1. TABLE OF CONTENTS
TITLE PAGE
Introduction 1
Contents
 Company Background 1
 Company Vision 2
 Company Mission 2
 Company Objectives 2
 Organizational Chart 2
 Management Team& Board of Director 2
 Management Skills 3 – 4
 Management Function 4 – 7
Conclusion 7
References 8
Attachment 9 – 10

2. 1
INTRODUCTION
Management is the process of achieving goals and objectives effectively and efficiently though
and with other people. It is an essential for organized life and necessary to run all types of
management. Many of management thinker have defined management in their own ways. For
example, Van Fleet and Peterson define management, “as a set of activities directed at the
efficient and effective utilization of resources in the pursuit of one or more goals.”
The practice of management is as old as human civilization. However, the study of
management in a systematic and scientific way as a distinct body of knowledge is only of
recent origin. Management in some form or another is an integral part of living and is essential
wherever human efforts are to be undertaken to achieve desired objectives. The basic
ingredients of management are always at play, whether we manage our lives or our business.
1.0 COMPANY BACKGROUND
Kelana Mekar was an established as a Sendirian Berhad company on 13th
January
1992. This company is a company owned by ‘Bumiputra’ 100% and have been
registered with “Pusat Pendaftaran Kontraktor” (PPK) in Class A and Institude of
Construction Industry Development Malaysia (CIDB) in Grade G5.
With a fully commitment in the role as contractors who are dedicated, it is have
started its operations in 1992 as a Contractor Class C and then Class BX till now it is
attended with the PKK as a Contractor Class A, Grade G7. This company involved
unlimited project to road pavement work. It had also completed several others civil
engineering works in storm water drainage, surfaceroadside, highway project and also
the building.
Kelana Mekar has also victorious setting up some big project with commitment
and leadership to achieve a high stage and the position for forward from trail to trail as
well as the help rather than the various partners and institutions financial which
indirectly has helped the company.

3. 2
This company at all times, places utmost priority on its clients need and believes that
its clients are entitled to the best of its services available.
1.1 COMPANY VISION
To be the preferred contractor of choice.
1.2 COMPANY MISSION
To perform for our customers the highest level of quality construction services.
1.3 COMPANY OBJECTIVES
The company keeps adapting to the changes in the business environment. The
targeted objectives of the company :
1. Development of all the elements of road maintenance and protection
2. Enlarging the activities by carrying out the building construction facilities
1.4 ORGANIZATIONAL CHART
Refer to attachment
1.5 MANAGEMENT TEAM AND BOARD OF DIRECTORS
Refer to attachment

4. 3
2.0 MANAGEMENT SKILLS
Management skills are knowledge and ability of the individuals in a managerial position
to fulfil some specific management activities or task. This knowledge and ability can
be learned and practiced. When we talk about management skills, actually we are
talking about the skill of a manager to maintain high efficiency in the way how his/her
employees complete their everyday working task. Because of that, the manager will
need skills that will help them to manage people and technology to ensure an effective
realization of their working duties.
Types of managerial skills that I need to apply in Kelana Mekar Sdn Bhd is
technical skills, conceptual skills and human skills. Why these managerial skills are
important and I want to apply in this company, which it’s a construction company?
Firstly, the reason I want to apply technical skills in the industry because it is
the ability to carry out a task associated with technical roles likes IT, engineering,
mechanics, accounting and marketing. The technical skill are important for a number
of reason. It will help the employees work more efficiently and make employees are
more valuable candidate for employer. In a construction company or any industry, they
need to do some programming, designing, marketing, handling project management
and so on. So, if the employees do not have the technical skill, how can they work
better and be valuable for employer?
Conceptual skill is also the skill that need to apply in industry because this skill
is include the ability to view the organization as a whole, understand how the various
parts are interdepended and assess how the organization relates to its external
environment. The manager is able to see entire concept, analyse and diagnose a
problem and find creative solution. This help the manager to effectively predict hurdles
their department or the business as a whole may face. Good conceptual skills are
especially necessary for managers at the top of the management pyramid, where
strategic planning takes place.

5. 4
A successful construction careers or any careers in industry, not only depend
on technical and conceptual skill but its depend on human skill too. This is the case
people person skill or human skill or its also called as soft skill, which are necessary
for managers. Some of the important soft skill or human skills include communication,
leadership and teamwork. In industry Communication is an essential skill for just about
any job, but it’s particularly important in construction because of the intricate nature of
building projects.While verbal communicationis vital, nonverbal communicationis also
very important. where there is little or no communication, no teamwork, and a lack of
leadership are literally and figuratively disastrous.
Management skills are important for many reasons. They position you to act as
an effective leader and problem-solver in so many situations. Work on honing these
skills and watch how they can impact your job performance and opportunities.
Specialized areas of knowledge and expertise and the ability to apply that knowledge
make up a manager’s technical skills. Conceptual skills include the ability to view the
organization as a whole, understand how the various parts are interdependent, and
assess how the organization relates to its external environment. Human relations skills
include the ability to understand human behaviour, to communicate effectively with
others, and to motivate individuals to accomplish their objectives.
3.0 MANAGEMENT FUNCTIONS
Management is a process with emphasizes that all managers, regardless and their
specific aptitudes or skills, engage in certain interrelated functions to achieve certain
desired goals. What do managers actually to do? Managers need to have a good
management system because their primary challenge is to solve problem creatively.
Good managers discover how to master four function of management which is POLC.
POLC is stand for P-Planning, O-Organising, L-Leading and C-Controlling.
3.1 P - Planning
Planning is the first and the most important function of management that
involves setting objectives and determining a course of action for achieving
those objectives. Plans should be regularly reviewed and adjusted based on

6. 5
performance in order for them to remain on target. There are three good points
for planning. Its dedicate a time each day to review your plan’s performance
and make any necessary adjustments, include preventative action and
contingency within your plan – no matter how far ahead you may be thinking,
disasters do happen and this will help you get through them sooner and coming
up with effective strategies can often take longer than you think.
Planning is divided by three categories which is strategic planning,
tactical planning and operational planning. Strategic planning involves
analyzing competitive opportunities and threats, as well as the strengths and
weaknesses of the organization. It also involves determining how to position
the organization to compete effectively in their environment. Tactical planning
is creating the blueprint for the lager strategic plan. These plans are often short
term and are carried out by middle-level managers. Operational planning
generally covers the entire organization’s goals and objectives and put into
practice the ways and action steps to achieve the strategic plans. They are very
short terms usually less than a year.
3.2 O - Organizing
Organizing may be referred to as the process of arranging and distributing the
planned work, authority and resources among an organization’s members, so
they can achieve the organization’s goals. Organizing involves creating the
organizational structure, making organizational design decisions and making
job design decisions.
Organizing at the level of a particular job involves how best to design
individual jobs so as to most effectively utilize human resources. Traditionally,
job design was based on principles of division of labour and specialization,
which assumed that the more narrow the job content, the more proficient the
individual performing the job could become.

7. 6
3.3 L – Leading
Leading entails directing, influencing, and motivating employees to perform
essential tasks. It also involves the social and informal sources of influence to
inspire others. Effective managers lead subordinates through motivation to
progressively attain organizational objectives.
The behavioural sciences have made many contributions to
understanding this function of management. Personality research and studies
of job attitudes provide important information as to how managers can most
effectively lead subordinates. For example, this research tells us that to
become effective at leading, managers must first understand their
subordinates’ personalities, values, attitudes, and emotions.
3.4 C – 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 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 quality or customer service.
The managerial function of controlling should not be confused with control in
the behavioural or manipulative sense. This function does not imply that
managers should attempt to control or to 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.

8. 7
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.
4.0 CONCLUSION
Management is about getting things done. Leadership is about achieving goals by
creating a direction for a business and inspiring employees to take initiative and make
the right decisions. By developing leaders who are able to make decisions at a local
level, Enterprise can respond more closely to customer needs within a competitive
service industry. Its high levels of customer service provide it with competitive
advantage over its rivals.
In conclusion, management skills and functions are an important attribute of an
organization that can make or break it. The argument regarding which theory sums the
whole job more completely is less important than deriving strategies that can help
managers tackle various practical functions at workplace. The contemporary theories
of management assist managers ineffectively carrying out their jobs keeping in mind
the emerging trends and the factor of uncertainty. Thus, it will not be wrong to dub
them as more wholesome as compared to the historical ones.

9. 8
REFERENCES
1. Career Builder (2017), What are management skills and why are they important?
Received from : https://www.careerbuilder.com/advice/what-are-management-skills-
and-why-are-they-important
2. Lawrence J. Gitman (2018), Introduction of Business, BC Campus
Received from : https://opentextbc.ca/businessopenstax/chapter/managerial-skills/
3. Rachel Novotny (2018), 10 Essential Construction Worker Skills for Career Success,
eSUB Construction Software
Received from : https://esub.com/10-essential-construction-worker-skills-for-career-
success/
4. Houghton Mifflin Harcourt (2016), Functions of Managers, Cliffs Notes
Received from : https://www.cliffsnotes.com/study-guides/principles-of-
management/the-nature-of-management/functions-of-managers
5. Tony Loxton (2017), The POLC method: Tips for retail business management
performance, Blix
Received from : https://www.getblix.com/blog/the-polc-method-tips-for-retail-
business-management-performance

10. 9
ATTACHMENT
Organizational chart

11. 10
ATTACHMENT
Management Team / Board of Directors