LEARNING OUTCOMES:

At the end of this topic, students should be able

to:
1. Describe the environment of public
management
2. Explain the positive values and attitudes at
work.
 ENVIRONMENT

RELIGION
(ISLAMIC
APPROACH)
THE
PHILOSOPHY, CULTURES OF
ETHOS AND PUBLIC
POLITICAL ORGANISATION
CONTEXT

PUBLIC
MGT
1.1 THE PHILOSOPHY, ETHOS AND POLITICAL
CONTEXT OF PUBLIC MANAGEMENT
Government’s policy for public sector reform is driven by a
philosophy that makes the interest of the people of
paramount concern.
The _________________________ is the most valuable of
all national resources. People, whether there are the
employers, employees or customers of the public sector,
transcend structures, systems, procedures and technology.
They are the key elements to the overall success of
government’s initiative in public sector reform.
 PHILOSOPHY IN ADMINISTRATION
 Consider some common concerns in public administration
(matters which are serious concerns to them).
 One might express their philosophy “my philosophy in mgt
is to get things done as efficient as we can”.
 ETHOS IN PUBLIC MANAGEMENT
 Ethos is not a description of individual behaviour, but a set
of norms creating a __________________________ for
those working in public services.
 Public Service ethos is formed through ________________
values such as integrity, cooperation, consensus and
others. This indicates that the values should be embedded
in the minds of public servants.
 The servant public should be aware of the importance of
values in provide services to the public and would eliminate
the “non-performing public sector” in the public service
sector.
 ETHOS IN PUBLIC MANAGEMENT
 Making decisions in a fair and transparent
 Having integrity in yourself and work
 Highlight potential
 Adopt the habit of supporting and consultation
 Share and gain knowledge
 Placing benchmarks and try to achieve it
 Contribute to formation of high quality human capital
 Have a strong sense of belonging
 Prioritizing teamwork
 Valuing customers with a sense of empathy
 Keep politeness and courtesy towards the customers
 Being sensitive and responsive to customer needs
 Have a positive perception on complaints
 Considers complaints or grievances as valuable
POLITICAL CONTEXT OF PUBLIC MANAGEMENT
 In Malaysia, it is characterized structurally by federalism and
Westminster model (YDPA, the Senate and House of
Representatives).
 Govt Policy formulated by the Cabinet and implemented by
each Minister with assistance of civil service.
 Federalism : Federal, State and Local Govt
 Decentralized of power because public deals directly with the
civil servants.
 1.2 ISLAMIC APPROACH TO SERVICE
QUALITY
 The effort to increase the quality of work and productivity is
in line with the religion of Islam that emphasizes the
principle of perfection (al-itqan), renewal (AI-Tajdid) and
innovation (al-Ibda).
 Although ______________ has trained the civil servants, but
the implementation of Islamic values have been given less
attention in public administration.
 Although it was implemented, but it is difficult to identify the
effectiveness in transforming employees according to Islamic
perspective.
 MANAGEMENT IN ISLAM
Five principles of the Islamic administration/management:

1. ________________________________________

2. ________________________________________

3. _______________________________________

4. _________________________________________

5. __________________________________________
1.3 THE CULTURES OF PUBLIC ORGANIZATION
 _____________________ can be described as the particular
environment in which a public organization serves. It varies
a great deal, depending on the setting.
 For instance, a police station in rural area, Hulu Selangor
exists in an environment that is much different than the
police station in Petaling Jaya. These examples illustrate
how a public service organization might be viewed
differently by the society they are serving, depending on the
external culture.
 The ____________________ of an organization serves to
express the values, beliefs and assumptions that guide
member's behaviors. Internal culture is affected by the
external culture and by the events that shape member's
opinions.
 A police station in Hulu Selangor might have an internal
culture based on pride and the well wishes of the public
while there may be an atmosphere of confrontation in the
police station in Petaling jaya.
2.0 POSITIVE VALUES AND ATTITUDES AT WORK
 Positive values are important as guidance for future
administrators to be more aware in cultivating
____________ among employees, how to ___________
the public, as well as to _____________ properly as to
become example to other civil servants and public.
VALUE
 Value is portrayed by individual as right or wrong;
important or not important.
 It is influenced by _____________ and individual’s
__________________.
 The value hold by a manager would be guideline for
other workers.
THE ATTRIBUTES OF AN ORGANIZATION WHICH
HAVE A VALUE SHARED WITH ITS MANAGER.
 Cultivating a high feeling of trust upon self-ability
 Increase loyalty to the organization
 Facilitate the consensus process on the organization’s
main objectives
 Encourage ethical behavior
 Encourage a forceful norms to work hard and care to
face and solve any conflict
 Decrease the level of tension at work place
ENHANCING MORAL VALUES AMONG CIVIL
SERVANTS
1. Public Service Ethics:
 integrity, responsiveness, customer-orientation,
cooperation, innovation, musyawarah, open to
criticism and a culture of knowledge sharing.
2. Look East Policy
 Japanese organizational culture:
The power to make decision is according to “Ringi” System
(by group, not leader) – consensus
Emphasize on group ability to avoid selfishness in doing
works
Involve in all management levels (decision making)
Wanted their voices to be heard
Concern on status (respecting each other) and hierarchy
(promotion based on seniority).
Colleagues are given priority compared to relatives
Emphasize on training and development of ideas.
3. The inculcation of Islamic Values
 All actions taken by a leader are bound to Islamic values –
to ensure public happiness worldly & hereafter.
 In this manner, the effective leadership is the “leadership
by example”.
 One of the important aspects in Islamic management is to
achieve equilibrium in management.
 Disequilibrium happened when administrators:
Like to differentiate between a worker and another
workers
Misuse/abuse the power.
Equilibrium can create a just society.
 Just society has rules & regulations that facilitate everybody
to upgrade themselves, according to their own individual
efficiency.
How to achieve equilibrium?
 Avoid from being unjust
 Love (sense of responsibility towards subordinates)
 Avoid practicing indifference and cruelty
 Portray good personality and attitudes
3.0 POWER AND POLITICS IN AN
ORGANIZATION
WHAT IS POWER?

An ability to impose will

and control others
In order to understand about power, one should understand
the sources of power:

SOURCES/ TYPES
OF POWER
 REWARD POWER
• Reward power is based on the right of some to offer
_____________________________________ rewards
to others for doing what is wanted or expected of them
or to deny others something tangible, social,
emotional, political, or spiritual for failing to or
refusing to do what is desired or expected of them.
• Some examples of reward power (positive reward) are:
• a child is given a dollar for earning better grades;
• a student is admitted into an honor society for
excellent effort;
• a retiree is praised and feted for lengthy service at a
retirement party
COERCIVE POWER
• Coercive power exists when the use of or the
_____________________ is made to extract
compliance from another. Force is not limited to
physical means; social, emotional, political, or
economic force is also included.
• Coercion typically portends fear, distrust, a lack
of positive regard for the powerful, and no loyalty
toward the powerful.
LEGITIMATE POWER
• Legitimate power results from one’s being
____________________________ to a position of
authority. Such legitimacy is conferred by others
and this legitimacy can be revoked by the original
granters, their designees, or their inheritors.
• Some examples of legitimate power include:
• a police officer’s legitimacy to make arrests;
• Malaysian PM legitimately appointed by YDPA
REFERENT POWER
• Referent power refers to the influence over
others that is acquired from being ____________
and ______________ by them.
• Based on the followers some has. The higher the
number of followers, the more powerful referent
power he has.
• Usually, a manager/leader who is charismatic,
just, honest and good personality will enjoy the
power.
 EXPERT POWER

• Expert power is based on what one knows, what

experience one has, and/or what special skills or
talents one has.
• Expertise can be demonstrated by demonstration, by
reputation, or by offering appropriate credentials
certifying expertise.
• Some examples include:
• a violinist demonstrating through audition skill with
music
• a professor submits school transcripts to demonstrate
discipline expertise
THE LOST OF POWER

Some managers have power increment from

time to time, some have vast power at the
beginning, but slowly diminishing.
This means a leader has only limited power.
Thus, top management in public/private sectors
should know how to take care and maintain
his/her power to avoid loss of power.
 EXAMPLES OF WAYS TO MAINTAIN POWER

• Coercive power – the manager need to____________ his

power example by threatening other with punishments.
• Legitimate power – make ____________________ to achieve
organizational goals and give impacts to his subordinates.
• Reward power – ______________ subordinate accordingly
before give reward
• Referent power – maintain good_________________
• Expert power – learn _______________________ continuously
TYPES OF POWER AND MATURITY AMONG WORKERS

TYPES OF LEVEL OF
POWER MATURITY

Expert power
High level
Legitimate power
Moderate level
Referent power

Reward power
Coercive power Low level
 THE POLITICS IN ORGANIZATION

• Politics is an inescapable reality in organization.

• Organizational politics can be described as self-serving and
manipulative behaviour of individuals and groups to
promote their self interests at the expense of others.
• It manifests itself through:
Struggle for resources
Personal conflicts
Competition for power
Control access to information
Not revealing real intents
Building coalitions
 MANAGING POLITICS IN ORGANIZATION
• A leader should strive to prevent political climate that will
result to negative impact on the people attitudes and
organization outcomes by aligning individuals needs with
organizational goals.
• Ways to manage organizational politics:
Leader need to identify the group which is going to support
them, then build a coalition with counterbalance strategies
through facts and reasons to convince the antagonists
among the workers
Leaders need to make his/her followers as change agents
Leaders must give good example
Inculcate the spirit of teamwork