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MA NAGEMENT &
ORGANIZA TIONAL L EADERSH IP
GOBUST… (GOING BEYOND THE UNIFORMED SERVICE TRESHOLD
RAFTING A SURPREME IMAGE
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
• 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 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
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 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
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
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
Nominalism ONTOLOGY
Realism
Anti-positivism EPISTEMOLOGY
Positivism
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”
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
49
POL IC Y L EADER SHI P PE RSPE CTIV ES
50
POL ICY LEADERSH IP PE RSPE CTIV ES
vision (visioning)
POLI CY LE AD ER SH IP
Network
52
Actively participate in the
BEH AVI OR CO MPO NEN TS OF
policy process
POLI CY LE AD ER SH IP
implementation
POLI CY LE AD ER SH IP
policies
POLI CY LE AD ER SH IP
“A conversation is a specialized
communication situation”
(Inform, appeal, entertain)
57
PUR POS E – In fo rm
- News
- 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
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
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
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
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
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
♣ Expand networks
STRATEGIES
♣ Upgrade self-assignments
and standards
♣ Embark on continuous
STRATEGIES
learning
♣ Reflection, self-evaluation
and appreciation
practices
♣ Be contented at a higher
level of personal dignity
♣ Expand hobbies 88
SO ... LET ‘S
GIVE OUR
BEST !
89