Professional Documents
Culture Documents
MGT 162 Final Report
MGT 162 Final Report
0 INTRODUCTION
Sarawakian Handicrafts targets all ages, ranging from children to adults and
even students. These target markets are aimed as we want to offer something
different and new for them to try as well as to use the jewelry accessories elegantly
and confidently at an affordable price.
2.0 PLANNING
2.1.1 GOAL
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Our second goal is to provide training to those who are interested and
job opportunity in order for them to earn income.
Lastly, we also provide fund for those who are having financial
problems in starting their business that related to the beauty accessories.
The primary provider of the best quality beautiful and creative jewelry
accessories in city by using fine materials and fabrics while offering affordable
price to accessories lovers
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Before opening hours
The shop opens sharp at 9 a.m. and the employees are required to come
one hour in advance before the opening hour in order to set up everything
nicely. Managers are tasked to check the materials or stocks needed to prepare
for the day which includes the beads and fabrics. The shop is set up with
everything in it, from the cleaning and arranging. Some design of the
accessories are made on the spot and once finished, are displayed in their
respective display shelves.
Opening hours
Other than that, three employees will be assigned to teach and train
those who had registered with our shop to learn how to make beautiful and
creative jewelry accessories. Through this training, productivity level of new
employees can be increase as well and reducing the number of unwanted
accidents, particularly in making handicraft.
Closing hours
Cleaning up is done after closing hours. Materials and fabrics left are
counted again and those that are left will be used again for the next day and
what are lacking or decreasing will be ordered in the next morning. Short
briefing will be done together with the employees. Distribution of work for the
next day will be given as well during the briefing. After everything is settled, the
store will be closed.
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2.3 OPERATIONAL PLANNING
TIME TASK
- Employees punch in
- Start working
8:00 am - 9:00 am Preparation
- Arrange all the equipment
Break 1
employees)
Break 1
employees)
Break 2
employees)
Break 2
employees)
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3.0 ORGANIZING
GENERAL MANAGER :
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ADMINISTRATIVE MANAGER :
OPERATION MANAGER
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MARKETING MANAGER
FINANCE MANAGER
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4.0 Leading
Under the path goal theory, there are directive leaders, supportive leaders,
participate leaders and achievement-oriented leaders that will be used based on
different situations of Sarawakian Handicrafts.
The managers of Sarawakian Handicrafts let the staff know what their
purpose is in the store. They tell them what needs to be done and what is expected
along with scheduling tasks or work that needs to be handled. Staff are also given
guidance at times when it is needed. This mostly focuses on new staff as they are still
new to the business and need guidance to carry out their job. This is where the
administrative and operation managers, Ms.Y/N and Ms. Y/N will play their important
role in doing so. Both of them will train and monitor the staff on what their tasks are,
for example, those who are stationed at the counter as cashier. They will be explained
on how to operate the cash register as they will be the one handling it. When there are
customers, they are also briefed by the managers on how to treat and serve
customers in a proper and appropriate manner.
Aside from that, staff will be briefed on the tasks that are going to be assigned to
them so they know what and how it needs to be accomplished. For example, when
they are stationed to serve customers at the cashier, they must know what are the
rules and regulations that they must follow when serving customers in order to avoid
any unwanted circumstances and mistreatment to occur. By being briefed, details will
be given to them regarding the certain tasks such as how to know each of the
materials. This directivity can help in making sure that things run smoothly and on
time as the managers inform what is expected and to be done.
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4.1.2 Supportive leaders
Supportive leaders involves the managers behaviour that show concern for
the staff’ well being and personal needs. Leadership behaviour is open, friendly and
approachable. In addition, the manager creates a team climate and treats staff as
equals. For example, the managers support the staff throughout their time working in
the shop, typically when they are assigned tasks. By supporting them, they are able to
empower and increase their ability and potential while encouraging them in handling
certain tasks assigned. This help in making them be independent in the future when
they are not under constant supervision of the managers but when needed, they will
ask the managers help or opinion regarding the matter. Typically, this support is given
to them when they start off new, especially at the cashier where they have to
communicate with the customers about the detail how to made the accessories and
what material we have to do to make it such as the quantity, quality and price. Ms. Y/N
will be there to guide and support them in explain each material that we use to made
these accessories.
Aside from that, Sarawakian Handicrafts’ staff can suggest on how to serve
customers towards the managers, typically to Ms. Y/N, the general manager and Ms.
Y/N, the administrative manager. They are the ones who serve customers all day as
they meet and greet them face to face, hence, they know what the customers want
and prefer most. They understand what the customers want as they conversing with
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them when visiting the store and indirectly, they convey their ideas and suggestions to
the staff and this especially occurs when there is a close relationship between the
staff and customer.
The managers of Sarawakian Handicrafts will set goals for their staff to
accomplish and achieve. It is set based on the managers belief the staff’s potential
and ability to handle the tasks assigned to them.
Experienced staff are given an opportunity to train and monitor new staff. They
help and guide the newly recruited and less experienced staff. This can help in
showing their potential to guide and lead others. By training others, they can enhance
their skills and show leadership traits that they might or might not know they have.
Staff whom are trusted will be given authority by the managers in handling
business operation, especially when they are on urgent business. They are given the
authority to make decisions regarding the business such as deciding the idea as well
as what should be put in for the monthly sale. It is a task and position that will test how
well they can perform without the presence of either managers. They will have to
make sure that the business runs smoothly as usual so as to avoid any delay in
operation.
Some special tasks are also assigned for each staff. One example includes a
competition whereby they are assigned as individual or in pairs to sell many
accessories such as earrings and handbag with the promotion price to customers.
They contribute their ideas in this task. Their performance will be recorded by the
managers and they have to perform well and work together to compete among each
other in order to be rewarded at the end of the month. After achieving the goals, they
will then be rewarded at the end of the month such as being promoted or given a
chance to supervise the rest of the staff for the month.
5.0 MOTIVATION
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5.1 PROCESS-BASED MODEL OF MOTIVATION
Expectancy
Performance
Instrumentality
5.1.1 EFFORT
The staff of Sarawakian Handicrafts are required to put in every effort they
have in order to make the store keeps on running. The more effort they put in it, the
more performance which will increase the store’s productions. In the factory, where
the employees are sectioned in doing the accessories designs and preparing fabric
materials, they will have to work very hard in order to make the accessories and fabric
materials as there are quite a lot of accessories and fabric materials needed to be
made and sold within a day. Hence, they need to put their efforts in making and
achieving the number of accessories and fabric materials to sold per day. At stores,
the employees must do their very best in serving and persuading the customers as
well as helping them if necessary.
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5.1.2 PERFORMANCE
Rewarding employees is a great way to show them just how happy the
managers are with their dedication, impressive behaviour with customers or clients
and outstanding efforts. While on the one hand, an effective reward system will make
the employees feel on the top of this world. Besides, it is also a tool by which manager
can make known the behaviours or actions which manager repeatedly expect from
the employees. So a suggestion would be to set aside a certain kind of reward or
recognition that comes with specific information about the requirements or targets to
be achieved to get that reward or recognition. Only a person who performs at the
standard or level described in the qualifying criteria would get the reward.For example,
in order to receive the “Best Employee of the Month” and “Most Friendly Employee”
award, the employees must try to socialize and help without being told so, and if they
are able to do so, then they can have a chance in receiving the title. This is a process
that they must go through it daily and it is observed by the managers as this will be
taken as the criteria for the title.
There are two types of rewards. Firstly, monetary rewards. The examples
of this rewards are free lunch or dinner for just the employee, sponsored car wash and
a tank of full serve gas, and tickets to a popular sports event.
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Next, non- monetary rewards. The examples of this rewards are allowing
the employee to work from home for a day, letting the employee come in casual dress
on a specific day, a vacation day, and to personalize the rewards by thinking about
what kind of reward would make a particular employee most happy.
6.0 CONTROLLING
First, setting standards for performance. This standards used to measure the
actual performance of the employee of Sarawakian Handicraft. The standards will
help and guide Sarawakian Handicraft to achieve common goals. There are two types
of standards which are qualitative standards and quantitative standards. The
standards of Sarawakian Handicraft are flexible so that corrective action can be made
when necessary. The Sarawakian Handicraft’s standards for performance are :
Qualitative standards:
Quantitative standards
Next, the second step in controlling process is to measure the actual performance.
There is a lot of ways to measure the actual performance of Sarawakian Handicraft
such as performance report, personal information and sample checking. The
performance must be measured on the same basis of the standards to make an easy
comparison. One of the ways to measure the performance of Sarawakian Handicraft
is the manager prepares a report regarding the performance of the Sarawakian
Handicraft’s workers.
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6.1 Controlling Process
Measure actual
performance
Compare actual
performance with standards
Take no corrective
Take corrective actions
actions
Periodically repeat
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6.1.1 Set Performance Standards
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the business can cover expenses and make a profit of nearly RM10,000. This quantity
is obtain based on calculation and research done by the managers.
Opening hours :
During opening hours, the quantity of the accessories made will be recorded
by the employees working in the storage room, into a safe placed or on a box
placed in one corner at the store. It is much easier and convenient in helping keep
track of the amount made by them.
Closing hours :
During closing hours, the receipt which contains the amounts of accessories
sold along with the price will be recorded and calculated. It will then be total and
from there, it will be known on how many accessories were actually sold. The
managers will also calculated the leftover accessories which were not sold earlier
on alongside with referring to the record done by staff.
This is done daily by the staff and managers whereas for monthly, it will be
total up with all the record recorded each day for that month. It is mostly done at
the end of each month, whereby they will calculated total the accessories sold
and made per month.
Actual performance will be recorded and taken note by the managers and
employees and it will then be compared. Creativity to make a design will be check by
the managers while quality will be compared based on customers feedback. Quantity
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on the other hand will be compared on how many accessories were actually have
created and bought by customers.
Staff creativity is checked by the managers for to expand their talents,skills and
own safety. Each staff will be checked thoroughly by themselves and by the
managers so as to make sure that they follow and comply with the aspect of the
personal safety. If any part of the attire worn by them does not reach the criteria set,
then discipline actions might be taken.
For quality, through customers actual feedback, the managers and staff of
Sarawakian Handicraft will know how good the quality of the handcraft of accessories
are. If the feedback regarding the accessories are good, it means that they are doing
well in making the design of accessories quality. If the feedback from customers are
not good and they make complains, whether on the looks or design not very
interesting, it means that there is something not right and they need to take some
actions to improve their quality.
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needed because they have reached the standard set. However, if it is under the
standard set, then corrective action must be taken in order to reach the
standards.
If staff creativity is poor, then they will have to be briefed by the managers
on how to take care and maintain it. If they unable to improve their creativity then
some action will need to be taken. The manager will help the employees by
guiding them on making better accessories.
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Corrective actions on quantity :
Quantity on the other hand, involves more on the staff. If the staff are
unable to achieve the standard of quantity set, then it might be because of their
insufficient effort, performance, or either efficiency. To overcome this the
managers have to make sure that they put in much effort through observation and
guidance by the managers. The managers have to remind the employee that
there is no time to really sit back and relax as their performance and effort are
going to be the result of their hard work.
Skills that are possessed by the employee also contribute to the factor of
unable to achieve the standard of quantity set. The lack of skills will reflect the
employee performance in making or achieving the standard set. Hence, the
employee efficiency must be improved through training and guidance from the
managers. This is to make sure that they are able to improve in making more
quantities of accessories. Other than that, they can be sent to a course regarding
this business line in making accessories as they can learn some tips and correct
methods to improve their efficiency.
CONTROL SYSTEM
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Inputs :
There are many materials needed to make accessories and these materials are
the inputs of the business. The quality and quantity of the materials are checked and
ordered on a daily basis by the operation manager, Ms. Y/N. It is done with the advice
from Ms. Y/N who is in charge of the budget of the materials needed.
Transformation process :
Outputs :
Once the accessories are complete and as expected by the employee and
managers, it will then be displayed into their respective racks by the employee. The
accessories such as bracelet done are the final output after going through the
transformation process.
Preventive control :
Preventative control on the accessories materials are done when it is found that
the quantity or the quality of the accessories materials are not as expected. Quantity
of the materials making the accessories are set so it can make the estimate amounts
of accessories need to be make and create it. When the quantity of the materials of
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the accessories is not enough to create the design of the accessories, the operating
manager of Sarawakian Handicraft will then has to order more materials needed to
make sure it is sufficient. If there is extra amount, it will be then be used for the next
day.
Quality of the accessories materials are checked before they are used to prevent
any unwanted or low quality of the materials used to create the design. The employee
have to make sure that the accessories which have already done are durable and
good before they are placed into respective display racks. This prevents low quality of
accessories being sold to customers which can prevent any dissatisfaction. If the
quality of the materials were not up to standard, it will then have to return back to the
supplier. Ms. Y/N will inform and return the bad products to the supplier and ask for
another stock instead. If this still continues to happen, then she will report to the other
managers and suggest as well as discuss with them in switching suppliers. After all
the four managers agree, then selecting of supplier will be done. Ms. Y/N will set a
budget and suggest the supplier which can provide the most suitable quality of the
materials for the business and this can help in improving the quality of the materials.
Concurrent control :
Under concurrent control, the employee typically play an important role in this
aspect. They have to follow the process of creating the accessories through its steps
and measurements. It must be at least exact to make the right batch of accessories.
They must follow procedure accordingly to avoid and reduce wasting the resources
when making the accessories.
Corrective control :
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7.0 CONCLUSION
Moreover, the business also strive to make more designs for making a
different types of accessories in the future. The business also target to launch a few
stores in other locations, so that it can be easier to reach and serve more customers.
Customer also can expect delivery services within their areas in the near future. And
since it is the internet era, Sarawakian Handicrafts plans to open up an online website
for the whole world customers to buying our accessories beside promoting our culture
aboard. In short, Sarawakian Handicrafts will strive for achieve a new goals in future.
8.0 REFERENCE
9.0 APPENDIX
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