Comparative Mgt of Malaysia

8/7/2019 Comparative Mgt of Malaysia

1/53


2/53


3/53

THE COUNTRY OF TOURISMTHE COUNTRY OF TOURISMTHE COUNTRY OF NATURAL BEAUTYTHE COUNTRY OF NATURAL BEAUTY

AND THE COUNTRY OF OPPORTUNITYAND THE COUNTRY OF OPPORTUNITY


4/53


5/53

( )Liton Kumar Kundu 02

( )Afroza Chowdhury 52

( )MithilaSanhita Majumder 62

( )Nayan Dey 72

. ( )Md Washim Farazi 92

GROUP MEMBERSGROUP MEMBERS


6/53

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


7/53

GEOGRAPHIC LOCATIONGEOGRAPHIC LOCATION


8/53

ABOUT MALAYSIAABOUT MALAYSIA


9/53

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.)


10/53

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


11/53

ECONOMYOF


12/53

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.)


13/53

GDP COMPOSITION BYGDP COMPOSITION BYSECTORSECTOR

Source: https://www.cia.gov/library/publications/the-world-factbook/geos/fr.html


14/53Source: https://www.cia.gov/library/publications/the-world-factbook/geos/fr.html

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


15/53

.1 Rubber and palm oil processing

.2 Light manufacturing

. &4 Logging timber processing

.3 Electronics

MAJOR INDUSTRIESMAJOR INDUSTRIES

. ,5 Agriculture processing


16/53

CULTUREOFMALAYSIA

. , &1 Ethnic groups Religion Language

.3 Public Conduct

.2 Family Values

. 5 Hofstede sCultural Dimensions

4. Superstitions

. 5 Hofstede sCultural Dimensions


17/53

ETHNIC COMPOSITION

Source: :// . .http www worldbusinessculture com


18/53

RELIGIOUS MAKE-UP

Source: :// . .http www worldbusinessculture com

L f


19/53

English Malay

Cantonese Hokkien

Mandarin Tamil

Others

Language ofMALAYSIA


20/53

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


21/53

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


22/53


23/53

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.


24/53

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


25/53

( ):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


26/53

HOFSTEDES CULTURALHOFSTEDES CULTURALDIMENSIONSDIMENSIONS

Source: http://www.clearlycultural.com/geert-hofstede-cultural-dimensions/individualism/


27/53

Source: http://www.clearlycultural.com/geert-hofstede-cultural-dimensions/individualism/


28/53

BUSINESS ETIQUETTE INMALAYSIA.1 Making Appointments

. &2 Meeting Greeting

.3 Business Dress

.4 Business Cards

.5 Business Gifts


29/53

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


30/53

.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


31/53

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


32/53

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


33/53

S SS CO C O S


34/53

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


35/53

GENERAL MANAGEMENTPRACTICE

ement Practices in Russia


36/53

Management Practice in MalaysiaManagement Practice in Malaysia

PlanningPlanning

OrganizingOrganizing

StaffingStaffing

LeadingLeading

ControllingControlling


37/53


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.


38/53

www.pacificbridge.com



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.


39/53


40/53

www.ccsnet.orga



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.


41/53

www.eurojournals.com



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


42/53

www. asiarooms.com

Management Practice Tools


43/53

www. kweentenssial.com

Management Practice Tools


44/53

NEGOTIATION TACTICS INMALAYSIA.1 Communication

.2 Negotiation

.3 Bargaining

.4 DecisionMaking

.5 Agreement


45/53

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


46/53

NEGOTIATION:NEGOTIATION:

LargeGroup Composition

5-18Number Involved

Short periodEstablishing Rapport

Local intermediaryNeed for intermediary

Hierarchical orderEntrance meeting room

No dealing, only getting acquaintedFirst meeting


47/53

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


48/53


49/53

DECISION MAKING:DECISION MAKING:

Consensus-oriented group processDecision-making process

StakeholdersDecision maker

SeniorityBase of value of decision maker

Moderate risk taker.Risk taking propensity


50/53

AGREEMENT:AGREEMENT:

Flexible, Stay connected after contract.Nature of contract

Bringing attorney in negotiation shows mistrust.Presence of Attorney


51/53

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


52/53

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


53/53

Documents

Comparative Mgt of Malaysia