EDITORIAL
Volume 15, Issue 6, 2020
1.Disruptive Thinking for Entrepreneurship
- KC Chan & Andrew de Souza
This paper concerns the development and plans for the future on one small company, built on the principles of entrepreneurship and the evolution of other ‘–preneurships’ – intrapreneurship (involving employees in decision-making), technopreneurship (combining technology and entrepreneurial skills) and multipreneurship (diversifying and multi-tasking to add income streams). The company also embraces disruptive thinking, accepting that progress does not necessarily mean fine honing what has gone before, but can, and should, include leaps beyond and around and perhaps opposing previous ideas. Smooth transitions are an unlikely luxury. There is a constant need for the six Rs – Rethink, Reinvent, Redesign, Rejuvenate, Reengineer, and Redesign. The covid pandemic has forced change that are even more rapid than in our normal turbulence. In some cases this has taught that what seemed not really feasible in fact works well and should be maintained. For example, long, expensive, time-consuming journeys may be less productive than the various forms of video-conferencing. Covid has caused immeasurable damage, and we must use the experience to look again at what we do, and how and why we do it.
2.Designing an Expansion Plan Out-of-Home Media Owner to and Advertising Agency for Business Growth
- Zafira Ismail & Selvamalar Ayadurai
Advertising and spreading information generally has a long history, with technology offering new opportunities through the centuries. Early practices that can be described as adverts are signs on rocks left by Phoenician traders, wall paintings in Pompeii, and town criers who shouted out the news - useful when the bulk of the population was illiterate. The advent of printing made a difference, making leaflets and newspapers possible. In the 19th century blimps hovered in the sky with messages visible from the ground. Improving aviation brought banner towing and skywriting became possible with extraordinary skills from teams of pilots. Telephones allowed sellers to speak to potential customers from the late nineteenth century. The pace gathered in the 20th century when radio and television, vastly increased the audience. Then came the internet and exponential expansion and instant communication with millions. But increasing possibilities does not necessarily make it easier to make decisions about how to advertise, who to target, and what services to offer. This paper looks at the issues involved in these decisions.
3.The Fourth Industrial Revolution: The New Wave of Corporate Sustainability in Privately Owned Waste Management and Recycling Organisations, Malaysia
- Lilian Au Yong & Selvamalar Ayadurai
The world has become increasingly wasteful in recent decades, and awareness of the problem has increased without sufficient impact on disposal habits. This is a worldwide problem in a throw-away culture that has developed with an illusion of boundless plenty. This is partly due to advances in technology that can produce greater quantities of goodies with increasing sophistication at an extraordinarily rapid pace. Improved communication makes these things available, and also increases the level of wanting the latest gadget. So perfectly serviceable items are thrown away in massive piles of refuse. Technology can also come to the rescue, making it easier to sort and redirect items and give more control over what happens next. For example, optical sorting plants can separate out different coloured waste bags so that categorisation is automatic, although it does depend on people using the right coloured bags for their refuse. At later stages, technology is finding ways to extract different materials for reuse and recycling. Technology can be used to improve our quality of life, but it needs a change in our views about the value of waste.
4. Relationships between Leadership, Organisational Commitment and Performance in VUCA: Malaysia Automotive Manufacturer Context
- Lee Hi Siong & Ian Mackechnie
The Volatile, Uncertain, Complex, Ambiguous world is alarming at all levels, and needs highly capable leaders. Predictable change may be difficult to deal with, but Volatile change means there can be no certain path to follow. With built-in Uncertainty, it is difficult to plan for the future. Complexity, where the connections are difficult to discern, makes it debatable which plan is best. All this leads to Ambiguity, and the likelihood of misunderstanding is high. This presents a continuous challenge for leaders. They need to inspire commitment from the workforce, and high performance is needed from everyone. We have moved away from the idea that natural leaders are born and a number of leadership models have been put forward. This paper looks at transactional leadership and transformational leadership. Transactional leadership is a form of transaction between the leader and follower, where rewards of various types are given for good results. Transformational leadership seeks to transform results by a supportive approach, giving opportunities for workers to move forward for the mutual benefit of themselves and the organisation.
5. Manage and Control Operational Risks in Manufacturing and Supplying Industry Through Sustainable Strategies
-Jabir Amin
There are many risks in running a company. These could be divided into three types - External, such as disastrous weather conditions, and two types of internal risk. One type comes from error, which can occur at any stage, from inappropriate raw materials, faulty machinery, and mistakes in recording information, which could for example lead to goods being delivered to the wrong customer. The other internal risk is less visible but just as harmful, perhaps more so. Poor human relationships take up people's attention and take their minds off the job. Good human relationships make a good atmosphere and willingness to help each other. For the weather, protective measures can be put in place. For the internal risks, training can help a great deal. Much of this is specific to each industry, such as learning to use particular machines and how to use the systems and processes in place. In the case of relationships between people, the same types of training are suitable across the board. Communicating, listening, influencing, respecting others, are all skills that can be improved. It may be more difficult when different cultures are involved, and this makes it all the more important to get it right.
ARTICLE TOOLS
Editor's Message
- The International Professional Managers Review has been created to provide academics and practitioners a platform and a Journal for their exploration of new ideas, concepts, techniques and practice.
Our Journal aims to provide steady information about the latest theories and practices, right across the world. Recent issues have ranged from individual employability to global operations strategy, and having contributors from four continents.
Our aim is to achieve a high quality of contribution in the areas of management and business. However, we cannot be complacent. The world is changing, and there is always a need to assess and reassess, to try out new ideas, to discuss the results, and then assess again. For this we need to hear from people who are active in professional management, and in research. Theory and practice are interconnected, and we want to join up the gaps.
We are aiming for a mix of approach, including, interviews, case studies, research with conclusions, exploratory ideas, and student papers. Sometimes we will have a special edition, where different authors explore the same topic from different angles, testing different theories, views from different countries, and so on. This should lead to in-depth discussion, more thought, more research, more articles, and further advance in theory and practice.
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- The International Professional Managers Review has been created to provide academics and practitioners a platform and a Journal for their exploration of new ideas, concepts, techniques and practice.