To encourage and manage senior staffs go through encouragement project in ZIM A4 DG centre.doc

to encourage and manage senior staffs go through encouragement project in zim a4 dg centresubmitted by (dong qiang)student id number (091085150003)supervised by (shang guan feng yu)a paper submitted in partial fulfillment of the requirements of the degree of bachelor of artsthe institute of online educationbeijing foreign studies university摘要zim在全球有4个危险品管理中心。a4 dg centre负责亚太区域的危险品装船前的审批，2007年在深圳成立，直接隶属于香港的a4总部的操作部。a4 dg centre只有6位员工，以操作了超过全公司40%的危险品的成绩闻名。受2008-2009年全球金融风暴影响，zim作为航运业的一员2009年度巨额亏损，公司政策紧缩，新员工受到裁减，在职员工的福利待遇削减，双薪、奖金取消，无薪假期也开始执行，员工都努力的工作以保住职位。2010年公司的福利待遇缓慢恢复，但无法与特例中远，中海的5%的加薪相比，中心的两名主管amber和marco的期望超出了当时公司的水平，所以对公司失去信心，工作消极，工作时间做一些无关的事情，常在办公室里发牢骚，不帮两位新同事，有时在假期不回紧急的邮件，为两位新同事做出了不好的榜样，影响了中心的工作氛围和顺利运作，近期a4 操作部领导准备安排中心拓展业务到特种箱的审批并将提升中心的地位并附以相应的待遇，根据调查特种箱和危险品箱在一年内预计增长15%-20%。在业务拓展之前，必须要解决中心目前的问题，我作为高级主管负责资深员工的激励计划，使他们重燃工作热情，并借此提升两位新同事的工作能力，清退不符合新要求的员工，使中心运转顺畅如昔。在2011年1月开始计划，通过谈话、dg培训、职业发展和行为规范课程、使员工参与管理、使用员工调查问卷、swot分析等一系列的措施来实施项目，并通过分析员工工作量来重新分配工作，并通过调整薪酬、改变管理方法、鼓励员工自我提升、承担责任等来提高员工的工作热情，经过前中期严格执行和调控，使原来工作量低的员工的工作量有2%到4%的增长，员工的能力提高了，并经过5月初的员工反馈卷来检验项目设计的成果，除了amber仍有负面反应外，其他员工对目前的状况表示满意，并对未来表示了积极进取的态度，在我们考虑如何清退不符合未来发展要求的amber时，她以个人理由自动辞职了，根据以上的结果，达到了最初的项目设计的预期效果。通过本次项目，不仅员工的工作热情重新点燃，工作能力有了提高，而且中心的管理水平也有了一定提高，对员工、本人和中心的未来发展有着积极的促进作用。关键词： 工作消极；业务拓展；提升；重新分配；重燃工作热情abstractthis ba degree paper presents a detailed report on the improving staffs energy in work. zim had big loss in 2008-2009 global financial crisis, most employee welfare had been stopped, double pay and bonus as well. some new comers were cut down, and rest staffs all had tens days no-pay leave, everyone took very seriously in work for afraid lost ones job. the company policy slow back to normal level in 2010, but two supervisors (amber and marco) lost the confidence for zim with lack energy in work, which make a4 dg centre not run smoothly and bad sample for two coordinators too. a4 headquarter leaders decided to expand a4 dg centre business to special cargo in future with improving condition, situation and salary of a4 dg centre in a4 area according to hypothesize workload of dg and special cargo will increase 15%-20% within one year . before that, the current problems must be fixed with the project that will reload the senior staffs energy in work and also improve two coordinators ability, eliminate unsuitable member from the team to make a4 dg centre run smoothly as pervious time. we go through conversation, dg training, professional development and conduct course, intending staffs to management, questionnaire, swot analysis etc ways to make the project to truth, and also analysis the workload of staffs in order to rearrange the services, and improve energy in work with adjust the salary, change management way, encourage staffs improved themselves, entrust more responsibility. the project had spent four months from january 2011 to april 2011. we achieved our goal of staffs increasing workload rate by 2% to 4%, unsuited staff amber left with personal reason. all that shows the project has been successfully implemented.key words: lack energy in work; expansion business; improving; rearrange; reload energy in worktable of contentspages1. project introduction 2. project problem identification and analysis 2.1 project problem 2.2 problem analysis3. project objective and hypothesis 3.1 project objective 3.2 project hypothesis4. project rationale 4.1 4.1.1 4.1.2 4.1.3 4.2 4.3 5. project design 5.1 5.2 5.3 6. project implementation 6.1 6.2 6.3 7. results and discussion 7.1 7.2 7.1.1 7.1.2 7.1.3 7.3 8. conclusionbibliographyappendix i. meeting logappendix ii. dg training comment formappendix iii. questionnaire on situation and business expansion survey for a4 dg centreappendix iv. feedback on ending project survey for a4 dg centreto encourage and manage senior staffs go through encouragement project in zim a4 dg centre1. introductionzim a4 dg centre was founded in 2007 in downtown shenzhen in shenzhen branch. it is an important department that directly report to headquarters operation department in hong kong, which handle over 40% dangerous cargo in whole company with only have six members. fm 2008-2009 global financial crisis and its continuing impress to the first half year of 2010, unfortunately zim had big loss as other shipping line companies faced same problem. during this time, most employee welfare had been stopped in zim as well, double pay and bonus as well. some new comers at common department were cut down, and rest staffs all had tens days no-pay leave following company saving cost policy. all income had been declined 15% average. all mentioned employee welfare and salary slow started back normal in the second half year of 2010. but for other two shipping line as china shipping and cosco already 5% wage growth before global financial crisis. however, the two companies can be considered as special cases as both of them are state-owned enterprises that couldnt follow the most of shipping lines all over the world. beyond someones expectations, amber and marco lost the confidence for zim and began lacked their energy in work after heard the news from above two companies, so the mentioned problems began happen, which make a4 dg centre not run smoothly and bad sample for two coordinators too. a4 headquarter leaders decided to expand a4 dg centre business to special cargo in future with improving condition, situation and salary of a4 dg centre in a4 area according to hypothesize workload of dg and special cargo will increase 15%-20% within one year. before that, we decided to carry out a research project to the current problems.2. problem identification and analysis2.1 project problemthe problem i am facing is that how to reload senior staffs energy in work, what we can provide based on needs and wants, what they need to amend their attitude, and feedback on the results after project, how to eliminate unsuitable member from the team, then make a4 dg centre run smoothly as pervious condition in the began two years. it is important to the business performance of our centre, and also important in my role as competent middle level administrator.2.2 problem analysisto completely fix the problem of senior staffs i have conducted a series of analysis including a current situation analysis, analysis on needs and wants related to the concerned problem and a swot analysis showing zim a4 dg centres business advantages and disadvantages.current situation analysis of zim a4 dg centrel physical resourceszim a4 dg centre was founded in 2007 in downtown shenzhen in shenzhen branch. it is an important department that directly report to capt. gadi, the director of zim a4 headquarters operation department in hong kong, and financial under shenzhen branch control. the direct leader is duty director capt. alfred.l financial statuszim a4 dg centre is an internal group in zim a4 company, all its business related to in-company, partners dg on zims vessel and zims dg on partners vessel. according to its role in company it doesnt have any income just has normal office cost, human salary, training cost and trip cost sometimes. l human resourceszim has four dg centres around 40 employees in the entire world, a1 and a2 dg centre in europe, a3 in america, a4 in asia pacific region. most of members in dg centre are excellent professional background in dangerous cargo. a4 dg centre is most important centre, which handle over 40% dangerous cargo in whole company but only have six staffs and also was one of excellent group in whole company.dangerous goods handling experience before joined zim a4 dg centrenamemax chanpaul dongamber qinmarco yangjayce zhaoclaire jiangyears5521.50.50l pest analysisfm 2008-2009 global financial crisis and its continuing impress to the first half year of 2010, unfortunately zim had big loss as other shipping line companies faced same problem. during this time, most employee welfare had been stopped in zim as well, double pay and bonus as well. some new comers at common department were cut down, and rest staffs all had tens days no-pay leave following company saving cost policy. all income had been declined 15% average. all mentioned employee welfare and salary slow started back normal in the second half year of 2010. but for other two shipping line as china shipping and cosco already 5% wage growth before global financial crisis. beyond someones expectations, amber and marco lacked their energy in work after heard the news from above two companies, so the mentioned problems began happen. however, the two companies can be considered as special cases as both of them are state-owned enterprises that couldnt follow the most of shipping lines all over the world. as a result, a4 dg centre is facing both opportunities and challenges.to cope with the potential development of the dg and special cargo market, a4 dg centre must take action to solve the mentioned problems. if not, a4 dg centre will have big problem on effective.needs and wants analysisfor two senior staffs amber and marco, they had common needs who expect all employee welfare, double pay and bonus back to normal. this expectation same as all staffs requirement can be fully accepted as company economic and policy back to normal level. amber often wanted cut down workload, and shes always grousing about the workload. she also wanted pay rise and was bucking for a promotion several times. after checked her workload (workload level: paul: 49% including two new services, amber: 22%, marco 20%, jayce: 6%, claire: 3%) and on her job performance reviews (few little mistake and missed few emails in two months), max regretted to refuse her wants in tactful language after several times long conversation with her. marco wanted pay rise two times too, and wanted have long continued annual leave for personal travel in busy season, max rejected that with careful consideration. finally, he applied an application to max for a transfer to marketing department but railed due to lack marketing experience. max asked him to reconsider his wants as in dg centre also be a good job for him.swot analysesbased on the results of situation analysis and needs and wants analysis of the zim a4 dg center, the author came up with the following swot profile: strengthsweaknesses well known group with well done handling records good management strong support from a4 headquarter small but competent organization highly authoritative and professional team high work efficiency a4 headquarter support to improve condition and situation of a4 dg centre with suitable treatment senior staffs lacked their energy in work lack for dg training lack participation in management awareness salary unsuitable for the position new comers without dg experience need long time training lack of experienced human resource lack of completely elimination institution opportunitiesthreats a4 headquarter support a4 dg centre to expand its business boundary increase of market capacity led to more control power global financial crisis bring to dg centre team member update opportunity huge workloads make heave pressure on mind incompletely system reduce the work efficiency possible increase in salary puts pressure on cost other company dg centres human resource demand in narrow circlezim a4 dg centres final goal is to fix the first weakness, namely to go through senior staffs encouragement project to bring back senior staffs energy in work and eliminate unsuitable person from team. to achieve this goal, zim a4 dg centre needs to deal with all of its weaknesses as well as some threats. if zim a4 dg centre can well use its strengths (strong support from a4 headquarters，highly authoritative and professional team, improving condition) and catch some opportunities (a4 headquarter support a4 dg centre to expand its business boundary, increase of market capacity led to more control power), avoid some threats (huge workloads make heave pressure on mind, incompletely system reduce the work efficiency), overcome all of its weaknesses.zim a4 dg centre will definitely improve its business.this project is to define the key factors fixing the a4 dg centres present situation.to review members workload in hand seems to be a good start. rearrange all staffs workload will ensure fair and balance in team go through our project. based on research of the needs and wants analysis of seniors staffs, the project will plan a series of encouragement measures to reload their energy in work, what we can provide based on needs and wants, what they need to amend their situation, and feedback on the results after project, eliminate unsuitable member from the team, then make a4 dg centre run smoothly as pervious condition in the beginning two years.3. project objective and hypothesis3.1 project objectivethe problem i am facing is that how to reload senior staffs energy in work, what we can provide based on needs and wants, what they need to amend their attitude, and feedback on the results after project, how to eliminate unsuitable member from the team, then make a4 dg centre run smoothly as pervious condition in the began two years. it is important to the business performance of our centre, and also important in my role as competent middle level administrator.3.2 project hypothesisthe workload statistics has shown that a4 dg volume have become the first dg centre in the whole company. and the amounts of dg volume have increased 5% in the past 3 years in china. and a4 headquarter supported a4 dg centre to expand its business boundary from only focus on dg to special cargos including o.o.g container, reefer container, and steel coil stuffed into general container in the near future. so a4 dg centre will become more and more important department in a4 area, and our a4 directors of ops capt. gadi and capt. alfred consider to improve a4 dg centres condition, dg manager will equal to branch manager, senior supervisor will equal to branch important department manager, supervisor will equal to branch common department manager, coordinator will equal to branch supervisor. the salary will be changed later, max as hkg people wont in this project. for suitable the above change, there is reason for a considerable fixing the above mentioned problems within a couple of months. it is hypothesized that the expansion of the a4 dg centre business including dg and special cargos will bring an increase in workload 15% to 20% within one year according to the research from hfa headquarter that special cargo will be around 200 bookings per month in a4 area.4. project rationalefirst, why zim a4 dg centre need to do senior staffs encouragement project? the important of this project is not only reloading their energy in work but also deal with the some of its weaknesses in a4 dg centre. we can find serious problems absent in a4 dg centre due to the pervious analysis. in the other hand, the mentioned problems already influence amber and marcos working condition, and also affected the working efficiency and cooperative, compatible atmosphere in the team as well. however, it has been considered to improve our management level from the mentioned problems. so we did a research into their needs and wants, which analyzed what we can improve and what they should amend. we should adopt the new method of encouragement just as carnegie d state: if you and i will inspire the people with whom we come in contact to a realization of the hidden treasures they possess, we can do far more than change people. but at the beginning, we should let them know the goal, like carnegie d write in the book of the leader in you: give someone a real sense of purpose, the feeling that he or she is working for a valuable, mutually important goal. thats where true motivation comes from-motivation not just to go go through the motions of working, motivation to excel. second, we also consider the internal staffs equal employment opportunity as gary dessler write in the book of human resource management tenth edition: individuals who are covered under equal employment laws are protected from illegal discrimination, which occurs when individuals having a common characteristic are discriminated against based on that characteristic. (pg 147), and we will active manage our resources in hand just like john g millers book qbq the question behind: it is a waste of time and energy constantly complaining about what is lacking while not aggressively utilizing what is available. in a word, outstanding organizations and employees accomplish their work well utilizing available tools and resources. third, according to member of a4 dg centres feature, we will go through staffs intend to management, empower together with entrust heavy responsibility as yang dong writes in book of encourage employees, also go through training and development to encourage, and we will change the way of order something and use of praise instead of criticism as carnegie d write in the book of how to win friends and influence people how to stop worrying and start living: asking questions not only makes an order more palatable; it often simulates the creativity of the persons whom you ask; abilities wither under criticism; they blossom under encouragement.in additional, we will feedback the result of the project and eliminate unsuitable member from the team that we learned from john g millers book qbq the question behind: too much of turn-over is a bad thing, however, too litter is a problem as well, frankly speaking, organizations tend to retain