PAD253 Slides

Part A (1)
a) Three Critical Behaviors in Maintaining Awareness of Quality Among Civil Servants:

1. Adherence to Standards and Procedures: Civil servants need to consistently adhere to established
standards and procedures relevant to their roles. This behavior ensures that work processes are in line
with quality expectations and governmental regulations. Regular training and reinforcement of these
standards contribute to a collective awareness of the importance of quality in public service.

2. Continuous Learning and Improvement: Encouraging civil servants to engage in continuous learning
and improvement is crucial for maintaining quality awareness. This behavior involves staying updated
on best practices, emerging trends, and advancements in their respective fields. Civil servants should
be proactive in seeking opportunities for professional development, fostering a culture of ongoing
improvement and innovation.

3. Stakeholder Engagement and Responsiveness: Civil servants play a vital role in serving the public,
and maintaining quality requires a keen awareness of stakeholders' needs and expectations. Engaging
with the community, actively seeking feedback, and responding to concerns demonstrate a
commitment to quality service delivery. This behavior fosters a customer-centric approach, reinforcing
the importance of quality outcomes for citizens.

b) Two Issues of Quality in Malaysian Public Sector:

1. Bureaucratic Red Tape: One significant issue in the Malaysian public sector is bureaucratic red tape,
which refers to excessive and complex procedures that hinder efficiency. Cumbersome bureaucratic
processes can lead to delays in decision-making and service delivery, impacting the quality of public
services. Streamlining procedures and embracing efficient practices are essential to address this issue.

2. Corruption and Lack of Transparency: Corruption poses a notable challenge to quality in the
Malaysian public sector. Instances of bribery or misuse of resources can undermine the fairness and
effectiveness of public services. Ensuring transparency in decision-making processes, implementing
robust anti-corruption measures, and promoting a culture of accountability are essential steps to
address issues related to corruption and enhance the overall quality of governance.

Part A (2)

a) Two Similarities between Total Quality Management (TQM) in Public and Private Sector:

1. Customer Focus: Both public and private sectors under TQM share a common emphasis on customer
focus. In the private sector, this typically involves meeting customer expectations to ensure satisfaction
and loyalty. Similarly, in the public sector, citizens and stakeholders are regarded as customers, and
TQM principles aim to enhance the quality of services to meet their needs and expectations.

2. Continuous Improvement: The pursuit of continuous improvement is another similarity between

TQM in the public and private sectors. Both sectors recognize the importance of ongoing enhancement
of processes, products, and services. Continuous improvement involves identifying inefficiencies,
addressing weaknesses, and implementing innovations to achieve higher levels of quality and
efficiency.

b) Three Strategies as Important Features of Total Quality Management (TQM):

1. Employee Involvement and Empowerment: TQM emphasizes the active involvement and
empowerment of employees at all levels. This strategy recognizes that employees are valuable
contributors to quality improvement. Empowered employees are more likely to take ownership of their
work, contribute innovative ideas, and actively participate in problem-solving. This strategy fosters a
culture of collaboration and shared responsibility for achieving quality goals.

2. Data-Driven Decision Making: TQM relies on data and evidence-based decision-making processes.
Organizations adopting TQM collect, analyze, and use data to identify areas for improvement, monitor
performance, and make informed decisions. This strategy ensures that decisions are grounded in
objective information, leading to more effective and efficient quality management practices.

3. Customer Feedback and Satisfaction: A crucial aspect of TQM involves actively seeking and utilizing
customer feedback to improve products or services. This strategy emphasizes the importance of
understanding customer needs and expectations. Regular feedback mechanisms, such as surveys and
reviews, help organizations identify areas for improvement, address customer concerns, and enhance
overall satisfaction. Prioritizing customer satisfaction aligns with the overarching goal of TQM to deliver
high-quality products or services.

Part A (3)
a) Three Gaps in Service Quality (Zeithaml, Parasuraman, and Berry, 1985):

1. Knowledge Gap (Expected Service vs. Management Perception): This gap arises when there is a
disparity between the customer's expectations and the management's perception of those
expectations. It indicates a lack of understanding or awareness on the part of the service provider
regarding what customers truly expect. To bridge this gap, organizations need to conduct thorough
market research and gather feedback to accurately grasp customer expectations.

2. Policy Gap (Management Perception vs. Service Quality Specification): 2nd gap exists when there is
a mismatch between management perceptions of customer expectations and the translation of these
perceptions into service quality specifications. It highlights the importance of aligning organizational
policies and service quality standards with the actual expectations of customers. Effective
communication and collaboration within the organization are crucial to ensure that policies reflect the
desired service quality.

3. Delivery Gap (Service Quality Specification vs. Service Delivery): This gap occurs when there is a
disconnect between the service quality specifications set by management and the actual delivery of
services. It reflects shortcomings in the implementation of established standards, processes, or
training. To address the third gap, organizations need to focus on proper training, resource allocation,
and monitoring mechanisms to ensure that service delivery aligns with defined quality specifications.

b) Two Quality Initiatives of MAMPU (Malaysian Administrative Modernisation and Management

Planning Unit) towards Modernization of Public Sector in Malaysia:

1. Malaysian Public Sector ICT Strategic Plan (MyDigital): MAMPU has been actively involved in the
development and implementation of the Malaysian Public Sector ICT Strategic Plan (MyDigital). This
initiative focuses on leveraging Information and Communication Technology (ICT) to modernize and
transform public sector services. It includes strategies to enhance digital infrastructure, promote e-
Government services, and improve overall efficiency in public service delivery.

2. Common Integrated System (CIS): MAMPU has introduced the Common Integrated System (CIS) as
part of the government's efforts to streamline and integrate various administrative processes. CIS aims
to create a unified platform for public sector agencies to enhance collaboration, data sharing, and
efficiency. This initiative contributes to the modernization of the public sector by reducing redundancy,
improving information flow, and promoting a more cohesive and integrated approach to governance.

Part A (4)
1 . TWO (2) type of customers :
⁃ [Internal customers]
Those at the process level, departments and key across-functional processes within an organization.
The main contributors to the organization's vision and mission. They depend on the department's /
function's / products / services to ultimately serve the consumers i.e. those who receive the final
products / services) or called as external customers. For example, nursing unit in a public hospital is a
customer to the laundry unit in the same hospital.
⁃ [ External customers ]
Those who receive / pay for the products and/or services. In this case, the external customers are
considered as the 'outsider' of an organisation, since they are not involved directly with the processes
within the organisation. For example, the students are external customers to UiTM and other higher
learning institutions, of which they only receive the services provided i.e. education services and they
are not involved in preparing the means/processes for education.

2 . Six-step Strategies in identifying customer needs :

I . Speculate about the results
⁃ The management needs to start guessing what the external customers’ needs are. It
is useful since the management can compare their expectation with the real needs. This will ensure
that the organisation is parallel with their external customers’ needs.
II . Plan how to gather the information
⁃ Collection of information need to be done systematically and well-organised.
Developing a plan is necessary to determine what type of information needed and who will provide
those information. Try to consider face-to-face interview when developing the plan, or any other
alternative such as phone interview.
III . Gather the information
⁃ It is advisable to conduct a pilot survey beforehand, involving a few numbers of
external customers. This is to ensure that any error on the methodology used can be detected earlier.
After correcting the error, the real survey can be conducted in larger scale, according to the time frame
outlined in the plan.
IV . Analyze the result
⁃ Analyse thoroughly and objectively. The information gained will be compared with the
speculation made earlier (in the first step) i.e. identifying the similarities, problems, comments and
any suggestions that can improve the service provided.
V . Check the Validity of Conclusions
⁃ Conclusions are derived from the analysis made in Step 4. The conclusions need to be
validated by the external customers themselves. Share with them and other people within the
organisation whether the conclusions made are correct and get their feedback. Then, adjust them
appropriately according to the feedback gained.
VI . Take action as indicated
⁃ The valid conclusions provide room for changes needed. Plan properly the changes
involved. Immediate action is needed for the short-term basis. Let the external customers know what
the organisation are going to do, and as far as possible, make the changes in accordance to their
priority of needs.

Part B (1)
 ⁃ Holistic Approach: The Islamic perspective emphasizes a holistic understanding of
quality, encompassing both physical and spiritual dimensions. This suggests that one's character
should not be compartmentalized; rather, it should be developed in a comprehensive manner,
considering both the tangible actions and the intangible, spiritual aspects of an individual.
⁃ Virtue-Based Actions: The statement suggests that a good character, when developed
according to Islamic principles, will lead to virtuous actions. This implies that the quality of an
individual's character is reflected in the positive deeds they perform. In Islamic ethics, virtuous actions
are aligned with the principles of justice, kindness, compassion, and other moral values.
⁃ Consequence of Character The judgment indicates a causal relationship between
character and actions. A good character is seen as a precursor to virtuous actions, while a bad character
is associated with the manifestation of vices. This perspective underscores the importance of
cultivating a positive character to influence the moral conduct of an individual.
⁃ Integration of Physical and Spiritual Dimensions: The term "total concept" implies an
integration of the physical and spiritual dimensions of an individual's quality. In the Islamic framework,
this integration is crucial, emphasizing that one's character is not solely defined by external actions but
also by the internal, spiritual state. This holistic view encourages individuals to align their physical
actions with a sincere and virtuous spiritual disposition.
Part B (II)
1. Sort : This involves sorting through items in the workplace and removing unnecessary items. It helps
in decluttering the workspace by identifying and eliminating items that are not essential to the current
work processes. This step aims to create a more organized and efficient environment by reducing
unnecessary items and distractions.

2. Set in order : Once the unnecessary items are removed, the next step is to organize and arrange the
necessary items in a systematic way. This includes defining specific locations for tools, materials, and
equipment so that they are easily accessible when needed. A well-organized workspace enhances
efficiency and reduces the time wasted searching for tools or materials.

3. Shine : This step focuses on cleanliness and maintenance. It involves regular cleaning and inspection
of the workplace to ensure a safe and hygienic environment. A clean workspace not only improves the
overall aesthetics but also contributes to the well-being of employees and helps in the early
identification of potential issues.

4. Standardize : Standardization involves creating and implementing standardized work procedures

and practices. This step ensures that the methods established in the "Sort" and "Set in order" stages
are consistently applied throughout the organization. Standardization helps in maintaining the
improvements achieved and promotes a culture of continuous improvement.

5. Sustain : Sustaining the improvements is crucial for the long-term success of the 5S methodology.
This step involves developing a culture of discipline and continuous improvement among employees.
Regular training, audits, and reviews are implemented to ensure that the 5S practices are consistently
followed and integrated into the daily work routine.