BZ10503 PRINCIPLES & PRACTICES OF

MANAGEMENT
SEMESTER 1, SESSION 2015/2016
GROUP ASSIGNMENT-KOKOLSPA SDN BHD
LECTURER: MADAM SHARIFAH RAHAMA
NAME
Lim Jia Shen (Leader)
Benjamin Yong Rian Shen
Joane Go Kai Xin
Ko Yong Quan
Liew Chiao Wenn
Lim Seng Feng
Tan Torng
Yeap Su Liong
Yeong Ler Wei
AMIRUL

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MATRIC NO.
BN13110097
BN13110013
BN13110073
BN13110081
BN13110094
BN13110101
BN13110230
BN13110251
BN13110258

TABLE OF CONTENT
Page
1.0 Introduction
1.1 Executive Summary

1.2 Organization Details

1.3 Organization Charts

1.4 Location Map

1.5 Office Plan

2.0 Planning
2.1 Vision

2.2 Mission

2.3 Goals

7-9

2.4 SWOT analysis

10

2.5 Corporate Strategies

11-12

2.6 Competitive Strategies

12-13

3.0 Organizing
3.1 Model of Organization Design

14

3.2 Organization Structure and design

14-16

3.3 Human Resource Management

16-21

4.0 Leading
4.1 Attitudes and Behaviors

22

4.2 Motivation

23-25

4.3 Leadership

25-27

5.0 Controlling
5.1 Controlling for Organizational

27-31

Performance
5.2 Controlling for Employee

31-33

Performance
6.0 Conclusion

34
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Reference

35

1.0 Introduction
1.1 Executive Summary
This report provides a management plan which focuses on four key of management
functions for a newly start-ups organization: KK Spa Sdn Bhd. Kokol spa and recreation
center which established by KK Spa Sdn Bhd is a place where customers can fully relax
their bodies and souls by the environment and services provided. It is located at Kokol
Hill Sabah, a getaway place from the city, surrounded by spectacular view and cool
refreshing mountain. This center feature an excellent and relaxing environment that
provides customers place for spa, massage, manicure and other entertainment facilities to
enjoy. Customers can fulfil all their needs in here and fully relax their mind by staying in
a comfortable place and through quality of the facilities provided. The organization vision
is to be the first choice of spa resort destination by providing the most well identifiable
spa service and create indelible guest experiences in the nature mountain of Kota
Kinabalu. A fully described management plan which covered the basic functions of
management is made to allow the organization to run smoothly and efficiently.
POLC which stands for planning, organizing, leading and controlling will be the
framework of this management plan. This four basic function of management can help
managers to solve and respond to the problems effectively. In planning, it starts with
statements of organizations vision and mission. Achievable goals is set by reviewing
organizations mission and plans are developed to establish strategies for achieving goals.
Organizing, another major managerial function is the arranging and structuring of work to
accomplish the goals. KK Spa uses mechanistic structure to design the organization
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which characterized by high work specialization, rigid departmentalization, clear chain of

command, narrow spans of control, centralization and high formalization. The third
managerial function is leading which involves the understanding of attitudes and
behavior of the employee, how to motivate them and how to establish a good leadership.
The last managerial function is controlling which is the process to monitor, compare and
correct organization of employee performance. Further elaboration for the framework of
KK Spa Sdn Bhds management will be explained in this report.
1.2 Organization details
Kokol spa and recreation center is established by KK Spa Sdn Bhd in year 2015 where
we provide contemporary treatments and services to fulfill customers needs. Kokol spa
and recreation center is located at Kokol Hill, Sabah to provide a green environment and
quiet place for relaxation for the body and soul in our full service health spa. 24 hours
operations ensure every customers get to pampered themselves with all our facilities
within 4 stories tall and 70,000 sq of spa and recreation center. The first story features an
excellent place for our guest for massage, facial and spa. We provide guests with private
spa bath area, facial massage treatment rooms and various body treatment rooms. Food
and beverage stalls are also available in the first story. The second story includes a fully
equipped gym, which offers an extensive line up of fitness equipment as well as indoor
tennis, indoor swimming pool, indoor squash and racquetball courts. Change facilities,
including a family change room, are available for guests convenience. The third story is
the hotel rooms prepare for extended guests while the top story is KK Spa Sdn Bhds
management office which include departmentss office, top managements office, and
basic facilities for workers.
Roughly 150 staffs engage to this center as certified massage therapists,
aromatherapy, beauty artists, hair stylist, waiter or waitress, and chefs who directly deals
with guest with working experience, formal training and good communication skill to
ensure every guest experience a highest international professional standards of health spa
service.
On the other hand, in order to achieve the vision and mission of our company, a
formal structure of hierarchy of management, supervision, and employee levels has
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formed and we emphasis on creating a working environment in which everyone can feel
valued and reach their potential. There are 4 major departments managing KK Spa Sdn
Bhd operation which are human resource department, food and beverage department,
accounting and marketing department, and lastly facilities operation and guest service
apartment. Every department has their responsibilities to plan, organize, and control to
ensure our company works efficiently.

1.3 Organization Chart

LIM JIA SHEN
(CEO)

KO YONG
QUAN
(FOOD &
BEVERAGE
MANAGER)

CRYSTAL LIEW
(FOOD &
BEVERAGE
FIRST-LINE
MANAGER)

BENJAMIN
YONG
(ACCOUNTING
& MARKETING
MANAGER)

LIM SENG
FENG
(HUMAN
RESOURCE
MANAGER)
YEONG LER
WEI
(HUMAN
RESOURCE
FIRST-LINE
MANAGER)

YEAP SU
LIONG
(ACCOUNTING
& MARKETING
FIRST-LINE
MANAGER)

TAN TORNG
(FACILITIES &
GUEST SERVICE
MANAGER)

JOAN GO KAI
XIN
(FACILITIES &
GUEST SERVICE
FIRST-LINE
MANAGER)

Figure 1.3: Organization Chart for Kokol Spa and Recreation Center

1.4 Location Map

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Figure 1.4: Location for Kokol Spa and Recreation Center

1.5 Office Plan

Figure 1.5: Office Floor Plan for Kokol Spa and Recreation Center
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2.0 Planning
2.1 Vision
To be the first choice of spa resort destination by providing the most well identifiable spa
service and create indelible guest experiences in the nature mountain of Kota Kinabalu.
2.2 Mission
To provide the most complete spa centre experience by highly trained employee with
fully equipped world-class spa equipment which made with local beauty and care
products in order to satisfy every guests aspiration.
2.3 Goals

To surpass the expectation of our guest and to fulfil guests desire

To create value in our guest to earn their loyalty.

To put full commitment for intermittent enhancement and improvement by our

employee in order to be the benchmark in spa centre market.

To be renowned as the world-class tourism by having a protection of ecological

sanctity of Borneo Sabah.

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To generate high grow in capital and achieve an excellent financial income.

Planning is an essential and primary part to establish a company. In planning process, it

involves arranging and organizing all the resources from the company to lead the
company achieving their goal. It is important that all the plans can meet the vision and
mission of the company and it can be also can be control and prepare for the unknown
situation. Our company, KK Spa Sdn Bhd has established a brand new tourism
destination which is known as Kokol spa and recreation center. It is a new tourism
attraction which provide the most complete spa experience at the nature mountain in Kota
Kinabalu, Sabah.
The vision of the company is to be the first choice of spa resort destination by
providing the most well identifiable spa service and create indelible guest experiences in
the nature mountain of Kota Kinabalu. Therefore, the company has made a few plan to
achieve the mission of the company. First, the strategic plan that make by the company is
to have a well organization chart which provide the employee to perform at their
specialities. All the employees have understood the companys goal and strive to achieve
it in a uniform pace. Besides strategic plan, our company also set operational plans in
order to maintain a smooth flow of the company. The breadth between strategic and
operational plan have to in one direction.
The plans of our company is also following time frame. One of our short term
plan is to give a strong image to guest by providing well rounded service by our
employee. We require our employee to undergo training in course once a month.
Therefore, this allowed our company to achieve one of our mission which is to surpass
the expectation of our guest and to fulfil guests desire with the most complete spa centre
experience. On the other hand, one of our long term plan is by giving benefits and special
promotion along our spa operation to our guest who own their membership. This will
ensure that value is created in our guest to earn their loyalty. We value every guest in our
centre because they are the key factor that make our company successful and bring us
financial income.

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In term of specificity, we have clear specific plan that we need to have a growth in
capital. Our company welcome any stakeholder that interested to invest our company.
Our company also create many standing plan with alteration along time to provide
guidance and improvement for activities performed in our company. Moreover, our
company ensure that every employees welfare and benefits and we provide the most
intensive training. Therefore, our employee are able to provide the most well identifiable
spa service and full commitment for intermittent enhancement and improvement. This
also help to achieve our goal which is become the high performance benchmark in spa
centre market. Besides than our guest, our company are conscious to protect and preserve
the natural mountain environment surrounded our spa centre. We manage our waste
management system in a caution way so that no harm is done to our environment.
Protecting ecological sanctity of Kokol Hill is one the standing plans of our company.
This enable our company to be renowned as the world-class tourism by having a
protection of ecological sanctity of Borneo Sabah.
Our company measure progress from time to time towards organizational vision
and mission in order to ensure that the operation is synchronise to our vision and mission.
First of all, we appreciate every feedback and complains from our guest. By knowing
their expectation and desires, it is very easy to implement value into them and therefore
they will maintain their loyalty. Besides, manager in our company will evaluate the
performance of our employee to ensure that the services given by our spa centre is high
quality. Our company will also identify our customer growth annually. This helps us to
forecast the financial circumstances and capital growth of our company.

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Threats
- Competitor such as Kasih Sayang
Health Resort and Kokol Haven
Resort.
- Variation of cost of travelling by
diferent factors such as political
instability, rising in fuel prices and
other economic issues.
- Many hospility giants are venturing
into spa center markets which
increase the new competitor
pressure.
- Lack of uniform quality standards
and controls.

Oppotunities
- Provide our local beauty products,
local care products and treatments
to the guest.
- There are growth potential of spa
center market in Kota Kinabalu.
- There are growth of health
consciousness among the
consumers.
- Trend of the public who like to
escape from busy city life and relax
in a natural enviroment.
- Create new business and
employment opportunities.

SWOT
ANALYSIS
Weakness
- The employees work in dynamic
group which may result in diferent
opinion, diferent culture, diferent
race, diferent gender and diferent
age.
- Huge capital is required as the
operation of a spa resort is very
expensive (lift service, massage
service, grooming service).
- Service may be over-charging.

Strengths
- Our employees are work in dynamic
group which can provide diferent
way or solution to solve the problem
and provide ideas when confict
occur.
- Employees which are highly trained
in providing the high quality of spa
service.
- Our spa center develop some
wellness therapies which give health
benefts to our guests.
- The atmosphere of our spa centre is
create to relieve stress for the guest
which flled with fragrant organic
oilment.
- An unique ecological sanctity of
Borneo Sabah which have not been
fully developed.

2.4 SWOT Analysis

2.5 Corporate Strategies

Corporate strategy has few concerns that need to be answered. As such, the idea of what
set of business that we should be in, is one of it. KK Spa focuses on a business that
provides comfort, fun and relaxation to the customers. Unlike normal spas found in Kota
Kinabalu, KK Spa ventures in providing more than just spa to customers. KK Spa; having
spa, cafe, massage parlour, gymnasium, beauty salon, Jacuzzi and sauna among the
major highlights, are the services that are provided for the customers. Having a variety of
services in one building help to compete with other businesses that are related to spa. As
to our current knowledge, there are no single spa that has the same concept as our spa.
There are few types of corporate strategies that is used by the company.
2.5.1 Types of corporate strategies
Growth
The first type of corporate strategy is growth. Basically, growth in this scope means how
does the company expands into new products and markets. Since KK Spa does not
manufacture products like a factory and provides services, KK Spa targeting the niche in
the market. Having said that, Kota Kinabalu offers a good deal of customers that would
love to pamper themselves at this wellness center. It is a one-stop facility that would be a
good place for family or friends to go and enjoy the services that KK Spa offers. Instead
of going to a lot of places to get these services, customers can have it all in KK Spa. This
niche market can grow into a bigger market once it carve its name in the industry.
KK Spa can grow using the strategy of horizontal integration. This strategy allows
KK Spa to seek ownership or increased control over competitors. KK Spa, being a big
player in this market, can monopolize the market and not being challenged by its
competitor. Hence, it can compete as this industry grows. This larger scale of business
provides a major competitive advantage. Growth strategy can enable this company to
increase in revenue or market share and hiring more employees.
Another strategy during growth is to apply concentric diversification. KK Spa can
add new and related services in the center. The good thing about this is that new services
like fish spa, pedicure or manicure, tattoo parlour can increase the revenue for the
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company. Any related to beauty and wellness to the customers can be offered at
competitive prices. Concentric diversification would require a strong management team
as each services need to be maintained properly.
Stability
The second type of corporate strategy is stability. Stability basically means that KK Spa
continues doing what it is current doing and having the incremental growth that is
satisfied. During this stage, KK Spa put its effort in improving efficiency while the
environment is remain unchanged. For example, during economy turmoil whereby the
environment is said to be volatile, it is important for the company to remain at its status
quo and do not make any big decisions. KK Spa also can choose to use this strategy when
it is in a mature stage as there are few or no growth prospect. After KK Spa has gone
through the expansion phase, it is vital to undergo the cool off stage. This is to ensure
that the current business is manageable and efficient.
Renewal
The third type of corporate strategy is renewal. It is a corporate strategy that addresses
declining performance. Renewal strategy usually being use when the organization is in
trouble and respective measures need to be done. There are two strategies involve during
renewal which are retrenchment strategy and turnaround strategy. KK Spa need to use
these strategies when it has failed to meet is objectives and goals consistently over time,
being one of the weaker competitor and inefficient. Besides, other factors that contribute
to the usage of this strategy are low profitability, poor employee morale and pressure
from stockholders to improve performance.
2.6 Competitive Strategies
KK Spa develops competitive strategy based on what competitive advantage that is has.
This means that advantage that will sets this company at a distinctive edge. There are 5
generic strategies namely cost leadership divided as low cost and best value,
differentiation, focus low cost and focus best value. KK Spa uses differentiation to
compete in the market.

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Being the first in Kota Kinabalu to provide such services, KK Spa can be
considered to be unique. Nowadays, people are more concerned of their wellness and
seek comfort at the same time. This differentiation strategy enables KK Spa to charge
higher price for the services. This is due to build customer loyalty hence, strongly
attached to the features that KK Spa can provides. The thing with differentiation strategy
is that better services need to be provided to justify the higher price that will be charged.
In order for KK Spa to be successful in this strategy, the organization needs a strong
cooperation among every level in the management team. So, it is good to have creative
people in the team as new ideas are needed to improve KK Spa.
The two competitive advantage of KK Spa are quality and design. Both are in
relation with each other by providing new idea of services to consumers as well as
maintaining quality of the services for maximum satisfaction. Currently, it will be
unlikely for new competitors to come into this market. Quality of the services will be
maintained and improved on regular basis both from consumer feedback and the person
in-charge of each department.

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3.0 Organizing
Organizing is the function of management that involves developing an organizational
structure and allocating human resource to ensure the accomplishment of objectives.
Organization chart provides a graphic representation of the chain of command within an
organization is normal use to represent the organization structure. The decision made
about the structure of an organization are basically referred to as organizational design
decisions.
Besides, organizing also involves the design of jobs within the organization which
generally called job design decisions. Organizing at the level of the organization
involves deciding how best to departmentalize, or cluster, jobs into departments to
coordinate effort effectively. There are many different ways to departmentalize, including
organizing by function, product, geography, or customer. Many larger organizations use
multiple methods of departmentalization.
3.1 Model of Organisational Design
The model of organizational design to be used in KK Spa is mechanistic structure.
Mechanistic structure refers to the division of jobs that are precisely defined (Connor,
McFadden & McLean, n.d). Mechanistic structure is characterized by high work
specialization, rigid departmentalization, clear chain of command, narrow spans of
control, centralization and high formalization. The staffs in different departments are
given different tasks and department goal rather than organization goal and know little
about the overall operation of our company. The reason that mechanistic structure is
chosen is because our company is operating in a relatively stable condition in which the
situation that we are going to face is almost the same.
3.2 Organization structure and design
High work specification
The job scope of every staffs in KK Spa is highly specified. Each staff will only be given
certain job or job scopes that are relevant to their skills. For example, cashier at the
counter will only deals with payment services and other services will be referred to staff
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from relative department. It could make our company more efficiency as staffs are given
task according to their ability. However the staffs also given chance to give suggestions
on how to improve their job as too much specification will curb innovation.
Departmentalization
The departmentalization of KK Spa to be implemented is functional organisational
structure. A functional organization divides the company into different departments which
has their own responsibilities (Suttle & Media, ND). The key functions of KK Spa
include food and beverages, human resources, accounting and marketing, and facilities
and customer services. On the basis of these key functions, the operation of our company
can be divided into departments with respective job scopes.
The staffs in our company are distributed into different departments according to
their ability, knowledge, skills and experience. This will be able to enhance the
efficiency of working and promote development of greater expertise. In order to avoid the
boundaries that may be formed between departments, a meeting between departments
will be convene regularly and to focus more on organizational goals rather department
goals.

Clear Chain of Command

Chain of command refers to the line of authority from the top of management down to
workers at the frontline (Kelchner & Media, 2015). The chain of command defines who
shall a worker reports to when encounters problem. In KK Spa, a staff will report to the
first line manager of respective department and the first line manager will report to the
manager while the manager will report to the chief executive. The important of having a
clear chain of command is that it gives authority to upper management to supervise the
employee to make sure the given task is accomplish according to plan. It can also
enhance the efficiency of our company as employee reports to their supervisor and
manager first before it is reported to upper management. The problem could be solved
during the process of reporting. It reduces the work load of upper management and save
the time from reporting to upper management.
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Narrow Spans of Control

Span of control is the number of employees that a manager oversees. For our company,
the span of control will be narrowed which means that every manager will not oversees
more than 6 people. The reason for using a narrow span of control in our company is our
company is a new company where employees are less confident and unfamiliar with their
job scope. With a narrow span of control, manager can spend more time with their
subordinates and guide them better. Manager with fewer subordinates will be able to
know them well and make better decision.
Centralization
KK Spa is a centralized organization in which the power and decision making
responsibilities is concentrated at the upper level of organization. Centralization enables
the employees from all level of our company focus on the one vision as the as only upper
management is responsible for establishment of company vision. It also can increase the
efficiency of management as only upper management is involved in decision making and
save the time for gather all the lower management to react fast to the situation. Lesser
people involved in decision making also reduce the conflict that might happen among
lower management.
Formalization
Formalization is the extent to which the jobs are standardized and employees are guided
(Sebastian & Bombaci, n.d.). Our company executes high level of formalization in which
rules, regulation and formal training are delivered to employees from time to time.
Standardization of job can avoid the overlapping of work. Also allow us to have higher
productivity as there is an optimum use of all the resources. People works by obeying the
rules leads to a more stable environment in or company.
3.2 Human Resource Management (HRM)
Chief Executive Officer (CEO)

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The CEO serves as chief executive of KK Spa Sdn Bhd and, in partnership with the
Board, is responsible for the success of KK Spa Sdn Bhd. CEO assure KK Spa Sdn Bhd
relevance to the community and make sure the organization accomplish its vision and
mission. Besides, CEO also assure the accountability of KK Spa Sdn Bhd to its diverse
constituents (Simone, n.d.). In our company, CEO is responsible to assure
accountabilities in term of legal compliance, mission, policy and planning, management
and administration, governance, financing and community relations. CEO is responsible
to make sure the growth of kokol resort and recreation center which under KK Spa Sdn.
Bhd and achieved the goals.
Food and Beverage Manager
Food and Beverage Manager responsible to ensure service delivery at every point of sale
in the Food and Beverage Department. He will supervises and co-ordinates the Food and
Beverage Department. Food and Beverage Manager in of Kokol Spa and Recreation
center is responsible to ensure that the customer satisfied with the food and beverages
provided in our resort.
In our resort, restaurant and caf are operating for 24 hours. Therefore, food and beverage
manager responsible to ensure the foods are continuous supply for all the time, and make
sure the food is fresh and good in quality. Food and beverage manager also need to
ensure that guests receive high quality service in restaurants and caf in our resort.
Besides, food and beverage manager also need have quality control for the foods
provided and optimize the supply chain and the use made of raw materials. He also
responsible for the menu of restaurant and promote new idea to develop the food and
beverage in of Kokol Spa and Recreation Center.
Food and Beverage First-line Manager
Food and beverage first-line Managers responsibility is to be totally customer focused by
consistently delivering excellent customer service with an informed, friendly and
effective approach.
Food and beverages first-line manager have to ensure that the services provided
are comply with the companys vision and mission. The first-line manager for food and
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beverage must ensure that the services received by customers comply with the quality
stated by company. He also required to ensure that department creates a professional
impression to customers and team members. He is also required to collect the customer
feedback in term of environment of restaurant, services, and food.
Besides, food and beverages first-line manager also have to ensure that the rotation of
stocks remains smooth according to companys policy to make sure there is enough stock
for use. He also need to promote good employee morale and employee commitment.

Human Resource Manager

Human resource (HR) manager, advise on and implement policies relating to the effective
use of personnel within an organisation. He also responsible for develop and execute
local HR strategies. HR manager should also advise key stakeholders of employee
relations and organisational issues in of Kokol Spa and Recreation Center.
HR manager also in charge for the recruitment and salary of all the staff in our company
which included the officer, chef, waiter, and cleaner in Kokol Spa and Recreation Center.
Besides, HR manager also responsible to maintain professional and technical knowledge
of staff by making some arrangement to let the staff to attend related educational
workshops; reviewing professional publications; establishing personal networks;
participating in professional societies. For example, organize a workshop for the chef and
chef assistant to improve their professional skill, hired some professional lecturer in hotel
management to train the trainee in Kokol Spa and Recreation Center so that they can
perform their best services to customer.
Human Resource First-line Manager
The main job scope for the HR first line manager is to support the HR manager by
provide services for other department staff, dealing with new applicant and employee and
helps documenting clerical records. The first line manager need to assist the company
employment process such as scheduling interview for the applicants, administer the
interview process, finding new applicants and delivering the notifications. Any personnel
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matters must goes through first line manager before reaching the HR manager. First line
manager also need to make sure all the documents and records is keep and arranged
nicely so that it can provide reliable and accurate information when needed.

Accounting and Marketing Manager

An accounting and marketing manager in Kokol Spa and Recreation Center is responsible
for maximizing Kokol Spa and Recreation Center revenues by developing programs to
increase occupancy and make profitable use of its accommodation, meeting and leisure
facilities.
An accounting and marketing manager must maintain awareness of the factors
that influence the spa and recreation center and gain a deep understanding of the needs
and attitudes of our customers. An accounting and marketing manager will be responsible
for coordinating marketing and promotional activities to meet customer needs, working
closely with other hotel staff to ensure customers are satisfied with the facilities and their
time there.
Besides, the accounting and marketing manager also needed to control the payroll
and in charge in handling wage and salary calculations and payments. The accounting
and marketing manager should produce a month-end accounts, which can be used to
compare with forecast and previous periods. For example, he need to assist in preparing
budgets and business plaining, including the promotion period, the daily expenses for the
spa recreation such as foods ingredients and electrical fees, and the revenue which
depends on the number of customers to our spa and recreation center.
The accounting and marketing manager must has a clear plan to achieve company
financial goal. Therefore, developing promotion, customer relationships and liaison are
very important to an accounting and marketing manager.
Accounting and Marketing First-Line Manager
The accounting and marketing first-Line manager assist the accounting and marketing
manager to maximizing Kokol Spa and Recreation Center revenues by developing
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programs to increase occupancy and make profitable use of its accommodation, meeting
and leisure facilities.
Besides, the accounting and marketing first-Line manager should assist in
developing promotion, customer relation and liaison in order to maximize the revenue of
company. He need to create a promotion strategy to increase occupancy and number of
customers during times when booking are low. Running special event such as Christmas
night, Chinese New Year eve event, Hari Raya and Deepavali celebration to attract the
customers. He also required to suggest some strategy to increase the flow of customer by
offering incentives such as one nights extra accommodation when booking for a period,
can help to attract more guests to our spa and recreation center.
To build a stable revenue base and ensure high levels of repeat business, the
accounting and marketing first-Line manager responsible to develop strong customer
relationships. A customer loyalty program that rewards customers who book regularly
will benefit our spa and recreation center and our customers as well. The accounting and
marketing first-Line manager take care of scheduling jobs and delegating duties to
accounting department workers. The accounting and marketing first-Line manager also
participate in basic accounting functions, such as logging payments and maintaining
financial records.

Facilities and Guest Service Manager

The job and position for facilities and guest service manager in Kokol Spa and recreation
center is ensure the long term viability of the facilities and ensure all the customer
requested are actioned to a high level of service to achieve higher guest satisfaction.
The facilities and guest service manager is responsible to achieve the efficient and
cost effective management of all the facilities in the Kokol Spa and Recreation Center.
The manager should ensure all the facilities in the spa and recreation center such as sauna
room, swimming pool, Jacuzzi, gym room and internet cafe massage chair are in the good
condition. Since Kokol Spa and Recreation Center operate 24 hours, the facilities in our
center have high tendency and possibility to break and damage. Therefore, regular
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inspection and maintained the facilities or service recovery procedure is one of the
important role for facilities and guest service manager to make sure the well-maintenance
of facilities in our spa and recreation center so that the guests can enjoy the best services
in Kokol Spa and Recreation Center.
Besides, the manager should always receive the feedback from guests and make
improvement regarding to the comments from the guest. For example, there are a lot of
services and facilities in our spa and recreation center such as gym room, internet cafe,
restaurant, cafe, movie room, Jacuzzi, massage chair, the manager need to collect the
feedback for all the services and facilities provided in our spa and recreation center.

Facilities and Guest Service First-line Manager

The job and position for facilities and guest service first-line manager in Kokol Spa and
Recreation Center is to assist the facilities and customer service manager to maintain the
facilities and guest services provided in the Kokol Spa and Recreation Center.
There are three main area responsible for facilities and guest service first-line
manager which are staff management, management of all campus facilities and service
management based the feedback of guests. For staff management, the first-line manager
responsible for the management of direct reports including coaching and mentoring of
staff so they continually improve performance and achieve their potential and ensure that
all members of the facilities team have up to date job descriptions and that effective use is
made of the performance management system including setting of goals and objectives
and carrying out regular performance reviews. For management of all campus facilities,
first-line manager must make sure the facilities in the spa and recreation center in good in
condition. Besides, first-line manager of facilities and guest services should always
improve the services based on the feedback of guests. He have to collect all the customer
feedback from the conversation to with the customers or via the internet.

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4.0 Leading
4.1 Attitudes and Behaviors of Employees
It is undoubtedly that attitudes and behaviors are very critical criteria especially in
hospitality industry. An attitude refers to opinions, beliefs, and feeling about aspect of the
environment. It can be made up of three components: cognition, affect, and behavior. The
attitudes and behaviors we expected from our employees mainly related to their job
satisfaction, job involvement and organizational commitment.
Job satisfaction refers to a persons general attitude toward his or her job (Robbins
and Coulter, 2014). The reason our company focus on the employees job satisfaction is
because person with high level of job satisfaction often have more positive attitude while
doing their jobs. High level of job satisfaction also leads to high productivity, lower
levels of absenteeism and lower number of turnover. Job satisfaction can be achieved
from several aspects such as the salary, the challenges and accomplishment, or the
working environment.
Job involvement which is the degree to which an employee identifies with his or
her job, actively participates in it, and considers his or her job performance to be
important to his or her self-worth (Robbins and Coulter, 2014). We expect that every of
our employees identify and understand their job scope and thus able to give their best
performance. For example, the person in charge at the front counter should understand
that they are the first person to serve the customer, thus good smile and polite attitude are
important to leave a great first impression to the customer.
In addition, organizational commitment, which is the degree to which an
employee identifies with a particular organization and its goal and wishes to maintain
membership in that organization is important too. Employees who are highly committed
to the company will accept and believes in companys value, and are willing to give their
best effort to meet the companys goal and to strive for excellence with the company. In
order to ensure our employees are high committed to our company, we focus on creating
bonds between the company and the employees. We will always ensure that they feel
appreciated and motivated to work with us but not just work for us.
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4.2 Motivation
As we know in hospitality industry, human resources that enable the delivery of quality
service are the most important and significant role in creating lasting positive experiences
for the customers and also in achieving high satisfaction among them. It is a challenge for
the management of the hotel industry to motivate employees to stay on the job and to
offer the efficient, good service which customers expect (Cheng, 1995).
Motivation is defined as the result of processes, internal or external to the
individual that arouse enthusiasm and persistence to pursue a certain course of action
(Petcharak, 2002). It can also be referred to process by which a persons efforts are
energized, directed, and sustained toward attaining a goal (Robbins and Coulter, 2014).
Employees who are adequately motivated to perform will be more effective and
productive, more engaged and feel more invested in their work.
To motivate employees, we basically based on these three principles: (1) To
ensure the employees feel that the work they do has meaning and fulfil their needs at the
same time, (2) To ensure that they always think it is worth to give their contributions to
our company, and (3) to ensure a happy and comfortable working environment for the
employees.
Based on the first principle, the first step would be to figure out and understand
the employees needs. There are several theories that studied the basic needs and
motivations for employees such as Maslows theory and the Herzbergs theory.
According to Maslows Theory, the basic sorts of needs can be ranked in
importance on five levels which are from the lowest level of Physiological needs to
Safety and Security needs, Social needs, Esteem needs and to the highest level of Selffulfillment needs. The lower level needs must be satisfied before the next higher level.
While Herzbergs theory proposed that to motivate the employees two distinct sets of
factors should be put into consideration which are the hygiene factors and the motivating
factors. Hygiene factors include salary, policies, organizations, and working environment

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while motivating factors include recognition of achievements in the work, promotion,

status responsibility and the intrinsic nature of the work.
By understanding the needs of employees, we can provide the suitable
motivational approach and thus ensure that the employees goal matches our companys
goal. However, theories remain theories and words if we just talk the talk instead of walk
the talk. To find out what our employees need and what motivates them, the best and
direct approach is through communication, which is to ask for their opinions.
In one-on-one time with our employees, we asked them how they are doing in
their work, what drives them to work hard and give their best perform, and what is
getting in their way to give full contribution to the company. Not only that we get the
answers that will give us insight into what our employees think and what they need, it
actually also shows that the company and the management level care for them and take
considerations into their thoughts and opinions. This will indirectly create a bond
between us and thus encourage the employees to perform better not because they need to,
but they want to for the company.
Secondly, to ensure that they always think it is worth to give their contributions to
our company, we will also run an organization reward system by which employee
performance is defined, evaluated and rewarded. Financial rewards can be either direct
compensation such as wages or salary or indirect compensation such as deferred
compensation and health insurance. Financial rewards can often meet the employees
living needs and some people think of money as an instrument to satisfying noneconomic
needs such as power, status and affiliations with desired groups (Petcharak, 2002). Thus
financial reward can act as booster for them to give good performance at work.
However on the other side, the former Al Gore speechwriter and career analyst
Dan Pink once mentioned that the secret of high performance is not about rewards and
punishments during his presentation as a TED speaker, a nonprofit devoted to Ideas
Worth Spreading. In his opinion, rewards often narrows down ones focus and restrict the
possibilities. Instead, the unseen intrinsic drive for a worker to perform well in his or her
job is the drive to do things for their own sake, the drive to do things because they matter.

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We too agree with this statement and therefore would rather focus more on
motivating our employees by other factors and not solely by money. We want the
employees to feel appreciated, recognized and value. We want them to do their works
with energy and enthusiasm. These can be achieved by offering some form of recognition
program including gift certificates, electronics, trophies, and even company logo
merchandise. The main purpose of the recognition program is to demonstrate that our
company desire and appreciate our employees and their hard work, and also to reinforce
employee behaviors that support and sustain the companys mission (Sturman & Ford,
2011).
On the other hand, Shawn Achor, a popular Harvard lecturer and CEO of Good
Think Inc. once proposed that the brain experiences a happy advantage when
someones level of positivity in the present has been raised and the brain at positive can
performs 37% more productive than at negative, neutral or stressed. There are also many
theories and opinions from successful leaders proposed that while in a happy
environment, one can be better in securing and keeping the jobs, be more productive and
resilient, and also be less burnout too. That is why our company would also like to put
our priority focus to motivate our employees by creating a happy working environment
where instead of merely doing their jobs, our employees enjoying to be part of this
big family.
To create a comfortable and happy working environment, we give trust in our
employees on their works and their judgements. Not only that, we also treat employees
with respect. They can voice out and share their thoughts and opinions to us. Besides, we
also ensure that they are on the same pace with the companies to strive for excellence.
People often put their hearts into work if they have the sense of belongings and want to
work as a team to strive for excellence.
4.3 Leadership
A leader is someone who can influence others and who has managerial authority, while
leadership is a process of leading a group and influencing that group to achieve its goal
(Robbins & Coulter, 2014). Leadership is one of the most important aspect of an

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organization where an efficient leadership can lead the company and direct it towards
success in accomplishing goals and objectives of the company.
Leaders in hospitality management face diverse challenges in today's
environment. Evolving demands from superiors, financial challenges, and faculty and
students increasing demands, create a turbulent environment in which administrators
must thrive (Kalargyrou, 2009). A good leader do not push their employees, instead, they
pull them. As leaders, there are several issues that we need to focus on in order to lead the
company to the correct path of success.
The style of our leadership is a combination of transactional leadership and
transformational leadership. We are aware of the responsibilities to guide, and ensure our
employees perform well toward established goals and are suitable rewarded for their hard
work and efforts. Besides, we also play the role to inspired, to motivate, to excite and to
arouse our employees in order to exert extra effort to achieve companys goals.
To us, as leaders, there are several attributes that play important role in
maximizing the efficiency of the organization and in attaining the goals and objectives of
the company. One of the critical attributes is communication skills. Communications
skills is the transfer and understanding of meaning (Robbins & Coulter, 2014). Good
leaders should be able to develop good communications skills with the employees so that
they fully understand whats expected of them and their job scope. Besides, they should
also able to inspire, motivate and encourage the employees to give their best
performances in attaining the targets.
Leaders should be able to develop trust from the employees too. If the employees
have enough trust in the leaders, they are willing to follow them and express their honest
thoughts and opinions to the leaders. With enough trust, the employees have confidence
on the decision made by the leaders and the leaders too will have confidence in the
employees to conscientiously accomplish their job and fulfill their responsibilities. When
both the leaders and the employees work together as team as they trust each other, they
are able to develop higher productivity and be more efficiency.

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In addition, the leaders should be able to acknowledge good performance and

correct poor performance. The satisfaction and performance of an employee who do not
receive acknowledgement might decline over time, as they lose the motivation to
continue to perform better. Thus, good leaders should acknowledge the hard work of the
employees with rewards and recognition at the right timing. On the other hand, for the
employees who perform poorly should be guided and corrected so that there are
improvements in their performance deficiency.

5.0 Controlling
5.1 Controlling for Organizational Performance
Types of Control and Control System
There are three types of the controls can be classified according to the time at which the
control is applied to the activity which are before (preventive control), during
(Concurrent controls) or after (feedback controls) (Dubrin, 2012).
a) Preventative Control
A preventative control takes place prior to the performance of an activity. A preventive
control is very important as it ensures that the deviation from performance standard
would not happen. In general, preventive controls are the most cost effective. They can be
applied when the quality standard for purchased asset or materials are specified (Dubrin,
2012). By purchasing high-quality equipment for gym room, many instances of
equipment failure can be prevented. Thus, maintenance fees for gym room can be
minimized since those equipments are always in good condition. Preventive controls are
also used in human-resource management. Standard for hiring employees are preventive
control. One of the noticeable examples is the non-smokers are required for all job
candidate in KK Spa Sdn Bhd. As a customer-oriented organization, our company always
place satisfaction at the core of each of its business decision. As employee who is
consistently smoking may have persistent bad breath and stained teeth and this will affect
customers satisfaction when they are served. This preventative control can also help to
Page 28 of 37

can avoid low productivity occur due to smoking breaks outside the building and
smoking related illness.

b) Concurrent Controls
Concurrent controls established to monitor activities while they are carried out. A typical
concurrent control takes places when supervisor observes performance, spot a deviation
from standard, and immediately makes a constructive suggestion. For example, when the
manager of facilities of guest service department oversees an employee fails to explain
the different spa treatments provided to customers. On the spot, the manager would coach
the employee about how to explain the different spa treatments in term of duration, price
and benefit to health. For feedback control, an activity is evaluated after it is performed.
c) Feedback Controls
Feedback controls measure past experience by stating out what mistakes have been done.
The process of applying the control may provide guidelines for future corrective action.
Financial statements are a form of feedback control. If a financial report shows company
earning or income is under expectation, top managers may need to discuss with first line
managers to identify whether the problems are caused by controllable factors or
uncontrollable factors and then see how to improve the situation.
Budgetary Control Techniques
A budget is a plan expressed in numerical terms to an even shorter time horizon, usually
one year. It is one of the control techniques whereby actual results are compared with
budgets. Organizations establish budgets for work group, departments, divisions, and the
whole organization (Griffin, 1990). The examples of budget plans created by our
organization are expense budget, cash flow or cash budget, capital expenditures budget
and revenue budget. Cash flow can be explained as all sources of cash income and cash
expenditure in monthly, weekly, or daily periods. Examples of capital expenditures
budget are costs of major assets in our company such as sauna, Jacuzzi, gym equipment
and other recreation facilities. Revenue budget is the income received from the customer
who visiting KK Spa Sdn Bhd. In particular, food department need to create an expense
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budget for how much the food materials should cost in order to ensure the food is
continuous supplied for whole day since the restaurant and caf are operated 24 hours.
The budgetary control is important as the managers of each department are responsible to
set out detailed plans for achieving the targets and to anticipate and give our organization
purpose and direction. Based on the budget plans which have been set, actual
performance can be measured and assessed and thus, control can take place. Quantitative
control techniques are methods based on numerical measures of performances, such as
number of orders processed per hour. In our company, they include Gantt chart, and
Program Evaluation Review Technique (PERT).
Non Budgetary Control Techniques
Non budgetary control techniques can be classified into two types which are qualitative
control techniques and quantitative control techniques. Qualitative control techniques are
methods based on human judgements about performance that result in a descriptive
words rather than a numerical evaluation (Dubrin, 2012). Qualitative control techniques
used in KK Sdn Bhd. are personal observation and performance appraisal. Quantitative
control techniques used include Gantt chat and PERT chart.
a) Personal Observation
In real world, there is no control system which can be successfully implemented in the
absence of personal observation or supervision. Personal observation can be considered
as managers first-hand observations of how well the plans are carried out. By observing
personally, manager can get information about employees behaviour and find out
whether they have complete dedication and full commitment to their work (Singla, 2009).
In our company, managers from each department are requested to go to the place of work
and observe the employees working from time to time. This motivates the employees
work with honesty and be alert at all time to deal with every surprise visit of the manager.
b) Performance Appraisal
Performance appraisal is the formal method or system of evaluating individual job
performance as a guideline for making personnel decision objectively. (Robbins &
Coulter, 2005). There is a main difference between personnel observation and
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performance appraisal. In personnel observation, personal coaching and immediate

feedback will be given during occasional visit of manager to check an employees work.
However, formally documented appraisals are focused on equitable distribution of
opportunities and rewards to the employees based on their performances. In our company,
graphic rating scales are applied in performance appraisal, in which various traits or
behaviours are rated on incremental scales. Performance of employee is rated on a
1(unacceptable), 2 (poor), 3 (below average), 4(good), 5 (very good) accordingly. In each
rating, behaviour anchor will be listed. For example, employee who gets rating [5]
develops workable plans for collaboration, including timelines and budgets; and works
regularly with supervisor to achieve company goals. For rating [1], the employee shows
no interest in working with others and does not seek for improvement.
c) Gantt Chart
Gantt chart is a chart depicting planned and actual progress of work on a project. It is also
known as Bar chart to be used exclusively for scheduling purpose. The advantages of
Gantt charts are they give an idea what is on ongoing and what should be doing in the
given time frame. For example, accounting and marketing department is deciding to
create our company website for advertising and promoting to increase occupancy. Hence,
Gantt chart is needed to monitor the activity of operation and ensure the creation of
website is within the time frame. A Gantt is a bar chart with each bar representing
activity, such as research and planning, select theme for website, sketch of layout, design
website, insert content, test and modify. The bars are drawn against a time line. The time
given to complete this project is 3 weeks. Hence manager should monitor the progress to
ensure employees follow the length of time planned for each activity.
d) PERT Chart
PERT chart is a method of scheduling activities and events using time estimates. KK Spa
Sdn Bhd. has tailored several spa packages for men, women, couples, families and groups
suitable for any occasion. For a school holiday, we have tailored a week pass for family,
including spa package complete with a facial and massage treatment, dining and several
recreational activities. After having decided the number of activities, they are shown on a
chart so the at their sequence is clearly visible. Due to the uncertainty regarding the time
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likely to be consumed in every activity, estimation of time are made under different
conditions which include best, normal and worst condition. Last, the critical path is
determined. The time and cost associated along a path is calculated. The critical path
shows the maximum time needed for the completion of the project.
5.2 Controlling for Employee Performance
Controlling of employee performance is a function to manage the employees follow the
setting the performance standards. The manager measure the work performance of
workers by comparing between the actual performances with standards. Controlling is
taking a corrective action to corrective the deviation and error after analyse or detected
the problem from employee performance. The purpose of controlling in employee
performance are achieving goals, identify the workers performance with standard,
standardise the system for the ease of controlling and motivate employees.
Process of control
Establish the standards
The process of controlling by KK Spa Sdn Bhd at the beginning is establish the
standards. In KK Spa Sdn Bhd, employee responsible meets the work goal which is
giving the best service to customers, be polite in attitude and bring out the affable
atmosphere. For example, employee should smile and soften the voice, communicate
patiently with customer and give the right and clear instruction or explanation.
Employees expected to meet the organisation objectives by following all the order and
discipline with standard such as ensure there is no unmoral action like theft, corruption
and uncooperative attitude When choosing employees for KK Spa Sdn Bhd, some human
characteristic or personnel should be concern such as desirable attitude, ethics and morale
performance and good quality performance in customer service. The rules and regulation
clearly brief to new employee in training session to control their performance such as
80% of attendance, particular clinic approval of sick leaves, polite and affable attitude,
clean and neat attire.
Measure actual performance

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In KK Spa Sdn Bhd., all of department prepare monthly report of performance

measurement. Manager identify the performance of employees by review report timely
and regularly. Systematic report keeping all the record which make ease for manager to
find out the deviation between the actual performance and the planned target. Supervisor
walk through the work field to direct observe the actual performance of workers and
records one by one in every department. Or else, the manager can collect the data from
the customer feedback, attendance, phone calls or variance from computers. For
example, the sales report of target and report of performance which state in statistical,
oral or written. In controlling, manager checking the report information and actual
performance regular and timely to identify the deviation and taking remedial action.
Compare performance with standard
Besides, manager compare and measure the actual performance with the standards. After
the measurement, the corrective action can be taken. For the quality control, controlling
in the performance of employee can be measured by attitude of workers, their morale to
work, the development in attitudes regarding to the physical environment, and their
communication with their manager. For example, performance of worker can be seen by
review of customer from their performance feedback, any compliment and comment.
Punch card system can ensure the worker work on time and their punctuality. Manager
review the report and determine whether actual performance achieved or failed with
standard. The record and report are insert into the computer for ease of calculate the
statistic and variances from the report such as attendance, frequency of sick leaves and
feedback from customer. Every employee have responsible to achieve the standard target
in performance.
Take corrective action
In concurrent controlling, the performance deviation is detect by direct supervision or
observation with standard and taking remedial action. The corrective action can be
changing standards or correcting the deviation to achieve a status quo. For example,
discipline action, coaching, closer supervision, reassignment or transfer, motivation, job
rotation and etc. The particular employee who having undesirable behaviour or attitude
will giving warning letter. The customer service system is changing depend on the review
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of customer feedback. Organisation collected data from questionnaire to obtain latest

trend in competitors trend. New working time table and schedule is made for achieve an
efficiency and effective performance. Yearly employees training is available for better
massage technique. There is some major deviations could be occur in replacement of
machinery, appointment of workers, quality of raw material and rate of profits. The
manager taking corrective action of future operation and find out the extent of deviation
and the cause of deviation.
There are some cause may lead deviation occurred which are defective
implementation plans, and ineffective communication, erroneous planning and coordination loosens. So, the manager and supervisor conduct a monthly meeting with their
particular employee state out the vision, mission and target and deviation occurrences in
process. Manager take the corrective action to return the system to expected results or
give warning to inappropriate employees. . For example, all the employees are giving a
training session when receive the customer feedback about the performance of workers
still needed in improvement. Employees attend a learning course to improve their
massage technique and achieved standard and also a better communication with
customer.
Reward system
Moreover, there is some reward and end year bonus for the employees who achieved a
better performance in once a year such as spa or equipment voucher and bonus in salary.
This reward system can motivate the employees to achieve a better performance. The
performance of the employees can be identify when the customer filled the feedback
form which depend on the satisfaction of employees, facilities, cleanliness and also the
environment.

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6.0 Conclusion
As a conclusion, planning, organizing, leading and controlling play a very important role
in the managerial process. Kokol Spa and Recreation Center had been using these four
keys function of management principle to run the organization. Kokol Spa and
Recreation center set its vision and mission at the very beginning of their operation. This
company aims to be the first choice of spa resort destination by providing the most well
identifiable spa service and create indelible guest experiences in the nature mountain of
Kota Kinabalu and will provide the most complete spa centre experience by highly
trained employee with fully equipped world-class spa equipment which made with local
beauty and care products in order to satisfy every guests aspiration. Achievable goals is
then set by reviewing companys mission and plans is made to develop strategies for
achieving those goals. The company design their organization structure using mechanistic
model which characterized by high work specialization, rigid departmentalization, clear
chain of command, narrow spans of control, centralization and high formalization.
Human resource management is another important companys strategy which will
significantly impact the companys performance. The level of commitment of employees
to the company highly influence the companys performance. In leading part, the attitudes
and behaviours expected from the employees mainly related to their job satisfaction, job
involvement and organizational commitment. Certain level of motivation need to be carry
out because employees who are adequately motivated will be more effective and
productive. The style of the company leadership is a combination of transactional
leadership and transformational leadership. This type of leadership aware of the
importance to guide the employee and also play the role to inspired and motivate the
employees in order to exert extra effort to achieve companys goals. Controlling is last
part of the managerial function. In this part, organization and employees performances
are controlled by different controlling method. Each control methods consists of three
steps which are setting standards, measuring actual performance and taking corrective
action.

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This management plan is one the most important factor that decide the future of
KK Spa Sdn Bhd. It allows the company to manage and fully utilize main resources such
as human resources, financial resources, material resources and information resources
which will determine the accomplishment of the company.

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