Promoting the Role of Members in Building School Organizational Culture

resources involved in the process of building school organizational culture and predicting the results of the school when carrying out activities to build school organizational culture. Planning is the step that lays the foundation for the next management steps.

* How to implement the measure

- Develop a plan that fully demonstrates the work that needs to be done when building a school organizational culture. Before that, it is necessary to survey the current state of the school's organizational culture, collect necessary information about the needs and desires of members in building a school organizational culture. From there, filter out the necessary information to serve the planning activities.

- Based on the vision and mission of school development, set out the goals and objectives of the plan to build the school's organizational culture. The goals and objectives of the plan must follow the direction of the vision and mission and at the same time demonstrate all the core cultural values of the school. On the other hand, measures must be proposed to build new cultural values, aiming at the future development goals of the school.

- Adjust the contents of the plan to suit changes in the school's internal and external environmental conditions. The plan must be flexible and appropriate, but still ensure consistency and consistency in the direction of developing measures.

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- Design specific tasks for each subject in the plan. Quantify the amount of work that needs to be done when the school culture building activity takes place. Resolutely do not allow shirking of responsibility when assigned, so the plan must clearly assign responsibilities to each organization and individual involved. Expect the results to be achieved, and provide a method for evaluating each activity.

- Regularly update the school development content to add to the plan. The plan to build school organizational culture must be linked to the school development plan. The content in the plan to build school organizational culture is specified from the school development content. To avoid

The misdirected plan needs to be worked through by most of the members involved in the issue of building school organizational culture.

3.2.3.3. Implementation conditions

School leaders and managers must consider planning as a necessary task and decide on the management activities to build the school's organizational culture. Management capacity and leadership qualities are necessary conditions when implementing this measure. In addition, the plan must be continuously updated and improved.

Establishing a back-channel of information helps the planning process to have more information about each activity in the school. Mobilize the intellectual participation of members in setting goals in building the school's organizational culture.

3.2.4. Promoting the role of members in building school organizational culture

3.2.4.1. Purpose of the measure

To maximize the participation of members in building school organizational culture. At the same time, create a united and unified collective in implementing school organizational culture building.

Enhance self-awareness, personal awareness, and responsibility of each member in building school organizational culture.

Share and decentralize school management to each member through assigning responsibilities and sharing benefits with them.

3.2.4.2. Content and method of implementing measures

* Content of measures implementation

All members of the family, regardless of their position, are a factor contributing to the creation of the school's unique appearance. Specifically, in the issue of building a school's organizational culture, the collective strength of most forces in the school is needed above all. However, while promoting collective strength, it is also necessary to emphasize the individual role of each member. Because the intelligence of individuals, when promoted at the right time, will create the driving force for school development. In short, promoting the active role of members in the school is to ensure the promotion of the role of each member and at the same time promote the strength of the whole collective in activities.

building school organizational culture

* How to implement the measure

- School managers plan to assign tasks to each member in the school. Especially for members who play an important role in implementing activities to build school organizational culture, their tasks need to be clearly defined to avoid overlapping tasks. Each individual, after being assigned a task, must be notified of the following task assignment table to arrange teaching and personal plans. When assigning tasks to individuals, managers must base their assignments on their conditions, qualities, and appropriate abilities. It is necessary to pay attention to the influential role of each key individual in the "informal group". To do this, managers must be able to observe and evaluate the relationships of individuals in their organization.

- Implement the management method in the direction of decentralization thoroughly. Decentralization of management is one of the ways to promote the responsibility of each individual in the collective. Because when decentralizing, it means that managers and leaders are sharing power as well as their responsibility and power. Therefore, each individual feels respected and responsible for his or her work. Decentralization in management is also a positive cultural value, suitable for the requirements of building school organizational culture in the current period. Therefore, implementing decentralization well means that managers are contributing to building school organizational culture well.

- Create conditions for staff and teachers to study and improve their professional qualifications. Encourage them to participate in collective and social activities to demonstrate their individual roles in those activities. In addition, ensure equality in enjoying benefits within the team. Implement measures to set examples for individuals with outstanding achievements in teaching, scientific research and study.

- Regularly check, urge and remind about training and education work in the school. Compare with the task assignment table of each individual, each department and division to evaluate the ability to meet the work requirements of the members.

3.2.4.3. Conditions for implementing measures

Create a task assignment table that is appropriate to the roles and responsibilities of each individual and the reality of the school. Establish a consistent management information system throughout the school to ensure the effective decentralization process.

Create a friendly, positive, proactive, respectful and trusting working atmosphere. Organize training and development classes, exchange and learn from experiences. Strengthen cooperation with forces and social organizations outside the school. Especially participate in professional competition activities in the pedagogical sector so that each individual can promote his or her personal capacity.

3.2.5. Innovate appropriate inspection and evaluation processes for school culture building activities

3.2.5.1. Purpose of the measure

Check and evaluate to promptly detect unreasonable issues of activities to make timely adjustments to minimize negative consequences.

Checking and evaluating help establish a system of information from members to managers to help them determine the current status of activities. Correct and systematic checking and evaluation will promote the working ability of members.

Appropriate testing and evaluation will provide a comprehensive picture of the current state of school organizational culture in order to have better solutions.

3.2.5.2. Content and method of implementing measures

* Content of the measure

Inspection and evaluation must be carried out throughout the process from the time the activity is carried out. Inspection and evaluation must be appropriate to each content. Managers must develop a specific inspection and evaluation plan for the issue of building school organizational culture. Qualitative and quantitative results must be presented simultaneously.

* How to do it

- Make a plan for inspection and develop evaluation criteria. The plan must be based on the actual activities of the school. Collaborate with other members to develop the most specific and appropriate inspection and evaluation to maximize the effectiveness of inspection and evaluation activities.

- Develop a system of evaluation criteria suitable for the activities of building school organizational culture. The evaluation criteria system must be determined on the basis of suitability for each activity, demonstrating quantitative and qualitative characteristics. After designing the evaluation criteria system, it must be tested and tested in practice. An effective evaluation criteria system must ensure objectivity, practicality and comprehensiveness.

- Mobilize cooperative forces for the inspection and evaluation process to achieve the best results. Establish inspection and evaluation teams with expertise, ethics and qualities to carry out inspection and evaluation tasks. Each officer performing the task must commit to ensuring accuracy, objectivity and transparency.

- After completing an inspection and evaluation process, it is necessary to conduct a report and draw lessons. The report on the inspection and evaluation process must show the results, strengths and weaknesses of the inspection and evaluation process. Managers are responsible for reporting the results of the inspection and evaluation to all members of the school so that they are informed about the implementation of their tasks.

- It is necessary to conduct training on professional qualifications and inspection and evaluation skills for members involved in inspection and evaluation work.

3.2.5.3. Conditions for implementing measures

The ability of managers to organize and direct while planning, organizing and completing inspections is a necessary and sufficient condition for implementing measures to achieve results.

Coordination of organizations and unions in the school. Facilities for testing and evaluation activities must be fully guaranteed. System

Full management information, meeting information requirements for the inspection and evaluation process.

3.2.6. Creating a favorable environment for activities to build school organizational culture

3.2.6.1. Purpose of the measure

Ensure that cultural building activities in schools take place in a synchronous and unified manner.

Create the best conditions in terms of facilities as well as spiritual environment to maximize the school's internal strength in building culture.

Enlist the support of external stakeholders to participate in the process of building culture. Create a unified and reasonable policy mechanism in a democratic and friendly school environment so that members can actively contribute to the activities of building school organizational culture.

3.2.6.2. Content and method of implementing measures

* Content of the measure

Building a favorable environment for the school's organizational culture building activities to achieve optimal results means ensuring the conditions of facilities and technical equipment, at the same time building a reasonable policy mechanism, building relationships inside and outside the school in the process of managing and building the school's organizational culture.

* How to implement the measure

- Develop a plan for using the school budget and a plan to mobilize capital from local people and contributing organizations. This plan must be included in the school's financial plan and must be developed from the beginning of the school year. The plan must be detailed and specific to each content so that it is not wasteful. Managers must determine the allocation of funds that need to be focused on equipping and repairing facilities, sanitary facilities, equipment for training and teaching, repairing traditional rooms, lecture halls, libraries, and functional rooms. Reasonable arrangement of the school's common space, adding necessary tools to enhance the aesthetics of the school. Investing in

Design logos, slogans, banners for major holidays. Build budgets for competitions, seminars, awards and competitions.

- Cooperate with local authorities, departments, unions, and social organizations in propaganda and support activities to build organizational culture in schools. Convey to forces outside the school the importance of building organizational culture in schools. At the same time, mobilize financial investment capital from local authorities, social organizations, alumni forces, businesses, etc. However, in the process of implementing activities, it is necessary to ensure educational factors and transparency. Supported financial resources must be managed, used reasonably and made public to the collective.

- Develop a reward and competition policy mechanism to ensure recognition of the contributions of individuals and organizations in the activities of building school culture. This will motivate members to make more efforts in their activities. Conduct statistics on the contributions of individuals and organizations during the school year and organize rewards and recognition.

- Exchange with other professional schools in the work of building school organizational culture to learn from their experiences and at the same time increase relationships with them. Each manager in charge of each department, faculty, and professional group has his/her own plan for exchange activities of the unit under his/her charge and then submits it to the school's Board of Directors.

3.2.6.3. Conditions for implementing measures

Managers must have a plan for using the school's budget and funds.

The school's cooperative relationship with external forces must be regularly strengthened. Management staff must proactively build and create friendly, trustworthy relationships between the school and the people, community, businesses, social organizations and other schools. Unity and solidarity of all staff, teachers and employees in the school.

3.3. Results of testing the feasibility and urgency of the measures

3.3.1. Purpose of testing

Survey on the approval of the subjects participating in the assessment of the level of

Design and feasibility of management measures to build school organizational culture of management staff of Hoa Hong kindergarten, Cau Giay district, Hanoi.

Test the correlation between the urgency and feasibility of the measures proposed above.

3.3.2. Test subjects

School management staff: 03 Teachers: 17 people.

3.3.3. Test content

A study on the urgency and feasibility of management measures to build organizational culture at Hoa Hong Kindergarten, Cau Giay District, Hanoi. Including 6 measures:

Measure 1: Raise awareness among school staff about the importance of building school organizational culture.

Measure 2: Design the content of building school organizational culture in accordance with the school's development strategy in the current period.

Measure 3: Plan to build a school organizational culture that meets the school's immediate and long-term development goals.

Measure 4: Actively promote the role of members in building school organizational culture.

Measure 5: Innovate appropriate inspection and evaluation processes for school organizational culture building activities

Measure 6: Create a favorable environment for activities to build school organizational culture

3.3.4. Test results

3.3.4.1. Results of testing the urgency of measures

To have a scientific basis for the research problem, we conducted a survey and solicited opinions on the necessity of management measures to build school organizational culture for managers, teachers and staff of Hoa Hong Kindergarten, Cau Giay District, Hanoi, proposed with four levels: 1- Not urgent; 2- Less urgent; 3- urgent; 4- Very urgent.

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