Organizational background The Kulim Land Office is in Kulim town in the Kulim district, in the state of Kedah in Malaysia. It is located on the southeast of Kedah, bordering Penang on the west. The development of the Kulim economy can be seen by the establishment of Kulim Hi-Tech Park (KHTP) which hopes to be a catalyst for the continued growth of Kulim. In 1996, KHTP was officially opened as the first and fully integrated high-technology industrial park in Malaysia. With the development of phase two of the Multimedia Super Corridor (MSC) connecting Georgetown, Bertam and KHTP, the potential for development in the area to become a science and cyber city could encourage the development of other industries in Kulim. The park comprises a total land area of approximately 14.5 square km (5.6 square miles). Many local and foreign companies, such as Intel, Fuji Electric, Infineon, Showa Denko, First Solar, Gazzo Food, Entegris, Celestica and SilTerra, have moved into the site and it is strategically located near the North-Butterworth Container Terminal (NBCT) and Bayan Lepas International Airport. According to the Ninth Malaysia Plan, this economic area is referred to as the Northern Corridor Economic Region (NCER), one of three development regions formed in Peninsular Malaysia, next to Iskandar Malaysia (or South Johor Economic Region) and the East Coast Development Region. It has been proposed that a light rail (LRT) system be built in the region, similar to one in Kuala Lumpur, by 2020. Concurrent with the proposed developments in the Kulim district, the public organization service in Kulim must also be improved, including the entire structure of public administration such as overall organization, systems and procedures as well as manpower. The development of information and communication technology (ICT) also affects the efficiency and effectiveness of the public service delivery system and requires a strategic approach to enable public service. Kedah could play its role effectively and efficiently as the main driver of socioeconomic development of the country and be a benchmark in Malaysia by enabling public service. The Kulim Land Office is the department responsible for the management of the land in the area and it focuses on a creating a harmonious, progressive and prosperous management style so that all transactions are conducted in an orderly manner, in accordance with the requirements of regulations and existing laws. Their management agendas are based on efficient and friendly management to ensure services rendered consistently meet customer requirements and the collection of the best results. Its mission is to manage and administer the land development process, increase the optimal results based on good governance, maintain an efficient delivery system based on integrity and accountability and to ensure the well-being of the people. Its vision is to be a: "State Land Administration make rocking as an Efficient and Excellent Department in Malaysia by 2015". Their objectives are to increase efforts to land revenue collection activities as a source of revenue to the state, to ensure efficient and effective services to be created for the benefit of people with a sense of community and warmth, to ensure the maximum use of land and organized in accordance with the government's intention to improve the productive economics activities and high income levels and to establish land law enforcement efficient and effective. Their main function is to plan, coordinate and implement land development in the area to the maximum level, as the government policy and their motto is "Result for Development". The measurement of performance and service levels are always done through various mechanisms and customer satisfaction measurement requirements. For example, the preparation of the suggestion box and hold a "Day Meet" on a monthly basis. A comprehensive training for human resource development has produced knowledge of their workers in various scopes by programs such as the requirement that employees attend a maximum of seven days per year are part of the annual work targets (SKT) to all officers and staff. They have a two-factor security policy that focuses on the awareness and level of ICT security: the first factor is that ICT security is a shared responsibility to ensure the system is run safely and free from abuse and threats; the second factor is the existence of various technologies and operating system platforms. This makes the office more open to security threats, and it is important that the storage and dissemination of information should be limited so that it can be controlled more effectively. Kedah ICT policy contains rules that must be read and adhered to for use of ICT. This policy also explains to all users of their responsibilities and their role in protecting the assets of the State of Kedah ICT. Nature of the case study The Kulim Land Office is a Kedah State Government organization situated in Kulim, Kedah. Its functions are divided into several units, such as administration and finance, technical, information technology, land disposal, rock material, heirloom, land development, land revenue, auction, land transaction and registration. To manage these units, there are 60 members of staff led by the Land Administrator and two Land Administrator Assistants. From 2009 until the present day, under the administration headed by the Land Administrator, Tuan Haji Md. Shuhaime Bin Abd Rahman, AMK, BCK, ASK. Under his guidance, the Kulim Land Office has experienced many successes and achievements, and has become a benchmark for other departments in the state of Kedah and for Malaysia as a whole. Among the achievements that have been obtained, some were being awarded: third place for the Best Agency of Land Revenue Collection for the State of Kedah in 2009, first place in Quality and Innovation Award for Kedah State Government Secretarial Office in 2010, the Public Sector Innovation Award 2010 at national level, the 100 per cent Land Owner Transferring Registration in Just One Day award from Chief Director Land and Mineral 2010, 4 Star Rating of Finance Accountability Index Auditing from General Auditor Department 2010, 5 Star Rating of Assets and Store Management from Kedah State Government 2010, Excellence Award For 5 Star Rating of Malaysia Government Portals of Websites Assessment 2011 and, finally, 3.5 Star Rating of Malaysian Land Office Star Rating Simulation which is also the most prestigious award in Malaysia in 2011. Among the achievements, the most important is the Public Sector Innovation Award 2010 which is the highest in Malaysia for the category of land administration innovation and the prize is RM300,000. What helped the Kulim Land Office win the award in addition to the efforts the staff made to ensure they stood out when compared to other land offices in Malaysia? First, one of the most successful improvements was for the revenue unit: a drive-thru counter for land tax payment was built so that customers are able to pay their tax easily and conveniently, a mobile counter was introduced for remote areas and cheque deposit boxes were installed at the office for tax payment after office hours. These modern methods of payment increased the rate of land tax collection and Kedah became the office with the highest collection rates.

Second, the land transaction and registration unit created an express counter where the land transfer process could be completed in two hours, as well as a "home to home" service so that attestation services (for the transferring of 14A form instruments) could be completed for citizens who were hospitalized or incarcerated in detention centers. Binding land documents were completed by the unit's internal staff which ensured better quality of paperwork and, thus, reduced the binding costs by approximately RM73,000. The Kulim Land Office staff organized a binding skills course for other department's staff in Malaysia and built land grants racks that reduced the cost for about RM12,000. Third, other general innovations included: 100 per cent Human Resource Management Information System (HRMIS) Report, a loyal customer charter, monthly reports for the administration unit, streamlining land grants applications to be completed in just one day for the land disposal unit, the Kulim Property Public Auction Carnival for the auction unit, a cut-off point system and microsurvey cad for the rock material unit and the implementation of My ID Filing System within most units. In addition to these improvements, the Kulim Land Office qualified and experienced internal staff modernized the electrical wiring and redecorated in their offices. As part of the Community Service Responsibility, they also provided accessibility facilities, such as wheelchair passages, water dispensers outside the office buildings and filtered water dispensers inside the office and they took part in many charity events. When viewed in terms of the awards received and processes implemented, it could be said that everything began with the Land Administrator and his leadership and management skills and attitudes, in particular in the face of adversity and disagreements between the different units and departments. Being awarded the Public Sector Innovation Award 2010 was a testament to his abilities and successful leadership. When Tuan Haji Md. Shuhaime first entered the office in August 2009, he knew that he had to have an effective plan to achieve the targets. His open door policy and the implementation of punch cards meant that he was constantly aware of each member of staff's whereabouts. However, his philosophy was not just of monitoring the staff. He socially got along with the entire staff, regardless of their position and grade. He enjoyed eating, joking and relaxing with them, which was unlike the heads of other departments. As a management foundation, he applied the "5F" concept: friendly, financial support, for every customer, fight for achievement and full support from staff, family and boss. To consolidate the 5F system, an open management system had been formed. In this system, the head units were appointed based on their expertise, there was task rotation among the junior staff every six months and competent staff members would be considered for the role of chairman for each committee, regardless of their position or grade. All staff could cast a vote for a coworker every two months to receive an Excellence Medal Award based on their ability and fortitude, regardless of their seniority. The recipients of the award were then appointed as mentors to other staff during training courses. A fair warning system was established before an ineffective member of staff received a termination notice. The open concept of the Land Administrator was contrary to the state headquarters concepts, which were focused on power and run autocratically. This became especially clear when the Kulim Land Office won the Public Sector Innovation Award 2010 at the national level with special honors for their achievements; criticism came from some superiors at the state headquarters, as they were displeased with the Tuan Haji Md. Shuhaime methods. They complained that he forced his staff to work after office hours and had not followed the real tasks position guidelines when he asked the R1-grade staff to complete electrical jobs. They were also unhappy with lower-level staff being involved in tasks that should only be done by higher level staff, such as attending high level meetings or conferences. As a whole, the superiors at headquarters said the open management system was not suitable for the organization.

Behind the criticism from the headquarters superiors, the staff at the Kulim Land Office retained their passion to achieve the goals set by their leader. The Land Administrator did not have to force his staff to take part in any of his initiatives because he had given them the chance to utilize their talents to achieve their common goals. For example, when the auditors of Public Sector Innovation Award 2010 and the Star Rating Simulation from various states in Malaysia visited the Kulim Land Office, clerical and lower level staff members were entrusted by the Land Administrator to discuss and answer interview questions with the auditors about their own tasks to win the award. All visitors were impressed with the hospitality shown by all staff. Despite these achievements and positive feedback, some state headquarters superiors could not accept the accomplishments of the Kulim Land Office and went so far as to ask the Land Administrator "what had been done to" his subordinates because the methods they applied to their own staffs had been unsuccessful.

Question

1. Explain the advantages to the organisations when values and behaviour of the leaders and the followers are aligned.

2. Discuss any TWO (2) challenges faced by leaders in promoting effective collaboration and integration efforts in the organisations.

3. Describe Tuan Haji Md. Shuhaimie's leadership style within the Kulim Land Office.

4. What should Tuan Haji Md. Shuhaimie, as the Land Administrator, do to avoid criticism for his leadership style in the future?

5. What leadership approach could be chosen by the state headquarters' superiors to influence their subordinates to be the same as those at the Kulim Land Office?

6. Using relevant examples, explain how leaders in public service organisations can manage the change process necessary to move towards collaboration and integration.

7. "Behind the criticism from the headquarters superiors, the staff at the Kulim Land Office retained their passion to achieve the goals set by their leader. The Land Administrator did not have to force his staff to take part in any of his initiatives because he had given them the chance to utilize their talents to achieve their common goals."

a) Why do think that the staff at the Kulim Land Office still pursuing the goals set by their leader despite the criticism from the headquarters superiors?

b) Most effective team leaders build their relationships of trust and loyalty, rather than fear or the power of their positions.Discuss how the team leader build this trust and loyalty