Information on the thesis "Communication Situation Resolution Skills of District-Level Management Officials" by graduate student Nguyen Thi Ung, majoring in Psychology.1. Student's full name: Nguyen Thi Ung 2. Gender: Female 3. Date of birth: November 12, 1979 4. Place of birth: Quang Luu commune, Quang Xuong district, Thanh Hoa province 5. Decision number recognizing the student: 1883 QD-XHNV-SDH dated October 21, 2010, issued by the Rector of the University of Social Sciences and Humanities, Vietnam National University, Hanoi 6. Changes during the training process: 7. Thesis title: Communication situation resolution skills of district-level management officials 8. Specialization: Psychology; Code: 603180. 9. Scientific Advisor: Prof. Dr. Nguyen Quang Uan – Hanoi University of Education 1. 10. Summary of Thesis Results: Based on the research results of the topic “Communication Situation Resolution Skills of District-Level Management Officials”, we draw the following conclusions: 1- Conclusion on Theoretical Research: - Communication of management officials: is professional communication, in which the manager mobilizes all their qualities and abilities to establish human relationships in management, aiming to influence the managed subjects and help achieve effective management results. - Communication situations of management officials are: all unexpected events, phenomena, and paradoxes arising in management activities that require the manager to think, search, and use new means, methods, and approaches to explain and resolve them optimally. - Communication problem-solving skills of district-level managers: This refers to the effective implementation of communication problem-solving actions that occur during communication in the management activities of district-level managers, based on the application of existing knowledge and experience to act appropriately in specific conditions. Communication problem-solving skills of district-level managers are manifested in five steps: Step 1: Recognizing the problem and identifying the conflict that needs to be resolved. Step 2: Mobilizing knowledge and management experience related to the management task. Step 3: Proposing solutions to the problem. Step 4: Choosing the solution that is considered appropriate. Step 5: Evaluating and learning from the experience of resolving the problem. These five component skill groups constitute the communication problem-solving skills of district-level managers. - Skill Group 1: Problem-solving skills - Skill Group 2: Mobilizing relevant knowledge and experience to solve the problem - Skill Group 3: Solution options - Skill Group 4: Deciding on a solution to resolve the situation - Skill Group 5: Evaluating and learning from the solution to the situation 2- Conclusion on the current situation research: Based on a high understanding of the significance of communication situations, managers believe that to effectively perform communication problem-solving skills, they need to clearly demonstrate the following abilities: General knowledge; management knowledge and experience; problem-solving thinking ability; democratic and scientific management style; and mastery of management principles. Basic objective and subjective factors greatly influence the communication problem-solving skills of managers, such as: Knowledge and life experience, management experience; educational level; management seniority; Age; cognitive ability; managerial competence; information factors; time pressure and relationships; local cultural and social characteristics; characteristics of the agency and related departments. To effectively train district-level managers in communication problem-solving skills, several measures should be implemented: Raising managers' awareness of the meaning and importance of problem-solving in management; strengthening training on communication problem-solving skills for district-level managers; practicing communication problem-solving skills for district-level managers; organizing experience sharing and training in communication problem-solving skills for managers through forums, workshops, and training courses.
INFORMATION ON MASTER'S THESIS
1. Full name : Nguyen Thi Ung 2. Sex: Female 3. Date of birth: November 12, 1979 4. Place of birth: Thanh Hoa 5. Admission decision number: 1883 QD-XHNV-SĐH Dated October 21, 2010 6. Changes in academic process: 7. Official thesis title: "Skill solving situations of district managers" 8. Major: Psychology 9. Code: 603180 10. Supervisors: Professor. Phd Nguyen Quang Uan-Hanoi University of Education 1 11. Summary of the findings of the thesis: On the basis of the research results of the project "Solving situations of district managers", we draw some conclusions as follows: 1- Conclusions on the theoretical studies: - Communication of management staff: professional communication, which managed to mobilize all of these qualities, his capacity to establish human relationships with people in management, in order to work the object to be managed, allowing management activities results. - Case management staff communication is: all things, phenomena, unexpected events, and the paradoxes that arise in operations management requires managers to think, search, use of media, new methods, new ways to explain and resolve them in an optimal way. Solving skills situations of the district managers are: the implementation of the results of actions resolve situations occur when communication in the management of district managers, based on applying the knowledge and experience to act in accordance with the specific conditions. Solving skills situations of district managers expressed through five steps: Step 1: Recognize the issue, identify inconsistencies that need to be resolved. Step 2: Mobilizing management knowledge experience related to the management Step 3: Determining the settlement of the situation Step 4: Choose the deal that they deem appropriate reason Step 5: Evaluation and Lessons learned on how to resolve the situation. Skill group and five structural components should be solving skills situations of management skills GQTHGT staff of district CBQL. - Group 1 skills: cognitive skills problems in conflict - Group skills 2: Mobilizing understanding and experience related to the problem - Group 3 skills: the settlement - Group skills 4: Decision select options to resolve the situation - Group 5 skills: Assessment and Lessons learned on how to resolve the situation 2 Conclusions about the research the situation: On the basis of awareness of the significance of these situations, managers believe that to make good skills to solve situations have demonstrated the ability to: Capital common understanding; knowledgemanagement experience; thinking ability in solving problems; management style democracy, science, and the ability and understanding of the principles of management. The basic elements of the objective and subjective side effects are many skills to resolve situations of personnel management such as: capital of knowledge and experience, management experience; training qualifications create; Seniority management; age; age; ability to think; capacity of management staff; information element; Pressure of time and relationships; socio-cultural characteristics of the local ; Characteristics of collective agency and related parts. For solving skills training situations of district managers to be effective, it is necessary to make a number of measures including: Raising awareness of managers about the meaning and importance of the solving situations in management; strengthen measures to foster knowledge about solving skills situations for district managers; Hone your skills solving situations for staff district-level administrators; organize exchange of experience, skill resolve situations of management staff through forums, conferences, training ...
