Is there a Malaysian Management Style?

This article was published by the National paper, NST on 7th Oct. 97, with a consolation prize. The text below is un-edited.

A management style can be a set of behaviour, attitudes or mindset of personnel within an organisation. Its uniqueness and characteristics can be easily noticed or felt by an outsider.The "way of doing thing here" can be an expression denoting "a style" which is recognised. However "a style" is a consequence or outcome of several factors. Three factors are discussed below, to determine whether an emergent Malaysian management style is in the making.

• a) Environment
• b) System / Structure and
• c) Human Values.

a) Environment

b) System and Structure

In a large organisation or corporation, the system and structure to support, manage and facilitate running of the business are imported ideas. Generally the management system is based on "divide and manage" doctrine with rigid compartmentalisation of work. Like many organisations, century old "Management by Part" Taylorism is crumbling down in the face of advanced and fast changing technology, higher customer standards, international competition and emergent global village economy. The search for an appropriate management system / structure is a struggling process for most organisations. Many un-successful attempts are impeding any orderly evolution of an appropriate and stable management style. The end result is more a "style" of chaos or inconsistency.

c) Human values

Human value-system has some unique characteristics in Malaysia. Its diversified cultures with many different races, are blended within organisation, creating a potential synergy for a emergent strong culture. As it is more and more recognised that organisation is behaving like an organism, and not mechanical parts to be managed, the integrity of human value system has a profound impact on any strong management style to come.

On the strengths of "Environment" (Vision 2020) and "Human-value" (rich cultural heritage and traditional Malaysian values), a unique Malaysian Management Style is unfolding. However, the retarding force is the imported system / structure that undermine the traditional value. Although not by design, the imported system / structure promotes individualism, not teamwork : encourages fragmentation, not cohesion : induces dis-order, not harmony.

A distinctive Malaysian Management Style is certainly in the making when organisations acquire the knowledge and wisdom to transform their present system / structure on the foundation of traditional Malaysian value and sound principles towards the direction of national Vision 2020.

End.