Management Science Report

Taylor’s University Lakeside Campus

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Bachelor of Quantity Surveying (Honours)

SCHOOL OF ARCHITECTURE, BUILDING AND DESIGNBACHELOR OF QUANTITY SURVEYING (HONOURS)

MANAGEMENT SCIENCE MGT60203

Sunshine Sdn. Bhd.

Group Members Student IDAndrew Mah Koon Yan 0318798

Hor Weng Lim 0319441

Lu Siau Vay 0318567

Pan Lek Vun 0323164

Tan Zhao Ming 0318724

Yeo Dor Een 0316224

Sunshine Sdn. Bhd.Management Science | MGT60203


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Table of Contents

Contents Page

Table of Contents 2

Sunshine Sdn. Bhd. 3

Vision 4

Mission 4

Company Goals 5

Organisational Culture 6

Organisational Chart 7

Job Scopes & Responsibilities 9

Training & Development 13

Appendixes 17

References 24




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Sunshine Sdn. Bhd.

This company was formed when 6 people , namely Andrew Mah Koon Yan, Hor

Weng Lim, Lu Siau Vay, Pan Lek Vun, Tan Zhao Ming, and Yeo Dor Een, with

decades of experience in the field of construction industry, decided to come together

to work hand-in-hand in creating and operating a business. The name of the

company is called Sunshine Sdn. Bhd..

Why Sunshine Sdn. Bhd.? When the sun arises, it shines brightly like how the first

sunlight hits the part of the earth where dawn turns to sunrise. Just like how our

development of the company will first appear to change the way things work in the

industry.

When our company, Sunshine Sdn. Bhd., was formed, all the Board of Directors

decided to primarily focus on property development and construction. The

headquarters is located at Malacca City, Malacca. Besides that, as a property

developer, Sunshine also includes operating hotels of their own when the

construction of the hotel is completed as the tourism industry in Malaysia is still in the

blooming stage where more opportunities are available. Renovation of a building is

part of our expertise when it comes to existing buildings that is abandoned or used.




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Vision

To develop first class accommodation for everyone and become the people’s leading choice in hotels.

For our vision, we envision that in the future after our company has developed

overtime, we will be able to construct different types of high quality accommodation

to suit everyone’s needs all over Malaysia. With efficient management over the

hotels and top-tier employees, we will provide the best services to customers

ensuring the comfort and satisfaction of them come first. Leading the

accommodation industry, we will become the people’s first preferred destination in

their mind for lodging.

Mission

To maintain sustainable relationship with our customers and exceeding expectations through our exceptional services wherever possible.

The mission of our company is to maintain sustainable relationship with our

customers and exceeding expectations through our services wherever possible. Our

guests will be completely delighted and satisfied with our services. The most

important thing is that our customers feel that the price they paid for is worth it in

return. This ensures hotel’s long term profitability and sustainability. Dissatisfied

customers tell others about their experiences, so do satisfied customers. For now,

our business aimed for low income people or students who want for a staycation. A

good experience of staying for the customers is critical for the hotel to succeed in the

future.




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Company Goals

Short Term Goals

To fulfil all customer needs. To have a successful running hotel business in 1 year. To have good reviews in 2 years. To acquire an efficient management team and hotel employees

Long Term Goals

Increase the numbers of repeating customers by 30% in 5 years. To provide more accommodation services to different parts of the

Malaysia in 10 years. To construct a 5 star hotel in 10 years.

From vision and mission, we have to have goals not just as a person, but as a

company together. We came up with some short term goals and long term goals for

our company as a whole which includes the hotel business.

Our short term goals are to fulfil all customers’ needs. Providing a good and

nice service to them in order to let them have a good impression to us. Besides that,

we need to achieve a successfully running hotel business in one year. In order to

achieve this goal, we must run the business in a proper and professional way that

pleases both our stakeholders and guests. The other short term goal is to have good

reviews in two years, this can be achieve from the services from us towards to the

customers to let them have a good feedback to our hotel. Leaders must be leading

the team systematically in order to acquire an efficient team along with hotel

employees.

For a hotel business, not only short term goals, we must also have long term

goals. In five year time, we have to increase the numbers of repeating customers by

30%. For the next ten years, we have to provide accommodation services to different

parts of the Malaysia. In next ten years, we plan to construct a 5 star hotel with a

nice and elegant facilities for the customers.




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Organisational Culture

In a harsh working environment, employees will not be happy working for the

company. With unhappy employees comes low productivity. In order to avoid this is

through our difference in culture when compared to other companies.

Sunshine consist of not just monetary benefits, but multiple benefits in terms of

emotional support, mentality enhancement, and a great working environment offered

for everyone. Before entering into our company, our Human Resource manager will

conduct a thorough interview along with a personality test to avoid clashes with our

culture.

Our culture is very different from a typical company. The culture within us can be

known as the Horizontal Culture, where everyone is able to pitch-in ideas based on

what they feel best considering the situation because we have a small company that

works based on a small hierarchical system. We’re able to understand and adapt to

the market differences and changes, which says a lot about our flexibility.

Communication among the bosses and employees typically happens through face-

to-to-face talks and not emails or memos due to the high collaboration of everyone.

Goals will be set and defined to avoid downfall with the extreme flexibility given.

Teamwork is equally important as well because helping each other ensures that

there will be a small margin error with a perfect outcome. Sunshine believes in

teamwork very much because with a good working culture comes the best company.

Things like freedom of speech, wide range of dress code, astounding office layout

with an open concept, etc., contributes to how our culture enforces the ‘lifestyle’ in

Sunshine. When it comes to bosses and board of directors, there exist an

organisational hierarchy, but we completely discourage personal hierarchy among

employers and employees, which helps to maintain good relationship.

We have a monthly performance appraisals for every employees. Performance appraisal

is one of the things our company will do to achieve a better management performance

among the employees. Immediate managers will be the best person to conduct an

employee’s appraisal for a better understanding and evaluation. Employers will praise on

things that are done very well and comment on things that needs to be improved. It does

not only help the employees to develop their personal performance towards to company,

but it helps to strengthen the career planning pathway too.




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Organisational Chart

Our chart is shaped as a divisional structure due to our two different business

management that we have. One is property, the other hotel. It provides a much more

centralized that helps in the consistency of policies, performances, and procedures.

There is limited amount of authority given to other employees. The communication

gap among the vertical members in the chart may look big, but it wouldn’t be a

problem due to the recent startup of Sunshine.

Diagram 1 shows our organisational chart.




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Organisational Chart Diagram 1




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Job Scopes & Responsibilities

Listed below are the roles and responsibility of each respective employers &

employees.

Top Managers

President - The one that plans and directs the company’s goals, policies, operations,

and activities to achieve the highest profitability. The person that makes the decision

and manage the structure of the company. Highest in the organisational chart and

manages both property development & hotel management.

Property Director - The head of property development that manages the property

from acquisition to construction completion. Has a strong partnership with Hotel

Director to develop hotels for the company. One of the top liners that heads the

construction, finance, and development of property. Reports directly to the President.

Hotel Director - The head of the hotel business that manages all the hotels under the

company. Has a strong partnership with Property Director to provide the designs and

ideas for the hotel development. One of the top liners that oversees the sales &

marketing, finance, and operations of the hotel. Reports directly to the President.

Human Resource Director - The head that manages human resources that works

closely with the president for staff functions such as hiring and training of employees.

Also handles the intraorganisational relationships of the employees. The one that

conducts outing and activities like relationship developments and appraisals for the

employees.

Public Relations Director - A public representative of the company. Planning,

developing and implementing PR strategies, sales & marketing activities, organizing

events to establish reputation and relationship of the company such as exhibitions.

Handles the interorganisational relationships of companies in the economy and tells

the world about our company through media.

Finance Director - Oversees and handles the overall company’s accounting and

financial matter as well as the advisor for the finance element of the company. Works

closely with the President to establish an overall budget for the hotel and property

business. Works to establish a positive cash flow for the company.




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Middle Managers

Hotel Department

Head of Finance - Organizes and manages the budget, cost controlling, and other

financial matters of all the hotels under the company. Works closely with the Head of

Sales & Marketing and Head of Operations to run and develop the hotel the

business. Reports to the Hotel Director as well as the Finance Director of the

financial state for the hotels.

Head of Sales & Marketing - The one that promote the hotel’s business and boosts

the sales of hotels. Develops marketing opportunities, strategies and plans. Works

closely with the Head of Finance and Head of Operations to run and develop the

hotel the business. Reports to the Hotel Director as well as the Public Relations

Director.

Head of Operations - Oversee the operations of all hotels and manages the hotel

managers. Coordinate with Head of finance and Head of Sales & Marketing in the

Hotel Department to share hotel information and develop the hotel business of the

company. Report to the Hotel Director to update about hotel operations.

Property Department

Head of Finance - Oversees and manages the budget, cash flow and other financial

matters of property development of the company. Conduct cost planning and cost

controlling for development of property. Works closely with the Head of Property

Development & Management and Head of Construction to propose and advice on

the cost and budget of development. Reports to the Property Director as well as the

Finance Director about the financial state of the property department.

Head of Property Development & Management - The one that establish and plan

development strategies for the company. Conceptualize, search and obtain the land

for construction. Strategize the development of property to achieve maximum

profitability. Coordinates with Head of Construction to develop and construct facilities

that follows the design and standard required.

Head of Construction - Oversees the construction of facilities on sites obtained by

the company. Ensure the construction work done meet the quality standard, time




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frame and budget established by the company. Works alongside with Head of

Property Development & Management, and Head of Finance to construct buildings

that meets the quality standard, design requirement and budget.

First Line Managers

Hotel Department

Executive Cost Planner – Leads a team to do financial analyst of the economy and

conduct market research to forecast business conditions. The team also does cost

planning, cost controlling and set up a suitable development budget. Report to the

Head of Finance of Hotel Department and coordinate with the rest of the team to

analyze project’s financial feasibility.

Executive Accountant – Leads a team of accountants to manages, control and

record the financial matters of the hotel department including taxes and cash flow.

Analyzes business plan to develop ways to improve business efficiency and increase

profit.

Marketing Manager – Leads a team of advertisers and public relations specialist that

comes up with analysis and tactics of customer’s needs, product development,

product awareness and pricing. Reports to the Head of Sales & Marketing and works

closely with his team.

Hotel Managers – The head of hotel operations in a specific hotel that plans and

organizes the hotel to ensure that it is to running smoothly. The first person

employees in the hotel will go to if problem arises. Reports to Head of Operations

and works closely with Head of Sales & Marketing and Head of Finance.

Property Department

Executive Cost Planner - Leads a team to do financial analyst of the economy and

conduct market research to forecast business conditions. The team also does cost

planning, cost controlling and set up a suitable development budget. Report to the

Head of Finance of property development and coordinate with the development team

to analyze project’s financial feasibility.




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Executive Accountant - Leads a team of accountants to manages, control and record

the financial matters of the property department including taxes and cash flow.

Analyzes business plan to develop ways to improve business efficiency and increase

profit.

Project Manager - Provide overall direction and manages the company construction

project and the people involved in it including architects, engineers, quantity

surveyors and the workers. Makes recommendations on planning and design of

projects. Monitors daily progress and activities on site.

Site Manager - Manages the site facilities at the construction site and conducts

safety inspection at site to ensure construction and site safety. Also makes sure the

different regulations at site are followed and the quality is controlled and surveys the

site and plans to prevent problems on site before they occur, for example, planning

the delivery and storage of equipment and materials needed.

Development Manager - Identifies development opportunities that is suitable and

plans the development of acquired sites. Work together with the Procurement

Manager and Contract Manager to ensure a smooth and efficient process in

acquiring and planning of development at sites.

Procurement Manager - Negotiate to acquire sites at the best price. Develop

procurement strategies and search for suppliers to provide for development and

construction needs at a good price, quality and value. Monitor the supply

procurement process to ensure the continuous flow of supplies, the performance of

suppliers are up to standard and the price are reasonable in current market.

Contract Manager - Manages all the contracts under development and construction.

Negotiate and provide guidance on contractual matters. Work closely with other

professionals like site manager and suppliers to ensure everyone understands the

contract. Helps to prepare and present documents for tenders. Monitoring the whole

duration of contract to ensure the provisions in contract are followed. Hold meetings

to discuss problems, consider necessary changes and resolve disputes.




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Training & Development

1. Courses and Seminar (C&S)

The courses and seminars are part of the yearly training programs that not only train

our employees into having a better understanding of their job, but to develop their

skillsets that will help them in the future. Employees will learn to enhance their time

management skill, problem solving skill, communication skills, etc. But that’s not all,

the courses & seminars have a point system where employees have to collect points

by going to multiple talks. This is also a chance for employees and employers to

bond together.

Process – At the beginning of the year, a survey form will be released to the

company to understand and know what employees want to learn in the courses &

seminars. In terms of budget, a total of RM30 will be collected from each employees

regardless of whether they attend the C&S. If they chose to attend, it will be FOC as

the RM30 collected is considered a fund for it. Venue and speakers will be arranged

by the Human Resource Director. Since it’ll be held twice a year, the points system

will go on annually. Prizes and rewards will be given for employees with the highest

points. At the end of C&S, HR will request for feedbacks and suggestions for

improvement from everyone who attended this event.

Contents –

Courses – Soft skills Training : Time Management, Problem Solving,

Communication Skills, Leadership training, Technology & Skill Training,

Managerial Training

Seminars – Construction Basics, Hotel Basics

Learning Outcome –

Develop skills necessary to be competent in respective job positions.

Demonstrate self-improvement for each individual.

Evaluate the extent of skills possessed and determine improvement required.

Estimated no of Participants : 50 +-

Venue : Hard Rock Hotel, Malacca

When : After CNY & Raya (date varies every year)




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Duration : 2 days 1 night.

Trainers :

Courses : Refer to Appendix II and III

Seminar : Refer to Appendix IV and V

2. Management Game

Anyone from the organisational chart is recommended to attend this simulation.

Employees are required to learn and practice by making realistic decisions in

simulated environment. Employees will learn best when they are involved in

situations that requires them to give their inputs and not just a side-liners. This

activity also helps to promote organizational culture.

Process – A one day activity, HR will create an environment, not visually but more of

situations where employees will discuss among themselves to plan, make decisions,

and solve problems. Depending on the number of people participating, it is

recommended to have a maximum of 5 people in a team to have shorter information

flow and more efficient outcome. They will be competing with other teams for the

best decisions made. Rewards will be given to the best team chosen by the

president himself. After the activity, feedback will be given to the teams to help

members to improve. Team members will also give feedback to each other for each

member to understand their respective strength and weaknesses.


Develop problem solving and decision making skills.

Able to demonstrate effective communication and critical thinking

competency.

Learn to conduct efficient team building and time management to accomplish

tasks through teamwork within a time limit.

Number of Participants : Minimum 5 participants

Who : Anyone from the organisational chart




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Venue : Office of Sunshine Sdn. Bhd.

When : Annually around October

Duration : 1 working day

Trainers : Human Resource Department (Refer to Appendix I) and Top Managers

3. Orientation Training

When employees are hired, they will undergo orientation to better understand the

company such as the company’s mission, vision, goals, etc. Matters like our

company’s culture, respective department managers, personnel benefits, and e-mail

access are also transmitted through this program. This allows new employees to

work in this company comfortably in our new environment with new colleagues.

Contents –

Interactive Learning (IL) - Go their respective department and understand the

jobs, then make a video and present.

Job Interaction (JI) - Go to other departments and understand their job)

Process – Employees newly hired are required to go through Web orientation one

week before the actual start of the work. Web orientation will consist of the

organization’s mission, vision, goals and procedures either in the form of media or

PDF. The first day of work, employees will head straight to a short briefing of the job

scopes they will be understanding soon. As a team, new employees that hasn’t been

through orientation will undergo interactive learning and job interaction. Interactive

Learning is a mixture of new employees and employees that hasn’t been through

orientation to understand more about their departments and then make a video

together that shows their department’s policies and job scopes. Job Interaction is

when each individual goes to other departments and understand the procedure,

process and responsibilities for further learning and understanding the company as a

whole & how they work together as a team for the company to function. After both

activities ended, feedback are given to and by the participants.





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Be aware of the organization mission, vision, goals, and cultures.

Understand how the company works, ways of doing things and strategies.

Get to understand own and other department’s job scope, and their

colleagues.

Who : Freshly hired employees

Venue : Office of Sunshine Sdn. Bhd.

When : When new workers are hired (IL & JI to be conducted 3 times a year)

Duration : 2 working days

Trainer : Human Resource Department (Refer to Appendix I) & Respective

Managers of Departments.




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AppendixesAppendix I

Agnes Choon

“Passionate about continuous learning & growth,

coaching, culture, change management, people

development, performance management and total

reward.” The quote above is taken from Agnes Choon’s LinkedIn profile which truly describes her. A

HR manager that has more than 20 years of HR

background despite having a different academic

background. Understands 3 languages, namely

English, Mandarin, and Bahasa Malaysia. She possess multiple skills, to describe a

few which are human resources, talent acquisition, performance management,

employee engagement, and employee relations. By having the skills said above,

Agnes is able to come up with ideas for trainings and developments for companies

that seeks to grow and learn individually where she does best.

Academic Background –

- Bachelor of Business Administration (Honours) in Marketing from 1987 to

1990 at Universiti Kebangsaan Malaysia.

Job Experience –

- Human Resource Director for Sunshine Sdn. Bhd. from April 2016 to Present.

- General Manager, Human Resource & Administration for IJM Corporation

Berhad from April 2011 to March 2016 (4 years 11 months).

- Executive Search Associate for Bo Le Associates from January 2011 to April

2011 (4 months).

- Director, Human Capital for Green Packet Berhad from July 2008 to

December 2010 (2 years 6 months).

- HR Ops Leader, Malaysia; HR Business Partner, ED&S Asia Pacific for

Honeywell from 2006 to June 2008 (2 years).




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- Senior HR Manager for E&O Property Development Bhd from March 2005 to

May 2006 (1 year 3 months).

- HR Manager for Unza (Malaysia) Sdn Bhd from January 2000 to February

2005 (5 years 2 months).

- Manager, Human Resources for PricewaterhouseCoopers from 1994 to 1999

(5 years).

Appendix II

Dr. Andrew Ma

Profile-from Chorev Consulting International

Leadership Experience –

Dr. Ma is a seasoned leadership consultant and

coach who has conducted leadership development

programs to thousands of executives, managers and

university students in the world. He has extensive

global management experience in diversified

disciplines including marketing, business

development, strategic & product management,

system engineering, consultancy & training. Since

1994, he has worked in large multinational corporations as well as startups in

Canada, US (Silicon Valley) and Asia Pacific in the telecom and hi tech industries. In

2006, he transitioned from his management role into a full time consultant & coach in

order to pursue his passion – to develop & transform global leaders that impact the

world.

Corporate Training Experience:

Andrew is passionate about leadership development – helping global leaders to

excel in complex and dynamic environments while maintaining their own authenticity

and value convictions. Since 2006, Andrew has offered hundreds of management

training programs, team-building programs and talent development consultancy

services in Hong Kong, Mainland China, Taiwan, and South East Asian countries.




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He specializes in cross-generational leadership, cross-cultural leadership, mindful

leadership development using creative means such as forum theatre, meditation, e-

learning, m-learning, case methods, role plays, etc. Among some of his clients that

he has designed and conducted programs are GAP, Wyeth Nutrition, Dragages, HK

Cyberport, Kellogg – HKUST MBA program office, Amadeus, Cathay Pacific

Catering Asia-World Expo and Hong Kong Police Force with excellent client

feedback.

Education & Professional Accreditations –

Andrew has well-balanced education credentials. In 2014, he completed his Ph.D in

Global Leadership in Regent University, USA, with a research focus on cross-cultural

and cross generational leadership. Previously, he earned Executive MBA, Masters &

Bachelor Degree in Electrical Engineering, and a Bachelor Degree in Economics. He

is the world first Chinese speaking Master trainer of MRG LEA 360®, accredited

practitioner of Myers-Briggs Type Indicator ® Step I & II, certified trainer for J.

Maxwell 360 Leadership®, and certified trainer for Miller Heiman Strategic Selling®

and Conceptual Selling®. He is also one of the handful certified trainers of The

Potential Project Corporate Based Mindfulness Training (TPP CBMT) in G. China.

Besides working as a consultant and trainer, he also served part time lecturer in City

University & Baptist University in Hong Kong in offering courses such as Global

Business, Business Strategy and Business Ethics in the past years. He also has

been providing leadership development to university students in leading universities

such as Hong Kong University of Science and Technologies, City University, Peking

University, Tsinghua University in China since 2008.




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Appendix III

Jamali Bin Natijol

Centre for Competency-Based Learning and Development (CBLD)

Jamali is an accomplished trainer with a number of training

providers mainly IBMEC and CIE Learning with more than ten

years of training experience in the field of learning,

performance assessment and organizational development. A

firm believer in the principle of Applied Learning, he

advocates that adults learn best when their training is

challenging to their intellect and that they are able to see how

what is being trained can be applied to their day-to-day work.

Jamali literally lives the cliché that learning must be a fun and enjoyable experience.

This is especially so in the area of "soft skills" training.

Jamali specializes in Information and Communication Technology (ICT), train-the-

trainers (such as Methods of Instructions), Teambuilding and personal effectiveness

(such as Communication and Relationship Management, Problem Solving and

Decision Making, and Maintain Professional Image).

Jamali has effectively delivered training programmes to organizations from diverse

industries, employing appropriate training methodologies to ensure the transfer of

knowledge successfully. Partial list of the clients includes Ministry of Defence,

Singapore Civil Defence, Singapore General Hospital, Ministry of Health, Singapore

Police Force, Singapore Armed Forces, Housing and Development Board and

Ministry of Education.

Besides training, Jamali has done courseware development in Workplace

Information and Communication Technology (WICT), Safety and Security for

Hospitality Industry and Conversational Malay.

Jamali has a Masters Degree in Instructional Design and Technology from the

National Institute of Education/Nanyang Technological University of Singapore and a




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Bachelor of Science in Computer Science from the Staffordshire University, United

Kingdom. He also possesses an Advanced Certificate in Training and Assessment

(ACTA).

Appendix IV

Jackie Chan

A construction project manager with

more than 10 years’ experience in

the field involving various projects for

private sector and government

clients. Possessing strong

communication skills coupled with

his ability to lead through

unfavourable conditions have

enabled him to have a history of

completing projects on time, with

high quality and within budget. He

have thorough knowledge of legal

issues and safety in the construction

field with vast experience of managing technically complex projects and possesses a

forward-thinking approach to the management of clients & assignments. He is able

to manage the project delivery team excellently through entire project life-cycle, from

client enquiry to invoice. With excellent interpersonal skill, he is able to obtain

cooperation from a wide variety of sources, including senior management, clients

and other departments for smooth project process.

Key competencies –

- Effective time management and logical decision-making ability.

- Excellent communication skills.

- Capacity to motivate, lead and boost morale of team.


- Master of Project Management-(The University of Sydney)




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- Post graduate degree in Construction Management-(City University London)

- Bachelor’s degree in Civil Engineering-(University of New England)

Job Experience –

- Property Director, Sunshine Sdn. Bhd. (2016-Present)

- Senior Project Manager, Strike Construction Sdn. Bhd. (2011-2015)

- Project Manager, Perdana Sdn. Bhd. (2004-2010)

- Construction Engineer, Sunway Construction Sdn. Bhd. (1999-2003)

Appendix V

Chow Yuen Fei

A highly experienced Hospitality Management professional with more than 15

years of experience in hotel operations. He is able to provide the strategic vision

and tactical oversight in the development and implementation of hotel operational

practices that boost profitability, enhance community reputation, and ensure

conformity to brand standards.

Besides having in-depth knowledge of the hotel, hospitality, leisure and service

sector, he has extensive customer facing experience and is able to identify,

understand & give priority to urgent issues of customers. With this, he can deal

with challenging situations faced by the hotel calmly and professionally.

He also possesses a strong commitment in providing the highest level of loyalty and

service to his employers, colleagues & hotel patrons. Secondly, he has the ability to

develop and maintain a close working relationship with senior managers, which in

turn helps him to gain an in-depth understanding of the employer’s needs, goals and

ambitions. Thirdly, his habit of constantly reviewing processes and identifying ways

to improve efficiency & service helps to reduce overall costs.

He also hold a Certified Hotel Administrator (CHA) certification; one of the most

prestigious certifications in the hospitality industry today. It is prove of his ability to

propel hospitality organizations towards success and industry recognition.




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- Certified Hotel Administrator (CHA)-(American Hotel & Lodging Educational

Institute)

- Masters in Hospitality Management-(Les Roches International School of Hotel

Management)

- Bachelors in International Hotel Management-(Les Roches International

School of Hotel Management)

Job Experience –

- Hotel Director, Sunshine Sdn. Bhd. (2016-Present)

- General Manager, Haia Luxury Resort & Spa (2011-2015)

- General Manager, Comfort Village and Inn (2006-2010)

- Hotel Manager, Royal Palm Hotel (2000-2005)




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References Daft, R. L. (2012). Management. Ohio: South-Western, Cengage Learning.

Dessler, G. (2013). Human Resource Management. New Jersey: Pearson Education, Inc.

Evans, J. (2010, April 24). Vision and Mission - What's the difference and why does it matter? Retrieved from Psychology Today: https://www.psychologytoday.com/blog/smartwork/201004/vision-and-mission-whats-the-difference-and-why-does-it-matter

Paton, C. (2015, September 2). 5 Types of Corporate Culture: Which One is Your Company? Retrieved from Enplug: https://enplug.com/blog/5-types-of-corporate-culture-which-one-is-your-company

Trammell, J. (2014, May 1). Lead From the Top: 5 Core Responsibilities of a CEO. Retrieved from Entrepreneur: https://www.entrepreneur.com/article/233354


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