SARAWAK WOMENFOR WOMEN#bukansalahkamekAM238 1AADS460Prepared by: group 4Prepared for:Dr. Ummi Farhanibinti Firdaus
20254855322025484408Amelda Errica Anak Kinsi2025225702Fareezuan bin Rahman2025242716Gwendlyne Jata Anak Sumping2025600896Muhammad Rizal bin SarapilStefanie Jhess WilliamMEMBERS:
Table of Contents5.1 Consultant Profile5.0 CONCLUSION023.1 Impact on Leadership3.2 Leadership Issue3.3 Recommended Leadership Style3.4 Real-world Case Study3.0 LEADERSHIP032.1 Challenges Faced by SWWS2.2 Decision-making Model: Bounded Rationality2.3 Impact on Organizational Effectiveness2.0 DECISION-MAKING051.0 INTRODUCTION084.1 Management Trends in SSWS4.2 Challenges Faced by SWWS4.3 Solutions & Strategies to OvercomeChallenges4.0 MANAGEMENT TRENDS11146.0 REFERENCES7.0 APPENDIXES13
01First of all, we would like to express our deepest gratitude to Dr. Ummi Farhani Binti Firdaus, as ourlecturer of Faculty of Administrative Science and Policy Studies, for her provided constantguidance and instruction in completing the assignment.We are grateful to have had the opportunity to work on this assignment with such a supportivegroup. We would like to extend our sincere thanks toeachmember of our group for theircommitment,cooperationand hard work. Each of the group members have put in their best effortsto complete this assignment with their ideas, perspective and opinions from the beginning till theend.Finally, we would like to thank God for letting us through all the difficulties. You are the one wholet us finish our degree and we will keep trusting You for our future.ACKNOWLEDGEMENTgroup 4
02Sarawak Women for Women Society isa non-profit organization that is based inSarawak, and its goal is to support andempower women mainly throughadvocacy, support services, andcommunity-initiated programs. The mainconcern of this organization is to assistwomen in dealing with the social problemsthey encounter when trying to getinformation about in their rights, support,etc. As a charity, Sarawak Women forWomen Society is focused on providingassistance to the community rather thanon profits (About Us – SWWS, n.d.-a).Sarawak Women for Women Society’sgoal is to help women attain a better lifeand also help promote gender equality byproviding them with education, support,and advocacy.Notwithstanding the strong mission ofSarawak Women for Women Society, theorganization is facing several problems,such as managing the organization’s dailyoperations, and the lack of stable financialsources dependent on donations andfund-raising being the main issue, followedby difficulty in effectively managingvolunteers and the increasing demand forcommunity-based support services(LING,2025). All of these challenges needeffective organizational management if theorganization is to continue operating andproviding services in an efficient manner.1.0 INTRODUCTIONSarawak Women for Women Society’sgoals are to reach out to and supportwomen's empowerment, increasewomen's awareness of their rights andcreate awareness and to engage incommunity participation on equal terms;and to promote equality in the community.Thus, the application of managementprinciples to Sarawak Women for WomenSociety will be the key factor in makingsure that the organization not only runsbut provides high-quality service as well tothe people of Sarawak. Through properorganizational management, SarawakWomen for Women Society will ensure amaximum resource utilization. This boththe scale of impact and effectiveness willbe high.
032.0 DECISION-MAKINGDecision-making refers to the process of selecting the most appropriate course of action from severalalternatives in order to achieve organizational goals. In non-profit organizations, decision-making isimportant because decisions are not based on profit, but on social responsibility, ethical values, andcommunity needs. Every decision made can directly affect beneficiaries, volunteers, and public trust.In the context of Sarawak Women for Women Society (SWWS), decision-making plays a crucial rolein determining how limited resources such as funds, time, and manpower are used to support womenand children who are affected by violence and discrimination. Effective decision-making helps theorganization prioritize urgent needs, manage programmes efficiently, and ensure that its mission ofpromoting gender equality is achieved in a sustainable manner.In addition, incomplete information poses a challenge to effective decision-making. Community needsmay change over time, and data related to social issues may not always be readily available. Thismakes it difficult for the organization to evaluate all possible alternatives thoroughly. Volunteeravailability further complicates decision-making, as volunteers may not be available on a full-timebasis, affecting planning and implementation. These challenges highlight the reality that SWWSoperates in a complex environment where ideal decision-making conditions rarely exist. As a result, theorganization must rely on practical and realistic approaches to decision-making rather than purelytheoretical models.2.1 Challenges Faced bySWWSOne of the main decision-making challengesfaced by Sarawak Women for Women Society(SWWS) is limited resources. As a non-profitorganization, SWWS does not generate profitand depends on external funding to sustain itsactivities. This creates a situation wheremanagers must constantly decide whichprograms should be prioritised, even though allservices provided by the organization areimportant and beneficial to the community.Another significant challenge is the urgency ofcases handled by SWWS. Situations involvingdomestic violence, abuse, or crisis interventionoften require immediate action. In suchcircumstances, decisions must be madequickly, sometimes without complete oraccurate information. This limits the ability ofdecision-makers to conduct detailed analysisbefore choosing a course of action.
04The Bounded Rationality Model fits theoperational context of SWWS for severalreasons. First, the organization often lackscomplete information when responding tocommunity issues or crisis cases. Second,decision-makers face time constraints thatprevent extensive analysis. Third, financialand human resource limitations reduce thefeasibility of conducting comprehensiveevaluations. Lastly, the reliance onvolunteers means that decisions mustadapt to varying levels of availability andexpertise.2.2 Decision-Making model:Bounded RationalityAccording to the challenges that faces bythe Sarawak Women for Women Society(SWWS), the suitable decision-makingmodel is bounded rationality. TheBounded Rationality Model, introduced byHerbert Simon, explains that decisionmakers operate under limitations such asrestricted information, limited time, andlimited cognitive capacity (Simon, 1997).Instead of seeking the optimal solution,decision-makers choose a solution that issatisfactory and feasible given thecircumstances.This model is highly suitable for SWWSbecause the organization frequently facesurgent situations and resource constraints.Limited funding and manpower restrict theability to evaluate every possiblealternative in detail. Furthermore, timepressure in crisis cases requires decisionsto be made quickly. Therefore, boundedrationality provides a realistic explanationof how decisions are made within SWWS.By applying bounded rationality, SWWSis able to make decisions that are practicaland achievable, even if they are notperfect. This allows the organization tocontinue functioning effectively despiteexisting limitations.2.3 Impact on OrganizationalEffectivenessThe application of effective decisionmaking models such as boundedrationality can positively impact SWWS’soverall performance. It enables theorganization to allocate resources moreefficiently, respond promptly to urgentcases, improve volunteer coordination,and maintain public trust. In conclusion,effective decision-making is essential fornon-profit organizations, and the use ofthe Bounded Rationality Model allowsSarawak Women for Women Society tomanage its challenges realistically whilecontinuing to serve the communityeffectively.A practical example of bounded rationalityin Sarawak Women for Women Society(SWWS) can be seen when theorganization must decide betweenextending crisis helpline hours orconducting an awareness programme inrural communities. While both options areimportant, limited funding and volunteeravailability may force SWWS to chooseonly one. In this situation, extendinghelpline hours may be prioritised becauseit provides immediate support toindividuals in crisis. Although this decisionmay not fully address long-term awarenessgoals, it represents a satisfactory andrealistic choice under existing constraints.
05In the context of Non-Profit Organization(NPO) such as Sarawak Women for WomenSociety (SWWS), leadership is defined as theability to influence, motivate and enableothers to contribute towards theeffectiveness and success of theorganization’s social mission.3.0 LEADERSHIPUnlike the corporate sector whereleadership is often measured margins andmarket share, NPO leadership is inherentlyvalue-based. It is a process of mobilizingdiverse stakeholders including fulltime staff,passionate volunteers, survivor of domesticviolence and external donors towardscommon goal of gender equality andwomen’s empowerment.At its core, leadership in SWWSinvolve navigating the double bottomline which mean achieving the socialmission while maintaining financial andoperational sustainability. Because NPOrely heavily on volunteer labor,leadership here is less about formalauthority or “command and control”and more about power of persuasion. Itrequire the leader to embody the ethicsand integrity of the organization tomaintain public trust and legitimacy inSarawakian society.
06#TOGETHER TOWARDSEQUALITY – AN EQUALWORLD IS A BETTERWORLD – BE PART OFUS.The impact of effective leadership is deepand profound. First, leadership act as anorganizational anchor for organizationalstability. In an NPO environment wherefunding can be inconsistent and socialchallenges are complex, strong leadersprovide clear direction , ensuring that coreservice such as crisis helpline and legaladvocacy remain operational despiteexternal pressures.3.1 Impact of LeadershipSecond, leadership is a key driver ofvolunteer retention and morale. IN SWWSvolunteer often handle high stress casesinvolving sexual harassment and abuse.Effective leadership creates a Culture ofCare, providing the emotional support andrecognition needed to avoid emotionalfatigue. When leaders shows empathy and aclear vision, team members feel a deepsense of belonging and purpose, leading tohigh level performance with low turnover.Lastly, leadership has a noticeableimpact on resource mobilization andsocial capital. The reputation andcapacity of SWWS leader network iscrucial for building partnerships withgovernment agencies andinternational donors. A leader whoeffectively communicate theorganization’s impact can transform asmall local community into a powerfuladvocacy force that influence statelevel policy legislation.
073.2 Leadership IssuesLeadership in Sarawak Women for Womensociety (SWWS) is not just aboutadministrative oversight, it involve leadingthe organization through intenseemotional challenges. One of the mostpressing leadership issue is managingemotional fatigue and volunteer burnout.Since SWWS deal with Trauma fromdomestic violence to sexual assault,leadership struggles to maintain aneffective team when the nature of thework itself is emotionally draining.3.3 RecommendedLeadership StyleAnother major challenges is thegenerational and cultural gap in activism.SWWS has a strong history in Sarawak,but leadership often face problem incombining traditional advocacy methodswith the modern, digitally focusedapproaches. A leader today need to closethe gaps between the old way and moremodern campaign. Additionally, findingnew leaders who possess both theprofessional management skills and deepfeminist passion as is an ongoing internalchallenge that could constrain theorganizational growth.To overcome these obstacles we stronglyrecommended that SWWS use theTransformational Leadership Style. In anon-profit environment where financialincentives are nonexistent, the primarycurrency of a leader is inspiration. TheTransformational leader don’t just managetask they change hearts and mind of theirteam.This style is good for SWWS because itfocus on inspirational motivation. Byconstantly reconnecting volunteers withthe the vision of a violence-free Sarawak,leaders can keep high morale even indifficult situation.This people centered approach transformthe workplace from a high stressenvironment to a supportive community,which is essential for the long-termsustainability of the community mission.3.4 Real-World Case StudyA clear example of leadershiptransformation can be seen in theWomen’s Aid Organization (WAO).Historically WAO act as a crisis shelters.However, through a shift towards visionaryand Transformational Leadership, theyhave change to become national leader inpolicy advocacy.Additionally, through an individualconsideration, a transformational leader inSWWS acts as a mentor that canrecognize a volunteer that handle a crisiscase requires different support than onethat handle educational workshop.Without leaders who prioritizepsychological safety and emotionaldestress sessions, the organization risks itsmost experienced volunteer to burnout.Leadership didn’t just tell their stuff towork harder, they change the culture ofthe organization to be more inclusive anddata driven. By empowering their teams tolead such specific research projects,leadership encourage a sense ofownership. This shift has enabled WAO tolead the charge to pass the Anti-SexualHarassment Act in Malaysia. For SWWSthis serve as a blueprint to move fromservice delivery to systemic change thatrequire a leader who can inspire their teamto see themselves as agents of nationalprogress, not just providers of protection.
08Managements trends refer to the change in ways of organizational plan, adapt, lead andcontrol their work as society, technology and public expectations evolve. or non-profitorganizations, these trends not only focus on working efficiently but also being accountable,transparent and create a positive social impact. For the Sarawak Women for Women Society(SWWS), management trends act as guiding forces that help the organization to stay relevantwhile continuing its mission of empowering women, ending violence and promoting equalityto the communities.4.0 MANAGEMENTTRENDS4.1 Management Trends inSWWSFirst of all, the management trends in SarawakWomen for Women Society are Digitalfundraising. In today's era of internet growth andevolutions of gadgets like smartphones andtablet, many donors prefer ti give their moneyonline because the process is quick, easy andaccessible to others as the QR for the donationsare open to public. For the Sarawak Women forWomen Society, the digital fundraising is crucialbecause it is possible to reach as many people aspossible more than during physical events andlocal areas. Online Donations help to support avery significant services such as crisis helplines,counselling and community programmes. Thistrend allows SWWS to stay connected withdonors despite where they are they can shareupdates and stories of the impact of their work inachieving their missions.These digital tools help in assisting anactivities schedule, tracking the volunteer's hourof services and provides a more systematictraining for volunteers. In Sarawak Women forWomen Society, which actively depends on thevolunteers such as para-counsellors andoutreach-workers, the digital tools wouldsignificantly increase the coordination andparticipations through online systems. Whichwould encourage as many young volunteers asthey were familiar with all the digital tools.Moving on, the management trends inSarawak Women for Women Society aredepending toward Data-driven in makingdecisions. It's becoming more familiar in thenon-profits sectors as it makes jobs easier. Thismeans engagements of data in planning aprogramme, reviewing performance andimprove the results.Next, the management trends in SarawakWomen for Women Society are the managementonline platforms for volunteers. Volunteers playcrucial roles in non-profit organizations, and weare aware on the digital tools are widely used inour daily life. So are in the non-profit systems,digital tools are used to recruit, organize andcommunicate with volunteers.Sarawak Women for Women Society usethis to their greatest advantages like collectingdata from helplines, outreach activities, schoolprogrammes and from awareness programmesthat they organize can be used to identifypatterns and the needs of the community. Bybenefits the data to meets the needs of thecommunity the resources are used to its fullcapability, strengthen the advocacy of worksand able make huge impact of its servicestowards the community.
09Lastly, the management trends in SarawakWomen for Women Society are the use oftechnology and social media. In today worldtechnology and social media are used activelyin daily routine and played significant role inNon-Profit Organization. Platforms such asFacebook, Instagram, X, WhatsApp help inraising awareness, sharing information andhelp increase an engagement with the public.And SWWS used social media to its fullpotential such as spreading awareness onissues of gender, women’s right and moreimportantly to educate the public and supportcampaign like #bukansalahkamek. This showsthat technology helps organization spread itsmessage, connect with supporters andengage with communities' involvement acrossSarawak.4.2 Challenges Faced bySWWSNon-governmental organizations such asSarawak Women for Women Society (SWWS)faces various challenges in adapting to themodern management trends. Although thenew systems such as digital tools, onlineplatforms and data management are able toimprove the efficiency of existence system,NGOs often faced with multiple struggles inadopting them due to limited resources andoperational constraints.First of all, a major challenge faced by SWWSis the limitations of fund. NGOs organizationsusually depend on donations, grants and publicsupport for them to be able to carry out theiractivities. And most of the available funds areused for direct services such as counselling,crisis helplines and to spread awareness on theprogrammes they organize and alsocommunity outreach.Next, a crucial challenge face by the SarawakWomen for Women Society (SWWS) is the lackof digital skills among staff and volunteers. Weare aware that NGOs actively need help fromvolunteers and there is no guaranteed that allvolunteers are trained in using technology ormanaging data or handling online systems.Also, some staff might also feel uncomfortableusing new digitals tools, especially if there is noproper training involve and lack in basicknowledge of current technology. For SWWS,this could slow down their work progress suchas managing volunteers online, updating socialmedia pages or analysing data from outreachprogrammes. Without the right skills,technology may become a burden rather thanbenefits as it decrease the efficiency.This effect on the little budget that left for themto invest on technology, also on the digitalfundraising platforms, or any onlinemanagement systems and in updating theirsocial media page. To further explain, eventhough technology can help the organization towork better in a long term, but immediateneeds are often in the priority of theorganizations. This makes it difficult for SWWSto upgrade their systems or to adopt newdigital tools to their existence systems.
Lastly, another challenge that face by SWWSis data privacy and confidentiality. Theorganization works closely with the survivors ofdomestic violence and abuse; which could bemeans that they handle very personal andsensitive information such as names, contactdetails or any personal experiences from thevictim. This information must be kept private toprotect the safety and dignity of the survivorsand to prevent future risk. So, when theinformation was stored digitally, there is ahigher risk that it could be leaked, hack or seenby the wrong people. For example, ifcomputers are not well protected or thepasswords are weak, unauthorized people mayhave access to the data. This can put survivorsat risk, especially if the information reaches theabuser or the public.4.3 Solutions & Strategies toOvercome ManagementChallengesIn order for Sarawak Women for WomenSociety to solve challenges faced in adoptingmodern management trends, they can useseveral simple and practical strategies. Thesestrategies focus on saving cost, improvingskills, reaching for more people and protectingsensitive information while also continuing tosupport women and communities effectively.Firstly, one crucial solution is cost- effectivedigital fundraising. And instead of using anexpensive system, SWWS can apply a simpleand low-cost online platform such as socialmedia, QR code donations and basic onlinepayment tools. Such methods allow theorganization to reach more donors withoutspending a lot of much money. Also, by sharingreal stories and clear information on how thedonation is used, SWWS can build trust andmaintaining their image also encourage morepeople to donate regularly. This helps increasefunds without reducing money that are meantfor direct services.Furthermore, another solution is upskillingthrough partnerships. SWWS can worktogether with universities, private companiesand skilled volunteers to improve digitalknowledge among the staff and othervolunteers. For example, students orprofessional can help train volunteers in basiccomputers skill, managing social media andalso in data handling. Through partnerships,SWWS can also gain severe knowledge andsupport without using high in costs. This helpsall the staff and of SWWS feel more confidentto use technology and improves their overallwork efficiency.In addition, another strategy that can beapply by SWWS is the blend of digital andoffline outreach. While digital platforms areuseful for spreading awareness or informationquickly but not everyone has access to theinternet, especially the rural areas of Sarawak.Therefore, SWWS should continue face-to-faceactivities such as annually community visits,workshops and awareness talks. At the sametime, social media and online platforms can beused to promote these events and reach theurban audience. The combination of eachapproach ensures that all communities receivesupport, whether they are online or offline.“WE ARE WOMENSUPPORTING WOMEN”10
115.0 CONCLUSIONOverall, management trends are able to helpnon-profit organizations like Sarawak Womenfor Sarawak Society (SWWS) stay effective andrelevant in this evolving world. Through digitalfundraising, online volunteer management,data-driven decision-making and the use oftechnology and social media, SWWS will beable to reach more people, improve its servicesand strengthen its mission in supports womenand also the communities. However, theorganizations also face severe challenged inadapting this modern management trends likelimited funds, lack of digital skills among staff,poor internet access in rural areas andconcerns towards data privacy.In conclusion, Sarawak Women for WomenSociety in a non-profit organization that is reallycommitted in helping women in Sarawak throughtheir advocacy, a supporting service andorganizing community programmes. Although theorganization operates with such limited andunstable finding, SWWS continues to practice theireffective management by making careful decisionsand shows a very strong leadership in maintainingthe stability and improve its impact.But all the challenge would be easy toovercome through time if the organizationadapting simple solutions and strategies suchas using a low budget digital tool, skill buildingpartnerships, a combination of digital andoffline outreach and also practicing a moreethical data management. As a results, thesesimple strategies allow the organization tocontinue its significant work while adapting tothe modern management trends in asustainable way.SWWS faced several challenges in adaptingmanagement trends, and these challenges can beovercome with several solutions and strategies.Overall, in order to adapt with the evolving worlds,SWWS took a brave step in practicing all themodern management trend to stay relevant andmaintaining trust from the local communities andto continue their vision and mission.
5.1 Consultant Profile12FAREEZUAN BINRAHMANLead ConsultantAMELDAResearch,Monitoring &EvaluationConsultantMUHAMMADRIZALCommunityOutreach &AdvocacyConsultantBANANAHAMMOCKPsychosocial &CounsellingConsultantSTEPHANIELegal & PolicyConsultantoverall coordinationof the consultingprojectliaison with SWWSmanagementensures projectobjectives align withSWWS mission.advises on legalprotectionframeworks forwomenreviews policies andadvocacy materialsensuresaccompliance withMalaysian lawsdesigns survivorcentred supportapproachesadvises oncounselling &rehabilitationservicessupport ethical &sensitive casehandlingdevelop outreachstrategies forwomen &communitiesstrengthenadvocacycampaignsenhancespartnerships withNGOs & localagenciescollects &analysesprogram dataevaluateseffectivenessof SWWSinitiativesprovidesevidencebasedrecommendations
6.0 REFERENCESAbout Us – SWWS. (n.d.). Sarawak Women for Women Society.https://sarswws.org/about-us/Borneo Post Online. (2022, September 16). Women’s society seeks funds for sanitaryprotection donation drive.https://www.theborneopost.com/2022/09/16/womens-society-seeks-funds-for-sanitaryprotection-donation-drive/David, J. (2025, October 5). Commitment to social justice wins SWWS anniversary praise.Sarawak Tribune.https://www.sarawaktribune.com/commitment-to-social-justice-wins-swws-anniversarypraise/Dr. Angie Garet | Women in peace processes. (n.d.). ASEAN Institute for Peace andReconciliation.https://womeninpeace.asean-aipr.org/communities/individual/dr-angie-garetFauziah. (2025, March 15). Beyond celebration: What more do women need? SarawakTribune.https://www.sarawaktribune.com/beyond-celebration-what-more-do-women-need/Hossain. (2021, March 29). Sarawak Women for Women Society (SWWS). Hati.my.https://www.hati.my/sarawak-women-for-women-society-swws/Kokkosis, A., Tsitomeneas, S., & Charitopoulos, A. (2010, September). Future managementtrends (Conference paper). e R A-5 Conference, Piraeus, Greece. Retrieved fromhttps://www.researchgate.net/publication/289248923_Future_Management_TrendsLing, S. (2025, July 29). Sarawak women’s NGO marks 40 years of service with anniversarydinner. The Star.https://www.thestar.com.my/news/nation/2025/07/29/sarawak-women039s-ngo-marks40-years-of-service-with-anniversary-dinnerNorthouse, P. G. (2013). Leadership: Theory and practice (6th ed.). SAGE Publications.https://books.google.com.my/books?id=MIKDJx2YHSICRiggio, R. E. (2005). Transformational leadership (2nd ed.). Psychology Press.https://www.researchgate.net/publication/287282133_Transformational_leadership_Second_editionSarawak Women for Women Society. (n.d.). Make It Right Movement.https://mirm.my/sarawak-women-for-women-society/Ten, M. (2025, March 3). Sharifah Hasidah: Crucial for women to be involved in NGOs.Borneo Post Online.https://www.theborneopost.com/2025/03/03/sharifah-hasidah-crucial-for-women-to-beinvolved-in-ngos/Wan Ramlan, I. (Trans.). (2025, March 8). 8 NGO tempatan memperjuangkan pemerkasaanwanita. Majoriti.https://majoriti.com.my/relaks/2025/03/08/8-ngo-tempatan--memperjuangkanpemerkasaan-wanitaWomen's Aid Organisation (WAO). Annual Impact Reports. Retrieved fromhttps://wao.org.my/ 13
146.0 APPENDIXESTEMPLATE A
TEMPLATE B15
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18DOCUMENTATION OFPRESENTATION(DRAFT)
SarawakWomen forWomen SocietyHTTPS://SARSWWS.ORG/ABOUT-US/#TogetherTowardsEquality – An Equal World isa Better World – Be Part ofUs.