1.

0 INTRODUCTION

Sarawakian Handicrafts is an organization that produces traditional and

modern beautiful jewelry accessories especially for ladies of all ages. Our
organization not only focus on selling jewelry accessories to the society but we also
provide training for those who are interested in making either traditional or modern
accessories. In addition, we also provide fund for those who are having financial
problems in starting their business that related to the beauty accessories.

Sarawakian Handicrafts is located at Viva City Megamall, Kuching. This

location has been chosen because this location can attract a lot of people to buy
accessories from Sarawakian Handicraft. Our target customers are ladies from all
ages who love jewelry accessories so much.

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

There are two types of planning used by Sarawakian Handicrafts which

includes strategic planning and operational planning.

2.1 STRATEGIC PLANNING

Under strategic planning, we set goal, winning strategies,

organizational vision and mission.

2.1.1 GOAL

Our main goal is to fulfil accessories lovers’ satisfaction by offering

them high good quality accessories.

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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.

2.1.2 ORGANIZATIONAL MISSION

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

2.1.3 ORGANIZATIONAL VISION

Our organization’s vision is to be one of the most well-known and high

qualified accessories shop worldwide.

2.1.4 .WINNING STRATEGIES

Sarawakian Handicrafts’ winning strategies are create a solid and

memorable concept, change our design themes according to season or festive
season, give our customers feedback form, provide a delivery service and give
free membership card to regular customers.

2.2 OPERATIONAL PLAN

Sarawakian Handicrafts’ business operation will be explained under the

operational plan. The operating hours of the business is starting from 8 a.m. to
9 p.m. on every Monday to Saturday and Sunday is an off day. The employees
are given two hours and half of break and they can utilize it as how they want so
as long as they follow the conditions set. The conditions include no break
within 12 p.m to 1 p.m and 7 p.m to 8 p.m. and there must be at least six people
helping out in the shop. Operation of the shop are divided into three and it lists
what are being done; before opening hours, opening hours and closing hours.

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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

During opening hours, each employee is assigned at their respective

place. About one to two employees are stationed at the main door to welcome
the customers. These employees will attract and persuade customers to come
and visit the store. On the other hand, one to two employees will be placed at
the cashier counters and will be in charge of the payments. The rest will be on
stand-by to help assist customers and this includes those at the main door.
Accessories in the shelves display will be topped up when necessary during
these 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

- Sweeping and mopping the floors

- Open the shop

9:00 am Open
- Start running the business

Break 1

10:30 am - 12:00 pm (For group A - Lunch break

employees)

Break 1

1:00 pm - 2:30 pm (For group B - Lunch break

employees)

Break 2

4:00 pm - 5:00 pm (For group A - Tea break

employees)

Break 2

6:00 pm - 7:00 pm (For group B - Tea break

employees)

8:45 pm - 9:00 pm Cleaning - Cleaning process

- Employees punch out and closing

9:00 pm Close
process

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3.0 ORGANIZING

3.1 ORGANIZATION CHART

Merry Meriana Musang
General Manager

Valerie Cole Donna Allesandra Natalie

Burak Debra Cressentia
Administrative
Manager Finance Operation Marketing
Manager Manager Manager

Diagram 2.1 Organizational Chart of Sarawakian Handicrafts

3.1.1 Management Team

GENERAL MANAGER :

As a general manager, Miss Merry is in charge of making decisions on

what is good for Sarawakian Handicrafts’ organization. For example, when in
analyzing the business situation and determining suitable action that is
necessary for our business. Decision making is done by her once she obtains
information from each manager after the discussion end. Requirement of
certain information are needed from other managers as she needs to be
decided on what actions or decisions must be done based on the information
given. She sets the goals needed to be achieved for the business as well as
overseeing the overall business operation and employees. When needed, she
also need to help direct and delegate with other managers in order to
accomplish the tasks given or when there is an urgent matter that needs to be
handled. Aside from that, she will constantly has to meet and discuss with the
managers regarding the business progress, which means constant scheduling
and arrangement of meetings.

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ADMINISTRATIVE MANAGER :

For administrative manager, Miss Y/N is responsible in recruiting staff

through interviews. She recruits those whom have the potential as well as those
whom are experienced. During the interviews, she will be observing and
interviewing the interviews along with the General Manager, Miss Y/N. Training
and development are done by her in order to enhance professional
development of the staff. She records what she has observed about the
employees during business operation and she will further explain and advise
them based on what she thinks they need to improve and continue doing
referring to the things she have written. Besides that, she has to ensure that
there are enough staff helping out during business operation. Aside that, Ms.
Y/N will have to handle the business budget in which she will have to mostly
associate with the Accounting Manager in this matter. She advises and
oversees employees progress throughout all times or when she is able to in
order to help improve employees performance and indirectly business
performance.

OPERATION MANAGER

Ms. Y/N is the person who responsible in monitoring and analyzing

business and staff performance in order to make sure that the business is doing
well and as expected. She will has to liaise with other managers, in which
cooperation, consultation and discussed among them. This especially occurs
when it involves matters that especially require a common solution which can
affect the business in all areas and including the managers. When new
recruitment are accepted,she has to observe the newly recruited staff for about
a week or two to make sure that they are really qualified and suitable for the
jobs. Training and supervision on employees regarding their respective duties
are carried out by her especially among new employees. This is to make sure
that each of the employees have the basic knowledge and skills that need to be
mastered and in this sense is in the process of the accessories making. She is
also responsible in managing and overseeing the day-to-day operation of the
business such as ordering the new materials needed to make the accessories.

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MARKETING MANAGER

Ms. Y/N is in charge of developing strategies for business in where she

has to make sure that it is achieving and doing well in the market. She has to
help build the strategic relationship for the business such as relationships with
the suppliers and advertising companies. Measuring and reporting marketing
performance to Y/N is carried out by her along with sharing the insights and
assessing with goals set. She is in charge of the marketing budget and
allocating business funds effectively and wisely. It is also her job to attract more
customers to the business. Ms. Y/N is also in charge of promotions of
Sarawakian Handicrafts from the distribution of brochures its websites and
social media page such as Instagram, WhatsApps, WeChat, Twitter, Facebook
and YouTube.

FINANCE MANAGER

As the Finance Manager of Sarawakian Handicrafts, Ms. Y/N is

responsible in preparing the financial statement and business activities reports.
She monitors the finance details of the business along with the analyzing the
current market trends. She contributes help in the management by making
financial decision as well as reviewing business financial reports. She manages
the finance of the business, making sure that it is financial stable and able to
continue its operation. Handling administration fee of the business is also part
of her job, which includes the store rental and utilities such as electricity and
water. Aside from that, development of strategies and plan are done by her to
achieve the business’ financial goals. It has to reach the goals set and if it is
underachieved, she will need to make some changes or actions in order to
achieve what are planned. Ms.Y/N holds the responsibility in finding ways to
improve Sarawakian Handicrafts’ profitability and observing opportunities that
beneficial to the organization.

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4.0 Leading

As a Sarawakian Handicrafts goals for the business is to serve and sell

traditional and modern jewelry accessories such as earrings and handbags to the
jewelry accessories lovers no matter either they are from Malaysia or tourists from
abroad, the leading theory chosen was path-goal theory as the shop focuses on their
customers as well as their employee.

4.1 Path-Goal Theory

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.

4.1.1 Directive leader

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.

The managers of Sarawakian Handicrafts will also explain on the guidelines

which staff are required to know in order to finish the assigned task or job. This is in
order to make sure that they have a clear thought and way of carrying things out
properly. Besides being given these guidelines, they will also be assisted with the help
of the managers themselves. Aside that, the managers will also listen and take note of
the staff’s ideas, opinions and recommendation regarding to improve Sarawakian
Handicrafts’ quality.

4.1.3 Participate leaders

The managers of Sarawakian Handicrafts involve their staff to participate in

the business where they can give ideas and opinions on the business operation. For
example, one of the managers will suggest what can make ladies out there look more
beautiful with the help of our shop’s jewelry accessories handicrafts such as earrings,
handbag, bracelet and necklace.

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.

4.1.4 Achievement-oriented leaders

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

The motivation used to motivate the employees of Sarawakian

Handicrafts store is process-based model of motivation.

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5.1 PROCESS-BASED MODEL OF MOTIVATION

The process-based model of motivation used is expectancy model. It is

used to motivate the employees in Sarawakian Handicrafts’ store as it is the most
effective method in order to achieve organization’s goals.
Effort

Expectancy

Performance

Instrumentality

Rewards/ Outcomes Valence

Diagram 3.1 Expectancy Model

The diagram above shows 6 aspects which will be explained in details on

why this process is selected to motivate the employees of Sarawakian Handicrafts.

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

Each of the employee is required to perform as the standard expected by

the managers especially by Y/N. In order to make sure they perform their best, they
are given tasks and goals to complete. These tasks or goals of theirs are set for the
day, the week and for the month. The performance of employees at the store are
measured based on the quantity as well as the quality of the accessories and fabric
materials produced. If the amount or quality is not up to the standard required, they
will be given advise or have to meet with the managers to discuss on their
performance. The performance of those stationed at the store of each section will be
evaluated based on their treatment and efforts in serving the customers well. They will
be observed by the managers at any time and sometimes without even being known
by them, so they must perform well to serve customers otherwise, there might be
some disciplining that need to be done so that they will not repeat the same mistakes
on the future.

5.1.3 REWARDS/ OUTCOMES

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

Controlling is a process to ensure that actual activities are conducted according

to the planned activities. Controlling is the regulation of activities that managers use to
assure that performance conforms to organizational goals and standards by
constantly developing standards, measuring actual performance, comparing actual
performance with standards and responding to deviations.

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:

 To received good feedback from the customer

 Customers satisfaction to make our regular customer

Quantitative standards

 Must place a collection of handicraft on shelves neatly arranged and

according to the type of handicraft

 To sell at least minimum 7000 and maximum 7500

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

Sarawakian Handicraft uses a controlling process which is consists of four

steps which can be seen in the Diagram 6.1 below.

Set Performance Standard

Measure actual
performance

Compare actual
performance with standards

If no deviations or If deviations are unacceptable

deviations are acceptable

Take no corrective
Take corrective actions
actions

Periodically repeat

Diagram 6.1 The controlling process of Sarawakian Handicraft

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 6.1.1 Set Performance Standards

The four managers of Sarawakian Handicraft store will meet

and discuss what needs to be set for the performance standard needed to be
achieved by staff. The standards are set based on the staff creative as well as the
quality and quantity of the accessories.

Staff creativity is very important as it can affect the business

especially in the handicraft industry. This is because it will attracting customers to see
different types of accessories. All the managers except Ms. Donna whom is in charge
of the store finance will play a big role in maintaining and checking staff individually
creativity as well as their own. This is mostly emphasized in the shop as create will be
done.

Based on the quality, the things of accessories must be of

good quality and this focuses on the structures, endurance, looks and design of the
accessories. The standard is set based on the expectation, observation, and research
done by the four managers. It is also set based on the criteria of make design of
accessories. After doing much research and so, they have come up with a standard
where the quality of the accessories must be good and high quality, hence, they must
choose suitable supplier. They also expect the performance of the staff in create
design of accessories to meet their expectations. That is why the staff in create a
design must do their best in producing the accessories in every criterion stated earlier
on. After producing the accessories, the staff and managers will each try to use a
sample of the accessories that created before selling and displaying it to test whether
it is qualified or not. However, customers will be the ones who will determine if the
standards are as estimated.

Standard set based on quantity will focus on the amounts of

accessories made per day. It is estimated will focus in the that 250 or more
accessories will be made and if possible, all sold within a day. Making a total
estimation of 7000 to 7500 accessories sold per month. This amount is estimated so

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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.

6.1.2 Measure Actual Performance

The actual performance will be measured daily and monthly.

Neat personality and own safety is measured at all times as possible especially before
opening hours while quality and quantity is done during mostly during opening and
closing hours.

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.

6.1.3 Compare Actual Performance with Standards

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.

Quantity on the other hand, is also measured based on staff

performance and customer purchases. Starting with the employees, those stationed
at the store will record the amounts of accessories made by them. It is must to do in
order to be able to keep track on the amount made by them, plus saving some hassle
for the managers, especially Ms. Allesandra Debra, Ms. Natalie and Ms. Donna Burak,
in easing them on keeping track with the business operation and finance of the store.
Purchase of the accessories from customers will also be calculated based on the
amounts of accessories bought. It can be done through referring to the receipt which
will be check during closing hour.

6.1.4 Take Corrective Actions and Take No Corrective Actions

Standards which were set earlier on by the managers will be

compared with the actual performance recorded by them. If the staff creative,
quality and quantity of the accessories are as expected or even better than they
thought, then it means that the store is performing well and they can continue with
their performance. Hence, there means that there are no corrective actions

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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.

Corrective actions on creative :

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.

Corrective actions on quality :

Quality of the accessories design that do not reach the expectation or

criteria, can indicate that there might be something wrong with the materials of
accessories or how it was made. This is where Ms. Y/N and Ms. Y/N will have to
play their roles in checking with the suppliers of the raw material used in make the
accessories. If the raw materials used in the production of making these
accessories have problem, then the manager will have to decide either they need
to change its supplier or not. This however, needs to be consulted by the other
managers, such as Ms. Y/N and Ms. Y/N. When there is a need to change the
suppliers, they must discuss with each others in order to know the best potential
supplier that can provide them the raw materials at a good quality yet affordable
and reasonable price. After getting several alternatives, they will have to see Ms.
Y/N to ask for her final decision in choosing the most relevant and suitable
supplier.

If the quality of the accessories is based on how it is made, then it is Ms.

Y/N and Ms. Y/N who will have to take action as they are the one in charge of
observing and guiding the staff performance. They will have to make sure that the
staff are able to make the accessories properly.

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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.

6.2 CONTROL SYSTEM

The control system of Sarawakian Handicraft includes inputs, the

transformation process and outputs. It also includes the preventive control, concurrent
control and corrective control which will be taken into action when needed.

CONTROL SYSTEM

Preventive control Concurrent control Corrective control

Inputs Transformation process

Outputs

Diagram 6.2 Control system of Sarawakian Handicraft

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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 :

The transformation process in making the accessories such as a bracelet

includes creating the design of the accessories. For example, add beads to bracelet
wire, determine bracelet length and add a jump ring to the bracelet. It is done based
on procedures and steps set by the business. The employee stationed in the store of
making accessories will mostly be involved in this transformation process as they are
the one who will make these bracelet beautiful.

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 :

Preventive control focuses more on the employee of Sarawakian Handicraft with

the materials of accessories. Ms. Y/N helps in preventive control whereby she will
recruit skilful workers for the business. It makes it easier for the business where time
is not needed to teach the newly recruited workers the basics again as they have
experiences and they can just focus on monitoring them at certain times instead.
These workers hired must have a certain level of skills and experiences so that they
can produce high quality of products to achieve organization goals.

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 :

Corrective control on Sarawakian Handicraft’s employee will be done by Ms. Y/N

and Ms. Y/N. They will have to observe and see what is lacking among the employee
and once they have figured it out, they will then inform and correct what needs to be
overcome by the employee. This is based on the employee skill whereby they must
enhance it and by doing so, they will be sent to a course that can improve their design
skills.

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7.0 CONCLUSION

“Sarawakian Handicrafts” is a combination between traditional and modern

handicrafts accessories. Our handicrafts accessories are suit for all ages. For
examples,nowadays when woman dressing plus their accessories, you can see the
combination is not really matching with their style. So that, Sarawakian Handicrafts
comes with a idea which is makes a accessories by combine a traditional and modern
handicrafts accessories, also suits with the trend nowadays. This business aim is to
achieve all its goals and with the plans that we made will help our organization to
achieve the goals. Other than that, our organization time operating through organizing,
motivation, controlling and leading for manage the business. Our organization will not
easy to go bankrupt because we manage our business with effectiveness and
efficiency. The efficiency and skills will prove our hard working and effort for run our
business as well as ourselves. Effectiveness is also seen as we strive to do well in
aspects when working for the business.

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

Bin, A, H. (2015). Principles of Management. Selangor : Oxford Fajar Sdn. Bhd.

9.0 APPENDIX

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