FAKULTI SAINS PENTADBIRAN DAN PENGAJIAN POLISI UNIVERSITI TEKNOLOGI MARA KEDAH

DIPLOMA PENTADBIRAN AWAM AM110 The Organization of Choice :

KUALA KANGSAR LAND AND DISTRICT OFFICE

Prepared by :
1. 2. 3. 4. Tajul Hasrul Bin Mohamed Rashidi Mohd Habibullah Bin Mohammad Sadri Mohd Hafiq Bin Hanafi Mohd Firdaus Bin Ahmad 2012669954 2012280758 2012635228 2012616238

Prepared For : Madam Intan Nazrenee binti Ahmad

KUALA KANGSAR LAND AND DISTRICT OFFICE

ACKNOWLEDGE

Thanks be to God for his grace and will of god we were able to complete this report. Our gratitude also goes to the District Officer, the Chief Assistant District

Officers, Assistant District officers and the district land office staff for their
assistance and support that was given to us. Thanks are also due to Madam Intan Nazrenee Ahmad for the guidance that has been given.

KUALA KANGSAR LAND AND DISTRICT OFFICE

TABLE OF CONTENT PAGES

I.
II.

Introduction
Planning A. B. C. D. E. Vision Mission Objective Client Charter Logo

1
2-7 2 2 3 4-6 7 8-10 11

III. Organizing IV. Motivation

V.

Leadership

12-13
14 15-16 17

VI. Control VII. Communication VIII. Conclusion References

KUALA KANGSAR LAND AND DISTRICT OFFICE

I. INTRODUCTION

The Kuala Kangsar Land and District Office situated in the middle of Kuala Kangsar district. Where Kuala Kangsar as a Royal town for state of Perak. The Kuala Kangsar Land and District office have manpower for the 132 staff to cater

approximately 130,323 public around district of Kuala Kangsar with an area

of more than 247,861.1hectare divided with 9 county. The Kuala Kangsar Land and District Office can be divided into unit three department that are Management Services Division, Rural Development Division and Land Administration Division. 1

KUALA KANGSAR LAND AND DISTRICT OFFICE

ANALYSIS II. PLANNING A. VISION

The realization of Kuala Kangsar as a progressive and prosperous district in the State by 2015

B.

MISSION

Plan, manage and administer the district and land efficiently to achieve a balanced development of the physical and socio-economic.

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ANALYSIS
C. OBJECTIVE 1. To generate social and economic life of quality and productive through the efficient and effective delivery to the people.

II.

PLANNING

2.

Implementing projects of rural development and the implementation of human development activities to improve the well-being of the people.

3.

To provide quality services for Disposal, Development / Land Registry and Revenue collection in accordance with the National Land Code (NLC) and the relevant law and the law enforcement.

4.

To coordinate public peace and goodwill in the districts.

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KUALA KANGSAR LAND AND DISTRICT OFFICE

ANALYSIS II. PLANNING D. 1.
CLIENT CHARTER Management Services Division You are the customer, we will strive to provide a fair, prompt and friendly to you, we promise to provide the following services: 1.1 Each complaint will be issued acknowledgment within 1 day and the official answers

will be answered within 14 days.

1.2 1.3 Solve all application licenses in the next 4 weeks. Counter charges including revenue collection will open on schedule at least during working hours. Collection time will be extended if the need arises.

1.4

Application for assessment of stamp duty to be completed within 4 weeks from the date
of application.

1.5 1.6

Stamp documents will be turned off immediately. Provide payment voucher purchase within 5 working days.
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KUALA KANGSAR LAND AND DISTRICT OFFICE

2. Rural Development Division You are the customer, we will strive to provide a fair, prompt and friendly to you, we promise to provide the following services:

2.1
2.2

Will do their utmost to implement and complete 100% of projects approved each year.
Project and procurement that does not involve quotation will be offered to contractors within 14 days with effect from the date of letter of acceptance / warrant provisions.

2.3

Projects involving the procurement of supplies and quotation will be offered to

wholesalers within 30 working days from the date of letter of acceptance / warrant
provisions. 2.4 Payment vouchers will be prepared and submitted to the State Department or the State Treasurer or the Accountant General within 7 working days from the date of indent form

work / government certified for payment.

2.5 Each complaint received: Will be acknowledged in writing within 7 working days Answer will be given orally immediately and will be treated with dignity, courtesy and hospitality.
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KUALA KANGSAR LAND AND DISTRICT OFFICE

3. Land Administration Division Ready Providing quality and efficient services to clients in the following matters: 3.1 Land Revenue payment processing within 1 minute of each bill.

3.2

Land Application Processing to provide Executive Council Meeting (ECM) paper within 8 months.

3.3

Managing processing such as Conversion of Land Development, Subdivision and Subdivision Part 3 months for cases under the jurisdiction of the administrator.

3.4

All Presentation Transfer / Charge will be processed within 24 hours.

3.5

Solve Application for Permission to transfer / Charge within 5 working days of the case under the power of the administrator.
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ANALYSIS : E. LOGO

KUALA KANGSAR LAND AND DISTRICT OFFICE

Perak State Emblem consists Arms Down His Royal Highness the Sultan of Perak.
The coat of arms with a crescent bounded containing rice flowers symbolizes the sovereignty of the Government. The Crescent signifies Islam as the official religion. Rice flower enterprise resource describes the people and the state of fertility.
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KUALA KANGSAR LAND AND DISTRICT OFFICE

III. ORGANIZING

District Officer (M54)

Sungai Siput Land & District Office Division of Land Administration Chief Assistant District Officer (M52)

Kuala Kangsar Land & District Office Rural Development Division

Management Services Division

D
Chief Assistant District Officer (M48)

Chief Assistant District Officer (M48)

EU

TDDU

RU

RU

PDU

CDU

PCU

AFU

ECU

SU

ICTU

Types of Chart : Narrow Span Of Management Types of Decision Making used is Programmed Decision Making Where every decision done is routine and it is virtually automatic decision, that followed established rules and regulations stated in The General Order and Circular

KUALA KANGSAR LAND AND DISTRICT OFFICE

1. Chain of command
A. Downward Communication Instructions directly from the top officer to all levels of staff and units downward. Often communicated through speech in the morning assembly or executive talk program in the department. B. Upward Communication Requests from staff subordinate to the head of the department directly. This meeting created to listen for problems and as for the benefit of employees welfare and good for the department. C. Lateral / Horizontal Communication Meetings between the same management level are also held to facilitate coordination and work on an assignment. D. Cross Communication Cross direction occurs often associated with complaints and reports in connection with other units such as the application site to build houses for the hardcore poor and so on.
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KUALA KANGSAR LAND AND DISTRICT OFFICE

2. Locus of Decision Making Case Study: To make selection of Program Peningkatan Pendapatan (PPP) effective and liable.
Step 1 : Identify Opportunities & Diagnosing Problem Step 2 : Identified Objectives Step 3 : Generating Alternatives Step 4 : Evaluating Alternatives 1.Select common criteria as in SOP 2.Save time consume 3.Quick decision made 1.The right candidate 2. Must done within 14 days with complete documentations 1. Information distributed by phone / email / sms 2. Written material such poster / letter 1. If by phone information can be easily forgotten 2. If by sms is costly 3. If by e-mail, not all head of village leader is computer literate. 4. If by written is effective due it can be read again. - Doing in written material Standard Of Procedure (SOP) guideline. - Compile all the guideline from related agencies. - Published and attribute the SOP and evaluate feedback.

Step 5 : Reaching Decision Step 6 : Choosing Implementations Strategies Step 7 : Monitoring and Evaluating

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IV. MOTIVATION
The Kuala Kangsar Land and District office used two types of Motivation Approaches toward achieving organization goals that are: 1. The Traditional Approach 1.1 The top level of management considered wages, bonuses or any other fund method as an incentives to boost staff motivation.

1.2
1.3

The employer look at the economic gain of the staff as the primary thing that reflect motivation.
An example is the Employee Awards (APC) that conducted annually a total of RM1000 rewards and certificates for selected employees who based on scores Annual Work Targets (AWT).

2.

The Human Relations Approach 2.1 2.2 The top level of management acknowledge employees social needs by making them feel important. The employer allow staff to involve and participate in all activities conducted by district office within district or state. 2.3 For example is joining the National day parade, forming PETANDA club as a liaison between the Department and their families with activities that involve all workers and their families.
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KUALA KANGSAR LAND AND DISTRICT

V. LEADERSHIP

OFFICE

Source of power implemented at this office are found in French and Raven Model: 1. Position Power The power are derived from the position of a leader in an organization 1.1 Legitimate Power The District Officer status respected by all staff as well as by Kuala Kangsar district

community the position legitimate as Land Administrator.

1.2 Coercive Power The Land Administrator powers subject to the National Land Code Enactment that empower to seize, to confiscate and to take legal action when necessary in connection with the land issue. 1.3 Reward Power The top level management have right to select any employees to be granted as Employee Award (APC) winner due the employee excellent in jobs carried out. 1.4 Information Power The District administrators manage and control the information on land ownership and the

opening of new land for settlement or agricultural purposes. Maintain statistical information

about
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the rural economy and types of assistance provided by the government for the rural community.

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V. LEADERSHIP
Source of power implemented at this office are found in French and Raven Model:

2.

Personal Power 2.1 Referent Power The Kuala Kangsar Land and District officer act as the gate keeper to information relating to any district programs such as formal district event or news about new state policies, the rules and regulations, the value of Land tax and land premium, quantity of quarry including the dos and dont about Kuala Kangsar district as well as The Royal Highness Sultan of Perak

event done in the district of Kuala Kangsar is under the obligation of The Kuala Kangsar Land
and District office. . 2.2 Expert Power Any calculation or rate about land value, land assessment, approval for transferring ownership title, settlement, hereditary and any related to land holding or acquisition as well as resouces.
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KUALA KANGSAR LAND AND DISTRICT OFFICE

VI. CONTROL The control process Case Study : Complaint Management Step 1 : Established Standard Step 2 : Measure Performance Organizations goal stated 14 days for complaint answerable - There are 2 complaint for August 2013; 1st and 15th August 2013 regarding The e-Kasih registration . - both complaints have been resolved within five days. - Complain on 1st August 2013 resolved on 7th August 2013 (5 working days). Letter was sent on 8th August 2013 Complain on 15th August 2013 resolved on 21st August 2013 (5 working days). Letter was sent on 22nd August 2013. - Standard for Organization goals is 14 days Maintaining the Status Quo
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Step 3 : Compare Performance against Standards

Step 4 : Determine need for corrective action

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VII. COMMUNICATION Noise

Top Level Management

Encode

Channel

Decode

Lower Level Management

Noise

Top level management will act as issuing commands through certain channels to the employee. Directions given by encode the information in a channel either in oral or written form. Medium that often used are Memo and Letters which from the head of department to employees.

In addition, Amplifiers are also used as a medium of whistleblowers. Information to be communicated back is decode or translate to symbols that will be understood by the recipient of subordinates. The success of a communication interaction based on information returned whether or not the objective of this meeting is because the process can encode and decode the information disruptions.
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VII. COMMUNICATION Implementation
Top Level Management

Noise

Encode

Channel

Decode

Lower Level Management

Noise
Case Study : The top level management issuing a command on Amalan Kerja 5S to all level of staff through a channel (monthly assembly) to all employee. The command given by encode the instruction in a channel in speech of the District Officers and a written memo.

The information are encoded to be in word or letters. The Information to be communicated back is decode or translate to symbols that understood by the recipient of subordinates. Its success can be seen through the formation of sub-committees and action driving 5S committee as collaborative efforts to clean workspace, update documents and file storage restructuring done together.
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VIII. CONCLUSION

The Good management will make an organization is able to move and operate smoothly. The role of each level of management, from senior management to their subordinates is important to ensure a strong organization and can achieve its mission and objectives. In addition, the selection of management techniques and processes that are relevant in a decision-making by top management also can make the District and Land Office Kuala Kangsar is employee friendly organization and customer friendly.

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REFERENCES
Hornby, A.S. (1988). Oxford Students Dictionary of Current English. Kuala Lumpr: Pustaka Fajar Bakti Pejabat Daerah dan Tanah Kuala Kangsar info. Retrieved on Sept.3, 2013 from http://pdtkualakangsar.perak.gov.my/index.php?option=com_content&view=article&id=35&Itemid=65 Rohaya at. Al. (2008). Fundamentals of Management (MGT160/162). Shah Alam : Institut Perkembangan Pendidikan UItm

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