Royal properties sdn bhd MS

Royal Properties Sdn. Bhd.
Taylor’s University Lakeside Campus
School of Architecture, Building and Design
Bachelor of Quantity Surveying (H ons)
Management Science [MGT 60203]
ROYAL PROPERTIES SDN. BHD.

Royal Properties Sdn. Bhd. Shareholders
Ng Seng He 0323037
Felix Vong Zhi Wei 0318462
Kong Zheng Chung 0319528
Siong Jia Yii 0318239
Yap Jia En

Table of Contents
No

Topic
Page

1.
Company
Profile

2.
Company
Data

3.
Organizational
Design

4.
Recruiting
Young
Talents

5.
Custom
E-‐Learning
Department

6.

References

ROYAL PROPERTIES SDN. BHD.
Nature of Business:
Home Development
Property Development
Location:
Petaling Jaya
Capital:
RM 10 Million
Vision:
To be South East Asia’s most successful property development company.
Mission:
1. Develop top class properties in all of our developments.
2. Being a caring and competent company to contribute back to society.
Long Term Goals:
1.To be South East Asia’s biggest property developing company.
2. To be a public listed company in Bursa Malaysia.
3. To work together with other well established company.
Short Term Goals:
1. Help our employees improve overall work performance
2. To adopt new technologies from overseas
3. To be involved in 3 property development within 8 years.

1. Company Data
Overview
Royal Properties Sdn. Bhd. is a home development, property development and
renovation company currently situated at Petaling Jaya, Malaysia. We as a young
startup company has a capital of RM 10 million.
Our company envisions to be South East Asia’s most successful development
company.
Vision & Mission
We are looking to be successful in such a way that people can find and discover
new and unique properties. While that is part of our vision, we still help people enjoy
the luxury of owning affordable yet quality assured properties. In Royal Properties
Sdn. Bhd, we try our best to maintain the quality by building top class properties in all
of our developments, and also being caring and competent to contribute back to
society. The passion that is driving us will bring prosperity to our fast growing
economy in Southeast Asia.
Short Term & Long Term Goals
The short term goal is to help our employees improve overall work performance,
this can be done through providing different methods of training to enhance their
theoretical knowledge but also in critical thinking. Moreover, we aim to at least be
involved in 3 property development within the next 8 years before venturing
overseas. This builds a strong foundation for our company which will bring us further
in our success. Also, we intend to adopt new technologies from overseas that would
enable us to be cost efficient and competitive, this can be done by making sure that a
proper strategic management strategy is implemented.
Our long term goals are to be South East Asia’s biggest property developing
company, with at least RM 750 million capital in the next 20 years, this can be
achieved by well-planned financial management by top managers. We also intend to
work together with other well established company to produce high quality
developments. This will enable us to complete projects that would otherwise not be
possible without the help of other established firms. We also aim to be a public listed
company in Bursa Malaysia, this will help us grow even further and be a big
contributing company in Malaysia.

2.0 Organizational Design
Board of Directors
Managing
Director
General Manager
Head of Project Head of Human Sales & Marketing Head of
Team/Project Resources Department Financial
Manager Department

Managing Director
The Managing Director (MD) is the most senior personnel in a company. The Managing
Director reports to the Chairman and shareholders whilst leading a Board of Directors.
The Managing Director must have a wide knowledge of the industry with very good
political and presentational skill, leadership and communication skill, analytical and
problem solving skill.
Primarily the Managing Director will be responsible for implementing the company’s
policy. As the aims of business are focussed towards growth, profits and increasing
shareholders’ return, it is the responsibility of the MD to ensure that the company’s
strategy is geared towards this. It is also the role of the Managing Director to convene
Board of Directors meetings and manage any communication between the Board and
the Chairperson/Shareholders.
On a secondary level, the Managing Director will be responsible for representing the
company in public at events or with the press or other important functions. The
Managing Director will work alongside other board members to identify operational
performance measures and will require an understanding of finance related issues in
order to improve company performance.
General Manager
The duties for a general manager is answerable to the Managing Director. He is
responsible for managing different departments’ i.e.
1) Project Team
2) Sales & Marketing Department
3) Human Resource Department
4) Financial Department.
The General Manager‘s role and responsibility is to oversee and direct all company day
to day operations and activities so as to maximise the profitability and to reduce
unnecessary wastage. To establish objectives, plans and policies and standards. He
may be a member of the Board of Directors.

Head of Project Team/Project Manager
The Head of Project Team’s role is to provide guidance, instruction, direction and
leadership to a team for the purpose of achieving a key result or group of aligned results
and make sure that they can achieve the goals that had been set.
A project manager is a professional in the field of management with the requisite
technical know-how. Project managers is responsible for the planning and execution of a
project. Also he has to review and make recommendation on planning and design of
projects, to negotiate contract or participate in contract negotiations, monitoring day to
day progress and activities on project site so as to minimize unnecessary wastage costs.
He has to possess good inter-personal skill because he has to maintain a good working
relationship with all parties involved in the project on or off site, such as professionals
like architects, engineers, surveyors and all the sub-contractors.
Sales & Marketing Department
Sales and marketing are two different disciplines. The marketing department has overall
responsibility for growing revenue, increasing market share and contributing to company
growth and profitability. In our company, the marketing department may just be one
person, or it may include a marketing director or manager plus marketing executives
responsible for functions such as advertising, promotions, public relations, publications
or events. The marketing department can provide sales teams with high-quality leads by
running advertisements that include a reply mechanism, such as a coupon or telephone
number, or by encouraging visitors to the company website to register their details in
return for a free newsletter or special report.
The sales team is responsible to provide feedback and opinions from the customers to
the marketing team. The sales team are the first-line contact between the customers and
the company. To effectively and successfully attract buyers for the company, the sales
team have to communicate well with the marketing team and the customers.

Human Resources Department
The Human Resources Department (HR) provides overall policy direction on human
resource management issues and administrative support functions related to the
management of employees for all departments. The mission of the department is to be a
strategic partner by providing Human Resources programs that attract, develop, retain,
and engage a skilled and diverse workforce.
A typical Human Resource Department is carries out the following functions:
Manpower Planning
It involves the planning for the future and finding out how many employees will be
needed in the future by the business and what types of skills should they possess.
Job analysis and Job description
HR Department is also involved in designing the Job analysis and Job description for the
prospective vacancies.A job analysis is the process used to collect information about the
duties, responsibilities, necessary skills, outcomes, and work environment of a particular
job.
Determining wages and salaries
HR Department is also involved in conducting market surveys and determining the
wages and salaries for different position in an organization. These decisions may be
taken in consultation with top management and the Finance department.
Training and Development
HR department is constantly keeping a watch over the employees of the organisation. In
order to improve the efficiency levels of employees they have to undergo regular
trainings and development programmes. All trainings and development needs are
carried out by this department. Training might include on the job or off the job training.

Financial Department
Financial department is to manage and controls all financial functions of all
departments including operating expenses, debt, and payroll. The financial activity is
supervised by the Finance Officer to ascertain solid internal controls are in place. An
audit of financial practices and principles is conducted annually by an outside auditing
firm. The Finance staffs assist in providing the information for the audit.
Financial department will be responsible for all the day to day transactional accounting
for the business. This will include the tracking of all transactions and the management
of any government reporting.
The finance department is also responsible for management of the organization’s cash
flow and ensuring there are enough funds available to meet the day to day payments.
Looking forward, the finance department will work with managers to prepare the
organization’s budgets and forecasts, and to report back on the progress throughout the
year. This information can be used to plan staffing levels, asset purchases and
expansions and cash needs.
Finally, the finance department should be called upon to provide information to assist
managers in making key strategic decisions, such as which markets or projects to
pursue or the payback periods for large capital purchases. The finance department
can often contribute an objective perspective based on special financial assessment
techniques.

RECRUITING YOUNG TALENTS
1. MAKE CONNECTIONS EARLY
Almost three-quarters (72%) of the 2015 grads we surveyed had an internship,
apprenticeship, or co-op during college. Not only can this type of work experience get
promising candidates excited about working for you even before they've graduated, it
also helps you pinpoint—and even get a head start on training—the top talent early.
Companies that don’t offer internships or similar types of opportunities are all but leaving
the best entry-level employees on the table for their competitors to recruit.
2. MOVE TOWARDS DIGITAL NATIVES
Young millennial and gen Z workers are digital natives, so it’s no surprise they're using
digital tools and platforms to look for work. In fact, nearly two-thirds (64%) of 2015 grads
have used a mobile app to search and apply for positions, and they consider social
networking the most effective method for finding a job. Employers need to go where their
future employees already are. That means ramping up digital investments in the
recruitment experience. Royal Properties Sdn. Bhd. will emphasis on tech savvy
candidates to join our company, especially younger candidates.
3. DEVELOP TALENT FOR NOW AND LATER
The newest graduates in the workforce don't just want chances to learn and grow, they
expect them. 77% of those we surveyed expect their employer to provide training in their
first job, but only half said they got it. That means that the youngest employees can't
entirely be blamed for jumping from one job to the next after very short tenures. It also
means that for companies, a little can go a long way. Offering long-term development
opportunities can put your company a cut above the competition and help you hang onto
great talent after making the hire.
4. CREATE A FUN WORK CULTURE
For the newest college graduates in the workforce, culture trumps compensation. Sixty
percent of the class of 2015 said they would prefer to work at a company with a positive
social atmosphere and earn a lower salary than make more money someplace where it's
less fun to work. Employers who offer entry-level employees challenging work while also
creating an enjoyable culture are at a competitive advantage.

RECRUITING GOOD CONSTRUCTION PROFESSIONAL
1. Promote Work-Life Balance
Our Company focuses on adapting their work environments to accommodate younger
staff members and to reflect the shifting employment landscape. For example, Care.com
provides access to quality caregivers, from nannies to geriatric nurses, as an employee
benefit. He says helping employees find and maintain work-life balance make it easier
for the company to retain talent.
“Millennials as a group expect a recognition of their personal lives as well as their
professional lives,” Duchesne says. “They look at their parents, at how much they
worked, how they dedicated more [to] the work side than the personal side. They’re
looking for a different equation. They’re looking for employers that allow them to be
engaged and present, not just in the workplace but [at home] as well.”
2. Provide Growth Opportunities
An engaging management style is vital to keeping younger employees happy. For
instance, they typically want regular feedback about how they’re performing, so
managers who build conversations (face-to-face or otherwise) into their daily routines
will be most successful with millennials, Duchesne says. In Royal Properties we always
give our employees feedback on their progress and also incentivise them for their
accomplishment
As an extension of that, managers should encourage young staff members to grow
within the organization. Companies that don’t work hard to challenge these energetic
workers may lose them quickly.
“It used to be you go, you join a company, you’ll be there for 20 or 30 years and then
retire,” Duchesne says. “Now people are at a job for a year or two. It used to be seen as
an inability to hold down a job, now it’s that you’ve tried different things, gotten different
skills, [and] engaged in different environments.” Millennials often would rather strike out
on their own than trying to fit in at a company that doesn’t offer what they seek.

3. Be Flexible and Family-Friendly
Our company makes sure young employees don’t become frustrated and intimidated
by our company structure. Family-friendly policies — such as paternity leave, flexible
schedules, sabbaticals, job sharing, and telecommuting — are paramount.
“Employers that don’t demonstrate that kind of flexibility today aren’t going to be seen to
be competitive,” Duchesne says.
Owners and bosses must follow the family-friendly policies themselves — or risk
implying that there’s an inherent penalty for taking advantage of them.
4. Survey Your Staff
To figure out which policies may best suit your staff, Duchesne recommends simply
asking employees what they are looking for. Listen carefully to their answers, and try to
draw out specific details.
Don’t assume you won’t be able to honor their requests just because you’re a small
business with limited resources. You can offer many perks for little or no cost, whether
it’s making a shift in company culture or harnessing technology to create more flexibility.
WORKING CULTURE
1. Develop a Company Culture
What will make Millennials choose your company over hundreds of others? They’re
looking to work somewhere that has a positive culture, or the values and beliefs that a
company privileges and that set how co-workers, employees, and managers engage
with each other.
To start developing your company culture, hold an informal meeting with all your
employees. Ask what they value in a workplace environment and how they’d like to see
their vision come to light. As a work team, decide on company standards everyone will
follow.
You can even express your company culture with a simple motto or slogan. Examples
include:
• Apple: “Think different.”
• US Marine Corps: “The few. The proud. The Marines.”
• Nike: “Just do it.”

When you have a clear company culture in place, young employees will feel like they
belong in your workplace environment.
2. Exercise Positive Leadership
Young employees aren’t looking for gruff authority figures-they’re looking for someone
who uplifts and inspires them. Consider these leadership tips:
Meet as many new employees as possible. Learn their names so you can greet them by
name in the future. This will help your employees know that you care about them and
value their work.
Always speak positively about the company and the employees. This will help your
employees maintain a positive outlook about the company as well.
Work hard at all times. Your example will inspire your employees to do the same.
Developing good leadership qualities will not only help you grow, but it will also set an
example for your employees to follow.

Custom E-learning Development
Elearning training is an online training course especially designed for your
employees to reflect your company’s needs and specific performance issues you want to
address. It means facilitating the application of knowledge, as it is directly linked to
performance improvement. Aligning your online training strategy with your company’s
unique requirements will engage your employees, by making them feel that someone is
listening to their needs and significantly improve their job performance and job
satisfaction. Custom eLearning can helps employees master their execution skills and
successfully complete their work tasks. Compared to custom eLearning training,
standardized online training courses cannot stimulate workplace’s unique
circumstances. They can only provide employees with generic knowledge that may
interesting, but under no circumstances can guarantee that it will be absorbed.
Learning Outcomes:
• Provide real world customized challenges and application of learning material
• Meet needs of both employees and organizations
• Equip with specific tools and information they need to do their job effectively
• Renew interest for veteran employees
• Measure progress and asses job skills
Process:
1. Company create a custom elearning training course online which better meets
company’s needs, specific performance issues and also employees’ needs.
2. All employees take the training course in order to learn job skills for completing
tasks.
3. Implement the online course to make it better for employees’ further
development.
4. Evaluates effectiveness via receiving feedbacks and conducting surveys to collect
valuable data from employees.
Activities:
1. Virtual classroom - online discussions and build a working community of actual
practice.
2. E-learning games and animations - useful tool for engaging audience in any
event, enhance performance, to encourage them to test skills in a risk free
environment and increase interactivity of e-Learning course.
Construction Project Delay Training
Construction Project Delay Training is one day course to give an opportunity to new
employees in Royal Properties Sdn. Bhd to know the causes, prevention and how to

manage the problem of project delays. This course is to emphasize practical instruction
and its real-world application. A construction project’s success is caused by completion
within time and budget. Time might not always be money, but construction delays can
cost substantial amount of money. Delays can cause litigation if there is a dispute over
who was responsible for the project delay. Therefore the training provides how to identify
and avoid potential cause of delay and also enable the employees classify the delays
into two types such as compensable and noncompensable to increase project success.
Learning Outcomes:
• Identify the causes of delay and use effective methods to overcome them.
• Apply practical steps to avoid, identify and quantify events that cause delays.
• Implement management of delay costs and time claims through record
management and contractual notices.
• Conduct delay analysis. For examples, how it is assessed, how results interface
with cost claims and other considerations such as concurrency and non-
excusable delay.
• Define the factors to consider when valuing delay, in particular related to
prolongation, loss and expense claims.
Procedure:
1. Trainer will introduce causes, prevention and how to solve the project delays.
2. Each group will formed by 5-6 employees which selected by trainer depends on
the different jobs such as contractors, surveyors etc.
3. Interactive series of presentation supported by the in-depth group discussions.
4. Trainer gives feedback to each group.
5. Trainer provides exercises and different case studies to each group.
6. Each group members must discuss to apply the new theory and concepts in real-
life context.
7. After the training, every members that attend the training must write a report to
the trainer.
Number of participants:
• 40 members
Date and Time:
• 1st
of August 2016, 9am – 5pm (lunch and tea time included)

Trainer Profile:
David
David is a delay analyst with over 11 years’ industry experience. He specialises in
the preparation and defence of time-‐related matters. He has extensive international
experience of high value mega-‐projects, across a wide-‐range of industry sectors. These
include Power Generation, Aviation, Rail (Heavy and Light), High-‐rise buildings and
Prestige Retail and Commercial developments.
Development Feasible Training
It is a training to appraisal the feasibility of a company or development. Trainer
will introduce “the feasibility study” that can make or break a project. Understanding the
inputs to a model and how these can be affected and manipulated. The main purpose to
provide this training is because most of the projects fail in the reason of inadequate
planning. Feasibility study can help us to deconstruct complex projects and execute
them in a manageable and timely manner. Adequate planning can help the company to
reduce risks, forecast the investment required, manage timelines, get legal and
regulatory approvals and prevent bottlenecks.
Learning Outcomes:
• Underlying Principles & Terminology (DCF, NPV, IRR)
• Identify feasible options
• Determining Land Values
• Principles of Financing Modeling
• Stages of a Development Appraisal
• Development Preliminaries
• Assist in the development of other project documentation such as project
execution plan and strategic brief
Procedure:
1. Participants will cover the key terminology, principles and inputs relevant to a
Development Appraisal
2. Interactive series of presentation is required by trainer
3. Participants will construct their own development appraisal model through case
studies and a practical session.
Number of participants:
• 60 members
Date and Time:
• 1st
of September 2016, 9am – 5pm
Trainer Profile:
John

John has been working as a highly experienced training manager and technical writer
for over 10 years with large commercial institutions. Having studied within the property
industry, he works to bridge the gap between technology and the property industry
across the Asia Pacific region. He is also the Estate Master Coordinator for the
International University Partnership Program where Estate Master partners with
universities around the world and assist them in educating their students on the
principles of discounted cash flow, development feasibility and valuation.

References
1. Fastcompanycom. (2015). Fast Company. Retrieved 20 June, 2016, from
http://www.fastcompany.com/3051732/the-future-of-work/how-companies-can-
attract-the-best-young-talent
2. Intuitcom. (2014). QuickBooks. Retrieved 19 June, 2016, from
http://quickbooks.intuit.com/r/employees/why-and-how-to-attract-and-retain-
young-talent/
3. Upsizemagcom. (2008). Upsize Magazine. Retrieved 21 June, 2016, from
http://www.upsizemag.com/business-builders/attract-young-talent-to-your-
company
4. Upsizemagcom. (2008). Upsize Magazine. Retrieved 21 June, 2016, from
http://www.upsizemag.com/business-builders/attract-young-talent-to-your-
company
5. Bomachinaorg. (2016). Bomachinaorg. Retrieved 24 June, 2016, from
http://www.bomachina.org/uploads/pdf/2013_COMPANY.pdf

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