INTRODUCTION
Company profile
NS Plastic & Metal Trading Sdn Bhd (933699-P) is a locally incorporated company under the companies act 1965 section 16(4) of the Malaysian Law. NS Plastic & Metal Trading Sdn Bhd (933699-P) was established in 24th February 2011 but NS Plastic & Metal Trading (001317810-P) was established in 2nd of October 2001 in response to high growing demand for recycling industry needs and the wholesale market for industrial waste products. They have developed strategic alliance with leading suppliers and buyers and gone through intensive industrial research. NS Plastic & Metal Trading Sdn Bhd understand the industrial needs for proper waste disposal and with the acquired knowledge from local industrial attachment; they are confident and able to meet customer needs. NS Plastic & Metal Trading Sdn Bhd (933699-P) is fully committed in recycling plastic wastes into resins. Resins are used to manufacture plastic bags, household bags, plantation poly bags, agriculture bags, construction layers and etc.Their current facilities which are located strategically in the new Seremban Selatan Industry Area is adequate to facilitate the growing and challenging recycling industry for this new millennium.

About The Company
NS PLASTIC & METAL TRADING SDN BHD ( 933699-P), is situated in a very strategic location in Bandar Seremban Selatan Industrial Area. The location at Lot 23138,Jalan BBS 1/2 ,Kawasan Perindustrian, Bandar Seremban Selatan, 71450 Sungai Gadut, Senawang Negeri Sembilan approximately 8 kilometres due south-east of the Seremban town centre and the Senawang Industrial Area in Negeri Sembilan with many multinational company plants. NS Plastic & Metal Trading Sdn Bhd( 933699-P) is a single storey semi- detached light factory building in a land area of about 3935 sq meters (about 42,356 sq feet) which comprises of sorting area, crushing, palletizing and office is used for operations and management. To support goods and material transportation needs, they own two five ton Lorries and two Forklifts. The entire service is customized to give maximum benefit to the customer in efficiency whilst ensuring the highest levels of safety in operation. The Company specializes in providing a seamless, sustainable and fully integrated transportation and logistics service; from source to delivery point. They also support the collection of goods of other states such as Melaka, Johor, Klang Valley Area.

Product: Recycled LDPE plastic resin
LDPE resins are odorless white pellets or granules. These resins are thermoplastics made from ethylene with the repeating unit. They are stiff plastics but lack hardness and brittleness and have a somewhat waxy feel. LDPE resins are characterized bi molecular weight, density, and melt index (MI, a measure of flow rate under prescribed conditions of temperature and pressure).
LDPE resins can be blended with linear low density (LLDPE) or high density polyethylene (HDPE) resins to tailor the physical characteristics for specific products. Low density polyethylene (LDPE) resins are polymers made from ethylene (ethane).These resins have good clarity, good moisture and gas barrier properties, can be heat-sealed, and are strong and flexible.
LDPE resins are manufactured as odorless white pellets or granules. The pellets are used in industrial fabrication processes such as blown and cast film, extrusion coatings, and injection molding. The resins are mainly used to manufacture films for packaging applications. Fresh milk and juice cartons are made with paperboard coated with LDPE film, making the cartons leak-proof. LDPE resins are also molded into durable products from power cables to toys.

Facilities and equipment * Substation * A Substation is a part of an electrical generation, transmission and distribution system. Substation transforms voltage from high to low, or reverse or perform any several other important functions. NS Platic and Metal Trading Sdn Bhd have their own substation within their premises which the substation capacity is 1300 amp, this useful for future business expansion.

* 30 ton weighing bridge * Providing cost saving solutions for customers is a high priority of NS Platic and Metal Trading Sdn Bhd. They have installed a 30 ton weighing bridge in premise to facilitate operation. Their weighbridges are very dependable and accurate, even in tough industrial environments. Each weighbridge is built to last with a rugged design, robust weight sensors and high quality manufacturing all backed by industry-leading warranty options. * Lorries * Owning 2 ton Lorries in the company has tremendously improved the recycling business. Customers and suppliers start expecting more when it comes to fast deliveries and on time service. NS Plastic and Metal Trading Sdn Bhd can accurately predict the arrival time and pick up time for improved customer service and provide faster pickups and deliveries.

* Forklifts * NS Plastic and Metal Trading Sdn Bhd has two units of forklifts to unload inbound shipments safely and move product to storage locations. Ensure inbound and outbound shipments are accurate and free of damage. Pull and prepare product for shipment, ensuring that the exact number and type of product is loaded and shipped. Perform picking duties in an efficient manner that meets customer service standards. Efficiently move product from staging and or storage areas into trailers. Load, unload, move, stack, and stage product and materials using a forklift is much easier and convenient

DISCUSSION

Application Of Decision Making Process Step 1: Identification Of Problem
The most significant step in any decision making process is describing why a decision is called for and identifying the most desired outcome of the decision making process. One way of deciding if a problem exists is to couch the problem in terms of what one wanted or expected and the actual situation. The problems faced NS Plastic and Metal Trading Sdn Bhd is poor attendance of employees. In accordance of that, the productivity of company has decreased. Almost 15 to 20 employees are not coming to work each day and most of the reasons are not valid. The productivity of the company is decreasing every month and if these continues, the directors predicted that the company will bankrupt in 5 years.

Step 2: Identifying Decision Criteria
Once a manager has identified a problem, he or she must identify the decision criteria important or relevant to resolving the problem. Every decision maker has a criteria guiding his or her decisions even if they are not explicitly stated. In the company that we have research which is NS Plastic and Metal Trading Sdn Bhd. The manager , Kavitha stated that , she has to decide carefully and considerate about the employees having poor attendance. The key to this step is to not limit yourself to obvious alternatives or what has worked in the past but to be open to new and better alternatives. Realistically, we teach that the decision maker should consider more than five in most cases, more than three at the barest minimum. This gets away from the trap of seeing "both sides of the situation" and limiting one's alternatives to two opposing choices; either this or that. order to have the profit that they need for that month. The criteria that has to be take note by is to improve the attendance of the employees, increase the productivity of NS Plastic and Metal Trading Sdn Bhd and prevent the company NS Plastic and Metal Trading Sdn Bhd from collapsing and avoid the bankruptcy issue which has been a controversy.

Step 3: Allocating Weights To The Criteria
The weights of each criteria was listed down. The rank was done from 1-5 to see the importance of the criteria. The weight allocation for the criteria for the poor employee attendance is stated in the table below:

CRITERIA | WEIGHTS | Improve the attendance | 4 | Increase the productivity | 4 | Collapsing prevention | 5 | Avoid the bankruptcy controversy | 5 |

STEP 4 : Developing Alternatives
The viable alternatives for the poor attendance of employees should be listed in order to solve the problem without evaluating them. The viable alternatives for the poor attendance of employees are deducting salary for absent days, fire the employees whom are absent without valid reason and deduct bonuses. The decision maker will only have all the facts in trivial cases. People always supplement what facts they have with assumptions and beliefs. This distinction between fact-based evaluation and non-fact -based evaluation is included to assist the decision maker in developing a "confidence score" for each alternative. The decision maker needs to determine not just what results each alternative could yield, but how probable it is that those results will be realized. The more the evaluation is fact-based, the more confident he/she can be that the expected outcome will occur.

Step 5: Analyzing Alternative The analysis for the alternative are carried out to see whether the alternatives can really be a good alternative for the poor attendance. If the alternative satisfy the decision criteria, that means the alternative is a good alternative. The following table shows the analysis of alternative: ALTERNATIVE | CRITERIA | | Improve the attendance | Increase the productivity | Collapsing prevention | Avoid the bankruptcy controversy | Salary deduction | / | / | / | / | Fire employees | / | | / | | Deduct bonus | / | / | / | |

Step 6: Selecting An Alternative When acting alone this is the natural next step after selecting the best alternative. When the decision maker is working in a team environment, this is where a proposal is made to the team, complete with a clear definition of the problem, a clear list of the alternatives that were considered and a clear rationale for the proposed solution. The best alternative should be chosen to solve the poor attendance of employees. For a better result, an alternative which satisfies all criteria or almost all should be chosen. For the poor employee attendance, salary deduction for absent days were selected because this alternative can improve the attendance of the employees because employees are very serious about salary deduction. Besides that, this alternative might increase the productivity of the company and in order of that, the company can be prevented from collapsing and the can avoid the bankruptcy controversy.

Step 7: Implementing The Alternative
While this might seem obvious, it is necessary to make the point that deciding on the best alternative is not the same as doing something. The action itself is the first real, tangible step in changing the situation. It is not enough to think about it or talk about it or even decide to do it. A decision only counts when it is implemented. Once the best alternative is chosen, the alternative has to be implemented in few branches of NS Plastic & Metal Sdn Bhd to see the results of the selected alternative. The employees were given chance to participate in the decision-making process for them to support the decision Step 8: Evaluating Decision Effectiveness The last step in this decision making process involves evaluating the outcome or result of the decision to see whether the problem was resolved. If the evaluation shows that the problem still exists, then the manager needs to acsess what went wrong. When the good results were seen after implementing the alternative, the alternative is applied at branches NS Plastic and Metal Trading Sdn Bhd all over the world and the attendance of the employees has improved and the productivity of NS Plastic and Metal Trading Sdn Bhd has in creased. Besides that, the company has been prevented from collapsing and the bankruptcy controversy has avoided.

Four Ways Managers Make Decisions

PLANNING
Planning is the function of management that involves setting objectives and determining a course of action for achieving these objectives. Managers of NS Plastic & Metal Trading Sdn Bhd has been aware of environmental conditions facing their organization and forecast future conditions. The process begins with environmental scanning, which means that NS Plastic & Metal Trading Sdn Bhd must be aware of the critical contingencies facing their organization in terms of economic conditions, their competitors, and their customers. NS Plastic & Metal Trading Sdn Bhd must then attempt to forecast future conditions. These forecasts form the basis for planning. NS Plastic & Metal Trading Sdn Bhd must establish objectives, which are statements of what needs to be achieved and when. NS Plastic & Metal Trading Sdn Bhd must then identify alternative courses of action for achieving objectives. After evaluating the various alternatives, planners must make decisions about the best courses of action for achieving objectives. They must then formulate necessary steps and ensure effective implementation of plans. Finally, NS Plastic & Metal Trading Sdn Bhd must constantly evaluate the success of their plans and take corrective action when necessary.

ORGANIZING
The structure of the organization is the framework within which effort is coordinated. The structure is usually represented by an NS Plastic & Metal Trading Sdn Bhd organization chart, which provides a graphic representation of the chain of command within an organization. Organizing also involves the design of individual jobs within the organization. Decisions were made about the duties and responsibilities of individual jobs as well as the manner in which the duties should be carried out. Decisions made about the nature of jobs within the organization are generally called "job design" decisions. Organizing at the level of the organization involves deciding how best to departmentalize, or cluster jobs into departments to effectively coordinate effort. NS Plastic & Metal Trading Sdn Bhd utilize multiple methods of departmentalization.

LEADING
Leading involves influencing others toward the attainment of organizational objectives. Effective leading requires the manager in NS Plastic & Metal Trading Sdn Bhd to motivate subordinates, communicate effectively, and effectively use power. If managers are effective leaders, their subordinates will be enthusiastic about exerting effort toward the attainment of organizational objectives. To become effective at leading, managers in NS Plastic & Metal Trading Sdn Bhd must first understand their subordinates' personalities, values, attitudes, and emotions. Therefore, the behavioral sciences have made many contributions to the understanding of this function of management. Personality research and studies of job attitudes provide important information as to how managers can most effectively lead subordinates.

CONTROLLING
Controlling involves ensuring that performance does not deviate from standards. Controlling consists of three steps, which include establishing performance standards, comparing actual performance against standards, and taking corrective action when necessary. Performance standards in NS Plastic & Metal Trading Sdn Bhd are often stated in monetary terms such as revenue, costs, or profits, but may also be stated in other terms, such as units produced, number of defective products, or levels of customer service. Managers at all levels in NS Plastic & Metal Trading Sdn Bhd engage in the managerial function of controlling to some degree. The managerial function of controlling should not be confused with control in the behavioral or manipulative sense. This function does not imply that managers should attempt to control or manipulate the personalities, values, attitudes, or emotions of their subordinates. Instead, this function of management concerns the manager's role in taking necessary actions to ensure that the work-related activities of subordinates are consistent with and contributing toward the accomplishment of organizational and departmental objectives.

MAKING DECISIONS: RATIONALITY
Rational decision making in NS Plastic & Metal Trading Sdn Bhd involve a cognitive process where each step follows in a logical order from the one before. By cognitive, it is based on thinking through and weighing up the alternatives to come up with the best potential result. There are different types of rational models and the number of steps involved, and even the steps themselves, will differ in different models. Some people assume that decision making is equivalent to problem solving. Some decisions in NS Plastic & Metal Trading Sdn Bhd however are not problem oriented.

MAKING DECISIONS: BOUNDED RATIONALITY
Bounded rationality is the idea in decision-making, rationality of individuals is limited by the information they have, the cognitive limitations of their minds and the finite time they have to make a decision. It was proposed by Herbert A. Simon as an alternative basis for the mathematical modeling of decision making, as used in economics, political science and related disciplines; it complements rationality as optimization, which views decision-making as a fully rational process of finding an optimal choice given the information available. Another way to look at bounded rationality is that, because decision-makers lack the ability and resources to arrive at the optimal solution, they instead apply their rationality only after having greatly simplified the choices available. Thus the decision-maker is a satisfier, one seeking a satisfactory solution rather than the optimal one. Simon used the analogy of a pair of scissors, where one blade is the "cognitive limitations" of actual humans and the other the "structures of the environment"; minds with limited cognitive resources can thus be successful by exploiting pre-existing structure and regularity in the environment.

MAKING DECISIONS: THE ROLE OF INTUITION
Intuitive decision-making can be described as the process by which information acquired through associated learning and stored in long-term memory is accessed unconsciously to form the basis of a judgment or decision. This information can be transferred through affect induced by exposure to available options, or through unconscious cognition. Intuition is based on the implicit knowledge available to the decision-maker. Intuition is the mechanism by which this implicit knowledge is brought to the forefront of the decision-making process. Some definitions of intuition in the context of decision-making point to the importance of recognizing cues and patterns in one’s environment and then using them to improve one’s problem solving.

MAKING DECISIONS: THE ROLE OF EVIDENCE BASED MANAGEMENT
Evidence-based management entails managerial decisions and organizational practices informed by the best available scientific evidence, where best evidence is understood in terms of norms from the natural sciences. Like its counterparts in medicineand to a lesser extent education, the judgments EBMgt entails also consider the circumstances and ethical concerns managerial decisions involve. In contrast to medicine in particular, however, contemporary managers and management educators make limited use of the vast behavioral science evidence base relevant to effective management practice. An important part of EBMgt is educating current and future managers in evidence-based practices. The EBMgt website maintained at Stanford University provides a repository of syllabi, cases, and tools that can inform the teaching of evidence-based management.

Types Of Decisions And Decision-Making Conditions

Types of decisions
Quoted from Management text book 12th edition by Stephen P. Robbins and Mary Coulter, “Managers in all kinds of organizations face different types of problems and decisions as they do their jobs.” There are two different types of decisions that managers can use which are programmed decisions that specialized for structured problems and non-programmed decisions for unstructured problems. * Structured Problems and Programmed Decisions
Structured problems are straightforward, familiar and easily defined problems. It is a problem that always occurred in the organization and involved lower levels of management. For example from NS Plastic and Metal Trading Sdn Bhd, the problem that frequently happened is loitering. The employees always loitering during work in the latrine which had led to decrease in productivity.
So, to solve this problem, the chairman and managing director of NS Plastic and Metal Trading Sdn Bhd had decided to lock the latrine and enforced a rule that whenever the employees want to go to the latrine, they have to request a permission from managers. The decision done by the chairman is a programmed decisions where this decision is a repetitive decision that can be handled by a routine approach. The goal for this type of decision is clear and specific as to solve the loitering among employees which also to increase the productivity among employees.
The types of programmed decision are procedure, rule and policy. Procedure is a series of sequential steps used to respond to a well-structured problem while policy is a guideline for making decisions. Meanwhile, rule is an explicit statement that tells managers what can or cannot be done which applied by the chairman as he limited the usage of latrine and put a rule that whoever want use the latrine had to request from managers in the office. * Unstructured Problems and Non-programmed Decisions
Unstructured problems are problems that are new or unusual and for which information is ambiguous or incomplete which usually involved upper level of management. The type of decision to solve this unstructured problem is called non-programmed decision which the time frame for a solution is relatively long and it requires good judgment and creativity. However, for this unstructured problems and non-programmed decisions, we cannot get any information as the interviewee only talked about loitering which is a structured problem.
Decision-making conditions
There are three different conditions that managers had to face when making decisions which are certainty, risk and uncertainty. * Certainty
Certainty is a situation in which a manager can make accurate decisions because the outcome of every alternative choice is known. For example, when the rule regarding the usage of latrine is established, the outcome is already known as the productivity of the employees will increase as there will be less employees loitering during working hours. Furthermore, the chairman also certain that the rule will be abide by all employees as it was enforced by him who is the owner of the company. * Risk
Risk is a situation in which the manager is able to estimate the likelihood or probability of outcomes that result from the choice of particular alternatives. This condition usually based on historical data from past personal experience or secondary information which help the managers to make decision. Unfortunately, regarding this condition, it was not related to NS Plastic and Metal Trading Sdn Bhd because any decision that was made by the chairman regarding loitering, the chairman was certain about the outcome of his decisions.

* Uncertainty
Uncertainty is a situation in which a decision maker has neither certainty nor reasonable probability estimate available. This condition has limited information which prevents estimation of the outcome probabilities for alternatives associated with the problem and may force managers to rely on intuition, hunches, and “gut feeling”. The same with risk condition, uncertainty condition did not relate with the decision made by the chairman regarding loitering. Decision Making And Consequences Of Biases In Organization Decision-Making Biases And Errors When managers make decisions, they can use “rule of thumb” or known as heuristics which can simplify their decision making. However, these rule are not entirely reliable as they can lead to errors and biases in processing and evaluating information. According to the Management textbook, there are 12 common decision errors and biases that managers make. 1. Overconfidence Overconfidence bias is holding unrealistically positive views of oneself and one’s performance. This bias can be seen in the decision made by the chairman as he is confidence that the employees will follow the decision that he made to reduce loitering in his company. However, the decision made was only related to loitering in the latrine not outside latrine or any place that employees can idle around. 2. Immediate Gratification Immediate gratification bias is whenever managers choose alternatives that offer immediate rewards and avoid immediate costs. This bias also can be related to the decision made as the solution can only be temporarily as employees may find other places to idle around and there is no long-term solution for this problem. The immediate rewards occurred is the productivity of employees has increased but for how long can the solution help to solve loitering during working hours. 3. Anchoring Effect Anchoring effect describes how decision makers focus on initial information as a starting point and then, once set, fail to effectively adjust for subsequent information. This error is not occurred in the decision made regarding loitering in latrine. 4. Selective Perception Selective perception bias is happened when the decision makers selecting, organizing and interpreting events based on their biased perceptions such as first impressions, ideas, prices and estimates. This bias usually influences the information they pay attention to, the problems they identify, and the alternatives they develop. This bias has no relative to the decision made regarding loitering in the latrine. 5. Confirmation Confirmation bias is where decision makers who seek out information that reaffirms their past choices and overlook information that contradicts past judgments. This bias also has no relation with the decision made on employees idling in the latrine. 6. Framing Framing bias is when decision makers select and highlight certain aspects of a situation while excluding others. This bias may happened in the company as loitering problem only focusing on non-managerial employees or those in production line as the problem majorly affect the output which can be clearly seen unlike those who work in the office. 7. Availability The availability bias only happen when decision makers tend to remember events that are the most recent and vivid in their memory. As a result, it changes their ability to recall events in an objective manner and results in mislead judgments and probability estimates. This bias may occurred in the company as the chairman may only seen the idle of employees happened in the latrine, how about other places or when he was not around, are the employees working diligently to achieve their target production for one day? 8. Representation Representation bias occurred when decision makers assess the possibility of an event to resemble other events or set of events which lead them to draw the similarities and seeing identical situations when none exists. This type of bias is not related to the decision made for loitering in latrine problem in the company. 9. Randomness Randomness bias describes the actions of decision makers who try to create meaning out of random events as the reason for this is because most decision makers have difficulty dealing with chance and there is nothing can be done to predict them. This is not related to the loitering problem as this problem can be predicted by the employers. 10. Sunk Costs Sunk cost error occurs when decision makers forget that current choices cannot correct the past events and relate only to future consequences. This error has no relation to the loitering problem or the decision made by the company. 11. Self-serving Self-serving bias is when decision makers quick to take credit for their successes and also swiftly blame failures on outside factors. This bias is absolutely no relation to the decision made by the company regarding loitering in the latrine. 12. Hindsight Lastly, hindsight bias is the tendency for decision makers to falsely believe that they would have accurately predicted the outcome of an event once that outcome is actually know. This bias has no relation with the problem regarding loitering in latrine or the decision made.

Effective Decision-Making Techniques

Understand culture difference.
Managers of Plastic and Metal Sdn. Bhd wants to make good decision. However, there is only one “best” way world wide to made decision. It depends on the values, beliefs, attitudes and behavioral patterns.

Create standards for good decisions making.
Good decision are forward looking, use available information, consider all available and viable option. Managers in Plastic and Metal Sdn. Bhd create all this standards.

Use an effective decision making process.
Experts say an effective decision making process of six. * It focus on what important * Its logical an consistent * It acknowledges both subjective and objective * It request as much information an analysis * It encourages and guides the gathering of relevant * Its straight forward easy to use flexible

Build an organization that can spot the unexpected and quickly adapt to the change environment.
Managers in Plastic and Metal Sdn. Bhd is alert to the smallest deviations and react quickly to anything that doesn’t fit with the expectations.

Strategic Management In Organization
Strategic management is about the strategic coordination of efforts. Communicating with all the stakeholders involved in a project so that they understand and accept its goals. It creates atmosphere for a better teamwork as team members know what they are meant to achieve both as a team and in carrying out their individual roles on that team. If an employee or consultant is not able to work toward the goal in question for whatever reason, or needs retraining or other support, it becomes evident quickly enough and the necessary adjustments to the team can be made. Being able to answer the question "What Is Strategic Management" means being able to set the goals which a firm or project needs to achieve, and making sure that everyone in the organization understands his responsibility toward achieving those goals. Company values are the core beliefs that a company structures itself around. Whether it is how to treat customers and other employees or what they strive for and how employees want to feel when they work there. The importance of company values can be seen in a number of different ways. They help guide decision making, they inform customers about what the company stands for and what they can expect as a customer, and as a company they are valuable for recruiting and retention.

The Importance Of Strategic Management
It is goals-oriented management in which the mission and planned achievements of an organization are clearly set out and all management processes are designed and monitored toward reaching the Managers overall goals. Steps that have already been taken by NS Plastic & Metal Trading Sdn Bhd to reach the goals of the organization are carefully evaluated to make sure that employees have been carried out in the most efficient manner possible and that they were indeed in line with the overall goals as set forth in the mission statement which governs the strategic management Strategic management is also about the strategic coordination of efforts. Communicating with all the stakeholders involved in a project so that they understand and accept its goals. This is very important in Plastic & Metal company. It creates atmosphere for a better teamwork as team members know what they are meant to achieve both as a team and in carrying out their individual roles on that team. If an employee or consultant is not able to work toward the goal in question for whatever reason, or needs retraining or other support to maintain NS Plastic & Metal Trading Sdn.Bhd in high position, it becomes evident quickly enough and the necessary adjustments to the team can be made. It means being able to set the goals which a firm or project needs to achieve , and making sure that everyone in the employees understands managers responsibility toward achieving those goals.

Six Steps Of Strategic Management Process
-------------------------------------------------
Top of Form
Bottom of Form
A strategy is a plan of action that one uses in order to achieve their goals. Strategic management involves the forming and implementing of that plan by all managers within an organization. A strategy map is usually created which will align all of the companies efforts to work towards one collective goal or goals. It helps members at every level of the business to understand where they need to contribute and helps them see that they are part of something bigger. The actual decision making involved within the strategic management process used to only consist of top Executives. They would form the plan and then reiterate it to lower level managers however this is now shifting so that managers at all of the levels are involved in the whole process. This leads to better communication and more effective leadership. The strategic management process can help grow your business.The strategic management process is more than just a set of rules to follow. It is a philosophical approach to business. Upper management must think strategically first, then apply that thought to a process. The strategic management process is best implemented when everyone within the business understands the strategy. The five stages of the process are goal-setting, analysis, strategy formation, strategy implementation and strategy monitoring.
The strategic management process itself consists of the following 6 steps:
Step 1: Establish the vision, mission and goals of the organization
This step involves the clarification of what the company is and who they do business for. At the very basic level, it defines what product, service or good is going to be offered. The vision of the company refers to the future of it’s existence and serves the purpose to inspire and motivate members to work hard to achieve this vision. Establishing these 3 things helps the company to zone in on the ultimate goal so they know where to focus thei The purpose of goal-setting is to clarify the vision for your business. This stage consists of identifying three key facets: First, define both short- and long-term objectives. Second, identify the process of how to accomplish your objective. Finally, customize the process for your staff, give each person a task with which he can succeed. Keep in mind during this process your goals to be detailed, realistic and match the values of your vision. Typically, the final step in this stage is to write a mission statement that succinctly communicates your goals to both your shareholders and your staff.
Step 2: Analyze opportunities & threats:
This step is to analyze outside resources and competition. Through market research and studying the industry and any regulation requirements, the organization will be better able to anticipate the needs of it’s clientele. Studying competitors can help companies realize potential things that they should avoid doing or certain strategies that they can adopt that has worked for the other company.
Step 3: Analyze the internal strengths and potential weaknesses of the organization:
This step is meant for companies to see where they can improve within the confines of the business itself. Pinpointing any ‘weak links’ or potential problems can save the company a lot of time and money if they can fix the issue before it becomes a bigger one. This includes an audit of every department and can be accomplished by performance reviews of employees and an audit of all assets and resources the company has. Analysis is a key stage because the information gained in this stage will shape the next two stages. In this stage, gather as much information and data relevant to accomplishing your vision. The focus of the analysis should be on understanding the needs of the business as a sustainable entity, its strategic direction and identifying initiatives that will help your business grow. Examine any external or internal issues that can affect your goals and objectives. Make sure to identify both the strengths and weaknesses of your organization as well as any threats and opportunities that may arise along the path
Step 4: Analyzing strengths, weakness, opportunities and threats (SWOT) and begin forming the strategy:
The strengths and weaknesses of the internal resources plus knowing the existing opportunities and threats that exist outside of the company help to identify the main issues an organization needs to deal with when forming their strategy. The first step in forming a strategy is to review the information gleaned from completing the analysis. Determine what resources the business currently has that can help reach the defined goals and objectives. Identify any areas of which the business must seek external resources. The issues facing the company should be prioritized by their importance to your success. Once prioritized, begin formulating the strategy. Because business and economic situations are fluid, it is critical in this stage to develop alternative approaches that target each step of the plan.
Step 5: Implementing the strategy:
In order to get a strategic plan to work effectively, it must be implemented and executed properly. Some of the ways that strategies tend to fail are because of miscommunication among different levels of the organization and losing clarity of the tasks at hand. Strategic tasks should be defined and the abilities of the organization should be determined. There should be a timetable/agenda created that outlines the implementation as well as a plan. There are many different types of strategies but some of the main ones to note are: corporate strategy, business strategy, low-cost strategy, differentiation strategy and functional strategies. Successful strategy implementation is critical to the success of the business venture. This is the action stage of the strategic management process. If the overall strategy does not work with the business' current structure, a new structure should be installed at the beginning of this stage. Everyone within the organization must be made clear of their responsibilities and duties, and how that fits in with the overall goal. Additionally, any resources or funding for the venture must be secured at this point. Once the funding is in place and the employees are ready, execute the plan.

Step 6: Strategic Follow up:
After the strategy has been implemented, there needs to be a way to make sure that it is working. A control system should be put in place so that managers can evaluate the process. They need to be able to identify what’s working and what isn’t. The faster problems can be identified, the faster they can be resolved and improved. Strategy evaluation and control actions include performance measurements, consistent review of internal and external issues and making corrective actions when necessary. Any successful evaluation of the strategy begins with defining the parameters to be measured. These parameters should mirror the goals set in Stage 1. Determine the progress by measuring the actual results versus the plan. Monitoring internal and external issues will also enable you to react to any substantial change in your business environment. If you determine that the strategy is not moving the company toward its goal, take corrective actions. If those actions are not successful, then repeat the strategic management process. Because internal and external issues are constantly evolving, any data gained in this stage should be retained to help with any future strategies.

Three Types Of Corporate Strategies

The three main types of corporate strategies are growth, stability, and renewal. a. Growth
Plastic and Metal Sdn. Bhd expands the number of markets served or products offered, either through its current business or through new business. Because of its growth strategy, an organization may increase revenues, number of employees, or market share. Plastic and Metal Sdn. Bhd grow by using concentration, vertical integration, horizontal integration, or diversification. An organization that using concentration focuses on its primary line of business and increase the number of products offered or market served in that primary business. Not only that, a company also can choose to grow by using vertical integration, either backward, forward or both.

b. Stability
A stability strategy is a corporate strategy in which an organization continues to do what it is currently doing. Plastic and Metal Sdn. Bhd continuing to serve the same clients by offering the same product or service, maintaining market share, and sustaining the organization's current business operations. The organization does not grow, but does not fall behind, either. Furthermore, it’s a corporate strategies in which organization continues to do what it is currently doing.

c. Renewal
The two main types of renewal strategies are retrenchment and turnaround strategies. Managers need to develop strategies, called renewal strategies that address decline performance. There are two types of renewal strategies, retrenchment and turnaround. Not only that, its helps an organization stabilize operation, revitalize organizational resources capability and prepare to compete once. However, in a turnaround strategy, these measures are more extensive than in a retrenchment strategy.

Competitive Advantage And Competitive Strategies Used By Organization
The role of competitive advantage
Plastic and Metals Sdn. Bhd has competitive advantage because their company produce the product that using recycled LDPE plastic resin. Plastic resin LDPE resins are odorless white pellets or granules. These resins are thermoplastics made from ethylene with the repeating unit. They are stiff plastics but lack hardness and brittleness and have a somewhat waxy feel. LDPE resins are characterized bi molecular weight, density, and melt index (MI, a measure of flow rate under prescribed conditions of temperature and pressure).
LDPE resins can be blended with linear low density (LLDPE) or high density polyethylene (HDPE) resins to tailor the physical characteristics for specific products. Low density polyethylene (LDPE) resins are polymers made from ethylene (ethane).These resins have good clarity, good moisture and gas barrier properties, can be heat-sealed, and are strong and flexible.
LDPE resins are manufactured as odorless white pellets or granules. The pellets are used in industrial fabrication processes such as blown and cast film, extrusion coatings, and injection molding. The resins are mainly used to manufacture films for packaging applications. Fresh milk and juice cartons are made with paperboard coated with LDPE film, making the cartons leak-proof. LDPE resins are also molded into durable products from power cables to toys.

Quality as a competitive advantage
Organization must apply quality management concept in an attempt to set themselves apart from competitors. If a business is able to continuously improve the quality and reliability of its product, it may have a competitive advantage that cannot be taken away. For Plastic and Metals Sdn.Bhd, every employee has responsibility to maintain the high quality for every plastic have produced from the machinery with standard that had been list.

Design thinking as a competitive advantage
This company manager thinks in unusual way about what the business is and how it is doing, what it is business to do or solving wicked problem with creative resolution by thinking outside existing alternative and creating new alternatives. To remain relevant—to foster innovation—manager need to incorporate into thinking outcomes that are valid. That is, outcomes that produce a desired result even if the solution employed can’t produce a consistent, predictable outcome. A perfectly valid solution is one that produces a result that is shown, through the passage of time, to have been correct. It is best to have a system that incorporates both—validity and reliability—into their approach. Balancing and managing the two approaches—analytical and intuitive—is what design thinking is all about.

Five Forces Model
Threat of new entrants
Profitable markets that yield high returns will attract new firms. This results in many new entrants, which eventually will decrease profitability for all firms in the industry. Unless the entry of new firms can be blocked by incumbents, the abnormal profit rate will trend towards zero. The most attractive segment is one in which entry barriers are high and exit barriers are low. Few new firms can enter and non-performing firms can exit easily. The potential factors are buyer propensity to substitute, number of substitute products available in the market, ease of substitution and substandard product.

Threat of substitute products or services
The existence of products outside of the realm of the common product boundaries increases the propensity of customers to switch to alternatives. The factors for threat of substitute products and services in this company is buyer propensity to substitute, relative price performance of substitute, and number of substitute products available in the market.
Bargaining power of customers (buyers)
The bargaining power of customers is also described as the market of outputs: the ability of customers to put the firm under pressure, which also affects the customer's sensitivity to price changes. The buyer power is high if the buyer has many alternatives. The buyer power is low if they act independently.

Bargaining power of suppliers
The bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labor, and services to the firm can be a source of power over the firm when there are few substitutes. This company’s factors are presence of substitute inputs and supplier competition, the ability to forward vertically integrate and cut out the buyer.

Intensity of competitive rivalry
For this most industries the intensity of competitive rivalry is the major determinant of the competitiveness of the industry. As for this company, the factors of competitive rivalry sustainable competitive advantage through innovation, competition between online and offline companies, level of advertising expense, powerful competitive strategy, firm concentration ratio, and degree of transparency.

Current Strategic Management Issues
E-Business Strategies
E-Business strategy is not just for Internet Businesses. An e-business strategy is essential to any organization conducting business over the Internet. It defines both your short-term and long-term e-business goals and involves careful and skilled planning. E-Business strategy is part of your corporate strategy and business plan, and also interconnects with other plans including your marketing, organizational and IT strategic plans. This company also using E-Business strategy, we can see that from their own web side http://www.nsplasmet.com. From this web side customer can find much information about the company such as product, process flow, facilities and equipment, machinery, how to contact them.

Customer Service Strategy
To cater to the ongoing demand from customers and suppliers, the company does hire very reliable Third party transport providers who are experts in logistics. They will see to it that company’s collections from customers and suppliers are properly stored, packaged and shipped in timely manner.
Innovation strategies
This company provides guidance to its "entrepreneurial" teams that they should use the "lean startup" model. Their strategies combine strategic thinking with the practical tools required for driving forward new products, services, and strategies, all focused first and foremost on leapfrogging to the next big thing.

CONCLUSION In a nutshell, NS Plastic & Metal Trading Sdn Bhd (933699-P) is a locally incorporated company under the companies act 1965 section 16(4) of the Malaysian Law. NS Plastic & Metal Trading Sdn Bhd have developed their own strategy in buying and selling all kind of non- hazardous recycled plastics. It is their aim to act as a supporting industry to all manufactures, contractors and individuals in order to create a clean and safe working environment. Understanding and awareness of environmental issues by the staffs at all level being the motivating factor to deliver the best service to the customers. NS Plastic & Metal Trading Sdn Bhd understand the industrial needs for proper waste disposal and with the acquired knowledge from local industrial attachment; they are confident and able to meet customer needs. NS Plastic & Metal Trading Sdn Bhd (933699-P) is fully committed in recycling plastic wastes into resins. To support goods and material transportation needs, they own two five ton Lorries and two Forklifts. The entire service is customized to give maximum benefit to the customer in efficiency whilst ensuring the highest levels of safety in operation. The problems faced NS Plastic and Metal Trading Sdn Bhd is poor attendance of employees. In accordance of that, the productivity of company has decreased. The criteria that has to be take note by is to improve the attendance of the employees, increase the productivity of NS Plastic and Metal Trading Sdn Bhd and prevent the company NS Plastic and Metal Trading Sdn Bhd from collapsing and avoid the bankruptcy issue which has been a controversy. The weights to the criteria is to improve the attendance, increase the productivity, collapsing prevention and to avoid the bankruptcy controversy. The viable alternatives for the poor attendance of employees are deducting salary for absent days, fire the employees whom are absent without valid reason and deduct bonuses. The analysis for the alternative are carried out to see whether the alternatives can really be a good alternative for the poor attendance. If the alternative satisfy the decision criteria, that means the alternative is a good alternative. The best alternative should be chosen to solve the poor attendance of employees. For a better result, an alternative which satisfies all criteria or almost all should be chosen. For the poor employee attendance, salary deduction for absent days were selected because this alternative can improve the attendance of the employees because employees are very serious about salary deduction. Besides that, this alternative might increase the productivity of the company and in order of that, the company can be prevented from collapsing and the can avoid the bankruptcy controversy. Once the best alternative is chosen, the alternative has to be implemented in few branches of NS Plastic & Metal Sdn Bhd to see the results of the selected alternative. The employees were given chance to participate in the decision-making process for them to support the decision. When the good results were seen after implementing the alternative, the alternative is applied at branches NS Plastic and Metal Trading Sdn Bhd all over the world and the attendance of the employees has improved and the productivity of NS Plastic and Metal Trading Sdn Bhd has in creased. Besides that, the company has been prevented from collapsing and the bankruptcy controversy has avoided. The management functions of planning, organizing, leading, and controlling are widely considered to be the best means of describing the manager's job as well as the best way to classify accumulated knowledge about the study of management. Although there have been tremendous changes in the environment faced by managers and the tools used by managers to perform their roles, managers still perform these essential functions. There are two different types of decisions that managers can use which are programmed decisions that specialized for structured problems and non-programmed decisions for unstructured problems. There are three different conditions that managers had to face when making decisions which are certainty, risk and uncertainty. There are 12 common decision errors and biases that managers make. Strategic management is about the strategic coordination of efforts. This is very important in Plastic & Metal company. It creates atmosphere for a better teamwork as team members know what they are meant to achieve both as a team and in carrying out their individual roles on that team. A strategy is a plan of action that one uses in order to achieve their goals. Strategic management involves the forming and implementing of that plan by all managers within an organization. The three main types of corporate strategies are growth, stability, and renewal. Plastic and Metals Sdn. Bhd has competitive advantage because their company produce the product that using recycled LDPE plastic resin. For Plastic and Metals Sdn.Bhd, every employee has responsibility to maintain the high quality for every plastic have produced from the machinery with standard that had been list. This company manager thinks in unusual way about what the business is and how it is doing, what it is business to do or solving wicked problem with creative resolution by thinking outside existing alternative and creating new alternatives. This company also using E-Business strategy, we can see that from their own web side http://www.nsplasmet.com. From this web side customer can find much information about the company such as product, process flow, facilities and equipment, machinery, how to contact them. To cater to the ongoing demand from customers and suppliers, the company does hire very reliable Third party transport providers who are experts in logistics. This company provides guidance to its "entrepreneurial" teams that they should use the "lean startup" model.