OLYMPIA COLLEGE

NAME: AYANLEKE JULIUS OLUWASEUN DIPLOMA IN INFORMATION TECHNOLOGY BUSINESS COMMUNICATION ASSIGNMENT JAN 2012

QUESTIONS TITLE: BROWN MANAGEMENT CONSULTANCY Browns (a fictitious company) are a management consultancy with offices in Kuala Lumpur, Nagoya and Sydney. It has a total workforce of 110 in those 3 locations. As a consultant in the company, you had an in-depth discussion with the HR Manager and would like to propose a 4.5/35hrs work week to management. You strongly believe that with a shorter work week, employees will be more productive and have better quality of life.

Question 1

a) Before preparing your proposal to management, research on the cultures of each of the countries that Browns has branches in. Describe those cultures in general and identify their business protocol. b) Based on the research information, how receptive, do you think, your colleagues would be in Nagoya and Sydney towards your proposal? How should you persuade them to accept your idea?

Question 2

a) Prepare a plan on how you would go about gathering information for your proposal. What method would you use to get information? b) Based on your decision, list the questions that you would ask to get the feedback/comments (question should be in a format suitable for the method decided upon). c) After gathering the information, call for a meeting to discuss further on the issue. Prepare an agenda for the meeting. After the meeting, prepare the minutes of the meeting to be circulated to all employees. d) Prepare a presentation to the Board of Directors on your proposal. (Limited to 15 slides).

TABLE OF CONTENT

CONTENT Kuala Lumpur culture and business protocol Sydney culture and business protocol Nagoya culture and business protocol Introduction of the idea Plan for information gathered for the proposal Method of survey Quantitative research method Questionnaire Agenda Minutes References

PAGES 4-5 6-8 8-9 10-14 15 15 15 16 17 18-19 20

KUALA LUMPUR

Malaysia is a multi-cultural society. The main ethnic groups are the native Malays as well as large populations of Chinese, and Indians. The city is clear that the ethnicities retain their religions, customs and way of life. The most important festivals of each group are public holidays. Malaysians make up about 57% of the population and the largest minority group is the Chinese (25%), followed by Indians (7%). Other ethnic communities include the Thai, Burmese, Sikh, Eurasian and others.

The Malay language or Bahasa Malaysia is the national language. English is the second language and is taught in schools. Other Languages spoken are Chinese (Mandarin, Hokkien, Teochew, Hakka, Cantonese, Khek, etc), Tamil, Thai and others. One of the major religions in Kuala Lumpur is Islam: Islam teaches that getting to heaven involves following the regulations laid down by the prophet Mohammed. These are mostly prescribed actions that must be followed. They include: praying to Allah five times a day, fasting, helping the needy and making a once-in-a-lifetime journey to the holy city of Mecca.

Buddhism is another Religion practiced in Kuala Lumpur. Buddhists believe there are only good and evil people and Buddhism stresses the value and dignity of individuals. They offer firm rules. Buddha preached that there are four noble truths: suffering is universal; the cause of suffering is craving; the cure for suffering is to get rid of craving (and reach nirvana) by following the Eightfold Path. To follow the Eightfold Path, you must practice right view, right aim, right speech, right action, right living, right effort, right mindfulness, and right concentration. (The list may vary depending upon the Buddhist Teacher Christianity are the worshipers of Jesus Christ and they are just about 3% of the whole population. Christian believes in Christ Jesus as their only Lord and Saviour. And they

mostly go to church on Sundays to worship him. Despite the ethnic differences in values and believes there are commonalities culturally speaking.

BUSINESS PROTOCOL IN KUALA LUMPUR Within the business context most Malaysian business people are culturally-savvy and internationally exposes. These are the business protocol or etiquette that cut across Kuala Lumpur Malaysia business Offices. Greetings are always formal and denote proper respect. In general, most Malays are aware of Western ways so the handshake is normal. Among all the three cultures in Kuala Lumpur the lower ranking person or the youngest person maybe the first person to be introduced and in order of hierarchy to the highest.

Kuala Lumpur relies on non-verbal communication as an extension to the need to maintain harmonious relations (i.e. facial expressions, tone of voice, body language, etc). Such a communication style tends to be subtle, indirect and Kuala Lumpur may hint at a point rather than making a direct statement, since that might cause the other person to lose face. Rather than say "no", they might say, "I will try", or "Ill see what I can do

Industrial Safety and Health Law:

Business Protocol in Kuala Lumpur ensures that

functioning of safety devices, wearing of protective equipment and provision of instructions on adequate work procedures, in order to protect workers from danger or damage to health is important and required. Overtime is another aspect of business protocol and etiquette in Kuala Lumpur, where an employer requires an employee to work overtime which mean to do something outside the official hours of work per day, the hours of overtime shall not be more than 104 hours in a month. Forced Labour is prohibited for employee to be forced to work against their wish by unjust means such as restraints on their wages, mental or physical freedom.

SYDNEY The cultural life of Sydney, Australia is extremely dynamic, diverse and multicultural. Many of the individual cultures that make up the Sydney mosaic are centered on the cultural, artistic, ethnic, linguistic and religious communities formed by waves of immigration. Sydney is a major global city with a vibrant scene of musical, theatrical, visual, literary and other artistic activity. The diverse culture and lifestyle of Australia reflects the liberal democratic
traditions and values of the country (continent). Its closeness to the Asian region, and the influence, both socially and culturally, of the migrants who settled the country, have made a diverse and socially stimulating continent. The majorities of the people are descendants of migrants, or are migrants themselves. The people of Australia share a progressive attitude that permeates their society, creating a more or less peaceful existence that capitalizes on a firm belief in the common good. Some of these shared values include:

A deep respect of individual equality and respect for the dignity and freedom of every citizen

And intense belief in the freedom of speech, religion, and a secular government. Governance from a parliamentary democracy The complete equality of men and women Equal opportunity Peacefulness An egalitarian spirit

The Australian national language is English, a language all citizens are encouraged to use. And while there is no official religion of the country, almost 60% of the people are Christian, whether practicing or not.

BUSINESS PROTOCOL SYDNEY AUSTRALIA Competition or Solicitation clause: In Sydney this clause prohibiting employees from working with a competitor for a certain period of time after termination of employment, a clause prohibiting employees from soliciting other employees to move to other firms. Posttermination noncompetition restrictions will be enforceable only if they are regarded by the court as reasonable.

Australians are not very formal so greetings are casual and relaxed for example Handshake and smile while an Australian may say, 'Good day' or 'Good day, mate', this may sound patronizing from a foreigner. Visitors should simply say, 'Hello' or 'Hello, how are you? Aussies prefer to use first names, even at the initial meeting. Australians are very matter of fact when it comes to business so does not need long- standing personal relationships before they do business with people and they are very direct in the way they communicate. There is often an element of humour, often self-deprecating; in their speech also Aussies often use colourful language that would be unthinkable in other countries such as true blue which means totally.

Confidentiality: Business conversations should also be kept to a minimum if you're in a cubicle for similar reasons. You don't want to prematurely spill the beans on some important deal. It should not be discuss with anybody outside the company or organization.

Work Rules: In Sydney, most of the terms and conditions are stipulated in work rules established in the cause of work. Work rules cover matters such as: working hours and breaks, holidays; wages (e.g. monthly salary, bonuses, retirement allowance; termination of employment, disciplinary actions; and other matters that apply generally to work. Provided that the terms and conditions stipulated in the work rules are reasonable and the employees have been informed of the contents of the work rules, the terms and conditions

stipulated in the work rules will form the terms and conditions of employment for all employees who are subject to the work rules. Punctuality: Being punctual is critical, and just like they say Punctuality is the sole of Business. Getting to work early is very important, based on the stated time by the organization and cultivation of professional working relationships

Names and Titles: Australians dislike pretense. Although you should call someone by their last name when you first meet them, this will not last long, as you will probably soon be invited to call your host by his or her first name. offensive because it's perceived as showing off.

NAGOYA JAPANS CULTURE Culture runs deep in Nagoya, as it was a major trading city and political seat of the Owari lords, the most important house of the Tokugawa clan. The Owari lords actively encouraged trade and the arts under their patronage, especially Tokugawa Muneharu, the 7th lord of Owari, who took a keen interest in drama and plays and lived a lavish lifestyle. Under his rule, famous actors and actresses began to come to Nagoya, creating a bustling city life. The patronage of the arts and culture was emulated and supported by the wealthy merchants of the city. The Nagoya people ways of life are: Saving face is crucial in Nagoya society. The Nagoyas believe that turning down someone's request causes embarrassment and loss of face to the other person. If the request cannot be agreed to, they will say, 'it's inconvenient' or 'it's under consideration. Face is a mark of personal dignity and means having high status with one's peers. The Nagoya will try never to do anything to cause loss of face. Therefore, they do not openly criticize, insult, or put anyone on-the-spot. Face can be lost, taken away, or earned through praise and thanks

NAGOYA BUSINESS PROTOCOL

Working hours: Maximum full-time working hours in Nagoya Japan is eight hours per day and 40 hours per week. If an employee works six to eight hours a day, His/her is entitled to a 45-minute break; if an employee works eight hours in a day, an hour break is expected to be given. An employee is entitled to one holiday per week unless they otherwise receive four or more holidays within every period of four weeks

Leave: The Labour Standard in Nagoya prescribes minimum periods of paid annual leave bonus based on levels or position held. 10 days of annual leave must be allowed after the first six months of service. The minimum amount of annual leave increases each year. A pregnant employee in Nagoya is entitled to maternity leave for a period of six weeks before the expected date of birth and eight weeks after the birth. Employers are prohibited from dismissing employees on maternity leave regardless of the reason claimed for dismissing them.

Greetings in Nagoya are very formal and ritualized. It is important to show the correct amount of respect and deference to someone based upon their status relative to your own. If at all possible, wait to be introduced. It can be seen as impolite to introduce you, even in a large gathering. While foreigners are expected to shake hands, the traditional form of greeting is the bow. How far you bow depends upon your relationship to the other person as well as the situation. The deeper you bow, the more respect you show. They are also time conscious and Non- Confrontational.

PROPOSAL ON TH BENEFITS OF REDUCED WORK HOUR

Proposal By: Ayanleke Julius Phone No: +2348024151311 E-Mail:Juliusline001@Yahoo.Com

BROWN MANAGEMNET CONSULTANCY

Walter Carrington 5205 Lake Shore Drive Kuala Lumpur

12-03-12

HR MANAGER Browns Group of Companies Breweries Street Nagoya City Japan

Dear Sir, Browns Management Consultancy is delighted to have the opportunity to propose the 35hrs/4.5days work per week for its a solution that will dramatically increase production, reduction in sub-standard products, health risks and accidents associated with production at work and better quality of life for the employees in Nagoya and Sydney. The accompanying proposal provides an extremely comprehensive idea that will enhance the standard of the employees and increase productivity. In-depth review of the proposal will be review during the meeting but here is a quick overview of the proposals content.

CHALLENGES FACING BROWN GROUP OF COMPANIES Browns Group of Companies has total workforce of 110 professionals in all its branchall hired for a specific combination of skills and experience that they share in common, and which should assure that all are highly successful in their fields of practice. However, work

performance across these branches varies widely. Some of the challenges facing Browns Groups; Fatigue is a critical challenge facing employees of Brown Group of Companies in Nagoya and Sydney due to long working hours in their country. Employees in Nagoya and Sydney work for 40, 48 hours in a week respectively and as a result of this Sydney Australia the highest producing branch, delivers 78% products with which 68% are sub-standard, Nagoya branch 70%, 55% not to standard, Kuala Lumpur at 60%, leaving Kuala Lumpur with the lesser working hours out of the entire branch with quality product. This happens when employees are stressed up and drowsiness began to set in, the employees becom e ineffective and their quality of life is affected. Employees in Nagoya and Sydney are not psychologically stable and this is affecting production due to their inabilities to attend to their personal problems, resulting into emotional traumas and making them slow and ineffective at work. Brown Group of

Companies has the potential to improve their productivity and enhance better quality of life for its employees. Below is the graphical representation of how branches with longer

working hours compared with the branch with lesser working hours.

Production Chart
80% 70% 60% 50% 40% 30% 20% 10% 0% Nagoya Kuala Lumpur Sydney Production Quality of Life Sub-standard

BROWNS MANAGEMENT CONSULTANCY SOLUTION Brown Management wish to establish a customized working hours which is 4.5days/35hrs work per week to enable Browns Group of Companies to comprehensively improve their production rate and, Reduce their workload, to help them in having a better quality of life. Using the Brown Consultancy will assist your employees on how to plan their time during working hours and after which we at Browns Consultancy Believe that it will increase production and improve their quality of life.

BENEFITS OF THE PROPOSED SOLUTION

Reduction in Health Risk: It would help in reducing health problems attached to production in the company such as Asthma which can be developed by inhaling dust or emitted substance Decrease in Fatigue: the introduction of the new working hour system will drastically reduce stress and improve productivity and give room for a better life at work and after. Time for self and Family: Introduction of the new working hours will help in creating more time for personal issues and family such as your hobbies, getting closer to your immediate family or even having your own personal business. Further studies: The new working hours will encourage the employees in acquiring more knowledge and skills e.g. learning new vocational skills and enrolling in part time schools for more degrees or higher honours. Increases Life Span: Reduction in the working hours will prolong the life span or life expectancy of the employees. Good State of Mind: The efficiency and morale of the employees would be so increased when they are physically; and psychologically fit. If the new working hour system is cultivated and they would be ready to give in their best.

Below is the projected graphical representation of the new working hour system outcome by the end of the year

Projected Result
90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Nagoya Kuala Lumpur Sydney Production Level Quality of Life

All at Browns Management Consultancy are completely committed to dramatically increase in the production rate and improvement of employees quality of life in Brown Group of Companies by several hundred percent in a matter of a few months. If Brown Group of Companies makes a decision to proceed with implementation of the 4.5/35 hours work week by March 12th the solution can be fully implemented by May 1st, with the first concrete results ready to report well in advance of the Brown Group of Companies Annual Conference planned for December.

Many thanks for the opportunity to work with you on what we are certain will be a conspicuously successful partnership. Yours faithfully,

Ayanleke Julius Oluwaseun

2) My plan on gathering information for this proposal is collecting data of all employees in Nagoya and Sydney branch through distributing a designed paper based questions relating to the old working hours and new hours to be introduced, seeking their view on the present hours and what they think about the new one.

Quantitative Method: Quantitative methods are those which focus on numbers and frequencies rather than on meaning and experience. Quantitative methods (e.g. experiments, questionnaires and

psychometric tests) provide information which is easy to analyse statistically and fairly reliable. Collecting data are concerned with describing meaning, rather than with drawing statistical inferences. What qualitative methods (e.g. case studies and interviews) lose on reliability they gain in terms of validity, they provide a more in depth and rich description.

QUESTIONNAIRE Gender: Branch: Nagoya Male Sydney Female Kuala Lumpur Age Position

How would you describe the normal working hours? Stressful Would you see it as stressful Do you have time after work Do you have time for any other thing after work? Are you on medications due to lack of rest Do you agree with 4.5/35hrs work per week Do you think it would increase production Will it improve the Standard of the Product Will it propel good standard of life Yes Yes Yes Yes Yes Yes Yes Yes No

Not Stressful No

No No No No No No Sometimes Partially

Thanks for your cooperation and sincerity

BROWN GROUP OF COMPANY

Breweries Street, Nagoya City, Japan AGENDA OF MEETING

12-03-12

10:00 AM

1. Call to Order 2. Pledge of Allegiance 3. Board Member Roll Call 4. Approval of Minutes from the last Meeting(15-01-2012) 5. Proposal of the New working hour System(4.5/35hrs work) 6. Views of the Employees 7. Board Members Decision 8. New Business(Acquiring of Green Holdings) 9. Chairman Remarks on all the issues discussed 10. Refreshment

Next meeting will be hold at the end of next month

30-04-12

BROWN GROUP OF COMPANY

Breweries Street, Nagoya City, Japan MINUTES OF MEETING 12-03-12

The meeting that was held at the Conference Hall of the Browns Group of Companies Kuala Lumpur, Malaysia on the 10th of march 2012 at exactly 10:00am in the morning and it was declared opened by the Manager; Mr. Ahmad, after which all the members present declare their allegiance to the company. The secretary started with the Roll Call on all those in attendance to know their branch, post held and their participation. The secretary make it a point of duty to read the last meeting minutes to the hearing of the members seated and one of the representative from Nagoya Branch move that the minute was correct and seconded by Engr. William Whyte from Sydney.

The next item on the agenda was the proposal on the New Working Hours which raise lots of argument during the meeting, when the proposal from Brown consultancy was read giving an in-depth view on the new working hours and its benefits on how it would help increase productivity. It also emphasized on advantages it poses on the employees such as reducing fatigue, health risk reduction, time for self and family, further studies, mental and physical fitness and many more. Mr. Park Honda the Head of Personnel from Nagoya Branch was the only person to disagree with Browns Management Consultancy saying in Nagoya Japan saying their employees are willing to work round the clock if they are allowed, and there culture believe that a responsible and hard working man should always come home late before he can be respected by his spouse and other members of his family. At the long run, more than half of the Board Member gave in to the new working hours system, after the proposal was critically analysed and study. The secretary, then proceed to next item on the agenda which is acquiring the Green Holdings and a conclusion was reached that is now part of the Brown Group of Companies.

The chairman then gave a closing remark by saying the new working hour system is going to be adopted and Green Holdings now belongs to Brown Group of Companies. Then the date of the next meeting was announced by the secretary to be 30-03-12 and Ms. Osaka from Nagoya Japan, then suggests the meeting comes to an end and seconded by Accounting Officer from Kuala Lumpur Mr. Amin Abang

Everybody was then ushered to the cafeteria for refreshment.

Thanks

The secretary Mr. Chow Sow-Lin

The chairman Sir. Alex Ferguson

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Blackwell O. 1986 Diversified Corporations. Derek T. 2000 Management and Personnel Function John S. 1988 Personnel Management To Human Resource Management in New Perspectives On Human Resource Management.

John P. 2002 The Impact Of Corporate Strategy On Human Resource Management in New Perspectives On Human Resource Management.

Bert M. &Spector B.1990 Corporate wide Transformations In Human Resource Walton R.E. 1985 Management in Human Resource Management. Lawrence P.R. 1985 Trends And Challenges. Harvard Business School Press, Boston. Baird L. & Meshoulam I. 2003 Managing The Two Fits of Strategic Human Resource Management 1998 Academy of Management. Miles R.E. & Snow C.C.1984 Designing Human Resource Systems in Organizational Dynamics.