FACULTY OF ACCOUNTANCY

PROGRAM ACCOUNTING
AC110

FUNDAMENTAL OF MANAGEMENT
MGT162

INDIVIDUAL PROJECT
De’Xandra

PREPARED BY:
AINUL MARDIYAH BINTI MOHD AZMI
2021473732
MAC1101D

PREPARED FOR:
MADAM SITI NORAZIANA AZIS

SUBMISSION DATE:
14 JANUARY 2022

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 TABLE OF CONTENT
TITLE PAGES
Introduction
Company Background 3
Content
Planning 4-5
Organizing 6-8
Leading 9
Controlling 10
References 11
Appendices 12

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INTRODUCTION
COMPANY BACKGROUND

Logo

DE’XANDRA EAU DE PARFUM is the most popular perfume brand in Malaysia. Meaning that,
De’Xandra has become Malaysia's best-selling and most well-known fragrance company. Xandra
is the feminine version of the Greek name Alexander, and it means "defender of mankind." This
trait is the essence of the company’s desire to help people from all walks of life become more
successful by providing a way for them to discover their best potential through the perfumes and
entrepreneurial programs. As the axis of the company’s rebranding campaign, the looks for the
new logo, website, and products were designed using basic black and white with a touch of gold
and burgundy shades. De'Xandra's new logo is primarily comprised of the letter X, which serves
as the perfect foundation for De'Xandra's most crucial elements – love, peace, companionship,
and harmony.
Another thing about this company is that De’Xandra HQ is located at Bandar Teknologi
Kajang, Semenyih, Selangor. It all started when Mrs. Ernayanee Nur Binti Julaimi, the founder of
De'Xandra, decided it was time to launch her own fragrance line in 2015. De'Xandra was able to
successfully join the Malaysian market thanks to the huge demand for high-quality inspired
perfumes, and within a year of selling their fragrances, they had made RM7 million in sales!
De'Xandra retains its status as Malaysia's Top Fragrance by employing innovative
marketing techniques to reach a wide audience in the country. One such strategy is to use
celebrities as brand ambassadors, such as Nabil Raja Lawak and his wife, Zira. In 2016, they
went all-in on their branding campaign and ended the year with a bang, earning RM50 million in
revenue.
Phenomenal success in 2016 helped De’Xandra establish itself and allowed the
organization to expand its corporate. De'Xandra continues to develop by emphasizing intensive
product and marketing trainings for their resellers. This rapid growth is bolstered further by the
products' brand new look and partnership with AirAsia, both of which were introduced in October
and November of last year, respectively.

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PLANNING
Vision
To be a key player in fragrance industry dominating Asia's Market.
Mission
• We are business entity
• We supply variety of high quality fragrance that is long lasting , affordable + compact
• We aspire to create unforgettable experience, elevating self-confidence towards
reinforcement of personal statement
• We strive to develop economically independent entrepreneurs who has the EQ, IQ AND
SQ that will enable the contributions towards the greater good

Types of Operational Plans

1. Standing Plan
• Policy
All the workers that are in charge of operating and manufacturing must be compulsorily
free from any symptoms of COVID-19.
• Procedure
First of all, workers should be aware of COVID-19 symptoms before going to work. If they
experience symptoms such as fever, a persistent cough, or chest pain, they should seek
medical attention. However, they are welcome to attend work if they do not have any of
them. Workers are also required to scan their temperature and do a health test using the
COVID-19 Antigen Detection Kit that are provided before entering the factory.
• Rules
Workers must follow the requirements, like wearing face masks and applying hand
sanitizer before and after arranging the stocks in the factory.

2. Single Use Plan

• Program
In order to increase the company's revenue and income, De’Xandra provides beneficial
training for their resellers, known as the Reseller Development Program. The program
could also form groups of successful entrepreneurs that have a lot of knowledge and
experience in business.
• Project
De’Xandra oversaw a massive project in which many resellers took part. The aim of this
initiative is to give direction on initiating and flourishing business in a very challenging
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 economy.
• Budget
A sum of RM 10000 was allocated to hold a huge event like training. It was conducted by
De’Xandra's professional trainees to achieve a particular aim.

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ORGANIZING
Organizational Structure

FOUNDER / DIRECTOR / CHIEF EXECUTIVE

OFFICER
Ernayanee Nur Binti Julaimi

DIRECTOR / CHIEF OPERATING

DIRECTOR / CHIEF OF STAFF
OFFICER
Tuan Haji Reduan Syah Putra Mohd Safwan Bin Ismail
Bin Tuan Haji Tono

DIRECTOR / CHIEF FINANCIAL

OFFICER
Ezureen Nur Binti Jumaili

FINANCE
MANAGER

LINE LEADER LINE LEADER

De'Xandra's Organizational Chart

Types of Departmentalization
i. Functional Structure
The purpose of using a functional structure in De’Xandra’s departmentalization is to manage task
division among workers with maximum efficiency and effectiveness. Three levels of management
are illustrated clearly in the chart above. First and foremost, the board of directors represents top-
level management. It consists of the Chief Executive Officer, Chief Operating Officer, Chief of
Staff, and Chief Financial Officer. Second-level management, often known as middle-level
management, includes the Finance Manager. Next, lower-level management is the third level of
management, where line leaders are in charge of monitoring staff. The table below lists each
managerial role and their responsibilities:

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NO. MANAGEMENT POSITIONS RESPONSIBILITIES
1. Founder / Director / Chief • Communicating with subordinates, government
Executive Officer agencies, and the general public on behalf of the
company.
• In charge of forming the company's short-term
and long-term plans.
• Determining the company's vision and mission.

2. Director / Chief Operating • Provide the company with leadership and a clear
Officer strategy.
• Implementing operational, management and
administrative procedures, reporting structures,
and operational controls to achieve the company's
goal.
• Fostering growth among the managerial and all
subordinates through effective communication.

3. Director / Chief of Staff • Arranging the chief executive's schedule, as well

as the meeting schedule and business trip
planning.
• Providing training and consultation to department
leaders in order to improve teamwork.
• Briefing planning, coordination, and keeping the
meeting's content as the main focus.

4. Director / Chief Financial • Handle the company's financial activities,

Officer including supervision of finance and accounting
experts who provide financial statements.
• Making sure that company’s income and
expenses stay in balance.
• Evaluating the company's financial strengths and
weaknesses and advising for corrective action.

5. Finance Manager • Providing financial statements for the company.

• Managing cash flows in the company.

6. Line Leaders • Monitoring the performance of each staff member

in order to achieve the company’s production
goals.

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 DIRECTOR /
CHIEF
EXECUTIVE
OFFICER

DIRECTOR / DIRECTOR /
DIRECTOR /
CHIEF CHIEF
CHIEF OF
OPERATING FINANCIAL
STAFF
OFFICER OFFICER

FINANCE
MANAGER

PROJECT MANAGER FINANCE UNIT

A A

PROJECT MANAGER FINANCE UNIT

B B

Matrix Structure

ii. Matrix Structure

In addition, De’Xandra also uses a matrix structure when several units are formed. Individuals are
required to report to two or more project managers as they have the authority. The Finance
Manager is responsible for overseeing both projects A and B that are held by Finance Unit A and
also Finance Unit B. Thus, the leaders of each unit must report to the Project Managers and
Finance Manager. The leader of Finance unit A has to report to Project Manager A and also the
Finance Manager. It is similar to Finance unit B leader, he also needs to report to Project
Manager B and the Finance Manager. Following that, the finance manager will present the
reports for two projects to the board of directors.

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LEADING
As we all know, good leadership is extremely important to the organization because the leader
plays a major part in its success. On behalf of De’Xandra, Mrs. Ernayanee is playing her role as a
leader to encourage all the workers to perform well on their work. Therefore, ‘The Ohio State
University (OSU) Studies’ is applied under her leadership. In OSU Studies, this theory stressing
on two main dimensions of leader behavior called ‘Initiating structure’ (task orientation) and
‘Consideration’ (employee-oriented).
Initiating structure (task orientation) is a category of leadership behavior that emphasizes
the workers to obey the well-defined procedures in order to perform well on their work. The leader
is very strict about the quality of the work. Besides, he or she has a major concern about meeting
the deadlines. Surely, this behavior can lead to the achievement of the company’s goal.
De’Xandra applies the task orientation by creating job descriptions and determining the division of
work. As a result, Mrs. Ernayanee directs each manager to supervise all the subordinates and
make sure they are doing their jobs based on the job descriptions. Next, De’Xandra also
establishes their own standards of performance so that all the workers are urged to fulfill their
works by meeting the standards of performance.
Consideration (employee-oriented) is an approach of leadership behavior that prioritizes
connections and workers’ well-being. The level of consideration behaviors can be determined by
the leader’s empathy for the workers. A leader with high consideration behavior shows support by
understanding each worker’s strengths and weaknesses. De'Xandra puts the employee-oriented
strategy into action by appointing supportive, pleasant, friendly, and responsive managers to the
subordinates. As a result, all workers are free to follow their superior's orders. Finally, De'Xandra
organizes a camp to ensure that all of the workers can communicate effectively with the
management. This initiative helps the leader in trust building and fostering effective teamwork. As
a great leader for De’Xandra, Mrs. Ernayanee displays high levels of both Initiating Structure and
Consideration.

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CONTROLLING
According to Brech, “Controlling is a systematic exercise which is called as a process of checking
actual performance against the standards or plans with a view to ensure adequate progress and
also recording such experience as is gained as a contribution to possible future needs.”
Controlling is one of the most crucial functions in a company's management. Controlling enables
managers to identify the difference between the organization's current performance and its goals.
It is the process in which actual performance is compared with the company's standards. Hence,
corrective action is required if any deviations are detected. There are 3 basic types of control
which are generally known as Feedforward Control, Concurrent Control and Feedback Control.

1. Feedforward Control
De'Xandra's new look was carefully chosen to give the products a clean and minimalist
appearance. The new De'Xandra bottle was created in accordance with De'Xandra's image
rebranding campaign. Some specifications have been set for the new perfume bottle. For
instance, they used rose gold for the metallic linings of the bottle to add a touch of elegance and
for a more minimalist look, the letters on the bottle were kept to a minimum. Other than that, the
colors black and white were selected to symbolize the distinction between masculine and
feminine scents.

2. Concurrent Control
In the creation of DeXandra's products, managers are supposed to monitor whether the making
process is on the right track. They must also ensure that the half-finished products are made in
accordance with established procedures. By using a system that has been set, managers are
allowed to detect any deviation in an ongoing manufacturing activity. If the outcomes are aligned
to the specified standard, the managers will continue the progress. On the other hand, if the
outcomes do not meet the standard, corrective action will be taken.

3. Feedback Control
In corrective control, managers are used to limit deviations that occurred and were detected
during screening control. Besides, they need to do a quality check on the finished products before
packing them. If there are any deviations, such as incorrectly labelling product bottles or using
different colour and the wrong type of font for the bottles, managers will give orders to the line
leaders to take corrective action.

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REFERENCES
1) Minyak wangi - eau de parfum. De'Xandra. (2021, October 28). Retrieved January 10, 2022,
from https://dexandra.com/
2) Teh, P., & Majalah Labur. (2021, July 1). Erna De'Xandra, Daripada Pemandu Bas
Kilang kini seorang jutawan. Majalah Labur. Retrieved January 10, 2022, from
https://www.majalahlabur.com/inspirasi/erna-dexandra-daripada-pemandu-bas-kilang-kini-
seorang-jutawan/
3) Mamameera. (2020, July 2). Dexandra Berpindah Ke Kilang Baru. dexandraperfumeshoppe.
Retrieved January 10, 2022, from
https://dexandraperfumeshoppe.wordpress.com/2020/07/02/dexandra-berpindah-ke-kilang-
baru/
4) Norazamimah, B. (2021). Supplementary Notes for Fundamentals of Management. Universiti
Teknologi MARA, Cawangan Melaka.
5) MSG Management  Study  Guide. Organizing Function of
Management. (n.d.). Retrieved January 10, 2022, from
https://www.managementstudyguide.com/organizing_function.htm
6) MSG Management  Study  Guide. Controlling Function of
Management. (n.d.). Retrieved January 10, 2022, from
https://www.managementstudyguide.com/controlling_function.htm
7) Vihaan, Sharma, A., Danish, U., & Jessica. (2020, June 7). Types of control: Controlling:
Management process. Roarwap. Retrieved January 10, 2022, from
https://www.roarwap.com/management-process/types-of-control/
8) Ernayanee Nur, J. (2017). Erna De'Xandra. SifuFBads Sdn Bhd.

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APPENDICES

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