The emulation movement to implement office culture in military educational institutions in the past 5 years (2019 - 2024) has had a profound influence, bringing great value, and making an important contribution to the successful implementation of educational and training tasks in the Army. However, that result is only the first step and needs to be researched and promoted in the coming time.

Thoroughly grasping and implementing Decision No. 733/QD-TTg, dated 14 June 2019 of the Prime Minister on carrying out the movement "Cadres, civil servants, and public employees compete to implement office culture" for the period 2019 - 2025 and the guidance and direction of the General Department of Politics of the Vietnam People's Army, the movement "Cadres, lecturers, learners, staff, and soldiers compete to implement office culture" in military schools has been seriously implemented by Party committees and commanders at all levels with creative, practical, and effective solutions. Thereby, this movement has directly contributed to: building the leadership and management culture of Party committees, Party organisations, and command systems at all levels; building a culture of teaching and learning, and a culture of personality of cadres, lecturers, learners, staff, and soldiers in institutions; creating and developing civilised, progressive, healthy and rich cultural relationships, especially the culture of behaviour among teachers and learners, superiors and subordinates, and comrades based on the standards of "Uncle Ho's soldiers" in the new period. Besides positive results, the implementation process still has limitations, such as: some Party committees and commanders have not paid due attention to the quality and effectiveness of this emulation movement; the contents and forms of the implementation are not rich and lively; there is no connection between emulation and rewards; the work of reviewing, drawing experiences, building and replicating the role models of the emulation has not been paid due attention, etc.

Checking traffic safety at the Army Academy

In response to the requirement of building a system of smart, modern, regular, advanced, and exemplary military educational institutions in the new period, synchronous solutions, including those to improve the quality and effectiveness of the emulation movement, are necessary to implement office culture and motivate military schools to complete their tasks. This article discusses some solutions to implementing this movement with readers.

First, education should be enhanced to raise awareness and responsibility of organisations and forces in implementing this emulation movement. Office culture in general, and in military educational institutions in particular, is a broad category that is rich in content and includes several factors. Therefore, it is not easy to correctly and completely comprehend office culture and the effect of the emulation movement to implement office culture. In fact, many officers and soldiers simply assume that office culture in military educational institutions is only a culture of communication and behaviour in school activities, but they have not yet seen that office culture in military educational institutions is a system of synchronous and rich standard values. Thus, leaders and commanders at all levels need to actively propagate and disseminate so that all organisations and forces can grasp the content of the emulation of office culture in military educational institutions, including: Party culture of Party committees and organisations at all levels; management and operation culture of the command system at all levels; culture of advising, directing, guiding, and organising implementation based on the functions and tasks of functional agencies; teaching and learning culture of the teachers and learners; personality culture of teachers and learners, educational managers, along with the system of regulations and cultural landscapes in military institutions. To be effective, it is necessary to promote the responsibility of Party committees and commanders at all levels in leadership and direction; Party committees, Party organisations and commanders at all levels must clearly define their responsibilities in building a culture of leadership, management and internal activities at their levels. At the same time, it is also necessary to promote the responsibility of functional agencies, the core of which is the political agency and the team of political cadres in advising, directing, guiding, implementing and arousing the sense of responsibility of all cadres, lecturers, learners, staff and soldiers in carrying out the contents and emulation targets for implementing office culture, focusing on building the culture of teaching and learning, the culture of personality of teachers, learners and educational managers in military institutions with strong educational, exemplary and humane qualities.

Second, actively innovate the content and forms of emulation. The content of emulation to implement office culture in military educational institutions needs to be based on appropriate research and creative concretisation of the Party's viewpoints and policies on "building a system of cultural values ​​and standards for Vietnamese people in the period of industrialisation, modernisation and international integration", "valuing the building of culture within the Party and the state apparatus", "building civilised codes of conduct in public agencies". The content and criteria of emulation need to be directed towards building, developing, and perfecting a synchronous system of cultural values ​​and standards of personality of teachers, scientists, cadres, and learners with exemplary and typical values ​​of education, humanity and pedagogy. Each teacher and educational manager must always be a role model in terms of ethics, knowledge and passion for the profession. They should actively cultivate theoretical and practical knowledge and pedagogical capacity, and strive to meet the requirements of standardising the teaching staff of military institutions in the new period. Each student must thoroughly understand the goals and training requirements, combine the educational process with self-education to cultivate and strive to become both "red and expert" cadres. Along with that, the Party Committees, Party organisations and command systems at all levels in the institutions need to build a democratic and scientific leadership style; unify the principled, objective, scientific nature with the dynamic, creative, decisive and highly responsible nature in leadership and management activities. Uphold the spirit of "7 dares", the responsibility to set an example for the cadres and Party members; practice working methods and styles according to cultural value standards in the military pedagogical environment. At the same time, closely follow the practical activities of education, training, scientific research; build a regular, advanced and exemplary school to actively innovate the form of emulation, ensuring diversity and flexibility. Combine the emulation movement to implement office culture with the Emulation movement to Win and campaigns of all levels and sectors to create a vibrant, continuous, and widespread atmosphere in all school activities.

Third, build and replicate office culture models in military educational institutions. Emulation to implement office culture in military educational institutions is aimed at maintaining and developing all cultural values ​​in a special environment - the military pedagogical cultural environment. Generations of cadres, learners, staff, soldiers and pedagogical groups participate in teaching, learning, research, work and service for the cause of education, training, and scientific research to build regular, advanced, and exemplary military educational institutions. Hence, for building and replicating office culture models in the cultural environment of current military educational institutions, in addition to preserving and fostering the typical cultural values ​​of each institution, such as "Doctors are gentle mothers" of the "white-shirted soldiers" at the Military Medical Academy; "Brass feet, iron shoulders" at the Artillery Officer College; "Mastering the sky of the Fatherland" at the Air Defence - Air Force Academy, etc., it is also necessary to create and develop new cultural models to meet the requirements of building smart, modern institutions; building an elite, compact, strong Army to keep up with the development trend of society in the period of "building a digital cultural environment, suitable for the digital economy, digital society and digital citizens, making culture adaptable, regulating the sustainable development of the country in the context of the Fourth Industrial Revolution". Successfully implementing this solution would help the staff, lecturers and learners grow and develop, creating cultural marks in the career of training and fostering military cadres.

Fourth, closely combine “building” and “fighting”, emulation and rewards; regularly review and draw valuable lessons. This is a principle and experience drawn from the practice of organising emulation movements in the Army. Therefore, institutions need to attach importance to closely combining “building” and “fighting” in order to use “building” to “fight”, use “the beautiful” to “eliminate the ugly” and resolutely “fight” to “build”, resolutely “uproot weeds” to “harvest the golden”. Therefore, institutions must both attach importance to education, encourage the spirit of emulation to preserve, foster and promote good cultural values, and must be closely linked to the resolute struggle to prevent and filter out uncultured and counter-cultural manifestations, especially the manifestations: deviating from principles, lacking democracy in leadership, direction, management, and operation; negative aspects, and the artificial achievement in education and training; degradation of political ideology, ethics, lifestyle, violations of law and discipline; departure from the cultural tradition of "respecting teachers and valuing education",... among cadres, lecturers and learners. Along with that, the Party committees, commanders and political agencies in institutions need to implement the principle of closely combining emulation with rewards according to Uncle Ho's teachings: "emulation is sowing, rewards are reaping", "and rewards are also a way of educating and promoting". At the same time, carry out the work of review at each level, especially at the grassroots level, in order to correctly assess the results of implementing emulation contents and targets. Thereby, honouring, encouraging and motivating exemplary collectives and individuals, and promptly correcting limitations, especially in the awareness and responsibility of organisations and forces in implementing office culture.

The above discussion does not reflect all the issues raised in organising the emulation movement to implement office culture in military educational institutions. However, this is an open solution discussed with readers as a reference, aiming to create motivation to successfully complete the task of education and training in the new situation.

Senior Colonel, Dr. DO DUC GIANG, Academy of Politics