Before formulating the right strategy on authority development in the Malaysian Army, there is a need do external evaluation on environmental of Malaysia and comparative evaluation on US and Singapore Army Authority Development and the existing Command Development in the Malaysian Military. Then the internal research on Malaysian Army Leadership Development on its organizational structure, vision, mission, functions and tasks and its own Command Development efficiency has been conducted. From the finding on the exterior research of Malaysian environment there are some factors that influences Control Development Program in the Malaysian Military either political, current economic climate, security, technology and federal government budget. These factors will condition the strategic route of the Malaysian Military on its Leadership Development and ensure that its leaders could change the challenging and requiring changes of the Malaysian environment to fulfill its roles and tasks especially on its expanding duties and keep it's still relevant from the general public perception. In term of the politics factors, there are specific programs and initiatives that needs to be considered for the Command Development in the Malaysian Military such as Security Policy formulated by the government, expanding roles on managing National Service Training Program, contribution in NBOS, engagement in UN missions and involvement in advertising of LIMA and DSA. Therefore, Management Development Programs should include these additional responsibilities to guarantee the leaders understand the necessity to fulfill these duties. Command Development also could be developed through Country wide Defense University by giving the serving officials the chance for self-education. Tech capacities of the officers could be enhanced by active participation in defense establishments to keep speed with the changing technology. The federal government also recognized the need for talented Military officers to build up the country and achieve the Eyesight 2020 by session as minister in the case, chairman or president in Government Website link Company (GLC) and also as High Commissioner or Ambassador which was occurring before. In term of current economic climate, it will influenced the Malaysian Army in attracting proficient people, retention and also its protection budget, salary and reimbursement.
106. For the external analysis, in order to benchmark to discover the best practice on the Control Development for the Army, the finding on comparative research on Authority Development in US Army as a well developed Army and Singapore Army as neighbouring country of Malaysia has been conducted. The finding on the comparative examination has shown that their macro environment in term of political, current economic climate, security, technology and federal government budget has molded their military and their macro environment are very different from Malaysian Army. THE UNITED STATES and Singapore Army Control Development Model and Process derive from their defence plan where their insurance plan is well described and make it easy for their army to build up the right strategy, determination of the federal government to build-up ready army which completely reinforced by their government, Army vision, quest and aims that will generate the right strategy for their Management Development Model and Process, Military roles and jobs that are based on their vision, objective and goals, allocation of defence budget where very high and can support their Army development programs, They also could catch the attention of talented people to join the military for their good image and professionalism and reliability, public belief on the Army is great and their Command Development Process will be customized to their Leadership Development Model.
107. Based on the external analysis on the benchmark of Management Development in US and Singapore Army, there are a few unique capacities that could make a Leadership Development successful such as commitment by the federal government to enhance Authority Development, high budget allocation, the existence of defence universities, inter-agency/division co-operation with the Military, well defined general population perception towards the Army, the need for Army officials to be well round and knowledgeable officials that could deal up any security situation challenges that arise, increasing functions of the Army especially in secondary roles on expanding the nation to be attended to by the Military through their Command Development Programs to improve the officers' ability and capacity to do these broadening roles, utilizing the technology better which could have significant advantages against its adversary, the Military of multiple skills and potential, the living of Centre of Leadership Development, the necessity of systematic and continuous training and education of the officer, commitment by all domains in Command Development, joint services integration of the Armed Forces, intellectual Army officers, multiple skills of Army officers, improve the value of Military officers, efficiency and intense marketing and talented people drawn to join the Military. All of these unique capabilities is highly recommended by the Malaysian Army to come up with the right technique for its Leadership Development Programs.
108. In comparison to Malaysian Army inner analysis, its Authority Development model is also predicated on Malaysian Defence Coverage but the insurance plan is not well defined and therefore the Army cannot develop the right strategy for its management development. However, the Malaysian federal government is also focused on build-up capable Military which could perform its assignments and tasks in defending the country from external dangers though its Standard Defence Plan. The Malaysian Army also has perspective, mission, objectives, functions and duties that will generate the right technique for their Command Development Model and Process. Allocation of Defence Budget is lower compared to US and Singapore Army and could prevent Malaysian Military modernization and development programs. Malaysian Army as profession could not attract talented visitors to join the Army because sceptical general public belief on the Military even it includes good image and professionalism and reliability since the public think that the military is just wasting the federal government money without the real external hazards.
109. In term of comparison on Leadership Development Quest, Goal, Model and Programs in the US, Singapore and Malaysian Army as mentioned before, there are always a set of conditions that contain been analysed; Defence Coverage, commitment of the federal government to build-up in a position army, Army perspective, mission and targets, Army roles and jobs, allocation of defence budget, appeal to talented people to join the army, public perception on the Military, Leadership Development Model and Leadership Development Process. After analysing the evaluation, The US and Singapore Army Management Development Model are centered their defence policy identical to Malaysian Army. Their governments are focused on build-up capable military especially on modernizing and producing their Army through high defence budget compared to Malaysian Defence Budget which is leaner. US, Singapore and Malaysian Army have their own eyesight, mission and objectives that will generate the right strategy for their Command Development Model and Process based on the defence insurance plan. All the Army has assignments and tasks that derive from their vision, quest and goals. All Army has their own Management Development Model and Process is quite similar.
110. The summary of assessment between US, Singapore and Malaysian Military is shown in Table 5.
Criteria
US Army
Singapore Army
Malaysian Army
Defense policy
Well defined
Well defined
No Defense White Paper
Government Commitment
Fully Committed
Fully Committed
Partially Committed
Army VMO
Defense of the country sovereignty and interest from external threats
Defense of the united states sovereignty and interest from external threats
Defense of the united states sovereignty and interest from external threats
Army Jobs and Tasks
Based on VMO
Based on VMO
Based on VMO
Defense Budget
High (4. 7% GDP)
High (6. 0% GDP)
Lower (6. 0% GDP)
Talented People
Likely to become listed on the Army
National Service
Last Resort
Public Perception
Very Good
Very Good
Good
Leadership Development Model
Operational, Institutional and Do it yourself Development
Institutional Training and Education, Responsibility Assignment and Self Development
Institutional Training and Education, Responsibility Assignment and Home Development
Leadership Development Process
Based on the Model
Based on the Model
Based on the Model
Table 5: Comparability of Authority Development between US, Singapore
and Malaysian Army
Source: Author
111. From comparison on Leadership Development in US and Singapore Military, there are a few unique functions that will make a Authority Development successful. A couple of few weaknesses form the evaluation such as there is absolutely no Defence White Newspaper to provide Strategic direction and guidance on the defence of Malaysia, lower budget allocation that produce the Command Development in the Malaysian Military lacking of funding on acquiring the latest military equipment also to improved its training corporations facilities and establishment of Centre of Leadership Development and the sceptical general public understanding on the Malaysian Military which make it difficult to appeal to talented visitors to join the Army. The Malaysian Federal have to be more committed to the defence matters especially on defence budget allocation, coordinating inter-agency/team cooperation, educate the public the need to security and defence for the stability of the country for well described public perception into the Army, establishing of Centre of Leadership Development through budget allocation and additional non-military duties given is dependant on the Army's capacities. In term of Authority Development Model, US, Singapore and the Malaysian Army are a comparable. However, on Authority Development Process there are some qualities that need to be considered by the Malaysian Army as mentioned previously.
SWOT ANALYSIS
113. Predicated on the external examination on macro environment of Malaysia and comparative research on US and Singapore Military and then the internal examination of the Malaysian Army, there are certain opportunities, threats, strength and weaknesses based on a SWOT- Matrix Examination that effects Management Development in the Military as shown at Display 11.
STRENGTH/CAPABILITIES OF THIS MALAYSIAN ARMY
114. Military is Professional, honorable profession and providing a secure job. Therefore, the Army has to execute a proper marketing with concentrate on the Army as professional, honorable, secure job and clear profession progression based on military courses need. At the same time the Army is providing chance to officers for even more education especially programs not related to armed forces provided by the Defense College or university.
115. The Government provides the opportunity for officials to serve in the government as Minister or Ambassador as acceptance of the ability of the Army officers that is develop through Management Development but not all officers gets the opportunity. Therefore, The Military has to continuously looking at its Management Development Theory, Model and Program to ensure to build up its officials knowledge, skills and experience. Since the Government has established Defense University, it is an excellent opportunity to officers for even more education especially training not related to armed service offered by the University or college. However, it is rely upon budget allocation and the capability of the school to offer more courses not related to armed service.
116. The Army has well organised firm, with clear vision, mission, goals, clear purpose, jobs and functions, even there is absolutely no Defense White Paper. However, the Military through Malaysian Armed Forces and Ministry of Security should insist upon the government to come up with Defense White Newspaper, additional defense cover establishment of Management Development Centre and more further education opportunity, more inter-agency/division co-operation coordinated by the federal government most probably by the Home Affairs Ministry that entail the Police Push, Immigration Department, Fire Engine Department, Custom Department, Civil Defense Section and other relevant team that normally will be working collectively on non-military tasks with the Army.
117. The Army also has to simply accept the expanding non-military tasks mandated by the government as secondary functions such concerning suppress smuggling activities, unlawful logging, medicine and individuals trafficking, against the law immigrants, environmental damage, trans-borders activities and search and save (SAR) of the civilians, etc, but it should be predicated on its features. Therefore, a successful Leadership Development Ideas, Model and Process will be based on the requirement of armed forces and non-military jobs. However, presently, the Military is well developed on establishing Control Development training on armed service tasks but nonetheless lacking on the training and education on non-military jobs. Therefore, Control Development in the Army must be continuously kept tempo the changing security environment and the increasing roles and duties. At exactly the same time, the Army also has to work together using the Malaysian MILITARY for joint service training such that it will enhance the operational experience of the Army officers as what required in the Control Development and more inter-agency/division co-operation to perform its non-military jobs.
WEAKNESSES/LACKING WITHIN THE MALAYSIAN ARMY
118. Insufficient protection budget allocation for modernization, education and improvement on training facilities has effected Command Development in the Army. Therefore as mentioned earlier, the Military through Malaysian MILITARY and Ministry of Protection should insist upon the government to come up with additional defense budget for the modernization, establishment of Command Development Centre and even more further education opportunity. If the federal government recognizes the necessity for additional budget for further education to the officers it will provide better education and experience so that may enhance the value of Army officers.
119. In order to attract proficient and intellectual people to join the Army and to avoid skeptical and not well defined public perception, as mentioned previously, proper marketing should be conducted. In term of Authority Development, the Army has to improve its Management Development Process and Support Systems, ensure determination by all domains, provide chance of the officials for duty task and operational experience especially on non-military tasks, , enforced self-development to the officials and accept the fact that additional responsibilities within the secondary tasks in the Army to counter the identity problems as warrior of war against doing non-military responsibilities. These Non-military duties also should be covered in training organizations and additional education.
120. Because the technical advancement supply the challenges to keep speed with old technology and insufficient defense industry participation, the Army should keep pace with technology advancement and provide chance of the officials to take part in protection industry activities. Since there exists uncertainty of future security situation that needs to address continuously but at the same time additional tasks keep on expanding, the Army should be concentrating on the immediate risk to the Malaysian sovereignty and how to face the doubt through Leadership Development Programs that will develop the officers on critical and analytical thinking features based on the situation.
121. The Military also should develop the inexperience officials in duty task and functional experience with an increase of frequency in Army procedures, training, exercises and involve in more inter-agency/division co-operation coordinated by the Government that involve the authorities Force, Immigration Division, Fire Engine Team, Custom Team, Civil Defense Division and other relevant section that normally will be working jointly on non-military tasks with the Army. Therefore, as mentioned earlier the trainings should be give attention to this inter-agency assistance and should be included in Control Development in the Military.
CHAPTER VI
STRATEGY FORMULATION AND IMPLEMENTATION
STRATEGY FORMULATION
122. Malaysian Military as part of The Malaysian Armed Forces has the eyesight, mission, roles, tasks and functions based on the MILITARY strategic guidance and finally Malaysian Defense Insurance policy as the primary tasks is to defense the united states from external threats and secondary functions to perform additional tasks. To be able to fulfill these tasks, the responsibility is on the officials of the Malaysian Military and an effective Leadership Development Program needs to be developed for the officers to keep tempo with the current and future security environment, military and additional tasks non- military tasks on supporting the united states in country building and development. Leadership Development in the Malaysian Army should be personalized with the external environment of Malaysia in term of political, economic, social, security and budget allocation. At the same time, the formulation of the Strategy also should be predicated on the internal analysis of benchmarking of other armies to discover the best Leadership Development Strategy, Model and Process.
123. The Malaysian Military has to develop a comprehensive Command Development Strategy to prepare officials to lead military in the future. The current Authority Development that consist: Authority Development Principles, Model (Institutional Training and Education, Work and Operational Tasks and Self-Development), and Process (Responsibility, Integration, Sequences, Assessment, Feedback and Analysis) are on the right course but need to be review and add some additional information. This strategic course for working out and education, operational experience and home development could create conditions for the development of its leader to execute their tasks completely range of main and secondary responsibilities. The future functional environment would likely to be highly vibrant, intricate and competitive that could be a challenge to the Malaysian Military. The target of Management Development should be to enable officials to lead the military, develop their subordinates and achieve the operational goal. In order to develop the officers in Leadership Development, focus should be on training establishments and education, responsibility and operational assignment and do it yourself development and they need to be integrated successfully.
124. These domains should be elaborate further down on how best the Military could fully develop its leaders within the limited resources and time and energy to use the strategy. The Strategy for Leadership Development in the Malaysian Army involve the commitment of training establishments, market leaders and the officers themselves for a life long learning and development, balancing commitment to the training, education and experience as element of Leadership Development, put together officers for multiple risks and a full range of armed service missions through outcomes-based training and education, achieve balance and predictability in staff insurance policies and professional military services education, take care of the army's armed service talent to benefit both the establishment and specific, prepare market leaders by replicating the complexness of the operational environment in programs and products, produce leaders who are mentors and focused on growing their subordinates, prepare select leaders for responsibility at the countrywide level and enhance their values, strengthen army leader's demonstrated knowledge of their vocation or hands and inspire dedication to the professional ethics.
125. The Military now needs Management Development that both fits immediate (short-term) requirements and long-term needs. An uncertain and sophisticated future security environment is constantly on the demand that Army Authority Development Programs needs to be review consistently and also make leaders to perform their responsibilities in future military or non-military jobs. The officials should get the opportunity for their development through Authority Development Programs to enable those to be self-confidence, competent, knowledgeable and skillful and experienced to lead their military to the future. The Technique for Control Development in the Malaysian Military will provide the characteristics for the Army market leaders as they progress through their professions on how better to perform their jobs. The strategy should give attention to aspects for the integration of policies, programs and initiatives to produce Army leaders. The strategy also could be information for career-long development of Army leaders through education, training and experience. The Management Development is not just one time basis but also should be deliberate, ongoing, sequential and progressive. The Army should develop a learning organization that keep track of the changing security environment, future technologies, expanding functions in operation other than conflict and non-military tasks of supporting the government on nation building and development.
126. The Management Development strategy will contain how best the Military institutions will conform how to develop market leaders. There are problems on exterior and internal environment that will affect the strategy on Control Development. What the Army should do in Management Development is to educate, train and offer necessary experiences either functional or non operational in order to perform their jobs and tasks efficiently. Therefore, there is a dependence on full determination of three important domains in Control Development which is Training Institutions and Education, Obligation and Operational Task and Self applied Learning.
127. However, there's a turmoil between these domains such concerning allow the officers development through education and training and at the same time to give enough operational experience to the officials. At the same time self-development also will be difficult if they don't have enough time. In order to be successful, there are certain aspects that require to be considered such as what head qualities that the Military wants the market leaders' characteristics, leaders' characteristics and leaders' center competencies. The Military has to increase the effort to develop each of the officials and ensure that it might control most talented market leaders to lead the Army in the future. Gleam need to establish The Centre for Military Control Development for the Malaysian Military which is currently The Malaysian Army doesn't have where this establishment could develop, review and refine the Leadership Development in the Malaysian Army continuously.
128. With all the current discussion on the Exterior Analysis and exactly how they effected the Management Development in the Malaysian Military and comparative examination on Authority Development folks and Singapore Military and their unique functions, and also on Internal Examination of the Malaysian Military organization, vision, mission, jobs, function, ethos and current Authority Development Ideas, Model and Process, therefore the Strategy for Authority Development in the Malaysian Army should be formulated based on the followings:
a. Dedication by the federal government to the Army.
(1) The federal government has provided standard Defense Plan but there is no Defense White Paper. Therefore, the federal government should produce Defense White Paper to provide proper course and guide on the key roles and responsibilities of the Army as shown in america and Singapore Military. What is occurring now is the government continues adding additional jobs on helping and assisting the government for region building and development.
(2) In term of budget allocation, the government should give sufficient budget allocation to the Military so the training establishment could up grade the facilities to use Leadership Development Programs better especially for tertiary education with various areas of research to follow the best development strategy and plan to be executed in the Military.
(3) THE FEDERAL GOVERNMENT has established Country wide Defense University to teach officers and commissioned these to the Armed forces as officers. In addition, it provides the opportunities for the Army officers to help expand their studies in other fields rather than battle strategy and broadened their knowledge as shown by the united states Army. It will also provide the Army officers the opportunity for higher-level of education but it requires sufficient budget allocation. However, the university or college provides more training because the courses offered are quite limited.
(4) In term of security and stability of the united states, there is a need of co-operation between the Military and other businesses such as general population services, NGO and private areas especially when working with internal danger to the security Therefore, the Government should organize these cooperation.
b. Determination by the Military.
(1) Appeal to talented youth to joint the Military as Officers. The current situation in Malaysia now could be military occupation is the last resort for job hunters. Compared to US and Singapore Military, talented people would like to joint the Army because the good image and issues provide by the organizations.
(2) Well Defined Consumer Perception Towards Malaysian Army. The Army must build-up a good image and professional in performing their functions and tasks that will improve a good reputation and perception from the public. The Army tasks and tasks are not only protecting the united states from any exterior aggression but also supporting the nation in developing the country.
(3) Uncertainty of Security Situation in the Future. The doubt of security situation in the future will demand the Malaysian Army officials to be well curved and knowledgeable officers that could manage up any security situation troubles that arise. .
(4) Military Institution and Officers Facing New Challenges. Expanding Tasks of the Military especially in supplementary jobs on non-military duties of assisting the federal government on nation building and development make the Army to do several responsibilities at exactly the same time. These non-military jobs have to be addressed by the Military through its Authority Development Programs to improve the officers' ability and capacity to do these broadening roles.
(5) Technical Advancement. THE NEAR FUTURE warfare will involve modern, superior and upfront technology that needs the Army officers keeping rate with the changes. However the technology bought by the Army is based on the defense allocation. The Malaysian Army will include in its Leadership Development concentrating on officers to enhance their knowledge and knowledge in technology in keeping abreast with the most advanced technology to face the near future wars and troubles.
(6) The Development towards Small Military with Multiple Skills and Capacities. The Malaysian Military has lowering the strength to be small military with multiple skills and capability as what almost all of the armies do. These tendencies will need market leaders that very capable to lead the Army that could fulfill the vision, mission, tasks and duties with limited employees.
(7) Intellectual Army Officers. The Army has to develop intellectual officers in its Management Development Program which have the ability of critical, analytical and creative thinking to cope with unpredictable situations they are facing in order that they could make quick and right decision to address the situations.
(8) Multiple Skills of Army Officers. The Control Development should think about the necessity to enhance the knowledge, skills and encounters of the Military officers not only in military responsibilities but also in non-military duties in the future that will demand different knowledge, skills and experience to handle the situations.
(9) Improve the Value of Military Officers. A successful Authority Development Programs will generate a genuine professional officer with knowledge, skills and encounters where they'll be respected by the general public and will improve their value specially when they retired and they could work with prestige private sector companies.
(10) Training and Education. Training is very vital in Leadership Development in the Military especially at the start of officer career and should continually developed throughout the profession. These training will be imparted through classes in army training organization (job and functional programs), unit training, exercises and engagement of different kinds of procedures. However, most of the courses conducted in working out institutions are on the armed service subjects. Non-military responsibilities need to be included also within the topics in the lessons wanted to the officers in order that they could improve their knowledge not only on armed service but also on non-military responsibilities. The Control Development in education is imparted through tertiary education in a variety of field offers the officials that will broaden their knowledge and skills and not simply related with their respective hands and services and about warfighting.
(11) Determination by All Domains in Authority Development. The Malaysian Military Management Development Domains such as training establishment and education, projects and operational experience and self-development should focus on the Command Development start from the basic level at their cadet institution to instill the right management qualities and qualities and throughout the officers' career.
(12) Joint Services integration of the MILITARY. The management development in the Malaysian Military should give attention to joint service integration between the Navy and the environment Force.
(13) Leadership Development Model and Process. The Military should review its Authority Development Model and Process by benchmarking of the greatest methods by other armies to keep tempo with the changes in the security environment and its own roles and jobs.
STRATEGY IMPLEMENTATION
129. The strategy execution will contain Short and LONG RUN Plan that will be based on the studies on External Evaluation of the Malaysia Military that comprises macro environment in geo-strategic security situation and political, economy, technology and federal budget of Malaysia and the benchmarking of Authority Development of the Army in other countries. The strategy also will be predicated on the Malaysian Army Internal Research in term of its corporation, vision, mission, tasks, function, ethos and current Leadership Development Principles, Model and Process. The strategy needs to consider the principal roles on armed forces duties of the Malaysian Military and its extra assignments in non-military responsibilities that keep widening which is the expectation of the general public for the Military to be more involved since there is absolutely no perceive dangers to the country. The plan also should include the need of the Army's efficiency in Command Development continuous improvement by researching and upgrading its Control Development to keep speed on the future security issues on its doctrine, practices, techniques, procedures and warfighting philosophy for its armed service tasks. In accomplishing on its widening non-military responsibilities (such as to curb smuggling activities, unlawful logging, medicine and human being trafficking, illegitimate immigrants, environmental damage, trans-borders activities and search and save (SAR) of the civilians, etc. ), there's a dependence on the Army for not working in silos and has to cooperate with other general public services (such as the Police force, the Immigrations, the Customs, the Hearth Brigade, Forestry Division, National Drugs Organization, Civil Defense Division etc, private sectors and NGO as its stakeholders) to performs these jobs. Gleam potential problem on carrying out these responsibilities especially to receive the commitment and co-operation from them in term of command and control, communication, chain of command, organizational structure, circulation of assignments and tasks, agencies responsibility and Standard Operating Strategies. Therefore, there is a dependence on coordination and integration by the Military and the companies on all the factors above. The Military also has to consider the suitable training on these jobs that should be contained in their classes in cooperation with the firms brought up in its training corporations' lessons.
130. The execution of the strategy will be involved the federal government, the Army and its own officers in any way level from Military HQ, Army Training Command, Army Logistics Command, Military Field Control to formations and units levels. For the technique to be successful, the very best management of the Army (Military HQ), Armed Forces and the federal government need to be fully determined. The strategy will give attention to Short and PERMANENT blueprints in the Malaysian Army Control Development to allow the Government, the MILITARY, other sister services, the Military, public services, private sectors and NGO to understand the roles and responsibilities of the Military on performing military services and non-military jobs.
131. The strategy needs to be conveyed to all relevant external organizations as mentioned above and also throughout the Army organizations and their feedbacks will be needed on its suitability and relevancy. Feedback from the all officers is also required too get ideas about how to boost their control knowledge, skills and encounters through Leadership Development Programs predicated on the strategy advised. The strategy also should be discussed and brainstorms in seminars and officers examine days in order to obtain additional concrete strategy and success of its implementation.
132. Following the arrangement of the strategy, all the relevant organizations outside or within the Army have commitments to materialize towards achieving the vision, objective and goal of the Military through its Command Development Programs. This calls for the coordination, competence and dedication of the whole organizations. There should be the appropriate impact from all relevant functions and circulation of information and types of procedures. The task driven approach is recommended as it'll force the organization to look objectively at the various activities and whether it is beneficial to the business.
133. Below is the depth strategy plan.
Short Term Strategy.
(1) The Army must boost its efficiency by keep abreast with the uncertain, sophisticated and new future security environment especially on non-traditional threats such as MOOTW. The Leadership Development should be continuous improvement by critiquing and updating its Leadership Development to keep tempo on the future security troubles and new hazards on its doctrine, strategies, techniques, steps and warfighting idea for its military services tasks.
(2) The Army also offers to keep researching, updating and changing its Leadership Development Principles, Model and Process for its officers to get the best practice in Leadership Development from other armies in order to benchmark on the Leadership Development. This benchmarking pays to for the Military to get information of other armies Management Development and also to review the best programs. As mentioned earlier, Authority Development in other armies depends on their macro environment in term of politics, overall economy, security, technology and administration budget. The research also should concentrate on the concept, model and procedure for the Control Development Program.
(3) In term of the Government commitment in the short term technique for the Malaysian Military Leadership Development, there are specific factors that require to be attended to. First, the government should provide proper path and guideline the primary roles and responsibilities of the Military and not simply keep adding additional tasks on encouraging and assisting the federal government for nation building and development, so that, the Military could concentrate the Control Development on its key competencies to get ready and deal with for conflict. However, at the same time, the Army has to keep speed in their Management Development on these additional tasks. Second, in term of budget allocation, the federal government should give sufficient budget allocation to the Military so the training establishment could implement control development program better. The other thing is, since the Government plan is active contribution in world security and accumulating image in UN mission, the Army need sufficient budget to ensure that the Military personnel are well prepared and ready to be deployed for just about any UN objective. The budget allocation also should increase better pay and settlement to be able to attract people to join the Military. The Government also should give more budget allocation so the Military could allocate more to the Defense University in order to offer more courses to the officials. Third, the Government also has to learn their part to job the image and trustworthiness of the Army to the general public by creating recognition on the need for security and defense for the country stability and sovereignty. THE FEDERAL GOVERNMENT also should realize that the main tasks of the Military are defending the country from external risks by performing training and finding your way through any conflicts as stated previously, Malaysia is facing with various problems with neighboring countries that could escalate to conflict. However, the Government is continually adding additional duties to the Army in its supplementary and supporting assignments because of assisting the nation on nation building and development. All of the additional duties should be within the ability of the Military so the Army could make on its key business in functional and training. Fourth, the Government should continue steadily to recognize the Army officers' talent as what has occurred before giving some key visit in the government such as became Minister in Primary Minister Department in Faith based Affairs, ambassadors, leader of company of Government Hyperlink Corporation (GLC). Last but not least, the Government also has to acknowledge the need for better technology and equipment for the Army to keep rate with the fast changing defense technologies and also to be at least at par with other neighboring countries. At the same time, the Government should encourage the participation of the Military in the security industries.
(4) In term of the Army commitment for a while strategy, there are certain factors that require to be attended to. First, the doubt of security situation in the foreseeable future will demand the Malaysian Military officials to be well round and knowledgeable officials that could cope up in virtually any security situation issues that arise. This is a challenge for the planning and implementation of Command Development for the Military to cope up with this demand and at exactly the same time to execute additional tasks and tasks on developing the nation and MOOTW. Therefore, the Control Development should be predicated on these requirements so the officers have the ability to adapt the future security challenges. Second, expanding tasks of the Military especially in non-military responsibilities on developing the nation make the Military to do several tasks at the same time. This non-military responsibilities need to be attended to by the Army through their Leadership Development programs to improve the officers' potential and capacity to do these expanding responsibilities. There is also an identity crisis which engaged warrior ethos and the military personnel view that their activity in training and plan war but the expanding roles differs from their traditional tasks of becoming warrior of battle. Third, 21st Century Warfare is a 3rd era warfare that is information warfare. The Malaysian Military should include in its Management Development concentrating on officers to improve their knowledge and knowledge in technology in keeping abreast with the most advanced technology to face the near future wars and challenges. At the same time, the Army has to actively participating in the defense industries to increase its officials Command Development by keeping speed with the technology. Fourth, the Malaysian Army has minimizing the strength to be small military with multiple skills and capability. These trends will need market leaders that very capable to lead the Army that could match the vision, mission, tasks and responsibilities of the Military with limited workers. It ought to be contained in the Leadership Development program. Fifth, The Military has to develop intellectual officials in its Authority Development that contain the power of critical, analytical and creative thinking to handle unpredictable situation that they are facing in order that they could make quick and right decision to handle the situation. Sixth, the Command Development should consider the requirement to enhance the knowledge, skills and connection with the Army officials that may face various situations in the future that will demand different knowledge, skill and experience to beat the problems as well as the Army must continue steadily to create an effective Control Development Programs that will create a true professional official with knowledge, skill and frame of mind and they will be well known by the public and will improve their value particularly when they retired where they could work with prestige private areas companies.
b. LONG RUN Strategy.
(1) The security environment will form the Army to face future challenges and extra tasks. The Army must constantly adapt to face these challenges such that it remains relevant and able to carry out its missions effectively and efficiently. At exactly the same time, with the demise of any real varieties of conventional threat, there has been an increase of non-traditional dangers to the security of the country like the Islamic extremist and fundamentalist (Al-Maunah and Jemaah Islamiah (JI) and also MOOTW (such as anti terrorism, counter insurgency, UN Peacekeeping and Support Functions, piracy control, trans-borders offences). To be able to perform these responsibilities successfully, the Army also has to cooperate and collaborate with other organizations as mentioned previously. The understanding of the general public that the Army is likely to become more involved and cooperate with private and public agencies to suppress this non-traditional risks is so challenging because its results the security and safety of the population in the country. Therefore there is a need that proper strategy adapted in Leadership Development for the Malaysian Military for its officers to allow them to do these duties.
(2) In doing on the Malaysian Military expanding non-military tasks (such as to curb smuggling activities, against the law logging, medication and human trafficking, illegitimate immigrants, environmental damage, trans-borders activities and HADR, there is a dependence on the Army for no longer working in silos and has to cooperate with other public services (like the Police, the Immigrations, the Traditions, the Fireplace Brigade, Forestry Section, National Drugs Organization, Civil Defense Office etc, private areas and NGO as its stakeholders) to performs these duties. There is also a potential task on undertaking these tasks especially to get the commitment and cooperation from them in term of command and control, communication, chain of command, organizational structure, distribution of assignments and tasks, agencies responsibility and Standard Operating Techniques. Therefore, there is a dependence on coordination and integration by the Military and the firms in term of all factors above. The Army also has to consider the suitable training on these jobs integrated in their programs in cooperation with the company talked about in its training institutions' courses. THE FEDERAL GOVERNMENT should take the business lead on coordinating and formulation the plan for inter-Agency/department cooperation with the Army. Therefore, the Military officers will possess the experience on dealing with other agency which is useful for his or her Command Development.
(3) In term of the permanent strategy, the Army determination on certain factors that require to be tackled is very crucial in Control Development in the Army especially at the beginning of officer profession and should constantly developed throughout the profession. First, the Army needs to establish Centre of Authority Development which is currently the Malaysian Army does not have where this establishment could develop, review and refine the Authority Development in the Malaysian Military continuously. Second, in term of Training Corporations and Education Website, the training will be imparted through classes in military training establishment (profession and functional programs), product training, exercises and engagement of different types of operations. However, the majority of the training conducted in working out corporations are on the armed service subjects. Non-military responsibilities need to be included also as part of the things in the courses wanted to the officers so that they could improve their knowledge not only on military but also on non-military tasks. The Management Development in education is imparted through tertiary education in various field offers to the officers that will broaden their knowledge and skills and not merely related with their respective arms and services and about warfighting. Third, the Malaysian Military Leadership Development Domain name such as training institution and education, operational experience and do it yourself development should concentrate on the authority development begin from the essential level at their cadet university to instill the right authority qualities and characteristics and throughout the career, the officials will have Leadership Development Programs, courses and activities in term of lessons in working out institutions, device training and self applied development and further tertiary education that will allow its officers to reach your goals leaders which could face future issues. All of these are coordinated to attain the best impact on its Command Development of the Army officers. Last but not least, the Malaysian Army also should focus on joint service integration between the Navy and the Air Force and really should have significantly more integration. Through this integration the procedure of Command Development will be improved and could provide the Army officials with better experience, knowledge and skill in operational domain to deal up for future conflict that with need the integration of the complete Armed Forces.
POTENTIAL Troubles/PROBLEM ANALYSIS
134. The situation that may occur from the new strategy is the lack of sufficient budget from the federal government. The security budget is fluctuating in dynamics and is determined by the economic well being of the united states. If economy comes, the minimal allocation will get to the security. Insufficient defense budget will have an effect on the Army modernization, education and improvement on training facilities.
135. Another problem is the down sides of the business to attract skilled and intellectual people sign up for the Military and the skeptical rather than well defined consumer conception even proper marketing has been conducted. The armed service service may be very formal, challenging and well discipline which distract children from enlisting. Remuneration size is not very high set alongside the private sectors. Additionally it is difficult to wthhold the officials in the service.
136. The Military will also have difficulty to put into action its Authority Development successfully if there is no opportunity for more inter-agency/department co-operation coordinated by the federal government on doing non-military tasks. At exactly the same time, the Army also needs to work together with The Malaysian MILITARY for joint service training such that it will improve the operational experience of the Army officials as what required in the Authority Development.
ALTERNATIVE/CONTINGENCY PLAN
137. That is an in depth strategy plan for short and long-term on Management Development in the Malaysian Army, should the above fail to be implemented or even to do well, there are several strategic options for the Malaysian Military. One possible strategy if it's still insufficient protection budget, the Army must continue its Command Development Programs within the resources available and its capability. The Military must face the facts that the doubt of the security environment and on new security dangers (non-conventional risks) and needs to be ready to perform its main roles of defending the country and its security through its officials who'll lead the military with self-confident and experienced to completed the mission. At the same time, the growing non-military tasks also have to be performed within its potential. The Army also could try to sustain in its Authority Development with whatever allocation and resources available with an effective planning and execution. There are specific area of Control Development that within control of the Military such as training. The training facilities and methodology should be well advanced and consist of the all relevant things that the Military has to perform.
138. The Military also has to keep developing its officials by giving them more encounters in training for armed service and non-military jobs such as MOOTW, HADR, UN Mission etc. , if extremely hard through working experience is through theoretical learning in training establishments, but it should be based on its features. Therefore, a successful Leadership Development Principles, Model and Process depends on the requirement of armed service and non-military tasks. Leadership Development in the Army must be continuously kept pace on the changing security environment and the increasing tasks within its capacity. At the same time, the Army also offers to keep to interact along with the Malaysian MILITARY for joint service training such that it will improve the operational connection with the Army officers as what required in the Control Development and even more relationship with other agencies.
139. The Army also should continue sending the officers for tertiary education to enhance their knowledge and skills in a variety of field of analysis. So that, the officials will be exposing and have the capability to adapt to the existing and future security situation and additional jobs that the Army have to execute. Concentration should maintain the field of development management to support the government on region building which is the expectation of the public.
CONCLUSION
140. The issues on the control development in the army is very important because the changing security environment to perform its main assignments of defending the united states and the broadening jobs on non-military duties of the Military to support the government on country building and development. There are specific factors in the macro (external) environment consisting political, economy, security, technology and protection budget that affected the army Command Development. Based on the comparability on US and Singapore Army Authority development, their command development model and process are not so not the same as the Malaysian Army. However, there are specific unique capabilities of these leadership development that may be considered for command development in the Malaysian Military based on these their qualitative and features. These unique capacities derive from the united states security situation, politics, current economic climate, technology and security budget. They are also predicated on the defense plan of the united states, their vision, quest, roles and duties. The main requirements here will be the jobs, support and dedication of the federal government especially on sufficient protection budget to put into action its Authority Development Programs, the general public perception for the Army and the expectation of the assignments and duties that the Army should perform.
141. In current security situation, there is no perceived risk on the sovereignty and territorial integrity of the country, the general public expectation on the Military is more towards encouraging and assisting the federal government towards secondary tasks and responsibilities of the military including supporting and assisting the government towards land building and development. The Malaysian Army also is exactly like the US and Singapore Army on the duty of carrying out these non-military responsibilities. The dilemma here's how to cope with the main assignments and duties of defending the country as their main main of business and at the same time the secondary tasks that keep growing. It ought to be balance for the management development program to keep rate with the existing and future security environment and also the expanding roles of the Military.
142. The Malaysian Military has to develop a comprehensive Command Development Strategy to prepare officials to lead troops in the foreseeable future. This strategic direction for working out and education, functional experience and self development could create conditions for the introduction of its leader to perform their tasks in full range of major and secondary tasks. The future operational environment may likely to be highly strong, complicated and competitive that might be a challenge to the Malaysian Army. The focus of command development should be to enable officers to lead the soldiers, develop their subordinates and achieve the functional goal. To be able to develop the officers in Leadership Development, focus should be to training institutions and education, work and operational assignment and personal development. These domains has to be sophisticated further down on how best the Army could fully develop its leaders within the limited resources and time for you to use the strategy. The Technique for authority development in the Malaysian Military involve the dedication of training establishments, leaders and the officers themselves for a prolonged learning and development, balancing commitment to working out, education and encounters as element of Leadership Development, prepare leaders officials multiple hazards and a complete range of military missions through outcomes-based training and education, achieve balance and predictability in staff guidelines and professional armed service education, control the army's military talent to profit both the organization and individual, prepare leaders by replicating the difficulty of the operational environment in the school room and at home train station, produce leaders who are mentors and who are committed to producing their subordinates, make select market leaders for responsibility at the nationwide level and improve their values, strengthen Army leader's demonstrated knowledge of their vocation or biceps and triceps and inspire dedication to the professional ethics.
