Tan Sri Dato’ Sri Liew Kee Sin was appointed as a Non-Independent Non-Executive Director of Eco World Development Group Berhad on 5 May 2014
Tan Sri Dato’ Sri Liew Kee Sin was appointed as a Non-Independent Non-Executive Director of Eco World Development Group Berhad on 5 May 2014. He was re-designated as the Chairman of the Board on 20 March 2015.
Tan Sri Liew started his career as a banker in a local merchant bank in 1981. After gaining 5 years of experience in the banking industry, he ventured into property development. Following a reverse takeover of S P Setia Berhad, he was appointed as its Group Managing Director in May 1996 and continued to helm S P Setia Berhad as its President and CEO for the next 18 years until 30 April 2014.
In mid-2012, Tan Sri Liew led the Malaysian consortium of S P Setia Berhad, Sime Darby Berhad and Employees Provident Fund Board in successfully bidding for the Battersea Power Station site in London, United Kingdom and was appointed as the first Chairman of the Battersea Project Holding Company in 2012, a position he held until September 2015.
Tan Sri Liew has won numerous corporate and industry awards for entrepreneurship, philanthropy and for showing exemplary leadership in building businesses and creating value.
ROLES OF MANAGEMENT
i. Interpersonal roles
Interpersonal roles can be defined as the role of a manager that involves relationships with organizational members and other constituents.Managers spend a considerable amount of time in interacting with other people both within their own organizations as well as outside. These people include peers, subordinates, superiors, suppliers, customers, government officials and community leaders.The three interpersonal roles played by the manager are figurehead,leader and liaison.For example Dato’ Sri Liew Kee Sin was create the cultural diversity established in his teams works well and further strengthened the engagement between leaders and employees. It was truly inspired by his way in living up to vision, fostering teamwork and inculcate motivation among employees as a leader in organization.
Managers act as symbolic figureheads performing social or legal obligations. These duties include greeting visitors, signing legal documents, taking important customers to lunch, attending a subordinate’s wedding or speaking at functions in schools and churches. All these primarily, are duties of a ceremonial nature but are important for the smooth functioning of the organization.Tan Sri Liew Kee Sin was attend exchanging documents with Zepp Hall Network Inc president Satoshi Senoo at a ceremony in Kuala Lumpur yesterday
The influence of the manager is most clearly seen in his role as a leader of the unit or organization. Since he is responsible for the activities of his subordinates, he must lead and coordinate their activities in meeting task-related goals and he must motivate them to perform better.
Manager must constant contact with their own subordinates, peers and superiors, also maintain a network of outside contacts in order to assess the external environment of competition, social changes or changes in governmental rules, regulations and laws.For example,Tan Sri Dato’ Sri Liew Kee Sin always spend time for an hour or so to speak to employees and his job as chairman is also to explain why and help employees to realign the values of the companies. He always ready to listen to new ideas and discuss with everyone. The Chairman 360° dialogue session is just one way the organisation practises transparency with its staff. With a steady pair of hands, the chairman provides a sense of stability and comfort for the staff.
II. INFORMATIONAL ROLES
Informational roles meanings that the manager’s responsibility for gathering and disseminating information to the stakeholders of the organization.Informational roles include monitor,disseminator and spokesperson. Tan Sri Liew Kee Sin was announce another ambitious target for 2013 RM5.5bil in total sales during the press conference to announce S P Setia’s 2012 financial results.
The monitor finds internal and external information about certain issues that are associated with the Business Organization and comprise direct or indirect effect.
The role of disseminator is to transmit information internally, which is received from either internal or external sources. Disseminator delivers information that is obtained from outsiders or insiders to the high authority members of the organization.
Spokesperson delivers information of the organization to the outsiders about policies, strategies, actions or the possible results associated with the organization.For example on 15 Dec 2017 Dato’ Sri Liew Kee Sin was announce that Eco World was achieved the sales target worth RM4 billion from Malaysian projects in FY2017. .
III. DECISIONAL ROLES
The entrepreneur performs role as a designer, initiator and encourager of improvement and innovation. Entrepreneur searches for change in organizational environment and begins improvement projects.
The disturbance handler takes certain effective action in order to relieve the organization when it is facing enormous unexpected problems
The Resource allocator plays a vital role of allocating all kinds of organizational resources and approving significant decisions. Resources allocator allots all types of resources, i.e. equipment, funding, human resource and time.
The negotiator is one of the important managerial roles and represents an organization during major negotiations or talks that have an effect on manager’s responsibilities.
I. CONCEPTUAL SKILL
This conceptual skill allow a manager to visualize the entire organization and work with ideas and the relationships between abstract concepts.The ability to think creatively about, analyze and understand complicated and abstract ideas. Using a well developed conceptual skill set, top level businessmanagers need to be able to look at their company as a holistic entity, to see the interrelationships between its divisions, and to understand how the firm fits into and affects its overall environment.For example,
II. HUMAN SKILL
Management skills include human skills which mean the ability of working with people, individually and in a group. Managers with good human skills can create an environment where people feel secure and free to express the view. These managers are bold, communicate well, and can motivate their subordinates.
III. TECHNICAL SKILL
Technical skills are the abilities and knowledge needed to perform specific tasks. They are practical, and often relate to mechanical, information technology, mathematical, or scientific tasks
FUNCTION OF MANAGEMENT
Planning is the function of management that involves setting objectives and determining a course of action for achieving those objectives. Planning requires that managers be aware of environmental conditions facing their organization and forecast future conditions. It also requires that managers be good decision makers.
Organizing is the function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives. The structure of the organization is the framework within which effort is coordinated. The structure is usually represented by an organization chart, which provides a graphic representation of the chain of command within an organization. Decisions made about the structure of an organization are generally referred to as organizational design decisions.
Leading involves the social and informal sources of influence that you use to inspire action taken by others. If managers are effective leaders, their subordinates will be enthusiastic about exerting effort to attain organizational objectives.
The behavioral sciences have made many contributions to understanding this function of management. Personality research and studies of job attitudes provide important information as to how managers can most effectively lead subordinates. For example, this research tells us that to become effective at leading, managers must first understand their subordinates’ personalities, values, attitudes, and emotions.
Controlling involves ensuring that performance does not deviate from standards. Controlling consists of three steps, which include (1) establishing performance standards, (2) comparing actual performance against standards, and (3) taking corrective action when necessary. Performance standards are often stated in monetary terms such as revenue, costs, or profits but may also be stated in other terms, such as units produced, number of defective products, or levels of quality or customer service.
The measurement of performance can be done in several ways, depending on the performance standards, including financial statements, sales reports, production results, customer satisfaction, and formal performance appraisals. Managers at all levels engage in the managerial function of controlling to some degree.