively develop the team of core managers of lower secondary schools from the managers of lower secondary schools has a very important and urgent meaning Derived from the reasons mentioned above, the author chooses to study the topic "Developing the team of core managers of junior high schools according to competency approach" with the desire to contribute to solving an urgent problem of current lower secondary education Purpose of the study On the basis of theoretical and practical research, the dissertation proposes solutions to develop the team of core managers of junior high schools, contributing to improving the quality of lower secondary education, meeting the requirements of general education innovation Object and subject of the study 3.1 Object of the study: The team of core managers of junior high schools 3.2 Subject of the study: Developing the team of core managers of junior high schools according to competence approach Scientific hypothesis General education innovation is setting new requirements for managers as well as the core managers of junior high schools If proposing and synchronously implementing solutions according to competence approach, based on labor characteristics and personality models of the team of core managers of junior high schools, focusing on planning, appointment, training and fostering; building environment, motivating work for the team of managers; building and issuing standards for core managers of lower secondary schools, then it is possible to develop the team of core managers at lower secondary schools in terms of quantity, synchronous structure and quality assurance to meet the requirements of reforming general education Tasks of the study 5.1 Studying the theoretical basis of the issue of developing the team of core managers of lower secondary schools according to competence approach 5.2 Surveying the current situation of developing the team of core managers of lower secondary schools according to competence approach 5.3 Proposing solutions to develop the team of core managers of lower secondary schools according to competence approach 5.4 Surveying the necessity and feasibility of the proposed solutions to experiment with a solution Scope of the study 6.1 Limit of object investigation Investigating the core managers of junior high schools, junior high school administrators, teachers and state managers on education 6.2 Limit of the study area Surveying object investigation in North Central provinces, namely: Thanh Hoa, Nghe An, Ha Tinh and testing solutions in Thanh Hoa province 6.3 Limit of time survey Surveying the current situation of the core management team of junior high schools and the reality of developing this staff from 2015 to 2019 Approach and research methods 7.1 Approach The dissertation uses the following approach viewpoints: System approach; Competence approach; Standard approach; Human resource management approach; Practical approach 7.2 Research Methods 7.2.1 Group of theoretical research methods This group of methods aims to gather theoretical information to build the theoretical basis of the topic 7.2.2 Group of practical research methods This group of methods aims to collect practical information to build the practical basis of the topic 7.2.3 Mathematical statistical methods Using mathematical statistics and SPSS software to handle research results of the dissertation The defense points 8.1 The core management team of the junior high school has an important role in ensuring the quality of lower secondary education to meet the requirements of education innovation and successfully implementing the new general education program Competency approach is an integration, inheriting scientific achievements in human resource management, exploiting human potential, optimizing team productivity Developing the team of core managers of junior secondary schools according to competence approach will enhance the quality of the core management team of lower secondary schools, help them well fulfill their roles, responsibilities and tasks according to the requirements of general education renovation 8.2 The development of the core management team of lower secondary schools in recent years has gained some achievements but there are still many shortcomings and fail to meet the requirements of general education renovation 8.3 Developing the core management team of junior high schools according to competency approach will be effective when the management subjects perform well the relationships between the functions and main components of the development of core management team of junior high schools In order to well implement these relationships, it is prerequisite to having a set of competency standards for core managers of junior high schools and this set of standards must be transformed into the content and operation process of developing the core management team of the junior high school as a basis for proposing requirements and standards in each stage: planning, recruiting, arranging, using, training, fostering, evaluating and building the environment for this team to develop New contributions of the dissertation 9.1 The dissertation has contributed to clarifying the theoretical issues of developing the team of education managers in general as well as the core management team of the junior high school in particular before the requirements of basic and comprehensive innovation of general education; 9.2 Clarifying the role and characteristics of labor, personality models of core managers of the junior high school in the current context 9.3 Providing comprehensive and authentic summaries of the current situation of the core management team of the junior high school and the current situation of developing this team in the North Central provinces 9.4 Building a system of solutions to develop the team of core managers of the lower secondary school 9.5 Building a standard set of core managers of junior high schools; Building capacity framework for core managers of the junior high school 9.6 Proposing the fostering program to meet the needs of the team of core managers of the junior high school 10 Structure of the dissertation Apart from the introduction, conclusion, the content of the dissertation is presented in chapters: Chapter 1: Theoretical basis of developing the team of core managers of the junior high school according to competence approach Chapter 2: Current situation of developing the team of core managers of the junior high school according to competence approach in the North Central provinces Chapter 3: Solutions to develop the team of core managers of the junior high school according to competence approach Chapter THEORETICAL BASIS OF DEVELOPING THE TEAM OF CORE MANAGERS OF THE JUNIOR HIGH SCHOOL ACCORDING TO COMPETENCE APPROACH 1.1 Overview of the issue study 1.1.1 Studies on the development of the team of school managers 1.1.1.1 Studies abroad - Overseas studies on the development of school management team focus on the following contents: Position and role of school managers, Orientation of developing the team of school managers; That's the research works of the authors like: Henry Mintzbeg; Kast and Rosenzweig; Robert E Quinn; Sue R Facerman; Mintzberg H, Michael P Kompson; M.Losey, Meisinger and D.Ulrich, etc 1.1.1.2 Domestic studies - In Vietnam, researches on developing the team of school managers are mentioned in many Resolutions; Party Directive, Education Law; Charter of the junior high school, the high school and the high school with many levels of study, research works focused on the contents such as: The need to develop the team of school managers; Orienting the development of the team of school managers; Training, fostering and requirements for the team of school managers These are the research works of the authors: Pham Minh Hac; Trinh Thi Hong Ha; Bui Minh Hien; Nguyen Duc Tri; Dang Thanh Hung; Tran Ngoc Giao; Nguyen Van De; Vu Ngoc Hai 1.1.2 Studies on developing the management team of the junior high school So far, there are still few research works on developing the management team of the junior high school Some new works only research on developing the management team of the junior high school in a locality These are the research works of the authors: Ha The Ngu; Cao Viet Son; Do Duc Hanh; Nguyen Huy Hoang; Tran Thi Thu; Tran Thu Ha 1.1.3 Studies on the competence of education managers 1.1.3.1 Studies abroad Overseas studies on the competence of education managers focus on the following contents: Technical capacity group; Method skill group; Social skills group; Personal skill group These are the research works of the authors such as: A.V.Petrovski sees capacity as a component of personality Capacity is always associated with the requirements of a certain activity F.N.Gonobolin, in psychological science, people consider capacity as private psychological attributes of individuals; Hecklau, Galeitzke, Flachs, Kohl 1.1.3.2 Domestic studies In Vietnam, researches on the capacity of education managers are mainly focused on research on pedagogical competence These are the studies of authors such as Pham Minh Hac, Dang Thanh Hung, etc 1.1.4 General assessment Based on the overview of research on the development of the team of core managers of the junior high school according to competence approach in the world and in Vietnam, the following conclusions can be drawn: 1.1.4.1 The issues have been studied - Researchers have affirmed that education managers in general, the team of core managers of the lower secondary school in particular have an important position and role, determine the quality of education - The team of education managers is studied according to the approach of many different theories in education management science However, it is necessary to pay attention to competence approach and human resource management approach when studying the issue of developing the core management team of the lower secondary school 1.1.4.2 The issues have not been studied - There has not been any specific and independent research work on developing the core management team of the lower secondary school according to competence approach which clarifies the role, labor characteristics, personality model, standards, and capacity of the core management team of the junior high school in the context of fundamental and comprehensive innovation of education - There has not been any research work on Developing the core management team of the lower secondary school to be sufficient in terms of quantity, reasonable structure, quality assurance, with specific activities of the managing subjects to develop this team 1.1.4.3 The issues need to be further studied - Focusing on researching and applying solutions to develop the core management team of the junior high school according to competence approach effectively to be sufficient in terms of quantity, reasonable structure and quality assurance according to competence approach - In order for the core management team of the junior high school to promote their role and meet the requirements of management and leadership capacity in the new context, it is necessary to focus on studying solutions to innovate the development of this team, focus on planning stages, training and fostering, evaluation and application of remuneration policies, motivating the team of core managers of the lower secondary school - Clarifying roles, labor characteristics, personality models, capacity frameworks and building standards of core managers of the junior high school in the context of fundamental and comprehensive innovation in education and international integration 1.2 Basic concepts of the dissertation 1.2.1 Core managers of the junior high school 1.2.1.1 The manager - The manager is a concept used to refer to the person whose career activities are entirely or primarily related to the performance of management functions in an organization; to administer, guide and organize the implementation of decisions of leaders of such organizations 1.2.1.2 The core manager of the junior high school i) The manager of the junior high school Junior high school manager is the leader of the school, the subject of school management, who is the leader, plays the leading role, leads, influences, orders and inspects the management objects to well carry out the task of training, educating and practising students, complete well the target of lower secondary education ii) The core manager of the lower secondary school In this dissertation, the concept of the core manager of the lower secondary school is understood to be good managers in leadership, management, speciality, profession, having prestige in colleagues, in the industry and considered as core people in managing, leading the school, bringing the school to success in the new context; As the leader in educational innovation , attracting, promoting, assisting other managers in leadership and school management effectively, successfully implementing the renovation of general education iii) Distinguishing between the manager of the junior high school and the core manager of the junior high school Table 1.1 The difference between the manager of the junior high school and the core manager of the junior high school Function Directing Arranging personnel Core managers of lower secondary schools Building vision, strategy and prospect Consulting, guiding / directing, creating the change Building common culture and values;Helping people grow up; Minimizing limits Managers of lower secondary schools Planning and budgeting;Implementing the current goal.Stability; Work management Organizing and arranging personnel; Commanding; Oper ating and inspecting; Creating limits Focusing on the lower management objects; Basing on position power;Acting according to administrative orders Responsiblity Requesting, ordering; Obeying; Being interested in organization Focusing on human, encouraging and motivating staff; Basing on personal Relationship prestige; Acting as a teacher, helping, serving and sharing responsibility Emotional intimacy; Open mind;Listening; Enthusiasm; B 4.Quality/ eing active; No rigid personality adherence; Being interested in people Creating change, often the Maintaining stability; The Results fundamental change; Find a available road new way 1.2.2 The team of core managers of the junior secondary school 1.2.2.1 The team The team is a group of people, with the same ideal, purpose, working according to the unified and planned command, sticking together on material and spiritual interests 1.2.2.2 The team of core managers of the junior high school The team of core managers of the junior high school is a group of managers who are organized into a force with the same function and task of managing lower secondary schools as well as consulting, supporting, fostering the managers of junior high schools 1.2.3 Competence approach Within the scope of the topic, the concept of competency is understood: Competence is an organic combination of knowledge, skills and attitudes to perform activities in the profession according to the criteria set for each task and that job Competence approach is near, staying adjacent to the required capacity 1.2.4 Developing the team of core managers of the junior high school according to competency approach 1.2.4.1 Development concept The term "development" has many definitions, derived from different levels of consideration Development understood in the sense that philosophy is a change from small to large, from narrow to wide, from low to high, from simple to complex 1.2.4.2 Developing the team of core managers of the junior high school according to competency approach Developing the team of core managers of the junior high school according to competency approach is a management activity aimed at making this team change towards progress in terms of quantity, structure and especially quality (quality and capacity) to meet the new tasks required by educational development 1.3 Core managers of the junior high school before the requirements of general education renovation 1.3.1 Innovating general education Innovating education is to make the education system better and more progressive to meet the country's development requirements 1.3.2 The roles, tasks and standards of the core managers of te junior high school according to competence approach 1.3.2.1 The role of the core managers of the junior high school according to competence approach In the junior high school, the team of core managers is the subject of management, affecting teachers, staff and students as well as impacting on organizations and forces in society 1.3.2.2 The mission of the core managers of the junior high school The core managers of the lower secondary school have dual goals and duties Therefore, in addition to the duties of the principal / vice principal in accordance with the Charter of the high school level, the core managers of the junior high school have the following duties: - Supporting the junior high school managers in the area to develop the leadership and management capacity of the school according to the principal’s standards of general education establishments; - Supporting and consulting with the junior high school managers in the area to build self-study planning, self-develop leadership capacity, and manage schools according to the principal’s standards of general education establishments; - Guiding and supporting the teachers and managers of lower secondary schools in the process of participating, implementing teacher training and fostering courses on the Internet 1.3.2.3 Standards of the core managers of the junior high school - Having at least years of experience as a principal or vice principal of the lower secondary school; - As the principal, the vice principal of the lower secondary school is assessed by a competent person at the fair level or higher according to the principal's standards - Being selected by the superior management agency in accordance with the requirements of support, advice on organization and implementation of activities to foster the team of managers of local junior secondary schools, aspiring to become the core managers of the junior high school 1.3.3 Labor characteristics of the core managers of the junior high school according to competence approach - Closely combining science and art - Combining communication and interpersonal activities - Making right and timely decisions in accordance with the reality of the school and school group - Orienting value, building school culture - Implementing the educational guidelines and policies of management levels creatively in the reality of schools and school group 1.3.4 Competency framework of the core managers of the junior high school On the basis of studying the personality model of the core managers of the junior high school in the context of educational reform, it is allowed to draw the conclusion that the capacity framework of the core managers of the junior high school includes: Quality job; School Management Capacity; Social activity capacity; Organization and advice capacity on organizing activities to foster managers 1.4 The issue of developing the team of core managers of the junior high school according to competence approach 1.4.1 The necessity to develop the team of core managers of the junior high school according to competence approach - The requirement of comprehensive and fundamental innovation of education and training - The requirement of the renewal of general education textbooks and programs - Meeting the changes in the role of high school managers 1.4.2 Content of developing the team of core managers of the junior high school - Building the planning to develop the team of core managers of the junior high school - Selecting, appointing, rotating and dismissing the core managers - Organizing training and fostering the team of core managers of the junior high school - Evaluating the team of core managers of the junior high school - Creating environment and motivation for the development of the team of core managers of the junior high school 1.4.3 The subjects develop the team of core managers of the junior high school - 360 people are professional leaders and some excellent teachers of lower secondary schools in the provinces (3 provinces x 10 districts x schools x teachers) The results of collecting and processing survey data on the reality of the core management team of the junior secondary school and on the reality of developing the core management team of the junior secondary school in the North Central provinces are presented in the following sections of the dissertation 2.2.3 Survey content + Surveying the reality of the core management team of the junior secondary school in the North Central provinces + Surveying the current situation of developing the core management team of the junior secondary school in the North Central provinces + The reality of the factors affecting the development of the core management team of the junior secondary school in the North Central provinces 2.2.4 Survey methods and tools - In addition to the method of collecting and processing data in the documents, to identify the current situation of the core management team of the junior secondary school in the North Central provinces, the author of the dissertation uses the method of getting comments by questionnaires with the drafting of polls - Exchange and interview methods: Exchanging and interviewing with education experts, managers of the Servive of Education and Training, Education and Training Department, managers of lower secondary schools - Typical research method: Selecting a number of lower secondary schools representing favorable areas and disadvantaged areas, plains and mountainous areas to exchange directly with teachers and managers, retrospectively review materials to hold information for research - Data processing methods: From the results obtained, the dissertation uses statistical software IBM SPSS Statistic 20 to clean and process data using the descriptive, comparative statistical analysis tool - Collecting and processing data: synthesizing data in 660 votes collected (300 votes of managers, 360 votes of teachers) and arranging each type as Good (4 points), Fair (3 points), Average ( points) and Weak (1 point) on a composite vote for each questionnaire Then proceeding to calculate the weighted average value by the existing operation 2.2.5 Survey sample The survey sample was selected to ensure representation for different regions of the North Central provinces such as urban areas, rural areas, favorable areas, disadvantaged areas, plains and mountainous areas Using IBM SPSS Statistic software 20 to assess the reliability of the toolkit in this study 2.3 Current situation of the team of core managers of the junior high school in the North Central provinces In order to assess the current situation of the core management team of the junior high school in the North Central provinces, the authors organized a survey to collect from the questionnaires with evaluation criteria In the process of synthesizing the survey results, the author has used SPSS software to evaluate quantitatively based on scientific assessment of the surveyed objects from which to draw accurate conclusions for judgments as a basis for proposing solutions The assessment of the current situation of the quality of the core management team of the lower secondary school is based on the main criteria such as: The reality of moral qualities and political thoughts - Most have political qualities and professional ethics to meet the requirements; - Besides, the majority of managers have not been trained and fostered systematically and fully in political theory; - There are still many core managers of lower secondary schools who have not yet trained in political theory - Some are underestimated in political quality and professional ethics Current situation of professional capacity of the team of core managers of the lower secondary school - Most have professional qualifications and pedagogical skills to meet the prescribed requirements - Many have fair professional qualifications and pedagogical skills - In general, most are weak in foreign languages and using information technology Reality of leadership capacity - The leadership capacity of the core management team is basically meeting the requirements As follows: - Understanding of politics, economy, society, guidelines, policies and regulations of the education industry is only at fair level; - Designing and orientation to implement is at fair level - Resolution is only at fair level - Analyzing the situation and forecasting the development trend of the school are at average level - Building vision, mission, values of the school are assessed at average level Reality of management capacity - Most are qualified, have experience and certain knowledge about school management - Weakness in knowledge and school management capacity: - Management based on personal experience and learning colleagues - Not yet trained and fostered in standard of knowledge and skills of school management - Not updating modern management skills, lack of legal knowledge, personnel and financial management - Some have weak management capacity, embarrassed in direction and administration - Not yet fully aware of the "managerial occupation" and the principal's dual management and leadership roles 2.4 Current situation of developing the team of core managers of the junior high school in the North Central provinces In the content of assessing the current situation of the development of the core management team of the junior high school in the North Central provinces, the authors evaluated based on surveying the following criteria: Planning work Planning of core managers of the junior high school has not been implemented synchronously at the service level, department level and school level, especially according to competence approach Appointment - The selection, appointment, rotation and dismissal of the core management team of the junior high school are evaluated at fair levels - Little attention is paid to grasping the quality of core managers of the junior high school in office, not doing well the preparation of the source of adjacent core managers - There has not been long-term vision in staff work Training, fostering and using 3.1 About training and fostering - Training and fostering the team of core managers of the junior high school has not really been given adequate attention - Training and fostering according to professional standards has not been paid attention - There are no specific plans to foster modern management skills, informatics and foreign languages for the core managers of the junior high school - There are also a large number of the managers of the junior high school who have not been fostered in management skills - Most of the contents of the training and fostering are assessed by the managers to be at the average level 3.2 Assessment of the team of core managers of the junior high school in the North Central provinces - Although the North Central provinces have built plans to evaluate the performance result of the core management team of the junior high school periodically; determining the evaluation contents to identify the strengths and weaknesses of this team, but there has been a realistic, effective and objective evaluation tool so the accuracy in the assessment is not high Creating environment and motivation to develop the team of core managers - Most of the contents create environment for the development of the core management team of the junior high school to be assessed at an average level - Working conditions of the core managers of the high school junior are still difficult - There have not been policies and regimes that are strong enough to create environment and motivation to develop the team of the core managers of the lower secondary school - Building advanced examples of lower secondary school management has not been paid attention to implement - Organizing sightseeing activities to learn management experience for core managers in the country and abroad has not been paid due attention 2.5 Overall assessment of the current situation of developing the team of core managers of the junior high school in the North Central provinces From the reality of quality and the reality of developing the team of core managers of the junior high school, the author has drawn a general assessment as follows: The achievements: - Management levels have paid attention to building management team of the junior high school - The management team of the junior high school has the development in quantity and quality, basically meeting the standards - Many localities have actively built up the planning of the team of the core managers - Most of the core managers of the lower secondary school meet the prescribed requirements, although not yet at a high level, they basically have good political and moral qualities; have professional training and pedagogical skills to meet the prescribed requirements; the majority are active in the management and implementation of assigned tasks Restrictions to overcome: - A number of core managers of the junior high school who have revealed weaknesses in professional ethics, have not had a full sense of justice in conducting and evaluating teachers and students, and are not really models for teachers and school staff to follow - The level and capacity of school management of some core junior high school managers are very limited - Most of the core junior high school managers demonstrate the weak ability in using information technology and foreign languages - In planning , selecting, training and fostering the core management team of the lower secondary school, it is not closely followed the standards of managers at this school level - No particular and specific mechanisms and policies have been issued to encourage and promote the development of the team of core managers of the lower secondary school The cause of the limitations - Not yet concerned by the Party committees, authorities, - The inspection, evaluation and organization of fostering the core management team of the lower secondary school according to standards have not been given adequate attention - Investment resources are limited while socialization is very difficult - The decentralization of management is unclear among the management subjects in developing the team of core managers of the lower secondary school - Regimes and policies are slow to innovate, not create the motivation for the development of the core management team of the junior high school Conclusion of chapter Based on the survey and analysis of the current situation, it can be seen that the team of core managers of the lower secondary school in the North Central provinces still reveals many limitations as follows: - Some core managers show moral ideology and qualities that have not been really ensured, the lifestyle is not yet exemplary, not really have a high determination to overcome difficulties and well fulfill the task - Professional quality and management skills are still limited The development of the core management team of the lower secondary school of the management levels in the North Central provinces has also revealed certain limitations There are no specific and synchronous guidelines and solutions to apply standards of managers in reality in order to build and develop the core management team of the junior high school; The inspection and evaluation of this team according to standards have not been carried out regularly and effectively Therefore, in order to develop the team of core managers of the junior high school in the North Central provinces comprehensively and synchronously as well as meet current educational innovation requirements needs practical and scientific solutions Chapter SOLUTIONS TO DEVELOP THE TEAM OF CORE MANAGERS OF THE JUNIOR HIGH SCHOOL ACCORDING TO COMPETENCE APPROACH 3.1 Principles for proposing solutions 3.1.1 Principles to ensure goals This principle requires the proposed solutions to focus on the development of the core management team of the junior high school in terms of quantity, structure and quality, linking the quality of the core management team of the junior high school with fundamental and comprehensive innovation of education and training 3.1.2 Principles to ensure system The proposed solutions must be ensured for suitability and feasibility, have an overview 3.1.3 Principles to ensure efficiency Ensuring efficiency requires the proposed solutions to be feasible when implemented, in accordance with the level and capacity of implementing solutions of management levels, leaders of lower secondary schools, in accordance with the conditions of facilities and finance that can be mobilized for the implementation of such solutions 3.1.4 Principles to ensure practicality This principle requires the proposed solutions must be consistent with our country's political-economic-social conditions during the renovation period in general and specific conditions of each locality in particular to ensure implementation effectively 3.2 Solutions to develop the team of core managers of the junior high school according to competence approach Solution 1: Organizing to thoroughly grasp the role and the need to develop the team of core managers of the junior high school according to competence approach for managers at all levels Goal of the solution: - In order to create unity in the awareness of managers about the important role of the core managers of the lower secondary school in innovation and local education development - The need to develop the core management team of the junior high school in the context of basic and comprehensive innovation of education, thereby taking the right actions and paying adequate attention to the development of this team Content of the solution: - Organizing to research and discuss in core managers of the junior high school, managers of Education and Training Department, Managers of the Service of Education and Training, District People's Committees on promoting the role of the core managers of the junior high school - Determining the responsibilities of managers at all levels for the development of the team of core managers of the junior high school - Overcoming the incorrect and incomplete perceptions about the role of the core managers of the junior high school Conditions for implementing the solution: - The management subjects implementing this solution are the Chairman of the District People's Committee and the Education and Training Department - In order for this solution to be highly effective, the North Central provinces should soon promulgate specific tasks and responsibilities of the core managers of the junior secondary school; The District People's Committee should soon renovate the management and leadership mechanism for lower secondary schools and the team of core managers of the junior high school Solution 2: Building the planning to develop the team of core managers of the junior high school Goal of the solution: - In order to help proactively identify and select teachers who are capable of speciality and management to build a adjacent team of core managers of the junior high school to prepare for training, fostering, supplementing and replacing the existing core managers when needed Content of the solution: - Establishing the basis to build the planning for the core management team of the junior high school scientifically - Organizing to build the planning according to a certain process - Enhancing the efficiency and feasibility of planning work Conditions for implementing the solution: - Management subjects implementing this solution are the Manager of Education and Training Department and Director of Education and Training Service - In order to implement this solution effectively, it is required that the committees at all levels must strengthen the direction to build the planning of the core managers to ensure science and feasibility, in accordance with the guidelines of the Central, the province / city, associated with the development strategy of education Solution 3: Completing the mechanism of selecting, appointing, dismissing and using the core managers of the lower secondary school Goal of the solution: - Completing the mechanism of selecting, appointing and using the core managers of the junior high school based on competency standards to enhance the quality of the team of core managers of the lower secondary school Content of the solution: - Building a scheme for selection, appointment and use of the core managers of the lower secondary school to submit to competent authorities for approval - Process of selection, appointment, rotation and use of the core managers of the lower secondary school - Implementing democracy in the selection, appointment, rotation and use of the core managers of the lower secondary school Conditions for implementing the solution: - Management subjects implementing the solution are Director of Education and Training Service and Chairman of District People's Committee - In order to effectively implement this solution, the district Party Committee must strengthen the direction, the District People's Committee builds the planning for the core managers of the lower secondary school, which ensures objectivity, democracy and feasibility, in accordance with the guidance of the Central, province / city, associated with the local socio-economic development strategy - Service of Education and Training directs the Departments to advise on the formulation and promulgation of regulations on selection, appointment, dismissal, rotation and use of the core managers of the junior high school Solution 4: Fostering to enhance capacity for the core managers of the lower secondary school according to competence approach Goal of the solution - In order to equip knowledge, impart experience, form skills in operation, form moral and psychological qualities, create basic patterns of the core managers of the junior high school - To overcome the drawbacks, promote the positive side, compensate for the shortcomings of managers in the process of operation Content of the solution - Determining the demand to foster the team of core managers of the junior high school - Building up the training content - Building the plan for fostering the core managers of the junior high school - Renovating the organization of fostering the core managers of the junior high school - Renovating the evaluation for the results of fostering the core managers of the junior high school Conditions for implementing the solution - Service of Education and Training, District People's Committees must pay attention and create conditions for time and budget for the core managers of the junior high school to participate in fostering - Fostering must base on the real needs of the core managers of the junior high school and local requirements - The core managers of the lower secondary school must actively participate in fostering, considering that fostering tasks are not only benefits but also their regular obligations Solution 5: Building a set of standards as a basis for assessing the core managers of the junior high school according to competence approach Goal of the solution: - The goal of the solution is to build a set of standards for assessing the core managers of the junior high school, reflecting the basic requirements of their qualities and capabilities, meeting the requirements of innovation of general education - At the same time, the set of standards is the basis for all levels of management to plan, train, foster and evaluate; This is the basis for the core managers of the junior high school to self-assess and strive to meet the new mission requirements in the context of fundamental and comprehensive innovation of Education and Training Content of the solution: - Building standards for the core managers of the junior high school - Building evaluation criteria for the core managers of the lower secondary school Conditions for implementing the solution - The management subjects implementing the solution are the Director of Service of Education and Training, Education and Training Department Therefore, in order to implement this solution effectively, it is required that the North Central provinces should strengthen to direct the Service of Education and Training to build the standards of the core managers of the lower secondary school Solution 6: Proposing policies to motivate work for the team of the core managers of the junior high school Goal of the solution: - The goal of the solution is to motivate work for the core management team of the lower secondary school on the basis of material and spiritual encouragement in line with the economic development capacity of the provinces and cities, encouraging the employees who work productively, qualitatively and effectively, promoting the talents of the core management team of the junior secondary school in the context of innovation of general education Content of the solution: - Solving fully and promptly in accordance with regulations and regimes for the core managers of the lower secondary school - Organizing the self-fostering emulation movement to achieve and exceed the standard of core managers in the core management team of the lower secondary school - Creating work pressure combined with timely encouragement for core managers when performing tasks - Building an effective working environment - Building separate preferential policies for provinces and cities for the core managers of the lower secondary school Conditions for implementing the solution: - The management subjects implementing the solution are the Chairman of the Provincial People's Committee, Director of the Service of Education and Training - In order to implement this solution effectively, provinces and cities need to direct Service of Education and Training to advise on setting up a specific local policy to motivate work and dedication of the core management team of the junior high school; allocating budget for the formulation, promulgation and implementation of local policies for the core management team of the junior high school 3.3 Surveying and testing a solution 3.1 Surveying the urgency and feasibility of solutions 3.1.1 Survey content Contents of the survey include: - Are the proposed solutions really urgent for the development of the team of core managers of the junior high school in provinces and cities? - Are the proposed solutions really feasible for the development of the team of core managers of the junior high school in provinces and cities? 3.1.2 Survey method The author asks for opinions by questionnaire with levels of assessment: very urgent / very feasible (3 points), urgent / feasible (2 points), not urgent / not feasible (1 point) 3.1.3 Respondents Managers of the Junior high school, Leaders of Education and Training Department; Service of Education and Training; Leaders of District People's Committee: 240 people; Core managers of lower secondary schools: 60 people; Total: 300 people - By synthesizing comments on the urgency of solutions, the solutions are assessed as urgent, in which solution is considered to be the most urgent - Test results show that all solutions are considered to be very feasible and feasible Solution is rated as the most feasible, then solution Table 3.2 Poll results assess the urgency of the solutions The urgency Very Not Solutions Urgent Average Urgent urgent Ranking % score % % Solution 76.7 20.2 3.1 2.736 Solution 58.4 35.5 6.1 2.523 Solution 68.8 24.7 6.5 2.623 Solution 80.3 18.1 1.6 2.787 Solution 44.9 37.6 17.5 2.274 Solution 70.3 21.9 7.8 2.625 Table 3.3 Poll results assess the feasibility of the solutions The feasibility Solutions Very Average Feasible Not feasible score feasible % % Solution 68.6 30.1 1.3 2.673 Solution 53.7 33.9 12.4 2.413 Solution 42.5 46.8 10.7 2.318 Solution 56.4 42.1 1.5 2.549 Solution 47.7 45.0 7.3 2.404 Solution 55.1 32.3 12.6 2.425 Ranking 3.4 Experimenting with the solution of "Fostering to enhance the capacity for the core managers of the lower secondary school according to competence approach" - The author has organized the experiment with Solution 4: Fostering to enhance the capacity for the core managers of the junior high school according to competence approach - Experimental object samples are selected to ensure representativeness for different areas of Thanh Hoa province: Including 45 managers - Through the impacts of fostering activities, knowledge, leadership and management skills of the core managers of the lower secondary school have had positive changes: - Before fostering: The rate of the core managers who grasp the knowledge and skills of labor and management is quite low: The weak level of control group accounts for 20.66%; Experimental group accounts for 23.92% - After fostering: The rate of control group gained knowledge and management skills increased insignificantly, but the experimental group increased a lot: The rate of Fair level reached 49.33%, average level reached 49.00% , and weak level was only 1.67% Survey results of the initial and post-qualification of fostering on the knowledge, labor and management skills of the experimental group and control group The group Level Input test rate Output test (%) rate ( % ) Fair 24.66 31.77 Control Average 54.66 53.11 Weak 20.66 15.11 Fair 24.22 49.33 Experiment Average 51.98 49.00 Weak 23.92 1.67 Conclusion of chapter In order to overcome the shortcomings in the development of the team of core managers of the lower secondary school in the provinces and cities in the past time, to build a strong team of core managers who are capable of performing the tasks set out in the current education innovation, the dissertation has proposed solutions The solutions have a close relationship with each other and support each other to achieve the goal of each solution, and at the same time contribute to achieving the goal of developing the core management team of the lower secondary school Through polls, the solutions that are assessed to be very urgent and highly feasible can be deployed to develop the core management team of the lower secondary school in provinces and cities The dissertation carried out experiment with Solution "Fostering to enhance capacity for the core managers of the junior high school according to competence approach" Results of experiment have confirmed the effectiveness of the solution in enhancing administrative and labor capacity for the core management team of the lower secondary school, meeting the requirements of innovation of general education CONCLUSION AND RECOMMENDATIONS Conclusion 1.1 In the context of fundamental and comprehensive innovation of education and training, the development of the team of education managers in general and the team of core managers of the junior high school in particular plays an extremely important role Therefore, there have been many scientific projects in the country and abroad, focusing on researching leadership and management skills, proposing solutions to enhance the capacity of managers in general and the managers of the junior high school in particular Based on an overview of research issues, the dissertation has built a personality model of the core managers of the lower secondary school, built a standard set of the core managers of the lower secondary school , identified elements which affected the development of the team of core managers of the junior high school according to competence approach 1.2 The current situation of developing the core management team of the junior secondary school according to competence approach in provinces of Thanh Hoa, Nghe An and Ha Tinh has been surveyed by different methods Survey data were processed by mathematical statistical method and SPSS software The research results show that the core management team of the junior secondary school in the above localities have political quality, good morality and good training qualifications to meet the prescribed requirements; the majority are active in the management and implementation of assigned tasks However, the core management team of the junior secondary school also reveals some limitations on professional ethics, the level and capacity of the school administration of many core managers of the junior secondary school have not met the requirements yet; The planning, selection, training and fostering of the core management team of the junior secondary school have not followed the standards of managers of this school level; Many localities have no schemes and plannings to develop this team; The work of inspecting and evaluating the implementation of the task of developing the core management team of the junior secondary school has not been conducted regularly in many localities, the effect of inspecting and evaluating the development results of the core management team of the junior secondary school is low 1.3 On the basis of the survey results of the current situation of the development of the core management team of the junior secondary school, the dissertation has proposed solutions, including: Organizing to thoroughly grasps the role and the need to develop the team of core managers of the junior high school according to competence approach for managers at all levels; Building the planning to develop the team of core managers of the junior high school; Completing the mechanism of selecting, appointing, dismissing and using the core managers of the lower secondary school; Fostering to enhance capacity for the core managers of the lower secondary school according to competence approach; Building a set of standards as a basis to assess the core managers of the lower secondary school according to competency approach; Proposing policies to motivate work for the core managers of the lower secondary school The poll results and experiment have proved that the solutions proposed by the dissertation are urgent, feasible and bring about positive effects in the development of the team of core managers of the junior high school 1.4 Conducting the experiment with the solution of "Fostering to enhance capacity for the core managers of the lower secondary school according to competence approach", the dissertation has built a scale to assess the management and leadership skills of the core managers of the lower secondary school, built a program framework to foster the team of core managers of the junior high school according to competence approach Experimental process initially brought very positive results on enhancing leadership and management capacity for the team of core managers of the junior high school Recommendations 2.1 For the Ministry of Education and Training - Strengthening to direct the propaganda and dissemination to the industries, localities, schools and society about the standards of the principal of general education establishments issued under Circular No 14/2018 / TT-BGDDT dated July 20, 2018 by the Minister of Education and Training - Building and promulgating a set of standards for core managers at all educational levels, including the core managers of the lower secondary school - Building a strategy to develop the core management team of the lower secondary school and the program to foster the core education managers of the lower secondary school so that the localities have basis to build plans for enhancing capacity of the core management team of the lower secondary school for their localities - Directing and regularly inspecting the assessment of the capacity of the core management team of the lower secondary school according to the Principal's standards of the general education establishments and according to the set of standard of core managers of localities and educational management levels - Promulgating policies and regimes for the core management team of the lower secondary school to encourage this team to well fulfill their tasks 2.2 For the Service of Education and Training of provinces and cities - Building the planning for development of the team of core managers at all educational levels, including lower secondary school level for the period 2020-2025 and orientation to 2030 Directing Education and Training Departments of localities to implement the planning according to the route - Directing the Education and Training Departments of the districts to select and build a team of core managers of the lower secondary school and report to the Service of Education and Training 2.3 For the Department of Education and Training - Building and advising the District / District People's Committee Project to review and evaluate the reality of the team of core managers of the lower secondary school according to the Principal's standards of the general education establishments and according to the standard of core managers of the junior high school - Advising the District People's Committee to issue mechanisms, propose to higher levels on policies to encourage and motivate the development of the core managers of the lower secondary school in the district, especially the specific mechanisms and policies that are suitable to the socio-economic conditions of localities - Building the training and fostering strategies to enhance professional qualifications and management capacity for the team of core managers of the lower secondary school in the locality - Researching to deploy solutions to develop the team of core managers of the lower secondary school proposed by the dissertation 2.4 For junior high schools - Focusing on the planning of core managers, thereby introducing to the higher levels the qualified staff who ensure conditions for participation in the source of the core managers - Creating all conditions for the existing core managers of the school to participate in the training and fostering activities, supportive activities for the managers in the school group 2.5 For the core managers of the junior secondary school - Always upholding the role and responsibility of the core manager since then cultivating and studying to enhance professional qualifications to meet the requirements of the core managers - Always being exemplary, pioneering, leading, promoting the activities of the school, the school group assigned to take charge LIST OF RESEARCH WORKS OF THE AUTHOR RELATED TO THE DISSERTATION Hoang Sy Hung (2016), Fostering management capacity for professional team leaders at lower secondary schools in Thanh Hoa province Journal of Educational Management, Education Management Academy Vol 8, No 8, p 74-78 Thai Van Thanh, Hoang Sy Hung (2017), Selecting and fostering vietnam's key education leaders in the era of industrial revolution 4.0 Proceedings of the Workshop of International Science, Education Management Academy National Economics University Publishing House, ISBN: 978-604-946-333-4 Thai Van Thanh, Hoang Sy Hung (2017), The issue of selecting and fostering core managers in Vietnam high school in the context of industrial revolution 4.0 Journal of Educational Science, Vietnam Academy of Educational Sciences No 147 December 2017 Pg 7-11 Hoang Sy Hung (2018), Factors Affecting the Development of Backbone Managers at Vietnam Secondary Schools Revista Romaneasca pentru Educatie Multidimensionala Vol 10, Issue 1, pages: 228-243, Romania doi: https: //doi.org/10.18662/rrem/30 Hoang Sy Hung (2018), Solution to develop the team of core managers of the lower secondary school in Vietnam Science Journal, Hanoi Pedagogical University, Vol 63, Iss 8, p 87-95, DOI: 10.18173 / 2354-1075.2018-0153 Hoang Sy Hung, (2017), Developing the team of core managers of the lower secondary school in the current period Journal of Educational Management, Education Management Academy Vol 9, No 9, p 24-31 Hoang Sy Hung (2019), Model of the personality of core managers of the junior high school before the requirements of general education reform, Vinh University Scientific Journal (accepted) ... approach 7.2 Research Methods 7.2.1 Group of theoretical research methods This group of methods aims to gather theoretical information to build the theoretical basis of the topic 7.2.2 Group of... of District People's Committee - In order to effectively implement this solution, the district Party Committee must strengthen the direction, the District People's Committee builds the planning... strategy from 2011 to 2020 was approved in the Prime Minister's Decision No 711 / QD-TTg dated June 13th, 2012, setting the goal of educational development as "By 2020, education of our country will