UNIVERSITI KUALA LUMPUR

ROYAL COLLEGE OF MEDICINE PERAK

Master of Science in Public Health

HEALTH POLICY AND HEALTH MANAGEMENT

(RMG60403)

ASSIGNMENT 2: COMPARATIVE MANAGEMENT

Student name: Muhammad Danial Arif B. Ab. Aziz
Student ID : 59362222001
Each companies have different background and different approach used to get their

company functional better. Below we discuss several different big and multinational

companies in term on their brief history, their difference in organization structures their

Mission and Vision and their achievements.

SHELL

History

The Royal Dutch Shell Group was formed in February 1907 by the merger of two

competitor companies: the Royal Dutch Petroleum Company and the United

Kingdom's "Shell" Transport and Trading Company Ltd (Grant, 2002). It was largely

motivated by the necessity to compete with Standard Oil on a worldwide scale.

According to the conditions of the merger, the Dutch arm would hold 60% of the new

company and the British would own 40%. Marcus Samuel inherited half of his father's

seashell trading company (Grant, 2002). His business trips to the Far East made him

aware of the possibility for selling kerosene from freshly growing Russian oilfields near

Baku to the vast markets for oil suitable for lighting and cooking in China and the Far

East. Samuel purchased the Murex, a new tanker, after seeing a potential to export

kerosene from the Black Sea coast to the Far East via the recently opened Suez

Canal. The Murex brought 4,000 tonnes of Russian kerosene to Bangkok and

Singapore in 1892. Samuel founded the Shell Transport and Trading Company in 1897

to take over his burgeoning oil business. The company's logo is a pecten shell. At the

same time, August Kessler was directing a Dutch company in the Dutch East Indies

to develop an oilfield in Sumatra. Henri Deterding joined Kessler in 1896, and the two

began constructing storage and transportation facilities, as well as a distribution

network, to bring their oil to market (Grant, 2002).

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Shell began diversifying outside of petroleum such as in 1970 it acquired Billiton, a

metals mining company. In 1973, it formed a joint venture with Gulf. In 1976, in

acquired US and Canadian coal companies and it 1977, it takes over Witco Chemical’s

polybutene division. By the early 1980s, Shell had established global metals and coal

companies, as well as forestry in Chile and New Zealand, flower cultivation in the

Netherlands, and biotechnology in Europe and the United States (Grant, 2002). Shell's

diversification plan was reversed in the 1980s, with multiple divestments of "non-core

companies" and a focus on oil and after acquiring Belridge Oil of California, one of

Shell's key thrusts was to expand its footprint in the United States.

Organizational Structure

Shell has employed a global matrix system to move information from its subsidiaries

to the appropriate business units inside RDS corporate headquarters' management

group. Upstream Markets, Downstream Markets, Projects & Technology, and

Integrated Gas & New Energy are some of the markets and industries that RDS

categorises. An executive branch represents each of these market segments. (Grant,

2002). Furthermore, Finance, Legal, and Human Resources are the three executive

departments that support the overall business function at Shell. (Grant, 2002).

Vision and Mission.

Vision: They make the difference through our people, a team of dedicated

professionals, who value our customers, deliver on our promises, and contribute to

sustainable development.

Mission: To safely market and distribute energy and petrochemical products while

offering innovative value-added services.

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Success and achievement.

The increasing demand for oil because of the emergence of the automobile and oil-

fuelled ships helped the growth of both companies. Shell Transport and Trading began

acquiring Texas crude in 1901, and both companies quickly found themselves in

strong competition with John D. Rockefeller's Standard Oil. In 1907, the two

companies' business activities were united into a single entity, with Royal Dutch

owning a 60% stake and Shell Transport and Trading owning a 40% stake. The

company expanded rapidly, expanding East Indies output, and obtaining generating

interests in Romania (1906), Russia (1910), Egypt (1911), US (191), Venezuela

(1913), and Trinidad (1914). Shell entered the chemicals sector in 1929, and Shell's

interests in the United States were combined under the Shell Union Oil Corporation in

1933. By 1938, Shell's crude oil production had reached over 580,000 barrels per day,

out of a global total of 5,720,000. This was followed by several major North Sea oil

and gas discoveries between 1971 and 1976.

AIRASIA

History

AirAsia was founded in 1994 and began operations on November 18, 1996. DRB-

Hicom, a government-owned conglomerate, founded it. The extremely indebted airline

was purchased on December 2, 2001, by former Time Warner executive Tony

Fernandes' business Tune Air Sdn Bhd for a token payment of one ringgit

(approximately USD 0.26 at the time) with USD 11 million (MYR 40 million) in debts

(Yashodha & Ehsan, 2012). Following the takeover of the company by Tune Air Sdn.

Bhd in December 2001, AirAsia was resurrected, rebranded, and relaunched as a low-

cost carrier. The AirAsia Group (including its Thailand and Indonesian affiliates)

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operates a fleet of 90 aircraft and flies to more than 60 destinations from hubs in

Malaysia, Thailand, Indonesia, and soon, Vietnam, thanks to Dato' Sri Dr Tony

Fernandes' determination and the support of his partners (Yashodha & Ehsan, 2012).

AirAsia established a second hub at Senai International Airport in Johor Bahru, near

Singapore, in 2003, and inaugurated its first international trip to Bangkok. Since then,

AirAsia has established a Thai subsidiary, added Singapore to its destination list, and

begun flights to Indonesia. Flights to Macau began in June 2004, followed by flights to

China's mainland (Xiamen) and the Philippines (Manila) in April 2005 (Malaysia,

2013). Flights to Vietnam and Cambodia followed in 2005, followed by flights to Brunei

and Myanmar in 2006, both operated by Thai AirAsia. AirAsia took over Malaysia

Airlines' Rural Air Service operations in Sabah and Sarawak in August 2006.

Fernandes outlined a five-year strategy to expand AirAsia's presence in Asia at the

end of 2006 by increasing its route network in the region by connecting all its present

destinations and expanding further into Vietnam, Indonesia, Southern China

(Kunming, Xiamen, Shenzhen), and India. The plan planned for a focus on

strengthening its hubs in Bangkok and Jakarta through its sibling companies, Thai

AirAsia and Indonesia AirAsia.

On September 27, 2008, the firm announced the addition of 106 additional routes to

its existing roster of 60. The number of outdated routes that have been phased off has

not been disclosed. AirAsia and Malaysia Airlines agreed to form an alliance through

a share transfer in August 2011. The Malaysian government rejected the merger,

effectively nullifying both airlines' agreements. AirAsia's profits had climbed by 168

percent year on year by early 2013, compared to the same period in 2012.

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Organization structure.

Functional organization structure has been using by AirAsia which that has two

management layers. The top managers consisting of the CEO, deputy CEO and three

vice-presidents and the second layer consisting of managers for various functions-

functional structure.

Vision and Mission

Vision: To be the largest low-cost airline in Asia and serving the 3 billion people who

are currently underserved with poor connectivity and high fares.

Mission:

• To be the best company to work for whereby employees are treated as

part of big family.

• Create globally recognised ASEAN brand.

• To attain the lowest cost so that everyone can fly with AirAsia.

• To maintain the highest quality product, embracing technology to reduce

cost and enhance service levels.

Success and achievements.

AirAsia Berhad (AirAsia) is a leading Low-Cost Carrier (LCC) in the Association of

Southeast Asian Nations (ASEAN) region (Yashodha & Ehsan, 2012). Following the

takeover of the company by Tune Air Sdn Bhd in December 2001, AirAsia was

resurrected, rebranded, and relaunched as a low-cost carrier. The AirAsia operates a

fleet of 90 aircraft and flies to more than 60 destinations from hubs in Malaysia,

Thailand, Indonesia, and soon, Vietnam, AirAsia established a second hub at Senai

International Airport in Johor Bahru, near Singapore, in 2003, and inaugurated its first

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international trip to Bangkok. Since then, AirAsia has established a Thai subsidiary,

added Singapore to its destination list, and begun flights to Indonesia. Flights to Macau

began in June 2004, followed by flights to China's mainland (Xiamen) and the

Philippines (Manila) in April 2005 (Yashodha & Ehsan, 2012). Flights to Vietnam and

Cambodia followed in 2005, followed by flights to Brunei and Myanmar in 2006, both

operated by Thai AirAsia. AirAsia took over Malaysia Airlines' Rural Air Service

operations in Sabah and Sarawak in August 2006.

MINISTRY OF HEALTH

History

The history of health in Malaysia begun during the time of establishment of Melaka

sultanate in year 1400 by Parameswara. In August 1511, Alfonso de Albuquerque

captured Melaka. Two hospitals were built during that area which is Hospital Del Rey

(Royal Hospital) and Hospital De Porres (poor hospital) (Mahmud). This hospital

managed by Jesuits. Dutch captured Melaka in 1641, during that era surgery clinic

was build and Dutch build another hospital special for Dutch citizens who live at

Melaka that time (Mahmud). During British settlement area, British was built garrisons

completed with hospital purposedly to give health services for European officer and

families. A hospital with 28 beds was built by British in 1881 to cater Chinese workers

in Kuala Lumpur and in 1882 another hospital was built by British in Melaka (Mahmud).

The history of health care in Malaysia is also tinted with the existence of Malaya Dental

Services, which opened its first government clinic in 1929 in Kuala Lumpur (Malaysia,

2013). The government has approved the building of five College of Allied Health

Sciences (KSKB) under the Ministry of Health in the 7th Malaysia Plan, namely the

Allied Health Sciences College of Sungai Buloh, Kota Kinabalu, Kuching, Johor Bahru,

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and Ulu Kinta. Nursing, Radiography and Radiotheraphy, Physiotherapy,

Occupational Therapy, Pharmacy Assistant, and Environmental Health were among

the six specialties offered by the College of Allied Health Sciences (Malaysia, 2013).

The main goal of the Allied Health Sciences College is to conduct academic training

programmes in semi-professional health sciences in tandem with the manpower need,

particularly in the field of health sciences, while cultivating a positive attitude and

character building, innovative, and capable of competing globally in the field of health

sciences. The Welfare Department was put under the Ministry of Health twice, from

1956 to 1957 and again from 1960 to 1962. During the merger, the ministry was

renamed the Ministry of Health and Social Welfare, and the first minister was Dato V.T

Sambathan (1957-1959) (Malaysia, 2013). With its fourth minister, the honourable

Dato' Abdul Rahman Talib (1962-1964), the ministry reverted to its previous name, the

Ministry of Health, in 1963, and the name has stayed to this day (Malaysia, 2013).

Organization structure.

The organization structure for ministry of health is divided by 2 which is centralise

structure for the ministry itself and decentralise structure for state and district office.

This type of organization structure might look complex, but it seems most efficient

especially for governmental organisation for them to manage their organization that

involved in many different states.

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Vision and Mission

Vision: A nation working together for better health.

Mission:

To lead and work in partnership.

• To facilitate and support the people to:

• Attain fully their potential in health

• Appreciate health as an asset

• Take individual responsibility and positive action for their health

• To ensure a high-quality system that is:

• Equitable

• Affordable

• Efficient

• Technologically appropriate

• Environmentally adaptable

• Customer centered

• Innovative

With emphasis on:

• Professionalism, caring and teamwork value

• Respect for human dignity

• Community participation

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Success and achievements.

Malaysia became the first country in the Western Pacific region of the world to abolish

mother-to-child transmission of the diseases HIV and syphilis in October 2018. Prior

to this achievement, around 1,000 Malaysians were born in 2007 with HIV/AIDS.

According to the World Health Organization, Malaysia began combating HIV/AIDS

transmission using prenatal screenings in 1998. Ministry of Health also improve scope

in health clinics mother and child, dental, family planning, outpatient, lab, pharmacy,

and home visit. MOH also successfully increase the number of private hospitals from

50 hospitals in year 1980 to 440 hospitals in 2011 (Mahmud). MOH also successfully

employ various type of public health and health care programs such as disease control

program, Workers and Environmental health program, Food quality control program

and Environment quality programs. Ministry of Health also improve scope in health

clinics mother and child, dental, family planning, outpatient, lab, pharmacy, and home

visit (Mahmud)

CONCLUSION

As a conclusion, difference companies have difference unique approach use by them

to make their company function better. Some of company are learning on how to

manage their company from their past history. A good company management are

come from good leader determination in driving their company toward fulfilling their

mission and vision. Achievements and success of the company plays a vital role in

helping the company make it well known among people.

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REFERENCES

Grant, R. (2002). Organizational Restructuring within the Royal Dutch/Shell Group.

Mahmud, P. A. B. A. The Evolution of Public Health Care in Malaysia: University of

Malaya.

Malaysia, M. o. H. (2013). Background. Retrieved from

https://www.moh.gov.my/moh/v/background.html#:~:text=The%20Welfare%2

0Department%20was%20placed,)%20as%20its'%20first%20minister.

Yashodha, Y., & Ehsan, S. D. (2012). AirAsia Berhad: Strategic analysis of a leading

low cost carrier in the Asian region.

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