management science assignment report

SILQ SND. BHD

Taylor’s University Lakeside Campus

School of Architecture, Building, and Design

Bachelor of Quantity Surveying (Hons)

MANAGEMENT SCIENCE [MGT 60203]

TAYLOR’S UNIVERSITY | SABD | BQS | MANAGEMENT SCIENCE | MGT 60203

SILQ SND. BHD

SILQ BOARD OF DIRECTORS:

1. Chen Shin Yee 0322650

2. Sherlyn Ang Tse Yun 0317977

3. William Goh Ming Hann 0317949

4. Lim Jie Qi 0318313

5. Lau Chin Sheng 0317899


SILQ SND. BHD

SILQ SDN. BHD.

Nature of Business

Property Development Company

Vision

To be an internationally admired property developer

Mission

1. To create value of customers and stakeholders

2. Provide high quality products to our customer

3. Creating network with other companies

Short term goal

1. Providing affordable houses with quality to Y-generation.

2. Develop a strong corporate image towards market.

3. To gain good reputation

Long term goal

1. To achieve RM 400 million sale revenue within 10 years

2. Dominate the market in Malaysia and make it an internationally admired property

development company

3. To expand our company to overseas within 15 year


SILQ SND. BHD

1.0 Company Background

1.1 Overview

SILQ SDN. BHD. is a property development company with the capital of

RM10 million. The name of the company, “SILQ SDN. BHD. stands for

“satisfaction, innovation, leading and quality”. We aim to be the first property

development company that comes out in customer’s mind by providing services

that would satisfy our customers, innovating differentiated services than other

property development companies, providing best quality products and outstanding

services to our customers and be the leading property development company

which ahead among others.

1.2 Vision and mission

To achieve our vision, which is to be an internationally admired property

developer, some missions are set to be done to make a good start for the

company. While providing an excellent service to our existing customers, we are

also exploring the new market to ensure the revenue can provides profits to the

stakeholders. By providing high quality of products to customers can make sure

that the customers satisfy with the services. In addition, SILQ SDN BHD is also

forming a strong network with other companies in order to create an opportunity

to collaborate with them in the future.


SILQ SND. BHD

1.3 Short term and long term goals

The short term goals for our company are to provide affordable with quality

houses to Y- Generation, strengthen our company’s branding products, and to

gain a good reputation. By evaluating inexpensive products, we can choose some

quality components that fit to our services. This can maximizes the revenue by

providing inexpensive and good quality products. Other than that we can do more

promotions and advertisements to expose our products and company to the

public. As a new company, we have a lot more to learn from the other similar

companies. We should form strong network with others so that we can learn from

their experiences and co-operating with them in the near future.

Our long term goals are to achieve RM 400 million sale revenue within 10

years, dominate the market and to expand our company to overseas. By receiving

positive feedbacks from our customers, we know that we can provide our

customer benchmark quality services and most of them are satisfy with it. We

should identify our limitations thus providing an improved service. Besides that,

we also aim to dominate the market in Malaysia and make our company an

internationally admired property development company so that we can push our

company towards international market.


SILQ SND. BHD

2.0 Working cultures

To achieve SILQ’s organisational goals, we have developed some organisational cultures. In

SILQ, we focus on the relationships with the employees. Once the bonding is strong, employees are

able to perform better and work together effectively. Thus, our company institutes a transparent

workplace by sharing as much information with our employees including customers’ feedback,

meeting notes, fundraising, key data on financials and targets.

An open environment leads to greater job satisfaction, reduced stress, increased

commitment, team building and loyalty to the organisation. Open communication creates a more

productive work environment and a positive workplace. Thus, the employees will work effectively

which leads to higher productivity.

In addition, besides creating a comfortable working environment for the employees, we

motivate the employees in order to increase the productivity of the company. Our company

motivates the employees by rewarding the worthy but giving due punishment to those who do not

deserve it. Other than that, we provides incentives like an extra paid day off, a small gift or a movie

tickets. Incentives are always motivation boosters.

Furthermore, we make teamwork as one of our core company values. Teamwork is

important as it helps to unifying and organising the different members of the group. To create a

successful teamwork, our company will provide team resources by giving them a designated and

available place where they can do regularly meet up. Adequate time will be given to all the

employees to devote their team meetings and with no grief from supervisors. As a result, building

teamwork and fostering it within the organisation is vital in order to be a successful company.

Last but not least, organisational culture has a significant effect on a success of a business.

Moreover, it is important to cultivate a positive culture right from the start because it is difficult to

change the attitudes and behaviours that have become the norm. By applying these organisational

cultures, it is more likely to achieve our vision and mission, short and long term goals.


SILQ SND. BHD

2.1 Organisational Chart

Our company’s organisational chart is a hierarchical type of functional organisation

structure wherein employees are grouped as per their area of specialisation, which

helps achieve the highest degree of performance. The employees are supervised by a

functional manager who has expertise in the same field, which helps him to

effectively utilize the skills of employees and ultimately helps him in achieving our

organisation’s objectives.

Furthermore, the hierarchy is very clear and possesses top-down communication,

employees don’t have to report to multiple bosses. Each employee reports to his

functional manager, which reduces the communication channels. Each department

will has its own department head and he will be responsible for the performance of

his section. This helps our organisation control the quality and uniformity of

performance.

As you can see from the organisational chart, our company, SILQ focuses on 4 main

departments, which are the Operations, Sales and Marketing, Finance and Human

Resources. All these departments are under the control of General Manager.


SILQ SND. BHD


SILQ SND. BHD

2.1.1 Top Management Level

We, Board of Directors, responsible for controlling and overseeing the entire

organisation. Rather than direct the day-to-day activities of the company, we develop

goals, strategic plans, and company policies, as well as make decisions about the

direction of the organisation. For example, we research land and property

opportunities and evaluate the feasibility of a project. We work out the best use for

the land or property. We then plan the property development, including the schedule

and costs.

In addition, we play a major role in the mobilization of outside resources as well as

communicating with shareholders, town planners, architects, contractors and etc. We

are accountable to the shareholders and general public, and are responsible for

framing policies for the company. Furthermore, we lead lower managements, to

manage conflict, to solve crises, to motivate them, and to intuit answers. Many

employees are working under our supervision and looking for our guidance, so these

are the skills which are needed to perform the various operations of the company.

In a nutshell, we, as the top managers spend most of our time planning and leading

the organisation. We need to develop more conceptual skills than technical skills.

Understand how competition, world economies, politics, and social trends that will

affect the organisational effectiveness


SILQ SND. BHD

2.1.2 Middle Management LevelAs the middle-level manager, our general manager are responsible for setting

objectives that are consistent with top management’s goals and translating them into

specific goals and plans for the first-line managers to implement. He is responsible

for coordinating activities of the first-line managers. He delegates task to different

departments, which are the Operations, Sales and Marketing, Finance and Human

Resources as per their area of specialisation. For example, he assigns the marketing

department to come out with their creative ideas on how to advertise and promote our

company in order to attract customers that eventually gains profit to the company.

On the other hand, general manager is responsible for allocating resources to support

competitive strategies, keep the company economically healthy, and produce high

returns. He also motivates and assists the first-line managers to achieve objectives as

well as inspiring and providing guidance to them towards better performance.

Furthermore, he communicates upward, by offering suggestions and feedback to top

managers because he is more involved in the day-to-day working of our company, he

may provide valuable information to us, top managers to help improve the

organisation’s bottom line. He will summarize weekly or monthly information

horizontally across functional lines in the organisation. Therefore, he acts as a key

person who need to gather information from above to know what the strategy is and

information from below to track progress and current conditions.

In conclusion, the general manager plays a major role in effective planning,

delegating, coordinating, staffing, organising, and decision making to attain desirable

profit making results for our company. He relies on communication, teamwork,

planning and administration competencies to achieve goals. Thus, he needs to have

good conceptual skills and human skills in managing the company.


SILQ SND. BHD

2.1.3 First-line Management Level

First-line managers are the lowest level of management and manage the work of

non managerial individuals who are directly involved with the production or

creation of the organisation’s products. They implement the objectives that set by

middle managers which are in line with top management’s goals. Furthermore,

they are the managers that most employees interact with on a daily basis. They

manage the primary tasks and activities of the organisation as well as have the key

role in determining whether standards of practice are being consistently

maintained. In addition, they support staff engaged in complex, personally

demanding work and ensure that staff are continualy developed in knowledge

based practice.

In short, first-line managers operate their departments. They assign tasks, manage

work flow, monitor the quality of work, deal with employees problems and keep

the general manager and the Board of Directors informed of problems and

successes at ground level in the company.


SILQ SND. BHD

2.2 Head of Operations Department (Project Manager)

The primary function of our Operations Department is designing and managing

products, services and processes. In addition, the Operations Department evaluates

and allocates resources to effectively deliver products and services. It is

responsible for project management activities related to improving work flow and

involves the development of a project plan, devising a budget and controlling

resources. The Operations Department effectively managing a project also involves

developing policies and procedures to standardise work throughout the

organisation.

For instance, project manager is the professional in this department. He has the

responsibility in planning procurement and execution of a project. He seldom

participates directly in the activities that produce the end result, but rather strives to

maintain the progress, mutual interaction and tasks of various parties in such a way

that reduces the risks of overall failure,maximises benefits and minimises costs.

Project manager procures our project requirements like workforce, required

information, various agreements and material or technology needed to accomplish

project objectives of our company. Last but not least, he is good in managing the

constraints of the project management triangle, which are cost, time, scope and

quality.


SILQ SND. BHD

2.2.1 Head of Sales and Marketing Department (Marketing, Sales,

Advertisement)

Our sales and marketing team has a substantial influence on the profitability of our

company. They define roles that reflect the strengths of our products and assign

responsibilities for achieving the sales performance required by our company.

They set achievable targets and take responsibility for meeting our objectives.

They have a strong disposition to customer advocacy.

For example, sales manager is responsible for setting sales goals. They use

historical data, customer surveys and industry reports to project demand. Sales

managers help develop brochures, website pages, catalogs and other materials for

our company. They offer input on pricing and distribution strategies based on their

knowledge of the customer base.

As for our marketing manager, he has the overall responsibility for growing

revenue, increasing market share and contributing to company growth and

profitability. He possess market knowledge and is responsible for functions such as

advertising, publications or events.


SILQ SND. BHD

2.2.2 Head of Financial Department (Account)

Financial Department provides information to assist managers in making strategic

decisions. Financial Department is responsible for all the day to day transactional

accounting for our company. It includes the tracking of all transactions and

preparing the financial statements. The Financial Department is also responsible

for management of our organisation’s cashflow and ensuring there are enough

funds available to meet the day to day payments. This area also encompasses the

credit and collections policies for our company’s customers, to ensure the

organization is paid on time, and that there is a payment policy for our company’s

suppliers.

Our company have some form of forecast prepared on a regular basis to

systematically calculate the ongoing cash needs. Where there are cash needs

beyond the day to day working capital, the Financial Department is responsible for

advising and sourcing longer term financing. They contribute to the management

and improvement of the operations by measuring and reporting regularly on key

numbers crucial to the success of our organisation. Managers can use management

accounting information that provide by the Financial Department to monitor the

operations and decide where further attention may be required.

In conclusion, the Financial Department will work with managers to prepare the

organization’s budgets and forecasts, and to report back on the progress against

these throughout the year.


SILQ SND. BHD

2.2.3 Head of Human Resources Department (Personnel, Office

Management)

The Human Resources Department provides our organisation with structure and

the ability to meet business needs through managing our company's most valuable

resources- the employees. The primary responsibility of the Human Resources

Department is to keep our company staffed appropriately at all times. This includes

employee recruitment, selection and retention. Human resources managers strive to

recruit quality employees, select the best for the available positions and then

develop policies that retain great workers. Retention policies include providing

adequate compensation, training programs and competitive benefits packages.

When an employee leaves, the Human Resources Department conducts exit

interviews to assess the employee's reasons for leaving in order to create better

retention policies.

The Human Resources Department also keeps track of changes in state and federal

employment laws and applies them appropriately. These include tax regulations,

health insurance requirements, overtime laws, unemployment restrictions, family

and medical leave policies and safety regulations. Human resources employees

develop and update employee handbooks and official policy lists as necessary to

comply with changes in the law. This department works for the best interest of

both the employees and our company, striving to create a safe workplace and

handling employee disputes as required.


SILQ SND. BHD

3.0 Training and Development Courses.

3.1 Introduction to OHSAS 18001 Occupational Health & Safety Management System Training Course

A structured approach to health and safety management drives continual improvement through a formalized approach to the identification of legislation and hazards, the assessment of risks, the implementation of controls and the measurement of business processes.

Through this Introduction to BS OHSAS 18001:2007 training course conducted by BSI group, delegates will be able to identify the key benefits of a structured health and safety management system. They will also be able to identify the benefits and requirements of BS OHSAS 18001:2007 and begin to understand the implementation and certification process.

In conclusion, we expect the OHSAS 18001 training course will bring us a positive impact on eliminate or minimize OH&S risks, reduce work related injuries, ill health and death in order to protect our company reputation.

Objective Ensure health & safety management is aligned with the strategic direction of

the organization Improve occupational health and safety performance.


SILQ SND. BHD

Course StructureA combination of tutorials, syndicate exercises and role play, including the following topics:

Background to Occupational Health and Safety Management systems An overview of the BS OHSAS 18001:2007 framework Benefits of the effective management of OH&S Requirements of BS OHSAS 18001:2007 Introduction to documentation requirements Overview of the next steps to certification

Learning outcome- Reduce work related injuries, ill health and death

- Eliminate or minimize OH&S risks

- Improve OH&S performance and effectiveness

- Demonstrate corporate responsibility and meet supply chain requirements

- Protect brand reputation- Create the best possible working conditions across your organisation

Attendant (employees)

Human resource representatives, executives & managers

Operations representatives, executives & managers

3.2 Introduction to ISO 9001 Quality Management System


SILQ SND. BHD

ISO 9001 quality management standard is a quality management system (QMS) which written to assist in monitoring and managing quality of services across all operations. It outlines ways to achieve and benchmark consistent performance.

By managing the quality of services, organizations can and will eventually improve overall customer satisfaction and it will bring in new contracts, increase profit and reduce cost. By attending this one-day training conducted by BSI Group which tutors will give out guidance on understanding the ISO 9001 Quality standard and it's general application to organizations. Tutors will also explain the basic principle of quality management so that attendant would have a basic foundation to proceed with implementing this standard in organization.

Lastly, by adopting ISO 9001 Quality Management System we believe that our company will be operated in a smoother and more efficient way which can eliminate the occurrence of error or mistake thus providing a better service to customer and to generate more profit.

*** A quality management system (QMS) is a collection of business processes focused on achieving

quality policy and quality objectives to meet customer requirements. It is expressed as the organizational

structure, policies, procedures, processes and resources needed to implement quality management.

Objective

Know how to develop a quality system standards

Understand what's included in the ISO 9001 framework and accreditation

Understand the clauses within an ISO 9001 standard

Know why should ISO 9001 be implemented

Learn of the ISO 9001 assessment and certification procedures

Learning outcome


SILQ SND. BHD

Allows company to become a more consistent competitor in marketplace Better quality management helps organisation meet customer needs More efficient ways of working will save time, money and resources Improved operational performance will cut errors and increase profits Motivate and engage staff with more efficient internal processes Win more high value customers with better customer service Broaden business opportunities by demonstrating compliance

Attendant (employees)

Management representative, Head of department.

3.3 Property Development Leadership Training


SILQ SND. BHD

Property development is a complicated process where a whole view of the property

lifecycle is required. If the decisions are taken without a whole view of the

property lifecycle, the company may encounter challenges like financial problem,

land issues, population of people. This is also why employee at all level need to

understand the whole cycle, and recognise that all decision made have major

impact for the outcome of an asset.

Anyone can be a leader despite their position in an organisation, It is the

responsibilities of the company to ensure that all members in the organization fully

understand the process of property development. Therefore, in order to improves

the employees’ understanding of property development and enhancement of their

leadership skills, employees are sent to attend a training course which is called

International Certificate in Leadership for Property Development.

3.3.1 International Certificate in Leadership for Property

Development


SILQ SND. BHD

International Certificate in Leadership for Property Development is a unique

course designed by RICS to equip professionals with significant leadership skills to

succeed in property development through debate, observation, problem solving and

applied to real technical simulations. The reason why this is an unique course is

due to the combination of leadership and how leadership is related to each part of

property cycle.

Therefore, this course provides full nature which takes an end to end view of the

property lifecycle so that high level technical knowledge and insight can be

produced.

Basic knowledge of five core topics of property development which is market

analysis, finance for real estate, project management, facilities and operational

management and asset management is required. The knowledge of the five core

topics of property development allows every individual to relate the other aspects

of the property lifecycle and the associated leadership skills to the topics when they

attending the course.

3.3.2 Course Structure


SILQ SND. BHD

It is a five day training course. Before attending the training course, the applicants

need to

(1) Complete a 360 feedback survey.

(2) Receive pre- course coaching.

(3) Attend the five day course which will led by experienced leadership coaches

and industry technical experts.

The five day course includes

1. Market analysis for real estate development,

Knowing your business and knowing yourself

2. Finance for real estate

Communicate with a view to engaging and inspiring others

3. Project management

Creating a culture for success

4. Facilities and operational management

Understanding multiple perspectives

5. Asset management

Building personal resilience

3.3.3 Learning Outcome


SILQ SND. BHD

1. To improve decision making skills through a thorough understanding of the

property development lifecycle.

2. Practice leadership skills in a controlled environment.

3. Build confidence to make strategic changes and make a positive impact in

the boardroom.

4. Become a leader who can motivate, inspire and empower teams.

5. Develop leadership skills using a problem-solving approach to case studies

and real world examples.

6. Increase impact and influence with people internal and external to the

organization.

7. Achieve efficiency by implementing a personal action plan to own role and

organization needs.

APPENDICES


SILQ SND. BHD

Trainer Profile

Name: Christian

Specialist subjects:

ISO 9001 Quality Management training Management and Process Improvement training Lean Six Sigma training

Background experience:

Christian has more than 10 years’ experience of process improvement in investment banking and management consultancy.

Career Experience:

Christian has worked in various countries notably in Ghana as a financial management consultant. In the UK he has worked in retail, sales, warehousing and HR.

Qualifications and professional membership

Christian is a Lean Six Sigma Black Belt. He has a BA in Business Economics and a MBA in International Business. He is currently a voluntary consultant for the World Bank and advises Lancaster University Management School (LUMS) on improvements within the faculty. He sits on the LUMS board and consults for many charities and voluntary organizations including the children’s charity Chance UK.


SILQ SND. BHD

Name: Gary


ISO 9001 Quality Management training ISO 14001 Environmental Management training BS OHSAS 18001 Occupational Health and Safety Management training ISO 50001 Energy Management training BS 10500 Anti-Bribery Management training

Background experience:

Gary is a well-travelled quality, safety and environmental specialist with an understanding of global business culture and the practical implementation of management systems. He is well versed with auditing and the implementation of ISO 9001, ISO 14001, BS OHSAS 18001 and ISO 50001 management systems.

Career Experience:Gary has worked for a variety of manufacturing and service companies as well as for certification, training and consulting companies.

Qualifications and professional membershipGary’s educational background covers mechanical engineering, safety, environmental management and law.


SILQ SND. BHD

Name: Charles Ostroumoff


Strategic Finance Masterclass

Career Experience:

Charles started his career as a Business Consultant with KPMG working with large blue chip companies before moving into property finance and investment. In 2008 Charles was employed as a consultant with the Eurex Exchange to introduce real estate as an asset class and develop products for real estate practitioners, launching IPD Property Futures in 2009. Subsequently Charles worked as a broker of financial products linked to the performance of real estate at BGC Partners (owner of Newmark Grubb Knight Frank), and as a derivatives consultant at Credit Suisse on their regulatory change programme. In 2013, Charles set up Arca Property Risk Management where he is pioneering solutions for property fund managers to manage property “market risk” using IPD Futures to reweight or rebalance their property portfolios in real time.

Qualifications and professional membership

Charles is a member of the Royal Institution of Chartered Surveyors, the Society of Property Researchers and the Investment Property Forum. He studied Economics and Politics at Exeter University and has an MSc in Real Estate Investment from CASS Business School. He is a Chartered Surveyor and a CF30 with the FCA, and regularly writes articles for industry journals and speaks at industry events.

The five days course included in International Certificate in

Leadership for Property Development


SILQ SND. BHD

(1) Market Analysis:

Market analysis by doing market research is important to make real estate

investment and development decisions. Real estate is considered as an investment

asset. It also combines with leadership module which is Knowing Your Business

And Knowing Yourself where decision making is important in this part. The

individual must understand the importance of their own business, their market and

their competition by utilising market research and analysis to support decision

making.

(2) Finance For Real Estate:

Market insight on the source and nature of capital available in the real estate

market can be obtained on day 2. The applicants would be able to relate the insight

and information obtained combining with the leadership and management module

which is Communication and Influence. With this the applicants will consider

strategies for communicating with a view to engaging and inspiring others.

(3) Project Management:

On day 3, trainees are equipped with the understanding of the principles, practice

and practical application of Project Management. This module will show the


SILQ SND. BHD

importance of interpersonal skills for successful project management together

with the leadership module which is Creating a Culture for Success. Through

Creating a Culture for Success, allows the trainees to consider the factors that

influence organisational culture and what type of culture leads to success in the

organization.

(4) Facilities and Operational Management:

On day 4, trainees would be taught to understand that this module sets out the links

between corporate goals, provides wider corporate environment, and the delivery

of facilities management services. It integrates with the accompanying leadership

and management module, Understanding Multiple Perspectives, where it focus on

the importance of thinking about stakeholder perspectives, and understanding of

stakeholder needs, knowing what they want and use these points to do planning.

(5) Asset Management:

On day 5, Trainer will introduce various concepts and models for the successful

integration of asset management within the business planning and strategy process

throughout the property lifecycle. Also together with Building Personal Resilience

leadership module allow the leader to be well prepared for the future by identifying

and addressing global changes in your working practices.

After attending the course, the applicants need to

(4) Implemention of action plan: Return to work and implement your action plan

into your day-to-day role.


SILQ SND. BHD

(5) Receive post course coaching: Reevaluate your development objectives,

discuss progress and understand how to build on these in the following months and

indeed for the length of your career.

(6 ) Join the RICS Executive Education alumni network: By going through online

forums, the appilcants will be able to develop relationships with all course

attendees around the world.

(7) Receive a certificate of completion.

REFERENCES


SILQ SND. BHD

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http://www.referenceforbusiness.com/management/Log-Mar/Management-Levels.html

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http://study.com/academy/lesson/middle-management-definition-roles-responsibilities.html

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http://pmstudycircle.com/2012/08/what-is-a-functional-organization-structure/

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from http://www.rics.org/us/training-events/executive-education/international-

certificate-leadership-real-estate-development/

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%20Education%20brochure%20-%20signed%20off.pdf

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http://pmstudycircle.com/2012/08/what-is-a-functional-organization-structure/











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http://www.bsigroup.com/en-GB/our-services/training-courses/our-tutors/

Christian/

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O-45001/
