Group Assignment MChange(1)

7/26/2019 Group Assignment MChange(1)

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LEADERSHIP IN PRACTICE ADS 607

FACULTY OF ADMINISTRATIVE SCIENCE AND POLICY STUDIES

MANAGING CHANGE (ADS607)

GROUP ASSIGNMENT

TOPIC:

LEADERSHIP IN PRACTICE

PREPARED BY:

Masni in!i A"#$ Ha$i%(&0'0'*7*)

Si!i N+,%i$a in!i M"- S.ai,i(&0'&60/*)

Si!i Ra.%a. in!i Si. Pai%an (&0'066'1/)

PREPARED FOR:

En- M+." Fai2 in Is%ai$

SUBMISSION DATE:

07 3#n4 &0'

CONTENTS

Pages


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ACKNOWLEDGEMENT

Chapter I : Introduction

1.1 Organizations Background

1.2 Vision and Mission

1.3 Organizations Objectives (Client Charter

1.! Organizations Chart

1." Organizations Main #ctivities

1.$ Organizations #%ard

Chapter II : Leadership in Practice

2.1 Managers and &eadershi'

2.2 &eadershi' Vision and trateg)

2.3 &eaders and ituations

Chapter III : Ana!sis and Appication

3.1 *O+ #nal)sis

3.1.1 trength and *eaknesses

3.1.2 O''ortunities and +hreats

Chapter I" : S!nthesis and E#auation

Chapter " : Concusion and Suggestion

$E%E$ENCES

C&APTE$ ONE

INT$OD'CTION

L4a"4,s.i5 in 5,a!i4

Managers and Leadership

Leadership vision and

strategy Leaders and situations

Introduction

Body of Content (Based on chapter)

SWOT Analysis

ApplicationAnalysis of data and!ndings (Thoroughness" accuracy

and depth analysis andinterpretation)

Conclusion and reco##endations


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()( O$GANI*ATION+S ,ACKG$O'ND

O#er#ie- O. The EP%

E/po!ees0 Pro#ident %und(Mala) , -u'ulan *ang i'anan /ekerja

coonl) kno%n b) the acron) 0/ (Mala) , -*/ is a Mala)sian governent

agenc) under the Ministr) o inance. t anages the co'ulsor) savings 'lan

andretireent 'lanningor 'rivate sector %orkers in Mala)sia. Mebershi' o the

0/ is andator) or Mala)sian citizense'lo)ed in the 'rivate sector4 and

voluntar) or non5Mala)sian citizens.

+he Mala)sian 0/ %as established in 16"1 'ursuant to the 0'lo)ees /rovident

und Ordinance 16"14 under the 7ational 8irector o /osts. +his la% becae the

0/ #ct 16"1 in 16924 then the 0/ #ct 1661 in 1661. +he 0/ #ct 1661 re:uires

e'lo)ees and their e'lo)ers to contribute to%ards their retireent savings4 and

allo%s %orkers to %ithdra% these savings at retireent or or s'ecial 'ur'oses beore

then. #s o 31 8eceber 2;124 0/ has 13.$ illion ebers4 o %hich $.! illion

are active contributing ebers. #t the sae date4 0/ had ";249$3 contributing

e'lo)ers.

Who Are Our Me/1ers2

Pri#ate and Non3Pensiona1e Pu1ic Sectore'lo)ees. +he 0/4 as at 8eceber

2;1!4 has a total o 1!.16 illion ebers. +he total nuber o active and

contributing ebers is $.$$ illion. +he total nuber o active e'lo)ers is

"3;41$$.

Mandator! Contri1utions

# contribution constitutes the aount o one) credited to ebers< individual

accounts in the 0/. +he aount is calculated based on the onthl) %ages o an

e'lo)ee. Current contribution rate is in accordance %ith %age=salar) received. or

e'lo)ees %ho receive %ages=salar) o >M"4;;; and belo%4 the 'ortion o

e'lo)eeM"4;;; the e'lo)ee


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In#est/ent Aocation

Aour onthl) contributions are invested in a nuber o a''roved inancial

instruents to generate incoe. +he) include Mala)sian overnent ecurities4

Mone) Market nstruents4 &oans Bonds4 0:uit) and /ro'ert).

Di#idends

+he 0/ ensures that )our savings are secure and receive reasonable dividends. n

act4 it guarantees a iniu o 4)5 Per Cent Di#idendannuall). +o ensure dividend

'a)ents4 the 0/ invests )our contribution in a''roved inancial instruents or

o'tiu returns.

8ividends are 'aid annuall) into )our account. +he dividend rate declared b) the

0/ is subject to the returns ro investents ade in the a''roved instruents.

#nnual 8ividends4 on the one hand4 are calculated based on the o'ening balance o

)our savings as at 1 Danuar) o each )ear. Monthl) 8ividends credited into )our

account4 on the other hand4 are based on the onthl) contributions received.

()4 "ISION AND MISSION

Our "ision

+o be a %orld5class social securit) organisation 'roviding the best retireent savings

or Mala)sians.

Our Mission

+o 'rovide the best >etireent avings chee.

()6 O$GANI*ATION+S O,7ECTI"ES

Custo/er Charter

Our Pro/ise

*aiting +ie or ervices #t +he Counter


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7on5'eak Eours, /roviding services to ebers=e'lo)ers %ithin 9 inutes

ater obtaining :ueue nubers.

/eak EoursF, /roviding services to ebers=e'lo)ers %ithin 1" inutes

ater obtaining :ueue nubers. (*) Peak Hours: From 11.00 am to 2.30 pm.

Meber #nd 0'lo)er >egistration

>egistration o co'lete ebers=e'lo)ers< a''lications %ithin 1 %orking

da) ro the date o recei't.

7oination >egistration

>egistration o co'lete ebers< noination a''lications %ithin 1 %orking

da) ro the date o recei't.

#ns%ering +ele'hone Calls

#ns%ering )our tele'hone calls %ithin 1; seconds.

#ns%ering Custoers< &etters #nd 0ails

7otiication o acce'tance o letters and eails %ithin 2 %orking da)s ro the

date o recei't.

>es'onse to eails %ithin " %orking da)s ro the date o recei't.

>es'onse to letters %ithin 1; %orking da)s ro the date o recei't.

/rocessing Mebers< *ithdra%al #''lications

/rocess co'lete a''lications or #ge ";="" Aears *ithdra%al and More

+han >M1 Million *ithdra%al and ake 'a)ents in not ore than " %orking

da)s ro the date o recei't.

/rocess co'lete a''lications or housing %ithdra%als and ake 'a)ents

in not ore than 1" %orking da)s ro the date o recei't.


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/rocess co'lete a''lications or other t)'es o %ithdra%als and ake

'a)ents in not ore than 21 %orking da)s ro the date o recei't.

>ecei'ting Contribution /a)ents

>ecei'ting co'lete contribution 'a)ents %ithin 2 %orking da)s ro the

date o recei't.

Contributions Crediting

Crediting co'lete contribution 'a)ents into ebers< accounts %ithin 21

%orking da)s ro the date o recei't.

Mebers< #nnual tateents

ssuing Mebers< #nnual tateents to active ebers %ithin 3; da)s ro

the date o dividend declaration. (*) Members' Annual Statements can be

obtane! "rom t#e a$alable c#annels% namel& Akaun% osks an! counters.

()8 O$GANI*ATION+S C&A$T


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(Source : www.kwsp.gov.my/)

()5 O$GANI*ATION+S MAIN ACTI"ITIES

+he 0/ is intended to hel' e'lo)ees ro the 'rivate sector save a raction o

their salar) in a lietie banking schee4 to be used 'riaril) as a retireent undbut also in the event that the e'lo)ee is te'oraril) or no longer it to %ork. +he

0/ also 'rovides a rae%ork or e'lo)ers to eet legal and oral obligations to

their e'lo)ees.

#s o March 314 2;1!4 the size o the 0/ asset size stood at>M"6G billion.

(HI19! billion4 aking it the ourth largest 'ension und in #sia and seventh largest

in the %orld.

#s o 2;124 the 0/ unctions b) re:uiring a contribution o at least 11? o each

eber


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use their 0/ savings in their o%n investents4 although such activities are not

covered b) the 0/ and the ebers are to bear an) losses ade.

1.G O$GANI*ATION+S AWA$DS

a. >M Jualit) #%ard 2;1!.

b. #M C+ #%ard and C)ber ecurit) /roject O +he Aear K C)ber ecurit)

Mala)sia or 'roject 8ata &oss /revention 2;1!.

c. ive5tar >ating or the third tie or service deliver) e@cellence b) the

Mala)sian #dinistrative Modernisation and Manageent /lanning Hnit

(M#M/H.

d. inancial Manageent 0@cellence #%ard.

e. Clean #udit Certiicate b) the 7ational #udit 8e'artent.

. Best nstitutional olutions /rovider #%ard 2;1! in the slaic inance 7e%s

(7 slaic nvestor /oll 2;1!.

g. +he #ssociation o Custoer 0@'erience ndustr) o Mala)sia (#C0 a%arded the

0/ t%o a%ards at its 1"th 7ational Custoer 0@'erience ndustr) #%ard 2;1!,

Best Contact Centre overnent Ministries = #gencies (O'en K 2nd /lace

ocial Media /rograe Contact Centre (O'en K 2nd /lace

C&APTE$ TWO

LEADE$S&IP IN P$ACTICE

4)( MANAGE$S AND LEADE$S&IP

Managers


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De.inition: # Manager is the 'erson res'onsible or 'lanning and directing the %ork o a

grou' o individuals4 onitoring their %ork4 and taking corrective action %hen necessar). or

an) 'eo'le4 this is their irst ste' into a anageent career.

Managers a) direct %orkers directl) or the) a) direct several su'ervisors %ho direct the

%orkers. +he anager ust be ailiar %ith the %ork o all the grou's he=she su'ervises4

but does not need to be the best in an) or all o the areas. t is ore i'ortant or the

anager to kno% ho% to anage the %orkers than to kno% ho% to do their %ork %ell.

# anager a) have the 'o%er to hire or ire e'lo)ees or to 'roote the. n larger

co'anies4 a anager a) onl) recoend such action to the ne@t level o anageent.

+he anager has the authorit) to change the %ork assignents o tea ebers.

# anageregardless o title4 the anager is res'onsible or 'lanning4 directing4

onitoring and controlling the 'eo'le and their %ork.

(#ttp:manaement.about.como!polcesan!proce!uresmanaer1.#tm)

Leadership

De.inition, has been described as La 'rocess o social inluencein %hich one 'erson can

enlist the aid and su''ort o others in the acco'lishent o a coon taskL4 although

there are alternative deinitions o leadershi'. or e@a'le4 soe understand a eader

si'l) as soebod) %ho 'eo'le ollo% or as soebod) %ho guides or directs others4

%hile others deine leadershi' as Lorganizing a grou' o 'eo'le to achieve a coon goalL .

1. +heindividuals%ho are the leadersin anorganization4 regarded collectivel).

2. +heactivit)o leading a grou'o 'eo'le or an organization or the abilit)to do this.

3. +he act o ins'iring subordinates to 'eror and engage in achieving a goal.

&eadershi' involves

establishing a clear vision4
http://en.wikipedia.org/wiki/Social_influencehttp://en.wikipedia.org/wiki/Peer_supporthttp://en.wikipedia.org/wiki/Task_(project_management)http://www.businessdictionary.com/definition/individual.htmlhttp://www.businessdictionary.com/definition/individual.htmlhttp://www.businessdictionary.com/definition/leader.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/activity.htmlhttp://www.businessdictionary.com/definition/activity.htmlhttp://www.businessdictionary.com/definition/group.htmlhttp://www.businessdictionary.com/definition/group.htmlhttp://www.businessdictionary.com/definition/ability.htmlhttp://www.businessdictionary.com/definition/vision-statement.htmlhttp://www.businessdictionary.com/definition/vision-statement.htmlhttp://en.wikipedia.org/wiki/Social_influencehttp://en.wikipedia.org/wiki/Peer_supporthttp://en.wikipedia.org/wiki/Task_(project_management)http://www.businessdictionary.com/definition/individual.htmlhttp://www.businessdictionary.com/definition/leader.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/activity.htmlhttp://www.businessdictionary.com/definition/group.htmlhttp://www.businessdictionary.com/definition/ability.htmlhttp://www.businessdictionary.com/definition/vision-statement.html


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sharing that vision %ith others so that the) %ill ollo% %illingl)4

/rovidingthe inoration4 kno%ledgeand ethodsto realize that vision.

Coordinating and balancing the conlicting interests o all ebers and

stakeholders.

# leader ste's u' in ties o crisis4 and is able to think and act creativel) in diicult

situations. Hnlikeanageent4 leadershi' cannot be taught4 although it a) be learned and

enhanced through coachingor entoring. oeone %ith great leadershi' skillstoda) isBill

ates %ho4 des'ite earl) ailures4 %ith continued 'assion and innovation has driven

Microsotand thesot%areindustr)to success.

Leadership has nothing to do -ith seniorit! or one+s position in the hierarch!

o. a co/pan!) +oo uch talk about a co'an)s leadershi' reerring to the senior

ost e@ecutives in the organization. +he) are just that4 senior e@ecutives. &eadershi'

doesnt autoaticall) ha''en %hen )ou reach a certain 'a) grade. Eo'eull) )ou ind

it there4 but there are no guarantees.

Leadership has nothing to do -ith tites. iilar to the 'oint above4 just because

)ou have a C5level title4 doesnt autoaticall) ake )ou a leader.N n all o ) talks

stress the act that )ou dont need a title to lead. n act4 )ou can be a leader in )our

'lace o %orshi'4 )our neighborhood4 in )our ail)4 all %ithout having a title.

Leadership has nothing to do -ith persona attri1utes. a) the %ord leaderN and

ost 'eo'le think o a doineering4 take5charge charisatic individual. *e oten

think o icons ro histor) like eneral /atton or /resident &incoln. But leadershi'

isnt an adjective. *e dont need e@troverted charisatic traits to 'ractice leadershi'.

#nd those %ith charisa dont autoaticall) lead.

Leadership isn+t /anage/ent) +his is the big one. &eadershi' and anageent

are not s)non)ous. Aou have 1" 'eo'le in )our do%n line and /& res'onsibilit)

ood or )ou4 ho'eull) )ou are a good anager. ood anageent is nee!e!.

Managers need to 'lan4 easure4 onitor4 coordinate4 solve4 hire4 ire4 and so an)

other things. +)'icall)4 anagers anage t#ns. &eaders lead 'eo'le.

*orking 'roductivel) and develo'ing eelings o coo'eration and eectiveness are related tohaving the right 'eo'le doing the right jobs. +here is no standard organizational structure4
http://www.businessdictionary.com/definition/provider.htmlhttp://www.businessdictionary.com/definition/information.htmlhttp://www.businessdictionary.com/definition/knowledge.htmlhttp://www.businessdictionary.com/definition/method.htmlhttp://www.businessdictionary.com/definition/interest.htmlhttp://www.businessdictionary.com/definition/member.htmlhttp://www.businessdictionary.com/definition/member.htmlhttp://www.businessdictionary.com/definition/stakeholder.htmlhttp://www.businessdictionary.com/definition/time.htmlhttp://www.businessdictionary.com/definition/crisis.htmlhttp://www.businessdictionary.com/definition/able.htmlhttp://www.businessdictionary.com/definition/act.htmlhttp://www.businessdictionary.com/definition/act.htmlhttp://www.businessdictionary.com/definition/management.htmlhttp://www.businessdictionary.com/definition/management.htmlhttp://www.businessdictionary.com/definition/coaching.htmlhttp://www.businessdictionary.com/definition/mentoring.htmlhttp://www.businessdictionary.com/definition/skill.htmlhttp://www.businessdictionary.com/definition/Bill-Gates.htmlhttp://www.businessdictionary.com/definition/Bill-Gates.htmlhttp://www.businessdictionary.com/definition/Bill-Gates.htmlhttp://www.businessdictionary.com/definition/failure.htmlhttp://www.businessdictionary.com/definition/failure.htmlhttp://www.businessdictionary.com/definition/innovation.htmlhttp://www.businessdictionary.com/definition/Microsoft.htmlhttp://www.businessdictionary.com/definition/software.htmlhttp://www.businessdictionary.com/definition/software.htmlhttp://www.businessdictionary.com/definition/industry.htmlhttp://www.businessdictionary.com/definition/success.htmlhttp://www.businessdictionary.com/definition/provider.htmlhttp://www.businessdictionary.com/definition/information.htmlhttp://www.businessdictionary.com/definition/knowledge.htmlhttp://www.businessdictionary.com/definition/method.htmlhttp://www.businessdictionary.com/definition/interest.htmlhttp://www.businessdictionary.com/definition/member.htmlhttp://www.businessdictionary.com/definition/stakeholder.htmlhttp://www.businessdictionary.com/definition/time.htmlhttp://www.businessdictionary.com/definition/crisis.htmlhttp://www.businessdictionary.com/definition/able.htmlhttp://www.businessdictionary.com/definition/act.htmlhttp://www.businessdictionary.com/definition/management.htmlhttp://www.businessdictionary.com/definition/coaching.htmlhttp://www.businessdictionary.com/definition/mentoring.htmlhttp://www.businessdictionary.com/definition/skill.htmlhttp://www.businessdictionary.com/definition/Bill-Gates.htmlhttp://www.businessdictionary.com/definition/Bill-Gates.htmlhttp://www.businessdictionary.com/definition/failure.htmlhttp://www.businessdictionary.com/definition/innovation.htmlhttp://www.businessdictionary.com/definition/Microsoft.htmlhttp://www.businessdictionary.com/definition/software.htmlhttp://www.businessdictionary.com/definition/industry.htmlhttp://www.businessdictionary.com/definition/success.html


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but ost organizations and agencies ollo% the Christas +ree, s)ste %ith the star (or

e@a'leP 'resident4 inister at the to'4 saller branches at anageent levels4 and bigger

branches at the 'roduction levels. n 0/ %e ollo%ed this kind o structure. oe %ould

clai that the lo%er branches su''ort the u''er branches4 but as in the tree4 the branches

are su''orted b) a single trunk4 %hich can be thought o as the organizational ission and

objectives. 0ach 'art o the tree has its s'eciic unction. *hen all 'arts %ork together4 the

s)ste survives unctions 'roductivel)4 has balance and is a 'leasure to see. &eadershi'

need to 'la) their roles eectivel) and have great leadershi' skills.

0ach anager at 0/ need to have co'etencies. Co'etencies can deine as skills4

kno%ledge and behaviors that are relevant or an individual to eectivel) carr) out their

res'ective roles. Co'etencies in 0/ co'rise i 3 ain t)'es such as Cor'orate Values4

/roessional Co'etencies and unctional Co'etencies as illustrated in the Co'etencies

*heel belo%,5

Cor'orate values is a values or behavior that the organization e@'ects all o its ebers to

e@hibit and do not var) b) job. t is i'ortant values because it %ill relects the culture that is

being nurtured b) the organization. n 0/4 the) need to %ear button badge that %ritten Q30/ to sho% and to built %ork tea s'irit.

Mean%hile4 /roessional co'etencies re'resent the right stuN %hich distinguished

su'erior 'erorers ro average 'erorers. +here are 3 subt)'es or Rcluster %hich is

leadershi' eectiveness4 inter'ersonal eectiveness and 'ersonal eectiveness.

n leadershi' eectiveness4 it co'rises the co'etence to 'lan4 revise4 guide4 organize and

anage activities or the tea and onesel. Mean%hile4 inter'ersonal eectiveness its about

the abilit) to interact %ith other individuals and teas to a@iize 'erorance and achieve


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business goals. /ersonal eectiveness is ore the :ualities deonstrated %hich are in line

%ith the organizations strategic direction and business or unctional needs.

unctional co'etencies is ore kno%n as the unctional kno%ledge or kno%5ho%N that

re:uired to co'lete the value chain in delivering a service to internal or e@ternal custoers.

t relects the kno%ledge ca'ital and skill base necessar) or the organization to unction and

o'erate. or e@a'le training courses4 ever) e'lo)ee need to attend soe courses to

'olish their skills. +his training %ill give the kno%ledge and certain needs that the) are

re:uired in order to %ork 'roductive and suicient. or e@a'leP custoer service oicer

need to go or counication skill training to i'rove their skills and be able to

counicate %ith internal client eectivel).

#s a leader4 %e also need to have vision and strateg) on ho% to anage the organization

and their %orkers. n 0/ the) 'rovide direction or others to ollo% and align %ith 0/s

ission vision as %ell as to ins'ires others to%ards the achieveent o those objectives.

4)4 LEADE$S&IP "ISION AND ST$ATEG9

Creating a co'elling vision and develo'ing a strateg) to achieve it4 is one o leadershi's

'riar) unctions. Eistoricall)4 onl) to' leaders understood the vision %ell enough toorganize huan and aterial resources to achieve it. +oda)4 ho%ever4 leaders at ever) level

o the organization ust understand the vision. +he leaders 'la) roles in creating the

organizations uture. t e@aines leadershi' vision4 the underl)ing thees coon to

eective vision4 and ho% vision %orks on an) levels. t %ill also e@aine ho% leaders

orulate vision and strateg).

4)4)( Leadership "ision

Organizational leaders ust create a co'elling vision that %ill ins'ire and otivate their

e'lo)ees. Vision is ore than just a drea. t is an abitious vie% o the uture that

ever)one in the organization can believe in4 one that can realisticall) be achieved4 )et oers

a uture that is better in i'ortant %a)s than %hat no% [email protected] Vision is %hat guides

ever)one in an organization do%n the sae 'ath and at he sae 'ace. *hen a vision is

clearl) articulated and ollo%ed ... ever)da) decisions and actions throughout the

organization res'ond to current 'robles and challenges in %a)s that ove the organization

to%ard the uture rather than aintain the status :uo.N #n organizations vision ust link the


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'resent to the uture4 energize 'eo'le and garner coitent4 give eaning to %ork and

establish a standard o e@cellence.

"ision ins the present to the .uture

Vision is about getting ro here to thereP ro %hats going on toda) to %hat ust ha''en

toorro%. +he trouble %ith toda)s organizations is that anagers s'end ost o their tie

dealing %ith current 'robles and relativel) little tie conte'lating4 visualizing and

're'aring or the uture. uccessul leaders are those %ho handle the dail) challenge o

obtaining short5ter goals and ocus on the uture as %ell.

"ision energi;es peope and garners co//it/ent

# 'o%erul vision %ill challenge 'eo'le to give their best eort. Vision needs to transcend

the botto line because 'eo'le are %illing and even eager4 to coit to soething trul)

%orth%hile4 soething that akes lie better or others or i'roves their counities.N

"ision gi#es /eaning to -or

0'lo)ees need to kno% their %ork has eaning. *ork is ore than just a 'a) check or

an). /eo'le love having a larger 'ur'ose or %hat the) do and the) %ant to eel 'ride in

their %ork. # good vision can give larger eaning to %ork b) clari)ing its 'ur'ose4 its

interrelationshi' %ith other %ork and its i'act on the organization as a %hole.

"ision esta1ishes a standard o. e


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o inoration4N 3 /o%erul and eective visions4 ho%ever4 have ive coon thees, the)

have broad4 %idel) shared a''ealP the) hel' organizations deal %ith changeP the) encourage

aith and ho'e or the utureP the) relect high idealsP and the) deine both the organizations

destination and the basic rules to get there.N

=http:>>---)as?(@@()org>papers>Leadership4@"ision4@and4@Strategic4@Direction)pd.B

4)4)4 Leadership Strateg!

0@cellence in organizational 'erorance does not coe about b) accident. t is a conscious

choice ade b) organizational leaders. +o' leaders kno% their organizations environent4

have a ive5 or ten5)ear vision or the organization4 and set believable 'lans to achieve their

vision. Eo%ever4 in this co'le@ and ever5changing %orld4 antici'ating the uture can be ver)

diicult. +he authors o &eaders, +he trategies or +aking Charge4N *arren Bennis and Burt

7anus4 agree and add that the ...'robles o organizations are increasingl) co'le@.

#n organizations vision ust link the 'resent to the uture4 energize 'eo'le and garner

coitent4 give eaning to %ork and establish a standard o e@cellence.

Strateg! in Action

+ransoring an organizations vision4 ission and core co'etence into strategies is not

enough to achieve organizational e@cellence. &eaders ust also ensure these strategies are

i'leented. +his is the ost i'ortant and the ost diicult 'art o strategic anageent.

trateg) i'leentation involves using several tools to turn strateg) into action. trong

leadershi' is the ost i'ortant tool or strateg) i'leentation. &eaders need to ensure

the ne% strateg) is resourced 'ro'erl)4 understood and i'leented4 and 'eo'le are

otivated to ado't the ne% strateg).

#uthors Bennis and 7anus contribute b) adding4 &eadershi' is Rcausative4 eaning that

leadershi' can invent and create institutions that can e'o%er e'lo)ees to satis) their

needs.N +hereore4 leaders are res'onsible or aking decisions about changes in structure4

s)stes and 'olicies to su''ort their organizations strategic direction.

The Leader+s Contri1ution
http://www.asq1001.org/papers/Leadership%20Vision%20and%20Strategic%20Direction.pdfhttp://www.asq1001.org/papers/Leadership%20Vision%20and%20Strategic%20Direction.pdf


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&eaders can ake a signiicant dierence in their organizations. One o the ost critical

jobs o the leader is deciding the vision or the uture and linking the uture %ith strategic

actions.N #lthough toda)s successul organizations de'end on the active involveent o all

e'lo)ees4 leaders are still ultiatel) res'onsible or establishing organizational direction

through vision and strateg).

*hen leaders ail to ulil these res'onsibilities4 their organizations struggle. *hen leaders

succeed in ulilling these res'onsibilities4 the) can ake a big i'act on their organizations

uture. &eaders decide the direction or their organizations based on acts4 rational anal)sis4

intuition4 'ersonal e@'erience and iagination. Conse:uentl)4 a leaders contribution and

i'act can be easured b) the e@tent to %hich the) are able to,5

articulate the vision4 ission and strategies

allocate the resources re:uired or their i'leentation

ins'ire those %ho ust ebrace and achieve the organizational goals

'rovide re%ards a''ro'riate to those %ho contribute to achieving the vision

inall)4 strategic leadershi' is about gaining control over the direction an organization is

heading. ts also about change transoring the organization ro its 'resent state to a

ore eaningul uture state. +o /eters4 author o +hriving on Chaos4N calls this a

'arado@. +he core 'arado@4N %rites /eters4 ...that all leaders at all levels ust contend %ith

is ostering (creating internal stabilit) in order to encourage the 'ursuit o constant change.N

# successul leadershi' vision %ill consider this 'arado@ and establish a strategic direction

that anages the organizations transoration to achieve its vision.

4)6 LEADE$S AND SIT'ATIONS

"The key to successful leadership today is influence, not authority."

!enneth lanchard

ro Martin &uther -ing and ndira andhi4 to Bill ates or teve Dobs there sees to be as

an) %a)s to successull) lead 'eo'le as there are leaders. Choosing the right st)le o

leadershi' or a given situation %ill hel' )ou becoe a ore eective leader. B)

understanding a e% ke) st)les and their i'act4 )ou can develo' )our o%n a''roach to

eective leadershi'. &eadershi' is not a Lone size its allL thing. +here are an) t)'es o


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leadershi' st)les4 so leteeber4 the ore leadershi' st)les )ou

becoe ailiar %ith the ore tools )ou %ill be able to use to lead eectivel). n the

business %orld4 LTrans.or/ationa eadershipL is oten the ost eective a''roach.

+ransorational leaders ins'ire 'eo'le %ith a shared vision o the uture. +he) set clear

goals and otivate 'eo'le in reaching the. #nd4 the) counicate clearl) %ith their

teas. +ransorational leaders e@'ect the best ro ever)one on their tea as %ell as

ro theselves leading to i'roved otivation and high 'roductivit). LAutocratic

eadershipL is %here leaders have co'lete 'o%er over their sta. +he beneit o autocratic

leadershi' is that it is incredibl) eicient. +asks are co'leted :uickl). *hile this st)le a)

not be ebraced b) sta ebers4 it is oten best used in crises situations and %hen

decisions ust be ade :uickl). LDe/ocratic>Participati#e eadersL include tea

ebers in the decision5aking 'rocess4 encouraging creativit) and 'artici'ation. +he

beneits o this leadershi' st)le are high job satisaction and otivation to %ork hard b) tea

ebers. Because 'artici'ation b) tea ebers takes tie this a''roach4 ho%ever4 can

slo% the decision aking 'rocess. LLaisse;3%aire eadersL allo% their 'eo'le to %ork on

their o%n. +hese leaders a) give reedo to their teas to do their %ork and set their o%n

deadlines. +his st)le can be eective i the leader onitors 'erorance and gives eed back

regularl). +his st)le is ost eective %hen individual tea ebers are e@'erienced4skilled4 and sel starters. LTas3Oriented eadershipL ocuses onl) on getting the job done

and can also be considered autocratic. +hese leaders deine the %ork4 roles re:uired4 'lan4

organize and onitor the %ork being done. +he) also 'eror ke) tasks such as aintaining

standards o 'erorance. +he beneit o this st)le o leadershi' is that it ensures that

deadlines are et. +hese are onl) a e% e@a'les o leadershi' st)les. >eeber that no

one st)le o leadershi' its all situations so it is hel'ul that )ou have an understanding o a

nuber o st)les to assist )ou in ada'ting )our a''roach to the situation at hand. #n) leader

can use an) st)le4 and a good i@ that is custoized to the situation is generall) the osteective a''roach.


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CE#/+0> +E>00

#7#&A #78 #//&C#+O7


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3.1 *O+ #7#&A

+he *O+ anal)sis techni:ue is one o the ost coonl) used in strategic 'lanning

techni:ues in businessP ho%ever it is also one o the ost isunderstood techni:ues.

t is 'riaril) used to 'rovide structure to or suarize )our strategic anal)sis. +his

techni:ue can also be used in co'le@ decision aking4 to hel' )ou deterine %hich o

several o'tions is better.

3.1.1 +>07+E #78 *0#-700

+he strengths and %eaknesses are internal to the organization. Aour strengths are areas

%here )ou have a strategic co'etitive advantage. +hese should be co'leted using the

better than our co'etitorN test. Aour strengths are %here )ou can veri) that )our business

is better than )our co'etitors.

On the other hand )our %eaknesses are areas %here )our co'etitors have a strategic

co'etitive advantage. +hese are areas %here )ou can veri) that )our co'etitors are

better than )our business.

Consider this scenario.

t is 'ossible that ever) business in an industr) has identiied their custoer

service as strength. t ight be true that all businesses in an industr) are good at

custoer service. Eo%ever %ill )our custoers notice the dierence 7o atter ho% good )our business is at soething4 i )ou are not better than

)our co'etitors it is not strength.

'nderstanding SWOT Strengths

8uring )our *O+ anal)sis )ou %ill consider a variet) o strengths ro %ithin )our

business. t is i'ortant to note that these strengths %ill all be internal to )our business.
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Strength #efined:trength is a core ca'abilit) o )our business %here )our business has

an advantage over )our co'etitor(s4 %hich )our custoers value i.e. )ou 'assed the better

than )our co'etitors test.

'nderstanding SWOT Weanesses

8uring )our *O+ anal)sis )ou %ill consider a variet) o %eaknesses ro %ithin )our

business. t is i'ortant to note that these %eaknesses %ill all be internal to )our business.

$eakness #efined: # %eakness is a core ca'abilit) o )our business %here )our

co'etitor(s have an advantage over )our business4 %hich )our custoers value i.e. )ou

ailed the better than )our co'etitors test.

EP% Strength

#s a governent agenc)40/ tr) to co'ete %ith others agenc) and organization in order to

ulill custoer need and %ants. 0/ tr) to build their strength b) 'roviding old age securit)

to e'lo)ee. or e@a'le as our standard o living i'roves through industrialization4 our

lie e@'entanc) %ill also increase. +hereore the i'ortance o the e'lo)ers4 the

e'lo)ees as %ell as the 0/ roles in ensuring that the 0/s schee eets its objectives.

0/ also 'rovide eective and eicient services according to custoer need and %ants. or

0/4 the) has change their unction ro anual service to online service. +his acilities %as

'rovided b) 0/ to hel' their ebers to u'date about their account an)tie %ithout coe

to 0/ braches. >ight no%4 the ebers can access ever)thing in this service %ith blink o

e)e. One o the acilities that 0/ oered %as i5#kaun ervice. +hrough this services the

eber or 0'lo)ers 0/ online account can acces their 0/ saving and retireent

schee.

EP% Weaness

0ver) organization has %eakness. 0/ also have %eakness in ter o dividends. or 0/4

real dividend rate %as onl) $.G"??. +his aount is lo% co'ared to other governent

controlled und such as +abung Eaji and /erodalan 7asional Berhad (/7B. +he real

dividend usuall) based on investent that 0/ %ill get during that )ear and the dividend %ill

al%a)s change ever) )ear.


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3.1.2 O//O>+H7+0 #78 +E>0#+

O''ortunities and threats are e@ternal to )our organization. t is 'ossible that all businesses

in )our industr) %ill identi) siilar o''ortunities and threats.

Hnderstanding *O+ O''ortunit)

8uring )our *O+ anal)sis )ou %ill consider a variet) o O''ortunities to )our business

these O''ortunities %ill all be e@ternal to )our business.

#n o''ortunit) is an environental condition in )our acro or industr) environents that

can i'rove )our organizations co'etitive 'osition relative to that o )our co'etitors.

'nderstanding SWOT Threats

8uring )our *O+ anal)sis )ou %ill consider a variet) o threats to )our business these

threats %ill all be e@ternal to )our business.

# threat is a orecast environental condition that is out o )our control and has the 'otential

to har )our businesses 'roitabilit).

Aou %ill ind )our threats %hen co'leting )our industr) environent anal)sis and )ouracro environent anal)sis

# coon e@a'le, )ou i'ort goods or resale4 then a negative shit in e@change rates

%ill orce u' )our costs4 i )ou are unable to 'ass these costs on to )our custoers4 )our

argins %ill reduce. o4 e@change rate volatilit) could be a threat.

(htt',==%%%.%hatakesagoodleader.co=s%otSanal)sis.htl

EP% Opportunit!

+he 0'lo)ees /rovident und (0/ is Mala)sias 'reier retireent savings und4

'roviding basic inancial securit) or retireent. +he und is coitted to 'reserving and

gro%ing the savings o its ebers in accordance %ith best 'ractices in investent and

cor'orate governance. t %ill al%a)s be guided b) 'rudence in its investent decisions.
http://www.whatmakesagoodleader.com/Porters-five-forces.htmlhttp://www.whatmakesagoodleader.com/macro-environment-analysis.htmlhttp://www.whatmakesagoodleader.com/Porters-five-forces.htmlhttp://www.whatmakesagoodleader.com/macro-environment-analysis.html


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#s a custoer5ocused organisation4 the 0/ delivers eicient and reliable services or the

convenience o its ebers and registered e'lo)ers.

+he 0/ continues to 'la) a catal)tic role in the nations econoic gro%th4 consistent %ith

its 'osition as a leading savings institution in Mala)sia.

EP% Threats

M0+EO8O&OA #78 />OC0 O +E0 7V0+M07+ >-M#7#0M07+

M#>-0+ >- M#7#0M07+

Market risk is the risk o loss ro changes in the value o'ortolios and inancial

instruents due to the oveents ininterest rates4 oreign e@change and e:uit) 'rices.+he

'riar) objective o arket risk anageent is to ensurethat losses ro arket risk can be

'ro'tl) itigated4 andthat risk 'ositions are suicientl) li:uid. +his %ill enable 0/ to

reduce its 'osition %ithout incurring 'otential loss that isbe)ond 0/s risk a''etite.

+he 0/ ado'ts the ollo%ing tools to anage arket risk,

T Value at >isk (Va> 5 an estiation o the aount o arket

value that a 'ortolio can lose over a certain tie horizon%ith a given 'robabilit). +he MonteCarlo iulation isused to co'ute Va> to easure the riskiness o the 'ortolios

T 8uration 5 a linear easure o risk or a bond to deine the 'ercentage increase (decrease

in the bonds valueor a 1? all (rise in the bonds )ield

T +racking error 5 reers to the standard deviation o the 'ortolios e@cess returns relative to

a benchark

T iulation anal)sis4 including stress testing is another ethod o e@aining 'ortolio risk in

e@tree situations.

tress testing involves setting 'araeters such as correlation4 volatilit) and returns at

dierent values as %ell as assessing ho% a 'ortolios risk a) change

T Beta easureent K used or gauging the e:uit)s 'rice sensitivities against benchark

C$EDIT $ISK MANAGEMENT


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Credit risk is the risk o loss due to the inabilit) or un%illingness o a borro%er=counter'art) to

eet its 'a)ent obligations. 0@'osure to credit risk arises through lending4 hedging4 trading

and investing activities. +he 'riar) objective o credit risk anageent is to ensure that the

0/s e@'osure to credit risk is al%a)s %ithin its ca'abilit) and inancial ca'acit) to

%ithstand 'otential uture losses.

+he 0/ assessed its credit e@'osures through various tools such as,5

T Credit /ortolio Modelling K used to co'ute Credit Va> or gauging the credit risk

e@'osure

T Cor'orate >ating +e'late K 'rovides a statisticall)based internal risk rating or cor'orate

borro%ers and is consistent %ith best 'ractice rating odels o inancial institutions

&JH8+A >- M#7#0M07+

&i:uidit) risk relates to the inabilit) to eet inancial coitents and obligations %hen the)

all due. +he 0/ aintains ade:uate levels o li:uid assets in the or o cash and

'laceents in inancial institutions in order to eet ebers %ithdra%als and other inancial

coitents and obligations.

MO7+O>7 #78 >0V0*7 O 7V0+M07+ >- M#7#0M07+

+he nvestent /anel through the >isk #''etite tateents deines the level o risks that

the 0/ is %illing to tolerate. +his ors the basis o investent unds allocation. +he

nvestent /anel >isk Coittee (/>C 'rovides oversight on investent risk

anageent activities and revie%s risks in the 0/s investent 'ortolio.

+he Manageent >isk Coittee (M>C in its eetings4 revie%s 'ortolio risk re'orts to

identi) ke) sources o risk across all asset classes. Based on the risk re'orts4 the M>Conitors large risk concentrations and deterines the a''ro'riate action to be taken. +he

M>C also evaluates the results o stress testing and scenario anal)ses.

+he nvestent risk rae%ork4 'olic) and ethodolog) are regularl) revie%ed and

enhanced to ensure their continued eectiveness.

%&'T*%+ *S! -+'-'+T %$AMEWO$K

O'erational risk is the risk o loss resulting ro inade:uate or ailed internal 'rocesses4

'eo'le or s)stes4 or ro e@ternal events. +he O'erational >isk Manageent (O>M


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rae%ork is ado'ted to align strateg)4 organisational 'olic)4 technolog) and kno%ledge %ith

the 'rocess o evaluating and anaging the uncertainties and adverse eects o o'erational

risks.

+he rae%ork e@'lains the ethodolog) ado'ted b) 0/ and deines the 'rocesses

utilised to establish the conte@t o as %ell as assess4 treat4 onitor and re'ort signiicant

o'erational risks. +he 0/ has also co'leted bencharking its e@isting O>M rae%ork

against the M O 31;;;,2;1; international standard and targets co'leting the alignent

to this standard b) 2;12.

%&%T' *S! S%'#

+he Cor'orate >isk corecard (C> ethodolog)4 a risk anageent a''roach consistent

%ith the M O 31;;;,2;1; standard on >isk Manageent4 has been ado'ted in the

i'leentation o o'erational risk anageent. One o the ke) eleents in the C>

ethodolog) is the >isk and Control el5#ssessent (>C# odule %hich allo%s our sta

to sel5assess and u'date their risk 'roile. ross risks are assigned nuerical values4 using

'redeterined /ossibilit) and 'act >ating 'araeters. 0@isting controls and itigating

strategies are identiied and their eectiveness is evaluated to derive the 7ett >isk >ating.

+he 7 ett >isk >ating is anal)sed against the +arget >isk rating to deterine %hether action

'lans are needed to itigate the risks.

#ccess to the O>M s)ste is 'rovided on an enter'rise%ide basis so that all >isk

corecards O%ners4 >isk O%ners4 Control O%ners and Manageent #ction (M# O%ners

can undertake >C# activities eectivel). # total o 1;1 risk scorecards have been

established or all de'artents4 sections and branches %ithin 0/.

0S*+'SS %+T*+0*T1 -+'-'+T

+he 0/s Business Continuit) Manageent (BCM 'rograe is bencharked

against sound BCM standards and guidelines as a basis or understanding4 develo'ing and

i'leenting business continuit). +his bencharking also enables us to easure 0/s

BCM 'rograe ca'abilit) in a consistent and recognised anner. +he illustration belo%

sho%s the co'onents o 0/s BCM /rograe rae%ork.

+he BCM 'rograe %ill ensure that 0/ resues critical o'erations %ithin the

re:uired tieraes and iniizes the cost o daages and interru'tions due to disasters.


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n 2;114 0/ continued the BCM 'rograe at the de'artental and branch level4 and

successull) conducted a lood crisis siulation e@ercise in -uala +erengganu.

>e'resentatives ro ther branches 'artici'ated in this e@ercise.

-%+*T%*+ +# '2*'$ %3 %&'T*%+ *S! -+'-'+T

+he Board onitors and revie%s the i'leentation o the risk anageent

rae%ork through the Board >isk Manageent Coittee (B>MC. +he O>M is

considered 'art o the strategic anageent 'rocess and ke) o'erational risks are

anaged as 'art o da)to5

da) o'erations. #ll risks are revie%ed in a oral 'rocess and coordinated b) the >isk

Manageent 8e'artent.

&ine anagers o%n their risks to ensure their coitentto 'roviding u'%ard

assurance as 'art o the accountabilit) and trans'arenc) easures in 'lace throughout the

0/. i@ digital assurance e@ercises are conducted annuall) to ensure the eective

i'leentation o the O>M ethodolog). # consolidated scoring anal)sis is conducted to

'rovide a consolidated vie% o ke) risks aced b) the 0/. n enhancing our risk easureent

and onitoring 'rocess4 relevant -e)

>isk ndicators have been identiied in stages. +hese serve as earl) %arning signals to

detect and highlight risk events and ne% risk concerns as %ell as 'otential areas o

%eaknesses in o'erational controls. #n assessent o risks is also conducted on ke)

'rojects4 %hereb) critical risks and issues are identiied and assessed b) the relevant

subject atter e@'erts4 inde'endent ro the 'roject o%ners.

%+T*+0%0S *-&%2'-'+T

+he risk anageent rae%ork4 ethodologies4 'rocesses and tools %ith regard to the

arket risk4 credit risk4 li:uidit) risk and o'erational risk are regularl) revie%ed to ensuretheir continued eectiveness.

C&APTE$ %O'$

S9NT&ESIS AND E"AL'ATION

0valuation activities %hich address ho% dierent counities and cultures are

'rogressing to%ards o'enness in their shared 'ractice. +hese utilise i@ed ethods


25/28


to e@aine social4 technical4 'edagogical and legal = organisational issues4 and

'rovide a s)nthesis account detailing barriers and o''ortunities or change.

+he s)nthesis re'orts include recoendations to unders and to the

stakeholders re'resented in the 'rograe4 and a versions o the rae%ork tool or

use b) the sector to audit 'rogress to%ards ore o'en 'ractices around educational

resources.

C&APTE$ %I"E

CONCL'SION AND S'GGESTION

CONCL'SION


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&eadershi' is the abilit) o individuals to inluence4 otivate and ake other able to

contribute to the eectiveness and organizational success. +he role o leaders in an)

organization is ver) doinant in generating e'lo)ees develo'ent. 0'lo)ee

develo'ent is a ke) contributor to a business strateg) based on develo'ing intellectual

ca'ital4 hel's develo' anagerial talent4 and allo%s e'lo)ee to take res'onsibilit) or their

careers. &eadershi' takes a ver) i'ortant role in deterining e'lo)ee develo'ent in

order to achieve organizations goal.

+he leadershi' actors that contributed a value or 0/ oicers in dedicating their

'roessionalis through their career as a 0/ oicer4 and actors in their leader in

develo'ing e'lo)ee 'roessionalis.

&eaders need to give 'eo'le a vision o the uture. +he leaders need to co'e %ith change4 so

do ollo%ers. &eaders can energize and sustain 'eo'le to act4 to tr) things out4 to get on %ith

the job in hand. +he) can energize 'eo'le to tr). +he 'ractical side o leadershi' is not

de'ends on the grand theories but4 rather4 on the abilit) to encourage others to take actions.

t also de'ends on the credibilit). +he leaders vision needs to be credible. /eo'le need to

'erceive the credible actions that the) can take and that the) eel the) can control. +hus4

huan scale or inter'ersonal skills is i'ortant to leaders in anaging change.

S'GGESTION

&eadershi' actors could enhance assessent in e'lo)ee develo'ent. 0/ oicer %ho

act as a leader could increase his ca'abilit) in 'roviding eedback to 0/ subordinates

about their behavior4 counication st)le or skill. +he Oicers4 their 'eer4 anagers a)

'rovide inoration4 identi) oicers %ith anagerial and easure current anagers

strength and %eaknesses. Counication and su''ort in assessent are i'ortant

because the) are ke)s to bounding to all e'lo)ees in 0/

0/ leader should 'a) ore attention to recognition and re%ard or oicers in their

dedicated career in 0/. t could enhance oicers %orking 'roductivit). &eadershi' skill such

as counicative is needed because it is ver) useul to acilitate oicers need to

anageent. 8isci'line and su''ort is i'ortant to be ore e'hasized in i'leent


27/28


recognition and re%ard thereore it %ill create a high %orking 'roductivit) and could 'roduce

a rearkable out'ut to 0/.

0/ leader should 'a) ore attention in his entoring and coaching 'rogra. iving the

o''ortunit) to other senior oicer to be a entor or a coach to other ne% oicer is a good

chance to 'rove their abilit) in their %ork. +hereore involving all oicers in this 'rogra is a

necessit) and could enhance e'lo)ee develo'ent4 res'onsible4 encouraging and

su''ortive are the essence in enhancing inter'ersonal relationshi'.

$E%E$ENCES

1. Bennis4 *arren4 and Burt 7anus4 &eaders, +he trategies or +aking Charge4N 7e% Aork,

Ear'er >o%4 169".


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2. 8at4 >ichard &.4 &eadershi', +heor) and /ractice4N Orlando, 8r)den /ress4 1666.

(12251"1.

3. 8e/ree4 Ma@4 &eadershi' is an #rt4N 7e% Aork, 8oubleda)4 1696.

!. Ea)s4 >ichard4 nternal ervice 0@cellence4N arasota, uit 0@ecutive /ress4

166$.

". /eters4 +o4 +hriving on Chaos, Eandbook or a Manageent >evolutions4N 7e%

Aork, Ear'er >o%4 169G.

$. Visit Maril)nn #lleann at %%%.M%[email protected]

G. htt',==%%%.%hatakesagoodleader.co=s%otSanal)sis.htl

9. 0/ &ogo. (2;1;. >etrieved on Mei 294 2;1" ro

htt',==%%%.k%s'.gov.)='ortal=s=%eb=k%s'=hoe

6. Organizations Chart. >etrieved on Ma) 294 2;1"

htt',==%%%.k%s'.gov.)='ortal=en=%eb=k%s'=about5e'=organisation5chart
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