Luận án tiến sĩ mô hình chẩn đoán tổ chức hành chính - Lê Thị Loan, Đại học Kinh tế TP.HCM

MINISTRY OF EDUCATION AND TRAINING UNIVERSITY OF ECONOMICS HO CHI MINH CITY --------------------- LÊ THỊ LOAN THE ORGANIZATIONAL DIAGNOSIS MODEL: THE CASE OF LOCAL GOVERNMENT ORGANIZATIONS IN HO CHI MINH CITY, VIETNAM DOCTORAL DISSERTATION Ho Chi Minh City, 2020 luan an MINISTRY OF EDUCATION AND TRAINING UNIVERSITY OF ECONOMICS HO CHI MINH CITY --------------------- LÊ THỊ LOAN THE ORGANIZATIONAL DIAGNOSIS MODEL: THE CASE OF LOCAL GOVERNMENT ORGANIZATIONS IN HO CHI MINH CITY, VIETNAM Specilization:Business Administration Code: 9340101 DOCTORAL DISSERTATION SUPERVISOR Assoc. TRAN KIM DUNG, PhD. Ho Chi Minh City, 2020 luan an i DECLARATION The work presented in this thesis, to the best of my knowledge and belief, original except as acknowledged in the text, I hereby declare that I have not submitted this material, either in full or in part, for a degree at this or any other institution. Signature Lê Thị Loan luan an ii ACKNOWLEGEMENTS ---------- luan an iii luan an iv TABLE OF CONTENT DECLARATION .ii TABLE OF CONTENT.

viii LIST OF TABLES .ix LIST OF FIGURES.xii CHAPTER I – INTRODUCTION .1 ORGANIZATIONAL DIAGNOSIS MODEL .7 STRUCTURE OF DISSERTATION. 11 CHAPTER II – LITERATURE REVIEW .1 – The Contigency Theory .2 – Organization Development and Organizational Diagnosis .1 Definition of Government Organizations .2 The characteristics of public sector organizations and government organizations .3 Overview the context of local government organizations in Vietnam: .4 GOVERNMENT ORGANIZATIONAL PERFORMANCE .2 Performance of pulic sector and government organizations .5 ORGANIZATIONAL DIAGNOSIS MODELS (ODMs) .1 The meaning of Organizational Diagnosis Model: .2 Overview the Organizational Diagnosis Models .6 RESEARCH MODEL AND HYPOTHESES .1 Leadership and Performance .2 Relationship and Performance.3 Rewards and Performance .4 Attitude towards Change and Performance .5 Information Management & Communication and Performance .6 Inspection & Supervision and Performance .7 Consensus and Performance. 70 CHAPTER III – METHODS AND MEASUREMENTS. 75 luan an vi 3.4 SUMMARIZE HYPOTHESES OF RESEARCH MODEL .5 DATA COLLECTION PROCEDURES .2 Data collection procedure.

SUMMARY OF SCALES. PRELIMINARY RESEARCH RESULT .2 The exploratory factor analysis - EFA result. 87 CHAPTER IV – DATA ANALYSIS AND RESEARCH RESULTS .1 General of local government organizations in HCMC: .2 Overview positions of LGOs in HCMC .3 Summary of survey’s respondents: .3 ASSESSMENT OF MEASUREMENT SCALES. Reliability test results .2 Assessment of measurement scales using Exploratory Factoring Analysis (EFA) .3 Assessment of measurement scales using Confirmatory Factoring Analysis (CFA) .4 DISCUSSION THE ANALYSIS RESULT :.

127 luan an vii 4.1 Discussion about the research model and more details of each factor measurement scale .2 Discussion about the test hypothesis results .2 SUMMARY OF RESEARCH FINDINGS .3 CONTRIBUTIONS AND IMPLICATIONS .2 New measurement scales’ contributions .4 LIMITATIONS AND FURTHER RESEARCH DIRECTIONS. 137 LIST OF PUBLICATIONS. 156 APPENDIX 1 – SUMMARY OF REVIEWED ORGANIZATIONAL DIAGNOSIS MODELS. 156 APPENDIX 2 – QUALITATIVE RESEARCH SCRIPT.

159 APPENDIX 3 – LOCAL GOVERNMENT FUNCTIONS in VIETNAM. 181 APPENDIX 4 – QUESTIONAIRE IN VIETNAMESE. 185 APPENDIX 5 - MEASUREMENT SCALES IN ENGLISH, VIETNAMESE (BEFORE AND AFTER TEST RESULTS) AND CODING DATA. 191 APPENDIX 6 - PRELIMINARY RESEARCH RESULTS.

198 APPENDIX 7 - MAIN RESEARCH RESULTS. 212 luan an viii ABBREVIATIONS EFA Exploratory Factoring Analysis CFA Confirmatory Factoring Analysis SEM Structural Equation Model OD Organizational Development GO Government Organization LGO Local Government Organization ODM Organizational Diagnosis Model ODMs Organizational Diagnosis Models HCMC Ho Chi Minh City TQM Total Quality Management QFD Quality Function Deloyment PDCA Plan-Do-Check-Action CCMS Customer Complaint Management System SOE State-Owned Enterprise NSOE Non State-Owned Enterprise TPC Technical Political Cultural QWL Quality of Worklife NPM New Pulic Management USA United State of America UK United of Kingdom luan an ix LIST OF TABLES Table 2.1 - Summary of mentioned Organizational Diagnosis Definitions.2 – Summary some main characteristics of special municipal HCMC.3 - Summary components of mentioned Organizational Diagnosis Models .4 - Summary the characteristics discrepancies of business enterprises, public sector orgnizations and local government organizations .1 - Summary of hypotheses to be tested .2 - Summary of scales for eight constructs in theoritical model.3 – Result of scale reliability tests in preliminary research .4 - Result of EFA in premilinary research (for each construct).1 – The LGOs in HCMC and designed survey sample.2 – Summary of sample’s characteristics …………………………………….3 – Reliability Statistic Test Result of Leadership Construct .4 – Reliability Statistic Test Result of Relationship Construct …………….5 – Reliability Statistic Test Result of Rewards Construct .6 – Reliability Statistic Test Result of Change toward Attitude Construct .7 – Reliability Statistic Test Result of Information Management and Communication Construct .8 – Reliability Statistic Test Result of Inspection and Supervision Construct .9 – Reliability Statistic Test Result of Consensus Construct .10 – Reliability Statistic Test Result of Performance Construct .11 – The total variance explained of 8 constructs.12 - Results of joint factor analysis for 8 scales measurement .13 – Factor Correlation Matrix. 110 luan an x Table 4.14 - Summarize of model fit index .15 – Summarize of theoritical model fit indices ……………………….16 – Summary of convergent validity and discriminant validity.17 – Summary CFA results : .18 – Summary of SEM model fit result .20 - Summary of hypothesis test statistics .21 – Impact ranks of each component to Performance. 129 luan an xi LIST OF FIGURES Figure 2.1 - Organizational structure of local government according to the Law Organizing Local Government (2015) .2 - Study plan of this dissertation .3 – Research Model …………………………………………………………60 Figure 3.1 – Diagram CFA result of research model .2 – Diagram SEM result of research model.

123 luan an xii ABSTRACT ----------- Organizational Diagnosis Model (ODM) is a rather new approach in developing countries, especially in the public sector and local government organizations (LGOs) of these countries such as Vietnam. Through the literature review, we recognized that most of the researches suggesting ODMs in business enterprises, little researches is mentioning ODM in the public sector and LGOs. So, we try to solve this matter. By qualitative and quantitative research methods, we proposed an ODM framework that concluded 07 independent variables, such as Leadership, Relationship, Rewards, Attitude towards Change, Inspection & Supervision, Information Management and Communication, and Consensus which impact to Performance of LGOs (dependent variable).

The findings of this research obtained 02 contributions in theoretical and practical aspects: (i) propose an ODM in the case of LGOs; (ii) suggest Consensus component in ODM of LGOs in Vietnam, this is a new factor which has not mentioned in previous researches in ODM theory; (iii) propose the scale measurements of eight variables as mentioned above in case of LGOs. Keywords: Organizational Diagnosis Model, Performance, Local Government Organizations, Consensus. luan an 1 CHAPTER I – INTRODUCTION ---------- 1.1 ORGANIZATIONAL DIAGNOSIS MODEL Organizational diagnosis is one of the steps to improve organizational performance. In order to change organizational behavior, the current status of organizations needs to be diagnosed.

Organizational diagnosis means apart of organization development. Cummings & Cummings (2014) proposed diagnosis is an action that belongs to the fundamental dictum of organizational change. Organizational diagnosis theory has been popular in many countries since the 1950s up to now. There are a lot of organizational diagnosis model (ODM) among academics and practitioners, such as Kurt Lewin’s Force Field Analysis (1951), Leavitt’s Diamond Model (1965), Open System Theory (1966), Likert’s System Theory (1967), Weisbord’s Six Box Model (1976), Nadler & Tushman’s Congruence Model Framework (1977, 1995), Mc Kinsey Framework (Peter & Waterman, 1981-1982), Tichy’s Technological Political Culture Framework (1983), High-Performance Programming Framework (1984), Individual and Group Behavior Diagnosing Framework – Porras & Anderson, Harrison (1987), Cause and Effect Model – Burke Litwin (1992), Falletta’s Intelligence Model (2008), Semantic Network Model (2014), etc.

According to Rosenbaum, More and Steane (2018) Organizational diagnosis theory emphasizes 2 categories, including (i) steps to diagnose and (ii) structural component. Almost all researches mentioned above from the literature review focused on the second category: the structural component. However, the case of enterprises has been studied in this researches. (1) Weisbord (1976) identified the general characteristics of organization not type of organization, 6 variables as “6 boxes of organizational characteristics of organization, including (i) Purposes, (ii) Structure, (iii) Rewards, (iv) Helpful Mercharnisms, (v) Relationship, and (vi) Leadership interacting each other in an organization.

This is the luan an 2 original ODM to diagnose some characteristics of the organization in general, but specific characteristics of LGOs had not mentioned and how to affect organizational performance has not been proposed. (2) Nadler – Tushman ‘s Congruence Model (1977) clarified the type of organization in his research and mentioned a transformation process much clearer compared to the research of Weisbord (1976) by depicting the transformational process from inputs (environment resources history) to outputs (organization group individual) affecting each other and following the transformation process including 4 variables: (i) informal organization, (ii) formal organization, (iii) individual, and (iv) task interacting among them. (3) Preziosi (1980) supplied the questionnaire (35 items) that has developed from the Model Six Box of (Weisbord, 1976), and mentioned one additional factor: Attitude towards change. This is the grounded theory for mentioning apart of the questionnaire in this research, but adapting the case of LGOs modified for being more appropriate.

This is considered as one aspect of research gap that needs to explore in this study because up to now a framework has not been developed to diagnose organizational performance and its activities in each factor: structure, purpose, leadership, rewards, relationship, even helpful mechanism and attitude towards change of employee who work for LGOs. (4) The McKinsey’s 7S Framework (1981-1982) presented more details some aspects of organizational characteristics, including 7 elements : (i) Style, (ii) Staff, (iii) Systems, (iv) Strategy, (v) Structure, (vi) Skills, and (vii) Shared values (in the middle of framework, affecting to the six remain elements; besides, 4 soft elements contain: Style, Skill, Staff and Shared Values; and 3 hard elements contain: Systems, Strategy, and Structure. In the case of LGOs how to measure these factors scale measurement has not been set and mentioning a scale measurement of each factor is very complicated and luan an 3 there has had no existence from a literature review and the result of scale measurement reliability and effectiveness could not be checked and tested. These factors are the input - environment history resources, and they have strongly impacted, and the output is performance or the impacting of these factors to the human factor (impact on people).

This ODM emphasized the process of organizational diagnosis, but some dimensions are new components that needs to notice in real condition in comparison with previous researches (time frame, communication, perspective, development, planning, management, motivation), these dimensions are very necessary for diagnosing but how to measure, clarify, definite specific and clearly is extremely hard to do this. For example, the time frame for doing something can be measured in an organization, but not the time frame of an organization; or we think that development dimension which Nelson & Burns (1984) mentioned, but development is a basic goal of any organization, how to develop organization by and which methods, strategy, plans, etc that require to be analyzed very carefully, if not that lead to trouble to diagnose and improve performance and activities of an organization. (7) Porras & Robertson, Harrison (1987) discussed the Individual and Group Behavior Diagnosis Model in more detailed than previous ODMs. This model not only measured luan an 4 behaviors at individual, group, and organization level1, but also diagnosed inputs and outputs of all three levels.

However, this one is extremely hard to measure in the case of government organizations when taking the survey in case of LGOs in Vietnam, that have some special and different characteristics in comparison with other countries (political regime, lawful system, cultural features, economy features, etc). This is the first reason that this study needs to deeply researched. These are overviewing ODMs in previous researches in general.