CASE ANALYSIS: HONDA

KOLEJ PROFESIONAL MARA SERI ISKANDAR
PERAK DARUL RIDZUAN

GROUP ASSIGNMENT (30%)
MGT1013

SESSION 3 2021/2022

ASSIGNMENT TITLE: MANAGEMENT OF HONDA MOTOR CO, LTD.

NAME OF STUDENT 1) NUR IZZAH BINTI MOHD RAZALI (SIT21110001)
2) NURUL FATIHAH BINTI MOHD AKHIR
STUDENT ID 3) WAFA KHADIJAH BINTI NAZNORRIZAL
4) AISAC ISKANDAR BIN AMIRUDDIN
PROGRAMME/CLASS 5) MUHAMMAD ALI ZAKWAN BIN MAT ZUKI
COURSE LEARNING 1) SIT21110001
OUTCOME (CLO) 2) SIT21110012
3) SIT21110007
NAME OF 4) SIT21110065
LECTURER 5) SIT21110066
SUBMISSION DATE DIPLOMA IN BUSINESS INFORMATION
TECHNOLOGY / DBIT 1A
Identifying Types of Departmentalization and Impact of
Changes of Government Rules and Regulation to
Company’s Decision Making in Business Operations and
Illustrating Standard Operating Procedure in Human
Resource Management.
NOORMANAL BINTI MOHD GHAZALI

14 FEBRUARY 2022

TABLE OF CONTENT 3
1.0 ACKNOWLEDGEMENT 4

2.0 HONDA MOTOR CO.LTD 4
2.1 COMPANY OVERVIEW 6
2.2 INTRODUCTION 6
2.3 BUSINESS OPERATIONS 6
2.3.1 TYPES OF DEPARTMENTALIZATION
1. FUNCTIONAL DEPARTMENTALIZATION
2. PRODUCTS DEPARTMENTALIZATION
3. PROCESS DEPARTMENTALIZATION
4. GEOGRAPHIC DEPARTMENTALIZATION
5. CUSTOMER DEPARTMENTALIZATION

2.3.2 RULES AND REGULATION IN BUSINESS OPERATION 11
DUE TO PANDEMIC COVID 19 11
1 THE IMPACT TO THE DECISION MAKING IN THE 11
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COMPANY’S BUSINESS OPERATION
2 TYPES OF DECISIONS MAKING MODEL THAT IS

USED IN THE COMPANY
3 IMPACT OF CHOOSING THE RIGHT MODEL

2.3.2 STANDARD OPERATION PROCEDURE (SOP) 13
1 SOP FOR CUSTOMERS 13
2 SOP FOR EMPLOYEES

2.4 ONLINE MARKETING STRATEGY 23
3.0 HUMAN RESOURCE MANAGEMENT 26
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3.1 INTRODUCTION 26
3.2 RECRUITMENT AND SELECTION 27
3.2.1 RECRUITMENT 28
3.2.2 DEFINITION 28
3.2.3 PURPOSE AND IMPORTANT OF RECRUITMENT 30
4,0 TIPS FOR WORKING FROM HOME 31
CONCLUSION 32
REFERENCES

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1.0 ACKNOWLEDGEMENT
In the name of Allah, the Most Gracious and the Most Merciful
It gives immense pleasure in bringing out this synopsis of the project entitled
“Management of Honda Motor Co,Ltd.”
First, we would like to thank our lecturer. Noormanal Binti Mohd Ghazali who
gave us her valuable suggestions and ideas when we were in need of them. She
encouraged us to work on this project.
We are also grateful to our classmates for giving us the opportunity to work with
them and providing us the necessary resources for this project.
We would like to thank to all of them who helped us to complete this project.
We are immensely grateful to all who are involved in this project as without their
inspiration and valuable suggestion it would not have been possible to develop
the project within the prescribed time.
May Allah shower the above cited personalities with success and honour in their
life.

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2.0 HONDA MOTOR CO.LTD
2.1 COMPANY OVERVIEW
COMPANY LOGO

COMPANY NAME Honda Motor Co.Ltd

HEAD OFFICE 2-1-1, Minami-Aoyama, Minato-ku, Tokyo 107-8556,
Japan.
ESTABLISHED Tel: +81-(0)3-3423-1111
DIRECTOR, PRESIDENT September 1948
AND REPRESENTATIVE Toshihiro Mibe
EXECUTIVE OFFICER
MAIN PRODUCTS Automobiles, motorcycles and power products

MISSION “To be the first preference at every level of car lovers, and
be the market leader.”

VISION “A dynamic growth oriented company through excellence
PHILOSOPHY in quality, dedication to provide greater fuel efficiency at
competitive prices, and service ensuring attractive returns
to equity holders, rewarding associates according to their
ability and performance, fostering a network of engineers
and researchers ensuing unique contribution to the
development of the industry, customer safety, satisfaction
and protection of the environment by producing emission
friendly green products as a good corporate citizen
fulfilling its social responsibilities in all respects.

1. Fundamental Beliefs (including “Respect for the
Individual” and “The Three Joys”)

2. Company Principle
Maintaining a global viewpoint, we are dedicated to
supplying products of the highest quality, yet at a
reasonable price for worldwide customer satisfaction.

3. Management Policies
・Proceed always with ambition and youthfulness.

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・Respect sound theory, develop fresh ideas, and make
the most effective use of time.
・Enjoy your work and encourage open
communications.
・Strive constantly for a harmonious flow of work.
・Be ever mindful of the value of research and endeavor.

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2.2 INTRODUCTION
Honda is a Japanese multinational corporation primarily known as a

manufacturer of automobiles and motorcycles. Honda was founded on 24th
September 1948 by Soichiro Honda and Takeo Fujisawa.

2.3 BUSINESS OPERATIONS
2.3.1 TYPES OF DEPARTMENTALIZATION

1. FUNCTIONAL DEPARTMENTALIZATION
Functional departmentalization is an organizational structure where
business leaders divide teams according to the professionals' areas of
specialization.

Top
management

Production Marketing Finance Human
Department Department Department Resource
Department

Chart 1: Example of Functional Departmentalization

Honda uses functional departmentalization which they involves
coordinating, leading & overseeing the work activities of others. For example,
the top manager or supervisor of the subordinates will helps employees if they
have problems to settle the task about the company or work. In addition, the
leader will work with and through people to accomplish goals. So that
organizational goals can be accomplished efficiently and effectively. They also
develop many plans and then carry out extensive brainstorming sessions where
they first set objectives and discuss ways to achieve those objectives. Honda’s
management has established the following goal for its organization.
“Maintaining a global viewpoint, we are dedicated to supply products of the
highest quality, yet at a reasonable price for worldwide customer satisfaction.”
Honda develops flexible plans, where they anticipate possible problems and

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solutions to those problems. They involves its staffs in different types of
planning, that is Product Planning and Business Planning.

2. PRODUCTS DEPARTMENTALIZATION
Product departmentalization is an organizational strategy that divides
employees into teams to work on all aspects of a particular project or product
line.

Executives Officer
(Product)

Motorcycles Automobiles Power Aircrafts
Products

Chart 2: Example of Product Departmentalization in Honda Co. Ltd.

Honda uses products departmentalization which is every product line has
a group that manages it. They do changes and in accordance with the principle
of specialization in products or services that need to be made on the operating
structure. So, it ensures good quality and in order to further accelerate ongoing
initiatives to strengthen its automobile business and realize strong products
which are essential for the further growth of Honda. In addition, due to the use
of products departmentalization in this company, it brings specialization in a
product or service that makes optimal use of human resources. Each product
can focus on its productivity and profitability. So, all activities related to each
product can be easily integrated and coordinated. Lastly, products
departmentalization makes the company growth and expansion. An
organization that is suitably divided into different departments can easily grow
and expand.

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Example of product departmentalization in Honda R & D Co. Ltd.

The Innovative Research Excellence center do the research and
development functions in some new domains including intelligence
technologies, manufacturing/engineering technologies, automated driving and
advanced driver-assistive systems.

The Innovative Research Excellence - Power Unit & Energy center integrate
research and development functions for power unit and energy technologies for
motorcycles, automobiles, power products and business jets. With the
establishment of a dedicated research center in the area of power unit
technologies, which is a source of Honda’s competitive strength, Honda will fully
demonstrate the strengths of Honda as a company that has a broad range of
technologies and strive to increase the value of its product for the future.

3. PROCESS DEPARTMENTALIZATION

Process departmentalization is grouping activities on the basis of product or
service or customer flow. Because each process requires different skills, process
departmentalization allows homogeneous activities to be grouped together.

For example in the Honda company, according to the need of the company
for manufacturing of motorcycles and cars, the material is requisitioned and a
purchase order is sent to the suppliers by the purchase department and the
Honda industry purchases the material from outside the country as well as
within country through local costing. Honda has gained many advantages when
using process departmentalization, among them is the proper of the paperwork
in the departmental process, so it is an effective form of departmental.

Example of Honda process departmentalization:

Honda’s Automobile Operations advance its monozukuri with an efficient
operation which integrates the entire process from development through mass-
production.

Business Supervisory Unit is responsible for formulating business strategies
which will flexibly address changes in the business environment. Business Unit
Officer, is supervising the entire process from planning through preparation of
mass-production for each model series. Meanwhile, Monozukuri Center

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develops competitive products by advancing Honda’s art of automobile
manufacturing. Then, Production Supervisory Unit is responsible for automobile
production as well as the production quality control and high-level equalization
of quality on a global basis. Moreover, Supply Chain Management Supervisory
Unit plans and implement the supply chain optimized for the business strategies.
Lastly, Sales Supervisory Unit is responsible for formulating and implementing
strategies.

4. GEOGRAPHIC DEPARTMENTALIZATION

Multinational companies are well suited to practice geographical
departmentalization because they have subsidiaries or affiliates all over the
world. Honda as one of the largest automobile company has subsidiaries
in different regions or geographical areas throughout the world adopt this type
of departmentalization. There are Honda’s affiliated companies in Asia, North
America, Europe and other regions. This form of structure enables businesses
to:

• have a reporting and functional system across multiple locations
• operate separate sites according to local demand but still be directed by

business policy

Top Management
(Japan)

Regional Regional Regional Regional
China/Asia North American Europe Japan

Chart 3: Example of Geographical Departmentalization in Honda

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It makes sense to divide an organisation by region due to differences in
cultures, law or rules, languages and customer preferences in the areas.
Logistics relating to shipping, resources and staff also sometimes make the
geographical structure a good choice.

The advantages of a geographical departmentalization are:
i) All staff have close communication with local customers because they speak
same language and practice same cultures.

ii) There will be strong collaborative teams at each location because they are
moving to achieve same goals.

iii) The company has the ability to better serve local needs and tailor their
approach to the local market.

iv) The company has the ability to encourage positive competition between
different departments. All staffs will be well-performed because of the
competitive achievement.

5. CUSTOMER DEPARTMENTALIZATION

Customer departmentalization is where the organization's activities are
ready to respond to and interact with specific customers or customer groups.
This organizational form is used when great emphasis is placed on effectively
serving different customer types. This type of departmentalization is used when
Honda Company have to solve their customer’s needs and problems, they will
solve it by expert or customer departmentalization.

There are many advantages when using this customer departmentalization, for
instance it encourages concentration on customer needs. Then, it gives
customers feeling that they have an understanding supplier (banker). It also
develops expertness in the customer area and saves customers' time. Honda has
made sure and does not have to worry about the main problems of its customers
because they already have customer departmentalization where all problems
about customers can be solved by the staff of customer department. The
implementation of customer departmentalization fulfilled one of the philosophy
of Honda that is “The Three Joys” which means “The Joy of Buying,” “The Joy of
Selling” and “The Joy of Creating”.

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2.3.2 RULES AND REGULATION IN BUSINESS OPERATION DUE TO PANDEMIC
COVID 19

1. THE IMPACT TO THE DECISION MAKING

A decision-making process is a set of processes that is made by individuals
to determine the best route or course in order for them to satisfy their needs.
In a business context, it is a collection of steps taken by managers in a company
to determine the planned path for business initiatives and to put particular
actions in motion. Business decisions are ideally based on an analysis of
objective facts, aided by the use of business intelligence and analytics tools.

In any business situation there are a lot directions that can be taken in which
to take a strategy or an initiative. Because of the many options that can be
considered as well as the volume of decisions that must be taken on a regular
basis, especially in large organisations that had implement an effective decision-
making process which is a critical component of running a successful business.

2. TYPES OF DECISION MAKING MODEL THAT IS USED IN THE COMPANY

Rational models

During the Covid 19, many companies have suffered from bankruptcy. So,
the decision making in the company needs to be the main role for the company
to maintain operation in order to gain profits. For instance, the Honda company
needs to provide a systematic plan that is made by the Chief Executive Officer
or Managers to keep the company on the right track.

Like the Honda company, they use the rational models as their decision-
making this because rational decision-making is the most popular type of model.
It is logical and sequential and focuses on listing as many alternative courses of
action as possible. Once all options have been laid out, they can be evaluated to
determine which is best options. These models often include good and bad
consequences for each choice, with the options listed in the order of their
importance.

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Intuitive models
Honda company can use this method to increase their productivity by using

intuitive models in their decision-making. These decision-making models focus
on there being no real logic or reason to the decision-making process. Instead,
the process is made by an inner knowledge or intuition about what the right
option that we must take. However, intuitive models are not solely on what our
gut is feeling but it also depends on the pattern recognition, similarity
recognition and the importance of the prominence option that are available to
use.

3. IMPACT OF CHOOSING THE RIGHT MODELS IN THE DECISION MAKING
IN THE COMPANY
The impact of using these models is it can allow the company to make a lot
of right decisions making when a company are undergoing a dilemma in which
they must make the right choices. By doing so the company can stay on the right
path in making decisions and it will promptly avoid their decisions being
backfired which can lead to a lot of catastrophe such as employees being in a
panic state that will make the company become a mess. If that happens a lot of
the employees will be dissatisfied and a lot of them will feel that their working
place is not ideal for them to do their job and a lot of them will quit. So, it is very
important for the company to practice these models in order for them to thrive
especially during the pandemic season.

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2.3.3 STANDARD OPERATION PROCEDURE (SOP) OF HONDA COMPANY
1. STANDARD OPERATING PROCEDURE OF CUSTOMER MANAGEMENT
a) Showroom Visit (Car Viewing):

Customers will be subjected to a body temperature check when entering any
Honda dealership nationwide, and will be compelled to use hand sanitizer
provided at the entrance before entering the showroom. Individuals with a
temperature of 37.5 degrees Celsius or above, as well as those with symptoms
of fever, cough, or shortness of breath, will be advised to leave the premises &
seek medical attention immediately.
For a more effective check-and-control measure, all dealerships’ customer flow
has been redesigned to have only one entrance & exit. High traffic or regularly
used locations such as the door handles and restrooms are sanitised and cleaned
on a regular basis every day. Customers will be given face masks as soon as they
enter the showroom. Before engaging in any discussion, both customers &
Honda sales advisors are expected to wear face masks.

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Every day, the certified sanitizers are used to clean all display cars in Honda
dealerships. During the description of the exterior of Honda cars, sales advisors
must maintain a specified social distance of one metre from customers. The
sales consultants will sit in the back seat during the display & explanation of the
car’s interior amenities to maintain social distance at all times.

b) Customer Test Drive:

Before & after each test drive session, all test drive cars are sanitised using
approved sanitizers, with special attention paid to parts & accessories that are
regularly touched, such as the steering wheel, switches, dashboard, door
handles & car keys. Gloves are given to provide assurance & maintain hygiene
at all times throughout a test drive and both customers and sales advisers must
wear face masks & gloves at all times during the test drive. To maintain social
distance, the salesperson will always sit in the back seat while the customer is
on a test drive.

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c) Booking a Car:

To avoid interaction with common goods such as tables, stationary & point-of-
sale terminals, Honda Malaysia urges consumers to deposit payments directly
into the respective dealership’s accounts via e-transaction. Honda Malaysia has
also made it possible to renew car insurance online, making it easier & secure.

d) New Car Delivery:

To minimise a massive throng in the showroom, the business urges clients to
limit guests present at the new car delivery event to only one person. Before the
purchaser gets possession of a new car, it will be completely sanitised.

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e) Honda After-Sales Services:
Customers must schedule appointments for auto service at Honda Malaysia
outlets since the company is adopting strict measures such as crowd control &
social separation. The number of customers in the dealership for car service at
any given moment is limited to a minimal capacity. Customers will be able to
have a simpler after-sales servicing experience if they schedule appointments
ahead of time.

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2. STANDARD OPERATING PROCEDURE OF EMPLOYEE
a) Procedure Before Entering Workplace:

All employees are advised to wear a face mask, and anyone suffering from
COVID-19 symptoms is expected to do so when entering the workplace. They
should also follow the guidelines for physical distancing and washing hands
frequently with soap and water or hand sanitizer. Next, they must report to
security offices or the Human Resources & General Admin to keep in track of the
attendance.
Then, the employees must undergo body temperature measurement. Security
personnel should be notified and the employees should make a note of it.
Persons Under Investigation (PUI), people with COVID-19 symptoms are not
allowed to work. Lastly, they should attend safety briefings on COVID-19 control
and prevention measures, as well as workplace standards to follow.

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b) Symptom Screening and Body Temperature Measurement

The employees should be screened by a trained person or medical assistant
who is wearing personal protective equipment (face mask & gloves). If their
body temperature reached 37.5 degrees Celsius or higher, they are not
permitted to enter the workplace & must undergo another body temperature
measurement.

Anyone of the employees who have COVID-19 symptoms are not permitted
to work, and such a case should be reported to the employer. Employees are
subjected to daily temperature monitoring & symptomatic screening before
being allowed into the workplace. Lastly, the employees must use the
MySejahtera app or signing the attendance registration book given to record the
attendance.

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c) During Work:

Every employee needs to follow the safe work practises & work guidelines
established at the workplace. Next, encouraging the employees to wear a face
mask & sanitize their hands at the workplace. Lobby, lift, meeting room,
resource room, cafeteria, prayer room, restroom & other common facilities at
the workplace should be disinfected as prescribed by the MOH.

Then, disposing away discarded face masks, gloves & tissue papers in a
closed garbage bin. At work, all employees must practise physical distancing (at
least 1 metre). In addition, everyone should follow the workplace’s staggered
break time plan and avoid unproductive work tasks that compel staff to leave
the office. Finally, they must use personal items for prayers and don’t share
them.

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d) Conducting Meeting:

The employees and employers need to use alternative of communication
(online) to conduct a meeting. If a physical meeting is required, make sure all
protocols and control measures are followed and the room’s air ventilation is
working properly. Next, ascertains that all meeting attendees are aware of the
rules & controls that must be adhered to during the meeting. Everyone in the
room is advised to put on a face mask and wash their hands with soap and water
or hand sanitizer provided by the organizer.
Then, ensure that everyone in the conference follows the rules of physical
separation. The names and contact information of the meeting attendees
should be saved in case they need to be contacted. If any person of the meeting
is suspected of having COVID-19 infection, the employer shall promptly warn all
members of the meeting so that they can take precautions & contact the local
district health office. Lastly, every person should also follow the government’s
most recent guidelines for a more secure meeting planning.

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e) Managing Emergency Situation on COVID-19:

If someone exhibits COVID-19 symptoms at work, the following steps must be
performed. Firstly, the support of ERT, coordinators or supervisors should
isolate the symptomatic worker in a separate setting. Next, collecting
information on the employee’s situation & notify the boss. In addition, the ERT
must follow the established procedures & wear personal protective equipment
(PPE).
Also, the symptomatic employee should be reprimanded and referred to the
hospital for further treatment examination. If it requested by the MOH,
employees must comply in identifying their close contact and the impacted
places. Then, they need to begin the cleanup & disinfection process as soon as
possible, using the MOH-recommended technique.

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f) Workplace Cleaning & Disinfection:

Cleaning & disinfection the designated workplace on a regular basis in
accordance with MOH recommendations and should be done before starting
operations. It must be also documented in the log book provided. The trash bins
should have an automated lid (foot pedal) & a plastic bag that can be sealed &
labelled properly.
Before leaving the office, everyone is encouraged to clean himself or herself.
The employers must remain up to speed with the newest developments,
information and applicable COVID-19 directives by visiting the MOH’s website
at http://www.moh.gov.my.

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2.4 ONLINE MARKETING STRATEGY
2.4.1 STRATEGY/ OBEJCTIVE AND GOALS

Customers: Our Customers are the reason and the source of our business. It is
our joint aim with our dealers to ensure that the customers enjoy the highest
level of satisfaction from use of Honda Cars.

Quality: To ensure that our products and services meet the set standards of
excellence.

Technology: To develop and maintain distinct business advantages through
continuous induction of improved hard and soft technologies.

Shareholders: To ensure health and viability of business and thus safeguarding
shareholders’ interest by maximizing profit. Payment of regular satisfactory
dividends and adding value to the shares.

Following are the Honda Atlas’ important Strengths, Weaknesses,
Opportunities and Threats:

Strengths:
✓ Brand image
✓ Strong R&D
✓ Timely new models
✓ Advance technology/equipment
✓ Customer loyalty
✓ Smoother drive as compare to its competitors
✓ Safety
✓ Environment Friendly Cars

Weaknesses:

Dealership Network

Costly Spare Parts

Limited Product Line

Shortage of Trained Technicians

High Cost of Production

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Opportunities:
People’s awareness about Global Warming
Customer desire for hybrid and fuel efficient vehicles
Increase in technology in automobiles forces customers to return to

dealer for service
Budget friendly & economy cars
Automobiles increasing

Threats:
WTO (World trade Order) opening local markets for global competition
Political instability
Energy crises
Depreciation of rupee against dollar
Increase in Petroleum and steel prices
Inflation
Declining quality of the infrastructure in the country.

ST strategies:
Use a firm’s internal strengths to overcome external threats.
1) Utilize research and development to minimize the steel prices
2) Energy crises can be minimize through advance technology (by using
more efficient Plants & Equipment).

WT strategies:
Defensive tactics aimed at reducing internal weaknesses and avoiding
environmental threats.
1) Rightsizing

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2) Strict employee policies to contain overhead and unfavourable economic
condition.
SO strategies:
Use firm strength to take advantage of external opportunities.
1) By using technology hybrid and fuel efficient vehicle can be
manufactured.
2) Through R&D global warming can be minimize and customer awareness
program can be conducted.
WO strategies:
Improving internal weaknesses by taking advantage of external
opportunities
1) Introducing new budget friendly small vehicles
2) Introduction of flexible fuel vehicle and going for product diversification
Recruitment and Selection Honda.

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3.0 HUMAN RESOURCE MANAGEMENT
3.1 INTRODUCTION

Today, in every organization personnel planning as an activity is
necessary. It is an important part of an organization. Human Resource
Planning is a vital ingredient for the success of the organization in the long
run. There are certain ways that are to be followed by every organization,
which ensures that it has right number and kind of people, at the right place
and right time, so that organization can achieve its planned objective.

The objectives of Human Resource Department are Human Resource
Planning, Recruitment and Selection, Training and Development, Career
planning, Transfer and Promotion, Risk Management, Performance
Appraisal and so on. Each objective needs special attention and proper
planning and implementation.

For every organization, it is important to have a right person on a right
job. Recruitment and Selection plays a vital role in this situation. Shortage
of skills and the use of new technology are putting considerable pressure
on how employers go about Recruiting and Selecting staff. It is
recommended to carry out a strategic analysis of Recruitment and Selection
procedure.

Recruitment and Selection are simultaneous process and are
incomplete without each other. They are important components of the
organization and are different from each other.

3.2 RECRUITMENT AND SELECTION

Recruitment and selection are two of the most important functions of
personnel management. Recruitment precedes selection and helps in
selecting a right candidate. Recruitment is a process to discover the
sources of manpower to meet the requirement of the staffing schedule
and to employ effective measures for attracting that manpower in
adequate numbers to facilitate effective selection of efficient personnel.

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Staffing is one basic function of management. All managers have
responsibility of staffing function by selecting the chief executive and even
the foremen and supervisors have a staffing responsibility when they
select the rank and file workers. However, the personnel manager and his
personnel department is mainly concerned with the staffing function.
Every organization needs to look after recruitment and selection in the
initial period and thereafter as and when additional manpower is required
due to expansion and development of business activities.

‘Right person for the right job’ is the basic principle in recruitment and
selection. Ever organization should give attention to the selection of its
manpower, especially its managers. The operative manpower is equally
important and essential for the orderly working of an enterprise. Every
business organization/unit needs manpower for carrying different
business activities smoothly and efficiently and for this recruitment and
selection of suitable candidates is essential. Human resource management
in an organization will not be possible if unsuitable persons are selected
and employment in a business unit.

3.2.1 RECRUITMENT

Recruitment refers to the process of finding possible candidates for a
job or function, undertaken by recruiters. It may be undertaken by an
employment agency or a member of staff at the business or organization
looking for recruits. Either way it may involve advertising, commonly in
the recruitment section of a newspaper or in a newspaper dedicated to
job adverts. Employment agencies will often advertise jobs in their
windows. Posts can also be advertised at a job centre if they are targeting
the unemployed.

Recruitment means to estimate the available vacancies and to make
suitable arrangements for their selection and appointment. Recruitment
is understood as the process of searching for and obtaining applicants for
the jobs, from among whom the right people can be selected.

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3.2.2 DEFINITION
According to EDWIN FLIPPO, “Recruitment is the process of searching

for prospective employees and stimulating them to apply for jobs in the
organization.” The need for recruitment may be due to the following
reasons / situation.
a) Vacancies due to promotions, transfer, retirement, termination,
permanent disability, death and labour turnover.
b) Creation of new vacancies due to the growth, expansion and
diversification of business activities of an enterprise. In addition, new
vacancies are possible due to job specification.

3.2.3 PURPOSE AND IMPORTANT OF RECRUITMENT
1. Determine the present and future requirements of the organization on
conjunction with its personnel-planning and job analysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the
number of visibly under qualified or overqualified job applicants.
4. Help reduce the probability that job applicants, once recruited and
selected, will leave the organization only after a short period of time.
5. Meet the organization‘s legal and social obligations regarding the
composition of its work force.
7. Begin identifying and preparing potential job applicants who will be
appropriate candidates.
8. Increase organizational and individual effectiveness in the short term
and long term.
9. Evaluate the effectiveness of various recruiting techniques and sources
for all types of job applicants.

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4.0 Tips for working from home

Due to the Covid-19 pandemic, many businesses are affected severely. Thus,
many employees have to work from home. There are some tips for employees
who need to work from home to stay productive, to balance between work and
family and to prevent stress.

First, the employees should establish transition times. When you physically
go to work, you tend to have a routine that you follow that has many visual and
physical cues. For example, when you wake up, you probably get ready for the
day by getting dressed, eating breakfast, and gathering your things to begin your
commute. At the end of the day, you might clear out your email inbox, say
goodbye to co-workers, and settle into the commute back home.

For people that are working remotely, these transition times are lost,
which means it can be easy to have your work seep into your home life. Create
cues for yourself to know when it is time to begin working and when it is time
to stop working. For some people, mimicking a commute might be helpful. If you
are used to driving to work, consider taking a brief walk around the block each
morning to help you set your intentions for the workday and another walk in the
evening to help you clear your mind. Additionally, turning off your computer can
be an easy way to create boundaries between your work time and your home
time since you will be less likely to send just one more email.

Second, take regular breaks. Be sure to schedule regular breaks throughout
your day and hold yourself accountable for those rest times by putting them on
your calendar. Eating lunch with a family member or going on a walk are the
best ways to spend some mental time away from work. By regularly removing
yourself from the work environment for 10 or 15 minutes, you will feel refreshed
and ready to be productive when you get back to the computer instead of being
exhausted and unable to focus.

Third, you must establish a routine. Routines and schedules help us feel a
sense of control in our lives. When our work routines are significantly altered,
we can feel like we do not know where to begin or how to be productive during
the workday. Creating a new schedule can be beneficial to regain that sense of
control, but you should approach the schedule with some flexibility.

The last one is communicating your needs. One of the best ways to
weather a rough transition is to be open and honest about your needs. Over
communication is essential, especially during a time of social distancing and

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increased isolation. Your boss would not be able to see if you are having a hard
time managing tasks. Your family might not know you are working on an
important project if you do not tell them. Be upfront with your family members
by telling them what you have going on and being respectful of their
responsibilities. This applies to your professional relationships as well. If you feel
overwhelmed by your workload or you are struggling to make connections in a
remote setting, talk to your manager and look for solutions together. Proactive
communication can help prevent messy situations and frustration down the
road.

CONCLUSION
We are practising five types of departmentalization to ensure the company’s
mission to produce high quality products at competitive prices and meet
customers satisfaction is achieved. However, we will also be responsible for the
safety and health not only of our employees but also of our customers and
potential customers, for that reasons we formulate Covid 19 SOP that meets
those in needs.

Moreover, we will always uphold the company philosophy that is ‘Respect
for Individual’ means not to be bound by preconceived ideas, but to think
creatively and act on your own initiative and judgment, while understanding
that you must take responsibility for the results of those actions, to create equal
opportunities for each individual recognizing each other as individuals and
helping out where others are deficient, accepting help where we are deficient,
sharing our knowledge, and making a sincere effort to fulfil our responsibilities.
In addition, we want our employees, suppliers and customers experience ‘The
Three Joys’ that is The Joy of Selling, The Joy of Buying and The Joy of Creating.

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REFERENCES

1)https://resources.owllabs.com/blog/remote-
work-life-balance

2)https://www.halfhalftravel.com/remote-
work/work-life-balance.html

3)https://www.jobstreet.com.my/en/cms/em
ployer/laws-of-attraction/inspirations/5-
work-life-balance-tips-for-your-wfh-
employees/

4)https://www.thesundaily.my/gear-
up/honda-malaysia-showrooms-reopen-
with-new-sop-CY2427949

5)https://www.dosh.gov.my/index.php/swp-
covid19-prevswp-covid19-prevention-in-
workplace/file

6)https://www.scribd.com/document/136655
918/Recruitment-and-Selection-Samrat-
Honda

7)https://www.researchgate.net/publication/
332866459_HONDA_STRATEGIC_ANALYSIS

8) https://searchbusinessanalytics.techtarget.c
om/definition/decision-making-
process?amp=1

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