BMG 1024 MANAGEMENT

Managing Human Resource

BMH 2034
Company:
Hock Heng Stone Industries Bhd.
Department:
Human Resource Department
Tutor:
Mr. Lim Poh Wing
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BMG 1024 MANAGEMENT
Table o !ontent
"o. Description Pages
1 1. Introduction 2
2 2. !er!ie" o# t$e rgani%ation 3
3 3. Bac&ground o# t$e rgani%ation '
4 4. (ro#i)e o# t$e Manager *
' '. Management +unction 10
, ,. rgani%ation Cu)ture and -n!ironment 1*
. .. Conc)usion 22
* *. Re#erences 23
/ /. 0ppendices 2'
#. Introduction
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BMG 1024 MANAGEMENT
In t$is assignment1 "e $ad assigned to inter!ie" t$e Human Resource Manager o# a
c$osen company in Ma)acca. 2e $ad c$osen Hoc& Heng 3tone Industries B$d #or t$e
assignment and t$e HR manager o# t$e particu)ar company t$at "e inter!ie"ed "as Mr 4o"
5im ng.
Hoc& Heng 3tone Industries B$d is one o# t$e most success#u) manu#acturers o#
dimension stone product in Ma)aysia. T$eir products inc)ude o# granite1 mar6)e and sandstone.
T$e company $as t$e #aci)ities needed to cut1 grind1 po)is$1 pro#i)e1 and pac& ready7to7insta))
dimension stones #or a "ide range o# app)ications in t$eir $o)ding company in Me)a&a.
Human Resource department is t$e department t$at is in c$arge o# t$e emp)oyees o# t$e
company. T$ey are t$e ones t$at conduct inter!ie"s in $iring ne" emp)oyees1 reso)!e pro6)ems
regarding emp)oyees and to ma&e arrangements suc$ as putting t$e rig$t person on t$e correct
position so t$at t$e organi%ation is a6)e to #unction in a proper "ay.
+rom t$e inter!ie"1 "e got to &no" a6out $o" t$e manager p)ans1 organi%es1 )eads and
contro)s $is su6ordinates into ac$ie!ing goa)s o# t$e department and t$e company. t$er t$an
t$at1 "e "ere a)so a6)e to o6ser!e t$e cu)tures in t$e organi%ation and )earn a6out t$e s$ared
!a)ues in t$at department.
T$e purpose o# t$is assignment is to s$o" our )ecturer $o" "e)) "e are a6)e to re)ate
Management 6asic t$eories "$ic$ are p)anning1 organi%ing1 )eading and contro))ing "it$ t$e
o6ser!ations and #indings t$at "e got #rom t$e inter!ie" session.
$. %&er&ie' o the organisation
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BMG 1024 MANAGEMENT
$.# (ision
T$roug$ t$e $ard "or&1 t$e team o# Hoc& Heng 3tone Industries B$d $as ac$ie!ed t$e
company8s !ision o# 6ecoming one o# t$e most success#u) manu#acturers in Ma)aysia.
(rope))ed 6y t$e goa)1 "e can conscious)y put in our 6est in e!ery area o# our operation1
#rom management to sta## training and de!e)opment to 6ring t$e )atest product and tec$no)ogy.
+rom $um6)e 6eginnings in 1/**1 producing on)y t$e 6asic ser!ices1 Hoc& Heng is no" a
pu6)ic )isted company on t$e main 6oard o# t$e Bursa Ma)aysia on 2, Marc$ 2010. Hoc& Heng
3tone Industries B$d is proud to see its !ision 6ecome rea)ity.
$.$ Mission
Hoc& Heng 3tone Industries B$d $as a)so ac$ie!ed t$e company8s mission o# pro!iding
t$e Best to ur Customers. T$e company $as in!ested a )ot o# cost to t$eir R9D department.
2it$ t$is1 t$e department $as t$e )atest tec$no)ogy to do t$eir researc$ and pro!ided t$e 6est
training #or a)) t$e sta##. T$roug$ t$e training1 t$e sta## can &no" more a6out t$e company8s
product so t$at t$ey can &no" "$at a customer needs.
$.) %b*ecti&e
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BMG 1024 MANAGEMENT
T$e company8s o6:ecti!e is to 6e one o# t$e top manu#acturers o# dimension stone
products in 0sia (aci#ic Region. To ac$ie!e t$is1 t$e company "i)) a)"ays import t$e )atest
mac$ines and tec$no)ogies so t$at t$e standard o# t$e company a)"ays #u)#i)) t$e internationa)
)e!e).
$.+ %rgani,ational Structure
Corporate structure o# Hoc& Heng ;roup is di!ided into ' di##erent company "$ic$ is
Hoc& Heng ;ranite 3dn B$d <HH;=1 Hoc& Heng Mar&eting <54= 3dn B$d <HHM54=1 Hoc&
Heng Mar&eting <3out$ern Region= 3dn B$d <HHM3R=1 (M5 Construction and Design 3dn
B$d <(M5=1 and Hoc& Heng 3tone <-ast Coast= 3dn B$d <HH3-C=.
T$e principa) acti!ities o# Hoc& Heng ;ranite 3dn B$d <HH;= is manu#acturing1
distri6ute and trading o# dimension stones and re)ated products. Hoc& Heng Mar&eting <54= 3dn
B$d <HHM54= principa) acti!ities is processing and distri6ution o# dimension stones and
reno!ation "or&s #or $ome and o##ices. Hoc& Heng Mar&eting <3out$ern Region= 3dn B$d
<HHM3R= and (M5 Construction and Design 3dn B$d <(M5= principa) acti!ities is to process
and in c$arge t$e trade o# dimension stones. T$e principa) acti!ities #or Hoc& Heng 3tone <-ast
Coast= 3dn B$d <HH3-C= is processing and trading o# dimension stones and re)ated ser!ices.
). Background o the %rgani,ation
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BMG 1024 MANAGEMENT
Description o Product and Ser&ices %ered
Hoc& Heng ;roup is principa))y in!o)!ed in t$e manu#acturing1 se))ing1 distri6ution and
trading o# dimension stones. T$ey a)so supp)y and insta)) dimension stone products #or
construction pro:ects. T$ey process t$e ra" materia)s "$ic$ consist o# mar6)e 6)oc&s1 semi7
processed s)a6s and granite into dimension stone products1 according to t$e customer needs.
T$ey a)so "i)) $e)p t$eir customers to set up t$e #inis$ed product. T$ey a)so pro!ide a#ter sa)es
ser!ice. +or e>amp)e1 "$en t$ere is some pro6)em on t$eir products1 t$ey "i)) #i> it. I#
sometimes rea))y cannot #i> it t$en t$ey "i)) c$ange a ne" product #or t$eir customers.
T$e principa) product o# t$e company is manu#actured #rom granite1 mar6)es and ot$er
dimension stones. 0#ter a)) t$is ra" materia) 6eing process it 6ecomes a #inis$ed products. T$ese
#inis$ed products can 6e used #or &itc$en counter tops1 "a)) c)adding1 #)oorings1 staircase1
monuments1 #urniture1 pi))ars1 garden sets1 )andscaping and ot$ers.
+. Proile o the Manager
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BMG 1024 MANAGEMENT
Managers are t$e peop)e "$o gi!e t$e entire organi%ations a sense o# purpose and
direction. Managers a)so create ne" "ays o# producing and distri6uting goods and a)so ser!ices.
0 manager per#orms #our 6asic #unctions in management. T$ey are p)anning1 organi%ing1 )eading
and contro))ing. T$e main ro)e o# a manager is to $e)p t$e particu)ar organi%ation to ac$ie!e its
goa)s. 0 good manager is t$e one "$o is a6)e to manage $is su6ordinates "e))1 to train ne"
emp)oyees "it$ patience1 and to )ead $is team "it$ e>amp)es to ac$ie!e t$e targeted goa)s.
T$e manager o# t$e Human Resource <HR= department o# Hoc& Heng 3tone Industries
B$d1 Mr 4o" 5im ng1 $as s$ared "it$ us t$e "ay $e )eads $is team to ac$ie!e t$e goa)s set #or
$is department and t$e organi%ation. Mr 4o" app)ies t$e #our 6asic #unctions o# management in
$is dai)y duties.
Be#ore t$e process o# recruiting1 Mr 4o" $as to do $is researc$ on $o" many ne"
emp)oyees are needed 6y t$e departments o# t$e organi%ation and "$at are t$e ta)ents re?uired.
T$en $e "i)) ma&e a p)an on "$at $as to 6e on t$e ad!ertisement o# :o6 !acancy and prepare #or
t$e inter!ie" sessions "it$ t$e candidates "$en t$e o##ers are accepted. T$is is t$e e>amp)e o#
t$e p)anning #unction used 6y t$e manager o# t$e HR department in $is :o6 6e#ore distri6uting
t$e tas&s to $is su6ordinates.
0s #or organi%ing1 it can 6e seen in t$e process o# promoting t$e emp)oyees t$at can
per#orm "e)) and $a!e t$e rig$t attitudes. I# t$ere is a good emp)oyee t$at is a6out to $a!e a
promotion1 t$e HR manager "i)) distri6ute t$e tas&s to $is su6ordinates to get more in#ormation
a6out t$e particu)ar emp)oyee #rom t$e $ead and ot$er emp)oyees #rom t$e department t$at $e is
"or&ing in and #rom past records.
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BMG 1024 MANAGEMENT
Re"arding $is su6ordinates is an e>amp)e o# $o" Mr 4o" )eads t$em. 0s it "as
mentioned 6y t$e HR manager1 it is easier to )ead $is emp)oyees "$en t$ey are re"arded #or
producing good resu)ts. T$is is a "ay to s$o" t$em t$at t$eir contri6utions are appreciated.
2$en t$e emp)oyees #ee) appreciated1 t$ey "i)) 6e moti!ated to "or& $arder and produce 6etter
per#ormance. 2$en good resu)ts are produced1 t$e o!era)) per#ormance o# t$e company "i))
impro!e.
In contro))ing1 Mr 4o" ga!e an e>amp)e o# counse)ing emp)oyees "$o do not per#orm
"e)). 2$en t$ere is a situation "$ere an emp)oyee is per#orming poor)y t$roug$out $is "or&ing
period and does not impro!e1 t$e HR manager "i)) contro) t$e situation 6y counse)ing $im. I# t$e
emp)oyee sti)) remains t$e same in $is per#ormance1 t$e HR manager "i)) use ot$er "ays suc$
as1 deducting $is sa)ary as a punis$ment. T$ese are t$e e>amp)es o# "ays a manager "i)) try to
contro) "$en $e is #aced "it$ pro6)ems )i&e t$is.
t$er t$an t$e #our 6asic #unctions1 manager8s :o6 a)so consists o# sta##ing. 3ta##ing
re#ers to se)ecting and training o# a group o# indi!idua)s #or speci#ic :o6 #unctions1 and c$arging
t$em "it$ responsi6i)ities according)y. In ot$er "ords1 "$en t$ere are #unctions or ne" pro:ects
t$at need ne" emp)oyees to $and)e 6ut t$ey do not $a!e t$e e>periences needed1 a manager is
responsi6)e to se)ect t$e suita6)e emp)oyees #or t$e positions and arrange training )essons #or
t$em.
0 manager $as crucia) ro)es to p)ay in decision ma&ing processes in an organi%ation. He
$as to 6e a6)e to adapt and communicate to organi%ationa) c$anges. He a)so $as to 6e in c)ose
contact "it$ t$e emp)oyees o# t$e organi%ation especia))y t$e department $e is in c$arge o#.
Managers at di##erent )e!e)s o# managements $a!e di##erent ro)es to p)ay. In any norma)
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BMG 1024 MANAGEMENT
organi%ation "e $a!e 3 main )e!e)s o# management and at a)) t$e )e!e)s $a!e di##erent managers
"or&ing "it$ t$eir respecti!e po"ers and aut$ority.
-. Management .unction
-.# Planning
()anning is t$e #irst #unction o# management and it is a #orma) process "$ere6y managers
c$oose goa)s1 identi#y actions to attain t$ose goa)s1 a))ocate responsi6i)ity #or imp)ementing
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BMG 1024 MANAGEMENT
actions to speci#ic indi!idua)s or units1 measure t$e success o# actions 6y comparing actua)
resu)ts against t$e goa)s1 and re!ise p)ans according)y <(rincip)e o# Management=.
0n e>amp)e o# t$e p)anning #unction is "$en t$e department $as a tas& to comp)ete@ t$e
$ead o# t$e certain department "$ic$ is to per#orm t$e tas& $as to p)an 6e#ore any distri6ution o#
:o6s is done. +irst o# a))1 t$e manager "i)) $a!e to study t$e tas& proper)y and set out t$e aim o#
t$at tas&. 2$en $e &no"s t$e aims are targeted #or t$e tas&1 $e "i)) t$en dra" out t$e necessary
actions to 6e done in order to ac$ie!e t$e goa)s. T$e actions "i)) 6e studied again to see "$ic$
actions "i)) )ead t$e team to a 6etter success to ac$ie!e t$e targeted goa)s. 0#ter t$e correct
actions are c$osen1 t$e manager "i)) study again t$e "$o)e p)an according)y.
0s t$e Human Resource manager o# HC5 H-A; 3tone Industries B$d1 Mr. 4o" 5im
ng is associated in t$e p)anning process o# t$e $uman resource management #or $is company.
Top o# a))1 t$e HR p)anning is #orecasting t$e $uman resources needed in t$e near #uture and
)ong term 6asis. In ot$er "ords1 HR p)anning is t$e #unction o# #orecasting1 so t$at t$ere are
enoug$ supp)y o# $uman resources at t$e rig$t num6er1 rig$t time and rig$t position. +or
e>amp)e1 t$e HR department "i)) $ire peop)e "$en t$ere are !acancies in t$e company. T$ey
"i)) )oo& into t$e ?ua)i#ications o# t$e candidates 6e#ore $iring t$em.
0n e>amp)e o# t$e p)anning #unction is "$en t$e department $as tas& to comp)ete and t$e
resu)ts o# t$is tas& is a goa) to impro!e t$e company1 t$e certain depart "$ic$ is to per#orm t$e
tas& $as to p)an 6e#ore any distri6ution in :o6s is done. In p)anning #unction1 t$e pro:ect is unti)
$ere1 manager $as to proper)y p)an t$e pat$ and t$e #uture o# HR department. 0#ter p)anning1
company can mo!e smoot$)y1 mean"$i)e emp)oyees can "or& in e##ecti!e and t$ey can easy
ac$ie!e t$e common goa).
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BMG 1024 MANAGEMENT
-.$ %rgani,ing
rgani%ing re#ers to t$e process o# deciding "$o "it$in an organi%ation "i)) per#orm
"$at tas&s1 "$ere decisions "i)) 6e ma&e1 "$o reports to "$om1 and $o" di##erent parts o# t$e
organi%ation "i)) coordinate t$eir acti!ities to pursue a common goa) <(rincip)e o# Management=.
rgani%ing is t$e process t$at comes a#ter p)anning. In t$is #unction1 it is a6out
organi%ing t$e team to carry out t$e tas&s. T$e most 6asic #unction is to a))ocate t$e rig$t peop)e
to t$e rig$t p)ace at t$e rig$t time. In ot$er "ords1 t$e )eader "i)) distri6ute t$e tas&s to t$e team
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BMG 1024 MANAGEMENT
mem6ers. He "i)) di!ide t$e tas&s according)y "it$ t$e consideration o# "$at eac$ mem6er is
good in. ne o# t$e goa)s t$at a company mig$t ac$ie!e i# t$ey can organi%e t$eir management
"e)) is t$at t$ey are a6)e to so)!e or reduce t$e pro6)ems #aced.
0s "e "ere to)d 6y Mr 4o"1 t$e organi%ation e>pects t$eir emp)oyees to 6e a6)e to stay
"it$ t$em as )ong as possi6)e. T$is is 6ecause "$en t$e emp)oyees resign1 t$e company "i))
$a!e to $ire ne" emp)oyees to #i)) t$e empty positions. 2$en t$is $appens #re?uent)y1 it "i))
a##ect t$e company8s "or& progression. 3ome o# t$e emp)oyees "i)) )ea!e t$e company rig$t
a#ter or during t$eir training sessions. T$is mig$t cause t$e company to su##er )oss as t$ey $a!e
put in e##ort and #inancia) support in training t$e ne" emp)oyees. I# a company is a6)e to
organise t$eir management and peop)e "e))1 t$ey mig$t 6e a6)e to o!ercome pro6)ems "it$
emp)oyees c$anging :o6s #re?uent)y.
I# a company can organise t$eir peop)e in a proper "ay1 t$e pat$ in ac$ie!ing t$eir
targeted goa)s "ou)d 6e smoot$er. T$is means t$e management "ou)d &no" "$en and $o" to
put t$e correct peop)e in t$e rig$t positions. 0n e>amp)e is $o" a company promotes t$eir
emp)oyees.
In Hoc& Heng 3tone Industries B$d1 t$e management #o))o"s a structured pat$ in
promoting t$eir emp)oyees. 2$en an emp)oyee is impro!ing #rom time to time and $as 6een
sta6)e in per#orming "e)) t$roug$out $is "or&ing period1 t$e company mig$t consider gi!ing $im
a c$ance to 6e promoted. Ho"e!er1 t$ere are ot$er #actors suc$ as attitudes and persona)ities1
"$ic$ are to 6e considered 6e#ore t$at particu)ar emp)oyee stand a c$ance in getting a promotion.
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BMG 1024 MANAGEMENT
-. ) Leading
4eading is t$e process o# moti!ating1 in#)uencing1 and directing ot$ers in t$e organi%ation
to "or& producti!ity in pursuit o# organi%ation goa)s <Hi)) 9 Mc3$ane1 200*=. In my researc$1
t$e )ate ;race Hooper1 1//21 one o# t$e management e>pert and t$e #irst #ema)e admira) in B.3.
Aa!y1 said1 CDou don8t manage peop)e@ you manage t$ings@ you )ead peop)e.E T$is s$o"s t$e
di##erent o# managing and )eading in an organi%ation.
4eaders$ip is t$e process o# inspiring ot$ers to "or& $ard to accomp)is$ important tas&s
<3c$ermer$orn1 2002=. In a)) o# t$e organi%ation1 t$ere must 6e a )eader1 no matter "$at is t$e
gender1 race1 c$aracter1 "$ere t$e )eader come #rom1 as )ong as t$e )eader is in t$e organi%ation
can )ead t$e peop)e to ac$ie!e t$e goa) $ad 6een set 6y t$e organi%ation. In order to ac$ie!e
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BMG 1024 MANAGEMENT
e##ecti!e )eaders$ip in organi%ation1 t$ere are some o# t$e perspecti!es on )eaders$ip need to
&no". +or e>amp)e1 one o# t$e perspecti!es is 6e$a!ior. In Hoc& Heng 3tone Industries B$d.1 t$e
Human Resource <HR= manager1 Mr 4o" is !ery #riend)y1 $e)p#u)1 patient to"ards $is
emp)oyees. 0 )eader is to 6e a peop)e7oriented person1 so t$at t$e emp)oyees "i)) #o))o" $is
direction to comp)ete tas&.
In t$e )eading process1 )eader s$ou)d not :ust p)ace )eaders$ip as t$e main ro)e. It a)so
in!o)!es moti!ation1 managing di!erse $uman resources1 understanding groups and team1
organi%ationa) 6e$a!ior and communication. 0)) t$e a6o!e #actors "i)) a##ect entire )eading
process in t$e organi%ation.
T$e )eading #unction in our targeted company is uncomp)icated compare "it$ ot$er
company. Remuneration is )in&s to ot$er HR acti!ities1 suc$ as training and de!e)opment1
per#ormance management1 :o6 satis#action and per#ormance outcomes <Barto)1 Tein1 Matt$e"s1
3$arma1 Ritson1 9 3cott74add1 200*=. T$roug$out t$e inter!ie" section "it$ t$e manager o# t$e
company1 some use#u) met$ods o# )eading $ad 6een pro!ided. In t$is department1 t$ey on)y
pro!ide t$e training1 de!e)opment and #inancia) re"ard to t$eir emp)oyees inc)uding manager
)e!e). Training is used to systematica))y e?uip peop)e "it$ s&i))s and competencies1 "$i)e
de!e)opment aims to 6road)y prepare emp)oyees #or #uture opportunities t$roug$ ac?uisition o#
ne" &no")edge1 s&i))s and attitudes <Barto)1 Tein1 Matt$e"s1 3$arma1 Ritson1 9 3cott74add1
200*=. T$e purpose is to de!e)op and en$ance t$e emp)oyee8s s&i))s.
+or Human Resource department1 t$ey recruit :o6 app)icants t$roug$ ne"spaper8s
ad!ertisement and outsider recommended 6y emp)oyee. T$ey #o))o" t$e $uman resource sta##ing
process1 "$ic$ is organi%ationa) strategy and p)anning1 p)an HR needs1 recruit :o6 app)icants1
se)ect :o6 app)icants and )ast)y de!e)op emp)oyees. T$is is an important process to emp)oy an
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BMG 1024 MANAGEMENT
emp)oyee to t$e company 6ecause t$e most important asset o# an organi%ation is t$e peop)e.
T$ere#ore1 to se)ect a candidate to 6e emp)oyees it re?uires $uman capita) "$ic$ are inc)ude
&no")edge1 s&i))s1 and capa6i)ities em6edded in indi!idua)s <Hi)) 9 Mc3$ane1 200*=.
Beside t$at1 Hoc& Heng 3tone Industries B$d. is a )arge organi%ation. T$e manager
a)"ays moti!ates t$e "or&ers and company re"ards t$e emp)oyees t$roug$out t$e "$o)e year.
T$is p)ays a !ery important part in an organi%ation as a part o# t$e ro)es in #unction o# )eading to
6ui)d t$e moti!ation o# t$e emp)oyees. T$e company manages moti!ation t$roug$ e>trinsic and
intrinsic re"ard. ->trinsic re"ard suc$ as 6onus1 praise and :o6 status76ased re"ards and so on.
T$is re"ard is e##ecti!e to"ard t$e emp)oyees in t$e organi%ation1 6ecause "$en t$ey get t$e
re"ard1 t$eir se)#7esteem "i)) increase as t$ey &no" t$at t$eir contri6utions are recogni%ed 6y t$e
company. T$is can 6ui)d up se)#7con#ident and moti!ate t$em to per#orm 6etter in t$e #uture.
T$e manager a)so pro!ide t$e intrinsic re"ards suc$ as moti!ating t$e emp)oyees t$roug$
empo"erment1 #or e>amp)e 6y )etting t$e "or&ers &no" $o" meaning#u) are t$eir "or& and
empo"ering emp)oyee8s se)#7determination1 gi!ing t$em t$e #reedom t$ey needed.
0s "e can see1 6eing a )eader or a manager is not an easy :o6 as "e t$in&. T$e )eader a)so
needs to manage t$e emp)oyees8 attitudes and "e))76eing1 suc$ as t$e emotions in t$e "or&p)ace1
:o6 satis#actions1 and organi%ationa) commitments. In an organi%ationa)1 peop)e "or& toget$er
"it$ eac$ ot$er. In order to )ead a team1 t$e )eader needs to understand peop)e #irst. T$is is
re)ated to t$e re)ations$ip 6e$a!ior1 "$ic$ is $o" muc$ t$e )eader uses t"o7"ay or mu)ti"ay
communication. It inc)udes )istening1 #aci)itating and supporti!e 6e$a!iors <Barto)1 Tein1
Matt$e"s1 3$arma1 Ritson1 9 3cott74add1 200*=.
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BMG 1024 MANAGEMENT
-.+ !ontrolling
Contro))ing is t$e )ast #unction o# management and it is t$e process o# monitoring
per#ormance against goa)s1 inter!ening "$en goa)s are not met t$en ta&ing correcti!e action <Hi))
9 Mc3$ane1 200*=. Contro)s $ig$)ig$t t$e 6e$a!iors needed and discourage un"anted ones
<Merc$ant1 1/*'@ +)am$o)t%1 1//,@ +o> 2003a=.
T$e company t$at "e inter!ie"ed $ad c$osen decentra)i%ation to 6e used in managing t$e
emp)oyees. Decentra)i%ation is t$e e>tent to "$ic$ po"er and aut$ority to ma&e decisions are
de)egated to )o"er )e!e)s capa6)e o# ma&ing time)y1 in#ormed1 competent decisions <T$ompson
Fr.1 3tric&)and III1 9 ;am6)e1 200'1 p. 2.3=. It is a 6ig company1 6ut t$ey are gi!ing t$e #reedom
to t$e emp)oyees to 6e a6)e to ta&e part in decision ma&ing processes. +or e>amp)e1 t$e HR
department "i)) $a!e a meeting to discuss $o" to recruit t$e 6est candidates and t$e process o#
t$e recruitment. 0#ter t$e comp)etion o# t$e discussion1 t$e HR department "i)) report to t$e top
management in t$e genera) meetings. T$is can impro!e t$e re)ations$ip 6et"een t$e $ig$er )e!e)
16
BMG 1024 MANAGEMENT
and )o"er )e!e) o# t$e management. +or eac$ manageria) )e!e)1 t$ere is a para))e) contro)
responsi6i)ity. 3trategic tactica) and operationa) contro) )e!e)s increase c$ances o# rea)i%ing p)ans
at di##erent )e!e)s <4orange1 Morton1 9 ;$os$a)1 1/*,@ 3c$reyo## 9 3teinmann1 1/*.@ 3imons1
1//'=1 "$ic$ is in top1 midd)e and #irst )e!e) management.
T$e company a)so used incenti!es to moti!ate t$e emp)oyees in t$e organi%ation. 0n
incenti!e is a #actor1 monetary or nonmonetary1 t$at moti!ates indi!idua)s to pursue a particu)ar
course o# action <Hi)) 9 Mc3$ane1 200*=. +or e>amp)e1 t$e incenti!e used 6y t$e HR manager is
in t$e #orm o# money. T$e emp)oyees are gi!en #inancia) re"ards suc$ as 6onuses and
per#ormances re"ards. 2it$ t$e rig$t incenti!es are used1 emp)oyees "i)) "or& $arder and
contro) t$eir o"n 6e$a!ior1 "$ic$ reduces t$e need #or c)ose persona) super!ision and ot$er
intrusi!e contro) met$ods <Hi)) 9 Mc3$ane1 200*=.
T$e main pro6)em #aced in t$e HR department is t$e insu##icient o# emp)oyees. In order
to so)!e t$is pro6)em1 t$e manager "i)) ta&e steps suc$ as1 re!ie"ing t$e pro6)em and ana)y%e a))
t$e so)utions possi6)e and c$oose t$e most e##ecti!e "ay to so)!e it. 0s t$e HR manager1 Mr
4o" ad!ertises t$e :o6 !acancies in ne"spapers to attract t$ose "$o are )oo&ing #or :o6.
In t$e contro))ing #unction1 e!en t$oug$ Hoc& Heng 3tone Industries B$d. sometimes
#aces "it$ t$e pro6)em o# )ac&ing o# sta##s 6ut t$e top management "i)) sti)) ta&e action against
t$ose emp)oyees "$o is not per#orming "e)). T$is is to contro) and maintain t$e ?ua)ity o# t$e
emp)oyees and to 6e #air to t$e ot$er emp)oyees. Discip)ine is !ery important in t$e
organi%ationa) 6e$a!ior. T$e manager needs to 6e a good ro)e mode) $is emp)oyees. +or
e>amp)e1 i# t$e manager in t$e department a)"ays comes )ate #or "or&1 t$en t$e emp)oyees "i))
#o))o" t$e same attitude.
17
BMG 1024 MANAGEMENT
/. Management !hallenges
Management c$a))enges re#er to t$e pro6)ems #aced 6y an organi%ation in t$eir
management. +rom t$e inter!ie" conducted "it$ t$e Human Resource <HR= department
manager1 Mr 4o"1 "e "ere to)d o# some o# t$e regu)ar pro6)ems #aced 6y t$e HR department in
managing t$e emp)oyees o# Hoc& Heng 3tone Industries B$d.
T$e main c$a))enge o# t$e company regarding t$e emp)oyees is t$e )ac& o# manpo"er on
critica) times. 0s it "as mentioned 6y Mr 4o"1 t$ere "ere times t$at "$en t$ey "ere in t$e
midd)e o# 6ig pro:ects1 many o# t$e emp)oyees "ou)d :ust $and in t$eir resignation )etters. T$e
reasons gi!en "ere eit$er t$ey "ere too stress "it$ t$e $ea!y "or&)oads or $ad too )itt)e time #or
t$emse)!es as t$ey "ere re?uired to "or& )onger $ours. T$e emp)oyees "i)) 6e as&ed to put e>tra
time in t$eir "or& during 6ig pro:ects so t$at t$ey can #inis$ t$em on time.
2$en t$e company #aces "it$ t$e pro6)em o# emp)oyees resigning #rom t$eir :o6s on
important times1 t$eir pro:ects "i)) 6e a##ected and may6e t$e duration o# comp)eting t$e pro:ects
$ad to 6e e>tended. T$is "i)) sometimes )ead t$e company to su##er )osses. To so)!e t$is
18
BMG 1024 MANAGEMENT
pro6)em1 t$e HR department "i)) $a!e to $ire part time "or&ers to comp)ete t$e particu)ar
pro:ects. T$ey "i)) ad!ertise in t$e ne"spaper a6out t$e !acancies and as& t$e initia) "or&ers to
6ring in t$eir #riends "$o are "i))ing to "or&. By doing so1 t$ey "i)) 6e a6)e to o!ercome t$e
pro6)em o# insu##icient o# "or&ers during critica) moments.
0not$er pro6)em #aced 6y t$e organi%ation is "or&#orce and cu)tura) di!ersity. +or an
organi%ation to 6e more success#u)1 t$ey must $a!e a mi>ture o# o)d and young "or&ers. T$is is
to ensure t$at t$e organi%ation is a6)e to continue to operate "e)) "$en t$e o)d "or&ers retire. In
Hoc& Heng 3tone Industries B$d1 ma:ority t$e emp)oyees $a!e 6een "or&ing t$ere since t$e
opening o# t$e company. T$ey are considered t$e !eteran "or&ers and $a!e years o# e>perience.
T$ey do not mind "or&ing t$e )ong $ours 6ut t$eir ages do not pro!ide t$em t$e energy to do so.
n t$e ot$er $and1 t$e young "or&ers $a!e a)) t$e energies needed #or t$e )ong "or&ing
$ours 6ut t$ey cou)d not commit "e)) "it$ it and t$ey do not $a!e e>periences. 2$en t$ey #irst
start "or&ing1 t$ey "i)) try to put in t$e e>tra e##orts in t$eir "or&. Ho"e!er1 t$eir )a%iness "i))
s)o")y 6e noticea6)e as time goes 6y. T$ey are not patient in t$e )earning progress and o#ten
comp)ain a6out t$e )ong "or&ing $ours@ and e!entua))y t$ey "i)) $and in t$eir resignation )etters.
0s #or t$ose "$o are a6)e to commit to t$e )ong $ours1 some o# t$em do not $a!e t$e initiati!es
to )earn and t$ere#ore1 t$ey "i)) not gain t$e e>periences t$ey needed in "or&. In so)!ing t$is
pro6)em1 t$e HR department "i)) ta&e t$e step o# not $iring emp)oyees "$o are too young and
t$ose "$o are not ready to )earn ne" t$ings.
4eaders$ip de!e)opment is a)so one o# t$e management c$a))enges in t$e company. T$e
company is )ac& o# )eaders$ip ta)ents and t$e emp)oyees t$at can 6e promoted are )imited. 0s it
"as mentioned a6o!e1 most o# t$e emp)oyees are !eterans and t$ey "i)) not stay )ong "it$ t$e
19
BMG 1024 MANAGEMENT
company due to t$eir age. It is not possi6)e to train t$ese "or&ers to 6e )eaders anymore. T$e
company "i)) train t$e younger "or&ers to 6e t$e )eaders o# t$e #uture. Ho"e!er1 most o# t$ese
younger "or&ers are not "i))ing to spend t$e e>tra time to get t$e e>tra )essons. 3ome o# t$em
cou)d per#orm "e)) in t$eir "or& 6ut do not $a!e t$e positi!e persona)ities suc$ as patience to 6e
t$e )eaders or super!isors and !ice !ersa.
T$e HR department is ta&ing se!era) steps to so)!e t$is pro6)em. T$ey "i)) $ire
emp)oyees "it$ 6etter ?ua)i#ications and a#ter t$ese emp)oyees $a!e gained a #e" years o#
e>perience in t$e company1 t$ey "i)) 6e sent #or specia) trainings to prepare t$em to ta&e up t$e
)eaders$ip responsi6i)ities. Ho"e!er1 t$eir per#ormances "i)) 6e o6ser!ed during t$ese #e" years
and t$ose "$o do not pro!ide good resu)ts or $a!e negati!e attitudes "i)) 6e )e#t out #rom t$ese
c$ances to 6e promoted.
20
BMG 1024 MANAGEMENT
0. !onclusion
Hoc& Heng 3tone Industries B$d is a 6ig company "it$ many emp)oyees. In t$e
organi%ation1 di##erent types o# cu)tures and !a)ues can 6e o6ser!ed #rom. T$e cu)tures and
!a)ues may di##er in di##erent departments and t$ey are t$e &ey e)ements t$at are $o)ding t$ese
emp)oyees toget$er as a team.
+or e>amp)e in t$e organi%ation1 it adopts t$e cu)ture o# peop)e orientated. T$ey "ou)d
pro!ide e>tra #inancia) support to t$eir "or&ers to moti!ate t$en to contri6ute to t$e company
more. In t$e Human Resource <HR= department1 t$eir cu)ture is o# peop)e orientated too. T$is
can 6e seen "$en t$e initia) "or&er do not #ai) to 6e t$ere to coac$ t$e ne" "or&ers unti) t$ey are
#ami)iar "it$ t$e en!ironment and are a6)e to "or& on t$eir o"n. T$is is 6ecause t$e emp)oyees
&no" t$at i# t$e ne" emp)oyees are not a6)e to per#orm1 t$e per#ormance o# t$e "$o)e team "i))
6e a##ected.
+rom t$e inter!ie" conducted ear)ier1 "e can &no" t$at t$e management o# t$e
organi%ation is !ery "e)) organi%ed. T$ey app)y t$e concepts o# t$e #our 6asic #unctions o#
management1 p)anning1 organi%ing1 )eading and contro))ing in t$eir management. T$is is t$e
reason "$y Hoc& Heng 3tone Industries B$d is operating per#ect)y "e)) in t$eir 6usinesses e!en
t$oug$ t$ere are some minor pro6)ems "it$ regarding t$e emp)oyees.
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BMG 1024 MANAGEMENT
1. Reerences
1. Barto)1 5.1 Tein1 M.1 Matt$e"s1 ;.1 3$arma1 B.1 Ritson1 (.1 9 3cott74add1 B. <200*=.
Management Foundations. 0ustra)ia: 0)isa Brac&)ey du Bois.
2. +)am$o)t%1 -. <1//,=. Effective Managment Control: Theory and Practice. Boston:
5)u"en.
3. +o>1 C. <20031 cto6er=. C)ic&ing toget$er. AFR Boss 1 pp. 2,7..
4. Hi))1 4. C.1 9 Mc3$ane1 3. 4. <200*=. Principles of Management. 3ingapore: Mc;ra"
Hi)).
'. 4orange1 (.1 Morton1 M.1 9 ;$os$a)1 3. <1/*,=. trategic Control ystems. 3t. (au):
2est.
,. Merc$ant1 5. 0. <1/*'=. Control in Business !rganisation. Boston: (itman.
.. Ro66ins1 Bergman1 3tagg1 9 Cou)ter. <200*=. Management ". 0ustra)ia: +renc$s +orest1
A.3.2.: (earson -ducation 0ustra)ia.
*. 3c$ermer$orn1 F. R. <2002=. Manangment # eventh Edition. B30: Fo$n 2i)ey 9 3ons1
Inc.
22
BMG 1024 MANAGEMENT
/. 3c$reyo##1 ;.1 9 3teinmann1 H. <1/*.=. 3trategic contro): 0 ne" perspecti!e. Academy
of Management Revie$ 1 pp. /17103.
10. 3imons1 R. <1//'=. %evers of Control: &o$ Managers 'se (nnovative Control ystems to
)rive trategic Rene$al. Boston: Har!ard Business 3c$oo) (ress.
11. T$ompson Fr.1 0.1 3tric&)and III1 0.1 9 ;am6)e1 F. <200'=. Crafting and E*ecuting
trategy: The +uest for Competitive Advantage # Concepts and Cases. Boston: Mc;ra"7
Hi))GIr"in.
23
BMG 1024 MANAGEMENT
2.
3ppendices
24
BMG 1024 MANAGEMENT
2.# Inter&ie' Report
0ns"ers "ere 6y t$e Manager o# Human Resource Department1 Mr. 4o" 5im ng
#. What are the basic re4uirements 'hen the compan5 hires an emplo5ee6
T$e 6asic re?uirement t$at "e )oo& #or in a candidate during an inter!ie" is e>perience.
2e need peop)e "$o $a!e t$e e>periences in t$is industry to "or& in our company.
Ho"e!er1 i# t$ere are candidate "$o do not $a!e e>perience 6ut $e or s$e $as t$e
?ua)i#ications in "or&ing #or us1 "e "i)) $ire $im or $er. +or candidates "$o $o)d uni!ersity
certi#icates1 "e "i)) )oo& into t$e ?ua)i#ications on "$et$er t$ey are suita6)e to "or& in our
company and "$ic$ positions are suita6)e #or t$em.
2. Would 5ou be able to tell me a little about the e7pectations o the compan5 rom its
emplo5ees6
ne main e>pectation #rom us to t$e emp)oyees is t$at t$ey can stay "it$ us as )ong as
possi6)e. 2e "ou)d not "ant emp)oyees "$o c$ange :o6 #re?uent)y and )ea!e us a#ter a
certain s$ort period o# time. 2$en emp)oyees start "or&ing in our company1 "e "i)) pro!ide
t$em "it$ trainings and coac$ t$em unti) t$ey master t$e s&i))s. It is sad to see an emp)oyee
)ea!ing a#ter t$e training sessions. 2e put in e##ort into our emp)oyees and "e $ope t$at t$ey
can stay "it$ us and contri6ute to our company. 2e "i)) promote t$ose "$o "or& $ard and
$a!e good per#ormance.
3. Does this department ollo' a structured path in promoting the emplo5ees6 Ho' does
it go6
2e "i)) promote emp)oyees "$o per#orm "e)) in t$eir "or& in ac$ie!ing company8s
goa). Ho"e!er1 6e#ore promoting t$ese emp)oyees1 "e "i)) )oo& into t$eir per#ormance #or a
certain period o# time1 #or e>amp)e1 t$eir per#ormance in a year. I# an emp)oyee s$o"s t$at
25
BMG 1024 MANAGEMENT
$e or s$e can maintain good resu)ts in "or& or is impro!ing #rom time to time1 "e "i))
consider in promoting $im or $er. T$ere are many conditions t$at "e $a!e to )oo& into
6e#ore promoting an emp)oyee. 0part #rom $er "or& resu)ts1 "e "i)) a)so consider a6out $er
"or&ing a6i)ities and attitude. I# an emp)oyee can produce t$e 6est resu)ts 6ut $e is not
"i))ing to "or& t$e e>tra $ours or "it$ 6ad attitudes to"ards $is co7"or&ers1 $e "i)) most
pro6a6)y 6e set out o# t$e promotion )ist.
+. Describe the most diicult situation regarding emplo5ees that 5ou ha&e had handled
and ho' 'as it resol&ed6
T$e most di##icu)t situation t$at "e $a!e #aced regarding emp)oyees is t$e s$ortage o#
manpo"er "$en "e "ere in t$e midd)e o# a 6ig pro:ect. Many o# our emp)oyees $anded in
t$eir resignation )etters "it$ accepta6)e reasons. T$eir departures $ad )ed us to a situation
"$ere "e "ere not a6)e to get our "or& done on time. To so)!e pro6)ems )i&e t$is1 "e $a!e
to $ire part time "or&ers t$roug$ ad!ertisements in ne"spapers and to get our "or&ers to
6ring in t$eir #riends "$o are "i))ing to "or&. 2e usua))y target #oreign "or&ers t$roug$
ad!ertisements as it is more di##icu)t in $iring )oca)s #or t$e :o6.
-. Ho' do 5ou train the emplo5ees6
2e $a!e di##erent types o# trainings #or di##erent )e!e)s o# emp)oyees. +or ne"
emp)oyees "$o are "or&ing #u)) time1 "e "i)) train t$em in using a)) t$e e?uipments and
t$ey "i)) 6e taug$t on t$e processes o# a certain "or& to 6e done. T$ere are a)so coac$ing
sessions 6y t$e seniors. T$ese emp)oyees "i)) 6e coac$ed unti) t$ey are #ami)iar "it$ t$eir
"or&ing en!ironment and are a6)e to "or& on t$eir o"n. 0s #or part time "or&ers1 t$ey "i))
on)y 6e trained on certain areas o# "or& and t$ey "i)) not go t$roug$ intensi!e trainings and
coac$ing )essons )i&e t$e #u)) time "or&ers.
+or emp)oyees #rom t$e $ig$er )e!e)1 suc$ as ne" promoted managers1 t$ey "i)) 6e sent #or
trainings and )essons on decisions ma&ing and management. T$ey "i)) )earn to ma&e "iser
decisions and $o" to manage t$eir su6ordinates.
26
BMG 1024 MANAGEMENT
/. Ho' does this compan5 moti&ate the emplo5ees to carr5 out their *ob eecti&el56
T$e emp)oyees "ou)d )i&e to 6e appreciated #or t$e contri6utions t$ey $a!e pro!ided and
"$en you re"ard your emp)oyees #or t$e "or& t$ey $a!e done1 t$ey "i)) "or& $arder #or t$e
company. 2$en t$ey per#orm "e)) in a certain pro:ect or in t$eir "or&1 "e "i)) add a 6onus
to t$eir sa)aries #or t$at certain mont$. In ot$er "ords1 i# t$ey "ant to $a!e e>tra earnings1
t$ey "i)) $a!e to earn t$em "it$ t$eir e##ort in "or&.
T$e emp)oyees are re"arded on eit$er mont$)y or year)y 6asis. T$ere is no di##erence in
)oca) or #oreign "or&ers. 2$en "e re"ard t$em1 6ot$ )oca) and #oreign "or&ers "i)) get t$e
same treatment.
0. 3re there an5 incenti&es gi&en to the emplo5ees 'ith good perormances6 I 5es8 'hat
kinds o incenti&es are used6
Des1 t$ere are incenti!es gi!en to t$e emp)oyees "it$ good per#ormance. In our company1
"e use monetary re"ard system "$ic$ means t$at emp)oyees "$o produce good resu)ts "i))
6e re"arded "it$ money. t$er t$an re"arding t$em "it$ 6onuses in sa)aries1 t$ey "i)) a)so
6e gi!en e>tra rest days. T$is is to s$o" t$e emp)oyees t$at "e appreciate t$eir contri6utions
to t$e company.
1. Ho' does the management le&el o HR department control emplo5ees rom the lo'er
le&el6 Is it decentrali,ation or centrali,ation6
Decentra)i%ation is used in t$e HR department in managing t$e emp)oyees. It is 6etter to
use decentra)i%ation as "e get to &no" a6out t$e opinions o# t$e emp)oyees #rom t$e )o"er
)e!e) 6e#ore ma&ing any decisions. Basica))y1 t$e opinion o# a)) t$e emp)oyees are important
in t$e decision ma&ing process. I# t$e decisions are made 6y t$e top )e!e) "it$out
considering t$e needs o# t$e ot$er emp)oyees1 t$ere mig$t 6e con#)icts 6et"een t$e
emp)oyees #rom t$e upper )e!e) and )o"er )e!e). 2e do not "ant con#)icts to $appen in our
27
BMG 1024 MANAGEMENT
"or&ing en!ironment and t$ere#ore1 "e must gi!e rig$t to a)) t$e emp)oyees to !oice out. To
6e a6)e to contro) emp)oyees #rom t$e )o"er )e!e)1 "e must #irst respect t$eir rig$ts.
9. Has this department e&er aced 'ith the problem o insuicient o emplo5ees6 I 5es8
ho' did the compan5 sol&e the problem6
Des1 "e o#ten #ace "it$ pro6)ems o# insu##icient o# emp)oyees. 4i&e I $a!e said ear)ier1
"e put up ad!ertisements on t$e ne"spapers to )et t$e peop)e &no" a6out t$e !acancies in
our company. t$er t$an $iring emp)oyees t$roug$ ad!ertisements1 many o# our emp)oyees
are t$roug$ t$e recommendations #rom #riends or our o"n sta##s.
-!en t$oug$ "e $a!e t$e pro6)ems o# )ac& o# emp)oyees1 "e "i)) sti)) $and out "arning
)etters to emp)oyees "$o do not "or& proper)y. T$is means t$at "e "i)) continue to prior
emp)oyee ?ua)ities e!en "$en "e do not $a!e t$e ?uantity "e needed.
#9. Ho' 'ould 5ou counsel an emplo5ee o poor perormance6
2e "i)) try to ta)& to emp)oyees "$o do not per#orm "e)) in t$eir "or&. T$is is to #ind
out i# t$ere are any pro6)ems #acing 6y t$em or i# t$ere is any dissatis#action to"ards t$e
company. T$ese emp)oyees "i)) t$en 6e p)aced under t$e super!ision o# t$eir o"n
super!isors. T$e super!isor "i)) o6ser!e t$eir "or&ing resu)ts to see i# t$ere is any
impro!ement. I# t$e emp)oyees continue to produce poor resu)ts1 t$ey "i)) 6e "arned t$at
t$eir sa)aries "i)) 6e cut despite $o" )ong t$ey $a!e 6een ser!ing in t$e organi%ation. By
doing so1 t$ey "i)) #ee) em6arrassed and "i)) impro!e t$eir per#ormance automatica))y.
##. Ho' do recruitment and selection processes contribute to the eicienc5 o this
compan56
2e use e>terna) recruiting c$anne) to recruit t$e 6est candidates #or our company. +or
e>amp)e1 "e "i)) ad!ertise in t$e ne"spapers. Ho"e!er1 some o# our 6est emp)oyees "ere
28
BMG 1024 MANAGEMENT
candidates recommended 6y our initia) sta##s. T$e company "i)) gi!e t$e ne" emp)oyees 1
to 3 mont$s o# pro6ation to see i# t$ey are suita6)e in "or&ing #or t$at certain department or
t$e company. In t$is "ay1 "e "i)) 6e a6)e to p)ace t$e correct emp)oyees on t$e correct
positions.
0s #or #oreign "or&ers1 t$ey are under year)y contract. Most o# t$e #oreign "or&ers $a!e
at )east 3 years o# "or&ing e>perience "it$ us and some $as 6een "or&ing $ere #or a6out 10
years.
29