gp bz10503 2015 - kk spa sdn bhd

8/18/2019 Gp Bz10503 2015 - Kk Spa Sdn Bhd

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TABLE OF CONTENT

Page1!0 I(;+ *


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hich characterize, 6y high or s!ecialization8 rigi, ,e!artmentalization8 clear chain o#

comman,8 narro s!ans o# control8 centralization an, high #ormalization. (he thir,

managerial #unction is lea,ing hich involves the un,erstan,ing o# attitu,es an,

6ehavior o# the em!loyee8 ho to motivate them an, ho to esta6lish a goo, lea,ershi!.

(he last managerial #unction is controlling hich is the !rocess to monitor8 com!are an,

correct organization o# em!loyee !er#ormance.


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LIM JIA SHEN(CEO)

KO YONGQUAN

(FOOD &BEVERAGEMANAGER)

CRYS AL LIE!(FOOD &

BEVERAGE

FIRS "LINEMANAGER)

LIM SENGFENG

(HUMANRESOURCEMANAGER)

YEONG LER!EI

(HUMANRESOURCEFIRS "LINEMANAGER )

BENJAMIN YONG

(ACCOUN ING& MARKE ING

MANAGER)

YEAP SULIONG

(ACCOUN ING

& MARKE INGFIRS "LINEMANAGER)

AN ORNG(FACILI IES &

GUES SERVICEMANAGER)

JOAN GO KAI#IN

(FACILI IES &

GUES SERVICEFIRS "LINEMANAGER)

#orme, an, e em!hasis on creating a or ing environment in hich everyone can #eel

value, an, reach their !otential. (here are 4 ma9or ,e!artments managing 55 S!a S,n

0h, o!eration hich are human resource ,e!artment8 #oo, an, 6everage ,e!artment8

accounting an, mar eting ,e!artment8 an, lastly #acilities o!eration an, guest service

a!artment. Every ,e!artment has their res!onsi6ilities to !lan8 organize8 an, control to

ensure our com!any or s e##iciently.

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(o 6e the #irst choice o# s!a resort ,estination 6y !rovi,ing the most ell i,enti#ia6le s!a

service an, create in,eli6le guest ex!eriences in the nature mountain o# 5ota 5ina6alu.

2!2 M"??" (

(o !rovi,e the most com!lete s!a centre ex!erience 6y highly traine, em!loyee ith

#ully e:ui!!e, orl,)class s!a e:ui!ment hich ma,e ith local 6eauty an, care

!ro,ucts in or,er to satis#y every guest;s as!iration.

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• (o sur!ass the ex!ectation o# our guest an, to #ul#il guest;s ,esire

• (o create value in our guest to earn their loyalty.

• (o !ut #ull commitment #or intermittent enhancement an, im!rovement 6y ourem!loyee in or,er to 6e the 6enchmar in s!a centre mar et.

• (o 6e reno ne, as the orl,)class tourism 6y having a !rotection o# ecological

sanctity o# 0orneo Sa6ah.

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• (o generate high gro in ca!ital an, achieve an excellent #inancial income.

Planning is an essential an, !rimary !art to esta6lish a com!any. 7n !lanning !rocess8 it

involves arranging an, organizing all the resources #rom the com!any to lea, the

com!any achieving their goal. 7t is im!ortant that all the !lans can meet the vision an,mission o# the com!any an, it can 6e also can 6e control an, !re!are #or the un no n

situation. Our com!any8 55 S!a S,n 0h, has esta6lishe, a 6ran, ne tourism

,estination hich is no n as 5o ol s!a an, recreation center. 7t is a ne tourism

attraction hich !rovi,e the most com!lete s!a ex!erience at the nature mountain in 5ota

5ina6alu8 Sa6ah.

(he vision o# the com!any is to 6e the #irst choice o# s!a resort ,estination 6y

!rovi,ing the most ell i,enti#ia6le s!a service an, create in,eli6le guest ex!eriences inthe nature mountain o# 5ota 5ina6alu. (here#ore8 the com!any has ma,e a #e !lan to

achieve the mission o# the com!any.


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7n term o# s!eci#icity8 e have clear s!eci#ic !lan that e nee, to have a gro th in

ca!ital. Our com!any elcome any sta ehol,er that intereste, to invest our com!any.

Our com!any also create many stan,ing !lan ith alteration along time to !rovi,e

gui,ance an, im!rovement #or activities !er#orme, in our com!any. oreover8 our

com!any ensure that every em!loyee;s el#are an, 6ene#its an, e !rovi,e the most

intensive training. (here#ore8 our em!loyee are a6le to !rovi,e the most ell i,enti#ia6le

s!a service an, #ull commitment #or intermittent enhancement an, im!rovement. (his

also hel! to achieve our goal hich is 6ecome the high !er#ormance 6enchmar in s!a

centre mar et. 0esi,es than our guest8 our com!any are conscious to !rotect an, !reserve

the natural mountain environment surroun,e, our s!a centre. 'e manage our aste

management system in a caution ay so that no harm is ,one to our environment.

Protecting ecological sanctity o# 5o ol -ill is one the stan,ing !lans o# our com!any.(his ena6le our com!any to 6e reno ne, as the orl,)class tourism 6y having a

!rotection o# ecological sanctity o# 0orneo Sa6ah.

Our com!any measure !rogress #rom time to time to ar,s organizational vision

an, mission in or,er to ensure that the o!eration is synchronise to our vision an, mission.


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SWOTANAL S!S

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Cor!orate strategy has #e concerns that nee, to 6e ans ere,. /s such8 the i,ea o# hat

set o# 6usiness that e shoul, 6e in8 is one o# it. 55 S!a #ocuses on a 6usiness that

!rovi,es com#ort8 #un an, relaxation to the customers. =nli e normal s!as #oun, in 5ota5ina6alu8 55 S!a ventures in !rovi,ing more than 9ust s!a to customers. 55 S!a> having

s!a8 ca#e8 massage !arlour8 gymnasium8 6eauty salon8 ?acuzzi an, sauna @ among the

ma9or highlights8 are the services that are !rovi,e, #or the customers. -aving a variety o#

services in one 6uil,ing hel! to com!ete ith other 6usinesses that are relate, to s!a. /s

to our current no le,ge8 there are no single s!a that has the same conce!t as our s!a.

(here are #e ty!es o# cor!orate strategies that is use, 6y the com!any.

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(he #irst ty!e o# cor!orate strategy is gro th. 0asically8 gro th in this sco!e means ho

,oes the com!any ex!an,s into ne !ro,ucts an, mar ets. Since 55 S!a ,oes not

manu#acture !ro,ucts li e a #actory an, !rovi,es services8 55 S!a targeting the niche in

the mar et. -aving sai, that8 5ota 5ina6alu o##ers a goo, ,eal o# customers that oul,

love to !am!er themselves at this ellness center. 7t is a one)sto! #acility that oul, 6e a

goo, !lace #or #amily or #rien,s to go an, en9oy the services that 55 S!a o##ers. 7nstea,

o# going to a lot o# !laces to get these services8 customers can have it all in 55 S!a. (his

niche mar et can gro into a 6igger mar et once it carve its name in the in,ustry.

55 S!a can gro using the strategy o# horizontal integration. (his strategy allo s

55 S!a to see o nershi! or increase, control over com!etitors. 55 S!a8 6eing a 6ig

!layer in this mar et8 can mono!olize the mar et an, not 6eing challenge, 6y its

com!etitor. -ence8 it can com!ete as this in,ustry gro s. (his larger scale o# 6usiness

!rovi,es a ma9or com!etitive a,vantage. &ro th strategy can ena6le this com!any to

increase in revenue or mar et share an, hiring more em!loyees.

/nother strategy ,uring gro th is to a!!ly concentric ,iversi#ication. 55 S!a can

a,, ne an, relate, services in the center. (he goo, thing a6out this is that ne services

li e #ish s!a8 !e,icure or manicure8 tattoo !arlour can increase the revenue #or the

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com!any. /ny relate, to 6eauty an, ellness to the customers can 6e o##ere, at

com!etitive !rices. Concentric ,iversi#ication oul, re:uire a strong management team

as each services nee, to 6e maintaine, !ro!erly.

S;% "=";

(he secon, ty!e o# cor!orate strategy is sta6ility. Sta6ility 6asically means that 55 S!a

continues ,oing hat it is current ,oing an, having the incremental gro th that is

satis#ie,. During this stage8 55 S!a !ut its e##ort in im!roving e##iciency hile the

environment is remain unchange,.


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0eing the #irst in 5ota 5ina6alu to !rovi,e such services8 55 S!a can 6e

consi,ere, to 6e uni:ue. Bo a,ays8 !eo!le are more concerne, o# their ellness an,

see com#ort at the same time. (his ,i##erentiation strategy ena6les 55 S!a to charge

higher !rice #or the services. (his is ,ue to 6uil, customer loyalty hence8 strongly

attache, to the #eatures that 55 S!a can !rovi,es. (he thing ith ,i##erentiation strategy

is that 6etter services nee, to 6e !rovi,e, to 9usti#y the higher !rice that ill 6e charge,.

7n or,er #or 55 S!a to 6e success#ul in this strategy8 the organization nee,s a strong

coo!eration among every level in the management team. So8 it is goo, to have creative

!eo!le in the team as ne i,eas are nee,e, to im!rove 55 S!a.

(he t o com!etitive a,vantage o# 55 S!a are :uality an, ,esign. 0oth are in

relation ith each other 6y !rovi,ing ne i,ea o# services to consumers as ell as

maintaining :uality o# the services #or maximum satis#action. Currently8 it ill 6e

unli ely #or ne com!etitors to come into this mar et. uality o# the services ill 6e

maintaine, an, im!rove, on regular 6asis 6oth #rom consumer #ee,6ac an, the !erson

in)charge o# each ,e!artment.

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3!0 O+ %(">"(

Organizing is the #unction o# management that involves ,evelo!ing an organizational

structure an, allocating human resource to ensure the accom!lishment o# o69ectives.

Organization chart !rovi,es a gra!hic re!resentation o# the chain o# comman, ithin anorganization is normal use to re!resent the organization structure. (he ,ecision ma,e

a6out the structure o# an organization are 6asically re#erre, to as organizational ,esign

,ecisions.

0esi,es8 organizing also involves the ,esign o# 9o6s ithin the organization hich

generally calle, A9o6 ,esign; ,ecisions. Organizing at the level o# the organization

involves ,eci,ing ho 6est to ,e!artmentalize8 or cluster8 9o6s into ,e!artments to

coor,inate e##ort e##ectively. (here are many ,i##erent ays to ,e!artmentalize8 inclu,ingorganizing 6y #unction8 !ro,uct8 geogra!hy8 or customer. any larger organizations use

multi!le metho,s o# ,e!artmentalization.

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(he mo,el o# organizational ,esign to 6e use, in 55 S!a is mechanistic structure.

echanistic structure re#ers to the ,ivision o# 9o6s that are A!recisely ,e#ine,; Connor8

c


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#rom relative ,e!artment. 7t coul, ma e our com!any more e##iciency as sta##s are given

tas accor,ing to their a6ility. -o ever the sta##s also given chance to give suggestions

on ho to im!rove their 9o6 as too much s!eci#ication ill cur6 innovation.

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(he ,e!artmentalization o# 55 S!a to 6e im!lemente, is #unctional organisational

structure. / #unctional organization ,ivi,es the com!any into ,i##erent ,e!artments hich

has their o n res!onsi6ilities Suttle e,ia8 BDF. (he ey #unctions o# 55 S!a

inclu,e #oo, an, 6everages8 human resources8 accounting an, mar eting8 an, #acilities

an, customer services. On the 6asis o# these ey #unctions8 the o!eration o# our com!any

can 6e ,ivi,e, into ,e!artments ith res!ective 9o6 sco!es.

(he sta##s in our com!any are ,istri6ute, into ,i##erent ,e!artments accor,ing to

their a6ility8 no le,ge8 s ills an, ex!erience. (his ill 6e a6le to enhance the

e##iciency o# or ing an, !romote ,evelo!ment o# greater ex!ertise. 7n or,er to avoi, the

6oun,aries that may 6e #orme, 6et een ,e!artments8 a meeting 6et een ,e!artments

ill 6e convene regularly an, to #ocus more on organizational goals rather ,e!artment

goals.

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Chain o# comman, re#ers to the line o# authority #rom the to! o# management ,o n to

or ers at the #rontline 5elchner e,ia8 2+1"F. (he chain o# comman, ,e#ines ho

shall a or er re!orts to hen encounters !ro6lem. 7n 55 S!a8 a sta## ill re!ort to the

#irst line manager o# res!ective ,e!artment an, the #irst line manager ill re!ort to the

manager hile the manager ill re!ort to the chie# executive. (he im!ortant o# having a

clear chain o# comman, is that it gives authority to u!!er management to su!ervise the

em!loyee to ma e sure the given tas is accom!lish accor,ing to !lan. 7t can also

enhance the e##iciency o# our com!any as em!loyee re!orts to their su!ervisor an,

manager #irst 6e#ore it is re!orte, to u!!er management. (he !ro6lem coul, 6e solve,

,uring the !rocess o# re!orting. 7t re,uces the or loa, o# u!!er management an, save

the time #rom re!orting to u!!er management.

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(he CEO serves as chie# executive o# 55 S!a S,n 0h, an,8 in !artnershi! ith the

0oar,8 is res!onsi6le #or the success o# 55 S!a S,n 0h,. CEO assure 55 S!a S,n 0h,

relevance to the community an, ma e sure the organization accom!lish its vision an,

mission. 0esi,es8 CEO also assure the accounta6ility o# 55 S!a S,n 0h, to its ,iverse

constituents Simone8 n.,.F. 7n our com!any8 CEO is res!onsi6le to assure

accounta6ilities in term o# legal com!liance8 mission8 !olicy an, !lanning8 management

an, a,ministration8 governance8 #inancing an, community relations. CEO is res!onsi6le

to ma e sure the gro th o# o ol resort an, recreation center hich un,er 55 S!a S,n.

0h, an, achieve, the goals.

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6everage must ensure that the services receive, 6y customers com!ly ith the :uality

state, 6y com!any. -e also re:uire, to ensure that ,e!artment creates a !ro#essional

im!ression to customers an, team mem6ers. -e is also re:uire, to collect the customer

#ee,6ac in term o# environment o# restaurant8 services8 an, #oo,.

0esi,es8 #oo, an, 6everages #irst)line manager also have to ensure that the rotation o#

stoc s remains smooth accor,ing to com!any;s !olicy to ma e sure there is enough stoc

#or use. -e also nee, to !romote goo, em!loyee morale an, em!loyee commitment.

H #%( R'? + revie ing !ro#essional !u6lications> esta6lishing !ersonal net or s>

!artici!ating in !ro#essional societies.


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matters must goes through #irst line manager 6e#ore reaching the - manager.


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!rograms to increase occu!ancy an, ma e !ro#ita6le use o# its accommo,ation8 meeting

an, leisure #acilities.

0esi,es8 the accounting an, mar eting #irst)Line manager shoul, assist in

,evelo!ing !romotion8 customer relation an, liaison in or,er to maximize the revenue o#com!any. -e nee, to create a !romotion strategy to increase occu!ancy an, num6er o#

customers ,uring times hen 6oo ing are lo . unning s!ecial event such as Christmas

night8 Chinese Be Hear eve event8 -ari aya an, Dee!avali cele6ration to attract the

customers. -e also re:uire, to suggest some strategy to increase the #lo o# customer 6y

o##ering incentives such as one night;s extra accommo,ation hen 6oo ing #or a !erio,8

can hel! to attract more guests to our s!a an, recreation center.

(o 6uil, a sta6le revenue 6ase an, ensure high levels o# re!eat 6usiness8 theaccounting an, mar eting #irst)Line manager res!onsi6le to ,evelo! strong customer

relationshi!s. / customer loyalty !rogram that re ar,s customers ho 6oo regularly

ill 6ene#it our s!a an, recreation center an, our customers as ell. (he accounting an,

mar eting #irst)Line manager ta e care o# sche,uling 9o6s an, ,elegating ,uties to

accounting ,e!artment or ers. (he accounting an, mar eting #irst)Line manager also

!artici!ate in 6asic accounting #unctions8 such as logging !ayments an, maintaining

#inancial recor,s.

F%


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ins!ection an, maintaine, the #acilities or service recovery !roce,ure is one o# the

im!ortant role #or #acilities an, guest service manager to ma e sure the ell)maintenance

o# #acilities in our s!a an, recreation center so that the guests can en9oy the 6est services

in 5o ol S!a an, ecreation Center.

0esi,es8 the manager shoul, al ays receive the #ee,6ac #rom guests an, ma e

im!rovement regar,ing to the comments #rom the guest.


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9!0 L'%*"(

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7t is un,ou6te,ly that attitu,es an, 6ehaviors are very critical criteria es!ecially in

hos!itality in,ustry. /n attitu,e re#ers to o!inions8 6elie#s8 an, #eeling a6out as!ect o# the

environment. 7t can 6e ma,e u! o# three com!onents cognition8 a##ect8 an, 6ehavior. (he

attitu,es an, 6ehaviors e ex!ecte, #rom our em!loyees mainly relate, to their 9o6

satis#action8 9o6 involvement an, organizational commitment.

?o6 satis#action re#ers to a !erson;s general attitu,e to ar, his or her 9o6 o66ins

an, Coulter8 2+14F. (he reason our com!any #ocus on the em!loyees; 9o6 satis#action is

6ecause !erson ith high level o# 9o6 satis#action o#ten have more !ositive attitu,e hile

,oing their 9o6s. -igh level o# 9o6 satis#action also lea,s to high !ro,uctivity8 lo er

levels o# a6senteeism an, lo er num6er o# turnover. ?o6 satis#action can 6e achieve,

#rom several as!ects such as the salary8 the challenges an, accom!lishment8 or the

or ing environment.

?o6 involvement hich is the ,egree to hich an em!loyee i,enti#ies ith his or

her 9o68 actively !artici!ates in it8 an, consi,ers his or her 9o6 !er#ormance to 6e

im!ortant to his or her sel#) orth o66ins an, Coulter8 2+14F. 'e ex!ect that every o#

our em!loyees i,enti#y an, un,erstan, their 9o6 sco!e an, thus a6le to give their 6est

!er#ormance.


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9!2 M ;" %;" (

/s e no in hos!itality in,ustry8 human resources that ena6le the ,elivery o# :uality

service are the most im!ortant an, signi#icant role in creating lasting !ositive ex!eriences

#or the customers an, also in achieving high satis#action among them. 7t is a challenge #or

the management o# the hotel in,ustry to motivate em!loyees to stay on the 9o6 an, to

o##er the e##icient8 goo, service hich customers ex!ect Cheng8 1**"F.

otivation is ,e#ine, as the result o# !rocesses8 internal or external to the

in,ivi,ual that arouse enthusiasm an, !ersistence to !ursue a certain course o# action

Petchara 8 2++2F. 7t can also 6e re#erre, to !rocess 6y hich a !erson;s e##orts are

energize,8 ,irecte,8 an, sustaine, to ar, attaining a goal o66ins an, Coulter8 2+14F.

Em!loyees ho are a,e:uately motivate, to !er#orm ill 6e more e##ective an,

!ro,uctive8 more engage, an, #eel more investe, in their or .

(o motivate em!loyees8 e 6asically 6ase, on these three !rinci!les 1F (o

ensure the em!loyees #eel that the or they ,o has meaning an, #ul#il their nee,s at the

same time8 2F (o ensure that they al ays thin it is orth to give their contri6utions to

our com!any8 an, 3F to ensure a ha!!y an, com#orta6le or ing environment #or the

em!loyees.

0ase, on the #irst !rinci!le8 the #irst ste! oul, 6e to #igure out an, un,erstan,

the em!loyees; nee,s. (here are several theories that stu,ie, the 6asic nee,s an,

motivations #or em!loyees such as aslo ;s theory an, the -erz6erg;s theory.

/ccor,ing to aslo ;s (heory8 the 6asic sorts o# nee,s can 6e ran e, in

im!ortance on #ive levels hich are #rom the lo est level o# Physiological nee,s to

Sa#ety an, Security nee,s8 Social nee,s8 Esteem nee,s an, to the highest level o# Sel#)

#ul#illment nee,s. (he lo er level nee,s must 6e satis#ie, 6e#ore the next higher level.

'hile -erz6erg;s theory !ro!ose, that to motivate the em!loyees t o ,istinct sets o#

#actors shoul, 6e !ut into consi,eration hich are the hygiene #actors an, the motivating

#actors. -ygiene #actors inclu,e salary8 !olicies8 organizations8 an, or ing environment

Page 24 of 37


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hile motivating #actors inclu,e recognition o# achievements in the or 8 !romotion8

status res!onsi6ility an, the intrinsic nature o# the or .

0y un,erstan,ing the nee,s o# em!loyees8 e can !rovi,e the suita6le

motivational a!!roach an, thus ensure that the em!loyee;s goal matches our com!any;sgoal. -o ever8 theories remain theories an, or,s i# e 9ust tal the tal instea, o# al

the tal . (o #in, out hat our em!loyees nee, an, hat motivates them8 the 6est an,

,irect a!!roach is through communication8 hich is to as #or their o!inions.

7n one)on)one time ith our em!loyees8 e as e, them ho they are ,oing in

their or 8 hat ,rives them to or har, an, give their 6est !er#orm8 an, hat is

getting in their ay to give #ull contri6ution to the com!any. Bot only that e get the

ans ers that ill give us insight into hat our em!loyees thin an, hat they nee,8 itactually also sho s that the com!any an, the management level care #or them an, ta e

consi,erations into their thoughts an, o!inions. (his ill in,irectly create a 6on,

6et een us an, thus encourage the em!loyees to !er#orm 6etter not 6ecause they nee, to8

6ut they ant to #or the com!any.

Secon,ly8 to ensure that they al ays thin it is orth to give their contri6utions to

our com!any8 e ill also run an organization re ar, system 6y hich em!loyee

!er#ormance is ,e#ine,8 evaluate, an, re ar,e,.


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'e too agree ith this statement an, there#ore oul, rather #ocus more on

motivating our em!loyees 6y other #actors an, not solely 6y money. 'e ant the

em!loyees to #eel a!!reciate,8 recognize, an, value. 'e ant them to ,o their or s

ith energy an, enthusiasm. (hese can 6e achieve, 6y o##ering some #orm o# recognition

!rogram inclu,ing gi#t certi#icates8 electronics8 tro!hies8 an, even com!any logo

merchan,ise. (he main !ur!ose o# the recognition !rogram is to ,emonstrate that our

com!any ,esire an, a!!reciate our em!loyees an, their har, or 8 an, also to rein#orce

em!loyee 6ehaviors that su!!ort an, sustain the com!any;s mission Sturman


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organization here an e##icient lea,ershi! can lea, the com!any an, ,irect it to ar,s

success in accom!lishing goals an, o69ectives o# the com!any.

Lea,ers in hos!itality management #ace ,iverse challenges in to,ay s

environment. Evolving ,eman,s #rom su!eriors8 #inancial challenges8 an, #aculty an,stu,ents increasing ,eman,s8 create a tur6ulent environment in hich a,ministrators

must thrive 5alargyrou8 2++*F. / goo, lea,er ,o not !ush their em!loyees8 instea,8 they

!ull them. /s lea,ers8 there are several issues that e nee, to #ocus on in or,er to lea, the

com!any to the correct !ath o# success.

(he style o# our lea,ershi! is a com6ination o# transactional lea,ershi! an,

trans#ormational lea,ershi!. 'e are a are o# the res!onsi6ilities to gui,e8 an, ensure our

em!loyees !er#orm ell to ar, esta6lishe, goals an, are suita6le re ar,e, #or their har,or an, e##orts. 0esi,es8 e also !lay the role to ins!ire,8 to motivate8 to excite an, to

arouse our em!loyees in or,er to exert extra e##ort to achieve com!any;s goals.

(o us8 as lea,ers8 there are several attri6utes that !lay im!ortant role in

maximizing the e##iciency o# the organization an, in attaining the goals an, o69ectives o#

the com!any. One o# the critical attri6utes is communication s ills. Communications

s ills is the trans#er an, un,erstan,ing o# meaning o66ins Coulter8 2+14F. &oo,

lea,ers shoul, 6e a6le to ,evelo! goo, communications s ills ith the em!loyees so thatthey #ully un,erstan, hat;s ex!ecte, o# them an, their 9o6 sco!e. 0esi,es8 they shoul,

also a6le to ins!ire8 motivate an, encourage the em!loyees to give their 6est

!er#ormances in attaining the targets.

Lea,ers shoul, 6e a6le to ,evelo! trust #rom the em!loyees too. 7# the em!loyees

have enough trust in the lea,ers8 they are illing to #ollo them an, ex!ress their honest

thoughts an, o!inions to the lea,ers. 'ith enough trust8 the em!loyees have con#i,ence

on the ,ecision ma,e 6y the lea,ers an, the lea,ers too ill have con#i,ence in theem!loyees to conscientiously accom!lish their 9o6 an, #ul#ill their res!onsi6ilities. 'hen

6oth the lea,ers an, the em!loyees or together as team as they trust each other8 they

are a6le to ,evelo! higher !ro,uctivity an, 6e more e##iciency.

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7n a,,ition8 the lea,ers shoul, 6e a6le to ac no le,ge goo, !er#ormance an,

correct !oor !er#ormance. (he satis#action an, !er#ormance o# an em!loyee ho ,o not

receive ac no le,gement might ,ecline over time8 as they lose the motivation to

continue to !er#orm 6etter. (hus8 goo, lea,ers shoul, ac no le,ge the har, or o# the

em!loyees ith re ar,s an, recognition at the right timing. On the other han,8 #or the

em!loyees ho !er#orm !oorly shoul, 6e gui,e, an, correcte, so that there are

im!rovements in their !er#ormance ,e#iciency.

5!0 C (;+ =="(

5!1 C (;+ =="( @ + O+ %(">%;" (%= P'+@ +#%(


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can avoi, lo !ro,uctivity occur ,ue to smo ing 6rea s outsi,e the 6uil,ing an,

smo ing relate, illness.

C (< ++'(; C (;+ =?

Concurrent controls esta6lishe, to monitor activities hile they are carrie, out. / ty!ical

concurrent control ta es !laces hen su!ervisor o6serves !er#ormance8 s!ot a ,eviation

#rom stan,ar,8 an, imme,iately ma es a constructive suggestion.


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6u,get #or ho much the #oo, materials shoul, cost in or,er to ensure the #oo, is

continuous su!!lie, #or hole ,ay since the restaurant an, ca#G are o!erate, 24 hours.

(he 6u,getary control is im!ortant as the managers o# each ,e!artment are res!onsi6le to

set out ,etaile, !lans #or achieving the targets an, to antici!ate an, give our organization

!ur!ose an, ,irection. 0ase, on the 6u,get !lans hich have 6een set8 actual

!er#ormance can 6e measure, an, assesse, an, thus8 control can ta e !lace. uantitative

control techni:ues are metho,s 6ase, on numerical measures o# !er#ormances8 such as

num6er o# or,ers !rocesse, !er hour. 7n our com!any8 they inclu,e &antt chart8 an,

Program Evaluation evie (echni:ue PE (F.

N ( B * ';%+ C (;+ = T'< (" '?

Bon 6u,getary control techni:ues can 6e classi#ie, into t o ty!es hich are :ualitativecontrol techni:ues an, :uantitative control techni:ues. ualitative control techni:ues are

metho,s 6ase, on human 9u,gements a6out !er#ormance that result in a ,escri!tive

or,s rather than a numerical evaluation Du6rin8 2+12F. ualitative control techni:ues

use, in 55 S,n 0h,. are !ersonal o6servation an, !er#ormance a!!raisal. uantitative

control techni:ues use, inclu,e &antt chat an, PE ( chart.

% P'+? (%= O ?'+ %;" (

7n real orl,8 there is no control system hich can 6e success#ully im!lemente, in the

a6sence o# !ersonal o6servation or su!ervision. Personal o6servation can 6e consi,ere,

as manager;s #irst)han, o6servations o# ho ell the !lans are carrie, out. 0y o6serving

!ersonally8 manager can get in#ormation a6out em!loyee;s 6ehaviour an, #in, out

hether they have com!lete ,e,ication an, #ull commitment to their or Singla8 2++*F.

7n our com!any8 managers #rom each ,e!artment are re:ueste, to go to the !lace o# or

an, o6serve the em!loyees or ing #rom time to time. (his motivates the em!loyees

or ith honesty an, 6e alert at all time to ,eal ith every sur!rise visit o# the manager.

P'+@ +#%(


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!er#ormance a!!raisal. 7n !ersonnel o6servation8 !ersonal coaching an, imme,iate

#ee,6ac ill 6e given ,uring occasional visit o# manager to chec an em!loyee;s or .

-o ever8 #ormally ,ocumente, a!!raisals are #ocuse, on e:uita6le ,istri6ution o#

o!!ortunities an, re ar,s to the em!loyees 6ase, on their !er#ormances. 7n our com!any8

gra!hic rating scales are a!!lie, in !er#ormance a!!raisal8 in hich various traits or

6ehaviours are rate, on incremental scales. Per#ormance o# em!loyee is rate, on a

1 unacce!ta6leF8 2 !oorF8 3 6elo averageF8 4 goo,F8 " very goo,F accor,ingly. 7n each

rating8 6ehaviour anchor ill 6e liste,.


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li ely to 6e consume, in every activity8 estimation o# time are ma,e un,er ,i##erent

con,itions hich inclu,e 6est8 normal an, orst con,ition. Last8 the critical !ath is

,etermine,. (he time an, cost associate, along a !ath is calculate,. (he critical !ath

sho s the maximum time nee,e, #or the com!letion o# the !ro9ect.

5!2 C (;+ =="( @ + E#:= '' P'+@ +#%(


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7n 55 S!a S,n 0h,.8 all o# ,e!artment !re!are monthly re!ort o# !er#ormance

measurement. anager i,enti#y the !er#ormance o# em!loyees 6y revie re!ort timely

an, regularly. Systematic re!ort ee!ing all the recor, hich ma e ease #or manager to

#in, out the ,eviation 6et een the actual !er#ormance an, the !lanne, target. Su!ervisor

al through the or #iel, to ,irect o6serve the actual !er#ormance o# or ers an,

recor,s one 6y one in every ,e!artment. Or else8 the manager can collect the ,ata #rom

the customer #ee,6ac 8 atten,ance8 !hone calls or variance #rom com!uters.


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o# customer #ee,6ac . Organisation collecte, ,ata #rom :uestionnaire to o6tain latest

tren, in com!etitor;s tren,. Be or ing time ta6le an, sche,ule is ma,e #or achieve an

e##iciency an, e##ective !er#ormance. Hearly em!loyees training is availa6le #or 6etter

massage techni:ue. (here is some ma9or ,eviations coul, 6e occur in re!lacement o#

machinery8 a!!ointment o# or ers8 :uality o# ra material an, rate o# !ro#its. (he

manager ta ing corrective action o# #uture o!eration an, #in, out the extent o# ,eviation

an, the cause o# ,eviation.

(here are some cause may lea, ,eviation occurre, hich are ,e#ective

im!lementation !lans8 an, ine##ective communication8 erroneous !lanning an, co)

or,ination loosens. So8 the manager an, su!ervisor con,uct a monthly meeting ith their

!articular em!loyee state out the vision8 mission an, target an, ,eviation occurrences in

!rocess. anager ta e the corrective action to return the system to ex!ecte, results or

give arning to ina!!ro!riate em!loyees. .


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6!0 C (


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(his management !lan is one the most im!ortant #actor that ,eci,e the #uture o#

55 S!a S,n 0h,. 7t allo s the com!any to manage an, #ully utilize main resources such

as human resources8 #inancial resources8 material resources an, in#ormation resources

hich ill ,etermine the accom!lishment o# the com!any.

R'@'+'(


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Suttle8 . e,ia8 D. n.,. Models of Organi'ational tructure . etrieve, #romhtt! small6usiness.chron.com mo,els)organizational)structure)3 21.html .
http://smallbusiness.chron.com/models-organizational-structure-3821.htmlhttp://smallbusiness.chron.com/models-organizational-structure-3821.html

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