<p>Syftet med denna rapport är att analysera DHL express behov av ärendehantering. Unified process och unified modelling language har använts för att kartlägga vilka nyckelfunktioner som skulle kunna ingå och vilka krav som DHL har på ärendehantering. Utifrån resultatet av unified process har en prototyp byggts upp för att demonstrera hur ärendehanteringen ser ut praktiskt</p> / <p>The purpose of this report is to analyse DHL Express need for information management in Växjö. Unified process and Unified modelling language have been used to capture the requirements and to make an analysis in order to map key functions for an information management system. From the result of the Unified process a prototype has been built to demonstrate practically the functions in an information management system.</p>

Thesis (M.B.A.)--University of Hong Kong, 1985.

Thesis (M.B.A.)--University of Hong Kong, 1985. / Also available in print.

Syftet med denna rapport är att analysera DHL express behov av ärendehantering. Unified process och unified modelling language har använts för att kartlägga vilka nyckelfunktioner som skulle kunna ingå och vilka krav som DHL har på ärendehantering. Utifrån resultatet av unified process har en prototyp byggts upp för att demonstrera hur ärendehanteringen ser ut praktiskt / The purpose of this report is to analyse DHL Express need for information management in Växjö. Unified process and Unified modelling language have been used to capture the requirements and to make an analysis in order to map key functions for an information management system. From the result of the Unified process a prototype has been built to demonstrate practically the functions in an information management system.

Thesis focuses on analysis and optimization of Supply Chain Management information tools in the branch of DHL Exel Supply Chain. The aim of the project is the introduction of the company, characteristics of its Supply Chain environment, and optimization and description of its information tool.

This master’s thesis deals with corporate social responsibility of company DHL Express (Czech Republic) s.r.o. and its impact on corporate image. The work is primarily focused on the characterization and analysis of the CSR activities of this logistics company. The first part describes the corporate social responsibility from a theoretical perspective. Subsequently in the second part is analyzed which CSR tools are used by DHL Express and how are they perceived by customers. Attention is paid to the global and local activities of the company and feedback

No description available.

Thesis (MBA)--Stellenbosch University, 2014. / Since 2006, DGF struggled with a diverse and disjointed corporate culture. In this industry, the diversity did not bring about a competitive advantage – on the contrary, it was a negative influence on the organisation’s sustainable performance. It was clear that there were many different cultures, different sub-cultures and different ways of working within DGF, which affected the overall company’s effectiveness, efficiencies and performance. The core research question for the purpose of this research assignment was, “What is the existing culture within DGF, how did this culture evolve and what can be done to change the culture into a strategic example?” The empirical analysis made use of quantitative research, where the majority of the research outcomes were based on the findings from two types of questionnaires. The first questionnaire, “Beehive 2.0”, was used as an analytical tool to analyse DGF’s culture and the second questionnaire was the DGF Employee Opinion Survey (EOS). This survey allowed a safe environment in which the employees voiced their opinions in terms of the organisation. Initial informal one-on-one interviews, open forum Senior Leadership Team discussions and group discussions were held to determine the team’s general approach, how individuals felt towards the organisational culture at the time of the research and whether there was a real opportunity for an improved culture. The Senior Leadership Team identified organisational needs in terms of trust building, changing the culture and improving staff moral. It was clear through the discussions that people were cautious to speak up about organisational culture issues in a group environment. A lot of hurt came to light and without the ability to ensure confidentiality and privacy, a true reflection of how people perceived the culture would not have surfaced. As a result, the quantitative data gathered formed only a small part of the total data gathered for this research. It became apparent through the initial informal discussions as previously referred to, that there was a lack of trust and collaboration, and a culture of fear amongst the employees. The series of acquisitions DGF has been involved with over the years, without solid change management to ensure a unified culture, resulted in many different cultures and sub-cultures within the company. Change management coupled with a unified culture was promised to the employees prior to the acquisitions, but it never materialized. This left the employees uncertain and weary to trust their leaders. Communication throughout the organisation was poor and there was a top down approach to strategy creation. Through this, employees did not feel empowered to make their own decisions and this negatively influenced their trust in the organisation. There was little focus on talent creation, managers did not take the time to impart knowledge or develop employees and in general, employees felt neglected, under-valued and unappreciated. Employee engagement was very low. Most of the results obtained from the EOS and Beehive survey research confirmed the initial needs identified by the Senior Management Team and confirmed the reason for the low morale and negativity in DGF. Employees have lost confidence in a better tomorrow within DGF, and felt that it will not help to speak up anymore. No solid action plans came from making their voices heard in the past, they were concerned about their job security and previous EOS survey results has shown that less than a third of employees felt that positive change could still happen. There was, therefore, a dire need to identify a cultural framework for DGF. Once the new economy leadership culture was selected as the most optimal framework, the existing DGF culture needs to transition into the selected framework. The change of culture was therefore needed to restore the trust of the employees and achieve sustainable competitiveness in DGF, since employee satisfaction and performance are directly linked to organisational culture.

The topic of this diploma thesis is Corporate Social Responsibility (CSR), with prominent attention paid to the environmental aspect. One of the main targets of this thesis is to analyze the attitude of companies to the CSR and to answer the key question -- why do firms deal with CSR and how can it influence their business. The theoretical part of the thesis describes the meaning of the CSR concept and it also contains an analysis of its individual benefits. The standards related to CSR are also discussed, with the inclusion of ISO 26000. The practical part shows examples of the attitude and approach of some selected companies towards socially responsible behaviour. Firstly, their activities in the environmental area are presented and an interpretation of how these companies perceive benefits of the CSR concept follows. Another target of this thesis is to evaluate if the CSR concept should be normalized. That is why it was important to include a part showing the opinion of some companies about the CSR norms. The final part includes all findings reached while writing this diploma thesis and an answer to the key question -- why companies make use of the CSR -- is provided.

<p>Globaliseringen ställer större och större krav när det gäller verksamhetsstyrning på stora organisationer. Det är viktigt att alla inom organisationen arbetar mot samma mål trots alla olikheter. Forskning av bl.a. Henry Mintzberg visar att ledningen endast kan påverka styrningen till ca tio procent, återstående del blir en framväxande strategi. Syftet med studien är att jämföra objekten när det gäller organisationsstruktur, ledningsstil, företagskultur, belöningssystem, affärsidé, vision, strategi samt formellt styrningsverktyg. Projektgruppen kommer att göra en kvalitativ och jämförande fallstudie baserat på skriftliga källor för att jämföra organisationsledningarnas officiella version av verksamhetsstyrning. Ewing & Samuelsons modell kommer att användas för att förklara begreppet verksamhetsstyrning och beroende och icke beroende faktorer. UPS har störst grad av centralisering, formalisering och strukturering. UPS placerar kunden i centrum och har kommit längst i implementering av det Balanserade Styrkortet som alla objekten använder. Schenker AB fokuserar sig på kunden, miljömedvetenhet och en önskan om att bli världsledande i miljöanpassad logistik. Schenker AB styrs centralt av tio centrala värderingarna. DHL förefaller ha minst genomarbetad verksamhetsstyrning och använder främst sina sju grundläggande värderingar för verksamhetsstyrning. Kultur tycks vara den viktigaste separata komponenten när det gäller verksamhetsstyrning. Affärsidén sätter kursen för verksamheten, och är central i det Balanserade Styrkortet som används aktivt av många organisationer för verksamhetsstyrning. GRI-standarden används vid framtagning och jämförelse av de icke finansiella nyckeltalen. Det är tydligt att företagsledningarna är väl medvetna om att verksamheten inte går att detaljstyra. Detta ligger i linje med Mintzbergs forskning och kunskapen ger ledningen möjlighet att anpassa ledarskapet och verksamhetsstyrningen till en situation som kräver långsiktiga mål, inte aktionsplaner.</p> / <p>The globalisation demand more and more in governing large organizations. It is important that all employees within the organisation have the same goal however differences they have. Research from Henry Mintzberg et al. suggests that management can only influence governing till about ten percent, the rest becomes an emerging strategy. The purpose of the study is to compare DHL, Schenker AB and UPS in terms of organisational structure, leader style, business culture, rewarding system, business concept, vision, strategy and formal tools for business engineering. The study is done by a qualitative and comparative case study, based on written information to compare organisational leaders official statement in terms of business engineering. Ewing & Samuelson’s model will be used to explain the concept business engineering and dependent and none dependent variables. UPS have the highest degree of centralisation, formalisation and structuring. UPS build up the organisation around the customer and have integrated the Balance Scorecard the most. All studied objects use the Balance Scorecard for governing the organization. Schenker AB focuses on the customer, environmental and has a desire to become world leader in environmental related logistics. Schenker AB uses ten central values to align the company. DHL is presented as having the least thoroughly guided governing principles. DHL have its seven central values for governing. Culture seems to be the most important individual component in terns of governing. The business concept sets out the course and is central in the Balance Scorecard which is used actively by many companies. GRI-standard is used to collect and compare none financial ratios. It’s clear that the management are well aware about problems in controlling too precise, which is in line with Mintzbergs research. That knowledge gives the management the possibility to adapt the management and governing till having a situation that requires long term goals, not action plans.</p>