MGT162 Individual Assignment (1)

MGT162
PRINCIPLES OF MANAGEMENT

INDIVIDUAL ASSIGNMENT:
MANAGEMENT FUNCTION COMPANY ANALYSIS

MALAYAN BANKING BERHAD (MAYBANK)

PREPARED BY:
ALIA ZAIDAH BINTI ZAINURRIZAM (2019266004)

GROUP:
JIM 110 1A
PREPARED FOR:
MADAM JANNAH MUNIRAH BINTI MOHD NOOR

DATE:
17 JUNE 2021

DECLARATION FORM

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ACKNOWLEDGEMENT

Firstly, acclaim and gratitude to God, the Almighty, for showering His favors on all of us through
our assignment, allowing us to effectively finish this report. I was really honored that I managed
to complete this individual assignment within the time given by our lecturer, Madam Jannah
Munirah Binti Mohd Noor. This task would not be finished without the hassle and co-operation
from my own self and also help from my colleague.

I would also like to give our deepest and true appreciation towards Madam Jannah
Munirah Binti Mohd Noor, our MGT162's lecturer for her understanding, inspiration, patience,
and huge information throughout this semester. Her guidance helps us in all the hours of research
and composing of this individual assignment.

Last, but not least, I wanted to thank my adored friends, who consistently remain together
and also endeavor to deliver a decent task with all effort and responsibility. I truly hope that all
the effort will give a ton of advantages to me and this individual assignment. I would also like to
offer our thanks to the entirety of my classmates for their help with finishing this individual
assignment. They generally give ideas and criticism on my report assignment, permitting me to
improve in a variety of ways.

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TABLE OF CONTENT

CONTENT PAGE
2
DECLARATION FORM 3
4
ACKNOWLEDGEMENT 5

TABLE OF CONTENT 6-7

EXECUTIVE SUMMARY 8

1. INTRODUCTION 9 - 10
1.1 Background of the organization
1.2 Product/ service provided 11
1.3 Location 12
13
2. PLANNING ORGANIZATION STRATEGY
2.1 Vision, mission statement 14
2.2 Types of plan practiced by the company. 15

3. ORGANIZING STRATEGY
3.1 Organizational Structure
3.2 Type of departmentalization

4. LEADING APPROACH
4.1 Leadership approach available in the company.

5. CONTROLLING STRATEGY
5.1 Controlling Method used by the company.

6. RECOMMENDATION AND IMPROVEMENT
6.1 Any recommendation on this organization based on the Islamic

Perspective management and quality improvement discussion.

7. REFERENCES

8. APPENDICES

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EXECUTIVE SUMMARY

Maybank was founded in 1960 and is now the largest firm on the Malaysian Stock Exchange by
market capitalization (Bursa Malaysia). It is ranked #1 among Malaysian listed firms and among
the top 500 firms in the Forbes Global 2000 ranking of the world's leading firms. The Maybank
Group provides a diverse range of products and services, including commercial banking,
investment banking, and wealth management. Islamic banking, offshore banking, leasing and
hire purchase, insurance, factoring, trustee services, asset management, stockbroking, nominee
services, venture capital, and Internet banking are just a few of the services available. Maybank's
objective is to humanise financial services in Asia by providing people with access to financial
services on fair terms and at reasonable prices, and to be at the heart of the community at all
times.

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1. INTRODUCTION

1.1 Background of The Organization

● With total assets over US$203 billion and a net profit of US$1.98 billion in 2019,
Maybank is Malaysia's largest bank by market capitalization and total assets, as well as
one of the largest banks in Southeast Asia.

● Maybank is also placed 349th in the Forbes Global 2000 Leading Companies and 106th
in The Banker's 2020 Top 1000 World Banks (as of July 2020). (as of May 2020).

● With a market capitalization of US$23.7 billion as of December 31, 2019, Maybank is the
largest publicly traded corporation on the Malaysian stock exchange, Bursa Malaysia.

● Maybank Islamic, Maybank's Islamic banking subsidiary, is the largest Islamic bank in
ASEAN and Malaysia by assets, and was named The Banker's Global Islamic Bank of
the Year for 2020.

● Maybank has a global network of 2,600 retail banking locations with over 43,000 staff
that spans all ten ASEAN countries, as well as key Asian countries and global financial
centres.

1.2 Product / service provided ● Leasing and hire ● Stock broking
purchase ● Nominee services,
● Commercial ● Venture capital
banking ● Insurance ● Internet banking
● Factoring
● Investment banking ● Trustee services
● Islamic banking ● Asset management
● Offshore banking

These are among the goods and services offered by the Maybank Group.

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1.3 Location

The Group employs over 45,000 people and operates through a global network of over 2,400
offices in 20 countries. It has over 400 domestic branches (the largest banking network in
Malaysia). London, New York, Shanghai, Hong Kong, Bahrain, and Singapore are among the
company's primary financial centres. Maybank Premier Wealth debuted in Singapore and
Malaysia in 2014.

List of few Maybank’s branches in Malaysia;

Maybank Kuala Lumpur Main
1 st Floor Menara Maybank
100 Jalan tun Perak
50050 Kuala Lumpur (Tel: 03-2074 8568)
Maybank Johor Bahru Main
Johor Bharu City Centre
106-108 Jalan Wong Ah Fook
80000 Johor Bahru Johor
(Tel: 07-228 2400)
Maybank Batu Pahat
32-4 Jalan Rahmat
83000 Batu Pahat Johor
(Tel: 07-434 1441)
Maybank Alamesra
Lot 15 & 16 DBKK
No B-6, B-7 & B-8 Blok B
Lorong Plaza Permai 1 Alamesra
Sulaman Coastal Highway
88400 Kota Kinabalu Sabah
(Tel: 088-448 372)

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2. PLANNING ORGANIZATION STRATEGY

2.1 Vision, Mission Statement
Vision
Advancing Asia's Ambition With You.
Mission
We want to humanise financial services by:

● Providing the people with convenient access to financing
● Having fair terms and pricing
● Advising customers based and on their needs
● Being at the heart of community

2.2 Types of plan practiced by the company.
Succession Planning: As the organisation grows and develops, personnel must be moved into
new positions on a regular basis. A crucial function is succession planning, which allows
managers and individuals to select the best prospects for a given position. This function must
also be in line with the company's strategy.

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3. ORGANIZING STRATEGY

3.1 Organizational Structure

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3.2 Type of departmentalization
Functional, divisional, and matrix departments make up Maybank. These departments are then
brought together to establish a hybrid organisational structure. As a result, the individual must
submit their work to the in charge Chief Financial Manager. Malayan bank offers advantages and
disadvantages to the organisation in order to achieve the best possible results by doing their
duties efficiently. Maybank, for example, inked an RM6 million contract with Oracle
Corporation Malaysia for a data warehouse project. Maybank has a functional organisation that
focuses on methodical work and groups specialists together. Employees with the same working
units based on a product or service, employee activities, and level of ability or competence.
Individuals are split into certain divisions inside the business, with each division having a
defined function to achieve official goals on its own.

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4. LEADING APPROACH

4.1 Leadership approach available in the company.

● On October 1, 2018, Ami Moris was named CEO of Maybank Kim Eng.
● She is in charge of MKE's regional platform and all investment banking, brokerage, and

derivatives businesses in Malaysia.
● Ami joined Maybank IB in 2009 as Head, Equity Markets, where she was responsible for

both institutional and retail clients. Ami was a key contributor to the success of the
project.Ami was instrumental in the acquisition, integration, and subsequent
administration of Singapore-based Kim Eng Holdings, which turned Maybank IB from a
single-market firm to one of ASEAN's premier investment banks.
● MKE became ASEAN's largest equities franchise under her supervision, and was named
Best Broker in Southeast Asia for the last five years. Ami took the company from the
bottom ten to the top three in Malaysia, where it was frequently selected Best Brokerage.
● Ami served as the Chief Operating Officer of Maybank Kim Eng Group from 2015 to
2017, overseeing the functions of the office of the Chief Executive Officer, MKE, driving
business strategy and management of the 10-country operating platform, which included
ASEAN-6, Hong Kong, India, the United Kingdom, and the United States.Prior to
joining Maybank IB, Ami worked for Kenanga Investment Bank Bhd, where she began
her career in 2001.
● Ami has a Master's degree in Social and Political Science History and Philosophy, as well
as a Bachelor's degree in Mathematics and Politics, both from the University of Essex in
the United Kingdom.

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5. CONTROLLING STRATEGY

5.1 Controlling Method used by the company.
Policies for Written Control
Management has established a documented Management Control Policy (MCP) as well as an
Internal Control Policy (ICP). The MCP specifies the internal control responsibilities of the
Maybank Group Management, the Internal Audit Committee (IAC), and the Audit Committee of
the Board (ACB). The goal of the ICP is to make all employees aware of the situation. The
purpose of the ICP is to raise understanding of the internal control components and the basic
control policy among all workers within the Group, especially Maybank Islamic.

● Create quantitative and qualitative controls, such as risk limits, thresholds, and triggers,
to monitor and manage the identified risk exposures.

● Implement risk mitigation measures targeted at reducing existing risks or, in some cases,
preventing the occurrence of new or developing risks.

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6. RECOMMENDATION AND IMPROVEMENT

6.1 Any recommendation on this organization based on the Islamic Perspective
management and quality improvement discussion.

● It is clear from the research that I have done, despite its universality, Islam respects local
surroundings. Some established laws that emerge in the form of broad principles sustain
Islam's worldwide nature in the realm of transaction. . Some examples of those principles
are the principle of al-adalah (justice), al-taradi (mutual agreement/consent of all parties
involved in the contract) and the prohibition of riba (usury), gharar (uncertainty/element
of cheating), etc. All these general principles are applicable globally

● Working as a consultative team (Muslim scholars with specialists in several fields,
particularly banking and finance) in Malaysia helps to gain a better grasp of the subject
matter. As a result, realistic and appropriate Shariah-compliant instruments can be
produced in conjunction with the local environment.

● The openness of Muslim scholars in Malaysia in embracing opinions from different
schools of thought (even if the principle madhhab in Malaysia is Shafi’i) adds to the
flexibility of the Islamic banking system in Malaysia.

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REFERENCES

https://www.bartleby.com/essay/Executive-Summary-Of-Maybank-FCXTUZMBNR
https://en.wikipedia.org/wiki/Maybank
https://www.coursehero.com/file/78113450/EXECUTIVE-SUMMARY-FIN658docx/
https://www.maybank2u.com.my/WebBank/MaybankBranches_040912.pdf
https://www.maybank.com/en/about-us.page?
https://www.relbanks.com/asia/malaysia/maybank
http://www.mpc.gov.my/wp-content/uploads/2016/04/bpmaybank-1.pdf
https://www.maybank.com/iwov-resources/corporate_new/document/my/en/pdf/Group-Organisa
tion-Structure.pdf
https://www.maybank-ke.com/about-us/our-leadership/
https://www.maybank2u.com.my/iwov-resources/islamic-my/document/my/en/islamic/about-us/
CG-Disclosures-InternalControlFramework2016.pdf
https://www.ipl.org/essay/Maybank-Organisational-Structure-PKBL5NNFJ486
https://www.maybank.com/iwov-resources/corporate_new/document/my/en/pdf/annual-report/20
21/Maybank_Sustainability_Report_2020.pdf

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APPENDICES

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