...TALENT MANAGEMENT AT GOVERNMENT -LINKED COMPANIES (GLCs) Transformation • Innovation • Partnership © August 2009 Malaysia Productivity Corporation Talent Management at Government Linked Companies (GLCs) Page 2 Table of Content Preface Introduction 3 4 Talent Management at Government-linked Companies (GLC) Transformation • Innovation • Partnership Talent Management and GLC defined 5 Insights on TNB (Tenaga Nasional Berhad) 8 Insights on MAS (Malaysia Airlines) Summary 11 15 Talent Management at Government Linked Companies (GLCs) Page 3 Preface In today’s global business environment, talent becomes the potentially powerful source of competitive advantage. Talent management is the fundamental building block to creating an organisation that is capable of learning, innovating and changing, as well as executing new processes. Finding, acquiring and retaining the right talent complemented by correct management and support are necessary for sustainable competitiveness. This research explores the aspects of talent management among Government-linked companies (GLC) in Malaysia. The Government’s Orange Book on Strengthening Leadership Development of December 2006 provides insights into the transformation processes of GLC in talent management. The Orange book sets out a framework to assess and strengthen company-wide leadership development through talent management. With these in mind, initiatives were taken to research talent management initiatives...
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...MALAYSIA AIRLINE SYSTEM BHD (MAS). Company Profile Malaysia Airlines started when a joint initiative of the Ocean Steamship Company of Liverpool, the Straits Steamship of Singapore and Imperial Airways led to a proposal to the Colonial Staraits Settlement government to run air service between Penang and Singapore. The result was incorporation of Malayan Airways Limited (MAL) on 12 October 1937. On 2 April 1947, MAL took to the skies with its first commercial flight as the national airline. However, it was renamed as Malaysian Airlines. Soon after Borneo Airways was incorporated into MAL. In 1965, with the separation of Singapore from Malaysia, MAL became a bi-national airline and was renamed Malaysia-Singapore Airlines (MSA). A new logo was introduced and the airline grew exponentially with new services to Perth, Taipei, Rome and London. However, in 1973, the partners went separate ways. Malaysia introduced Malaysian Airline Limited, which was subsequently renamed Malaysian Airline System or in short, Malaysia Airlines. While MAS has grown to become Southeast Asia’s largest airlines, it also becomes one of the world’s premier international carriers. Malaysia Airlines is listed on the stock exchange of Bursa Malaysia under the name Malaysian Airline System Berhad. The Malaysia Airlines headquarters is located at Sultan Abdul Aziz Shah Airport Subang, Selangor, Malaysia. It is leading by the Chairman, Tan Sri Md Nor Yusof and Tengku Datuk Seri Azmil Zaharuddin as a Managing...
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...South Asian Journal of Business and Management Cases http://bmc.sagepub.com/ Business Turnaround Plan: The Experience of Malaysia Airlines Herwina Rosnan and Razmah Mahmod South Asian Journal of Business and Management Cases 2012 1: 211 DOI: 10.1177/2277977912459444 The online version of this article can be found at: http://bmc.sagepub.com/content/1/2/211 Published by: http://www.sagepublications.com On behalf of: Birla Institute of Management Technology Additional services and information for South Asian Journal of Business and Management Cases can be found at: Email Alerts: http://bmc.sagepub.com/cgi/alerts Subscriptions: http://bmc.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations: http://bmc.sagepub.com/content/1/2/211.refs.html Downloaded from bmc.sagepub.com at Fachhochschule Kufstein on December 3, 2013 >> Version of Record - Jan 8, 2013 What is This? Downloaded from bmc.sagepub.com at Fachhochschule Kufstein on December 3, 2013 Case Business Turnaround Plan: The Experience of Malaysia Airlines Herwina Rosnan Razmah Mahmod South Asian Journal of Business and Management Cases 1(2) 211–221 © 2012 Birla Institute of Management Technology SAGE Publications Los Angeles, London, New Delhi, Singapore, Washington DC DOI: 10.1177/2277977912459444 http://bmc.sagepub.com Abstract Malaysia Airlines (MAS) is the Malaysian national air carrier. It...
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...WILLIAM R. GROTEVANT Global Business partner – strategic planner – talent ACQUISITION ➢ Managed best-in-class Business Unit acquisition in Frankfurt Germany for Nypro Healthcare ➢ Advisory Board member for Pharmaceutical Packaging strategic initiative ➢ Sourced/hired senior level Design/Development team for new medical/surgical group ➢ Integrated PEAK Surgical (Palo Alto, CA) with Salient Technologies (Portsmouth, NH) MEDTRONIC, INC. Portsmouth, NH 2012 – Present Advanced Energy, LLC Global HR Director/Strategic Business Partner • Direct report to VP/GM global $300M surgical technologies business unit – HR/OD strategy. • Focus on 200 person commercial team – transition from distributorship model to B2 B direct sales. • Part of new leadership team – long-term strategic goal: $1B annual revenues by 2020. • Aggressive expansion plans in underserved surgical markets: India, China, and South America. • Executive staffing, succession planning, leadership development and talent management focus. • Driving unique high-performance culture setting the bar for MDT in double digit growth model. NYPRO, INC. Clinton, MA 2009 – 2012 Healthcare Global Business Unit $1.4B Global Medical Device Manufacturer Global Director, Human Resources • Sr. HR Executive for Healthcare Global Business Unit – reported to GBU Group President • Lead...
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...the brand are bad……………………………………….7 4.0 The major competitor of the favorite brand…………………………………..8 4.1 Malaysia Airlines (MAS) the major competitor of Air Asia………….....9 4.2 Competing brands in term of strategy marketing……………………….10 4.3 Difference between Air Asia and Malaysia Airlines (MAS)……………11 5.0 Conclusion………………………………………………………………………13 6.0 Reference………………………………………………………………………..14 1.0 Introduction The aim of this individual assignment of subjects BPMM3113 Brand Management is to make a bit of criticism in connection with the preferred brand and the brand also not favored. This task is also to evaluate the performance of a popular brand of airline Air Asia and also the favored brand of Air Rayani. For the main competition for Air Asia is Malaysia Airlines (MAS). The airline industry is a big industry, a large and rapidly growing nowadays. In those years ago, air travel has increased by 6% a year and scheduled airlines carry more than 1 billion passengers in 2008. In addition, in this study, both the company and the challenges will be discussed in more detail in this report. It will be discussed further in this study are the weaknesses, advantages and competitive strategy used in the aviation industry. MAS Airlines and Air Asia on profitability and liquidity ratios to assess business performance and also the strength of the two airlines were strong and powerful. The conclusions and recommendations which investors need to...
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...More Praise for the Second Edition of Beyond Change Management “Once again, Dean and Linda have nailed it! Beyond Change Management is an extraordinary book examining the shifts in change management that have occurred over the years. This book offers real, practical solutions for change practitioners to become extraordinary conscious change leaders.” —Darlene Meister, director, Unified Change Management, United States House of Representatives “Entering the offices recently of a highly respected Fortune 500 company, I was stunned by the enormity of change they were facing and at the same time how ill-equipped they were to deal with the challenges that lay ahead of them. They had little capacity to lead and manage the change required. And, of course, consulting firms were swarming all over them. Th ey needed this book by the Andersons to help them. In fact, Chapter Five alone on building organizational capability is worth the price of the book.” —W. Warner Burke, Ph.D., Edward Lee Thorndike Professor of Psychology and Education; chair, Department of Organization and Leadership; program coordinator, Graduate Programs in Social-Organizational Psychology, Teachers College, Columbia University “Beyond Change Management is a must-read for today’s C-Suite executives and those who lead organizational change. Change is a fact of life in all successful businesses. Based on this breakthrough construct, we now view our approach to transformational change as a strategic advantage. It is a way...
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...Concord Bookshop Paper HCS/587 Concord Bookshop Paper The Concord Bookshop was a thriving entity that provided many forms of literary materials to the community of New England. This 64 –year-old business began to experience a major slump because of the new innovative ways that literature can be obtained. Since the inception of this bookstore, much has changed in the industry as it pertains to the way books are printed. Technology has afforded many readers the ability to purchase a digital print of a book instead of actually buying a book or purchasing the book online at a fraction of the cost. This technique caused the bookshop to lose customers as well as money. To counteract this development the owners decided to implement some changes. The Phases In order for any organization to implement change, there are certain phases that employees should be walked through. Failure to do such will result in an atmosphere of further resistance. Though resistance is inevitable when it concerns change in the workforce, it has a way of escalating when the phases are not incorporated into the plan. Three phases that should be implemented in the revamping of an organization is turnaround, tools and techniques, and, transformation. The first phase, which is involves a turnaround deals with the improvement of an organizations finances. In improving finances there is an evaluation as to what is causing the decrease in the financial aspect of the organization. In this...
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...System Berhad (MAS) Malaysia Airlines (MAS), the countries’ national carrier was incorporated on 12th October 1937. First known as Malayan Airways Limited (MAL), it was a joint initiative of Ocean Steamship Company of Liverpool, the Straits Steamship of Singapore and Imperial Airways which proposed to Colonial Straits Settlement government to run an air service between Singapore and Penang. MAL’s first commercial flight was on 2nd April 1947. By the time of Malaysia formation in 1963, Malayan Airways Limited (MAL) changed its name to Malaysia Airlines Limited. Borneo Airways was incorporated soon after. Singapore’s separation from Malaysia saw the company renamed to Malaysia-Singapore Airlines (MSA) in 1965. In 1972, MSA went separate ways to become Singapore Airlines (SIA) and Malaysia Airline Limited (subsequently renamed to Malaysia Airline System (MAS)) independently. As of 31st December 2013, MAS operates a fleet of total 147 aircrafts (108 MAS + 39 Subsidiary). Other MAS subsidiary providing air services included MASkargo, Firefly and MASwings. MAS has been suffering from losses continuously since year 2011 even though revenue and passenger increased in the year 2013. Coupled with the MH370 and MH17 tragic incidents in year 2014, Malaysia government called for a recovery plan to be executed to turn MAS back to profitability. The recovery plan was put together by Khazanah Nasional (Federal government Investment Arm, which happens to be majority stakeholder of MAS) and to be...
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...Solutions, Inc. faces a crossroad in implementing change to its organization as a result of market changes. Two years ago, the company made a leap in to the network solutions business of designing and implementing complex computing networks. This change is resulting in new orders and now accounts for 20% of the total revenues of the company. The company’s Chief Executive Officer has made the decision to focus the company’s energy and resources on making the network solutions business account for 80% of the revenues. The Chief Operating Officer has been assigned the task of this major transformation. There are three major areas that will need to be addressed when considering these action plans: 1. Redesign the work environment and organization structure to move from the present departmental structure to the new team-based structure. 2. Develop new HR policies and programs to help employees make the transition. 3. Upgrade current employee skill sets and/or hire new employees with relevant skills. Internal and External Forces of Change Synergetic Solutions, Inc. is facing external changes that are forcing it to make internal changes in the company structure and way of doing business. Changes in technology are the most significant external factor facing Synergetic. Technology is Synergetic’s business – keeping up with market changes is what is needed to survive. Market-share is another factor that Synergetic will face. Not only will there be others entering the market...
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...Airlines 3 Unprofitable Stage 4 The Causes 6 The Recovery Plan 7 Explanations on government intervention 8 Who is Dato’ Sri Idris Jala? 9 Recommendation 10 Conclusions 11 References 12 Objective The objective of this research paper is to explain the meanings of unprofitable stage of Malaysia Airlines. On the other hand, this paper will also explain the causes of the unprofitable stage and the recovery plan that the company need to take in order to keep the plane on the skies. Introduction Malaysia Airlines System Berhads or known as Malaysia Airlines (MAS) is the largest airlines company in Malaysia. The airlines headquarters located at the grounds of Sultan Abdul Aziz Shah Airport in Greater, Kelang, Selangor. However, the home base of MAS is the largest airport in Malaysia, the Kuala Lumpur International Airport (KLIA). Base in KLIA, it enables the airlines to have a secondary hub at Kota Kinabalu, Sabah and Kuching, Sarawak. To meet their local customers need, Malaysia Airlines open two subsidiaries the Firefly and MASwings. Firefly is created in order to control the domestic market. Firefly which is located in Sultan Abdul Aziz Shah Airport will only fly in west Malaysia from its two home bases which are Sultan Abdul Aziz Shah Airport and Penang International Airport. However, it is different story for MASwings. In order to meet domestic customers need in east Malaysia or the Borneo, MAS created one new branch called MASwings which will only flight to...
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...Copyright Notice Staff and students of University of the West of England are reminded that copyright subsists in this extract and the work from which it was taken. This Digital Copy has been made under the terms of a CLA licence which allows only students registered for the named module to: View and download a copy; Print out a copy. Please note all other staff and students are only entitled to browse the material and should not download and/or print out a copy This Digital Copy and any digital or printed copy supplied to or made by you under the terms of this Licence are for use in connection with this Course of Study. You may retain such copies after the end of the course, but strictly for your own personal use. All copies (including electronic copies) shall include this Copyright Notice and shall be destroyed and/or deleted if and when required by the University of the West of England. Except as provided by copyright law, no further copying, storage or distribution (including by e-mail) is permitted without the consent of the copyright holder. The author (which term includes artists and other visual creators) has moral rights in the work and neither staff nor students may cause, or permit, the distortion, mutilation or other modification of the work, or any other derogatory treatment of it, which would be prejudicial to the honour or reputation of the author. Designated person authorising scanning: Anne Petrie Module: Managing Human Resources Module no: UMPCYC-15-M ISBN/ISSN:...
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...1 GE’s Two Decade Transformation Team Globalization Case Analysis GE’s Two Decade Transformation: Jack Welch’s Leadership Yasmine Abdo Al-Kouraishi Muhammad Howard Steven D. Johns Kenneth V. Oliver Kimberly N. Lomax AMBA 670 Managing Strategy in the Global Workplace July 25, 2012 2 GE’s Two Decade Transformation Executive Summary Team Globalization has conducted an in depth analysis on General Electric's (GE) two decade transformation achieved by the company’s former Chief Executive Officer (CEO) Jack Welch. This report consists of a reflective examination performed by the team, incorporating perspective gained through professional experience and key concepts gleaned from selected course reading selections. As CEO of GE, Jack Welch's management skills became legendary, with little tolerance for bureaucracy and archaic business processes. Acquiring new businesses and ensuring that each business unit under the GE umbrella was one of the best in its field was a primary concern for Mr. Welch. Under his guidance, the company expanded dramatically from 1981 to 2001 (GE, 2012). The culture of innovation and learning, which included incorporation of measures related to new product development, technological leadership, and rates of improvement, aided Welch and the company in defying the critics as the company continued to profit. 3 GE’s Two Decade Transformation Introduction Surviving in today’s challenging business environment necessitates innovative thinking in...
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...1 GE’s Two Decade Transformation Team Globalization Case Analysis GE’s Two Decade Transformation: Jack Welch’s Leadership Yasmine Abdo Al-Kouraishi Muhammad Howard Steven D. Johns Kenneth V. Oliver Kimberly N. Lomax AMBA 670 Managing Strategy in the Global Workplace July 25, 2012 2 GE’s Two Decade Transformation Executive Summary Team Globalization has conducted an in depth analysis on General Electric's (GE) two decade transformation achieved by the company’s former Chief Executive Officer (CEO) Jack Welch. This report consists of a reflective examination performed by the team, incorporating perspective gained through professional experience and key concepts gleaned from selected course reading selections. As CEO of GE, Jack Welch's management skills became legendary, with little tolerance for bureaucracy and archaic business processes. Acquiring new businesses and ensuring that each business unit under the GE umbrella was one of the best in its field was a primary concern for Mr. Welch. Under his guidance, the company expanded dramatically from 1981 to 2001 (GE, 2012). The culture of innovation and learning, which included incorporation of measures related to new product development, technological leadership, and rates of improvement, aided Welch and the company in defying the critics as the company continued to profit. 3 GE’s Two Decade Transformation Introduction Surviving in today’s challenging business environment necessitates...
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...of connected applications on the most advancedcellular network, encompassing 3G and 4G LTE technologies. Our passion drives us to innovate and market services that are worry-free and ‘Always On’ for our customers, so they can stay focused on the pursuit of their goals. For our enterprise customers, our integrated solutions are a compelling proposition which enables them to enhance their business goals. Our people are our competitive advantage. We prepare for the future today by developing the skills and talent of all employees, making Maxis a great place to work for great people. 2 Underpinning this is the MaxisWay, our approach to work that champions passion, positivity, and collaboration. Beyond connecting people with our services, we are passionate about making a positive impact on the community in which we operate. Our Corporate Responsibility efforts aim to develop and enrich our community, customer and partners, making working and learning fun, while advocating environmentally friendly practices. Table of Contents Overview Our Business Strategic Review 2 We Are Maxis 28 What We Do 40 Our Customers 6 How We’ve Performed 30 Directors’ Profiles 42 Our Products 7 Financial Highlights 37 Maxis Management Team 44 Our Network...
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...Entrepreneurial Leadership Melinda F. Thomas Lawrence B. Crowson The Business Enterprise BUS508 January 18, 2011 Discuss the common elements described in the theories/philosophies of Case, Kouzes, and Drucker including how their principles/strategies relate to the new definition of Entrepreneurial Leadership in today’s Dynamic Markets. Entrepreneurial Leadership is a difficult style of leading. Any entrepreneur that practice this style are generally is a risk taker who is willing to start, own, and operate a business Boone (2010). Steve Case (2010) spoke at Stanford University with plans and thoughts on one basic idea in terms of success, business, and any organization. It is important if you are focusing on being an entrepreneur, and it requires the leadership philosophies of people, passion, and perseverance. Former Chairman and CEO of AOL Steve Case (2010) “state these words as foundation of successful entrepreneurship”. Case’s entrepreneurial life continues with his business enterprise transformation. Its mission “is to partner with entrepreneurs in building business that gives people choices, control and convenience in important area of their life” (Case, 2010).Steve Case (2010) also has passion about our country struggling from economic depression, and knows there is only one thing to get it back on track. Case (2010) suggests “being in process and taking a risk and entrepreneurship.” There is a lot that can be done but the leadership can only do so...
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