Kursus Ketua Polis Daerah Dec 3,2007

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 [email protected] 1

Amanhâ naô serâ mais como era ântês Manaus, Brazil 2001

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3. 4. 5. 6. 7. 8.

ISSUES History of organizational concepts and development – Milestones of Organizational Development, Images of Organization, Sociological Paradigms Organizational culture Leadership Motivation Communication Ethics and Professionalism Organizational performance 3

VISION

MISSION CARE

MORAL COURAGE SALAM

IQRA’

CRAZY EXTERNAL ENVIRONMENT

AZAN

SICONTOL

ZEST MANAGEMENT

ORGANIZATION SUPERVISION

• CLIENTS/PARTNERS • PERSONNEL • STAKEHOLDERS

FULFILMENT OF RIGHTS (JUSTICE) (JUSTICE)

INTERNAL ENVIRONMENT

PLANNING

COHESION QUANTITY

TTFG

ORGANIZING

QUALITY

DIRECTING

EVALUATIO N

STEREOTYPE • LEADERSHIP • MOTIVATION • COMMUNICATION

INTELLECTUA L VIOLANCE

CONTROLLING

PROFESSIONALIS M COMMITME NT

TEAMWOR K

DEDICATIO N

G–G

TRUST

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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

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The Past Was Perfect The Present Is Tense The Future Continues Azahari, 1994 6

Lead, follow or get out of the way! - Chrysler ?

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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

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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

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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

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MENTAL INDEPENDENCE MASTER “I DID NOT SEEK CLARIFICATION”

SLAVE “I WAS NOT TOLD”

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T-HERE

THERE

PRESENT

DESIGN/CREATE/SHAPE SET TREND

FUTURE

SUBSTANTIVE T

H

I

N

K

I

N

G GREATNESS

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

WHY? WHAT IS WHAT NEXT

WHAT WAS SO WHAT

WHAT OUGHT TO BE DONE WHAT DO I DO

HOW COME?

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“ WHY MUST… WHY MUST I DO IT… NOW…”

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“IT ISN’T EASY…”

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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

CONCEPTS

TECH

?

WORK

? MGT. SYSTEM

ECON +5

TURBULENCE

POL

OTHERS GOVT.

ORG. SELF FAMILY

COMMUNITY SOCIETY 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

V I S I O N

EXPERIENCE

EXPOSURE

CAPACITY

VALUES (8)

CONCERN P A R A D I G M

OBJECTIVE

REAL-OBJECT “CONCEPT” RESPONSE

O U T L O O K

P E R S P E C T I V E

PERCEPTION JUDGEMENT ATTITUDE REIFIED BELIEF REINFORCED

ACTION ROUTINIZATION COMMITMENT ENCULTURIZATION CHARACTER

ATTITUDE FORMATION Azahari Ismail, 1984

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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

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Emerging Concepts The Theory of Constraints Self Development as a Strategy for HRD

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PERSONAL – ORGANIZATIONAL SENSE OF DIRECTION STRUCTURE HISTORY 5 Ps

•PHILOSOPHY •PRINCIPLE •POLICY •PLAN/PROGRAM/PROJECT •PROCEDURE

OBJECTIVES *National *Organizational *Personal *Beneficiaries

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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, CA PA BI LI TY

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THE ANALYTICAL PARADIGMS TWO THEORIES OF SOCIETY The sociology of regulation The status quo Social order Consensus Social integration/ cohesion Solidarity Need satisfaction Actuality

The sociology of radical change Radical change Structural conflict Modes of domination Contradiction Emancipation Deprivation Potentiality

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

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ASSUMPTIONS ABOUT SOCIAL SCIENCE (The subjective – objective dimension)

The subjectivist: objectivist: Nominalism Realism

The ONTOLOGY

Anti-positivism Positivism

EPISTEMOLOGY

Voluntarism Determinism

HUMAN NATURE

Ideographic Nomothetic

METHODOLOGY

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SOCIOLOGY OF RADICAL CHANGE

S U B J E C T I V I S T

RADICAL HUMANIST

INTERPRETIVIST

RADICAL STRUCTURALIST

O B J E C T I V I S T

FUNCTIONALIST

SOCIOLOGY OF REGULATION

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CATALYST

PROCESS HELPER DISTURBANCE

SATISFACTION/ DISSATISFACTION

DECISION TO ACT

APPLICATION

DIAGNOSIS

SEARCH RESOURCE LINKER

The Roles of a Change Agent R.G. Havelock

SOLUTION GIVER 36

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…..

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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

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‘IQRA’ CLEAR, ACCURATE, CORRECT, TRUE, RIGHTFUL, BEYOND DOUBT

‘IQRA’ READ, STUDY, LEARN, RESEARCH, EXAMINE, TEST, TRY, EXPLORE, CALCULATE, ASSESS, EXPERIMENT, ALERT, REFLECT

“RAUDAH”

CONCEPT 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)

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“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

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ELEMENTS OF A VIABLE ORGANIZATION IDENTITY STRUCTURE MISSION NORMS RESOURCES MEMBERSHIP COMMUNICATION TASKS ENVIRONMENT EVALUATION

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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

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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

BEH AVI OR CO MPO NEN TS OF POLI CY LE AD ER SH IP

Establish and work toward a set vision (visioning) Conduct policy scanning Keep the policy current & aligned Network 52

BEH AVI OR CO MPO NEN TS OF POLI CY LE AD ER SH IP

Actively participate in the policy process

Strategically plan for policy advantage

Maintain goal and policy referencing behavior

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BEH AVI OR CO MPO NEN TS OF POLI CY LE AD ER SH IP

Strategically plan for policy implementation

Frame and select policy issues

Establish policy set for the organization 54

BEH AVI OR CO MPO NEN TS OF POLI CY LE AD ER SH IP

Manage public perception of policies

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

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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 - OU TCOME

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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)

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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

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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)

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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 Give and Accept Criticism Graciously 71

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 Keselamatan

Kemewahan

Keselesaan

& Pengl ibatan

Kesero nokan

Kemesraan

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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…

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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

SELF DEVELOPMENT STRATEGIES

♣ Personal mentors ♣ Stretch personal limits and potentials ♣ Expand work and life boundaries ♣ Increase and diversify readings ♣ Emulate personal idols and mentors

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SELF DEVELOPMENT STRATEGIES

♣ Explore life experiences as experiments ♣ Expand networks ♣ Upgrade self-assignments and standards ♣ Regard peers as ‘gurus’ or students ♣ Expand the scope of friendships

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SELF DEVELOPMENT STRATEGIES

♣ Widen professional memberships ♣ Embark on continuous learning ♣ Plan and communicate personal training needs ♣ Reflection, self-evaluation and appreciation ♣ Allocate budget for self development

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SELF DEVELOPMENT STRATEGIES

♣ Higher education ♣ Audit personal habits and practices ♣ Regard the boss as ‘guru’ ♣ Be contented at a higher level of personal dignity ♣ Expand hobbies

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SO ... LET ‘S GIVE OUR BEST ! 89