EXECUTIVE BACHELOR OF HUMAN

RESOURCE

PROJECT PAPER PROPOSAL

ACHIEVING BUSINESS PROCESS IMPROVEMENT
THROUGH ORGANIZATIONAL CULTURE
A CASE STUDY WITH BIOCON SDN BHD

PREPARED BY
NURFATIN AMIRAH BINTI AHMAD FAHRAWIS
09TH NOVEMBER 2019
 INTRODUCTION
• IMPLEMENTATION PROPOSAL FOR BIOCON SDN BHD, A MULTI NATIONAL BIO-
PHARMACEUTICAL COMPANY WHICH MAINLY FOCUSES ON HOW THE COMPANY CAN
ACCOMPLISH IN A VERY ASTOUNDING PROCESS GAINS THROUGH REGULATED WORK
PROCESSES TO IMPROVE BUSINESS OPERATIONAL EFFICIENCIES AND EVENTUALLY ELEVATE
MANPOWER PRODUCTIVITY BY THE ADVANCEMENT OF ORGANIZATIONAL CULTURE AS A
HEALTHY WORK CULTURE LEADS TO A PLEASANT ENVIRONMENT FOR THE EMPLOYEES.
CORPORATE CULTURE CAN INFLUENCE EVERYTHING FROM PRODUCTIVITY, MORALE TO
ENGAGEMENT AND BRAND REPUTATION.
 PROBLEM STATEMENT

• CORPORATE CULTURE INFLUENCES EVERYTHING FROM

PRODUCTIVITY, MORALE TO ENGAGEMENT AND
BRAND REPUTATION.
• AN ORGANIZATION IS ESTABLISHED TO REACH
TOWARDS A COMMON GOAL AND IT IS ESSENTIAL
FOR BIOCON TO BRING EVERY INDIVIDUALS FROM
DIFFERENT BACKGROUND IN EVERY PARTS OF THE
WORLD TOGETHER IN A UNIVERSAL STANCES TO
STIMULATE THEIR MOTIVATION IN ORDER FOR THEM TO
DELIVER THEIR BEST SERVICE. THEIR STRONG CULTURE
CAN ACT AS A BARRIER TO DIVERSITY.
 PROBLEM STATEMENT

• THE HIGHER MANAGEMENT, AND PRODUCTION DEPARTMENTS IN BIOCON ARE MOSTLY LED BY
EXPATRIATES FROM THE MAIN LAND, INDIA. THEIR CULTURAL DIFFERENCES, WORK ETHICS AND
WORKING PERIOD ARE RATHER DIFFERENT THAN MALAYSIAN WORK CULTURE.
• EMPLOYEES CONSIDERING THAT THERE IS NO WORK LIFE BALANCE.
• SLOW TO REACT TO EXTERNAL/INTERNAL CHANGES AS SYSTEMS ARE DESIGNED FOR
STABILITY
• PROBLEMS TAKE TOO LONG TO SOLVE AND KEEP RECURRING, WASTING TIME AND
RESOURCES
 PROBLEM STATEMENT

• MOST PEOPLE ARE EXCLUDED FROM THE DECISION-MAKING AND THINKING

PROCESSES THERE BY LIMITING POTENTIAL TO CHANGE AND ADAPT QUICKLY
• TOO MANY STRUCTURAL LAYERS SLOW DOWN AND REDUCE COMMUNICATION
EFFECTIVENESS
• PROBLEMS TAKE TOO LONG TO SOLVE AND KEEP RECURRING, WASTING TIME AND
RESOURCES
 PROBLEM STATEMENT

• IT PLAYS AN IMPORTANT ROLE FOR EMPLOYEES TO ENJOY THEIR TIME IN THE

WORKING ENVIRONMENT WHERE THEY SPENT MOST OF THEIR TIME OF THE DAY IN A
POSITIVE AMBIANCE AND MAKING THEM STAY WITH THE ORGANIZATION TO
CONTRIBUTE IN A LONGER DURATION AS EVERY MANPOWER ARE VALUABLE.
• HIGH ATTRITION RATE IS ANOTHER BIG THREAT TO AN
ORGANIZATION. APPROXIMATELY 35% OF RESIGNATION ARE RECORDED WITH A
DISAGREEMENT WITH REPORTING MANAGER IN THEIR RESPECTIVE DEPARTMENTS IN
THE EXIT INTERVIEW.
 OBJECTIVE/SCOPE

A SOLID ORGANIZATIONAL CULTURES ARE WHEN THE FOUNDATION ARE INSTILL AMONG ALL
THE INDIVIDUALS DESPITE THEIR DIFFERENCES
• BY ACCENTUATING THE PRINCIPLES AND JUDGEMENT OF THE EMPLOYEES, CULTURAL MODELS
STRENGTHEN THE HUMAN ASPECTS OF MANAGEMENT RATHER THAN THEIR STRUCTURAL
ELEMENTS. THE EMPHASIS ON THE SYMBOLS OF THE ORGANIZATION IS ALSO A VALUABLE
CONTRIBUTION TO MANAGEMENT THEORY.
 OBJECTIVE/SCOPE

• EMBRACE TRANSPARENCY

• RECOGNIZE AND REWARD EMPLOYEE CONTRIBUTIONS.

• CULTIVATE STRONG MANAGER - COWORKER RELATIONSHIPS

• EMBRACE AND INSPIRE EMPLOYEE AUTONOMY

• KEEP LINES OF COMMUNICATION OPEN AND SHARE PURPOSE AND PASSION

 LIMITATIONS AND CONSTRAINTS

• CULTURE IS NEGOTIATED. ONE PERSON CANNOT CREATE A CULTURE ALONE.

EMPLOYEES MUST TRY TO CHANGE THE DIRECTION, THE WORK ENVIRONMENT,
THE WAY WORK IS PERFORMED WITHIN THE GENERAL NORMS OF THE
WORKPLACE. CULTURE CHANGE IS A PROCESS OF GIVING AND TAKING BY ALL
MEMBERS OF AN ORGANIZATION. FORMALIZING STRATEGIC DIRECTION, SYSTEMS
DEVELOPMENT, AND ESTABLISHING MEASUREMENTS MUST BE OWNED BY THE
GROUP RESPONSIBLE FOR THEM. OTHERWISE, EMPLOYEES WILL NOT OWN THEM.
 LIMITATIONS AND CONSTRAINTS

• CULTURE IS DIFFICULT TO CHANGE. CULTURE CHANGE REQUIRES PEOPLE

TO CHANGE THEIR BEHAVIORS. IT OFTEN IS DIFFICULT FOR PEOPLE TO
UNLEARN THEIR OLD WAYS OF DOING THINGS AND TO START
PERFORMING THE NEW BEHAVIORS CONSISTENTLY. WITH PERSISTENCE,
DISCIPLINE, EMPLOYEE INVOLVEMENT, KINDNESS AND UNDERSTANDING,
ORGANIZATION DEVELOPMENT WORK, AND TRAINING CAN ASSIST YOU
TO CHANGE A CULTURE.
 LIMITATIONS AND CONSTRAINTS

• CULTURE IS LEARNED. PEOPLE LEARN TO PERFORM CERTAIN BEHAVIORS THROUGH

EITHER THE REWARDS OR NEGATIVE CONSEQUENCES THAT FOLLOW THEIR
BEHAVIOR. WHEN A BEHAVIOUR IS REWARDED WITH RECOGNITION AND THE
ASSOCIATION EVENTUALLY BECOMES PART OF THE CULTURE. A SIMPLE THANK YOU
FROM AN EXECUTIVE FOR WORK PERFORMED IN A PARTICULAR MANNER MOLDS
THE CULTURE.
THANK YOU