Giải pháp nâng cao giao tiếp nội bộ cho công ty Interlog

Luận văn thạc sĩ phân tích ueh solution to enhance the internal communication issues interlog company, đánh giá thực trạng, chỉ ra hạn chế, đề xuất giải pháp khả thi cho thực tiễn.

• Người hướng dẫn: Nguyễn Thị Mai Trang
• Đề tài: Giải pháp nâng cao giao tiếp nội bộ tại công ty Interlog
• Loại tài liệu: Luận văn
• Địa điểm: Hồ Chí Minh

Mục lục chi tiết

• EXECUTIVE SUMMARY
• LIST OF FIGURES
• LIFT OF TABLES
• 1. VIETNAM’S LOGISTICS OVERVIEW
• 1.1. General Overview
• 1.2. Limitations and Obstacles
• 2. Company Background
• 2.1. Inter Logistic Company
• 2.2. Main Achievements
• 2.3. Organizational Structure
• 3. PROBLEM IDENTIFICATION
• 3.1. Problem Symptom
• ACKNOWLEDGEMENT

Tóm tắt

I. Tổng quan về giải pháp nâng cao giao tiếp nội bộ tại công ty Interlog

Giao tiếp nội bộ là một yếu tố quan trọng trong việc duy trì sự hiệu quả và năng suất làm việc của nhân viên tại công ty Interlog. Việc cải thiện giao tiếp không chỉ giúp tăng cường sự kết nối giữa các phòng ban mà còn nâng cao tinh thần làm việc của nhân viên. Trong bối cảnh cạnh tranh ngày càng gay gắt, việc tối ưu hóa giao tiếp nội bộ trở thành một nhiệm vụ cấp thiết.

1.1. Tại sao giao tiếp nội bộ lại quan trọng

Giao tiếp nội bộ đóng vai trò quan trọng trong việc xây dựng văn hóa công ty và tạo ra môi trường làm việc tích cực. Nó giúp nhân viên hiểu rõ hơn về mục tiêu và chiến lược của công ty, từ đó nâng cao hiệu quả làm việc.

1.2. Các yếu tố ảnh hưởng đến giao tiếp nội bộ

Nhiều yếu tố có thể ảnh hưởng đến giao tiếp nội bộ tại Interlog, bao gồm phong cách lãnh đạo, kỹ năng quản lý của các nhà quản lý cấp trung, và mối quan hệ làm việc giữa các phòng ban.

II. Vấn đề giao tiếp nội bộ tại công ty Interlog hiện nay

Mặc dù công ty Interlog đã có những nỗ lực trong việc cải thiện giao tiếp nội bộ, nhưng vẫn còn nhiều vấn đề tồn tại. Tỷ lệ nhân viên rời bỏ công ty cao, đặc biệt là ở bộ phận bán hàng, cho thấy sự thiếu hiệu quả trong giao tiếp giữa các phòng ban.

2.1. Tỷ lệ nhân viên rời bỏ cao và nguyên nhân

Tỷ lệ nhân viên rời bỏ tại Interlog đã tăng từ 20% lên 27% trong hai năm qua. Nguyên nhân chính bao gồm sự thiếu động lực và cơ hội thăng tiến, cũng như giao tiếp nội bộ không hiệu quả.

2.2. Hệ quả của giao tiếp nội bộ kém

Giao tiếp nội bộ kém dẫn đến sự không hài lòng trong công việc, giảm năng suất và ảnh hưởng tiêu cực đến hình ảnh công ty. Điều này đặc biệt nghiêm trọng trong bối cảnh cạnh tranh ngày càng gia tăng.

III. Phương pháp cải thiện giao tiếp nội bộ tại Interlog

Để nâng cao giao tiếp nội bộ, Interlog cần áp dụng một số phương pháp hiệu quả. Các giải pháp này không chỉ giúp cải thiện mối quan hệ giữa các phòng ban mà còn tạo ra một môi trường làm việc tích cực hơn.

3.1. Đào tạo nhân viên về kỹ năng giao tiếp

Đào tạo nhân viên về kỹ năng giao tiếp là một trong những giải pháp quan trọng. Việc này giúp nhân viên hiểu rõ hơn về cách thức giao tiếp hiệu quả và xây dựng mối quan hệ tốt hơn với đồng nghiệp.

3.2. Tăng cường sử dụng công nghệ trong giao tiếp

Sử dụng các công cụ công nghệ như phần mềm quản lý dự án và ứng dụng giao tiếp nội bộ có thể giúp cải thiện sự kết nối giữa các phòng ban, từ đó nâng cao hiệu quả làm việc.

3.3. Xây dựng văn hóa giao tiếp cởi mở

Xây dựng một văn hóa giao tiếp cởi mở, nơi mà nhân viên có thể thoải mái chia sẻ ý kiến và phản hồi, sẽ giúp tăng cường sự gắn kết và động lực làm việc.

IV. Ứng dụng thực tiễn và kết quả nghiên cứu tại Interlog

Việc áp dụng các giải pháp cải thiện giao tiếp nội bộ đã mang lại những kết quả tích cực cho công ty Interlog. Nghiên cứu cho thấy rằng khi giao tiếp được cải thiện, năng suất làm việc của nhân viên cũng tăng lên đáng kể.

4.1. Kết quả từ việc đào tạo nhân viên

Sau khi thực hiện các chương trình đào tạo về kỹ năng giao tiếp, nhân viên cảm thấy tự tin hơn trong việc chia sẻ ý kiến và đóng góp vào các dự án chung.

4.2. Tác động của công nghệ đến giao tiếp

Việc áp dụng công nghệ trong giao tiếp đã giúp giảm thiểu thời gian phản hồi và tăng cường sự kết nối giữa các phòng ban, từ đó nâng cao hiệu quả công việc.

V. Kết luận và tương lai của giao tiếp nội bộ tại Interlog

Giao tiếp nội bộ là một yếu tố không thể thiếu trong sự phát triển bền vững của công ty Interlog. Việc cải thiện giao tiếp không chỉ giúp nâng cao hiệu quả làm việc mà còn tạo ra một môi trường làm việc tích cực hơn cho nhân viên.

5.1. Tương lai của giao tiếp nội bộ tại Interlog

Trong tương lai, Interlog cần tiếp tục đầu tư vào các giải pháp giao tiếp nội bộ để duy trì sự phát triển và cạnh tranh trong ngành logistics.

5.2. Lời khuyên cho các công ty khác

Các công ty khác cũng nên học hỏi từ kinh nghiệm của Interlog trong việc cải thiện giao tiếp nội bộ, từ đó nâng cao hiệu quả làm việc và sự hài lòng của nhân viên.

Trích đoạn nội dung tài liệu

1 LUAN VAN CHAT LUONG download : add [e-mail] EXECUTIVE SUMMARY The terminology “logistics” was first used in the late 19th century and for military purposes during wars. Since the 1950s, logistics have grown gradually from the simplest stage as first party logistics (1PL) to more complex stages such as third- party logistics (3PL) and fourth-party logistics (4PL) nowadays. To date, Asia Pacific’s logistics sector has been expanding rapidly together with economic growth; therefore the industry landscape of Vietnam’s logistics sector is teaming with both opportunities and challenges. The main drivers are the growth of GDP and import-export activities based on the upcoming Trans-Pacific Partnership (TPP) that Vietnam has joined recently. Inter Logistic Company is a small logistic firm with its head office located in Ho Chi Minh City, Vietnam. They have built a powerful workforce with more than 100 full time staffs and three members of Board of Directors (BoD), developed an official network in three big cities in Northern, Central and Southern regions of Vietnam. In reality, the high turnover rate at Interlog was increasing significantly in the last two recent years from 2013 till now from 20 to 27 percent out of total. Especially, the Sales Department is one of the most important departments at the company that accounted for 50% out of total. This rate is extremely high compared with the average rate in the same industry and it strongly affects the expansion and development activities of the company particularly before the Asean Economic Community (AEC) comes into effect and holds immense potential for the region in many aspects including logistics service starting in 2016. Indeed, the AEC allows the free flow of goods, services and skilled labor across 2 LUAN VAN CHAT LUONG download : add [e-mail] the region so that the competition has become even harsher than before in several industry sectors of Vietnam economy. After conducting research on various viewpoints of several people at different positions in the company by using in-depth interviews technique and collecting the secondary information from some reliable sources both inside and outside company. The author has noticed that there are some tentative problems that have directly affected the employees such as lackluster motivation and promotion, the ineffective internal communication between each other, and the heavy workload. Among these, the ineffective internal communication between Sales and Custom Department is the most serious issue because it comprises numerous causes such as inappropriate leadership style, shortcoming in the managerial skills of mid-level managers, poor working relationship etc. Hence, this dissertation has come up with two main objectives: critically review the vital factors that affect the high turnover rate of employees at Interlog Company and recommend solutions to solve the core problem in order to improve the entire organizational performance. All of these tentative solutions have carefully considered in three vital elements: benefits, costs and feasibility, then finally the most appropriate one is chosen to implement. In reality, the implementation plan breaks each solution into identifiable steps, assigns each step to one or more divisions and suggests when each step will be completed as well. 3 LUAN VAN CHAT LUONG download : add [e-mail] Table of Contents EXECUTIVE SUMMARY . 2 LIST OF FIGURES . 6 LIFT OF TABLES . VIETNAM’S LOGISTICS OVERVIEW . 8 Figure 1: Number of 3PL Members of Vietnam Logistics Association (VLA) . 8 Figure 2: The Growth Rate of Vietnam’s Logistics Market . 9 Figure 3: Types of Logistics Service . 9 Table 1: Types of Transportations in Global . 10 Table 2: Transportation Infrastructure in Vietnam .2 Limitations and Obstacles . 15 Figure 4: Organizational Structure Chart . 16 Table 3: The Overall Turnover Rate in year 2013 and 2014 . 17 Table 4: Elements Contributing to Losses Related with Employee High Turnover. 18 Table 5: The Specific Turnover Rate of Each Department at Interlog Company . 20 Table 6: List of Literature Reviews .2 The Lackluster Motivation and Promotion . 26 4 LUAN VAN CHAT LUONG download : add [e-mail] Table 7: The Comparison Between Annual Base Salary Increase and Inflation Rate. 27 Table 8: Vietnam’s Logistic Average Salary .3 The Ineffective Internal Communication .4 The Heavy Workload . 34 Table 9: The Number of Male and Female Left the Company in 2013 & 2014. 34 Figure 5: Results of Incident Analysis at Interlog Company .5 The Real Core Problem . 44 Table 11: The Internal Communication Strategy Suggestion .2 Report of Transcript . 75 5 LUAN VAN CHAT LUONG download : add [e-mail] LIST OF FIGURES Figure 1. Number of 3PL Members of Vietnam Logistics Association (VLA) Figure 2. The Growth Rate of Vietnam’s Logistics Market Figure 3. Types of Logistics Service Figure 4. Organizational Structure Chart Figure 5. Results of Incident Analysis at Interlog Company LIFT OF TABLES Table 1. Types of Transportations in Global Table 2. Transportation Infrastructure in Vietnam Table 3. The Overall Turnover Rate in year 2013 and 2014 Table 4. Elements Contributing to Losses Related with Employee High Turnover Table 5. The Specific Turnover Rate of Each Department at Interlog Company Table 6. List Paper Research Topic Table 7. The Comparison Between Annual Base Salary Increase and Inflation Rate Table 8. Vietnam’s Logistic Average Salary Table 9. The Number of Male and Female Left The Company in 2013 and 2014 Table 10. List of Alternative Solutions Table 11. The Internal Communication Strategy Suggestion 6 LUAN VAN CHAT LUONG download : add [e-mail] ACKNOWLEDGEMENT I would like to extend the warmest thanks and a debt of gratitude to the following people who have truly made vital contribution to the completion of this dissertation. Indeed, without them I definitely would not have written this paper. Firstly, I would like to express my truthful thanks to my advisor, Mrs. Nguyen Thi Mai Trang for her kindly guidance and deeply encouragement from the beginning to the ending. Secondly, special thanks to Mrs. Thao Linh, Ms. Bao Ngoc, Mrs. Thanh Hoa, Mr. Phuoc Loc, Ms. Hoang Linh, Mrs. Minh Nguyet, Mrs. Ngoc Diep for their valuable and precisely information during the information collection period and in-depth interviews at the International Logistic Company. Last but not least, a big thank-you to all of my family’s members and my close friends who made invaluable contributions. I hope to receive more support from all of them in the future. 7 LUAN VAN CHAT LUONG download : add luanvanchat@agmail. VIETNAM’S LOGISTICS OVERVIEW 1.1 General Overview Nowadays, Vietnam’s logistics sector is expected to grow at a Compound Annual Growth Rate (CAGR) of 27% from 2013 to 2020 with increasing 3PL – outsourcing needs from both existing and new multinational corporations as well. In fact, the 3PL industry in Vietnam is growing quick in terms of revenues and active firms, particularly in the Southern region. In addition, the 3PL revenues are projected to achieve 11.8 billion USD in 2020 with a CAGR at 25. Indeed, the number of 3PL members of Vietnam Logistics Association increased tremendously from four members in the period of 1994 to 1997 to 275 members in June 2014. Figure 1: Number of 3PL Members of Vietnam Logistics Association (VLA) 8 LUAN VAN CHAT LUONG download : add [e-mail] Figure 2: The Growth Rate of Vietnam’s Logistics Market Logistics industry typically comprises of three key elements as the following:  Infrastructure: ports, terminals, railway, and roads  Operations: warehousing, storage, local distribution and trucking  Services: freight forwarders and customs brokers The main objective of logistics is to move goods from their point of beginning to the point of consumption while conforming to customer requirements. Figure 3: Types of Logistics Service 9 LUAN VAN CHAT LUONG download : add [e-mail] Among the above several types of logistics, the most common one is transportation (on the right-hand side), which occupies about 40% to 60% of logistics cost. Transportation can take the form of many combinations of modes and routes. Basically, there are five routes in worldwide: Table 1: Types of Transportations in Global Notably, Vietnam enjoys a good location within the region and is equipped with a huge transport infrastructure. As people may know, it has more than 3,000 kilometers of coastline, is situated nearby vital international shipping lanes; 49 seaports, classified in six groups according to their geographic location along the coastlines (Vietnam Marine Administration – VMA, 2013); and 206 thousand kilometers of roadways (GSO, 2012). Nonetheless, the quality of the transport infrastructure is still low compared with the good geographical condition. Vietnam was ranked 44th in infrastructure Logistics Performance Index (LPI), which is much lower than Malaysia (26th), China (23rd) and Thailand (30th). Additionally, in the “Global Competitiveness Report” of WEF, Vietnam was ranked low in terms of quality of transport infrastructure but did show a bit of improvements from 2012 to 2014. 10 LUAN VAN CHAT LUONG download : add [e-mail] Table 2: Transportation Infrastructure in Vietnam 1.2 Limitations and Obstacles Presently, the World Bank assesses that the logistics infrastructure of Vietnam may be able to accommodate fast growth but there are still many limitations. The limitations come from the prevalence of unpredictability in the supply chains as follows: (i) Cumbersome and inconsistently applied government regulations (ii) Facilitation payments to avoid delay (iii) Isolation in planning and executing transportation infrastructure projects without considering supply – demand Despite several inefficiencies and weaknesses, Vietnam’s logistics are now becoming a major driver in the development of the nation’s economic development since Vietnam’s logistics cost occupies about 25% of GDP. It is expected to grow at a CAGR of 27% from 2013 to 2020, which is in line with the rising trend of GDP and import – export value. The establishment of the Trans-Pacific Partnership and other free trade 11 LUAN VAN CHAT LUONG download : add [e-mail] agreements such as the Vietnam – EU, NAFTA, and AFTA etc. coming into effect in the near future will serve to increase Vietnam’s international trade including the logistics sector. Nevertheless, 70% to 80% of the logistics market currently belongs to 25 big foreign companies among the 1,200 logistics companies that operate in Vietnam. Likewise, as some segments of the logistics market opens fully to foreign companies in accordance with WTO commitments; the growth opportunity for Vietnamese firms will narrow down significantly. In order to increase competitiveness as well as improve the capability of the logistics sector, the Vietnamese government has drafted a detailed master plan for each type of transportation mode and logistics services. It definitely takes time and cost to transform the master plan into the real life for Vietnam logistics firms. 12 LUAN VAN CHAT LUONG download : add luanvanchat@agmail.1 Company Background Inter Logistic Company with its head office located in Ho Chi Minh City was established in August 2005. They have built a powerful workforce with more than 100 full time staffs and three members of Broad of Directors (BoD), developed an official network in three big cities in Northern, Central and Southern regions of Vietnam. The mission of the company is to create the effective supply chain that brings benefits to customers and community (Interlogistic. Name of Company: International Logistics Joint Stock Company Short name: Interlog Company Head office: 5th Floor, Saigon Port Building, 03 Nguyen Tat Thanh St.39435898 Tax code: 0303957341 Email: [e-mail] Website: www.vn In the next 5 years, Interlog has oriented to become the leading supply chain innovator not only in Vietnam but also in Indochina area. Over 10-year development, they have achieved several significant milestones, including:  2005: Established Interlog Head Office; Achieved ISO 9001:2000 13 LUAN VAN CHAT LUONG download : add [e-mail]  2006: Established Interlog-Danang Agency  2007: Achieved Vietnam Excellent Brand Certificate, which was organized by Ministry of Trade and Vietnam Economic Times  2008: Became agent of PCI (Pacific Concord INTL) and to be approved as an Official Licensed Customs Broker by Vietnam Customs General Agency  2011: Established Interlog-Haiphong Agency and became the partner of AGS (AGS World Transport) in Vietnam  2012: Established Interlog-Hanoi Branch  2014: Establishing NhonTrach Depot-Dong Nai province 2.