comparative mgt of malaysia
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THE COUNTRY OF TOURISMTHE COUNTRY OF TOURISMTHE COUNTRY OF NATURAL BEAUTYTHE COUNTRY OF NATURAL BEAUTY
AND THE COUNTRY OF OPPORTUNITYAND THE COUNTRY OF OPPORTUNITY
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( )Liton Kumar Kundu 02
( )Afroza Chowdhury 52
( )MithilaSanhita Majumder 62
( )Nayan Dey 72
. ( )Md Washim Farazi 92
GROUP MEMBERSGROUP MEMBERS
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WELL BE PRESENTINGWELL BE PRESENTING
. &1 History Economy of MALAYSIA
.3 Culture of MALAYSIA
.4 Business Etiquette in MALAYSIA
.5 Management Practice
.6 Negotiation Practice
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GEOGRAPHIC LOCATIONGEOGRAPHIC LOCATION
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ABOUT MALAYSIAABOUT MALAYSIA
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History of Malaysia
A geographically truncated Malaysia emerged out of theterritories colonized by Britain in the late nineteenthand early twentieth centuries.
Britain was attracted to the Malay peninsula by its vastreserves of tin, and later found that the rich soil wasalso highly productive for growing rubber trees.
Malaysia was established in September 1963 through theunion of the Independent Federation of Malay.
The theme of Malaysian is One Malaysia whichindicates the Malaysian as number one.
Thomas Williamson (www,advameg.inc.)
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CITIES OF MALAYSIACITIES OF MALAYSIA
Kuala Lumpur (1 February 1972) Ipoh (27 May 1988) Kuching (1 August 1988) Johor Bahru (1 January 1994) Kota Kinabalu (2 February 2000) Shah Alam (10 October 2000) Malacca Town (15 April 2003) Alor Setar (21 December 2003)
Miri (20 May 2005) Petaling Jaya (20 June 2006) Kuala Terengganu (1 January 2008)
en.wikipedia.org
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ECONOMYOF
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ECONOMIC PROFILEECONOMIC PROFILE
GDP - $378.9 billion (2010 est.)
GDP per capita (PPP)- $14,700 (2010est.)
Labor force - 11.29 million (2010 est.)
Population below poverty line - 5.1% (2002 est.)
Unemployment rate - 5% (2010 est.)
Inflation rate (consumer prices)- 0.4% (2010 est.)
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GDP COMPOSITION BYGDP COMPOSITION BYSECTORSECTOR
Source: https://www.cia.gov/library/publications/the-world-factbook/geos/fr.html
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INTERNATIONAL TRADEINTERNATIONAL TRADE
ion
- electronic equipment, petroleum and liquefied natural gas, wood and wood products, palm oil, rubber, textilesion
- electronics, machinery, petroleum products, plastics, vehicles, iron and steel products, chemicals.
gn investment at home - $86.43 billion
gn investment abroad - $70.7 billion
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.1 Rubber and palm oil processing
.2 Light manufacturing
. &4 Logging timber processing
.3 Electronics
MAJOR INDUSTRIESMAJOR INDUSTRIES
. ,5 Agriculture processing
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CULTUREOFMALAYSIA
. , &1 Ethnic groups Religion Language
.3 Public Conduct
.2 Family Values
. 5 Hofstede sCultural Dimensions
4. Superstitions
. 5 Hofstede sCultural Dimensions
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ETHNIC COMPOSITION
Source: :// . .http www worldbusinessculture com
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RELIGIOUS MAKE-UP
Source: :// . .http www worldbusinessculture com
L f
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English Malay
Cantonese Hokkien
Mandarin Tamil
Others
Language ofMALAYSIA
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MALAYSIAIN FAMILY VALUESMALAYSIAIN FAMILY VALUES
.mily is considered the centre of the social structure
, .s a great emphasis on unity loyalty and respect for the elderly
, .s tend to be extended although in the larger cities this will naturally differ
.ended family provides both emotional and financial support
,es have few children but parents take their role as guardians and providers ver
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e different rules of behavior for people within their social circle and those w
,ite in all dealings it is only with their close friends and family that they a
, .es and responsibilities including being available should you be needed Friends
RELATIONSHIP PUBLIC VS.RELATIONSHIP PUBLIC VS.PRIVATEPRIVATE
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UNACCEPTABLE PUBLICUNACCEPTABLE PUBLICCONDUCTCONDUCT
.1 ,Don't expose the bottoms of their shoes or prop their feet up2.Avoid public display of anger, try to take things easy.1.
3.One should not touch other peoples top portion of the head.4.Malays do not appreciate display of affection in public places.5.Touching someone from the opposite sex is also avoidable.
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SUPERISTATIONSSUPERISTATIONS
http://www.google.com/imgres?imgurl=http://www.indiabuzzing.com/wp-content/uploads/science-superstition-a-matter-of-belief.jpg&imgrefurl=http://www.indiabuzzing.com/2007/12/16/science-superstition-a-matter-of-belief/&usg=__4YQFVtQvp-5I4x8P7OTt13hdmrs=&h=320&w=300&sz=9&hl=en&start=11&zoom=1&tbnid=2hxQgfbjPvVDiM:&tbnh=118&tbnw=111&prev=/images?q=superstition&um=1&hl=en&tbs=isch:1&um=1&itbs=1 -
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( ):VAI Uncertainty AvoidanceL ooks at the level of tolerance for uncertainty and ambi
HOFSTEDES CULTURALHOFSTEDES CULTURALDIMENSIONSDIMENSIONS
Power Distance Individu-alism
Uncertainty AvoidanceMasculinity
( ):Power Distance IndexPDI score relates to the degree of equality or inequality between people in a c
)vidualism :dualism score focuses on the degree to which a culture values and reinforces th
( )MAS Masculinity :Masculinity focuses on the degree to which a culture reinforces the t
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HOFSTEDES CULTURALHOFSTEDES CULTURALDIMENSIONSDIMENSIONS
Source: http://www.clearlycultural.com/geert-hofstede-cultural-dimensions/individualism/
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Source: http://www.clearlycultural.com/geert-hofstede-cultural-dimensions/individualism/
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BUSINESS ETIQUETTE INMALAYSIA.1 Making Appointments
. &2 Meeting Greeting
.3 Business Dress
.4 Business Cards
.5 Business Gifts
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vAppoints are necessary and should be madeat least 2 weeks in advance.
vDo not try to schedule meetings during July
or August as this is a common vacation period.
vAppointments may be made in writing or bytelephone and, depending upon the level of theperson we are meeting, are often handled bythe secretary.
vAvoid exaggerated claims, as the Malays donot appreciated hyperbole.
MAKING APPOINTMENTSMAKING APPOINTMENTS
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.mber of the opposite sex
.the person they are meeting) .eer and honorific titles are used in business Malays and Indians use titles wi
MEETING & GREETINGMEETING & GREETING
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BUSINESS DRESSBUSINESS DRESS
.1 .Both men and women are expected to dress properly.2 - .Dress conservative and invest in well tailored clothing
.3A suit and tie for men
.4 - .A knee length skirt and long sleeves for women
.5 .Pants are not acceptable female attire and adults are not to wear shorts
.6 .Do not wear yellow and avoid white
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BUSINESS CARDSBUSINESS CARDS
.ged after the initial introductions, ,inese have one side of your card translated into Chinese with the Chinese char
, .vernment officials have one side of your card translated into Bahasa Malaysia.t hand only to exchange business cards
.you receive before putting it in your business card caseone's business card is indicative of the respect you will show the individual i
.card in their presence
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S SS CO C O S
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BUSINESS COMMUNICATIONSBUSINESS COMMUNICATIONS
- ( . . , , , )rely on non verbal communication i e facial expressions tone of voice body language etc
, .in conversation are customary especially before answering questions
me to consider words and wait about 10 seconds after someone has finished talking beforean important element of Malaysian communication
.may laugh at what may appear to outsiders as inappropriate moments This device is used to" " " "ill very rarely say No but will say Yes after a very long pause instead
GENERAL MANAGEMENT
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GENERAL MANAGEMENTPRACTICE
ement Practices in Russia
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Management Practice in MalaysiaManagement Practice in Malaysia
PlanningPlanning
OrganizingOrganizing
StaffingStaffing
LeadingLeading
ControllingControlling
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Management Practice in MalaysiaManagement Practice in Malaysia
Familiarizing Non-dairy
Milk BuildingBrand
Proposition
BuildingBrand
Proposition
BuildingBrand
Proposition
ControllingLeadingStuffingOrganizingPlanning
Planning organization Mid-term planning orientation. (One to five yearsplan)
Decision Making Seniority based decision-making.
Level of Involvement? Involvement of few people at higher level.
Where are decisions initiated? Decisions flow from the top to down
How quickly are decisions made Slow decision-making : fact implementation of thedecision
How quick is the decision implementation Implementation is relatively slow because of theinvolvement of many people.
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www.pacificbridge.com
Management Practice in MalaysiaManagement Practice in Malaysia
Familiarizing Non-dairy
Milk BuildingBrand
Proposition
BuildingBrand
Proposition
BuildingBrand
Proposition
ControllingLeadingStuffingOrganizing
Planning
Who is responsible for activities? Collective responsibility and accountability
How clear are the responsibilities Clear and specific decision responsibility
Structure of organization Bureaucratic organizational structure withhierarchical order.
Nature of Organizational Culture There is a divergent organization culture withethnic group.
Identification with what? Identification is with the profession and showsgreatest loyalty with company.
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www.ccsnet.orga
Management Practice in MalaysiaManagement Practice in Malaysia
Familiarizing Non-dairy
Milk BuildingBrand
Proposition
BuildingBrand
Proposition
BuildingBrand
Proposition
ControllingLeading
StuffingOrganizingPlanning
Leading style Previously autocratic gradually transforminginto participative leadership.
Management style Directive democratic style.
How is confrontation done? Communication primarily top-down.
Nature of communication Up-bottom communication
Effect of (participation in decision making) Employees view is taken under consideration.
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www.eurojournals.com
Management Practice in MalaysiaManagement Practice in Malaysia
Familiarizing Non-dairy
Milk BuildingBrand
Proposition
BuildingBrand
Proposition
BuildingBrand
Proposition
ControllingLeadingStuffingOrganizingPlanning
Who Controls? Control by top management.
What is the focus of controlling? Overall performance of the employees &productivity.
Is blame fixing done? Blame fixing is avoided; rather face saving isdone.
Use of Quality Circles Increasing use of quality control circles - Sixsigma, DOE, Taguchi methods etc. are used.
Use of SPC Widely used controlling technique.
Use of 3Rs Increasing use of Reduce, Reuse and Recycle
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www. asiarooms.com
Management Practice Tools
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www. kweentenssial.com
Management Practice Tools
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NEGOTIATION TACTICS INMALAYSIA.1 Communication
.2 Negotiation
.3 Bargaining
.4 DecisionMaking
.5 Agreement
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COMMUNICATION:COMMUNICATION:
2/3 feet apartSpace orientation
IndirectCommunication
HandshakeSmile and Nod in case of women.Physical contact
Pointing with index finger is offensivePointing
May last up to 10 secondsSignals neither agreement nor rejection.Silence
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NEGOTIATION:NEGOTIATION:
LargeGroup Composition
5-18Number Involved
Short periodEstablishing Rapport
Local intermediaryNeed for intermediary
Hierarchical orderEntrance meeting room
No dealing, only getting acquaintedFirst meeting
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NEGOTIATION:NEGOTIATION:
Spend considerable time in informationGathering information
SlowPace of negotiation
Holistic approach, pursue multiple goals at a time and jump back and fNegotiation approach
Leverage relationships. Arguments or logical reasoning is nLeverage
Long term relation, win win solutionNegotiation style
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DECISION MAKING:DECISION MAKING:
Consensus-oriented group processDecision-making process
StakeholdersDecision maker
SeniorityBase of value of decision maker
Moderate risk taker.Risk taking propensity
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AGREEMENT:AGREEMENT:
Flexible, Stay connected after contract.Nature of contract
Bringing attorney in negotiation shows mistrust.Presence of Attorney
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COMPARATIVE ANALYSISCOMPARATIVE ANALYSIS
Topic Malaysia Bangladesh
Economy Capitalism Mixed
Decision making Slow Slow
Implementation Slow Slow
Responsibility foractivities
Group Individual
Organizational structureFormal Formal
Controlling authority Immediate Superior Immediate Superior
Source: http://www.worldbusinessculture.com
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COMPARATIVE ANALYSISCOMPARATIVE ANALYSIS
Topic Malaysia BangladeshManagement style Bureaucratic Bureaucratic
Job security Very High Low
Loyalty to company High Low
Negotiation strategy Win-win game Zero sum game
Expression ofaggressive behavior
No Yes
Source: http://www.worldbusinessculture.com
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