The Nature Of Work Between Malaysia

Published Date: 02 Nov 2017

Program: BABMS

Module: BHL 6004 - People, Organizational & Society

Student Name: Ong Shirley

Student ID:1104008328

Matriculation No:

Date:

Word Count:

Table of Content

No

Topic

Page No.

1

Introduction

2

Summary of changes to work in Malaysia in the past 50 years

3

Analysis of detailed of Malaysia :

Leadership

Culture

Quality of lifestyles

4

Analysis of detailed of United Kingdom :

4.1 Leadership

4.2 Culture

4.3 Quality of lifestyles

5

Comparative analysis between United Kingdom (UK) & Malaysia:

The Distinction of Leadership,

The Distinction of Culture

5.3 The Distinction of Quality of lifestyles

6

Predictive changes in Malaysia

7

Summary

8

List of Reference

8.1 Website

8.2 Online news

8.3 Books

8.4 Blog

1) Introduction

The objective for this report is to discuss and analyzes the changes to the nature of work in Malaysia. It first explains the management approaches which have occurred in Malaysia in the past 50 years (from 1960s to 2010s) – section 2.

This report also provides the detail discussion in the area of leadership, culture and quality of life in Malaysia (Section 3). In the section 4, it is examines the situation in United Kingdom in the respective areas.

In Section 5, it provides a competitive analysis between Malaysia and United Kingdom. In section 6, it is discusses the potential changes in Malaysia for the next ten years, and followed by a summary of the project.

2) Evolution of Management Approaches in Malaysia

Malaysia is a federal constitutional monarchy in Southeast Asia. It is a country which including Peninsular Malaysia (west Malaysia) and Malaysian Borneo (East Malaysia). [travel.state.gov, 2012]

Malaysia is a developing country and it is a newly industrialized market economy in which the country is playing an important role through macroeconomic plans but the guide of economic activity is declining [Kenny.G, 2010].

The management approaches in Malaysia has changed significantly from 1960s to the present. Table 1 shows the evolution of management approaches in Malaysia from 1960 to 2010.

Table 1 - Evolution of management approaches in Malaysia

1960s

Management By Objectives

1970s to 1980s

Logical Framework

1990s

- Result Based Management

1999 to 2010

Integrated Result Based Management

During 1960s, the management approach that Malaysia used is Management by Objectives (MBO). MBO is a management system in which objectives within an organization are agreed upon so that management and employees understand what they need to do to achieve the objectives. The nature of MBO is participative, which mean the peoples in a company have to work more collaboratively rather than individually. In Malaysia, the typical management practice is that the superior and subordinates are requirement to work together, because the only way to succeed that they must collaborate (Changing Minds, 2013).

In 1970s, Malaysia is used Logical Framework approach (LF). LF is a management tool which used in planning and evaluation of developmental projects. It is useful for an organization which used in connecting all components, interpretation of the objective of the project and leads an organization to achieve the expected outcomes (fundsforngos.LLC, 2010).

The 1st introduced in Malaysia during 1990s is Result Based Management (RBM). RBM is a strategy management which provided coherent framework to achieve the desires results (UNDG, 2010). RBM is very useful to everyone who is in a company in which used to providing the understanding of goals and more focus on the right tasks. Besides that, RBM might also enhance the morale and engagement of employee. It is one of a management which able to save money and increases profitability (Tom.H, 2013).

To determine the defect of RBM, Integrated Result Based Management (IRBM) system was launched in Malaysia with using Integrated Performance Management Framework (IPMF) in 1999. The nature of IRBM is to analysis the customer’s need and problems based on efficient resources utilization, activities and outputs completion and etc. It is strategic use within a long-term macro-planning framework in Program and Activities approach (Rasappan & Arunaselam, 1994) (Rasappan, Arunaselam, 1999). . IPRBM have five key components which Result-Based Budgeting System and Personnel Performance System are in primary components while Monitoring & Evaluation (M&E), Management Information System (MIS) and Enabling E-Government (EG) are in support components. (Koshy.T)

3) Analysis the situation in Malaysia

This report discusses the following 3 major areas in which impact in Malaysia in the study of People, Organization and Society:

Leadership,

Culture,

Quality of lifestyles

3.1) Leadership

Previously, the common leadership which applied in any Malaysia’s industries is autocratic leadership (Nazatul.S.A.R & Fatimah.P & Normaziah.C.M & Misyer.M.T, 2008). Autocratic leadership is a leadership style in which the manager or leader has his own authority and they won’t consult from his employees.The obey orders and rigid rules was making the employees feel stress and uncomfortable with the job [VectorStudy, 2013].

Since mid-80s, Malaysia has changed the autocratic leadership to democratic leadership. For democratic leadership styles, is open and freely to everyone who participative in the decision-making process in which also allow all of them to getting more education and information (Leadership-Toolbox, 2008)(Samson.D &Draft.R.L, 2009). Democratic leadership led three kinds of leadership styles which are transformational leadership, visionary leadership and charismatic leadership.

For transformational leadership, it is able to motivate the members and improves the performance, morale of their team. The offering of encouragement to the followers, followers might feel free and likely to share ideas so that the leader enables to help them to develop their potential and offer direct recognition of their unique contribution. (Kendra Cherry, 2013)(Laurie.J.M, 2007)

For visionary leadership, is where the employees already have their own empowered of organizational vision which set by a leader. The vision contagion may bring more cohesive and committed of the group members to achieve the purpose and mission. People will work harder and perform well by inspire of the vision. (IABMP, 2009)(Laurie.J.M, 2007)

For charismatic leadership, it is including the visionary leadership elements, which mean the leader treat the team members more passionately and more motivate to lead others to achieve the goal. However, charismatic leader is more believe at him rather than others. This may bring out a risk of collapse if the leader leaves. The strong relationship between leader and followers is important (Nazatul.S.A.R & Fatimah.P & Normaziah.C.M & Misyer.M.T, 2008)(Laurie.J.M, 2007).

3.2) Culture

Power distance is a measurement of the extent distributed unequally of powerful for the expectation and acceptation by members of organization and institution.

Malaysia having high power distance which means a hierarchical order is attached important and everybody within an organization will have a place and it is no justification. Hierarchy brings inequality, centralization. Employees have to listen and follow to the orders by their manager as the manager is a kindly autocrat. (Greet-hofstede)

Collectivism is a social psychological in which focus on society and community by giving the priority of group goal rather than individual goals. (AlleyDog, 2013)

In Malaysia, it is regarded as a collectivist society. For collectivist culture, loyalty is important. It is reflect to employees may have to take responsibility for their working partners. In collectivistic society, a moral term is perceived between the relationship of employer and employees. (Greet-hofstede)

3.3) Quality of lifestyles

During the year of 2000 to 2010, the quality of life of Malaysian has improved. The report is showing that index increased from 100 points to 111.9 points. The highest increase points is education, in which high literacy and greater participates rates in pre-school and secondary levels of recorded 20.4 points, followed by housing (15.7 points) and transport & communication (20.3 points).

Malaysia government is also more provided the low cost housing unit in piped water and electricity to low-income households. Other components such as leisure, income, public safety, working conditions and etc all are in the way of improvement (thestar, 2013).

In 2012, Malaysia federal government has spent RM 229 billion of expenditure in which ingratiate a number of comprehensive programmes of housing, educational, public transport & safety, investment opportunities to improve the life of Malaysia resident in 2013. "People First, Performance Now" is a caption comply with Malaysia government to realize the people of better life and move toward the goal of 2020 (Wawasan 2020) – vision to attain the goal of developing country into an industrialized country (freemalaysiatoday, 2012).

Based on the theme of "National Transformation Policy: Welfare for the Rakyat, Well-Being of the Nation", Malaysia government is taking their responsible into area of healthcare, expand basic infrastructure and developing human capital especially in east Malaysia, Sabah and Sarawak, which are under-developed areas(freemalaysiatoday,2012).

4) Analysis the detailed of United Kingdom

This report discusses the following 3 major areas in which impact in United Kingdom in the study of People, Organization and Society:

Leadership,

Culture,

Quality of lifestyles

4.1) Leadership

In UK, we can found Bureaucratic leadership, People – Oriented Leadership, Transactional leadership, and Servant leadership.

For Bureaucratic leadership, focusing on normative rules, bureaucratic leader is strict and holding strong authority (position power) to discipline their workers to ensure the workers are in follows the procedures and rules correctly. (Money-Zine, 2013).

For People – Oriented Leadership is when leader is more focused on organize, considerate, and develop of the workers who in a team. Besides that, this people-oriented leader is also care about the relationship and create friendly to their workers through giving help when the subordinates are needs. (Academic Journals, 2011).

For Transactional leadership is having the clearly objective and goal in which leader create the clear structures and requirement of their team. The encouragement of workers to motivate is controlled by rewards or punishment. (Kendra Cherry, 2013).

For Servant leadership, the essences of this leadership are more point to the followers than leader and it is decentralized organizational structure. (Investopedia, 2012).

4.2) Culture

There is low power distance in UK. The low ranks people are able to get the superior rights and opinions by the equality of treatment. In a workplace, employees are be respected and authority of employer is relative with them. As the power distance is low, subordinates are able to speak up, full communication and teamwork. (Dana, 2010)

Individualism is more focusing on self and independent rather than rely on a group. It is attach important of individual right in which the rules is attempted for the individual to ensure self-importance.

In UK, it is an individualist culture. It is reflecting that integrate into a group for every individuals are loose. British are highly private people. They have an idea to find out their unique purpose and one self’s unique in which to contribute to the society. (Geert-hofstede)

4.3) Quality of lifestyles

UK was the worst quality of life in the list of Europe. The hour of sunshine is the second lowest and the retirement age is the fourth highest compared other countries in Europe. It is also a country which spends the third lowest on GDP and healthcare. Even though that is the fourth highest of average household income, but Briton’s holiday a year is 5.5 lesser than European. Besides that, the average of education for government spend on it is enduring. There is also high living cost in UK (Guardian, 2011) (Begg.D&Stanley F& R. Darnbusch, 2003).

5) Comparative analysis between United Kingdom and Malaysia

5.1) Distinction of leadership

Out of the autocratic leadership, democratic leadership, transformational leadership, visionary leadership and charismatic leadership that can be found in UK, there are some of the leaderships which are uncommon and lack of utilized for every organization in Malaysia, they are:

Bureaucratic leadership is enforcing power of leader is appropriate and best utilized in jobs which involve the hazardous material and construction work by the decreasing of the safety risk. Followers have definitely followed up and listen to their leader as the leader is the head of the team who guide them to achieve the goal (Money-Zine, 2013).

The people- Oriented leadership may able to build the self-confidence of the followers and exhume their ability to provide the well performance for their job. The good relationship tends to lead the good collaboration in teamwork and improve the work efficiency.

Result is showing that Malaysia is trend to transformational leadership more than transactional (Academic Journals, 2011).

Transactional leadership is having the clearly objective and goal in which leader create the clear structures and requirement of their team. The encouragement of workers to motivate is controlled by rewards or punishment. The incentives might improve the standard of performance and the high productivity. However, it is just a short term tasks (Kendra Cherry, 2013).

Servant leadership is employees own the priority (servant leader) in which the company delivers them to serve those customers. Everyone who is in a team is participated to involve in group discussion and decision making (Investopedia, 2012).

5.2) Distinction of Culture

According to this study, the power distance between Malaysia and UK is in opposite in which show the power distance index in Malaysia is 104 compared with UK is just 35 (Greet-hofstede).

For the high power distance culture in Malaysia, the decision of leader is affirmed. Employees are can’t question and have to do for the orders from their employers. The relationship between leader and subordinate is not close in this power distance as the leaders are just expect to earn more revenue while employees are just expect to do well their job. (Joan.W, 2013)

For low power distance culture in UK, corporation between leader and his subordinates is tightly where the power distance among them is considered nearly equal. Leaders are more tolerance with their subordinates and likely to share with them when problem arise. (Joan.W, 2013)

Mostly the western countries (UK) are individualism while eastern countries (Malaysia) are collectivism.

For individualism, it is more independent and looks after themselves while collectivism is more think of group or society. The freedom, strong individual interest value and the individual’s right are been recognized and protected. In workplaces, individualism is allowed the employees to contribute their own talents and skill to show their unique potential for his job. The innovation and creativity may able to expose by individualists. (Wanda.T, 2013)

Compare with collectivism, the individual right might be overlooked (Craig.B, 2013). Subordinates are more collaborative and the responsibilities of work are share with others which causes them have lack of confident to be more creative and innovate for contribute to the work (Bettina.D, 2013)

5.3) Distinction of Quality Lifestyle

According to references, the quality of life index in Kuala Lumpur (KL) which is (Malaysia’s city centre) is only 59.22 while in London (city of UK) is 85.26. Purchasing power index in KL is 62.72 while in London is 80.22; safety index in KL is 29.79 while in London is 49.87; health care index in KL is 56.21 while in London is 67.88; consumer price index in KL is 57.53 while in London is 110.66; property price to income ratio in KL is 9.55 while in London is 15.22; traffic commute index in KL is 43.29 while in London is 47.58; the pollution index in KL is 66.71 the only one higher than London which is only 54.94 (Numbeo,2013).

Besides that, according to reference, the dying chance in infancy for Malaysian is higher than British 3.2 times which mean the infant’s death under one year old in the certain year in United Kingdom is 4.78 while in Malaysia is 15.37. Malaysia made 57.95% less money compare with UK, this is showing that the per-capita welfare among Malaysian is lower than British and the living condition and use of resources is worse than UK.

Next, the class divide of distribution of family income in Malaysia is 35.59% higher than UK. It is revealed the gap of richest family and poorest family is still being a serious problem in Malaysia compared with UK. While, the population of United Kingdom who infected HIV/AIDS is lower than Malaysia 2.5 times, which mean the percentage of adults within aged 15-49 who living with HIV/AIDS in Malaysia is 0.5% while United Kingdom is just 0.2% (ifitweremyhome).

6) Predictive changes

To have the better leadership after ten years later, Malaysia may apply and improve the bureaucratic leadership in every different organization. The advantages of bureaucratic leadership is not only monitored the employee’s safety and security training but also providing the guideline for employees to resolves problem and giving advice in the future (Ian John ).

Otherwise, Malaysia may also focus more on people-oriented leadership in which able to improve the job satisfaction within a group. The high job satisfaction and god understanding among the staffs enables to improve the work efficiency and the quality of work. It is also leads for more creative and better suggestions and decisions (William Pirraglia, 2013).

Not only that, Malaysia may also have to apply more transactional leadership to every organization in which to stimulate the employee’s motivation and provide the well performance (Casandra Maier, 2013).

Next, the servant leadership may also bring out the well leadership for organization’s Malaysia when whole group members contribute and work together, it is allows every employee in this leadership to establish their own key performance indicators (Tara Duggan, 2013).

To achieve the goal (Wawasan 2020), one of objective that Malaysia has to achieve is to expand their business in neither local nor international. The successful of expansion the business around the world is able to improve the financial and economy of the country and increase the Purchasing Power Parity (PPP) in Malaysia.

Furthermore, to improve the job satisfaction and efficiency, Malaysia may have to lower the power distances in which able to improve the relationship and corporation between leader and subordinates. Malaysia culture may also greeting to trend to be more individualism than collectivism which allows subordinates to show their own talents.

Otherwise, to refill the gap of resident’s conflict, Malaysia governments have to equal the economic disparity. As Malaysia is ranked 102 out of 136 which is the high-income inequality, it is harmful for economic growth, human well-being and social justice (samcheekong, 2012). Therefore, equal of economic disparity is important. One of the way to solve the income-inequality is Malaysia government has to good in controlling the taxes of luxury goods and necessity which mean raise taxes on the rich (Geoff Colvin, 2011).

Refer to the quality of life; we can know that, the healthcare of Malaysia is worse than United Kingdom. To solve the problem, Malaysia government has to plan some projects to improve the medical equipment and explore more medical talent for the next 10 years. According to references, Malaysia government has already take action in extension in full-paying patient scheme; provide more exercise to healthcare workers and enlarging the public clinic service and etc (drkokogyi.wordpress, 2010).

7) Summary

The management approaches applied in 1960s in Malaysia is Management by MBO, followed by LF, RBM and IRBM with using IPMF.

The common leadership previously in Malaysia is autocratic leadership. After autocratic leadership, Malaysia is using democratic leadership in which also led three kinds of leadership styles which are transformational leadership, visionary leadership and charismatic leadership. Malaysia is high power distance and collectivism cultures. During the year of 2000 to 2010, the quality of life of Malaysian improved.

In UK, they are applied bureaucratic leadership, people – oriented leadership, transactional leadership and servant leadership. In UK, the power distance is low and individualism cultural. The quality of life was worst.

For bureaucratic leadership, people – oriented leadership, transactional leadership and servant leadership, all of these are considered uncommon in Malaysia. The distinction of cultural between Malaysia and UK is Malaysia as a higher power distance and collectivism while UK is in opposite. The quality of life index in KL is worse than London. Besides that, the healthcare of Malaysia is also lower than UK.

To have the better leadership after ten years later, Malaysia may apply and improve the multi- leadership in every different organization. To refill the gap of resident’s conflict, Malaysia governments have to equal the economic disparity. Next, to improve the job satisfaction and efficiency, Malaysia may have to lower the power distances. Lastly, Malaysia government has to plan some projects to improve healthcare system.