Abstract
International Divisions' productivity was perceived to incline towards a downward trend which was contravened in 1996 re-organization objective of Telekom Malaysia. This study aims to analyze the root causes of this setback and recommend the solutions to improve the company's productivity. The method to diagnose the root cause was done through surveys and interviews. The data collection was carried out through questionnaire consisting of 85 questions. Total of 171 respondents from the international employees whom their offices are located throughout Malaysia are responded to the questionnaires. This paper presents a detailed study and analysis on the organization impact on international divisions' productivity of Telekom Malaysia after the re-organization. Theoretical and empirical data are presented about the re-organization and its challenges, independent variables of the strategic organizational change for organization and external environments, the productivity indicators, a model that explains the relationship between organizational factors and productivity, and lastly the re-organization impact on productivity. The respondents that have significant relationship with company's productivity perceived ten independent variables. The three most dominant variables are required immediate strategic actions namely; Quality, External Factors and the Leadership Style to reposition back the company's competitiveness, quality and productivity. The recommended strategic actions to improve the company's productivity these are, all international divisions to acquire professional quality certification near future. To improve and maintain a very good relationship with government authorities need to adoption of transformational leadership style.
Highlights
IntroductionTelecommunications competition era in Malaysia first started in 1980s with the introduction of pager companies
Telecommunications competition era in Malaysia first started in 1980s with the introduction of pager companies. This was followed by the emergence of a few cellular operators and trunk radios, which first gave a slightly impact on the Telekom Malaysia’s market shares
In order to develop and enhance traits, skills and competencies to meet the customers’ demand, Telekom Malaysia had adopted the strategic organizational change that focused on productivity improvements
Summary
Telecommunications competition era in Malaysia first started in 1980s with the introduction of pager companies. This was followed by the emergence of a few cellular operators and trunk radios, which first gave a slightly impact on the Telekom Malaysia’s market shares. The Malaysian Government through the Ministry of Energy, Communications and Multimedia had issued many licenses to new operators. This had allowed the generation and formation of many partnerships and mergers between the local companies and Multinational Corporations (MNCs). Telekom Malaysia’s management realized the decision to focus on productivity as the means to enhance the competitive advantage to successfully compete against the competitors
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