Some Strategic Management Practices among Small and Medium-Size Enterprises in Malaysia’s Construction Services Sector
Elsadig Musa Ahmed
Ahmad Zaki Bin Hj Ismail
Mohamed Ghazali Bin Omar
Many unconventional management practices and styles have emerged which are being tested. They are, in alphabetical order, A (accounting, auditing and accountability); B (budgeting of time, financial and physical resources); C (communication, information and technology); D (development and research of products, markets and marketing techniques); E (environmental and ethical management policies); F (finance, funding and financial issues); G (globalisation, regionalisation, outsourcing and networking); H (honesty, honour, integrity and intrinsic values); I (Islamic, religious, faith-related and moral values); and J (justice, compassion and altruistic social values). From the study, it was observed that the “A”, “B”, “C” strategies and other intrinsic values of the entrepreneur and faith-related management options were most frequently adopted. These impact-giving sets of strategies may be chosen and developed into core and job competencies. Thus, the contractors may be re-classified into the respective capability and competency levels to match their jobs and vice versa. Seeking fortune through trade (of goods and/or services) or business is encouraged as a form of Ibadah with rewards for profits in this world and Falah (success). Religious practices are very advantageous in management.
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