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complex interrelationships among its constituent parts. This way of seeing is not an
alternative, but a complement, to the specialized way. It is more all-embracing and
comprehensive, incorporating the specialized perspective as one aspect of a general
conception. The specialized approach has created an orientation toward decision
making that is currently in vogue in many parts of the world. It is based on
individualism, competition, training for a specific profession, and indoctrination into a
specific culture. On the other hand, the general systems approach encourages the
development of a global, more unitary consciousness, team work, collaboration,
learning for life, and exposure to the universal storehouse of accumulated knowledge
and wisdom.
Systems theory has served us well and will continue to provide managers and
students of organisations with metaphors, terminology and explanations about how
organisations function. The purpose of this paper is to identify the dominating aspects
of systems theory as it is applied to work organisations and then explore some
emerging theories that provide new and somewhat competing explanations about the
nature of organisations. While these emerging explanations are referred to as
complexity and chaos theories, they can be viewed in the context of evolutionary
system theories.
4.0.1 Planning
The first component of managing is planning. A manager must determine what
the organizations goals are and how to achieve those goals. Much of this information
will come directly from the vision and mission statement for the company. Setting
objectives for the goal and following up on the execution of the plan are two critical
components of the planning function. For example, a manager of a new local
restaurant will need to have a marketing plan, a hiring plan and a sales plan
4.0.2 Organizing
Managers are responsible for organization of the company and this includes
organizing people and resources. Knowing how many employees are needed for
particular shifts can be critical to the success of a company. If those employees do not
have the necessary resources to complete their jobs, organization has not occurred.
Without an organized workplace, employees will see a manager as unprepared and
may lose respect for that particular managers supervisory techniques.
4.0.3 Leading
Managing and leading are not the same activity. A manager manages
employees; this person makes sure that tasks are completed on time and policies are
followed. Employees typically follow managers because he or she is the supervisor
and in-charge of employees. Employees see a leader as someone that motivates them
and guides them to help meet the firms goals. In an ideal situation, the manager also
serves as the leader. Managers who want to lead effectively need to discover what
motivates their employees and inspire them to reach the company objectives.
4.0.4 Controlling
The controlling function involves monitoring the firms performance to make
sure goals are being met. Managers need to pay attention to costs versus performance
of the organization. For example, if the company has a goal of increasing sales by 5%
over the next two months, the manager may check the progress toward the goal at the
end of month one. An effective manager will share this information with his or her
employees. This builds trust and a feeling of involvement for the employees.
Being a manager involves many different tasks. Planning, organizing, leading
and controlling are four of the main functions that must be considered in any
management position. Management is a balancing act of many different components
and a good manager will be able to maintain the balance and keep employees
motivated.
examining the internal structure of a business with little consideration of the external
environment. Open systems with specialized and interdependent subsystems and
processes of communication, feedback, and management linking the subsystems
THE BASIC ELEMENTS OF A SYSTEM
INPUT
PROCESS
OUTPUT
FEEDBACK
there, Farhan also must use the four management functions such as planning, organization,
leading and controlling
Company objectives in MRCB are integrity. The integrity MRCB is fair, honest and
accountable. In the company, every employees will be applied with passion. The meaning
passion in MRCB is delivered from the heart. MRCB also implement teamwork in the
company. Teamwork in MRCB means work as one. Lastly is innovation. The meaning
innovation in MRCB is continuous improvement.
8.0 ORGANIZATION
8.0.1 COMPANY CULTURE
MRCB, they are committed to having a workplace that values
differences and they take all employees concerns to heart. They believe in
helping employees achieve their best potential and instill the highest standards
of professionalism. Their employees are they assets who are all ambassadors
of them brand.
They offer one of the most sophisticated and vibrant working environments in
Malaysia. Employees will be trained according to best practices and top
quality management systems, while being offered fair corporate employee
packages and great incentive programmes.
MRCB staff are professionals who conduct themselves with honesty, integrity
and a sense of responsibility, and they go to great lengths to achieve this
quality. It is their corporate policy to maintain high level of commitment,
whilst enhancing their staffs skills and passion to excel further.
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Staffs receive a defined benefits plan and additional benefits including the
Employees Share Option Scheme (ESOS), a separate pension plan, health and
accident insurances, maternity/paternity leave and medical care for families of
employees. Their long-term professional growth and career progression is
monitored closely by our Human Resource department.
8.0.1 TEAMWORK
The meaning of teamwork is the process of working collaboratively with a
group of people in order to achieve a goal. Teamwork is often a crucial part of a
business, as it is often necessary for colleagues to work well together, trying their best
in any circumstance. Teamwork means that people will try to cooperate, using their
individual skills and providing constructive feedback, despite any personal conflict
between individuals.
For example, Teambuilding Programmes in MRCB. Since May 2007, more
than 1000 employees comprising upper and middle management, as well as executive
and non-executive groups, have undergone fun and effective teambuilding sessions at
Trolak Country Resort, Perak. These teambuilding programmes are designed to
develop and nurture interpersonal skills and technical competence for both the
management and supporting staff. At the same time, it is the perfect platform to foster
camaraderie amongst staff.
.
8.0.2 INNOVATIVE
A meaning of innovative is the process of translating an idea or invention into
a good or service that creates value or for which customers will pay. Innovation is
synonymous with risk-taking and organizations that create revolutionary products or
technologies take on the greatest risk because they create new markets. Imitators take
less risk because they will start with an innovator's product and take a more effective
approach.
MRCB was to restore and preserve the physical and natural environment of
this coastal beach in Pahang, using an innovative system called Pressure Equalisation
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Module (PEM). Our efforts have gone a long way towards maintaining the states
reputation as a favoured tourism hotspot for local and foreign travelers.
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10.0 LEADERSHIP
The Chief Executive Officer is responsible to the Board for the day-to-day
management of the Company. The Board gives direction and exercises judgement in
setting the Companys objectives and overseeing their implementation. The Chief
Executive Officer must to developing the strategic direction of the Group. Ensure that
the Company and/or the Groups business is properly and efficiently managed by
ensuring that the executive team implements the policies and strategies adopted by the
Board and its Committees. Ensure that the objectives and standards of performance
are understood by the Management and employees. Ensure that the operational
planning and control systems are in place monitoring performance results against
plans and taking remedial action, where necessary
10.1 DECISION MAKING
Decision making play important roles as they determine both organizational and
managerial activities. A decision can be defined as a course of action purposely
chosen from a set of alternatives to achieve organizational or managerial objectives or
goals
10.2 COMMUNICATION
MRCB strives to achieve the highest levels of employee satisfaction by
providing a detailed career development programme for its employees. Due to the
nature of its business, health and safety at work is never compromised. Two-way
communications are encouraged within the Company to understand employees
expectations and help both parties act as one cohesive organisation for the best
interests of all.
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10.3 MOTIVATION
MRCB place a greater emphasis on all material issues including social and
environmental impacts arising from their operations and assessing their importance to
stakeholders.
They strive to build a better tomorrow by continuously enhancing the relationships
with their stakeholders, particularly they local communities, customers, investors,
employees and suppliers
They are committed to incorporating all the 10 UNGC principles on human rights,
labour rights, environmental sustainability and anti-corruption into our business
operations and strategies.
They continue to provide excellent reporting disclosure in accordance with the Global
Reporting Initiative (GRI-G3) framework for Sustainability Reporting. The
independent assessment by GRI in Amsterdam ensures MRCB has disclosed all
required core indicators under GRI-G3 which measures disclosure and transparent
business practices. They understand the needs of these people and will do out level
best to support charitable activities for the benefit of the needy.
They have also taken an active stance in ensuring that everything their build and/or do
is environmentally friendly. Their green agenda is for the long term and will continue
to be a crucial part of our daily operations. Beyond that, they believe in nurturing the
future generations and caring for the less fortunate in their Corporate Social
Responsibilities (CSR) initiatives.
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11.0 CONTROLLING
Controlling can be defined as the process of monitoring activities to ensure that they
are accomplished as planned. Among the successful projects accomplished as planned
by MRCB.
Teluk Tekek-Pulau Tioman Rehabilitation Project
The focus of this project is the environment rehabilitation and conservation at Teluk
Tekek and Pulau Tioman. Erosion is a major problem at both sites, with river quality
compromised, causing serious repercussions to local activities and livelihoods.
Their efforts are concentrated on helping affected local communities. Activities that
were carried out include the rebuilding of damaged fishermens houses along the
beach and boat repairs. They also rehabilitated the badly polluted river by adding
breakwaters and rubbish traps to prevent pollution and waste from flowing into the
South China Sea. They also clean and rehabilitated the beach front at Teluk Tekek and
created passageway for small boats etc.
Teluk Chempedak Rehabilitation Project
This environment rehabilitation mission began in year 2004 and it was the first of its
kind in Malaysia and the Asian region. MRCB was to restore and preserve the
physical and natural environment of this coastal beach in Pahang, using an innovative
system called Pressure Equalisation Module (PEM). Their efforts have gone a long
way towards maintaining the states reputation as a favoured tourism hotspot for local
and foreign travelers. The project was completed in 2005.
Kuala Sungai Pahang Estuary Conservation Project
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Their conducted dredging works at the rivers mouth to eliminate the formation of
sand banks. This ensures a safe and smooth passage for fishing boats, especially
during the monsoon season. Their also participated in the cleaning-up and
rehabilitation of the river by installing breakwaters and rubbish traps to control the
rivers flow and reduce water pollution. The project was completed in 2011.
CONCLUSION
In conclusion, Systems Theory is an abstract philosophical framework that
nonetheless entails a highly empirical and investigative form of management science.
Systems Theory suggests an evolutionary explanation for the dominance of management in
contemporary Western societies. It also clarifies the role of complex organisations in modern
society; and predicts that the complexity of organisations, and therefore the role of
management, will probably continue to increase at least for so long as the efficiencyenhancing potential of complexity can continue to outweigh its inevitably increased
transaction costs.
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