MANAGEMENT QUALITY FROM THE PERSPECTIVE OF THE PROVINCIAL - - PowerPoint PPT Presentation

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MANAGEMENT QUALITY FROM THE PERSPECTIVE OF THE PROVINCIAL - - PowerPoint PPT Presentation

Apr 11, 2024 187 likes •806 views

MANAGEMENT QUALITY FROM THE PERSPECTIVE OF THE PROVINCIAL COMPETITIVENESS INDEX (PCI) u Anh Tun General Director, Legal Department, VCCI Director of PCI Program Agenda 1. Overview of PCI 2. 2017 PCI Main Findings & Foreign

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MANAGEMENT QUALITY

FROM THE PERSPECTIVE OF THE PROVINCIAL COMPETITIVENESS INDEX (PCI)

Đậu Anh Tuấn General Director, Legal Department, VCCI Director of PCI Program

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Agenda

  • 1. Overview of PCI
  • 2. 2017 PCI Main Findings & Foreign Invested Enterprises (FIEs)

views of Vietnam’s Business Environment

  • 3. Management Quality through PCI survey results
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Overview of PCI

1

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Overview of PCI

  • What does the PCI measure? Actual provincial economic governance quality through

best governance practices already found in localities.

10 PCI Subindices

  • 1. Entry Costs
  • 6. Policy Bias
  • 2. Land Access
  • 7. Proactive Leadership
  • 3. Transparency
  • 8. Business Support Services
  • 4. Time Costs
  • 9. Labor Training
  • 5. Informal Charges
  • 10. Law & Order
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Size of the 2017 PCI survey

10.295

Domestic private enterprises Newly registered enterprises

2.003

A random sample stratified by province/city:

  • Legal form
  • Business sector
  • Firm age
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13 Years of PCI 2005-2017

105.000

Domestic private firms Foreign invested enterprises

12.263

1957 6319 6700 7820 9981 7300 7087 8169 8093 9847 10158 10037 12295 1165 1952 1540 1609 1533 1584 1550 1765 5000 10000 15000 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Số doanh nghiệp phản hồi qua các năm

Doanh nghiệp dân doanh Doanh nghiệp FDI 10295

10295

Number of Respondents over Time

Domestic Private Firms Foreign Invested Enterprises 1 out of every 5 firms in operation has responded to the PCI survey

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2017 PCI Main Findings & Foreign Invested Enterprises (FIEs) views

  • f Vietnam’s Business

Environment

2

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2017 PCI Map

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PCI and Core PCI

  • ver Time
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Improvement in Core Index between 2006 and 2007

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The 2017 Quality of Infrastructure Index and Improvements over Time

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The wealthiest and fastest growing locations are those that excel in both governance and infrastructure

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Foreign Invested Enterprises (FIEs) views of Vietnam’s Business Environment

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THE 2017 PCI-FDI

1765 FIEs respondents, from 46 countries and territories

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Legal Form

Registration as domestic company under Enterprise Law on the rise

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A positive trend toward higher-value- added products among FIEs!

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FIEs are mainly export-oriented

Question A14: Who are your customers?

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FIEs’ inputs are largely imported, but significantly declined in 2017

Question A16: Who are your suppliers of intermediate goods and services?

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The time needed to complete entry procedures is on the decline

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Burden of post-entry regulations in decline

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Informal charges on a downward trend

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Difficulty in recruiting skilled employees

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Only 31% FIEs are satisfied with labor quality

Scores of vocational training quality have not improved much over time

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Labor relations have improved

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Business confidence is growing!

Percentage of firms planning to increase the size of operations over the next 2 years (%)

Private domestic firms

Foreign invested enterprises

Business Thermometer

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Management Quality through PCI survey results

3

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The Shrinking Vietnamese Private Firm

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Growing Role of Private Sector in Economy

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The Puzzle of the Shrinking Vietnamese Firm

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Explanations for Declining Firm Size

  • Burdensome regulations
  • Poor quality infrastructure
  • Limited access to finance and land
  • Hidden barriers of lack of transparency and

corruption

  • All play some role, but all focus on the limitations
  • f the bureaucracy
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Could differences between firms make a difference?

  • Is management quality a limitation to firm growth?
  • Influential research program of Nicholas Bloom (Stanford

University) and co-authors has demonstrated in research around the world that better managers:

  • More productive
  • Exhibit greater growth
  • More likely to export
  • More likely to be connected to global supply chains
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Measuring Management Quality

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Measuring Management Quality: Performance Monitoring

What describes what happened in the past year when a problem in the production/service delivery process arose?

Examples: Finding a quality defect in a product or piece of machinery. Identifying a weakness in the capacity of employees delivering a service to customers.

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Measuring Management Quality: Performance Monitoring

In the past year, what best describes the use of data to support decision making at this establishment?

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Measuring Management Quality: Target Setting

In the past year, how many key performance indicators

  • f were monitored at this

establishment.

Examples: Metrics on production, productivity, costs, waste, quality, inventory, energy usage, employee absenteeism, delivery of goods or services

  • n time
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Measuring Management Quality: Incentives

In the past year, what was the primary way non-managers were promoted at this establishment?

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Distribution of Average Management Quality

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Who is a Good Manager?

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Management Quality by Legal Form

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Management Quality by Level of Education

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Management Quality by Main Customer

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Business Performance by Management Quality

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A one point change in management quality leads to…

Domestic Enterprises Foreign Enterprises

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The PCI Diagnostic Puzzle

Why are some governance reforms not appreciated/noticed by the business community? Could management quality make a difference?

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Transparency Indicators by Management Quality

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Results of Econometric Analysis

  • Re-calculated PCI at firm-level
  • Looked for correlation between firm’s management score and it’s

assessment of provincial governance.

  • Accounted for firm employment, investment size, sector, gender

and education of manager, and legal form.

  • Strong association between individual firm’s quality and the
  • verall PCI score it.
  • Strongly associated with transparency, informal charges,

proactivity, legal institutions.

  • Only weakly associated with entry costs and labor quality.
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Management and Bribery: Domestic Firms

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Management and Bribe Size

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Good Managers Don’t See Bribery as a Social Norm

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Final Thoughts

  • Major development challenge in Vietnam is the missing middle.
  • Governance reforms have made some progress, but more is

needed.

  • Policy has not really explored the firm side of the story.
  • We find that good managers are more productive, more export
  • riented, and demonstrate faster investment and labor growth
  • They are better prepared to take advantage of local governance

reforms.

  • Good managers are also less likely to bribe or see bribery as a

social norm.

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Conclusion

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Clear Policy Implication

We need to provide better training for the managers of Vietnam’s future.

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THANK YOU!

www.pcivietnam.vn www.pcivietnam.org