________

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number:

ne number:

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RAHAN DANMENT SUBMI__________

BBGRGANISATIO

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0610016335

0610-01-633

97106077

ienazarudin

HMAD KAM

OHOR BAH

[1]

 N PENILAIANISSION AND___________GO4103 ONAL BEHAVAY 2012 ___________

 

RUDIN BIN

5001

35

n@oum.edu

MIL MOHA

HRU LEARN

N TUGASAND ASSESSMEN___________

VIOUR 

__________

N ABDUL R

u.my

AMED

NING CEN

 

NT __________

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[2]

ASSIGNMENT QUESTION

PURPOSE 

The purpose of this assignment is to develop learners’ ability to distinguish managerial roles, analyse 

managerial  challenges  and  from  an  organisational  behaviour  perspective,  suggest  approaches 

managers should take to manage these challenges.  

 

REQUIREMENT 

Distinguish  the  roles  of  managers  and  analyse  current  challenges  faced  by  managers  in  your 

organisation or a selected organization. Provide recommendations from an organisational behaviour 

perspective on how managers can better manage these challenges. 

_________________________________________________________________________

    

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

[3]

ASSIGNMENT CONTENTS

NO. DESCRIPTION PAGE

1 Introduction 4~5

2 Role of Manager 6~10

3 Challenges faced by managers in the selected Organization

11

4 Recommendations on how managers can better handle the identified challenges.

12~13

5 Summary 14

6 Reference 14

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

[4]

INTRODUCTION

MHB is a leading marine and heavy engineering services provider in Malaysia, focus in

engineering and construction, marine conversion and marine repair.

Listed on the Main Market of Bursa Malaysia in October 2010, MHB offer a wide spectrum

of engineering and construction, marine conversion and marine repair services from our yard

in Pasir Gudang, Johor and the yard we operate in Kiyanly, Turkmenistan on behalf of

PETRONAS Carigali (Turkmenistan) Sdn Bhd.

With over 30 years of invaluable experience and a skilled, dedicated workforce, MHB has the

experience, the capabilities and the expertise to deliver integrated and complimentary heavy

engineering and marine services to the oil and gas industry.

Today, MHB is recognised as a regional heavy engineering and deepwater support services

provider for the oil and gas deepwater industry as well as a key player for LNG ship repair

and dry-docking. MHB is also a one-stop centre for marine conversion.

Pasir Gudang Yard is the single largest fabrication yard by annual tonnage capacity in

Malaysia. It also boasts one of the largest dry-docks in South East Asia. The yard has the

ability to construct large marine structures with a total tonnage of 69,700MT per year and is

capable of undertaking any single structure up to 40,000MT.

Malaysia Marine and Heavy Engineering Holdings Berhad (MHB) has expanded its size and

capability with the acquisition of new yard for the fabrication of offshore Oil & Gas related

structures. The acquisition has increased MHB's yard space from 372 acres to 488 acres

making MHB the largest fabricator in Malaysia today in terms of yard size and capacity.

MHB's production capability per year has increased significantly from 69,700 MT to 129,700

MT.

At MHB, people are dedicated to delivering the highest standards of services, quality and

excellence and committed to ensuring the success of every project.

MHB Group has manpower strength of around 2,800 permanent staff with diverse skills and

expertise, supported by highly trained and skilled workforce.

MHB strongly believe in developing a high performing internal talent pool to safeguard our

future operational competency and business growth.

[5]

The Group provides continuous training and development opportunities, both technical and

non-technical, to enhance employees' capabilities and expertise. Relevant knowledge

developments in technical fields are also continuously conducted to support our thrust in

EPCIC projects.

[6]

ROLE Of MANAGER

According to Henry Mintzberg, a manager has three main roles:

a. Interpersonal Role

This refers to the need to communicate with the subordinates and/or colleagues. There are

three types of interpersonal roles:

i. As a figurehead in an organization who has a key responsibility during official

functions of an organization such as officiating and closing functions, and visiting

hospitalized employees.

ii. As a leader who needs to motivate, train and take disciplinary action against an

employee.

iii. As a liaison who needs to interact with other parties and form mutually beneficial

work relationships as well as networking.

b. Role of Providing Information

A manager is almost and always responsible in obtaining and disseminating information from

within an organization and externally. This information is gathered and monitored whilst

suitable and related information will be disseminated to staff and other parties in the

organization. In addition, a manager also acts as a representative or spokesperson for the

organization when dealing with external parties.

c. The Role of Decision Making

[7]

In MHB, the board of director had agreed the manager’s role is devided to the following

organization structure:

DOMINIQUE de SORAS

Managing Director & Chief Executive Officer

Mr Dominique de Soras, a French, aged 55, was appointed the Managing Director & Chief

Executive Officer on 1 February 2011. He graduated with an Engineering Degree and MSc in

Mechanical Engineering from Ecole catholique de Arts et Metiers (ECAM) in Lyon, France.

Mr de Soras has 20 years of experience in the oil and gas industry which covers areas of

petroleum engineering, operations management, commercial and major projects in the oil and

gas industry. He has broad experience in senior executive roles within the contracting oil and

gas industry in business development, acquisitions and major project delivery and in general

management of asset base organisation with large capital expenditure budget, implying

definition of a clear strategic objective to maintain and grow the asset base. Prior to joining

MHB, Mr de Soras was the President, Subsea Division of Technip (2007 – 2010), Executive

[8]

Vice President, Oil and Gas Division of Technip (2006 – 2007) and Vice President, Offshore

Resources Profit Unit of Technip Offshore UK Limited (2001 – 2006). He was also a

member of Technip’s Executive Committee. He has worked with the Conflexip Group since

1982 until 2006, having held various senior positions.

Mr de Soras is the Chairman of several subsidiaries and jointly controlled entities of the

MHB Group

As the MDCEO of the company, he has full responsibilities to run the MHB organization.

However, the major decision making can’t be on his alone decision. As a big corporate

company, the full decision making can be only approved by the agreement from board of

directors which consists of MISC and Technip as a major shareholder.

ROOYAHAITI BINTI YAKUB

General Manager,

Human Resource

Puan Rooyahaiti Yakub joined Malaysia Marine and Heavy Engineering Sdn Bhd in July

2010 as the General Manager, Human Resource. She has worked in various industries namely

manufacturing, telecommunication, engineering and construction, holding positions within

the human resource management and development. She holds a Master's Degree specialising

in Human Resource Development from the University of Hull, United Kingdom.

Her roles are all related to resources and manpower for the company. Apart of it, she and her

team has to ensure the employees benefit and welfare are as per agreed. MHB Training

Department is under Human Resources Department in order to ensure that MHB has quality

manpower.

[9]

WAN MASHITAH BINTI WAN ABDULLAH SANI

Chief Financial Officer,

Finance & Planning

Cik Wan Mashitah Wan Abdullah Sani was appointed as the Chief Financial Officer (CFO)

of MHB on 30 June 2010. She was the CFO of Malaysia Marine and Heavy Engineering Sdn

Bhd (MMHE) since May 2010. She joined MISC Berhad in 2002and held various positions

with her last position being the General Manager, Finance before being seconded to MMHE.

Her former experience before joining the MISC Group was as a professional accountant at

Grant Thornton, Malaysia. Cik Wan Mashitah is a accountant by profession. She is a fellow

of the Charted Association of Certified Accountants, United Kingdom and a member of

Malaysian Institute of Accountants (MIA). Cik Wan Mashitah sits on the board of several

subsidiaries and jointly controlled entities of the MHB Group.

Her role in MHB is to keep update and monitor the company financial status. She is reporting

to Mr. Dominic De Soras (MDCEO of MHB). As a public listed company, company financial

statement will be prepared by her team and to be audited for the company shareholder and

investor’s information.

AUSMAL BIN KARDIN General Manager, Legal

Encik Ausmal Kardin was appointed as the General Manager, Legal, Corporate Secretarial &

Administration and also the Company Secretary of MHB on 30 June 2010. He joined

Malaysia Marine Heavy Engineering Sdn Bhd in March 2010 as General Manager, Legal &

Administration. He started his career with MISC Berhad in 1994 where he held various

positions within the Legal & Corporate Secretarial Affairs Division. His last position in

MISC Berhad was as Senior Manager, Maritime Legal Services before joining Bumi Armada

Berhad as Vice President, Legal & Secretarial in 2005. Encik Ausmal graduated with a

Bachelor's Degree in Law from the University of Wales, Aberystwyth and is also a licensed

Company Secretary. Encik Ausmal is also the Company Secretary of several subsidiaries and

jointly controlled entities of the MHB Group.

His duty clarifies the manager role such as decision making to the contract agreement.

[10]

MANOEL FRANCISCO AVELINO GOMES

General Manager, Business Development & Special Projects

Mr Manoel Francisco Avelino Gomes was appointed as General Manager, Marketing & Sales

on 30 June 2010. He began his career with Jurong Engineering Pte Ltd, Singapore in 1976

before joining Malaysia Marine and Heavy Engineering Sdn Bhd in 1981 as Head of

Projects, Shipbuilding and rose to Senior Manager and later Director of Shipbuilding &

Conversion. Mr Manoel Gomes holds a Master Degree in Business Administration from

Brunel University, United Kingdom and a Bachelor of Engineering (Mechanical) Degree

from the University of Singapore. He is a member of the Institute of Engineers, Malaysia and

also a registered Professional Engineer (Mechanical) with the Board of Engineers, Malaysia

(BOEM). He is a Director of several subsidiaries and jointly controlled entities of the MHB

Group.

[11]

Challenges faced by managers in the selected Organization

a) Managing Director & Chief Executive Officer

As an overall in-charge for the company, the direction set for the company shall be clear.

Company should run with profit. This is a big challenge for him in order to run the business

with competitive price, delivery of the project within the time period, zero loss time injury

etc.

b) Human Resources

At Human Resources Department, the challenge is to get competent personnel, to set a new

salary scheme, employees benefit, etc due to other competitor in the same business

c) Finance and Planning

At Finance and Planning Department, the challenge is to control company cash flow. As a big

company like MHB, every single balance sheet, profit and loses shall be recorded for the

company financial statement and audited.

d) Legal

Legal Department facing their own challenge to the un-clear project contract specification. A

full supporting document shall be presented to the client upon contract review and challenge.

e) Business Development and Special Project

While meet the new demand, Business Development and Special Project has their challenge

to get the contract. This is because of MHB facilities can’t afford the purpose (ex. Submarine,

LNG business etc). However, if the project could give the long term business and profit to

MHB, the board of directors will fulfil the budget required for its infrastructure.

[12]

Recommendations on how managers can better handle the identified challenges.

a) Managing Director & Chief Executive Officer:

- Assign auditor to audit the staff that are authorized to deal directly with client,

supplier, sub-contractor etc. This is to eliminate bribery. The bribery in the

organization had increase project cost as it charge to company.

- Delivery of the project can be shortening if the task is assigned to the competent

worker. He has to request human resources department to select only a good worker

for the job. The young engineer can only be the senior engineer’s assistant.

- Weekly management review meeting can be implemented in order to understand

every department problem. Discussion can be made for the problem solving.

b) Human Resources:

- Human Resources Department to hire the consultant or outside resource in order to

review other competitors in oil and gas business salary scheme, benefits, etc.

- Competent manpower is also can be solve by outsourcing thru job agencies which

they are more expose to have the world quality manpower in this oil and gas business.

c) Finance and Planning:

- To face the challenge of company cash flow, prior payment made to the supplier,

subcontractor etc, they have to provide the document evident signed by company’s

responsible parties.

- Any material, parts or equipment need to be purchased by the company have go thru

CAC (Committee Approved Commercial). The project buyer have to present the

package evaluation in term of technical and commercial. Only after approved by the

CAC team, the package is able to proceed with the buying process.

d) Legal:

- Legal department should have several people to manage every project contract.

- Contract engineer and manager can be assigned for each of every project in the

company. They can be specifically monitor the construction are according to the

contract specification. Any additional work required by the client shall be charged

accordingly to the variation order.

[13]

e) Business Development & Special Support:

- The new technology made the operational simple. However, for the business

development and special support department, they were facing many problems in

order to suit the company capabilities. First of all is the company manpower. During

the tender bid process, the owner of the project will require proposed project

personnel resume. The personnel for their project shall have several qualifications and

experienced to run the project. Example is the conversion of old LNG vessel into

Floating LNG. Only the competent personnel to lead the project. Human Resources

or outsourcing by job consultant to assist on the matter.

- Facilities of MHB is also have to be consider before the manager accept any project.

The facilities is also been evaluated upon the tendering process in order to understand

company capabilities. Board of MHB management will meeting and discuss if the

facilities purchased can made a good profit for the long term business.

[14]

SUMMARY:

The above definition role of manager is not limited to understand of the organizational social

structure, involvement, goals, technology and surroundings BUT it describe the manager

interpersonal role, role of providing information and role of decision making. The manager

has the responsibilities for the company direction of success.

REFERENCES:

a) http://www.mhb.com.my/EN/page/company-profile/

b) OUM Module - BBGO4103 - ORGANISATIONAL BEHAVIOUR

 

 

 

 

 

 

 

 

 

 

 

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