Case Study: DRB-Hicom Berhad

“The outcome of the research phase is not only consensus about the facts of the organization and its environment; it also gives focus to the next step, that of formulating the organization’s vision for itself” (Berman, 2006, p. 70). Organizational mandates and the type of stakeholders that need to be engaged are often identified prior to developing mission, vision and values. Once an understanding of mandates and stakeholders are clear, then the design phase can continue. The MDHHS strategic planning team and its designated stakeholders develop statements to describe what the department does and why it exists, decides upon principles and beliefs that will guide the continued work of the department, and a statement of the ideal future state based on the work the department intends to do (mission, vision, values, respectively). In addition, the information collected in the research phase is compiled and assessed and any additional data needs are identified and summarized. Organizational strengths and weaknesses and external opportunities and threats (SWOT) or challenges (SWOC) are identified in this phase (Berman, 2006, p. 71).

It is often recommended for (HCO)’s to have a corporate compliance plan to be more efficient, reduce errors, and not have small errors turn into large errors. As (OIG) it’s a necessary and fundamental need to incorporate a corporate compliance plan to have for staff and management to stay organized and lessen the chance of fraud, waste, and abuse in the company. Stated by, (Cleverly, Song, & Cleverly, 2011), it is effective only if it includes management support, effective communication, continuous monitoring, and individual accountability. All these aspects are a continual monitoring requirement as long the corporate compliance is in place for the duration.

iii. Clarify and reinforce standards of behavior- the behavior of HGC needs to be reinforced as one that operate

A company creates value for its customers and attempts to differentiate its offerings from its competitors in the market. The performance goals/metrics are set by leadership which is concurrent with its business strategy.

This defines what a company will do to achieve its vision. It may include the company’s functions, goals and philosophies

This defines what a company will do to achieve its vision. It may include the company’s functions, goals and philosophies

For the majority of American workers, the ultimate mission of their employer is to make a quality product, with the ultimate goal of making a profit. For my employer, the Department of Defense (DOD), the mission, “is to provide the military forces to deter war and to protect the security of our country” (About the Department of Defense, 2015). Having employees that understand how they contribute to the mission, vision, and goals of the DOD is taught from day one. With the ultimate responsibility of taking life, strong core values are also of high importance. Each component of the DOD create their own statements of how to complete their specific area of responsibility in the DOD mission. For the Air Force, each section all the way down to individual units, develop their own statements on how they fit into the overall mission. The following paragraphs will discuss the Technical Order Home Office’s, core values, mission, vision, goals, structure of the unit, and how the key leaders contribute to the overall success of the Air Force and the DOD.

How did the competitive environment change for the John Deere Component Works between the 1970's and the 1980's? What information must management accounting systems provide to support effective decision-making in these different environments?

Through this plan the management has increased productivity, creativity, quality and innovation in the company. Boeing has companywide diversification

B. Strategic Posture Mission "People working together as one global company for Aerospace Leadership." Objectives

That relates directly to winning a larger market share. The short-term goal for the company should be to cut coasts and improve the human resource department functions. Which can be done through the above stated suggestions of the improvement of the business.

Company operates in the Industrial Sector – Services, and Industry – Regional Airlines. According to the Standard Industrial Classification System (SIC), company belongs to the industry group 451: Air

As the financial year ended on 29th April 2012, the organization had reassessed the company’s governance policy and procedures. Overall they believe to have abided by the requirements of the Code, however apart from the following:

HupSeng Industries Berhad (HSIB) is a Malaysia-based investment holding company. Through its subsidiaries, the company is occupied in the manufacture and sales of biscuits and coffee mix, and traders in biscuits, confectionery and other foodstuff. Its subsidiaries are HupSeng Perusahaan Makanan (M) Sdn. Bhd., HupSengHoon Yong Brothers Sdn. Bhd., and In-Comix Food Industries Sdn. Bhd.

Further, with a clear mission, the firm would have been able to strategically come up with means of ensuring that they have met the development requirements adequately. This is meant to guide the firm’s values and aspirations, and considered to be the life of any organisation. They lack a mission and seem to operate on basis of what comes to them. They seem to appreciate whatever is presented and as such lose control of their identity. It is apparent that the same has already happened as they seem to be focusing more on the specialised orders other than their traditional market. A mission well spelt out beforehand would have well guided the firm into the future markets. At the moment, the firm is purging into its future blindly thus the lapse in its operations and organisation.