the new dhl the world wide express

8/11/2019 The New Dhl the World Wide Express

1/48

These are the first letters of the last names of the three companyfounders, Adrian Dalsey, Larry Hillblom and Robert Lynn.


2/48

In 1969, ust months after the !orld had mar"elled at #eil Armstron$%sfirst steps on the moon, the three partners too& another small step that!ould ha"e a profound impact on the !ay the !orld does business.

The founders be$an to personally ship papers by airplane from 'an (ranciscoto Honolulu, be$innin$ customs clearance of the ship%s car$o before theactual arri"al of the ship and dramatically reducin$ !aitin$ time in theharbour.

)ustomers stood to sa"e a fortune.

*ith this concept, a ne! industry !as born+ international air e press, therapid deli"ery of documents and shipments by airplane.

The DHL #et!or& continued to $ro! at an incredible pace. The companye panded !est!ard from Ha!aii into the (ar -ast and acific Rim, then the/iddle -ast, Africa and -urope. 0y 19 , DHL !as already present in 123countries and had 163,333 employees.


3/48


4/48

'ustainable de"elopment in"ol"es balancin$ economic, social anden"ironmental concerns and considerin$ future $enerations intoday%s decision4ma&in$. DHL is committed to addressin$

sustainable de"elopment as part of our core business practice andit is inte$ral to our corporate citi5enship !or&.

The o"erall $oal of our corporate citi5enship strate$y is tocontribute to sustainable de"elopment. Therefore, DHL does notha"e a separate document that describes our contribution tosustainable de"elopment 4 it is included in our corporateciti5enship !or&.

DHL

World wide express

Every second counts


5/48

1.A0 7T DHL


6/48

DHL is a $lobal e press ser"ice. DHL leads the international air

e press deli"ery industry in pro"idin$ state of the art technolo$y that $i"es

customers easy access in shippin$ and trac&in$ information. They pro"ide

their ser"ice door to door. In 1969 three friends 4 Delsi, Hibrum, Leining

faced the problem of shipment of documents and parcels in e portin$ and

importin$ businesses. To sol"e this problem they established DHL for s!ift

shipment and transportation of documents and parcels. Its first route !as

bet!een *est )oast of America and Ha!aii.

DHL has built an inte$rated $lobal infrastructure of aircraft,

"ehicles, data systems and more than 68333 employees !or&in$ around the

cloc& in DHL hubs, ser"ice centre and !arehouses. At present DHL do

business in countries o"er the !orld: In 0an$ladesh 8; employees are

!or&in$ for DHL. They ha"e a leadin$ 0est - press 'er"ice? for 1;th consecuti"e

year at the presti$ious Asian (rei$ht Industry A!ards @A(IA , 331.

Accordin$ to A/A) @AsiaBs /ost Admired )ompanies, 333 DHL has been

ran&ed 1st , securin$ 2.89 scores in terms of shippin$ and transport.

. HI'T RC


7/48

1969DHL founded by Adrian Dalsey, Larry Hillblom and Robert Lynn in 'an(rancisco.1971DHL e pands its net!or& rapidly and becomes a trusted partner of manycompanies. - pansion into the (ar -ast and acific Rim.1972'er"ices introduced in apan, Hon$ Eon$, 'in$apore and Australia.1974The first 7E office is opened in London. Flobally, DHL no! had


8/48

DHL in"ests 7'G 63 million in a ne! hub facility in 0ahrain.1998Deutsche ost becomes a shareholder in DHL.A ma or IT centre is opened in Euala Lumpur.1999DHL *orld!ide - press in"ests o"er 1 billion euros in a ne! state4of4the4art air car$o fleet in the -uropean and African net!or&.88 ne! 0oein$ 2;2'( car$o planes are ac uired+ these planes cut noise atta&e off by 22= and ) emissions by 1


9/48

"*e reco$nise that, today, bein$ a $ood corpociti5erate n is an importantpart of runnin$ a successful $lobal business, particularly since DHL operatesin almost e"ery country in the !orld. 0ein$ efficient in our use of resources 4!hether these are financial or operational 4 ma&es a ma or contribution tosustainability as !ell as helpin$ us to mana$e our business effecti"ely. As ane ample, it is important from a cost point of "ie!, as !ell as anen"ironmental perspecti"e, that !e increase the fuel efficiency of ouraircraft and "ehicles, and optimise route plans and loadin$. -fficient runnin$of the business $i"es us the capacity to use our net!or& to pro"ide help tothose that are in most need.JJohn Mullen, Chie !"e#u$i%e & i#er, DHL !"'ress (meri#)s, (si),!merging M)r*e$s


10/48

The primary focus of our -uropean corporate citi5enship acti"ities is thereduction of our en"ironmental impacts !ith the ultimate $oal of creatin$ asustainable transport net!or&. *e are currently aimin$ to achie"e thisthrou$h the de"elopment of our -n"ironmental 'er"ice ro"isions @or %$reen%transportation products and the on$oin$ introduction of en"ironmentalmana$ement systems. The latter includes the introduction of basicen"ironmental standards and tools at all our facilities and I' 18331 !hereappropriate. *e are committed to continually impro"in$ our performance andha"e already achie"ed I' 18331 certification at more than 33 -uropeanfacilities. It is our belief that these and our other pro$rams, includin$ thede"elopment of a climate chan$e strate$y, !ill allo! us to e ceed customere pectations and demonstrate DHL%s commitment to carin$ for theen"ironment.J+e$er ruse, Chie !"e#u$i%e & i#er, DHL !"'ress, !uro'e


11/48

DHL !ill !or& in partnership !ith customers and suppliers to deli"ersophisticated ser"ices and inte$rated lo$istics solutions ethically andsustainably. And as a $lobal lo$istics pro"ider !e belie"e it is ourresponsibility to share these s&ills !ith those in need in times ofemer$ency.J

r)n* (''el, Chie !"e#u$i%e & i#er, DHL Logis$i#s


12/48


13/48

The mana$ers at DHL study !or&ers performance, their informal ob

&no!led$e and e perience. They codify ne! methods of performin$

tas& from the result of the studies. They al!ays try to appoint the

ri$ht employee for the ri$ht ob. DHL has a "ery $ood payroll system.

They also offer "arious re!ards to encoura$e their employees. (rom

>-mployee pinion 'ur"ey, 331? !e come to &no! that DHLBs

employees are satisfied !ith their ob as !ell as pay system. 'o it can

be said that DHL follo!s ./. ) lor s +rin#i'les.

DHL strictly follo!s he heor o ure)u#r)# . In DHL e"ery

employeeBs authority, tas& responsibilities and its relationship to

other positions in the or$ani5ation is clearly specified @accordin$ to

>-mployee pinion 'ur"ey, 331? . Here personals occupy positions on

the basis of their performance. They &no! !hom to report and !ho

reports to them. A !ell defined system of rules, standard operatin$

procedures and norms e ist in the or$ani5ation.

DHL follo!s some of the ) ol s +rin#i'les. Its employees are

speciali5ed and they are di"ided to perform their ob accordin$ly.


14/48

/ana$ers ha"e the ri$ht to $i"e orders and the po!er to e hort

subordinates for obedience. /ost of the employees recei"e orders

from only one superior. The len$th of the chain of command is limited

thou$h there are many le"els in the mana$erial hierarchy. Authority is

decentrali5ed amon$ each le"el of mana$ement. 'atisfyin$ career

opportunities are pro"ided to the employees and they are also treated

!ith ustice and respect. The employees are allo!ed to be inno"ati"e

and creati"e. /ana$ers use a system to re!ard employees !hich is

e uitable for both employees and the or$ani5ation. This re!ard

$i"in$ system also encoura$es employees to stay in the or$ani5ation

for lon$er term !hich impro"e their indi"idual s&ills and also

or$ani5ational efficiency. In fe! cases DHL i$nores (ayolBs principle.

(or e ample some of their employees recei"e orders from more than

one superior.

heor is not applied as heor is appropriately applied in

DHLBs mana$ement process. Here !or&ers are re$arded as not


15/48

inherently la5y. It is also assumed that they !ill do !hat is $ood for

the or$ani5ation. /ana$ers create a !or& settin$ that pro"ides

opportunities for !or&ers to e ercise initiati"e and selfK

direction . The authority to employees is decentrali5ed and it is

assured that employees ha"e the resources necessary to achie"e

or$ani5ational $oals .

-mployees at DHL are !ell paid and !ell treated , at the same time

their mental satisfaction is also ta&en care of. (or e ample, a

birthday party is celebrated at the end of each month to !ish

those employees !ho !as born in that particular month. A

trainin$ pro$ram is also or$ani5ed !here increasin$ intimacy amon$

employees is one of the main perspecti"e. Thus DHL implies he

eh)%ior)l #ien#e heor to moti"ate their employees.


16/48

The essence of situation analysis is ta&in$ stoc& of !here the firm or

'er"ice has been recently, !here it is no!, and !here it is headed in the

li$ht of the or$ani5ationBs plans and the e ternal factors and trends


17/48

affectin$ it..It is especially done in t!o forms+4 - ternal -n"ironment and

The Internal -n"ironment. If an or$ani5ation has to stay in the business for

a lon$ time, than they has to consider both the factors of the situation

analysis.

Internal Factors:

Internal factors are those factor those that can be controlled by the

authority of an or$ani5ation. 'o, internal factors are related to the day4to4

day acti"ities of the or$ani5ation. The internal factors for DHL are+

e#rui$men$ +ro#e ures

DHL prefers internal recruitment to e ternal recruitment. #otices are $i"en on the notice

boards for internal recruitment. Rele"ant employees are also sent e4mails. - ternal

recruitment notices are $i"en on the media, for e ample ne!spapers. -"en in case of

e ternal recruitment candidates !ith reference are $i"en priority.

Realistic ob re"ie! is done strictly at DHL.

!L!C :&; + &C!

In $eneral DHL follo!s the follo!in$ selection tools K

1< )#*groun :n orm)$ion #ame, date of birth place, a short family history, educatio

past !or&in$ e perience etc is re uired in the bac&$round information.


18/48

2< e eren#e Reference is re$arded almost a must to be an employee of DHL.

3< irs$ :n$er%ie= The first inter"ie! focuses on the attitude and is rather unstructured.

4< +)'er )n +en#il es$ It is used as a selection tool for mostly lo!er le"el employees.

5< e#on :n$er%ie= The second inter"ie! focuses deeply on the ob &no!led$e of the

candidate. It is both situational and structured.

6< Me i#)l Che#*u' )andidates !illin$ to oin at any le"el ha"e to $o throu$h a medical

chec&up.

7< hir :n$er%ie= The third inter"ie! ta&en of the candidate is structured and is based

on the ob the candidate !ill be performin$. The country mana$er ta&es it.

( minis$r)$ion $ri#$ness

DHL maintains an effecti"e administration. The administration

also plays a "ital role on their employees for best performance.

'o, all the employees are punctual about their duties. The

or$ani5ation pro"ides the mana$erial scripts, !hich helps the

employees to &no! about their duties. The hi$her authority also

monitors the duties of an indi"idual. They also moti"ate the

employeesB by $i"in$ them positi"e reinforcements. 'ometimes

the or$ani5ation $i"es re!ard the employees based on their

re uired performance. 'ince, the administration is "ery strict,


19/48

so they follo! such role that !hen an employee pro"es himself

inefficiency in his duties, they can terminate him from the ob.

+! & M(;C! (++ (: (L

erformance appraisal and feedbac& complement recruitment, selection, trainin$ and

de"elopment. It lets $ood performers &no! that they are appreciated and lets poor

performers &no! that their lac&luster performance needs impro"ement.

+! & +! & M(;C! (++ (: (L

r)i$ (''r)is)l Durin$ the time of trainin$ trait appraisal is obser"ed.

eh)%ior (''r)is)l To meet customer satisfaction ho! the employees do

their obs is "ery important at DHL. 'o beha"ior appraisal is stron$ly

obser"ed at DHL.

esul$ (''r)is)l *hat they accomplish or ho! much re"enue ha"e they

earned is also "ery important here. This re uires for result appraisal.

ub>e#$i%e )n &b>e#$i%e )''r)is)l &b>e#$i%e appraisal is more

obser"ed than sub ecti"e appraisal at DHL.

(++ (: !D


20/48

-mployees at DHL are appraised only by themsel"es and their superiors. It is a rather

formal process.

D!?!L&+M!; + &@ (M

Technolo$y helps DHL to be the most efficient and inno"ati"e

e press lo$istic company. 'o DHL has to conduct

de"elopment pro$rams to enable its employees to &eep

pace !ith the e"er ad"ancin$ technolo$y. These pro$rams

are most of the time classroom instructions and sometimes

on4the4 ob trainin$. DHL does not $i"e any formal education

facility to its employees M)n)gemen$ !"'erien#e

'ince DHL - press is an old name in the ser"ice industry, so the

mana$ement e perience is "ery stron$. *ith the efficient

mana$ement DHL - press is achie"in$ its $oals in the !orld

mar&et efficiently. The directors of the board are "ery much

a!are of the mar&et share and the mana$ement policies. The

efficient sales force plays a "ital role for the e pansion of the

mar&et shares. /oreo"er, each year the mana$ement acti"ities

are monitored by the hi$her mana$ement authority and al!ays

try to achie"e the pointed $oals. DHL - press al!ays appoints a

consultant, !ho has ac uires stron$ mana$ement s&ills and by

usin$ those consultantBs s&ills the or$ani5ation al!ays creates a


21/48

stron$ mana$ement personnel, !ho can prepare the effecti"e

plannin$ and to analy5e the organizational condition

o#i)l Commi$men$

As a !orld!ide company DHL - press is "ery much committed

to complete its responsibilities to!ards society and

en"ironment. The Authority is tryin$ its best to ser"e the

society by "arious in"ol"ement in social !or& @li&e fundin$

Hospitals, $i"in$ scholarship to the poor meritorious students,

protectin$ the air pollution, participatin$ in the $o"ernment

pro ects li&e tree plantation In order to ensure en"ironmental

protections DHL - press is ta&in$ up different en"ironment

pollution pre"ention and cleanin$ up acti"ities.

( )'$ing $he Mo ern e#hnolog or e$$er er%i#e

DHL is al!ays committed to ser"e its customers best. In todayBs modern

technolo$ies are used for better customer ser"ice and better speed..DHL is

tryin$ its best to satisfy the customers !ith better facilities @online

ad"isin$, faster deli"ery, home ser"ice facilities are $i"en throu$h phone

order . n the !hole it can be said that technolo$y in ser"ices is a must toimpro"e the customer satisfaction.

External Factors: -


22/48

'ometimes the or$ani5ation has to loo& out for the e ternal en"ironment in

!hich it is in"ol"ed to run the business and for this reason he has toconsider the e ternal en"ironment. These factors cannot be controlled

directly by the mana$ers and for this reasons they are called e ternal

factors. The e ternal en"ironmental factors for DHL are as follo!s+

!#onomi# Le%el o )ngl) esh

DHL is $i"in$ ser"ices for the peoples of 0an$ladesh . DHL

creates a mar&et !here peopleBs in"ol"ement is "ery stron$ and

also their lifestyle pattern is uni ueM they spend their money by

arran$in$ a better4decorated life. This life may increase the

standard of li"in$ and thus, people belie"e that such type of life

is related to the consumption and e penditure le"el. As a result,

the economic le"el of a country is risin$. In a recent sur"ey, it

!as found out that the people in 0an$ladesh are used to paint

their house on a specific re uired time. It is a positi"e si$n for

our economy by chan$in$ different consumption pattern of the

peoples in our country. 0er$er aints are in"ol"ed in se"eral

promotional acti"ities ho! people $et better meanin$ of their

life.

Dis$ribu$ors


23/48

DHLBs tas& en"ironment includes customers, suppliers and

competitors. As DHL completes distribution by itself, they donBt

need any distributor.

Cus$omers In 0an$ladesh DHLBs top customers are the

companies that are en$a$ed in e port and import businessM for

e ample, the buyin$ houses, $arments, factories etc. The indi"iduals !ho

send documents or parcels abroad are also their customers. In spite of

hi$h cost customers prefer DHL for better ser"ice uality, uic&

shipment facilities and reliability. They treat their customers as

partners. /oreo"er, e ecuti"es at DHL are $i"en enou$h empo!erment to

ser"e customers in the best !ay.

u''liers (or DHL, suppliers are those !ho pro"ide customers to

DHL. It has some suba$ents li&e, )lassic, R0)', and - cel )oors !ho

collect customers for DHL. To &eep the suppliers and also for their

satisfaction DHL pays their bills on time and also offers them re!ards.

0ut sometimes DHL loses suppliers and also customers as they strictly

follo! their ethics. DHL ne"er allo!s $i"in$ and ta&in$ bribe or any other

ille$al process to &eep suppliers or customers.


24/48

@o%ernmen$ )"

'ince, DHL - press is a multi national company and also operatin$

business in 0an$ladesh, so they must ha"e to maintain Fo"ernment Rules

and Re$ulation. (or this reason, !hen DHL - press started their business

in 0an$ladesh they ha"e to pay the Fo"ernment ta and le"y. They are

no! payin$ the re$ular ta to the Fo"ernment for doin$ business in this

country, !hich is imposed by the Fo"ernment. 'ometimes, Fo"ernment

tries to increase the re"enue, and then the companies and others pro"ide

e tra ta . 'o, DHL - press also re$ards the Fo"ernment ta system

!hen pricin$ their products.

!n%ironmen$)l :ssues

1.@!;! (L !;?: &;M!;

Representati"e democracy is more fa"orable for e press ser"ices

li&e DHL. It trends to do business more fle ibly in free mar&et economy.

DHL also aims at deli"erin$ culture throu$h out the !orld. It deli"ered

somethin$ special to the 'in$apore people !ith its sponsorship of the

>18th 'in$apore International (ilm (esti"al?. DHL has a truly $lobal reach


25/48

and a comprehensi"e distribution net!or& that no other e press

deli"ery company can promise .

2.@L& (L !;?: &;M!;

As a $lobal or$ani5ation DHL has to face $lobal en"ironment !hich are

at times opportunities and at times threats for them.

L)= )n &r er

-"ery company should consider the political condition of a country, !hich is

fa"orable in business. At that point, the 0er$er aints 0an$ladesh Limited

also considers this sub ect !hen they started their business. olitical

stability may be helpful for a company to run smoothly and it surely ma&es

return on in"estment. The la! and order situation is totally controlled by the

Fo"ernment and here, there is no in"ol"ement of others. 0ut, it can affect

the business !hen Fo"ernment fails to control it. (or this reason, business

or$ani5ation should re uire a stable la! and order situation and adapted the

policies, !hich are proper for them.


26/48

In terms of '* T (n)l sis DHL has some or$ani5ational

stren$ths, !ea&ness and en"ironmental opportunities and threats.


27/48

'TR-#FTH

1. M)n)geri)l )bili$

'ince, DHL -N R-'' is a multinational company so they need

such &ind of mana$ers !ho is hi$hly ualified and "ery

e perienced. Thus, they recruit that &ind of mana$er !ho

boosts up their mana$erial ability. The director of DHL e press

!as $i"en the best business a!ard of ban$ladesh for the year

338. @(inancial - press ReportM 3 4114 338 (or that reason,

DHL - press contains an e traordinary mana$erial structure,

!hich helps them to be incompetent in the industry.

2.Aui#* er%i#e

DHLBs e tensi"e $lobal presence enables it to pro"ide unmatched

!orld!ide ser"ices from its offices in e"ery country .

Throu$hout DHLBs history, it has led the !ay !ith in"estments

in information technolo$y that enables it to ship, trac& and trace

documents and pac&a$es uic&ly and efficiently.


28/48

3. e#hnolog

This technolo$ical in"estment is no doubt their stren$th. DHL#-T

is their $lobal, hi$h4speed, T) OI communications net!or&

enablin$ customers to trac& the status of shipments and

deli"ery schedules and pricin$ information from any!here in the

!orld. It ensures that information tra"els ahead of the $oods. DHLBs

use of -DI @-lectronic Data Interchan$e enhances speed and

efficiency in shippin$, billin$ and data mana$ement. Its

computeri5ed processin$ ser"ice is the industries easiest , most

fle ible system. In selected countries, it offers a trac&in$

system !hich can be accessed throu$h automated phone

prompts. It uses electronic trac&in$ system to ensure the

safety and security of shipments !orld!ide. DHL !orld!ide

pac&a$e e press is the fastest most reliable !ay to send non

document $oods door to door "irtually any!here in the !orld

!hich also includes customs clearance.

*-AE#-''

1. High ) %er$ising #os$


29/48

DHL - press $i"es much attention to the ad"ertisin$. They

al!ays promote !hen they open a ne! brand. It $i"es them to

bear a hi$h in"estment in the ad"ertisin$ cost.

2.@o%ernmen$ $)" in#lu es

'ince, DHL - press is a multinational company in 0an$ladesh, so

they al!ays ha"e to pay a hi$h fee to the Fo"ernment than the

other )ompetitors !ho doesnBt ha"e to pay that much to the

Fo"ernment.

3.High #os$ o m)in$)ine =orl =i e business

#o! a days DHL - press has to maintain to increase the

in"estment of its !orld!ide business. The "alue of its e port is4444 year and import 4444 year.

4.:n#re)se o uel 'ri#es


30/48

Due to the continuin$ rise of fuel prices, DHL Air!ays has found

it necessary to raise the current fuel surchar$e to four percent.

The dramatic increases in fuel prices ha"e continue to ha"e a

si$nificant ne$ati"e impact on their businesses. Polumetric !ei$ht,

sometimes called > dim? or dimensional !ei$ht is used !hen the space a

pac&a$e ta&es on an aircraft may cost more than the pac&a$esB

actual !ei$ht. (or this reason DHL has to increase shippin$ cost

and sometimes loses its customers. This may be re$arded as an

en"ironmental threat.

7RT7#ITI-'

1.!#onomi#)l le%el

In 0an$ladesh, the income le"el of the people is increasin$ and

the people of $oin$ abroad that create a hi$h economic

situation..

2. )s$e o 'eo'le


31/48

*e all no! that people al!ays !ant a chan$e in their life in a fastest !ay.

(or that reason, the taste of the people in 0an$ladesh is $ro!in$ faster than

the others

3. he ules )n egul)$ion o )ngl) esh +

The 0an$ladesh Fo"ernment is no! a day implementin$ ne! types of rules

and re$ulation to the ordinary people. The Fo"ernment is tryin$ to influence

the people to deli"ery their parcel in a fastest !ay . Therefore, for that

reason the rate of the DHL - press used !ill increase in 0an$ladesh.

Therefore, surely DHL - press can ta&e full benefit of that.

THR-AT'

1.+oli$i#)l unres$

As, DHL - press is an international ser"ice pro"ider, so it has

to operate in many countries of their business. 'ometimes some

political collusion hampered their operation.

2.!#onomi# in r)s$ru#$ure in )ngl) esh

-conomic infrastructure of 0an$ladesh is not that $ood. 'o that

can be ud$e as a threat for this !orld .


32/48

3.Com'e$i$ors

(ed - , 7 ', T#T or any international air e press ser"ice that do

business in 0an$ladesh are the competitor for DHL. It closely

obser"es their competitors. DHL $ets information about its

competitors throu$h media, ne!spapers and their customers. These

competitors are threats for DHL. 'ometimes they ma&e their ser"ice

char$e lo! for $reater mar&et share. In this case DHL ma&es its

char$e lo! or $i"e better ser"ices.


33/48

1. RFA#IQATI #AL 'TR7)T7R-


34/48

As DHL is a $lobal or$ani5ation its or$ani5ational en"ironment

"aries from country to country. In these circumstances DHL has

de"eloped different or$ani5ational structures for different

countries. These structures are also fle ible. DHLBs corporate le"el

strate$y is fi ed, but di"isional and functional le"el strate$y

chan$es because they are set up by the country mana$ers by

analy5in$ the en"ironment. DHLBs technolo$y is mainly based on

net!or&, collection and distribution. Its human resource is hi$hly

s&illed and ualified. They are also empo!ered so that they can

ma&e uic& decisions.

The or$ani5ational structure of DHL is a hybrid

structure. The o"erall structure is a combination of $eo$raphical

and functional structure. In some le"els mar&et structure and

matri structure is also obser"ed. It consist mainly a "ertical

structure. The authority is decentrali5ed up to a certain limit

amon$ "arious le"els of mana$ement.

. L-AD-R'HI 'TCL-


35/48

H! ;( B ! & L!(D! H:+

Leadership uality is a prime factor to moti"ate employees. /ana$ers at DHL effecti"ely

influence their employees by their supreme leadership uality.

H! ! & L!(D! H:+

/ana$er practices a number of po!ers to moti"ate employeeBs beha"ior and

$ets them to act in a certain !ay.

Le$itimate po!er is distributed by the superiors to e"ery le"el of

employees up to a certain le"el.

-"ery employee does not ha"e re!ard po!er at DHL. nly the top

mana$er posses this po!er. A re!ard $i"in$ committee is set to

distribute re!ards. They use performance appraisals and employeesB

contribution to achie"e or$ani5ational $oal.

Almost all le"els of employees ha"e the po!er to complain and on the

basis of the complain punishment is $i"en. 0y this !ay coerci"e po!er is

used.

'pecial &no!led$e, s&ills and e pertise often help mana$ers at DHL to

preside o"er other employees.


36/48

)o!or&ers respect admiration and loyalty has a "ery hi$h impact to

increase

leadership uality of the mana$ers at DHL.


37/48

DHL $i"es a number of pay facilities to its employees to moti"ate them. It $i"es up to (ort

percent increment each year. It also $i"es t!o festi"als bonuses each year. These hi$h

payments moti"ate the employees at DHL hi$hly, ma&e them loyal to their ob, and also

them !or&in$ at DHL.

8. /A#AF-RIAL R 0L-/' A#D TH-IR ' L7TI #

1. "erlappin$ authority and tas& interdependencies also !or& as sources of

problem in DHL. 'ome times t!o sales $roups claim a customer as their o!n

customer and as a result conflict occurs. As se uential tas& interdependency

!or&s at DHL, !hen customer ser"ice department canBt !or& efficintly, the

tas& of operation department $ets hampered.

. roblem because of status inconsistencies also occurs in DHL. 'ales

department of DHL en oys almost all re!ards in DHLM as a result problem

occurs bet!een the sales department and the others departments.

' L7TI # ( TH- R 0L-/


38/48

DHL fre uently ta&es se"eral steps to sol"e problem. These steps are

briefly discussed belo!.

1. The /ana$ers of DHL al!ays try to $et their subordinatesB a!are about

the problems that can arise because of co$niti"e biases. They tal& !ith the

subordinates and encoura$e them to reali5e the importance of $ood

relationship amon$ the !or&ers. DHL some times or$ani5es ceremonies and

rites to reduce communication $ap amon$ the employee.

.DHL permanently transfers or dismisses its employees !hen problem reach

to the e treme le"el. Fenerally DHL transfers its employees from one

department or from one area to another to resol"e problem. 0ut sometimes

DHLBs mana$ement dismisses its employees. (or e ample in 1999 DHL

dismissed t!o of its functional mana$ers !ho re"olted a$ainst the country

mana$erBs decision.


39/48


40/48

1.:M+ &?:;@ ! +&; :?;! & CB &M!

*hile impro"in$ responsi"eness to customer DHL emphasi5e on !hat

customers !ant to DHL. Fenerally customers !ant lo!er price, hi$h uality,

uic& ser"ice, and many features !ith product or ser"ice and customi5ed

ser"ice or product accordin$ to their needs. To satisfy customerBs !ants

DHL ta&es se"eral measures li&e

DHL al!ays try to impro"e the uality of ser"ice. It spends a lot of time

and effort to pro"ide customers the best ser"ice. 0ut $enerally DHL

does not decrease its price.

Fi"in$ the uic&est ser"ice is DHLBs main commitment to the customers.

In fact, DHL is the uic&est e press company in the !orld in collectin$

and deli"erin$ $oods to customersB door. After that still DHL is findin$

the uic&est !ay of $i"in$ ser"ice to the customer.

DHL is al!ays inno"ati"e to pro"ide customers e tra features. 'ometimes

DHL pro"ide customi5es ser"ice to its special customers.

2.:M+ &?:;@ AB(L:


41/48

Impro"in$ uality is e tremely important to DHL for its competiti"e

ad"anta$e in the mar&et. Impro"in$ uality helps DHL to increase its

reliability and producti"ity, !hich lead to hi$her price and lo!er cost. DHL

has adopted total uality mana$ement control system to impro"e its uality.

It practices the follo!in$ steps to put T / into action.

DHL has built an or$ani5ational commitment to uality. -"ery employee of

DHL is hi$hly committed to the company to increase its ser"ice uality.

DHL focuses on the customers !ith $reat importance. It al!ays see& to

&no! !hat customers !ant to DHL, !hat DHL is pro"idin$ to the

customers, the $ap e ists bet!een customers !ant and !hat they

actually $et. DHL !or&s hard to formulate appropriate plan for closin$

the uality $ap. To e"aluate uality DHL has established different uality measurin$

system in different le"el of acti"ity. DHL sets challen$in$ uality $oals

and offers many monetary and non4monetary incenti"es to the employees

to moti"ate them.

To identify defects and to trace them to their sources DHL closely

obser"es its operation process. It carefully collects solicit employeesB

su$$estions about impro"ement that can be made.


42/48

DHL closely !or&s !ith its suppliers and alliance. It brea&s do!n barriers

bet!een functions to remo"e them easily.

3.:M+ &?:;@ ! :C:!;C

The last $oal of DHLBs operation mana$ement is impro"in$ efficiency. In

fact, DHL uses the same T / system to impro"e its or$ani5ational

efficiency.


43/48

Amon$ the multinational or$ani5ation, DHL - press is ones of the

ser"ice pro"idin$ company operatin$ in the !orld. 'o, in the present

condition of the DHL - press is $ood enou$h in our country, arri"al of DHL

- press is the $reat achie"ement of our country. #o! the people !ill be able

to $et the uality ser"ice and en oy their dreamin$ !orld a"ailable in the

country.


44/48

To conclude this "ery e tend, it can be said that, DHL - press has

pro"en itself a success ser"icin$ industries. The company has already

mana$ed itself !ith the host countryBs culture and mana$ement practices.

Li&e a matured company operatin$ under the ri$id le$al system and political

uncertainty DHL - press also pro"ed itself of benchmar& or$ani5ation. The

companyBs strate$y !as clean, concise and "ery much consistent !ith the

companyBs mission and $oals. Accordin$ to the current e"aluation by the

mar&et e perts, DHL - press !ill continue to place itself in the e pansion of

brand portfolio and sustain its competiti"e ad"anta$es. (rom the inside "ie!,

the company had created the standard accordin$ to the e ternal

re uirements, !hich e"entually pro"ide it !ith the reputation in uality,

taste and ser"ices. Implementation of uality of e"ery department not only

uplifts its position but also pro"ed the acceptability amon$ their consumer.


45/48

1.***.DHL.) /

. RI#)I L-' ( /A#AF-/-#T 0C ERI-T#-R @9 TH -DITI #


46/48


47/48


48/48

*DHAN45NDI- 4o3taz Plaza"House No ." (oad No 2"4ir ur (oad"Dha$a !+/ " ,el: 9!/ )

*4I(P;(-!+)2East 4ir ur" (o$e< Sarani" Dha$a!+!. " ,el: /++2!!

*(A4P;(A- 9. DI, (oad" (a3 ura" Dha$a!+!)" ,el: 0!.929

=A(>AN #A?A(- 2) =azi Nazrul Isla3 A@enue" =ar an #azar"Dha$a !+! " ,el: )!0 )0/

*;,,A(A- ;ttara ,o er" Plot no- !" Sector-0" 6asi3uddin A@enue" ;ttara4odel ,o n" Dha$a ,el: ) 0+!0

*SABA(-?one Ser@ice #uilding"Dha$a E1 ort Processing ?one"Gana$Cari"Sa@ar" Dha$a",el:../!20+-

*NA(A ANGAN6-+/.82 # # (oad" Nara

the new dhl the world wide express

Documents