Organization structure is defined as :
· The set of formal tasks assigned to individuals and departments
· Formal reporting relationships, including lines of authority, decision responsibility, number of hierarchical levels, and span of managers’ control
· The design of systems to ensure effective coordination of employees across departments.
Telekom Malaysia™ is the largest integrated communications solution provider in Malaysia, and one of Asia’s leading communications company, with market capitalization of RM11 billion and an employee force of 24,744.
TM also provides disaster relief and caters for the needy and underprivileged by donating to welfare homes, Non-Governmental Organisations (NGOs) and charitable organisations. As a responsible company, TM is conscious of playing its part towards sustainable development. Its green agenda includes the ISO 14001:2000 Environmental Management System to minimise waste, and protect and preserve the environment and the nation’s natural resources. The Company has also piloted a teleworking initiative for its Sales staff and enforces remote meetings via teleconferencing and live streaming between regional offices nationwide. Employees are further encouraged to contribute towards environmental efforts via active participation in an internal green campaign, Bumiku. TM believes that commitment to CR contributes to greater shareholder value. It enhances the TM brand, encourages the best people to want to work for TM and serves as a powerful reason for customers and business partners to do
business with TM. TM is a pillar of integrity and innovation in the Malaysian telecommunications landscape, built on a foundation spanning more than 100 years. Based on its
history of excellence, TM will continue to open up new possibilities to Malaysians, enabling them to use new-generation connectivity to make anything possible.
Organizations perform a wide variety of tasks. Work specialization is the degree to which organizational tasks are subdivided into separate jobs. Work specialization in Diagram1.
BOARD OF DIRECTORS
Datuk Dr Halim Shafie Dato’ Zamzamzairani Mohd Isa
Chairman Managing Director/
(Non-Independent Group Chief Executive Officer
Non-Executive Director) (Non-Independent Evecutive Director)
Datuk Bazlan Osman Dato’ Zalekha Hassan
Executive Director/ (Non-Independent
Group Chief Financial Officer Non-Executive Directors)
(Non-Independent Executive Director)
Tunku Dato’ Mahmood Fawzy Dato’ Danapalan T.P. Vinggrasalam
Tunku Muhiyiddin (Senior Independent
(Non-Independent Non-Executive Director)
Non-Executive Director)
YB Datuk Nur Jazlan Dato’Ir Abdul Rahim Abu Bakar
Tan Sri Mohamed (Independent Non-Executive Director)
(Independent N on-Executive Director)
Ibrahim Marsidi Quah Poh Keat
(Independent N on-Executive Director) (Independent Non-Executive Director)
Riccardo Ruggiero Eshah Meor Suleiman
(Independent Non-Executive Director) (Alternate Director to
Dato’Zalekha Hassan)
Dr Farid Mohamed Sani (Non-Independent Non-Executive
(Alternate Director to Tunku Dato’ Alternate Director)
Mahmood Fawzy Tunku Muhyiddin)
(Non-Independent Non-Executive Alternate Director)
· First of all, the ROLES AND RESPONSIBILITY OF THE BOARD. The board assumes the following responsibilities in discharging its stewardship.
- Review and adopt a strategic plan for the Group of TM.
- Oversee and evaluate the conduct of the Company’s business
- Identify and manage principle risks.
- Succession planning.
- Develop and implement investor relations programme
- Review the adequacy and integrity of the Company’s internal controls.
· The roles of Non-Executive are separated with clear division of responsibilities, in line with best practices and to ensure appropriate supervision with management.
- Reviews the performance of the lines of business and operating subsidiaries against their budgets and targets.
· There are a lot of responsibility and each of them has work specialization.
· Board and management function.
- The Board and management acknowledge the importance of positive interaction, dynamics and open communication to build trust in order to deliver significant and positive performance and shareholder value.
- The quality of information received ny the Board to a considerable extent, affects its effectiveness in making informed decisions.
- Similarly, Management is given the opportunity to rate the Board annually, in terms of whether Board deliberations have been focused, constructive and supportive, and whether clear decisions have been arrived at based on relevant facts.
This four table present our active subsidiaries, associates and Strategic Business Units (SBU) categorized under major business segments/lines of business.
GLOBAL
· TELEKOM MALAYSIA
(USA) INC (100%)
· TELEKOM MALAYSIA
(UK) LTD (100%)
· TELEKOM MALAYSIA
(HONG KONG LTD (100%)
· TELEKOM MALAYSIA (S)
PTE LTD (100%)
SUPPORT BUSINESS
· TM FACILITIES SDN BHD (100%)
- TM AUTOLEASE SDN BHD (100%)
· MENARA KUALA LUMPUR SDN BHD (100%)
· TELEKOM MULTI-MEDIA SDN BHD (100%)
- TELEKOM SMART SCHOOL SDN BHD (51.0%)
- MUTIARA COM SDN BHD (100%)
· UNIVERSITI TELEKOM SDN BHD (100%)
- UNITELE MULTIMEDIA SDN BHD (100%)
- MMU CREATIVISTA SDN BHD (100%)
- MULTIMEDIA COLLEGE SDN BHD (100%)
· MOBIKOM SDN BHD (100%)
· PROPERTY MANAGEMENT
· PROPERTY OPERATIONS
· SECURITY MANAGEMENT
RETAIL
CONSUMER
· TM INFO-MEDIA SDN BHD (100%)
· TM NET SDN BHD (100%)
· TELEKOM SALES & SERVICES SDN BHD (100&)
SMALL MEDIUM ENTREPRISE (SME)
· VADS BERHAD (100%)
- VADS BUSINESS PROCESS SDN BHD (100%)
= PT VADS INDONESIA
- VADS PROFESSIONAL SERVICES SDN BHD (100%)
- VADS SOLUTION SDN BHD (100%)
- VADS E-SERVICES SDN BHD (100%)
- MEGANET COMMUNICATIONS SDN BHD (100%)
GOVERNMENT
· GITN SDN BHD (100%)
PRODUCT
· TELEKOM APPLIED BUSINESS SDN BHD (100%)
NETWORK/IT
· TELEKOM RESEARCH & DEVELOPMENT SDN.BHD (100%)
-
WHOLESALE
· FIBERAIL SDN BHD (56.0%)
· TELEKOM ENTREPRISE SDN BHD (100%)
- FIBRECOMM NETWORK (M) SDN BHD (51.0%)
RECOMMENDATION
As we know, each of the company has their own risk to achieve their mission and vision. TM must take risks to achieve objectives and to further compete with other communications companies such as Maxis and Digi. TM mission is “To be Malaysia’s leading new generation communications provider, embracing customer needs through innovation and execution excellence”. So, TM must have a good organization to achieve this mission.
· TM have a operational risk and must avoid it.
- TM is commited to ensuring network and services availability to uphold its quality of service. However, some factors that affect service availability are beyond its control, such as cable theft and it will damage during road works and natural calamities such as lightning.
- So, they must build organization in order to avoid this risk. So, if there are the lightning happened, the service or line will be good. The customer would not complain about this problem anymore.
· In addition, TM has a lot of place that we can pay a telephone’s bill. So, they must specify a place to pay the bills only. The organization of that place must be strategic and all the people know about it.
· Besides, as we know, other communications company has easy pay to pay their bills. TM also can use this way to compete with other company. Customer or consumer like the easy way to pay the bills. For example, if they want to pay the bill, they must queue and wait until an hour to pay. So, it will be troublesome customers who pay bills. The easy Pay has done by certain country not all. So, they must add this easy pay to all of the country in Malaysia.
· TM organization should be organized correctly so that no problems will occur. TM can be the best and famous communication in the world.
· Each of the employee must know their responsibilities and roles whether he or she director or not. They should carry out their task of raising the standard TM as one of the best communications system in the world.