Method - Interview

THE WALL STREET JOURNAL ON TONY FERNANDES OF AIRASIA AIRASIA FOUNDER LIKES WORKERS TO SPEAK UP (From THE WALL STREET JOURNAL ASIA )
Malaysian Tony Fernandes founded AirAsia, Asia 's first low-cost carrier, in 2001 and expanded the company by setting up joint-venture airlines in Thailand and Indonesia . Mr. Fernandes, 42 years old, graduated from the University of London in 1987 with a finance degree and in 1992 moved back to Malaysia, where he became managing director of Warner Music Malaysia, and later, vice-president of Warner's Southeast Asian operations. He quit in 2001 to start AirAsia.

One of Malaysia 's most outspoken business executives, Mr. Fernandes not only has strong ideas on the way airlines should be run, but also how Southeast Asia 's top-down corporate culture should change. He spoke to reporter Cris Prystay about his style.

WSJ: What was your first job and what did you learn from it?
Mr. Fernandes: My first job was a waiter in London at the Cavendish Hotel. I was 17. I learned that working was hard and you had to be professional, even as a waiter. You had other colleagues. If my performance was poor, it let down the whole team. My first [career] job was as an accountant at an auditor in London . It was mind-blowingly boring. I was a junior auditor and was photocopying and adding up rows of columns. The big lesson there: make sure you go into a job that you enjoy. Otherwise, you don't give any value to your employer, and you certainly don't add any value to your own mind.

WSJ: Who gave you the best business advice?
Mr. Fernandes: It was probably Stephen Shrimpton (the former chief executive officer of Warner Music International) at Warner. I was a man in a rush. I was 28 when I became the managing director of Warner Music Malaysia , and I wanted to be the regional MD. I wanted to take over the world. One night, Steve talked to me outside the Sheraton Hotel in Hong Kong for three hours. He told me there's no need to rush and that it's about developing my own personality and making sure I'm ready for the next job. I see that now: No matter how bright someone is at 25, there's nothing like experience. He slowed me down, and made me understand that you need to take time to understand the business better, to understand your people better.

WSJ: What's the one thing you wish every new hire knew?
Mr. Fernandes: Humility -- and knowing what the real world is like. The new generation is coming in pretty soft. A lot of these young guys haven't lived through a recession. There are plenty of jobs out there and they think, "I can always walk into another job." The hunger and determination to do their best is sometimes not there.

WSJ: Is there a difference between the management culture in Asia and the West?
Mr. Fernandes: The management culture here is very top-down. There's less creativity and fewer people who are willing to speak out. They're more implementers than doers. There's less freedom of speech, and that impacts the business world. Even when they know things are not right, they won't speak out. They just do what they're told to do.

WSJ: What's the biggest management challenge you face?
Mr. Fernandes: To get people to think. At AirAsia, we want 4,000 brains working for us. My biggest challenge is to get people to talk, to express themselves, to get people to challenge me and say " Tony, you're talking rubbish. " T hat's what I want, not people who say "Yes, sir." The senior management doesn't have all the answers. I want the guy on the ramp to have the confidence to tell me what's wrong.

WSJ: What are you doing to clear that hurdle?
Mr. Fernandes: We have no offices. We dress down. You wear a suit, and you put distance between you and your staff. We're on a first-name basis. I go around the office, around the check-in desks, the planes constantly, talking to people. Fifty percent of my job is managing people in the company. You get people to open up to you by just asking them to do it, and then responding to them. You don't send a memo, or do some "speak up" incentive program. It's got to be from the heart.

WSJ: What was the most satisfying decision you've made as a manager?
Mr. Fernandes: Once a month, I carry bags with the ramp boys, or I'm cabin crew, or at the check-in. I do this to get close to the operation. I also want to know my people. When I first started this, I met all these bright kids at the check-in or carrying bags. We were starting this cadet pilot program, and I said, "Let's open it up to anyone. Let some of these kids apply." They have the brains, but they just didn't have the money to get the education. Out of the first batch of 19 cadets, 11 came from within the company. Some of these boys got the highest marks ever in the flying academy. There was one kid who joined us to carry bags, and 18 months later he was a First Officer of a 737. Can you imagine what that does for the motivation in the company? Everyone talks about developing human capital, but we did it.

Supply Chain Outsourcing: More Choices, Tougher Decisions

By Patrick M. Byrne Logistics Management May 1, 2006

Increasingly, organizations are outsourcing part, or even all, of their supply chains. Most often, they're looking to reduce operating costs and more effectively deploy working capital. But in a recent survey, Accenture found that 86 percent of decision makers also believe that outsourcing gives them more control over their operations. And 55 percent believe outsourcing helps them implement changes faster and more effectively.
Supply chain outsourcing used to focus mainly on transportation and warehousing. Now it encompasses anything from demand planning to procurement and reverse logistics.
With so many functions being outsourced and so many third-party providers, it's harder than ever to align structures, requirements, strategies, and capabilities with a prospective third party's offerings. The following framework can help executives make some of these tough decisions.
1. Am I a good candidate for outsourcing?
The only guidelines or clues for answering this question are internal problems, pressures, or shortcomings, such as insufficient planning, alignment, or control; limited visibility; poor process integration; or lack of coordination across multiple supply chain channels. The table above contains a more comprehensive list of issues and warning signs.
2. What function(s) should be outsourced?
Outsourcing can address one, several, or all components of a company's supply chain. The challenge is to know which function(s) would perform more effectively in an outsourced environment and how the outsourcing of one or more functions would benefit the entire supply chain. Key decision criteria for frequently outsourced functions might include:
Transportation. Inability to capture volume discounts; unacceptable or inconsistent delivery performance; insufficient carrier capacity; poor shipment visibility.
Warehousing. High employee turnover; excessive inventories; low productivity; a surfeit or shortage of warehouses or space; a network that hasn't kept pace with service or inventory changes; a need for new warehouse management technology or additional process skills.
Network planning. Increased supply chain costs, insufficient synergies or degraded service following a merger or acquisition; operational shifts, such as new technologies and business changes.
Procurement. Need for new technology or expertise; high levels of "rogue" spending; too many/too few suppliers; inconsistent processes across units and geographies.
High-quality relationships increase the value of the processes and functions a company opts to outsource as well as those it keeps in house or outsources in the future. This layering of services is key to achieving continuous improvement and building a supply chain that accommodates new opportunities.
3. What kind of organization should handle outsourced function(s)?
Outsourcing options used to be limited to third-party logistics providers (3PLs), most of which developed solutions to complement their assets. But another kind of provider has emerged: integrated-services coordinators. These global, "asset-agnostic" organizations manage clients' supply chains by synchronizing the services of 3PLs, functional providers, and internal business owners.
Companies should expect either type of outsourcing provider to demonstrate mastery of appropriate functional domains. Each should also be able to demonstrate its understanding of the shipper's business, its change management capabilities, command of metrics-driven behaviors, scalability of services, ability to leverage best practices from multiple functions/industries, and record of innovation.
Outsourcing relationships should also address the totality of a shipper's supply chain goals. This is where integrated-services coordinators have the advantage. Because their core competence is aligning and maximizing the contributions of multiple parties, they often are better able to help clients capture synergies. They may also be better equipped to help increase visibility across the entire supply chain, improve alignment of supply and demand, and identify improvement opportunities.
Some companies may find that integrated-services coordinators offer more capabilities than they need. But regardless of which type of partner it chooses, the potential for continuous improvement should be every outsourcer's first line of inquiry: "Does my prospective partner offer new opportunities for sustained, global improvement, or is its value proposition simply a fresh coat of paint that will quickly fade?"

© 2006, Reed Business Information, a division of Reed Elsevier Inc. All Rights Reserved.

Project Paper

BP Class,

Some of you had mailed me the draft of Chapter 1. Most of them are reasonably accepted. And all of them that had submitted had been approved to proceed with Chapter 2 and Chapter 3.

For those who are still wondering on how to go about, pls contact me for guidance. (if necessary). I am very sure that you have enough reference to start your project paper.

I really hope to see more draft being sent to me this month or in January. Hopefully the new year brings new strength to all of you to complete your project paper.

Selamat Hari Raya Eid Fitr 

Selamat Hari Raya

To All ADLM students,

Selamat Hari Raya Eid Fitr, Maaf Zahir Batin

For those who have sent me Hari Raya emails, sms, e-cards, etc, thank you very much. Unfortunately, no exam for Research Methodology for me to allocate additional marks. (just kidding)

For those who drive to their kampungs, drive carefully. Beringat bila berbelanja. (Hopefully you have studied Economics and Finance Module)

Hope to see you in other classes near future. Insyaallah..

Chow

Writing Style

Project paper Writing Style


Begin writing as soon as possible, even before you finish all your research. The very act of writing will help keep you focused and aware of what you are still lacking. If you have a gap or need more research to finish a point, leave a "flag" of some sort in your text and continue with what you have.

Avoid run-on sentences and awkward constructions. A sentence that exceeds more than three typed lines without punctuation will be difficult to read and follow. A good idea is to read your work aloud to check for length and smoothness of construction. It is also helpful to vary your sentence length for ease and interest of reading.

The construction of your paragraphs is also important. Each paragraph should address a single point. The first sentence tells the reader the topic of the paragraph. The rest of the paragraph provides all of the detail necessary to clarify the topic introduced in the first sentence. If the point requires much clarification, such as in more than six sentences or so, then you are probably dealing with several distinct points and should break the paragraph into several paragraphs, each with topic sentences. Each paragraph follows logically from the previous one in the text in order to build a coherent argument. At times you may need a transition paragraph to make the connections between one paragraph or point to another. At other times the final sentence in a paragraph or the initial sentence in the next may serve this purpose.

Write simply and directly. Avoid jargon (a professional hazard) whenever possible and always avoid common clich‚s such as "last but not least" or "in the general scheme of things." Remember that you are not writing a literary essay and that "flowery" language adds nothing to your argument or to your clarity. Be careful of which adjectives, qualifiers, and intensifiers you choose and be as precise as possible. A common mistake made by students is inappropriate word use. Make sure you know the precise meaning of the words you choose. If you are not sure, use a different word or look it up in a dictionary. Do not repeat the same word continuously. A thesaurus can be helpful in this regard. At the same time, guard against pretentiousness in your writing by using overly large or obscure words when a simpler one will do. Avoid the general use of the passive tense. I encourage you to write direct sentences and to use the word "I" when it is appropriate.

When you have finished your first draft, read through it and eliminate any unnecessary words or phrases. Check for brevity. Check for clarity and accuracy of your argument. Check for extraneous comments that do not add to your argument or which are not then developed. Check for unsupported or "opinion" statements. Editorial page comments have no place in a research paper, unless that is your topic. Check for smooth transitions from one point to another. Rearrange your paragraphs, if necessary. Check your spelling and grammar. After you finish editing your work, do it again. Be happy that you live in the computer age. Read it aloud. Have a friend edit your work for you. If you do this on a regular basis, both you and your friend will benefit by learning how to pick out flaws before they occur and by receiving better grades.

Viva

GOLDEN RULES FOR PRESENTING - VIVA

RESEARCH YOUR AUDIENCE
What is their interest? What do they already know? What are they expectations?

LOCATE YOUR SELF ON THE 'STAGE'
Make sure you see your audience and they see you. Make an eye contact.

INTRODUCE YOURSELF
Answer 5Ws and H - Who? What? Where? When? Why? and How?

THE VISUAL IMAGE IS THE NO. 1
The presentation impact is: 10% what you say; 40% voice (tone and volume) you use and 50% visual image you give.

START WITH THE 'PUNCH LINE'
Why are you doing this and what is your point?

STRUCTURE YOUR PRESENTATION USING THE INTRO-MIDDLE-SUMMARY SCHEME
Tell them what you are going to tell them - Tell them - Tell them what you told them.

ATTRACT AND ACTIVATE YOUR AUDIENCE
Talk with your audience and eliminate the barriers. Change position from time to time. Allow interruptions as long as they don't delay your presentation.

BE POSITIVE
Bring enthusiasm and use good gestures even if there are negative comments and questions - you are happy to be here!

AUDIENCE TYPICALLY REMEMBERS APP. 5% FROM YOUR TALK
Make sure that you emphasize your message and main points.

RULES OF THUMB FOR THE POWER POINT PRESENTATIONS:

1. NO MORE THAN 5 LINES/OBJECTS PER SLIDE.
2. NO MORE THAN 5-7 WORDS IN THE LINE.
3. AT MOST ONE SLIDE PER MINUTE.
4. ONE SLIDE - ONE POINT.
5. BETTER ONE GOOD DRAWING THAN 1000 WORDS.
6. THE FONTS ARE ALWAYS TOO SMALL!!
7. TEXT - USE THE KEY WORDS NOT THE WHOLE SENTENCES.
8. PUT YOUR NAME, TITLE AND OCCASION IF SOMEBODY WANTS TO PRINT THEM.
9. AVOID LONG FORMULAS OR MAKE SURE THE AUDIENCE CAN FOLLOW.

MAKE DEMONSTRATIONS
If you prove that something works, they will always be more impressed.

REHEARSE AND CROSS-CHECK TECHNICALITIES!!

OPTIONAL BUT NOT NECESSARY:

RELATE YOUR WORK WITH THE MOST RECENT HAPPENINGS
Read news and bring up most relevant questions.

AWAKE YOUR AUDIENCE IF NECESSARY
Use what ever is needed (interesting images? why not) to keep the focus of your audience. Change intonation and volume (yell) of your speech from time to time (avoid monotonous voice).

Project Paper - Writing

GOLDEN RULES OF WRITING YOUR PROJECT PAPER (RESEARCH ARTICLE -RA)

TAKE A READER'S VIEW
Write for your audience not for yourself.

TELL A STORY
Direct your RA but keep clear focus of the paper and present only results that relate to this focus.

BE YOURSELF
Write like you speak and then revise and polish.

MAKE IT SIMPLE
Use simple(st) examples to explain complex methodology.

MAKE IT CONCRETE
Use concrete words and strong verbs, avoid noun clusters (more than three words), abstract and ambiguous words.

MAKE IT SHORT
Avoid redundancy, repetition and explanation of familiar techniques and terminology.

TAKE RESPONSIBILITY
Make clear distinction between your and work of others.

MAKE STRONG STATEMENTS
" We concluded... " instead of "It may be concluded... ".

BE SELF-CRITICAL
Consider uncertainty of conclusions and their implications and acknowledge work of others.

Project Paper

40 Steps to Assist you in Developing Your Project Paper

STEP 1 Make a working title
STEP 2 Introduce the topic and define terminology
STEP 3 Emphasize why is the topic important
STEP 4 Relate to current knowledge: what's been done
STEP 5 Indicate the gap: what need's to be done?
STEP 6 Pose research questions
STEP 7 Give purpose and objectives
STEP 8 List methodological steps
STEP 9 Explain theory behind the methodology used
STEP 10 Describe experimental set-up
STEP 11 Describe object of the study (technical details)
STEP 12 Give summary results
STEP 13 Compare different results
STEP 14 Focus on main discoveries
STEP 15 Answer research questions (conclusions)
STEP 16 Support and defend answers
STEP 17 Explain conflicting results, unexpected findings and discrepancies with other
research
STEP 18 State limitations of the study
STEP 19 State importance of findings
STEP 20 Establish newness
STEP 21 Announce further research
STEP 22 ABSTRACT: what was done, what was found and what are the main conclusions
STEP 23 Is the title clear and does it reflect the content and main findings?
STEP 24 Are key terms clear and familiar?
STEP 25 Are the objectives clear and relevant to the audience?
STEP 26 Are all variables, techniques and materials listed, explained and linked to existing
knowledge - are the results reproducible?
STEP 27 Are all results and comparisons relevant to the posed questions/objectives?
STEP 28 Do some statements and findings repeat in the text, tables of figures?
STEP 29 Do the main conclusions reflect the posed questions?
STEP 30 Will the main findings be unacceptable by the scientific community?
STEP 31 Is the text coherent, clear and focused on a specific problem/topic?
STEP 32 Is the abstract readable standalone (does it reflects the main story)?
STEP 33 Are proper tenses and voices used (active and passive)?
STEP 34 Are all equations mathematically correct and explained in the text?
STEP 35 Are all abbreviations explained?
STEP 36 Reconsider (avoid) using of words "very", "better", "may", "appears", "more",
"convinced", "impression" in the text.
STEP 37 Are all abbreviations, measurement units, variables and techniques internationally
recognised (IS)?
STEP 38 Are all figures/tables relevant and of good quality?
STEP 39 Are all figures, tables and equations listed and mentioned in the text?
STEP 40 Are all references relevant, up to date and accessible?

Announcement - Batu Pahat Class

To all BP Class members,

Please be reminded that you have to submit your Chapter 1 to me for review immediately. You have past the target date of end of Sep 2005.

Delay in submitting your project paper will also delay your graduation. Therefore, pls take this seriously and until now, only one person has submitted draft of chapter 1 for comment.

You can also do the same to me so that you will have clearer picture on how to go about completing your project paper.

Wish you all Selamat Berpuasa.