Management science assignment report.

TAYLOR’S UNIVERSITY| SABD | BQS | MANAGEMENTSCIENCE | MGT 60203
SILQ SND. BHD
Taylor’s University Lakeside Campus
School of Architecture, Building, and Design
Bachelor of Quantity Surveying (Hons)
MANAGEMENT SCIENCE [MGT 60203]

SILQ SND. BHD
SILQ BOARD OF DIRECTORS:
1. Chen Shin Yee 0322650
2. Sherlyn Ang Tse Yun 0317977
3. William Goh Ming Hann 0317949
4. Lim Jie Qi 0318313
5. Lau Chin Sheng 0317899

SILQ SND. BHD
SILQ SDN. BHD.
Nature of Business
Property Development Company
Vision
To be an internationally admired property developer
Mission
1. To create value of customers and stakeholders
2. Provide high quality products to our customer
3. Creating network with other companies
Short term goal
1. Providing affordable houses with quality to Y-generation.
2. Develop a strong corporateimage towards market.
3. To gain good reputation
Long term goal
1. To achieve RM 400 million sale revenue within 10 years
2. Dominate the market in Malaysia and make it an internationally admired property
development company
3. To expand our company to overseas within 15 year

SILQ SND. BHD
1.0 Company Background
1.1 Overview
SILQ SDN. BHD. is a property development company with the capital of
RM10 million. The name of the company, “SILQ SDN. BHD. stands for
“satisfaction, innovation, leading and quality”. We aim to be the first property
development company that comes out in customer’s mind by providing services
that would satisfy our customers, innovating differentiated services than other
property development companies, providing best quality products and
outstanding services to our customers and be the leading property development
company which ahead among others.
1.2 Vision and mission
To achieve our vision, which is to be an internationally admired property
developer, some missions are set to be done to make a good start for the company.
While providing an excellent service to our existing customers, we are also
exploring the new market to ensure the revenue can provides profits to the
stakeholders. By providing high quality of products to customers can make sure
that the customers satisfy with the services. In addition, SILQ SDN BHD is also
forming a strong network with other companies in order to create an opportunity
to collaborate with them in the future.

SILQ SND. BHD
1.3 Short term and long term goals
The short term goals for our company are to provide affordable with quality
houses to Y- Generation, strengthen our company’s branding products, and to
gain a good reputation. By evaluating inexpensive products, we can choose some
quality components that fit to our services. This can maximizes the revenue by
providing inexpensive and good quality products. Other than that we can do more
promotions and advertisements to expose our products and company to the public.
As a new company, we have a lot more to learn from the other similar companies.
We should form strong network with others so that we can learn from their
experiences and co-operating with them in the near future.
Our long term goals are to achieve RM 400 million sale revenue within 10
years, dominate the market and to expand our company to overseas. By receiving
positive feedbacks from our customers, we know that we can provide our
customer benchmark quality services and most of them are satisfy with it. We
should identify our limitations thus providing an improved service. Besides that,
we also aim to dominate the market in Malaysia and make our company an
internationally admired property development company so that we can push our
company towards international market.

SILQ SND. BHD
2.0 Working cultures
To achieve SILQ’s organisational goals, we have developed some organisational cultures. In
SILQ, we focus on the relationships with the employees. Once the bonding is strong, employees are
able to perform better and work together effectively. Thus, our company institutes a transparent
workplace by sharing as much information with our employees including customers’ feedback,
meeting notes, fundraising, key data on financials and targets.
An open environment leads to greater job satisfaction, reduced stress, increased commitment,
team building and loyalty to the organisation. Open communication creates a more productive work
environment and a positive workplace. Thus, the employees will work effectively which leads to
higher productivity.
In addition, besides creating a comfortable working environment for the employees, we
motivate the employees in order to increase the productivity of the company. Our company
motivates the employees by rewarding the worthy but giving due punishment to those who do not
deserve it. Other than that, we provides incentives like an extra paid day off, a small gift or a movie
tickets. Incentives are always motivation boosters.
Furthermore, we make teamwork as one of our core company values. Teamwork is
important as it helps to unifying and organising the different members of the group. To create a
successful teamwork, our company will provide team resources by giving them a designated and
available place where they can do regularly meet up. Adequate time will be given to all the
employees to devote their team meetings and with no grief from supervisors. As a result, building
teamwork and fostering it within the organisation is vital in order to be a successful company.
Last but not least, organisational culture has a significant effect on a success of a business.
Moreover, it is important to cultivate a positive culture right from the start because it is difficult to
change the attitudes and behaviours that have become the norm. By applying these organisational
cultures, it is more likely to achieve our vision and mission, short and long term goals.

SILQ SND. BHD
2.1 Organisational Chart
Our company’s organisational chart is a hierarchical type of functional organisation
structure wherein employees are grouped as per their area of specialisation, which
helps achieve the highest degree of performance. The employees are supervised by a
functional manager who has expertise in the same field, which helps him to
effectively utilize the skills of employees and ultimately helps him in achieving our
organisation’s objectives.
Furthermore, the hierarchy is very clear and possesses top-down communication,
employees don’t have to report to multiple bosses. Each employee reports to his
functional manager, which reduces the communication channels. Each department
will has its own department head and he will be responsible for the performance of
his section. This helps our organisation control the quality and uniformity of
performance.
As you can see from the organisational chart, our company, SILQ focuses on 4 main
departments, which are the Operations, Sales and Marketing, Finance and Human
Resources. All these departments are under the control of General Manager.

SILQ SND. BHD

SILQ SND. BHD
2.1.1 Top Management Level
We, Board of Directors, responsible for controlling and overseeing the entire
organisation. Rather than direct the day-to-day activities of the company, we develop
goals, strategic plans, and company policies, as well as make decisions about the
direction of the organisation. For example, we research land and property
opportunities and evaluate the feasibility of a project. We work out the best use for
the land or property. We then plan the property development, including the schedule
and costs.
In addition, we play a major role in the mobilization of outside resources as well as
communicating with shareholders, town planners, architects, contractors and etc. We
are accountable to the shareholders and general public, and are responsible for
framing policies for the company. Furthermore, we lead lower managements, to
manage conflict, to solve crises, to motivate them, and to intuit answers. Many
employees are working under our supervision and looking for our guidance, so these
are the skills which are needed to perform the various operations of the company.
In a nutshell, we, as the top managers spend most of our time planning and leading
the organisation. We need to develop more conceptual skills than technical skills.
Understand how competition, world economies, politics, and social trends that will
affect the organisational effectiveness

SILQ SND. BHD
2.1.2 Middle Management Level
As the middle-level manager, our general manager are responsible for setting
objectives that are consistent with top management’s goals and translating them into
specific goals and plans for the first-line managers to implement. He is responsible
for coordinating activities of the first-line managers. He delegates task to different
departments, which are the Operations, Sales and Marketing, Finance and Human
Resources as per their area of specialisation. For example, he assigns the marketing
department to come out with their creative ideas on how to advertise and promote our
company in order to attract customers that eventually gains profit to the company.
On the other hand, general manager is responsible for allocating resources to support
competitive strategies, keep the company economically healthy, and produce high
returns. He also motivates and assists the first-line managers to achieve objectives as
well as inspiring and providing guidance to them towards better performance.
Furthermore, he communicates upward, by offering suggestions and feedback to top
managers because he is more involved in the day-to-day working of our company, he
may provide valuable information to us, top managers to help improve the
organisation’s bottom line. He will summarize weekly or monthly information
horizontally across functional lines in the organisation. Therefore, he acts as a key
person who need to gather information from above to know what the strategy is and
information from below to track progress and current conditions.
In conclusion, the general manager plays a major role in effective planning,
delegating, coordinating, staffing, organising, and decision making to attain desirable
profit making results for our company. He relies on communication, teamwork,
planning and administration competencies to achieve goals. Thus, he needs to have
good conceptual skills and human skills in managing the company.

SILQ SND. BHD
2.1.3 First-line Management Level
First-line managers are the lowest level of management and manage the work of
non managerial individuals who are directly involved with the production or
creation of the organisation’s products. They implement the objectives that set by
middle managers which are in line with top management’s goals. Furthermore,
they are the managers that most employees interact with on a daily basis. They
manage the primary tasks and activities of the organisation as well as have the key
role in determining whether standards of practice are being consistently
maintained. In addition, they support staff engaged in complex, personally
demanding work and ensure that staff are continualy developed in knowledge
based practice.
In short, first-line managers operate their departments. They assign tasks, manage
work flow, monitor the quality of work, deal with employees problems and keep
the general manager and the Board of Directors informed of problems and
successes atground level in the company.

SILQ SND. BHD
2.2 Head of Operations Department (Project Manager)
The primary function of our Operations Department is designing and managing
products, services and processes. In addition, the Operations Department evaluates
and allocates resources to effectively deliver products and services. It is
responsible for project management activities related to improving work flow and
involves the development of a project plan, devising a budget and controlling
resources. The Operations Department effectively managing a project also involves
developing policies and procedures to standardise work throughout the
organisation.
For instance, project manager is the professional in this department. He has the
responsibility in planning procurement and execution of a project. He seldom
participates directly in the activities that produce the end result, but rather strives to
maintain the progress, mutual interaction and tasks of various parties in such a way
that reduces the risks of overall failure,maximises benefits and minimises costs.
Project manager procures our project requirements like workforce, required
information, various agreements and material or technology needed to accomplish
project objectives of our company. Last but not least, he is good in managing the
constraints of the project management triangle, which are cost, time, scope and
quality.

SILQ SND. BHD
2.2.1 Head of Sales and Marketing Department (Marketing, Sales,
Advertisement)
Our sales and marketing team has a substantial influence on the profitability of our
company. They define roles that reflect the strengths of our products and assign
responsibilities for achieving the sales performance required by our company.
They set achievable targets and take responsibility for meeting our objectives.
They have a strong disposition to customer advocacy.
For example, sales manager is responsible for setting sales goals. They use
historical data, customer surveys and industry reports to project demand. Sales
managers help develop brochures, website pages, catalogs and other materials for
our company. They offer input on pricing and distribution strategies based on their
knowledge of the customer base.
As for our marketing manager, he has the overall responsibility for growing
revenue, increasing market share and contributing to company growth and
profitability. He possess market knowledge and is responsible for functions such as
advertising, publications or events.

SILQ SND. BHD
2.2.2 Head of Financial Department (Account)
Financial Department provides information to assist managers in making strategic
decisions. Financial Department is responsible for all the day to day transactional
accounting for our company. It includes the tracking of all transactions and
preparing the financial statements. The Financial Department is also responsible
for management of our organisation’s cashflow and ensuring there are enough
funds available to meet the day to day payments. This area also encompasses the
credit and collections policies for our company’s customers, to ensure the
organization is paid on time, and that there is a payment policy for our company’s
suppliers.
Our company have some form of forecast prepared on a regular basis to
systematically calculate the ongoing cash needs. Where there are cash needs
beyond the day to day working capital, the Financial Department is responsible for
advising and sourcing longer term financing. They contribute to the management
and improvement of the operations by measuring and reporting regularly on key
numbers crucial to the success of our organisation. Managers can use management
accounting information that provide by the Financial Department to monitor the
operations and decide where further attention may be required.
In conclusion, the Financial Department will work with managers to prepare the
organization’s budgets and forecasts, and to report back on the progress against
these throughout the year.

SILQ SND. BHD
2.2.3 Head of Human Resources Department (Personnel, Office
Management)
The Human Resources Department provides our organisation with structure and
the ability to meet business needs through managing our company's most valuable
resources- the employees. The primary responsibility of the Human Resources
Department is to keep our company staffed appropriately at all times. This includes
employee recruitment, selection and retention. Human resources managers strive to
recruit quality employees, select the best for the available positions and then
develop policies that retain great workers. Retention policies include providing
adequate compensation, training programs and competitive benefits packages.
When an employee leaves, the Human Resources Department conducts exit
interviews to assess the employee's reasons for leaving in order to create better
retention policies.
The Human Resources Department also keeps track of changes in state and federal
employment laws and applies them appropriately. These include tax regulations,
health insurance requirements, overtime laws, unemployment restrictions, family
and medical leave policies and safety regulations. Human resources employees
develop and update employee handbooks and official policy lists as necessary to
comply with changes in the law. This department works for the best interest of
both the employees and our company, striving to create a safe workplace and
handling employee disputes as required.

SILQ SND. BHD
3.0 Training and Development Courses.
3.1 Introduction to OHSAS 18001 Occupational Health & Safety
Management System Training Course
A structured approach to health and safety management drives continual
improvement through a formalized approach to the identification of legislation and
hazards, the assessment of risks, the implementation of controls and the
measurement of business processes.
Through this Introduction to BS OHSAS 18001:2007 training course conducted by
BSI group, delegates will be able to identify the key benefits of a structured health
and safety management system. They will also be able to identify the benefits and
requirements of BS OHSAS 18001:2007 and begin to understand the
implementation and certification process.
In conclusion, we expect the OHSAS 18001 training course will bring us a positive
impact on eliminate or minimize OH&S risks, reduce work related injuries, ill
health and death in order to protectour company reputation.
Objective
 Ensure health & safety management is aligned with the strategic direction of
the organization
 Improve occupational health and safety performance.

SILQ SND. BHD
Course Structure
A combination of tutorials, syndicate exercises and role play, including the
following topics:
 Background to Occupational Health and Safety Management systems
 An overview of the BS OHSAS 18001:2007 framework
 Benefits of the effective management of OH&S
 Requirements of BS OHSAS 18001:2007
 Introduction to documentation requirements
 Overview of the next steps to certification
Learning outcome
- Reduce work related injuries, ill health and death
- Eliminate or minimize OH&S risks
- Improve OH&S performance and effectiveness
- Demonstrate corporateresponsibility and meet supply chain requirements
- Protect brand reputation
- Create the best possible working conditions across your organisation
Attendant (employees)
 Human resource representatives, executives & managers
 Operations representatives, executives & managers

SILQ SND. BHD
3.2 Introduction to ISO 9001 Quality Management System
ISO 9001 quality management standard is a quality management system (QMS)
which written to assist in monitoring and managing quality of services across all
operations. It outlines ways to achieve and benchmark consistent performance.
By managing the quality of services, organizations can and will eventually
improve overall customer satisfaction and it will bring in new contracts, increase
profit and reduce cost. By attending this one-day training conducted by BSI Group
which tutors will give out guidance on understanding the ISO 9001 Quality
standard and it's general application to organizations. Tutors will also explain the
basic principle of quality management so that attendant would have a basic
foundation to proceed with implementing this standard in organization.
Lastly, by adopting ISO 9001 Quality Management System we believe that our
company will be operated in a smoother and more efficient way which can
eliminate the occurrence of error or mistake thus providing a better service to
customer and to generate more profit.
*** A quality management system (QMS) is a collection of business processes focused on achieving
quality policy and quality objectives to meet customer requirements. It is expressed as the organizational
structure, policies, procedures,processes and resources needed to implement quality management.
Objective
 Know how to develop a quality system standards
 Understand what's included in the ISO 9001 framework and accreditation
 Understand the clauses within an ISO 9001 standard
 Know why should ISO 9001 be implemented
 Learn of the ISO 9001 assessment and certification procedures

SILQ SND. BHD
Learning outcome
 Allows company to become a more consistent competitor in marketplace
 Better quality management helps organisation meet customer needs
 More efficient ways of working will save time, money and resources
 Improved operational performance will cut errors and increase profits
 Motivate and engage staff with more efficient internal processes
 Win more high value customers with better customer service
 Broaden business opportunities by demonstrating compliance
Attendant (employees)
 Managementrepresentative, Headof department.

SILQ SND. BHD
3.3 Property Development Leadership Training
Property development is a complicated process where a whole view of the property
lifecycle is required. If the decisions are taken without a whole view of the
property lifecycle, the company may encounter challenges like financial problem,
land issues, population of people. This is also why employee at all level need to
understand the whole cycle, and recognise that all decision made have major
impact for the outcome of an asset.
Anyone can be a leader despite their position in an organisation, It is the
responsibilities of the company to ensure that all members in the organization fully
understand the process of property development. Therefore, in order to improves
the employees’ understanding of property development and enhancement of their
leadership skills, employees are sent to attend a training course which is called
International Certificate in Leadership for Property Development.

SILQ SND. BHD
3.3.1 International Certificate in Leadership for Property
Development
International Certificate in Leadership for Property Development is a unique
course designed by RICS to equip professionals with significant leadership skills to
succeed in property development through debate, observation, problem solving and
applied to real technical simulations. The reason why this is an unique course is
due to the combination of leadership and how leadership is related to each part of
property cycle.
Therefore, this course provides full nature which takes an end to end view of the
property lifecycle so that high level technical knowledge and insight can be
produced.
Basic knowledge of five core topics of property development which is market
analysis, finance for real estate, project management, facilities and operational
management and asset management is required. The knowledge of the five core
topics of property development allows every individual to relate the other aspects
of the property lifecycle and the associated leadership skills to the topics when they
attending the course.

SILQ SND. BHD
3.3.2 Course Structure
It is a five day training course. Before attending the training course, the applicants
need to
(1) Complete a 360 feedback survey.
(2) Receive pre- coursecoaching.
(3) Attend the five day course which will led by experienced leadership coaches
and industry technical experts.
The five day course includes
1. Marketanalysis for real estate development,
Knowing your business and knowing yourself
2. Finance for real estate
Communicate with a view to engaging and inspiring others
3. Projectmanagement
Creating a culture for success
4. Facilities and operationalmanagement
Understanding multiple perspectives
5. Assetmanagement
Building personalresilience

SILQ SND. BHD
3.3.3 Learning Outcome
1. To improve decision making skills through a thorough understanding of the
property development lifecycle.
2. Practice leadership skills in a controlled environment.
3. Build confidence to make strategic changes and make a positive impact in
the boardroom.
4. Become a leader who can motivate, inspire and empower teams.
5. Develop leadership skills using a problem-solving approach to case studies
and real world examples.
6. Increase impact and influence with people internal and external to the
organization.
7. Achieve efficiency by implementing a personal action plan to own role and
organization needs.

SILQ SND. BHD
APPENDICES
Trainer Profile
Name: Christian
Specialistsubjects:
 ISO 9001 Quality Management training
 Management and Process Improvement training
 Lean Six Sigma training
Backgroundexperience:
Christian has more than 10 years’ experience of process improvement in
investment banking and management consultancy.
CareerExperience:
Christian has worked in various countries notably in Ghana as a financial
management consultant. In the UK he has worked in retail, sales, warehousing and
HR.
Qualifications and professional membership
Christianis a Lean Six Sigma Black Belt. He has a BA in Business Economics anda MBA
in International Business. He is currentlya voluntary consultant for the WorldBank and
advises Lancaster University Management School (LUMS) on improvements within the
faculty. He sits on the LUMS board and consults for many charities andvoluntary
organizations including the children’s charityChance UK.

SILQ SND. BHD
Name: Gary
Specialistsubjects:
 ISO 9001 Quality Management training
 ISO 14001 Environmental Management training
 BS OHSAS 18001 Occupational Health and Safety Management training
 ISO 50001 Energy Management training
 BS 10500 Anti-Bribery Management training
Backgroundexperience:
Gary is a well-travelled quality, safety and environmental specialist with an
understanding of global business culture and the practical implementation of
management systems. He is well versed with auditing and the implementation of
ISO 9001, ISO 14001, BS OHSAS 18001 and ISO 50001 management systems.
CareerExperience:Gary has worked for a variety of manufacturing and service
companies as well as for certification, training and consulting companies.
Qualifications and professionalmembership
Gary’s educational background covers mechanical engineering, safety,
environmental management and law.

SILQ SND. BHD
Name: Charles Ostroumoff
Specialistsubjects:
 Strategic Finance Masterclass
CareerExperience:
Charles started his career as a Business Consultant with KPMG working with
large blue chip companies before moving into property finance and investment. In
2008 Charles was employed as a consultant with the Eurex Exchange to introduce
real estate as an asset class and develop products forreal estate practitioners,
launching IPD Property Futures in 2009. Subsequently Charles worked as a broker
of financial products linked to the performance of real estate at BGC Partners
(owner of Newmark Grubb Knight Frank), and as a derivatives consultant at Credit
Suisse on their regulatory change programme. In 2013, Charles set up Arca
Property Risk Management where he is pioneering solutions for property fund
managers to manage property “market risk” using IPD Futures to reweight or
rebalance their property portfolios in real time.
Qualifications and professionalmembership
Charles is a member of the Royal Institution of Chartered Surveyors, the Society of
Property Researchers and the Investment Property Forum. He studied Economics
and Politics at Exeter University and has an MSc in Real Estate Investment from
CASS Business School. He is a Chartered Surveyor and a CF30 with the FCA, and
regularly writes articles for industry journals and speaks at industry events.

SILQ SND. BHD
The five days course included in International Certificate in
Leadership for Property Development
(1) Market Analysis:
Market analysis by doing market research is important to make real estate
investment and development decisions. Real estate is considered as an investment
asset. It also combines with leadership module which is Knowing Your Business
And Knowing Yourself where decision making is important in this part. The
individual must understand the importance of their own business, their market and
their competition by utilising market research and analysis to support decision
making.
(2) Finance For Real Estate:
Market insight on the source and nature of capital available in the real estate
market can be obtained on day 2. The applicants would be able to relate the insight
and information obtained combining with the leadership and management module
which is Communication and Influence. With this the applicants will consider
strategies for communicating with a view to engaging and inspiring others.

SILQ SND. BHD
(3) Project Management:
On day 3, trainees are equipped with the understanding of the principles, practice
and practical application of Project Management. This module will show the
importance of interpersonal skills for successful project management together
with the leadership module which is Creating a Culture for Success. Through
Creating a Culture for Success, allows the trainees to consider the factors that
influence organisational culture and what type of culture leads to success in the
organization.
(4) Facilities and Operational Management:
On day 4, trainees would be taught to understand that this module sets out the links
between corporate goals, provides wider corporate environment, and the delivery
of facilities management services. It integrates with the accompanying leadership
and management module, Understanding Multiple Perspectives, where it focus on
the importance of thinking about stakeholder perspectives, and understanding of
stakeholder needs, knowing what they want and use these points to do planning.
(5) Asset Management:
On day 5, Trainer will introduce various concepts and models for the successful
integration of asset management within the business planning and strategy process
throughout the property lifecycle. Also together with Building Personal Resilience
leadership module allow the leader to be well prepared for the future by identifying
and addressing global changes in your working practices.
After attending the course, the applicants need to

SILQ SND. BHD
(4) Implemention of action plan: Return to work and implement your action plan
into your day-to-day role.
(5) Receive post course coaching: Reevaluate your development objectives,
discuss progress and understand how to build on these in the following months and
indeed for the length of your career.
(6 ) Join the RICS Executive Education alumni network: By going through online
forums, the appilcants will be able to develop relationships with all course
attendees around the world.
(7) Receive a certificate of completion.

SILQ SND. BHD
REFERENCES
1. Job scope of human resource. Retrieved 21th June 2016 from
https://www.reference.com/business-finance/role-human-resources-department-
37670cd5d4ee8fc
2. Job scope of financial department. Retrieved 21th June 2016 from
http://www.smythenanaimo.com/roles-and-responsibilities-of-a-finance-
department/
3. Level of management. Retrieved 21th June 2016 from
http://www.referenceforbusiness.com/management/Log-Mar/Management-
Levels.html
4. First line manager. Retrieved 21th June 2016 from
http://smallbusiness.chron.com/managerial-roles-firstline-manager-need-
35324.html
5. Middle management level. Retrieved 21th June 2016 from
http://study.com/academy/lesson/middle-management-definition-roles-
responsibilities.html
6. Functional organization structure. Retrieved 21th June 2016 from
http://pmstudycircle.com/2012/08/what-is-a-functional-organization-structure/
7. International certificate leadership real estate development. Retrieved 19th June 2016
from http://www.rics.org/us/training-events/executive-education/international-
certificate-leadership-real-estate-development/
8. Global/Executive. Retrieved 21th June 2016 from
http://www.rics.org/Global/Executive%20Education%20brochure%20-
%20signed%20off.pdf
9. ISO9001 quality management. Retrieved 18th June 2016 from
http://www.bsigroup.com/en-MY/iso9001-quality-management/

SILQ SND. BHD
10. BSI group trainer profile. Retrieved 20th June 2016 from
http://www.bsigroup.com/en-GB/our-services/training-courses/our-
tutors/Christian/
11. OHSAS 18001 Healthsafety. Retrieved 20th June 2016
http://www.bsigroup.com/en-MY/ohsas18001-healthsafety-
management/ISO-45001/

Management science assignment report.

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