Research On Improvement Measures For The Group Building Of Call Center No.1, China Mobile Shandong Co, Ltd

Grass-root organization building kept as topical issue for both academic circles and business circles. With the rapid spread of information revolution which indicated by internet, the down-shifting of management gravity center, flat management and networking were going to be the certain development trend as new corporate strategies. No.1 Call Center at China Mobile Shandong Co., Ltd. is one of the call centers who have the largest telephone-traffic currently in China. This center is composed of 165 separate teams, and more than 90% employees are engaging in hotline services. Although the whole organization is able to achieve not far out of the productive-task targets, team building and management still have large development space.After the qualitative and quantitative investigation and research in-depth, this thesis applies the CMCC's organizational culture model to assess the management styles of top leaders and middle managers in this group, and then compares with four different types of organizational culture that No.1 Call Center has, including clan, adhocracy, hierarchy and market. On the basis of twelve dimensions of this model (Innovation reform, Organizational learning, crisis consciousness, customer focus, competitive spirit, employee motivation, leadership, employee loyalty, institutional management, organizational climate, team-lead and employee development), this thesis analyses the problems exposed in team-building process. Via a series of aggregation, classification, feedback and extraction, it found out five burning questions that consist of low overall qualities of managers at the production line, high employee turnover rate, infirmity of team regime, infant stage of cultural team-building, and lack of team assessment system.Revolved around all of the problems above, this thesis establishes a feasible model, called "Outstanding Team 5 Forces". Such model involves perfection-pursuit manager at the production line, harmonious workforce, efficient team mechanism, cohesive team culture and comprehensive team assessment system. In addition, it suggests five target-oriented promotion measures for team-building of No.1 Call Center. They are mainly in terms of improving the quality of managers at the production line, building a harmonious team of workforce, reinforcing the team regime and team cultural building.As is known, the problems arising in No.1 Call Center similarly appeared in majority of 160 teams within No.2 Call Center, and even in some Call Centers from the other 30 province companies. It seems like to be general. Accordingly, all of the threads and methods to analyze and solve the problems, and the feasible promotion measures suggested by this thesis have the reference value for those CMCC Call Centers who are confronted with similar problems in grass-root organization building.