Self-diagnosis of CNAICO Full of Originality

Pub Date:2012-09-03   Reads:

Four scopes, Three steps

During the first phase of the management enhancement (MA), CNAICO adhered to being pragmatic, not going through motions, making innovations and finally established a series of diagnostic measures full of originality. 

President Ji Xuecheng pointed out that this management activity should be combined with “Corporate Policy Year” and the Management Enhancement Activity (MEA) can be resolved through building corporate policies. When the MEA enter into the second step of the first phase, the company established the mode of self-diagnosis: the whole company entirely analyze the loopholes and defects in the management, from the four levels of “Post, Department, Business Section, Company”, according to the three steps of the First-diagnosis, Consultation, Final-diagnosis.

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According to the requirements, the “First-diagnosis” required to hold the specialized conference for self-diagnosis by each department (including each subsidiary); each staff should find his own defects in management and put forward the suggestions of enhancements from the angle of his post and department; after the specialized conference, each department should form the written “Report of the First-diagnosis”. In order to reach the good effects from the First-diagnosis, the Office of Management Enhancement Activity send a specialist to guide, participate and supervise each meeting held by each department. “Consultation” meant each member of top management held a consultation among its responsible departments to find the loopholes in management accurately and throughly, and then make amendments to the Report for Self-diagnosis. At the same time, the common loopholes need to be found and discussed to guarantee the quality of the diagnosis.

During the process of carrying out “First-diagnosis” and “Consultation”, each department and department head reacted actively to the requirements of MEA. The management requires literally each department should carry out the self-diagnosis with the way of centralized discussion within each department. For the operating departments, it could develop self-diagnosis depending on the actual circumstances. For instance, the staffs from International Exhibition Department 1 carried out the self-diagnosis through teleconference, as they cannot gather together. The staffs from International Trade Department 3 held the same meeting in their warehouse due to their busy work.

The “Final diagnosis” required the management convene a special conference called the “Analysis & Report Conference for Management Enhancement Activity”, based on the self-diagnosis and the consultation. Furthermore, each member of the top management would make the final diagnosis and confirmation upon the self-diagnosis submitted by each department, in order to ensure the objectivity, accuracy and comprehensiveness of the self-diagnosis from each department. Based on that, the management required to find the common loopholes in the management and form the overall diagnosis report. The conference for final diagnosis,  that is the “Analysis & Report Conference for Management Enhancement Activity”, was held for a whole day and all the management attended the conference. Nine management departments made the detailed report from the aspect of department responsibilities, the institutional flow, execution and management barriers.

After the self-diagnosis of “four levels and three steps”, the loopholes and obvious defects in management popped up. After the statistical analysis, 55 loopholes were found. From the process and the result of the diagnosis, the good effects were enormous and the problems were found accurately and thoroughly, which laid the solid foundation for the phase two called “Specialized promotion and coordinated progress”.