>> MIM Speaks
TWO-STEP SOLUTION FOR MANAGERS
DEC 7, 1997 -
THE STAR
By Azhari Karim
DURING bad times, managers are likely to respond in a
haphazard way - and along the way miss the essence of the
correct solution to problem.
Automatically, employers will start to defer the payment of
wages and lay off workers. Some may begin to scale down their
operations or even cut down on orders and withhold payment on
supplies.
In extreme cases, producers and manufacturers alike will
resort to even cheating their customers. We have heard stories
of price hikes and products which somehow do not taste or look
like before.
All the above are responses from managers who have opted for
cost cutting measures overcoming what had been perceived as a
short and temporary problem.
A problem like the current sluggish economic situation we are
undergoing now had been with us before. Only this time around
we have been given ample warning. Many have unfortunately not
paid any heed to the signals.
The hardest hit are those in the speculative sectors of the
economy: monetary and banking institutions, financial and
stock exchanges, real estates and futures markets.
Many individuals have lost their entire savings with the
decline in value of stocks and shares.
The institutions involved in playing the markets suffered
similar fates with losses in the value of their capital assets
and having to cut back on their activities.
The timing has not been that inappropriate. For the country as
a whole, the economic indicators have been very good. Economic
activity has kept pace with financial soundness.
As a result, the Government has embarked on mega
infrastructure projects to match the vision of making the
country an industrialised nation by the year 2020.
The private sector on its part has also been providing the
much-needed local investment and expertise. Foreign direct
investment has been equally impressive.
All in all, the economy was thought to be going on the right
track, albeit with a few bumps here and there such as the
widening current account deficit and the sliding value of the
ringgit.
What had gone wrong? The answers can be found in the structure
of the economy itself. Other problems emerged as a result of
massive development.
There were various dislocations involving social and cultural
values that had to be attended to. For a while, the crisis
appeared to be unmanageable. But good leadership prevailed.
This carried the country through the rough times.
The timing of the present economic standstill is also
inopportune owing to the need to pick up on reforms of the
world economic system.
Countries could not agree on a single code of conduct as yet.
Unilateral actions are still being pursued by the bigger
economies. The rules of the level playing field have been and
will continue to be flouted by more powerful countries.
Sad to say, a similar rush to reform was not seen in capital
and currency trading. Here, the full reins of globalisation
and the borderless economy have been let loose.
Countries which have the means nearly always end up with the
bigger spoils. More interestingly, the role of the maverick
and unscrupulous speculators became more dominant.
What happened was unprecedented as country after country,
especially the South-East Asian economies, started to keel
over from the raids carried out by these people.
The full impact of the onslaught has yet to be felt by the
people in the region. Already, the repercussions have spread
to other countries.
Malaysia has decided to confront the problem directly by
calling for the setting up of rules and procedures for
currency trading. This is the sort of action needed during the
bad times which we are facing now.
Again, Malaysia has taken a leading role to tackle this
problem. Indications are that we could garner enough support
to make the international community push forward with monetary
reforms which are long overdue.
There are merits in the Government action. It can be described
as a levelling-out process. During bad times, this is about
the only course of action open to both managers and leaders.
It follows from an initial step of the two-step process of
sorting And levelling. Good leaders must be able to sort out
first and then level. It is a truism to say that before you
can level things, you must be able to sort out the problem.
It is clearly a problem-solving technique that we are dealing
with here. The choice is up to the managers.
What do the terms stand for? To sort out is really to
identify, classify, categorise and prioritise.
To level is actually to seek some uniformity either by raising
or lowering the standards, by reforming the systems, by
internationalising an issue, by privatisation or globalisation
or by calling for the rules of a level playing field.
Able managers and leaders have used both techniques.
There are examples throughout history that have shown that
leaders have achieved success by being great sorters and
levellers.
The Prophets have succeeded at both and notice how the various
religions have spread. Great leaders have stood by their
adherence to the principle of sorting and levelling.
Notice the way the struggles for, independence had developed
in India where Gandhi and Nehru, besides being social
reformers have also triumphed at sorting and levelling things
out.
Closer to home we can review the leadership styles adopted by
our prime ministers during both good and bad times.
From an analysis of their various policies, Tunku Abdul Rahman
used both; Tun Abdul Razak turned out to be a great sorter
while Tun Hussein Onn proved to be a leveller.
Datuk Seri Dr Mahathir Mohamad is very adept at both. The
general observation is that as a leader matures, he or she
tends to focus on a lot of levelling policies. Leaders of the
future Malaysia must have both abilities at their command.
Coming back to the advice we can give to cope with these bad
times, we urge our managers to start by sorting themselves out
or their problems first Having done that, they can start
addressing the possible solutions.
Areas that require some sorting out include:
* Wages and claims/allowances
* Utilities
* Transport
* Rentals and leases
* Part-time workers
* Foreign labour
* Work permits
* Insurance
* Benefits payments
* Income tax/EPF/Socso
* Medical
* Inventory
* Financial standing
* Payment Invoices/Vouchers
* Letters of Credit
The list is not exhaustive but the manager can begin to
classify, categorise and priorities. Only after these are done
can the manager proceed to the second stage, of levelling out
the problems.
The most difficult part of the exercise is the sorting out
element. One needs to have a clear mind, uncluttered by other
worries. The levelling part in most cases will come about
naturally as the sorting part is completed.
One will begin to see commonalities, synergy, parallels and
similarities. At this point, one is almost ready to start
"levelling".
Managers must start using this sorting and levelling approach
in their daily routine during these hard times. I cannot
promise that it will work for everybody.
Those who have tried it have surely had surprising results.
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