ACKNOWLEDGEMENT

First of all, we would like to thank ALLAH S.W.T and HIS messenger, Prophet
Muhammad S.A.W. It is because of HIS blessing, it is possible for us to finish this assignment.
We had finally managed to finish up this group project with great enthusiasm and determination.
All the time spent to search and discuss ideas as well as justifying theoretical clues to drive the
output were worth our effort and time, Insya-Allah.
Therefore, we would like to acknowledge with thanks, the individuals who had guided us
in making this project. Firstly, we would like to thanks to our Fundamentals of Managements
lecturer, Sir Zainuddin Bin Mohd Piah. He had guided us on how to complete this assignment.
Every week in class, he always reminds and gives guideline on how to search information about
this assignment. Then, we would like to thanks to all our friends who had helped and shared
ideas with us. They also gave us supports and advices. Lastly, we also want to thanks to our
parents who always prayed well for us and giving their time to hear our problem. Thanks also to
all units in UiTM Kedah.
We hope our assignment is complete and will be receive. We had used our effort and
acknowledgement to search information and ideas. Hoped our effort was worth it.

EXECUTIVE SUMMARY
Pos Malaysia Berhad is Malaysias premier postal service provider. It is located at Pos
Malaysia Headquarters, Dayabumi Complex, Kuala Lumpur. The organization was restructured
in 1992 from being a governmental owned Malaysian Postal Services Department into a business
corporation and be one of the Government Link Company (GLC). Pos Malaysia provides postal
and related services, transport logistics, printing and insertion, counter collection and payment
agency services for a range of financial transactions. Pos Malaysia also provide multi-services.
For example, people can pay their PTPTN loan, road tax and car insurance at Pos Malaysia. The
company holds an exclusive concession to provide mail services through its network of over 850
branches and mini post offices in Malaysia. As a large company, Pos Malaysia Berhad also has
their vision and mission statement. Their vision is to be the trusted leader in the delivery of
integrated physical and digital solutions. While their mission statement is to deliver excellent
customer experience and convenience in the areas of communications, logistics, financial
services and supply chain solutions at the highest level of reliability and integrity. Pos Malaysia
also covered the four basic functions of management which are the planning, organizing, leading
and controlling.

INTRODUCTION
Pos Malaysia Berhad is Malaysias premier postal service provider. They have a
widespread network of over 1,000 touch points countrywide that includes Pos Malaysia Outlets,
Pos Minis, Pos24 (Self Service Terminals), Post-On-Wheels (Mobile Outlets), postal agents and
stamp agents, making it one of the most extensive retail network in Malaysia. It is located at Pos
Malaysia Headquarters, Dayabumi Complex, Kuala Lumpur.
The vision of Pos Malaysia Berhad is to be the trusted leader in the delivery of integrated
physical and digital solutions, resonates with their aspiration to stay relevant in
fluid market while reflecting their digital agenda. Correspondingly, their
mission statement is to deliver excellent customer experience and convenience in the areas
of communications, logistics, financial services and supply chain solutions at the highest level of
reliability and integrity.
The form of Pos Malaysia Berhad is establishment of postal services first in the Straits
Settlements in which it would cover the whole Malaya by early 20th century. Letters were then
conveyed through despatch riders or special messengers. Instead of postage stamps, fees were
collected when letters were handed in at the Post Office. Letters posted were given a receipt.
However, this system changed when the Indian stamps overprinted with crown and Straits'
stamps overprinted with dollars and cents were introduced in 1867. The first inaugural definitive
set of postage stamps was introduced in 1901. Started as a medium for the transmissions of
letters, newspapers and business documents, the postal service soon evolved into a multiple
services provider. It began to venture into parcel delivery, registrations, insurance service,
transaction of money (postal order and money order) and investment of funds (Post Office
Saving Bank).
The postal service, then known as Jabatan Perkhidmatan Pos, also began to take over
numerous services on behalf of the Government machineries. It started to collect payment of
electricity bill, sale of dog licence, payment of pensions, sale of television licence and others.
Upon being an independent country in 1957, Malaysia began its active participations in
numerous international associations to stay abreast in social and economical development.
Among others, it became a member country of the Universal Postal Union (UPU) in 17th
January 1958, a participation in which Malaysia remains a dynamic member until today. As we
3

embark into the 21st century, the postal service in Malaysia, widely known as Pos Malaysia
Berhad, continues to evolve to meet the demands and needs of the changing consumer behaviour
and marketplace.
Pos Malaysia services are providing postal and related services, transport logistics,
printing and insertion, counter collection and payment agency services for a range of financial
transactions, such as bill payments, remittance, insurance and unit trusts. Pos Malaysia
restructured its core services into three Strategic Business Units - mail, courier and retail. Mail
includes the provision of basic mail services for corporate and individual customers and
customized solutions, such as mailroom management and direct mail. Courier includes courier
solutions by sea, air and land to both national and international destinations. Retail includes overthe-counter services for payment of bills and certain financial products and services. Other
operations include the hybrid mail which provides data and document processing services,
logistics solutions by sea, air and land to both national and international destinations, business of
internet security products, solutions and services and rental income from investment properties
held by the company.Pos Malaysia also offers Drive-Thru Counters. Their services include sale
of stamps, encashment of postal orders and payment of bill.
Line and staff responsibilities of Pos Malaysia has two separate hierarchies. The first one
is the line hierarchy in which the departments are revenue generators (manufacturing, selling),
and their managers are responsible for achieving the organization's main objectives by executing
the key functions (such as policy making, target setting, decision making). Next, the second is
the staff hierarchy, in which the departments are revenue consumers, and their managers are
responsible for activities that support line functions (such as accounting, maintenance, personnel
management). Board of Directors of Pos Malaysia are Non-Independent Non-Executive
Chairman is Tan Sri Dato Sri Haji Mohd Khamil bin Jamil, Senior Independent Non-Executive
Director is Dato Ibrahim Mahaludin bin Puteh. Independent Non-Executive Director are
DatoSri Che Khalib bin Mohamad Noh, Abdul Hamid bin Sh Mohamed and Datuk Puteh
Rukiah binti Abd. Majid.

Non-Independent Non-Executive Director are Datuk Mohamed

Razeek bin Md Hussain Maricar and Eshah binti Meor Suleiman. Pos Malaysia employ more
than 16,000 people, over 1,000physical outlets nationwide comprising more than 700 Post
Offices and more than 300 Pos Mini.

MAIN BODY OF THE REPORT

i) Planning
The definition of planning is the process of outlining the activities that
are necessary to achieve the goals of the organization. Every organization
has its own purpose to make sure that their organization can launched
smoothly or not. Every organization also has its own vision, mission
statement, goals and objectives. Same as the postal service in Malaysia,
widely known as Pos Malaysia Berhad, they have their own achievement that
they want to achieve and their vision, mission statement, goals and
objectives.
For Pos Malaysia Berhad, its vision is to be the trusted leader in the
delivery of integrated physical and digital solutions, resonates with their
aspiration to stay relevant in fluid market while reflecting their digital
agenda. They believe they have strong capabilities to become a leader in
integrating the physical and digital world, leveraging on their wide range of
offerings. Correspondingly, their mission statement is to deliver excellent
customer experience and convenience in the areas of communications,
logistics, financial services and supply chain solutions at the highest level of
reliability and integrity. This is backed by their core values; timeliness,
customer centricity, decorum, excellence, integrity, accountability and
innovation. The vision and mission statements together with the core values
are aim at steering Pos Malaysias strategy towards charting growth in the
exciting new phase the Group has entered.
Customer is the most important factor in making the organization
become more successful because without customer business cannot be run
smoothly. That is why Pos Malaysia Berhad cared about the quality of their
products and services. Pos Malaysia Berhad will give a good service to their
customers in order to make sure the successful of their vision and mission.
5

Pos Malaysia Berhad also have their aim to make sure that they can be the
organization that offers a higher rank delivery services. Their aim is to
provide quality, reliable, timely and innovative solutions to their customers.

The dream to be a leader has to be form from the bottom. Back then,
when Pos Malaysia was first established, they started as a medium for the
transmissions of letters, newspapers and business documents. Now, as we
embark into the 21st century, they become a dynamic communications,
financial services and supply chain solutions provider and continues to
evolve to meet the demands and needs of the changing consumer behaviour
and marketplace.
Pos Malaysia adheres to four broad objectives when it comes to
carrying out their Corporate Social Responsibility activities. The first
objective

is

to

distinguish

theirselves

from

their

competitors

by

strengthening public image and credibility in a non-commercial but impactful

way. Secondly, to reinforce goodwill and relations with customers by
exhibiting our responsible attitude towards the community to help sustain
our business existence. Thirdly, to motivate and provide avenue for
employees to proactively realise the company's core corporate values,
known as PAKSI. Lastly, to create shareholder value in the long term.

ii) Organizing

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Top Managers

Top managers is a small group of executives who manage the overall organization. To
achieve the goal, they focus on four resources such as physical, financial, human and
information. Physical is the building where we run the business. Financial is the capital or money
to start the business. Human is the staffs in the company who help running the business.
Information is the knowledge in variety of field. Top managers delegate their task to middle
manager and lower manager. If there are any problems in the company, they will held a general
meeting which include all the employees in top management for decision making. In Pos
Malaysia, CEO, Dato' Iskandar Mizal B. Mahmood, delegates his task to the marketing manager.

Middle Managers
Middle managers is a large group that implement the strategies developed at the top.
They are accountable to the top management for their department's function. They need to
inspire and provide guidance to lower managers towards better performance. For example,
human resource manager delegates the task to transportation. They must make decision to make
sure that the total and types of the items that need to deliver are correct.

Lower Managers
Lower managers is a large group that responsible for putting into operation the plans of
higher and middle management. They supervise and coordinate the activities of operating
employees. Lower manager of transportation manage to deliver the boxes of letter or items to
main post office of state. For example, if the tyres was puncture during the process of delivering,
lower manager need to make own decision by changing the tyres without asking the top manager.

iii) Motivation
Motivation is a set of forces that causes people to behave in certain ways. This is a
psychological process that gives purpose and direction to behaviour. Motivation also can define
as the management process of influencing peoples behaviour to behave in a way to ensure the
accomplishment of some goal.
Pos Malaysia has involved Maslows Hierarchy of Need theory in order to motivate their
employees or staff. In this theory, there are five fundamental needs such as physiological needs,
security or safety needs, belongingness or social needs, self-Esteem needs and self-actualization.

Physiological Needs
Physiological needs are the most basic needs that are necessary for our basic survival. For
example, food, water and shelter. People needs all that to continue their live. The example
of physiological needs in organization is wages and work environment. In Pos Malaysia,
the Non-Executive Directors are paid meeting allowances for every Board and Board
committee meeting that they attend. Besides, the company also reimburses reasonable
expenses incurred by the Directors in the course of their performance of duties as
Directors.

Security or Safety Needs

This is the second level of needs. These needs deal with physical and psychological
safety from external threats. In organization, employees will get some benefit from the
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company. For example, Pos Malaysia has established an Education Assistance Scheme
through which they provide financial assistance to the children of their employees.
During the financial year, they disbursed a total of RM110,000 in grants to five students
pursuing three-year tertiary education in automotive engineering and business courses at
the International College of Automotive Malaysia in Pekan, Pahang.

Belongingness or Social Needs

Belongingness or social need is the needs for companionship or friendship, to give loved
and to feel a sense of belonging. Employees need for social interaction so that the
employees will feel as part of the team or work group. In Pos Malaysia, they have
organised staff related events such as company berbuka puasa (breaking of fast) session,
tarawikh prayers, sahur, Qiyamullail, Sinar Zohor and Hari Raya Open House in order to
further strengthen unity between them.

Self-Esteem Needs
It is also known as growth need. This is a need for self-image and self-respect and the
need for recognition and respect from others. The example of growth need is job titles,
nice offices, opportunities for advancement, prestige, status, reward, and recognition.
In Pos Malaysia, a performance-linked reward system has been adopted which also
serves as the foundation for career advancement in order to instil the culture of
performance.

Self-actualization Needs
The company will realise ones potential for continue growth and individual
development. Besides, managers will let the employees participate in decision making
and opportunity to learn new things. In Pos Malaysia, they have embarked on a talent
spotting initiative, under which those with leadership potential are placed on clearly
defined career paths and given the opportunity to take on senior roles within the Group.
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iv) Leading
Leading is a process of directing and influencing the task related activities of group
members or the process of directing human resource efforts toward organizational objectives.
There are three approaches to leadership such as trait theory, behavioral theory and
contingency/situational theory. But in Pos Malaysia they used behavioral theory. They used
behavior theory based on Michigan Studies. Michigan Studies was introduced by Rensis Likert
who was a researcher at University of Michigan. Two basic forms of leader behavior in Michigan
Studies are job-centered leader behavior and employee-centered leader behavior.
Job-centered leader behavior focus on job only where the leader only pays close attention
to subordinates work, explain work procedures and interested in performance. For example,
leadership positions in UPU (Universal Postal Union) enables Pos Malaysia to ensure the
interests of Malaysia and the region are taken into consideration in key decision making
processes. Among others, they promote UPUs policy of advocating the inter-operability of a
single postal territory worldwide, namely affordability, accessibility, security and integrity.
Employee-centered leader behavior focuses on employee only where the leaders develop
cohesive/organized work groups and ensure employee satisfaction. For example, Pos Malaysia
always do corporate events such as Hari Raya Open Houses, Ekplorasi Alam Cuti Sekolah, Maal
Hijrah National Celebration and National Labour Day Celebration. All the corporate events were
participated by the staffs and sometimes their children too. The events were held to build strong

11

relationship between staff, familys staff and their leader. That can make employee satisfaction
because what they do before was appreciated by their leader.
Pos Malaysia found that the most productive work groups leader is the leader who were
employee-centered leader behavior rather than job-centered leader behavior. Employee-centered
leader behavior is most productive because the leader always put employees first before job and
take care of the employees so much by doing many kinds of events to build strong relationship
among each other.

v) Controlling
Controlling is a process to ensure that actual activities confirm to planned activities or a
process of monitoring performance and taking action to ensure desired results. The types of
control that used by Pos Malaysia are feedforward control (pre-action control), concurrent
control (steering control), screening control (yes or no control) and post-action control
(corrective control).
Feedforward control (pre-action control) is a control that focuses on preventing
anticipated problem before they arise. For example, before all the letters and things were post to
the owners, the workers must divide or separate the things and letters based on state or district
for a several time to make sure sure that the letters and things were received by the right owner.
Besides that, concurrent control (steering control) is a control that take place while work
activity is in progress. For example, when the letter was send to the wrong address, the receiver
must re-post the letter by looking at the address at the back of the envelope.
Next, screening control (yes or no control) is a specific check points that must be
successfully passed before an activity proceeds further. Before proceeding to the next sequence,
an activity, product or service must be approved or meet specific conditions. For example, when
the postman send thing at the home by using post express, receiver must check clearly the details

12

at the letter. After the receiver confirmed that the detail is correct, they will sign to prove that
they receive the item.
Then, post-action control (corrective control) is a controlling that takes place after an
action is complete. For example, Pos Malaysia provide a service where customer can know
whether the items that they post arrived or not by checking through the website. If the customer
checked at the website and know that the items that they need to receive had already arrived but
they not received yet, the customer must call the office to know the status about the items. After
the call, Pos Malaysia will settle the problem and make sure the customer will receive the items
that they must receive.

vi) Communication
Communication is a process of transmitting information from one person to another. Besides,
communication is a process in which a person or group evokes a shared or common meaning to
another person or group. Pos Malaysia has used interpersonal communication in order to
communicate with their employees and staff. In interpersonal communication, there are four
formal and informal situation such as oral or spoken, written, non verbal and technological
communication.

Oral or Spoken Communication

All forms of spoken information are the oral communication. This communication
include any discussions, face to face and telephone communication. As an internal
integral component of their employee engagement, Pos Malaysia maintains a harmonious
management-union relationship via a series of Majlis Perundangan Bersama dialogue
sessions with the seven union groups that represent Pos Malaysia. At these sessions, all
issues and grievances affecting their employees were addressed and resolved amicably
for the benefits of all parties.

13

Written Communication
Written communication is used less often than oral communication. They will
communicate using letters, memos, policy manuals, reports, forms and other written
documents. For example, at the end of every meeting, the Board provides feedback to
Management by rating the quality of information and provides feedback to Management
by rating the quality of information provided in the papers and the quality by
presentations prepared by Management by filling out a Board Paper Evaluation Form.
The feedback received from the Board members helps Management in improving the
quality of its Board papers and presentations.

Non-Verbal Communication
The messages that they have received were known as non-language response. Any
communication exchange does not use words to carry more meaning than the strict
definition of the words themselves. Besides, an understanding of non-verbal
communication would help managers to communicate more effectively. Non-verbal
communication is including of employee facial impression, voice, clothing, punctuality,
manners and gesture. For example, Management will know the Board members
nervousness, confidence and excitement based on their performance and their voices
while presenting.

Technological Communication
Recently, this type of communication has taken on much greater importance for
managers. Any communication has uses an electronic devices as the medium such as
videotape, recorders, mobile phone, fax and internet. For example, Pos Malaysia has
evolved into a one-stop centre for various services such as household bill payments,
renewal of driving licences and road tax, purchase of motor and non-motor insurance,
shared banking services and worldwide remittance services. These are offered at their

14

network of post offices, mini post offices, postal agents, mobile Pos-on-Wheels and selfservice terminals branded as POS24.

CONCLUSIONS
As a conclusion, Pos Malaysia Berhad can be say as the monopoly player in the national
postal industry. Without many realizing it, Pos Malaysia Berhad has been strategizing its
operations to compete directly and indirectly with many companies in both domestic and
international arena. With right strategy, Pos Malaysia would be able to reinvent and improve
itself by using efficient mail services complemented like extensive delivery network, strong
international partnerships, door-to-door deliveries with complete reliability and efficiency,
provides one-stop, round-the-clock convenience e-commerce for customers while continuing to
capitalize on its mass user base (28 million). Throughout the years, Pos Malaysia has grown from
strength to strength and is progressing from being a mail and postal services provider towards
becoming a dynamic communications, financial services and supply chain solutions provider.
Moving forward, Pos Malaysia will continue to transform and innovate itself in order to maintain
its relevance and competitive edge as well as continue to connect Malaysians with the rest of the
world.

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REFERENCES

1) MGT 162 FUNDAMENTALS OF MANAGEMENT (SLIDE)

2) INTERNET :

http://www.slideshare.net/tengkukyra/pos-malaysia-strategic-brand-marketing22598562#btnNext

http://wikimapia.org/29457/Pos-Malaysia-Headquarters

http://en.wikipedia.org/wiki/Pos_Malaysia

http://www.pos.com.my/pv_obj_cache/pv_obj_id_535BBBDEE4C56D2174EAE
170B398D56DDE462600/filename/AnualReport2013.pdf

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http://posmalaysianews.wordpress.com/2012/12/28/pos-malaysia-berhadimplements-new-operating-hours-for-mail-and-counter-services/

APPENDICES

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18