Leadership My Mydin

Table of Content Definitions

2

What Makes A Leader

3

What Make A GOOD Leader

4

What is Organizational Leadership?

5

A Model of Personality Datuk Wira (Dr.) Haji Ameer Ali bin Mydin

7

Leadership Styles

10

Transformational Leader

12

Great Leader of The Retailing Industry

14

Awards & Achievements

15

The Organization : MYDIN History of MYDIN

16

First migration

17

Second Migration

18

Third Migration

19

Company Details

20

Datuk Ameer Ali’s words Interviews, tips and inspirational words

24 25

Future Challenges

26

References

27

Definitions

BPMN 6043 Leadership in Organization

Leader – A person or thing that leads Leadership – Being a Leader; The ability to be a leader Definition of Leadership “Leadership is an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes”. Joseph C Rost, Richard Daft, Leadership 2011 “The ability to inspire confidence and support among the people who are need to achieve organizational goals.” Andrew J Dubrin, Principles of Leadership, 2010. “Leadership is the process of inspiring people to do their best to achieved a desired result”. Micheal Armstrong “A process of influencing a group to achieve goals”. Stephen P Robbins & Mary Coulter It is often the case that people don’t want to be leaders for fear of rejection. Leaders are able to rise above this natural fear and lead by the example of adding value to an organization. Managers and leaders are not the same. Leaders possess strategic thinking and not only an understanding of the vision of an organization, but also the ability to effectively carry out and communicate that vision. Anyone, anywhere, at any level can be a leader. The cornerstones of leadership are: • • • •

Truth telling Promise keeping Fairness Respect for the individual

These four cornerstones combined will determine how the individual leader is perceived by others, and in the case of organizational leadership, perception is reality for all effective purposes.

Mohd Fauzi Abdul Aziz 815510 Page 2

BPMN 6043 Leadership in Organization

What Makes A Leader? It was Daniel Goleman who first brought the term “emotional intelligence” to a wide audience with his 1995 book of that name, and it was Goleman who first applied the concept to business with his 1998 HBR article, reprinted here. In his research at nearly 200 large, global companies, Goleman found that while the qualities traditionally associated with leadership—such as intelligence, toughness, determination, and vision—are required for success, they are insufficient. Truly effective leaders are also distinguished by a high degree of emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy, and social skill. These qualities may sound “soft” and unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results. While emotional intelligence’s relevance to business has continued to spark debate over the past six years, Goleman’s article remains the definitive reference on the subject, with a description of each component of emotional intelligence and a detailed discussion of how to recognize it in potential leaders, how and why it connects to performance, and how it can be learned. – Harvard Business Review 2004 In business, a leadership style called "transformational leadership" is often the most effective approach to use. Transformational leaders have integrity, they inspire people with a shared vision of the future, they set clear goals, they motivate people towards these goals, they manage delivery, and they communicate well with their teams. In most cases, it is an intuition that leaders do have the courage to stand up and let them be heard. Even if it means great risk, they decide not to conform and promote change instead. This definition of leadership challenges the status quo and gears towards a better world. But the thing here is you don’t have to hold a formal appointment to become this type of a leader. As long as you think that change is needed, then off you go to challenging the status quo. This gives the employees the chance to become leaders even if they don’t have the right skills or the authority to take charge.

Mohd Fauzi Abdul Aziz 815510 Page 3

BPMN 6043 Leadership in Organization

What Makes A GOOD Leader? Here are some of their most important characteristics: Self Awareness. You have an intimate knowledge of your inner emotional state. You know your strengths and your weaknesses. You know when you’re working in flow and you know when you’re over worked. You know yourself, including your capabilities and your limitations, which allow you to push yourself to your maximum potential. Self-Direction. You’re able to direct yourself effectively and powerfully. You know how to get things done, how to organize tasks and how to avoid procrastination. You know how to generate energy for projects, to calm yourself when angered. You can make decisions quickly when necessary, but can also slow to consider all the options on the table. Vision. You’re working towards a goal that’s greater than yourself. It could be something small, like the success of the team, or a larger vision like world peace. Working towards a vision is far more inspiring than working towards personal gain. Ability to Motivate. Leaders don’t lead by telling people what they have to do. Instead, leaders cause people to want to help them. A key part of this is cultivating your own desire to help others. When others sense that you want to help them, they in turn want to help you. Social Awareness. Understanding social networks and key influencers in that social network is another key part of leadership. Who in the organization has the most clout, both officially and unofficially? Who moves the hearts of the group?

Mohd Fauzi Abdul Aziz 815510 Page 4

BPMN 6043 Leadership in Organization

What is Organizational Leadership? Organizational leadership is a dual focused management approach that works towards what is best for individuals and what is best for a group as a whole simultaneously. It is also an attitude and a work ethic that empowers an individual in any role to lead from the top, middle, or bottom of an organization. While discussing every component of organizational leadership would be well beyond the scope of this document, five key components of organizational leadership are identified below. Worldview Organizational leadership requires developing an understanding of your own worldview as well as the worldviews of others. Worldview is the “operating instructions” for how the individual interfaces with the world. One who does not take into consideration how individuals interface with the world is in a much weaker position to lead these individuals. It is a composite image created from the various lenses through which individuals view the world. It’s not the same as identity, political stance, or religious viewpoint, but does include these things. It incorporates everything an individual believes about the world, combining the tangible and the intangible. An individual’s worldview is defined by that individual’s attitudes, opinions, beliefs, and the outside forces the individual allows to influence them. Organizational leadership requires an understanding of the composite worldview of the organization, which consists of the many diverse and sometimes conflicting worldviews of the individuals within that organization. Strengths Successful leadership requires capitalizing on strengths and managing around weaknesses. Strength can be defined as consistent, near perfect performance in an activity. Ability is strength, only if you can do it repeatedly, happily, and successfully. The building blocks of strengths are: Talents – naturally recurring patterns of thought, feeling, or behavior Knowledge – facts and lessons learned Skills – the steps of an activity

Mohd Fauzi Abdul Aziz 815510 Page 5

BPMN 6043 Leadership in Organization

Developing strength in any activity requires certain natural talents. Although it is occasionally possible to build strength without acquiring the relevant knowledge or skills, it is never possible to possess strength without the requisite talent. The key to building a bona fide strength is to identify your dominant talents and then refine them with knowledge and skills. One need not have strength in every aspect of a role in order to excel in that role. That excellent performers must be well rounded is a pervasive myth. Excellent performers are rarely well rounded; on the contrary, they are sharp. One will excel only by maximizing one’s strengths, never by fixing one’s weaknesses. Excellent performers find ways to manage around their weaknesses, freeing them to hone their strengths to a sharper point. Excellent performers do not ignore their weaknesses; they work on them just enough so that they do not undermine strengths. Ethics Organizational leadership requires ethics. Ethics aids leaders in balancing truth and loyalty, individuals and communities, short-term and long-term, and justice vs. mercy. Ethics is not an inoculation or a compromise. It is a process and a lens by which leaders approach a problem situation. Ethics call on us to be impartial, yet engaged. Effective leaders utilize ethics to look for the “hidden alternative” in ethically questionable situations. It is the compass by which leaders navigate not only right vs. wrong, but also right vs. right. Communication Communication is a tool for individuals to interface with one another, with groups, and with the rest of the world. It is not a text, email, phone call, or personal visit: these are methods/mediums of communication. Effective communication requires an understanding of the VABEs (Values, Assumptions, Beliefs, and Expectations) of those whom with we communicate. Understanding someone’s worldview and VABEs enables leaders to acknowledge but look past differences, focus on areas of agreement, and to effectively listen for and hear the messages of others. Leaders are able to move beyond communication barriers (appearance, vocabulary, stutter, lisp, accent, etc) and focus on the message of the speak.

Mohd Fauzi Abdul Aziz 815510 Page 6

BPMN 6043 Leadership in Organization

A Model Of Personality Richard L Daft in his book, Leadership 2011 mentioned 5 personality dimensions that’s in a leader; socialibilty, agreeableness, conscientiousness, emotional stability and intellectual openness. Apart of the personality dimensions, mental strength is another factor that blends in a leader. They aspects of how they look into things, how they think and react makes them good in avoiding and managing crisis. They have to be efficient & effective, prudent, time conscious and calm. A leader is someone who not only successful in his life & company, but a person who could change others. A person that is willing to share with others, instead of just giving, but train and motivate them to improve other people’s life. The self awareness, self management, social awareness & empathy are like seeds that need to be planted in a leader. Datuk Wira (Dr) Haji Ameer Ali Mydin YBhg. Datuk Wira Dr Haji Ameer Ali bin Mydin was born on June 4, 1956 in Kota Bharu, Kelantan.In 1979, he graduated with a Bachelor’s degree in Chemistry at Western Michigan University, Kalamazoo, Michigan, USA. He completed his Master Degree in International Business from Sonoma State University, California, USA in 1981. Leader In The Making He did not attend the Commencement Ceremony (Graduation Day) but took a flight back immediately to start his first day at job with Ambank (then Arab Malaysian Merchant Bank). In 1982, he was promoted from a bank officer to a bank manager. It was just a year since he started and with promotions comes bigger responsibilities and opportunities. He was asked to setup a branch in Kuching. Tan Sri Dato’ Azman Hashim then became his mentor and helped him groom to what has he became now. “My father is my only role model. He is 83 years old and he still goes to work every day. He is very discipline, I got some of his qualities and I feel blessed. If I want to see him on weekend I usually go on Sunday. Let say I promise to come at 10am, and I am late by 10 minutes. You know what? He is gone to the shop by that time. That’s my father.” - Dato’ Ameer, July 2011

Mohd Fauzi Abdul Aziz 815510 Page 7

BPMN 6043 Leadership in Organization

Punctuality Time is very crucial to him. He was taught this discipline since primary school. He was entrusted to be the school bell ringer. There’s no compromise to be late for this standard five student, for only the honest character can withstand. He selected his house to be in a location which he could go to work in a short time. His apartment in Jalan Masjid India is just 10 minutes walking from his office. In 2008, He was the first in line to cast vote on the general election..

“If we say the meeting starts at 9.00 am, you must be here 10 minutes before 9.00 am and if you come exactly at 9.00 am, you are considered late”.

Mohd Fauzi Abdul Aziz 815510 Page 8

BPMN 6043 Leadership in Organization

Frugality In his childhood, he brought own eggs from home to the restaurant for ‘roti telur’ at a lower price, used lime from his ‘mee goreng’ on plain water as ‘air limau’, asking more peanut sauce from satayman to enjoy with bread at home. When he came back from USA and first started working in Ambank, He had rented a fully furnished house, far from the city, to save on furnitures and high renting costs. Simple Lifestyle Mr Mydin has taught his children well. Even he’s worth millions, but he lives in a 900sq ft apartment in Jalan Masjid India. Never did he spend more then what he needs. Tan Sri Azman once secretly asked the driver for a de tour on Datuk Ameer’s house before launching of Kuching branch . Expecting Lavishly decorated & furnished house. He then surprised himself, only to find it was just about an ordinary and moderately done.

Datuk Ameer Ali and his father Mydin Mohammed discussing in his 900sqft apartment in Selangor Mansion, Masjid India, KL.

Mohd Fauzi Abdul Aziz 815510 Page 9

BPMN 6043 Leadership in Organization

Vision Datuk Ameer Ali is justifiably proud of his family business and the fact that it is driven by more than just the bottom line. He had a vision to expand and transform MYDIN from just an emporium into a gigantic hypermarket Leadership Styles Laissez faire, Charismatic, Participative. Open Apart from honesty, humility and integrity, another secret recipe for his success is his attitude towards self-discipline, responsibility and punctuality. All these qualities formed important individual characteristics that shaped him as a business leader. For years, he has been developing and polishing these values in himself and inculcating these values to his staff. He was once asked by participants in a program organized by PUNB on 4th of July 2013, about his views on investing for a new facelift of the mall, and he said, “Maklumlah, Hypermarket Giant kan baru buka di sebelah Mydin, jadi “Never Underestimate your Competitor”. Customer tak pernah loyal, they can switch at any time. “Bila bini baru datang, Bini lama kenalah make-up lebih sikit… barulah suami tak jemu!’” -“As you know Giant Hypermarket was just re-open next to Mydin, “ Never Underestimate your competitor” because customers are never loyal, they can switch at any time. “When new wife comes, the old wife should groom better, so the husband won’t get bored”” he joked. When he had made the decision to open the two MYDIN hypermarts next to Giant, he had great confidence that MYDIN could stand up to the challenge of competing for the sales. He’s smart at analyzing the opportunity. According to Datuk Ameer, MYDIN will get plenty of advertising as customers who went to Giant would also like to see what MYDIN is offering. Other than that, the RM100,000 digital billboard they invested in, can counter Giant’s advertisement quickly as it is done digitally from the office.

Mohd Fauzi Abdul Aziz 815510 Page 10

BPMN 6043 Leadership in Organization

From the statements given, it shown that he’s facing the competitor on a fair ground. Do what’s best for customers and improve from time to time. His charismatic style and sense of humor attracts people to listen and pay attention to him. Having the ability to get people to buy his or her ideas or thinking. For him, the ability to persuade others and to gain their respect is important and he also believes that he has obtained the respect of his employees. There was once when they faces a shortage of staff due to festive holiday which falls on weekend, He asked managers and head of departments to sacrifice their weekend and work as cashiers. Most were willingly to help including him. Humble & Take Charge As Datuk Ameer reiterated, a good leader does not take credit for him / herself, but instead, he or she will take the blame upon themselves. Needless to say, his leadership qualities are largely shaped by his distinguished family values. Datuk Ameer emphasizes greatly on accountability. He has instructed all of his employees bring a 2” by 4” small notebook (famous by the name buku tiga lima or 555) whenever and wherever they go. The purpose of the notebook was for them to jot down anything and everything related to the operational issues of the company.

Discipline As a disciplined leader, Datuk Ameer imposed rules and regulations to every individual who works in the organization, regardless of his/her position. It applies to his family members as well. He quoted his nephew and his brother had to comply with the company rules like any other employee in the organization on issues such as of business travels without bringing along their spouses and the abuse of paid/unpaid leaves. He often observed his staff when it came to prayer time. The employees often came for the Zohor prayers irrespective of when the prayers are due. To him, this is a poor reflection of discipline and there can be no compromise. Disciplinary action needs to be taken against such negative attitude.

Transformational Leader Mohd Fauzi Abdul Aziz 815510 Page 11

BPMN 6043 Leadership in Organization

Swift decision making, efficient & effective, prudent, time conscious & calm According to Datuk Ameer, today’s leader must be willing to change and adapt to the current needs and requirements. In this sense, Datuk Ameer strongly believes in making change as effective as possible. For him, business must change with time. In order to change, he takes time to listen to the views of his staffs. In relation to the pricing of goods, they know better about which items are not making any profits. Knowing the customer is the key to MYDIN’s success, as the business offers an arraying assortment of products to cater to the differing needs. As a market-driven leader, he actively applies marketing philosophy in his daily business activities. His marketing charisma can be clearly observed from his excellent communication and public relation (PR) skills while entertaining visitors, suppliers, and customers from a multitude of backgrounds. In addition, one can notice the strong cooperation and collaboration among the departments and this is a manifestation of MYDIN’s effective internal marketing strategy among the employees from different units. Hence, with the support of his employees, this philosophy is successfully transformed and embedded in the organizational daily working culture. Managing People – Human Resources “The employees are important as they are the eyes and ears for the company. They will tell you what the customers' complaints are”.- Datuk Ameer Ali The key to an organizational success doesn’t rely on the leader alone but the people around him. Brilliant financial planning and business ideas have helped the company to be firmly established in the business arena. This has been attributed to the strong support of its human resource strength. The values that he has accumulated for decades has been well blended with clear vision, proper execution of plan, and efficient management of employees who agreed to comply with the business culture, and later gradually transformed into daily business operations.

Personal Relationship Mohd Fauzi Abdul Aziz 815510 Page 12

BPMN 6043 Leadership in Organization

“If somebody passes away, for example of what had happened to one of my managers when his son passed away due to cancer, or a husband to one of our staff passes away due to accident, we will pay a visit to that family. If any of our staff is admitted to the hospital, my wife or I will go and visit them. But we did not go to every wedding…” As a humble and caring leader, Datuk Ameer tries his best to have close and personal relationships with all his subordinates. Relationships between employer and employees can be well developed through close interaction. Communication is very crucial in any organization and according to Datuk Ameer, he said, “Jack Welch, the GM (General Motors) CEO spends time talking to his employees and he managed to solve 20% of the company’s problem.” He has also taken that into practice, by taking the opportunity to attend department meetings as well as other informal occasions with his employees such as during the breaking of fast events in the Ramadan month. Even though he encourages the open door policy, he will not overrule his management decision and policy especially when the managers are asking all sorts of nonsensical requests. With the open door policy practices by MYDIN, Datuk Ameer makes himself accessible to his employees or any interested party. Datuk Ameer exhibits the good qualities of a leader such as honesty, humility and integrity, which he claims he had inherited from his father. In one instance, he talked about his father’s reaction when a supplier mistakenly sent extra goods to their store. His father immediately asked them to send the goods back to the supplier, as this is not Halal (not allowed or permissible in Islam). These Islamic qualities of honesty cannot be ingrained in his children unless these values are shown in practice through leadership-by-example. In this case, his father had proven to be a very effective mentor and supervisor to him and his brothers

Service Beyond The Call of Duty Mohd Fauzi Abdul Aziz 815510 Page 13

BPMN 6043 Leadership in Organization

Datin Dr Siti Hajah Hawa Mohd mentioned in her book “MYDIN, the untold story” that he once rescued his stranded staff in Kathmandu, Nepal. 6 of his employees were in Nepal when the country declared a state of curfew and emergency, when the king dismissed his Prime Minister and took full control backed by the army. All media and communications were cut off. The only news one can get is from CNN news on television. He boarded the Thai Airways, the only airlines allowed to land, on the first flight to rescue the stranded workers. Nobody was escorting him, not even a bodyguard, bracing the dangerous situation. How far a Managing Director would go to ensure the safety of his staff, to the extent of risking his own life. He would’ve been killed or kidnapped. He quoted, “Think with your head but decide with your heart”

Great Leader of The Retailing Industry He attributes his success to his disciplined leadership traits such as punctuality, discipline, honesty and frugality. "If you arrive on time you are late!" This motto was embraced by his employees and family members. Datuk Haji Ameer Ali has devoted his energies and expertise for Malaysia's economic well-being. He made significant contributions to the development of the Malaysian retail industry not only by actively supporting and promoting local products and IKS/PKS but also doing business the wholesome way by embracing Halal products and services. As a responsible Malaysian entrepreneur, he occasionally gives motivational talks to students and young entrepreneurs in order to guide them with knowledge on how to be successful in business arena. In doing so, Datuk Ameer presents himself as a humble leader, one who cares about others and this is also reflected in its organization’s caring philosophy to the public. As a result to this kind of activities, he defines himself as a successful leader who is sincere in trying to make others feel good about themselves and ever willing to spare some of his invaluable time to share secrets of his success to those who are interested. His good attitude reflects his corporate social responsibility to the public

Awards & Achievements Mohd Fauzi Abdul Aziz 815510 Page 14

BPMN 6043 Leadership in Organization

In recognition of Datuk Haji Ameer Ali's contributions to the aspirations of the Malaysian Retail Industry and bumiputera entrepreneurs, he was bestowed with several awards. These include:                 

 

"Business Person of the Year" award by Asian Academy of Management International Conference 2013 Darjah Cemerlang Seri Melaka (DCSM) 2012, which carries the title Datuk Wira. The Corporate Social Responsibility Leadership Awards 2012 by The Young Entrepreneur Organization Malaysia Winner of ASEAN Outstanding Business Award 2011 (AQBA) Masterclass CEO of The Year 2011 by ASEAN Retail-chains & Franchise Federation (ARFF) Winner of the Brand Laureate 2011 – Brand ICON Leadership Awards Honorary Degree Doctor of Philosophy (Entrepreneurship) 2012 by Universiti Malaysia Kelantan Doctoral Degree Business Administration (Honora Causis) 2011 by University Tun Abdul Razak Putra Brands Award 2011 for category “Special Mention” under Retail Chain Sector Winner of GOPIO International Awards 2010 under category Renown Entrepreneur Excellence Award 2010 – Hypermarket Chain Winner of the Malaysian Business Leadership Awards 2010 under the category of Retail Chain Sector Winner of the Malaysia Brand Laureate SMEs Chapter Award 2009 under the category of “Personality Award” Winner of the Malaysia Business Leadership Awards 2009 under the category of Master CEO of the year 2009 by Kuala Lumpur Chamber of Commerce Winner of the Brand Laureate SMEs Chapter Awards 2009 under the category of Personality Award Winner of the 8th Asia Pacific International Entrepreneur Excellence Award 2009 under the category of Excellence Leadership Winner of the Entrepreneur Award of the Year by Ernst & Young under the category of Master Entrepreneur 2007 Winner of the Excellence Leadership 2007 awarded by Dewan Perniagaan Melayu Kuala Lumpur Malaysia (DPMMKL) Presented by DYMM Seri Paduka Baginda Yang Di Pertuan Agong Al- Wathiqubillah Tuanku Mizan Zainal Abidin Ibni Al- Marhum Sultan Mahmud Al- Muktafibillah Shah Winner of Asia Pacific Entrepreneurship Award (APEA) for Malaysia Region under the category of Outstanding Entrepreneur 2007 Conferred Dato' (DIMP) by the Sultan of Pahang in 1999

Mohd Fauzi Abdul Aziz 815510 Page 15

BPMN 6043 Leadership in Organization

The Organization : MYDIN History of MYDIN

It started with a humble beginning in 1940, a hawker by the name of Mydin Mohamed involved in a small family business run by his father, Gulam Husein bin Jamal, an Indian Muslim immigrant settling in Penang selling merchandise and toys to customers in the nearby neighbourhood of Georgetown. After it was bombed & burnt during the war, Mr Mydin sensed an opportunity in the east coast resulting from inflow of goods from the neighboring country Thailand, Mydin moved to Kelantan to set up his very first shop in the same year the country achieved its independence. While the business was steadily growing, there was little to be proud of as Mydin was only able to operate and maintain one outlet, which was actually a quarter of a wooden shop.

Mohd Fauzi Abdul Aziz 815510 Page 16

BPMN 6043 Leadership in Organization

The First Migration

Since setting up the first hawker business in Penang in 1940 to the decision to seek fortune in a foreign land in Kelantan, it has become the focal point upon which important decisions were made by Mr Mydin and his sons later on. Being the eldest child in the family, the visions that Mr Mydin’s late father had shared with him, brothers and sisters, had encouraged him to be a visionary entrepreneur, taking challenges upon his stride in order to improve his family’s finances. He left behind the hawker business to his younger brothers to takeover, sacrificing everything he has worked hard for to start all over again together with his family in Kota Bharu. In the early years, life as a general retailer in Kota Bharu, life was tough as Mr Mydin had only a bicycle for transportation of his goods. He had to cycle all over town in the scorching heat and heavy rain to order goods and make deliveries to his many customers. During the times that he had to make out of town deliveries, he had to travel by bus. Business slowly prospered and he was able to purchase a van for deliveries. Ten long years in the small retail business did not deter him from becoming a successful wholesaler. So it was, in the year 1957, that Syarikat Mydin Mohamed, a sole proprietorship company was formed in Kota Bharu, Kelantan. Toys became the first item that Mr. Mydin started with. Close proximity to Thailand means that ,Kota Bharu is the best transit for business transactions between the two countries. The heavy traffic of goods to and from Thailand had facilitated Mr Mydin’s business to expand and achieve popularity among the local residents.

Mohd Fauzi Abdul Aziz 815510 Page 17

BPMN 6043 Leadership in Organization

Seasonal flooding in Kelantan also had made his business growth, umbrellas, water floats, candles, blankets, brooms and many more item were selling like hot cakes. Although he made quite a fortune, but he also contributed back by giving food and medical supplies such as bandages and cotton swabs for those evacuated in shelters. Besides toys, his Father Mr Gulam also sent other goods from Penang, which includes gas lighters, balloons, sewing needles, sack needles and playing cards which were very sellable with high margins. In the late 1948, Mr Mydin closed his quarter shop even at that time, his business was going well. He came back to his family in Penang, to seek a life partner. He found his life partner in Hyderabad, India. After his marriage, he started to work. Not under his father, but his brother-in-law, to seek knowledge of business from a different perspective, starting from bottom again. Mydin moved to Kelantan to set up his very first shop in the year the country achieved its independence, 1957. While the business was steadily growing, there was little to be proud of as Mydin was only able to operate and maintain one outlet. The Second Migration Twenty-three years, Mr. Mydin work very hard before Mydin’s second branch open at Kuala Terengganu. This branch that open on 1979 is conducted by his eldest son, Mr. Murad Ali, marking another milestone in the family business’ expansion plan. MYDIN has established itself to be a reliable and trustworthy brand which is close to the heart for the community of Kelantan and Terengganu, offering a variety of merchandise at affordable prices. Despite having two branches in two different east coast states, MYDIN remained widely popular only in the east coast. Less than 10 years passing by, the third branch is open at Jalan Masjid India, Kuala Lumpur by Datuk Haji Ameer Ali, his second son.

Mohd Fauzi Abdul Aziz 815510 Page 18

BPMN 6043 Leadership in Organization

Third Migration

In 1989, MYDIN opened its third branch in Jalan Masjid India, Kuala Lumpur. It was the critical move of a leader’s heart and soul into the entrepreneurial world, a kick-start to what Mydin venture beyond its familiar background of the east coast to prove its mettle against larger retailers in the growing metropolis. Beyond this, it also marked another crucial milestone, an emotional return of Mr Mydin’s prodigal son, Datuk Ameer Ali who had never shown any interest in the family business back into the family fold but had carved a niche for himself in the banking industry all these while. Datuk Ameer Ali started the third branch of MYDIN in a rented 600 square feet shop lot in Jalan Masjid India. Armed with a loan of RM200,000 and merchandise worth RM100,000, he focused his attention to the purchasing power of the mostly Muslim community in that area. He sold mostly leather and decorative goods as well as products that catered to the daily needs of the Muslim community. His ideas and decision making ability reflects his managerial skills in the retail business. However, his decision to expand the business to a bigger facility did not get his father’s blessings initially. Mr Mydin cautioned him to be financially prudent, and would not want to see money flushed down the drain from expanding the shop quickly. Fortunately, he was a very persuasive man, and was able to convince his father and siblings to embark on an innovative change for the family business. In 1991, due to the escalating business turnovers and rapid expansion in size, the family run business was converted from a sole proprietorship to a private limited company.

Mohd Fauzi Abdul Aziz 815510 Page 19

BPMN 6043 Leadership in Organization

Company details In February 2000, the company officially registered its name as MYDIN Mohamed Holdings Bhd, with Mr Mydin Mohamed as its Chairman and all his four sons as the board of directors. Board of Directors •

Mydin Mohamed Ali (Chairman)

•

Murad Ali (Executive Director)

•

Dato' Haji Ameer Ali (Managing Director)

•

Ahimmat Ali (Executive Director)

•

Salim Ali (Executive Director)

•

Datin Dr. Hajah Siti Hawa (Human Resources Director)

•

Puan Mumtaz (Director)

•

Puan Nadiya (Director)

•

Malik Murad Ali (IT Director)

•

Mirza Murad Ali (Merchandising Director)

MYDIN business activity is in retailing and wholesaling. The products range from food line, household, soft-lines and hard-lines items. Hard-line products include hardware, electrical, stationery, porcelain and toys. Whilst soft-line comprises of textiles and fabrics products. Food line includes confectionery, drinks and beverages, delicatessen and dairy products. In their early years of operations, MYDIN’s focus has always been in the non-food sector until they bought over the first supermarket in Selayang in 1997. Above all, MYDIN operates its business based on ‘Halal’ concepts and stresses on honesty, sincerity and good discipline in all aspects of its business. Each of the branches has their own business category, based on the capacity of goods traded. The category comprises hypermarket, emporium, minimarket, convenience shop, franchise store and bazaar. Currently, MYDIN operates more than 100 outlets nationwide inclusive of 12 hypermarkets, 18 emporiums, 3 bazaars, 53 minimarkets (MyMydin), 10 convenience shops (MyMart) and 5 franchise outlets (Mydin Mart). Each hypermarket is located in MYDIN Mall. Mohd Fauzi Abdul Aziz 815510 Page 20

BPMN 6043 Leadership in Organization

Company Logo

Company Vision MYDIN is the world's leading distributor of competitive "Halal" goods and services Company Mission We aim to be the leading wholesale and retail company by providing the best value, wide assortment of goods and continuous excellence based on our business formula The Tagline “Why Pay More, Buy at Wholesale Price” Quality Leaders The success of MYDIN is attributed by the quality of its leaders, namely, the Board of Directors. Mydin’s family is very hardworking and willing to push themselves beyond the limit. They have a mixture of different skills. Their good habit that is cultivated from young developed the family to have good character and excellent personality. They have strong family ties and are united. They are committed to their business and are directly involved in negotiations with suppliers, purchasing of inventories and choosing of franchisees. These qualities which were nurtured since from young and supported by Islamic values has created leaders which are able to bring the venture to greater success. The Islamic value they practiced are: • Hardworking

• Fardu Kifayah

• Honesty and Integrity

• Halal products

• Spendthrift

• Charity work

• Accountability

Mohd Fauzi Abdul Aziz 815510 Page 21

BPMN 6043 Leadership in Organization

Community Service Majlis bertindak Datuk Ameer Ali as President of Masjid India Action committee had accompanied by 600 traders, marched to the Kuala Lumpur City Hall (DBKL) to surrender a memorandum of protests Trader’s safety Renovated the “pondok polis” for the safety watch of Jalan Masjid India. TUKAR Program MYDIN has been given the allocation of modernizing 100 shops. The transformation process comprises of re-merchandising of items, install POS systems and uplift the overall look of the shop. No fees were charged by MYDIN on training.

Kedai Rakyat 1 Malaysia (KR1M) Mydin was given trust and responsibility again after the successful TUKAR programme. MYDIN provides assistance in fit-out works, equipment and racking installation, supply chain management, IT support for POS system, retail, technical expertise and training. Nation Building Apart from the activities that ties with government and academic bodies, there’s many more Corporate Social Responsibilities carried out by MYDIN. Datuk Ameer Ali frequently attend motivational speeches for students & entrepreneurs, exposing them to the world of business with the do & don’ts, giving out tips and advices and relating his own experience in his talks. It’s not something that we could see every day, a billion dollar worth businessman, walking around the streets, talking to people, an easily approachable person with his open mind and big heart. Merdeka Celebration MYDIN shared the same birth year and celebrated in conjuction of the national day, by participating in parades, special promotions and ceremonies.

Mohd Fauzi Abdul Aziz 815510 Page 22

BPMN 6043 Leadership in Organization

Collaboration      

Currently holds the Adjunct Professor of UiTM & Panel of Advisor of University Malaysia Kelantan (UMK) MARA Institute of Technology (UiTM)- joint project of mini-market in campus. Exposing students with the basic business models to encourage entrepreneurship Open University Malaysia (OUM) – OUM & MARA student will be offered to have their practical training in MYDIN. Perbadanan Usahawan Nasional Berhad (PUNB)-providing apprentice programme for PUNB graduate students to increase Bumiputera youth participation in retail. East Coast Economic Regional Development council (ECERDC)-coordinated a Supervisory Management Development Programme (SMDP) for diploma holder with Irshad consulting. Halal Industry Development Corporation (HDC) – providing training grounds for HDC trainees for global halal market

Ramadhan MYDIN held the biggest buka puasa event organized by the private sector. It’s Mass event of Breaking of fast had seen more than 15,000 Malaysian joined the feast. For the less fortunate, orphans and single mothers, besides providing free buka puasa and sahur, there are other things that MYDIN had given out such as Baju Raya, songkok, sampin, biscuits and even duit raya. Mother’s Day Mother’s day is also included in its calendar event. Organized to celebrate about 100 mothers of different races. The program which started as early from 10am includes cooking competition, traditional congkak game, nuggets and ice cream eating contest, fashion show, mother make-up contest and many more fun event for families to celebrate their mothers. Public Awareness MYDIN had distributed freely more than 50,000 booklets which contains 200-300 groceries and household items for consumers to use as a guideline in which could help his customers to make a comparison whenever they go out to shop. This had generated not only a stiff competition, but it’s a sign to other traders and retailers to sell with lower margin for the sake of customers.

Mohd Fauzi Abdul Aziz 815510 Page 23

BPMN 6043 Leadership in Organization

Datuk Ameer Ali’s words Here are the some few notable answers during his interviews with the public:What is your leadership and management style? “I think it’s more important to listen than to talk. As a leader, we have to lend ears often. It is not going to work when you tell someone “do as I say not as I do”. You got to lead by example. You need discipline to pull this through. Not easy but it gives long term value. People will follow you, and it’s contagious. As a leader, we need to be honest, punctual and show highest integrity. When you do that, people will want to be part of someone who lives up to his talk. When managing, I also learn it is important to keep the separation between management and staffs. It helps decision making. A leader cannot afford to become too emotional. When you work, as a leader you got to delegate, not abdicate. I know some leaders sabotage their own staffs just because they outshine him in front of the customers or other staffs. You got to learn to let go and push the boundaries further. Another thing, as a leader we need to learn to honour time. Don’t keep people waiting just because you are the leader. Show some respect to other people’s time. In group, as a leader you need to put ego aside and deal with the issues at hand. You got to separate people and issues or ideas. Ego is dangerous, it hampers decision making. You feel good and powerful but nothing gets done.”

Mohd Fauzi Abdul Aziz 815510 Page 24

BPMN 6043 Leadership in Organization

Points worth mentioning during interview @ 30/5/12 Be honest in life Honesty is something very valuable in every organization and is often taken for granted. According to this man, do not take what is not belonging to you. “You may have cheated someone of RM500 but at the end of the day you may be met in an accident with a total repair of RM500.” This principle has guided him and his organization for so long. Trust is something you earned. Let’s be honest in life. Do not underestimate your competitor no matter what “Do not be comfortable with your core competency because one day it will fall against you. We have seen this in the case of Kodak, a prominent brand where they became reluctant to innovate. Always focus on your business but keep an eye on what your competitor is doing.” Go out and work and gain experience before starting your own business “This is very important to me as I am aspired to be an entrepreneur one day. Experience is vital to every individual’s career development. It is because through experience you gained, you increase your credibility. Your credibility follows you wherever you go.” In fact, this is about taking calculative risk which means to know what you are doing before doing it.” Buy one packet of soldier for RM1 and sell each soldier for RM0.20 This highlights Datuk Ameer early training in entrepreneurship. His dad does not give him money but instead teach him how to earn money. He shows that you can make money in whatever you do. It is how to be humble and not taking things for granted. The satisfaction from helping people is worth more than all the money you can earn He put the importance in giving. Money gives you the satisfaction and buying power. But helping others gives you significance in life. “It is not how much you earned but how many people’s life you have touched”.

Mohd Fauzi Abdul Aziz 815510 Page 25

BPMN 6043 Leadership in Organization

Service from the heart “In the retail business, no matter how cheap your product is, you still need to give service. Service from the heart. We see this in the success of Starbucks. Serving it’s partners and customers from the heart.” Keep your passion “Passion is something one should keep in their heart. Passion drives a person. Passion makes work more enjoyable. Passion gives energy. Passion is everything. Keep your passion even if it takes years to achieve”.

Future Challenges MYDIN’s major obstacle is the often-narrow definition and labeling of “Muslim Goods”. It needs to break away from the stereotype and encourage non-Muslim consumers to purchase goods in a “Muslim” store. The name MYDIN, itself, denotes a Muslim outlet. Rarely does one see a nonMuslim consumers shop in MYDIN. This perception alone hinders MYDIN the opportunity to broaden their target market. With purchasing power resting mostly on non-Muslims (mostly Chinese minorities), MYDIN had to break ranks with religious and racial barriers inherent in Malaysia’s culture. Today, MYDIN Holdings is the proud owner of several buildings in Jalan Masjid India that houses the store. Anybody shopping there will include MYDIN as their favorite shopping destination.

Mohd Fauzi Abdul Aziz 815510 Page 26

BPMN 6043 Leadership in Organization

REFERENCES Books 1. Leadership, Richard L Daft 2010, International Edition 5th Edition, South-Western College Publishing 2. Northouse, P. G. (2007). Leadership: Theory and practice (4th ed.). Thousand Oaks, CA: Sage. 3. Yukl, G. (2006). Leadership in organizations (6th ed.). Upper Saddle River, NJ, Pearson-Prentice Hall. 4. MYDIN : The Untold Story, Datin Dr Hjh Siti Hawa Mohd (Ph.D), MPH Publishing Journals 5. Australian Journal of Business and Management Research Vol.1 No.2, May-2011 6. The Impact Of Personality And Leadership Styles On Leading Change Capability Of Malaysian Managers, Prof.Dr.Mohamed Sulaiman, Dept of Business Admin, Kulliyyah of Economics and Management Sciences, International Islamic University of Malaysia 7. Harvard Business Review 2004 : What Makes A Leader http://hbr.org/2004/01/what-makes-a-leader/ar/pr E-Paper Article 8. The Malay Mail http://manage.mmail.com.my/story/mighty-mydin-61664 Web References 9. http://www.mydin.com – MYDIN Official company website 10. http://khairul-anwar.com/2011/07/05/ptmbd_interview-with-dato-hj-ameer-ali-bin-mydinof-mydin-holdings-bhd-part-1/ http://khairul-anwar.com/2011/07/05/ptmbd_interview-with-dato-hj-ameer-ali-bin-mydinof-mydin-holdings-bhd-part-2/ 11. https://oc.okstate.edu/pages/personal/11654/Leadership Definition.pdf 12. http://en.wikipedia.org/wiki/Leadership 13. http://leadershipdefinition.net/ 14. http://www.tdktech.com/Organizational-Leadership 15. http://recruiterbox.com/blog/traits-of-a-perfect-employee/ 16. https://www.google.com/#q=organizational+leadership+definition Mohd Fauzi Abdul Aziz 815510 Page 27

BPMN 6043 Leadership in Organization

17. http://www.nwlink.com/~donclark/leader/leadstl.html

Mohd Fauzi Abdul Aziz 815510 Page 28