UNIKL BRITISH MALAYSIAN INSTITUTE
BGB21003 ESSENTIAL MANAGEMENT PRICIPLES
SEPTEMBER 2022
PREPARED FOR:
SIR SUDIRMAN BIN ZAINAL ABIDIN
PREPARED BY:
NAME STUDENT ID GROUP
MUHAMMAD HARIZ 51224122185 L01-T01
NAUFAL BIN YUSMAZANI
SYAZWAN ARIF BIN 51220122216 L01-T01
SHAARI
MUHAMMAD AMIN 51220122189 L01-T01
NAJMAN BIN MAMAT
SHAMSUL AMIRUL AZMI 51220122205 L01-T01
BIN SALIM
ZEK AZIB DANISH BIN 51220122272 L01-T01
RASHDAN
Table of Contents
1. EXECUTIVE SUMMARY................................................................................................................................ 3
2. INTRODUCTION TO ORGANIZATION ..................................................................................................... 4
2.1 About Company ..................................................................................................................................... 4
2.2 Company Organization Chart ................................................................................................................ 5
2.3 Biodata of The Top Leader .................................................................................................................... 6
[Link] ................................................................................................................................................................. 10
3.1 State and analysis of the leadership style of selected leader .......................................................... 10
3.2 Analysis of the leader’s approach towards motivation ..................................................................... 13
4. Conclusion....................................................................................................................................................... 15
5. Appendices ...................................................................................................................................................... 16
Figure 5.1: Permission letter endorsed by interviewee ................................................................................. 16
Figure 5.2: Interview session ........................................................................................................................ 17
Figure 5.3: Interview session ........................................................................................................................ 17
Figure 5.4: Profile ......................................................................................................................................... 18
Figure 5.5: Profile ......................................................................................................................................... 19
Figure 5.6: Profile ......................................................................................................................................... 20
Figure 5.7: Profile ......................................................................................................................................... 21
Figure 5.8: Profile ......................................................................................................................................... 22
Figure 5.9: Company information ................................................................................................................. 23
Figure 5.10: Company building..................................................................................................................... 23
Figure 5.11: Main company and sub company logos ................................................................................... 24
Figure 5.12: Policy company ........................................................................................................................ 24
Figure 5.13: Engineering business ............................................................................................................... 25
Figure 5.14: ICT business ............................................................................................................................ 25
Figure 5.15: Licenses ................................................................................................................................... 26
Figure 5.16: Licenses ................................................................................................................................... 27
Figure 5.17: Licenses ................................................................................................................................... 28
Figure 5.18: Licenses ................................................................................................................................... 29
Figure 5.19: Licenses ................................................................................................................................... 30
Figure 5.20: ICT Principal & Solution ........................................................................................................... 31
Figure 5.21: ICT Service............................................................................................................................... 31
Figure 5.22: ICT Services ............................................................................................................................. 32
Figure 5.23: ICT Clients................................................................................................................................ 32
Figure 5.24: Engineering Clients .................................................................................................................. 33
Figure 5.25: Sludge pipe work ...................................................................................................................... 34
Figure 5.26: Hydrant pipe work .................................................................................................................... 35
Figure 5.27: Certificate of achievement ........................................................................................................ 36
2
1. EXECUTIVE SUMMARY
This report discusses leadership as a field of study and a useful talent that includes an
organization's capacity to "lead" or direct other people, groups, or entire organisations. The
primary role of leadership is management, which aids in maximising effectiveness and
achieving the organisational goals set out in accordance with the mission, vision, and
objectives of the company's founding. Without leadership, all other corporate resources are
useless. Leadership is the key component that makes everything go smoothly. We have
picked a leader to serve as our point of reference for completing this assignment; he has
wonderful qualifications for us to interview him and share the details of his leadership path
with us so we can use it as material for our task and he can serve as an inspiration for us. We
will demonstrate his personality, the qualities that make him a leader, and the leadership style
that has led to his success to far. We will also discuss how successful he has been in building
and managing a business.
3
2. INTRODUCTION TO ORGANIZATION
2.1 About Company
Liberty Technology Resources SDN BHD was established on 18th of May 2011 by Mr. Edinolfi
and it is still going strong today. The company’s main business is ended to end ICT services
and solutions, more importantly, consult, design, supply, deliver and implement Information
technology from desktop to data centres, system development and professional services,
desktop, servers, switches, surveillance systems, access control, and output devices.
Moreover, the company is also involved in engineering services particularly in oil and gas and
water sanitisation system. Some of the services also include inspection, site preparation,
operation, and maintenance. The company’s vision is to bring values in for the betterment of
customers. Meanwhile, its mission is to become preferred industry partner by bridging
professional resources with enterprise demand. The company’s authorized capital since 2013
is RM 1,000,000.
4
2.2 Company Organization Chart
Figure 2.2: Organization Chart
The company is spearheaded by board of directors; Mr. Edinolfi as the Chief
Executive Officer and ICT Chief Technical Officer, Mr. Mazlan as ChiefFinancial
Officer, Mr. Syamsi as Head of Human Resources, Mr. Nick as Headof the Water
Department and Mr. Eskandar as Head of the Engineering Department. In general,
there are three divisions; ICT division that handles projects related to ICT; Sales
division that handles project funding, budgetingand incomes and Engineering and
Water Division that handles projects involving oil and gas and water sanitization
system.
5
2.3 Biodata of The Top Leader
Name: TS Edinolfi Kamalul Azmi
Date of Birth: 27/3/1976
Place of Birth: Tampin, Negeri Sembilan
Status: Married
Education:
• SK Seri Saujana
• MRSM Kuantan
• University Sains Malaysia
Experience:
1)Chief Executive Officer
Liberty Technology Resources Sdn Bhd | Kuala Lumpur, Malaysia
Industry: Oil & Gas/ Government/ Corporate
Specialization: IT/Computer - Network/ Infrastructure/ System
Role: CEO
My role is to drive the company towards the best ICT company in Malaysia.
We diversify the business into all ICT pillars:
- Networking & Structured Cabling.
- Infrastructure - Servers, Storage, Backup, Disaster Recovery, Data Centre.
- System Development - ERP, Web Development, Data Analytic.
- Professional Services - Project Managers, Consultant, Managed Services.
We have about 15 Permanent and 15 Contract staffs at this moment, and it will grow as and
when we capture new businesses.
6
2)Senior Manager Operation
[Link] Sdn Bhd
Industry: Government/ Corporate
Specialization: IT/Computer - Network/System/Database Admin
Role: Senior Manager
Managing operation team for the company. Managing for pre-sales and post-sales support.
At the same time, looking after the project management portion for the company. Some
consulting on pre-sales and sales portion for the company.
3)Section Head E&P Telecommunication & Network
iPerintis Sdn Bhd
Industry: Oil / Gas / Petroleum
Specialization: IT/Computer - Network/System/Database Admin
Role: Supervisor/Team Lead
Position Level: Manager
Managing E&P (Oil and Gas) Telecommunication and Network including offshore support and
International.
4)Section Head G&G Support
iPerintis Sdn Bhd
Industry: Oil / Gas / Petroleum
Specialization: IT/Computer - Network/System/Database Admin
Role: Supervisor/Team Lead
Position Level: Manager
Managing a team specifically for Exploration and Production (E&P) G&G and Data
Management ICT Support.
7
5)Network Engineer
iPerintis Sdn Bhd
Industry: Call Centre / IT-Enabled Services / BPO
Specialization I: T/Computer - Network/System/Database Admin
Role: Network/System Engineer
Position Level: Senior Executive
- Netware Experts - Netware (4.11, 5.1, 6.5), ZENworks for Desktop, Border Manager, NDS,
I-Chain, ZENworks for Servers.
- Intermediate knowledge in Nortel Network Devices and Cisco Devices.
- Network Troubleshooting - sniffers, network vantage, ethereal.
- Setup a small business network environment.
6)Network Support Executive
Petronas Nasional Berhad
Industry: Oil / Gas / Petroleum
Specialization: IT/Computer - Network/System/Database Admin
Role: Network/System Engineer
Position Level: Senior Executive
- Netware Experts - Netware 4.11 and 5.1, ZENworks for Desktop, Border Manager, NDS, I-
Chain, ZENworks for Servers.
- Network Troubleshooting - sniffers, network vantage.
- Setup a small business network environment.
7) Research Assistant
University Sains Malaysia
Industry: Computer / Information Technology (Software)
Specialization: IT/Computer - Software
Role: Software Engineer/Programmer
8
Position: Level Fresh / Entry Level
Duties: Doing technical jobs on computer hardware and software and develop software and
web.
8)Technician
Megaplus Entreprise
Industry: Computer / Information Technology (Hardware)
Specialization: IT/Computer - Hardware
Role: Technician
Position Level: Fresh / Entry Level
9)Programmer
Hitachi
Industry: Manufacturing / Production
Specialization: IT/Computer - Software
Role: Software Engineer/Programmer
Position Level: Fresh / Entry Level
Skills:
Leadership | Communication | Innovative | Passionate | Teamwork | Work ethic | Creativity
Enthusiast | Adaptability | Time management | Motivation
Personal Accomplishments:
• Played Basketball, Squash and Running.
• Professional Technologist from Malaysia Board of Technology.
• Graduate Technologist from Malaysia Board of Technology.
• Received Bronze and Silver Medals for Anugerah Remaja Perdana (by Kementerian
Belia Dan Sukan).
9
[Link]
3.1 State and analysis of the leadership style of selected leader
At the beginning of the analysis of the leadership style that we can see during the interview
with Liberty Technology Resources Sdn Bhd is interactive centered way of leadership. We
can see that Mr. Edinolfi Kamalul Azmi as a CEO satisfactorily answers every question we
ask and tells us the history of the company. Mr. Edinolfi tells us that before he managed the
company, he was once an employee from another many other companies. It means he
already have experiences with the other company before opening his own company. When
Mr. Edinolfi create his own company, he already takes a risk about his future. He starts his
own company in 2011 but operation officially in [Link] first starting job in the company is
as manpower supplier in ICT at Petronas. After 3 years operation Edinolfi already make a
change to company, the change objective is to improve the company in the financial and
make a company become more bigger, he starts a business in IT but outside the Petronas
Company such as a Government Company until today. The business focus in this company
is on IT field. In 2020, Mr Edinolfi make a change with start a new business in water
engineering in 2020, this is also a new way to make a change in company to have more job
and also can focus about other industry too, but a major business is still about IT. In the
business with client,Mr Edinolfi not focused on 1 brand product,Mr Edinolfi will discuss with
client about the product that client want to use because satisfaction client is really important
in business. He tells us that to make a change, we must respond with actions and not words.
To bring a change in the initial stage of a company, the leader must work more than a worker,
because we cannot change anything if our work and efforts are the same asthose of others,
that is, workers. If we are different from others, we can change something because we have
more ideas than others. In addition, it uses influence and strategy techniques in decision
making that enable employees to increase their self-efficacy and change their values,norms,
and attitudes in line with the vision developed by the leader, which has a positive impacton
psychological well-being. On the other hand, transactional leadership influences employees
using authority, sanctions, rewards, and formal authority to promote employee compliance
behavior. Thus, based on these criteria, we can see that Mr. Edinolfi represents interactive
centered way of leadership.
Next, we can draw from the survey is the approach leadership style. We can say it
because the answer we got from Mr. Edinolfi to the question, "How do you lead your
employees?" Every answer from him is more of the approachable type, for example, that
the employees and the manager must work together as a team and friends, not as boss and
[Link], among other things, he says: "Do not be like the boss easy, the employees
10
hard, but be a leader who supports all team members". The example when the staff got a
problem with software or any other about IT or Networking, he will teach them a show them
how to solve the problem. He also tells us work in team is more easier than work by own
because we have to do finish job on time, so we need to work in team to make finish more
faster. Other than that, when the company want to do something or change something, he
will discuss with all the employees whether they agree or not about the topics he discuss
with his staff. Moreover, If the staff has an issues or have a bad behavior, he will discuss
with that staff if the staff want to stay at the company he must change his attitude and if that
staff did not want to change so that staff can leave from company, we as leaders have to
make the right decision, which is to protect company right. Other than that, if we take care of
our employees in the company treat them like family, we will win the trust and loyalty of our
employees. It is useless if we have a lot of money but no loyalty in the company, we must
remember that money cannot buy anything no matter how powerful it is. Next, Mr. Edinolfi
always reminds us that we must have a strong network, because if we have that, we will
have more knowledge and gain experience from other people. He often advised us that we
need a mentor if we want to have a good start, because a mentor can guide us on the way
to success and we can ask him any question so that we can make the right decision.
The third analysis we can draw from the survey is the Delegative leadership style.
When we ask him, "What is your vision, goals or values for the company?" he answers that
he is building this company to become a one of leaders IT in Malaysia and known IT
company in Malaysia. He also tells us that the company vision and goals is still same from
the start, he will try as much as he can to make a Liberty Technology Resources is the well-
known company in Malaysia. The first thing he does is to change anddevelop the vision to
start a business. As we can see now, he has his own business and his own employees.
Mr. Edinolfi has also set a timetable for everything he wants to achieve in the [Link]
this we can see that Mr. Edinolfi,is already successful and already has a plan and vision
for the future. Next, every decision of a visionary leader focuses on encouraging people to
believe in the vision of the organization and helping them to implement it. According to
Tompkins, the theory of Delegative leadership states that leaders must develop a clear
vision of organizational success, articulate the values by which success will be achieved,
embody the vision and values in everything they do, and inspire organizational members
to accept the vision and values as their own. For our analysis, Mr. Edinolfi meets the criteria
of a visionary leader.
11
As a result, every choice made by a participative leader seeks to impact and inspire their
team. The goal of the participative leadership style is to maintain employee satisfaction and
boost productivity. Because it aims to empower workers by enabling them to engage in the
decision-making processes that directly affect them, a leader may easily embrace the
participatory leadership style. He benefits as a leader by promoting work, fostering open
communication with staff, and establishing trust with them. Finally, and perhaps most
importantly, Mr. Edinolfi is a participative leader since we can observe how he engages
with his team members at work.
12
3.2 Analysis of the leader’s approach towards motivation
In organisations, the idea of leadership is utilised to motivate employees to achieve their
objectives. Employees are inspired by their leaders to work for the organization's objectives.
Therefore, it is important to combine leadership with inspiration to accomplish the intended
goals. The drive to energise personnel is at the outset of the firm leader, Mr. Edinolfi, whose
motivational analysis we spoke with. In other words, he assigns decisions and responsibilities
to his staff and gives them the responsibility for carrying them out. He encourages his staff to
take ownership of their work and does not want them to do it purely for the money. Additionally,
he encourages staff to collaborate across divisions and job responsibilities. This enhances
collaboration, boosts efficiency, and produces top-notch workers. [Link] also delegated
all of the job to his staff.
Additionally, as it enables workers to find their desire to work harder and accomplish a variety
of goals, motivation can be one of the best and most crucial workplace factors. When
employing organisational behaviours, it is possible to identify motivation and realise it by
creating a work environment that keeps employee’s content. This is done by considering
various environmental aspects in an integrative framework. Work design is described as "a
set of activities that entail changing a specific workplace or interdependent work system with
the aim of increasing the quality of people' work experiences and productivity while they are
at work," according to the formal definition. Mr. Edinolfi uses workplace design at Liberty to
inspire staff members to achieve improved job qualities, such as skill variety, task identity, task
priority, autonomy, and work feedback. We also questioned him about how he compensates
or rewards his staff for job well done. In response, he said he would give worker a bonus if the
company had some increment financial. Just listening to it, we felt happy during the interview,
especially the employee who received the reward made us very envious and we wanted to
work with his company. Therefore, from the analysis we can conclude that Mr. Edinolfi
motivation and reward style is very effective in making the staff better at work.
Finally, we examine the staff motivation strategies used by the firm owner we spoke with.
According to Mr. Edinolfi, his organisation should provide a flexible work environment. The
secret to inspiring a diverse workforce is flexibility. To suit the different demands of his staff,
he provides a range of rewards, and he does not want them to concentrate on a single task.
When trying to inspire their varied workforce, he also wants his employees to be adaptable to
consider the cultural variances. He answers when we inquire as to why employee motivation
through flexibility is the best. He retorted that flexible scheduling makes sure that workers
always give it their all. Allowing for such a plan also enables management to convey to staff
that their requirements are significant. Greater drive to work harder and contribute to the
13
success of the business results from this. In addition, inspiring a diverse workforce requires
adaptability, focus, and open communication. Each worker has unique needs that are
continuously shifting. As a result, adaptability and effective communication are essential.
Flexibility is crucial for the reasons listed by Mr. Edinolfi at one time: Initially, to enhance
physical performance. Second, to lessen the possibility of damage. Third, to support the full
range of motion of your joints. He talks to us so much about adaptability, and we are aware
that he also utilises that as a form of drive. According to the interview, flexibility is a great
motivator for a leader because it has numerous advantages. During the interview, we could
only say this about the executive's motivation.
14
4. Conclusion
Based on our research and interviews, we concluded that it is crucial for the top leader to
comprehend their part in the leadership style of the company. As a result, leaders can
communicate with their team in an efficient manner. Building trust among team members is a
skill that skilled communicators possess, and it is crucial to the project's success. The team
leader must establish a strong sense of purpose and direction to keep the group on task and
guarantee that everyone is working toward the same objectives. We learned the value of top
executives motivating their teams to stay committed to the mission and vision of the
organisation through this discussion. To preserve morale and teamwork, it might be
challenging to keep team members engaged.
15
5. Appendices
Figure 5.1: Permission letter endorsed by interviewee
16
Figure 5.2: Interview session
Figure 5.3: Interview session
17
Figure 5.4: Profile
18
Figure 5.5: Profile
19
Figure 5.6: Profile
20
Figure 5.7: Profile
21
Figure 5.8: Profile
22
Figure 5.9: Company information
Figure 5.10: Company building
23
Figure 5.11: Main company and sub company logos
Figure 5.12: Policy company
24
Figure 5.13: Engineering business
Figure 5.14: ICT business
25
Figure 5.15: Licenses
26
Figure 5.16: Licenses
27
Figure 5.17: Licenses
28
Figure 5.18: Licenses
29
Figure 5.19: Licenses
30
Figure 5.20: ICT Principal & Solution
Figure 5.21: ICT Service
31
Figure 5.22: ICT Services
Figure 5.23: ICT Clients
32
Figure 5.24: Engineering Clients
33
Figure 5.25: Sludge pipe work
34
Figure 5.26: Hydrant pipe work
35
Figure 5.27: Certificate of achievement
36
