CONTEMPO RAR Y ISSU ES I N

MA NAGEMENT &
ORGANIZA TIONAL L EADERSH IP
GOBUST… (GOING BEYOND THE UNIFORMED SERVICE TRESHOLD
RAFTING A SURPREME IMAGE

KEEP REACHING… 3 December 2007

(MPK PDRM, Cheras)

AZAHARI ISMAIL, PhD

019-322 0607
azahariaz@yahoo.com
1
Amanhâ naô serâ mais como era ântês

Manaus, Brazil 2001

2
 ISSUES
2. History of organizational concepts and
development – Milestones of Organizational
Development, Images of Organization,
Sociological Paradigms
3. Organizational culture
4. Leadership
5. Motivation
6. Communication
7. Ethics and Professionalism
8. Organizational performance
3
 VISION MISSION CARE MORAL COURAGE SALAM
IQRA’ CRAZY
EXTERNAL
ENVIRONMENT
ZEST

AZAN MANAGEMENT
• CLIENTS/PARTNERS
SICONTOL ORGANIZATION FULFILMENT OF
(JUSTICE)
RIGHTS (JUSTICE) • PERSONNEL
SUPERVISION • STAKEHOLDERS
INTERNAL
ENVIRONMENT

COHESION PLANNING TTFG

QUANTITY ORGANIZING STEREOTYPE

• LEADERSHIP
QUALITY • MOTIVATION G–G
DIRECTING • COMMUNICATION

EVALUATIO
N INTELLECTUA
CONTROLLING
L VIOLANCE
PROFESSIONALIS
M
COMMITME TEAMWOR DEDICATIO TRUST
NT 4
K N
Azahari Ismail, 1980
 The Tides of Turbulence
Confusion at the conceptual level
G-ila – no understanding and control
The hanging anchor – questionable
philosophies and principles
Ambiguous course – muddling through
Methodological glitches – insecurity and
apology of the social scientists
(quantitative and qualitative)
G to G arrangement
The fly syndrome – follow the crowd 5
The Past Was Perfect
The Present Is Tense
The Future
Continues
Azahari, 1994

6
Lead, follow or get out of the
way!

- Chrysler ?

7
 AM I MAKING THE
DIFFERENCE

IS MY PRESENCE FELT

IS MY ABSENCE REALIZED

8
“Colonized citizens w ill
cont inue
to colonize each other long
af ter independence and
th ey
would als o lose t he
capacity to
appreciat e anyt hi ng or
each 9
“Socializ at ion disas ter
occur s when t he younger
gener ation denies,
mar ginaliz es , rejects or
dis avows the eff or ts a nd
cont ributions of t he
elder s”
(MANAGEMENT BY PISSING AROUND)
AZAHARI, 1994

10
IT’S NOT MEANT TO BE THIS WAY…
Through the revealed knowledge, God has commanded
and taught human beings to ensure peace, justice and
prosperity on earth by maximizing the utilization of
all resources based on the ABUNDANCE MENTALITY
perspective. Unfortunately, after the 1600, the
world began to regress slowly towards resource
scarcity, greed and brutality as a consequent of
mental bankruptcy in the form of SCARCITY
MENTALITY. A misguided search for knowledge due
to weak philosophies led the researchers and scholars
to emulate the nature and life of animals (lower
beings) as a metaphor and basis for guiding human
affairs. Thus, the damaging concepts such as
‘RESOURCES ARE LIMITED, WIN-LOSE, WINNER
TAKES ALL, SURVIVAL OF THE FITTEST’ etc
became the new guiding principles for human 11
interaction.
DEVELOPMENT- PROGRESS

104

Development
Progress
12
 WHO AM I?

PHYSICAL SELF

AS I SEE MYSELF

AS I WANT OTHERS TO SEE ME

AS OTHERS SEE ME

AS GOD SEES ME
13
 “ADAB”
KNOWING :
•WHAT TO DO
•HOW TO DO
•WHEN TO DO AIB
•WHERE TO DO (SHAME
GUILT) &
•THE STANDARD
• INTERNAL CONTROL (SELF)

•TIME
•LISTENING
•PRESENCE
•POSITIONING 14
 MENTAL
INDEPENDENCE

MASTER SLAVE

“I DID NOT SEEK “I WAS

CLARIFICATION” NOT TOLD”

15
T-HERE THERE
PRESENT DESIGN/CREATE/SHAPE FUTURE

SET TREND

SUBSTANTIVE
G
T H I N K I N
GREATNESS

SYMBOLIC
JOURNEY-STRUGGLE-
“IQRA”- “ADAB”
“RAUDHAH”, STANDARD,
R.I.M.
Revitalization of Idle Mind
16
 WHY?
WHAT IS

WHAT WAS WHAT NEXT

SO WHAT

WHAT OUGHT TO BE DONE

WHAT DO I DO

HOW COME?
17
 “ WHY MUST…
WHY MUST I DO IT…
NOW…”

18
“IT ISN’T EASY…”

19
PART OF THE PROBLEM
VS

PART OF THE SOLUTION

20
8 SOURCES OF POWER
POSITION / STATUS
WEALTH
HERITAGE
PHYSICAL

KNOWLEDGE
SPECIAL SKILLS
PERSONALITY
FAITH
21
 TECH ?
CONCEPTS WORK
?
MGT. ECON +5
SYSTEM
TURBULENCE POL
OTHERS
GOVT.
ORG.
SELF COMMUNITY
SOCIETY
FAMILY
22
 THE NEW PARADIGMS
REVISIT PHILOSOPHY
RECAST PRINCIPLE
RESHAPE CULTURE
REALIGN POLICY
REDEFINE STANDARD (Evaluation)
RETHINK ENVIRONMENT
RETUNE FAMILY
REJIG MANAGEMENT (Bottom Lines)
REDESIGN STRUCTURE
REFOCUS ATTENTION
23
 REAL-OBJECT
“CONCEPT”
V
EXPERIENCE I RESPONSE
S
I
O PERCEPTION
N O
U
EXPOSURE T JUDGEMENT
L
O
ATTITUDE
O
K
REIFIED
VALUES
CAPACITY
(8) P BELIEF
E
R REINFORCED
S
P
E
CONCERN C ACTION
T
P ROUTINIZATION
I
A
V
R
E
A COMMITMENT
D
I
ENCULTURIZATION
G
OBJECTIVE M
CHARACTER
24
ATTITUDE FORMATION
Azahari Ismail, 1984
GO
for the

POT
25
WHAT IS HAPPENING
VS
WHAT IS RIGHT

26
 WHY IT FAILED
VS
MAKE THINGS HAPPEN

27
YOU MUST BE
OBSERVNT
INTERESTED
DEDICATED

28
The Historical Perspectives of
Organization & Management

Milestones of Management
Images of Organization

29
 Emerging Concepts

The Theory of Constraints

Self Development as a
Strategy for HRD

30
PERSONAL – ORGANIZATIONAL SENSE OF DIRECTION

STRUCTURE
HISTORY
5 Ps •PHILOSOPHY
•PRINCIPLE
•POLICY
•PLAN/PROGRAM/PROJECT
•PROCEDURE

OBJECTIVES
*National
*Organizational
*Personal
*Beneficiaries
31
PREREQ UISI TES OF A
“NIAT”
MEN TA LLY SO UND
“KIBLA T”
TI ME
PLA CE
“AURA T”
“WU DH U”
SY STEM
“RUKUN ”
METH ODS, T EC HN IQUES, 32
CA PA BI LI TY
 THE ANALYTICAL
PARADIGMS
TWO THEORIES OF SOCIETY

The sociology of regulation The sociology of radical change

The status quo Radical change
Social order Structural conflict
Consensus Modes of domination
Social integration/ cohesion Contradiction
Solidarity Emancipation
Need satisfaction Deprivation
Actuality Potentiality

The regulation – radical change dimension (Burrell & Morgan, 1979)

33
ASSUMPTIONS ABOUT SOCIAL SCIENCE
(The subjective – objective dimension)

The subjectivist: The

objectivist:

Nominalism ONTOLOGY
Realism

Anti-positivism EPISTEMOLOGY
Positivism

Voluntarism HUMAN NATURE

Determinism

Ideographic METHODOLOGY
Nomothetic 34
 SOCIOLOGY OF RADICAL CHANGE

RADICAL RADICAL
S
U HUMANIST STRUCTURALIST O
B
B
J
J
E
E
C
C
T
T
I
I
V
V
I
I
S
S
T INTERPRETIVIST FUNCTIONALIST T

SOCIOLOGY OF REGULATION

35
CATALYST PROCESS
HELPER
DISTURBANCE

SATISFACTION/ DECISION
DISSATISFACTION TO ACT

APPLICATION DIAGNOSIS

SEARCH

RESOURCE SOLUTION
LINKER The Roles of a Change Agent GIVER 36
R.G. Havelock
 LEADERSHIP
THE BLIND, KID, DRUNK, CONVICT, BRIDE,
INSANE, WEAK, DIGNITARY,…….
A GROUP PHENOMENON - THE CAPABILITY TO
CHANGE OTHERS TOWARDS DOING SOMETHING
FOR CERTAIN PURPOSE
•MANAGEMENT OF GROUP
•SETTING OF DIRECTION
•MANAGEMENT OF TASKS
•DEVELOPMENT OF MEMBERS
•EVALUATION

FOLLOWERSHIP
………….aaaaaaaminnnnn….. 37
 CALIPH
PEACE

S A T A N

“ADA B”

OVERCOME SATAN REALIZE POTENTIALS

THERE’S NO PROVISION FOR ANYONE TO RESIGN FROM
THE POSITION OF A CALIPH

REE, MBO, MBWA, MBD, QCC, TQM, TPM,

BPM, BM, TLM, ISO 9000 38
 ‘IQRA’
CLEAR, ACCURATE,
‘IQRA’ CORRECT, TRUE,
READ, STUDY, LEARN, RIGHTFUL, BEYOND
RESEARCH, EXAMINE, DOUBT
TEST, TRY, EXPLORE,
CALCULATE, ASSESS,
CONCEPT
EXPERIMENT, ALERT,
REFLECT
“RAUDAH”

CONFIDENCE

“HIJRAH”
“KHUSYUK”
39
 “SALAM”
A GROUP SYSTEM OF MUTUALLY CARING FOR
EACH OTHER
A PLEDGE TO TAKE THE RESPONSIBILITY TO ENSURE
COMMON WELL BEING AMONG INDIVIDUALS IN AN
UNEQUAL RECIPROCAL ARRANGEMENT
(INTENTION, VERBALIZATION, ACTION)

Pd (pH 5.5)
PHYSICAL
ECONOMIC
SOCIAL
CULTURAL
POLITICAL
PSYCHOLOGICAL
SPIRITUAL
AESTHETICAL
Po (pH 4.2)
40
41
 “AZAN”
A GROUP SYSTEM OF MUTUALLY
TAKING THE INITIATIVES TO REMIND
EACH OTHER (WHO FORGETS OR
INTENTIONALLY TRYING TO FORGET)
TO PERFORM DUTIES TOWARDS
ACHIEVING EXCELLENCE
•INVITE
•READY
•CONSISTENT
•APPEALING
•SINCERE
42
 “JAMAAH”
A SYSTEM OF TEAMWORK
1 + 1 = 27
STRUCTURE
RESPECT
TRUST
LEADERSHIP – FOLLOWSHIP
ABEDIENCE
ROLE PERFORMANCE
“RUKUN”
INTERNAL CONTROL 43
ELEMENTS OF A VIABLE
ORGANIZATION
IDENTITY
STRUCTURE
MISSION
NORMS
RESOURCES
MEMBERSHIP
COMMUNICATION
TASKS
ENVIRONMENT
44
EVALUATION
ELEMENTS OF A VIABLE ORGANIZATION

Identity – name, logo, motto, song, flag,

color, uniform, badge, mascot, flower
etc.
Structure – arrangement of roles and role
relationships
Mission – vision, mission, expectations,
goals, objectives and standards
Norms – rules and social sanction
systems
Tasks – functions and assigned duties
45
Resources – knowledge, experience,
expertise, technology, wealth etc.
Memberships – quantity, quality,
readiness, commitment, enthusiasm
and dedication
Communication – systems, methods,
capability and readiness
Environment – appreciating instead of
blaming the environment
Evaluation – systems, methods, capability
and readiness
46
The Roles of A Follower
Obeys the leader and group
Supports the leader
Reassures the leader

Corrects and rectifies the leader

Works with and for the leader

Maintains group reputation

47
Seeks clarification from the leader

Provides feedback to the leader and group

Maintains ADAB within the group

Understands the roles and functions of

a follower
Prepares oneself to assume leadership
position
Recognizes ones status, capacity and
responsibility within the group
48
Participates in group activities
Defends the leader
Replaces the leader when needed
Sacrifices for the leader and group
Represents and defends the leader
outside the group
Committed to the cause of the group
AZAHARI ISMAIL, 1997

49
POL IC Y L EADER SHI P PE RSPE CTIV ES

• The framework of policies is critical in

determining the efficacy of organization function
and activities
• Policies emerge from an environment of
conflict
• The policy environment and the field of practice
are dynamic and interacting environments
• A clear vision serves as an anchor in an
event of instability

50
POL ICY LEADERSH IP PE RSPE CTIV ES

• Policy success depends on the scope and nature of

support
• Policy advantage is rarely gained without political
effort
• Policy implementation is an act of accommodation
• Public perception has a significant effect on policy
decisions
• Every institution is a product of its history
• Every policy has a history that is substantive and
political 51
 Establish and work toward a set
BEH AVI OR CO MPO NEN TS OF

vision (visioning)
POLI CY LE AD ER SH IP

Conduct policy scanning

Keep the policy current &

aligned

Network
52
 Actively participate in the
BEH AVI OR CO MPO NEN TS OF

policy process
POLI CY LE AD ER SH IP

Strategically plan for policy

advantage

Maintain goal and policy

referencing behavior 53
 Strategically plan for policy
BEH AVI OR CO MPO NEN TS OF

implementation
POLI CY LE AD ER SH IP

Frame and select policy issues

Establish policy set for the

organization
54
 Manage public perception of
BEH AVI OR CO MPO NEN TS OF

policies
POLI CY LE AD ER SH IP

Nurture accommodating policy

culture

Manage access to policy

environment (gate-keeping) 55
COMMU NICATION

Dignity of human beings (Deal with concept)

Transmission of ideas
Komunis – Commonness
Words
Meaning
Belief
Action
56
COMMUNICA TION

“A good comunicator is a good

listener”

“A conversation is a specialized
communication situation”
(Inform, appeal, entertain)

57
PUR POS E – In fo rm

- News

- Confi rma tio n

- Endorsement

- Support

- Commitment

- Change
58
TRANSMI SSI ON –
COMMU NICATI ON

Verbal symbol

Visual symbol

Representation

Real Object
59
SITU ATIONS F OR
COMMU NICATI ON

Teaching
Budget
Sharing
Reaction
Advocacy
Inf or mation
Camp aig n
Movement
60
POSITIO NING

Talking up

Talking with

Talking down

61
COMP ONE NTS OF
COMM UNICATIO N

- COM MUNI CAT OR

- L ISTE NER
Critic al
Neutr al
Su pp ortiv e
Ves te d In te re st
- IDEA OF INTE RACTIO N
(co nt en t)
- M EDIA
- E NV IRONME NT
- F EE DBACK 62
- OU TCOME
CO MM UNICATIO N – PH AS ES

PREPARATIO N
Materi al (Content)
Interact ion
Logi sti cs
Comm uni cator (Sel f)
Li stener (Partner)

63
COMMUN IC ATIO N
Ta kin g c harge
Deli very
Po st ure
Voice
Aids
Answe rin g Questions
Feedback
Mo tiva tio n / Recognition
Ev alu atio n

64
 DEALING WIT H TH E
UN EX PECTE D
Situ ational / Te chnic al
Audie nce
Ho stility
En th usiasm
Apathy
Disturbance / D istractio n

65
ENDIN G T HE INT ERACTIO N
Contacts
Refe re nces
In te ra ctio ns

POST IN TE RACTI ON
Follo w u p
Netwo rking
Care

66
Ma ster of C eremony
Prepares a perfe ct ‘R audhah’
Ensures that l earn ing
happens
Contro ls process
In tr oduces speakers – ‘Wh y
this pers on speaks on
this subje ct to th is
audie nce d uring this
occasion’
‘Th e J udge’ (No t a w ai ter or
technician)
67
INTERACTI ON – TIPS

Pre par e
Be ea rl y
Pro cess observers
Soci al protocol s
Notes
Aid s and backups
Medi a a nd press
68
ATTR IBU TES OF A N A BLE
SPEAK ER

Integrity
Knowledge
Confidence
Skill
69
TYPE S OF INE FFECTI VE
SP EAKER

Elocutionist
Verbal Gymnast
Gibberer
Hermit
Culprit
70
 TI PS F OR
DIS CUS SI ON
Be Prepared
Be Alert
Speak to the Point
Talk Loudly Enough to be Heard
Do Not Remain Silent When You Have
Something Worth While to Say
Do Not Monopolize the Discussion
71

Give and Accept Criticism Graciously

MET HOD S OF SPE AKING

The Impromptu Speech

The Memorized Speech
The Read Speech
The Extemporaneous Speech

72
GE NERA L P UR POSE OF
SPEE CH

To Entertain
To Inform
To Persuade
73
 THE ESS ENT IA LS OF SPE ECH
PR EPA RATION

Surveying the Problem

• Selecting and Narrowing the Subject
• Determining the Purpose of the
Speech
• Analyzing the Audience and the
Occasion
74
Building the Speech
• Gathering the Material
• Making an Outline

Practicing
• Practicing Aloud

75
KAT EG ORI
SAH AB AT
Thin ker
Spy
Radio S tation
Wor khors e
Kaki Pukul

76
 RANGKAIAN KEYAKINAN
DALAM MEMBAWA PERUBAHAN

Per ubah an
Agen Perubahan
Penerim a Perubahan
Al am Agen dan Penerim a
Rang kaian
Envi ronmen

77
 MOTIVASI

Intrinsic vs. Extrinsic

Theories
A Maslow
Herzberg
Maintenance
Motivational

78
Menyemarakkan Hubungan…

Ketul usan / Tj
Kemaj uan
Pengi kti raf an
Pencapai an
Cabaran
Penyertaan & Pengl ibatan

Keselamatan
Kemewahan
Kesero nokan
Keselesaan Kemesraan
79
 THE CI RCLE OF
MOT IVA TION

1) Examine y our st rength

2) C are
3) Liste n act ively
4) Find other s’ str ength
5) P rovide pos itive
reinfo rcement
80
 THE CI RCLE OF
MOT IVA TION

6) Obtai n in volv ement

7) Lead by exampl e
8) Ensure rew ar ds
9) Provi de stretc h
10) Expect excel lence
81
 MINDSET
(squirrel vs human)

To get across…

If I fall…

82
 SUCC ESS I S V ERY RE LAT IVE
THE M ORE S UCCES SFU L Y OU GET
TH E M ORE R ELATI VE S Y OU W ILL
HAV E - RAMLI SALLEH

(This is what Einstein was never clear about)

83
DON’T
EXPECT
A FOOL TO
BE
84
 ♣ Personal mentors
SELF DEVELOPMENT
♣ Stretch personal limits
and potentials
STRATEGIES

♣ Expand work and life

boundaries

♣ Increase and diversify

readings

♣ Emulate personal idols

and mentors 85
 ♣ Explore life experiences as
experiments
SELF DEVELOPMENT

♣ Expand networks
STRATEGIES

♣ Upgrade self-assignments
and standards

♣ Regard peers as ‘gurus’

or students

♣ Expand the scope of

friendships 86
 ♣ Widen professional
SELF DEVELOPMENT memberships

♣ Embark on continuous
STRATEGIES

learning

♣ Plan and communicate

personal training needs

♣ Reflection, self-evaluation
and appreciation

♣ Allocate budget for self

87
development
 ♣ Higher education
SELF DEVELOPMENT
♣ Audit personal habits and
STRATEGIES

practices

♣ Regard the boss as ‘guru’

♣ Be contented at a higher
level of personal dignity

♣ Expand hobbies 88
SO ... LET ‘S

GIVE OUR
BEST !
89