FACULTY OF BUSINESS AND MANAGEMENT UNIVERSITI TEKNOLOGI MARA BACHELOR OF BUSINESS ADMINISTRATION (HONS.) HUMAN RESOURCE MANAGEMENT (BA243) PRINCIPLES AND PRACTICE OF MANAGEMENT (MGT420) GROUP ASSIGNMENT: COMPARATIVE MANAGEMENT PRACTICES GROUP / CLASS: SEMUT / NBH1A PREPARED BY NAME STUDENT ID AMIRUL HAIQAL BIN BUDIN 2023127879 IRENE AMEERA BINTI JOHARE 2023356345 NOORSAFIKAH BINTI AYUHAN 2023577069 NURUL FAZREEN BINTI ABD RAHMAN MUHAMMAD 2023573325 WAN HAZIQ ZULYADANI BIN NOR HISAM 2023547491 PREPARED FOR PROFESOR MADYA DR. AHMAD FADHLY BIN ARHAM SUBMISSION DATE: 16th JULY 2023
Table of Contents 1.0 Royal Malaysian Customs Department (RMCD)................................................................1 1.1 Leadership Style.......................................................................................................1 1.2 Motivation.................................................................................................................2 1.3 Organizational Culture ..............................................................................................2 1.4 Organizational Structure...........................................................................................2 1.5 Decision Making .......................................................................................................3 1.6 Appendix ..................................................................................................................4 2.0 Ideal Gemilang Resources Sdn Bhd (IGR) ........................................................................6 2.1 Leadership style .......................................................................................................7 2.2 Motivation.................................................................................................................7 2.3 Organizational Culture ..............................................................................................7 2.4 Organizational Structure...........................................................................................8 2.5 Decision making .......................................................................................................8 2.6 Appendix ..................................................................................................................9 3.0 Similarity Between RMCD and IGR.................................................................................11 3.1 Leadership Style.....................................................................................................11 3.2 Motivation...............................................................................................................11 3.3 Organizational Culture ............................................................................................11 3.4 Organizational Structure.........................................................................................12 3.5 Decision Making .....................................................................................................12 4.0 Difference Between RMCD and IGR................................................................................13 4.1 Leadership Style.....................................................................................................13 4.2 Motivation...............................................................................................................13 4.3 Organization Culture...............................................................................................13 4.4 Organization Structure............................................................................................14 4.5 Decision Making .....................................................................................................14 5.0 Recommendation...........................................................................................................15 6.0 References.....................................................................................................................16
1 | P a g e 1.0 Royal Malaysian Customs Department (RMCD) The Royal Malaysian Customs Department (RMCD) is a federal government agency under the Ministry of Finance, and we decided to choose this organisational because one of our team members is working with the organization under the Internal Tax Division. Furthermore, the Administration of Assistant Director General of Customs (CDN) Grade Jusa B oversees eight branches that make up the Internal Tax Division of the Headquarters and our member works under the Facility Control, Facilitation and Consultation Branch. This branch is functioning to solve issues related to facilities and exemptions and monitor verification programs (pre/post) on facilities, Standing Orders and Standard Operating Procedures for Tax Deduction Facilities (Contra), Disposal, Refunds, Drawbacks, Remissions (remission), exemption facilities for Schedule A, B and C of the Sales Tax (Persons Exempted From Tax Payment) Order 2018, coordinating consultation programs with government agencies, the private sector and industry as well as managing the administration and being the secretariat for all Internal Tax Division programs. There are several topics of management that we have chosen in order to observe the practice of the company or managers in the organization. 1.1 Leadership Style One of the most significant individuals in any organization is its leader. From the observation, Puan Sharifah Rozita binti Syed Fathil, Head of Department, can be considered as a transformational leader. It is because she is a leader that is always willing to work with her team and genuinely cares about her employees. For instance, she is frequently involved in operations like Operasi Tegas Standalone 2023, Operasi Bersepadu – OPS TEGAS, BAHAGIAN CDN, ZON TENGAH and more to ensure that there is no gap between her and the employees. Besides, through her actions, she can create a strong bond between her and the employees that can make her has the power to unite her team with her vision, which can be used to lead the company through changes. Therefore, employees in the branch are more likely to be encouraged and inspired to perform their tasks that will lead to positive, lasting change when they have a good relationship to their leader. All members of the branch working under Puan Sharifah are committed to contribute their best work for future success of the branch as well as the organization.
2 | P a g e 1.2 Motivation The term "motivation" is used to define the inner force that inspires a person to take action. It also refers to the process of reaching organizational major goals through satisfying the requirements or wants of individual employees (Haque, Haque, & Islam, 2014). Based on the observation, employees in this branch are more likely to feel encouraged to continue working here because of the various incentives that are made available to the staff members. For instance, employees here are eligible for bonuses based on meeting their KPIs and if they are generally performing well. Other than that, RMCD also conducted an awards ceremony, Anugerah Pekerja Cemerlang to recognize and honor employees. Because of that, they are happy being rewarded with bonuses and awards that make them feel motivated and more invested in their work, which can boost their productivity. 1.3 Organizational Culture What we mean when we talk about "organizational culture" is the set of shared values, beliefs, conventions, and practices that characterize any specific company (Nneji, Asikhia, & Akpa, 2021). It is a reflection of how employees act and think and has an impact on how they collaborate with one another and approach their work in the organization. Therefore, it is believed that in this Facility Control, Facilitation and Consultation Branch, it has a clan culture since there is a strong focus placed on working together and having a sense of unity. For example, this branch is a very welcoming environment to work where relationships, passion, participation, and reaching an agreement are valued. They usually celebrate festivities and employees' birthdays to increase employee engagement. 1.4 Organizational Structure Organizational structure is the formal system of task and reporting relationships that determines how employees use resources to achieve goals. In this branch, the organizational structure used is hierarchy. This makes the organization has a clear line of duty and control at each level of management. For example, there are 32 employees working in this branch, and they are divided into teams under the supervision of chiefs who report to the department head. However, the senior officer is accountable for implementing and communicating decisions made by the Head of Department, Puan Sharifah, to whom Tuan Saiful reports as the Head of Unit.
3 | P a g e 1.5 Decision Making It is common practice for management to make crucial decisions that benefit the company. Management decision making is crucial since leaders are often presented with multiple options, each of which may have a different effect on the workplace. In the Facility Control, Facilitation and Consultation Branch, we often make decisions together. All employees, regardless of their position, will be invited to attend meetings when the branch needs to decide something important. It is because, all the leaders believe everyone in the company has the right to voice their opinions and be involved and contributed in the decision-making process. For example, all the employees should participate in monthly meetings to ensure that decisions can be made well together. Furthermore, the participation of all staff in this process makes us, the employees feel valued and respected for being given the opportunity to speak and give opinions. Therefore, when employees are given a chance to speak in organizational decision-making process, they will feel more connected to the company and will always strive for excellence.
4 | P a g e 1.6 Appendix 1.6.1 Facility Control, Facilitation and Consultation Branch. 1.6.2 Monthly meeting
5 | P a g e 1.6.3 Operasi Bersepadu – OPS TEGAS, BAHAGIAN CDN, ZON TENGAH
6 | P a g e 2.0 Ideal Gemilang Resources Sdn Bhd (IGR) Ideal Gemilang Resources or IGR professional & expert logistics solutions provider that was established in 2007. It was located in the busiest and the largest port in Malaysia, Ideal Gemilang Resources offer the first-hand truck and container haulage services with competitive advantages and it can be 3 tonnes or 10 tonnes, IGR have over 100 trucks ready for any kind of hassle-free and economic transporting services across Klang Valley and Peninsular Malaysia. The services that Ideal Gemilang Resources provide seamless and one-stop services to a handful of industries such as Oil & Gas, Automobile, Food & Beverage, Consumer Products, Chemical and Electrical & Electronics (Ideal Gemilang Resources Sdn Bhd, n.d.). The services that were provided by IGR can be divided by three such as container haulage services, land transportation services and value-added services. Firstly, what is meant by container haulage services are ideal gemilang resources provide business across various industry sector with container logistics that connect and simplify a supply chain. IGR quality services are backed by over 100 haulage and curtain slider trucks with the highest regard for safety and security such as Delivery of containerised movement from Port to destination (imports), Delivery of laden (export) and empty containers, Shunting Services, Depot Services and Freight Forwarding. The second services that provided by ideal gemilang resources is land transportation services. It meant that ideal gemilang resources have daily trips of truckload across Klang Valley and Peninsular Malaysia. Through our extensive road network and one-stop solutions, we greatly minimize the cost of handling and transportation while keeping the process within timeframes. The services that can be category on land transportation services include Trucking, Customs Brokerage, Insurance, Warehousing and Storage, Low Loaders and Trailers. Lastly for value-added services are Ideal Gemilang offers further value-added services beyond basic haulage and land transportation it was included the service of Warehousing & Depot, Workshops, Sorting & Inspection and Customs Clearance.
7 | P a g e 2.1 Leadership style One of the most important people in an organization is a leader. It is because when there is a leader a job can be done in an orderly and organized manner. Based on my observation, all heads of departments can be categorized as transformation leaders because they have a desire to work together in a group and desire to maintain good relationships with employees under them. It can be found in my head of department Mrs. Enny Suraya, who helps me and others when there is one of them who needs help, she will continue to help without giving any reason. With the good attitude shown by her it can give inspiration to everyone which will lead to a positive impact on the company, and it can also make the relationship between leaders and subordinates grow closer. 2.2 Motivation Motivation is the force that leads people to act to achieve their objectives. It is the activators of human behaviors to do something. People are willing to act because they are motivated toward their goals. The driver of their actions may be money need, success need, position need, and their best potentiality (Sujan, 2021). Based on my observation about why the employees here can stay after devoted to the company is because of the rewards they get after doing their work. Among the motivations obtained from the company are bonuses and obtained from events organized by the company. For bonuses the company pays employees by evaluating their work performance and the company also gives bonuses during festive seasons such as Chinese New Year for the Chinese, Hari Raya for the Malays, and Deepavali for the Indians. The company has also organized team building events for all to provide motivation and encouragement to employees to do their job well and work together as a group. 2.3 Organizational Culture An organization's culture defines the proper way to behave within the organization. This culture consists of shared beliefs and values established by leaders and then communicated and reinforced through various methods, ultimately shaping employee perceptions, behaviors and understanding (shrm, n.d.). Organizational culture can give an impression of how an employee acts and thinks it can also give an impact on how the employee cooperates with each other in an organization. The organizational culture that I can see in this organization was clan culture it is because the main focus for this company is to work together and trust each other. The company also builds good relationships with all
8 | P a g e employees, whether new or old, by organizing events such as birthday celebrations, Eid celebrations and iftar during Ramadan. that way we can feel ourselves valued and needed for them. 2.4 Organizational Structure Organizational structure is a formal system of tasks and reporting relationships used by a company to determine how employees use resources to achieve goals. In this company, the organizational structure used is to measure the hierarchy for a position in the company. This can make the organization have a clear line of duty and control at every level of management in the company and in this company, they are divided into department heads which will give feedback to superiors for them to make decisions. 2.5 Decision making In making decisions, this company uses non-programmed decisions because a decision is made based on the situation where a problem occurs because some of the problems that have occurred are new and do not repeat. it also gives an opportunity for their employees to give their ideas about what decisions can be made based on any situation that has happened. when a consensus has been reached between each other than a good decision can be made to solve a problem that occurs.
9 | P a g e 2.6 Appendix 2.6.1 Hari Raya Celebration 2.6.2 Ideal Gemilang Resources Services
10 | P a g e 2.6.3 Team Building Ideal Gemilang Resources
11 | P a g e 3.0 Similarity Between RMCD and IGR This comparative analysis aims to explore and identify similarities between two companies, Royal Malaysian Customs Department (RMCD) and Ideal Gemilang Resources Sdn Bhd (IGR). By examining various aspects of the organizations, including leadership style, motivation, organizational culture, organizational structure, and decision making. We can gain valuable insights into their operational similarities and potential areas. 3.1 Leadership Style Leadership plays a crucial role in shaping the culture and direction of an organization. Both RMCD and IGR exhibit transformational leadership styles. Transformational leaders inspire their teams through a shared vision, promote employee growth and development, and foster innovation. In both companies, leaders are visionary, charismatic, and encourage collaboration among team members to contribute their best work for future success of the branch as well as the organization. 3.2 Motivation Motivation is essential for employee’s engagement and productivity. The psychological forces that determine the direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of persistence. Both RMCD and IGR prioritize employee motivation and employ similar strategies to achieve this. Both organizations use a combination of intrinsic and extrinsic motivators, such as recognition, rewards, and opportunities for career advancement. Additionally, they emphasize employee well-being and work-life balance, both also creating a positive and supportive work environment for employee career growth. 3.3 Organizational Culture Organizational culture plays a pivotal role in shaping the values, norms, and practices within a company. It reflects the collective beliefs and behaviors of employees, fostering a sense of identity and unity. Both RMCD and IGR are two distinct organizations, one notable similarity in their organizational culture is the celebration of festivals. Celebrating festivals within an organization can significantly contribute to employee engagement. Festive celebrations break the monotony of daily work routines, fostering a sense of excitement and anticipation among employees. The festive atmosphere creates a positive work environment, boosting employee morale, motivation, and satisfaction. When employees feel appreciated
12 | P a g e and valued through the celebration of their cultural festivals, they are more likely to be engaged, productive, and committed to the organization's goals. 3.4 Organizational Structure Both RMCD and IGR share a similarity in their organizational structure, as both companies have a flat organizational hierarchy. RMCD and IGR flat organizational structures encourage worker participation and empowerment. Flat organizational structures provide for a higher level of employee independence and autonomy. Employees may take the initiative and be proactive since they have greater freedom to choose how to fulfil their tasks with fewer levels of management. Because of the sense of ownership and accountability it generates, employees are more able to contribute to the success of the company. 3.5 Decision Making The process for making decisions must be efficient and effective if an organization is to succeed. Both RMCD and IGR demonstrate participatory decision-making techniques. Before making crucial choices, they ask for feedback from staff members at all levels and seek out different viewpoints. This open-minded approach to making decisions raises team member ownership, encourages innovation, and improves employee engagement.
13 | P a g e 4.0 Difference Between RMCD and IGR This analysis aims to compare two companies, The Royal Malaysian Customs Department (RMCD) and Ideal Gemilang Resources Sdn Bhd (IGR). The different aspects of the organizations, such as how leaders lead, what motivates employees, the culture within the organizations, how they are structured and how they make decisions. By doing this, we can learn important things about how they operate differently and find areas where they can improve. 4.1 Leadership Style Puan Sharifah Rozita, the Head of Department at RMCD, actively participates in operational activities like Operasi Tegas Standalone 2023 and Operasi Bersepadu – OPS TEGAS. Her hands-on involvement helps her establish a strong connection with her employees and ensures there is no gap between her and the staff. This aligns with the traits of a transformational leader, as she collaborates with her team, genuinely cares for her employees, and fosters a strong bond. Similarly, Mrs. Enny Suraya, the head of IGR, demonstrates transformational leadership qualities by willingly assisting her employees and maintaining positive relationships with them. 4.2 Motivation In RMCD, motivation is primarily driven by financial incentives based on performance. Employees receive bonuses for meeting targets and overall achievements. In IGR, financial incentives are also provided, along with bonuses during festive seasons to celebrate diversity. RMCD recognizes outstanding employees through an awards ceremony, while IGR organizes team-building events. Both approaches aim to motivate employees, with RMCD focusing on individual needs and goals, and IGR encouraging teamwork and individual contributions to the organization's success. 4.3 Organization Culture At RMCD (Facility Control, Facilitation, and Consultation Branch), they believe in working together and being united. They value relationships, enthusiasm, active participation, and reaching agreements. They celebrate festivities and employees' birthdays to make employees feel more engaged. Meanwhile, at IGR, the main focus is on teamwork and trust. They build good relationships with all employees, whether new or old, through events like birthday celebrations, Eid festivities, and Ramadan meals. This helps employees feel appreciated and valued.
14 | P a g e RMCD, being a government organization, has a more formal structure and hierarchy because of its operations and bureaucratic needs. On the other hand, IGR has a more flexible and flat organizational structure, encouraging collaboration and open communication. 4.4 Organization Structure RMCD has a hierarchical structure where there are clear levels of management and assigned responsibilities. Employees work in teams led by chiefs who report to the department head. Similarly, IGR also has a hierarchical structure but incorporates measurement hierarchy, which means positions are ranked based on importance. Feedback is given to superiors to help with decision-making. RMCD is a government agency responsible for enforcing customs regulations and collecting customs duties under the Malaysian government. On the other hand, IGR is a private company, which suggests its organizational structure may be more flexible and adaptable to business needs. Private companies typically have more independence in decision-making compared to government agencies. 4.5 Decision Making RMCD follows a structured and systematic approach to decision-making. They hold monthly meetings to ensure decisions are made collectively. On the other hand, IGR mentions using non-programmed decisions, which means they handle new and unique problems that don't have pre-established solutions. This suggests a more flexible and adaptable decisionmaking style.
15 | P a g e 5.0 Recommendation Based on comparation RMCD and IGR the conclusion is when comes to leadership styles, there isn't a universally applicable approach that works for every situation. However, it’s can be recognized with some common leadership styles along with their characteristics. It's important to note that effective leaders often adapt their style based on the needs of their team and the circumstances they face. Otherwise for organization structure will recommend to implement a hierarchical organizational structure that consists of multiple levels of management and clear lines of authority. This structure typically includes a top-level executive or CEO who oversees the entire organization and makes strategic decisions. Below the CEO, there are different departments or divisions, each lead by a department head or manager who is responsible for the operations within their respective areas. Within each department, teams can be formed to handle specific projects or tasks. These teams can be cross-functional, bringing together individuals with different skills and expertise to promote collaboration and innovation.
16 | P a g e 6.0 References Haque, M. F., Haque, M. A., & Islam, M. S. (2014). Motivational Theories – A Critical Analysis. ASA University Review, 61-68. Ideal Gemilang Resources Sdn Bhd. (n.d.). Idealgemilang Connections made easy. Retrieved from idealgemilang: https://www.idealgemilang.com.my/ Nneji, N. E., Asikhia, O. U., & Akpa, V. O. (2021). Organizational Culture and Organizational Performance: A Review of Literature. International Journal of Advances in Engineering and Management (IJAEM), 361-372. shrm. (n.d.). Understanding and Developing Organizational Culture. Retrieved from shrm.org: https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/understandingdeveloping-organizationalculture.aspx#:~:text=An%20organization's%20culture%20defines%20the,employee%20perc eptions%2C%20behaviors%20and%20understanding. Sujan. (2021, february 13). What is Motivation? Definition, Features, Process, Types, and Importance. Retrieved from Tyonote: https://tyonote.com/motivation/