SINGAPORE ARMED FORCES (Adoption of informal and people-oriented management style)

Mr Sia Khoon Seong asked the Minister of Defence and Second Minister for Health if the informal and "people oriented" management style adopted by the Singapore Armed Forces will not result in a drop in disciplinary standards and how the Ministry of Defence will ensure that high disciplinary standards are maintained; why the approach was considered necessary; and how the Ministry sees the National Servicemen responding to this change.

The Minister of State of Defence (Dr Yeo Ning Hong) (for the Minister of Defence and Second Minister for Health): Mr Speaker, Sir, the SAF is a citizen armed forces manned and led by Singaporeans for the defence of Singaporeans. Its practices must, therefore, be responsive to our changing social environment and population profile. Our soldiers are now much better educated than they were some 10-15 years ago. Hence, the SAF needs a management philosophy which, while maintaining military discipline, is characterized by close rapport between, and a high esprit de corps among all ranks. Such a philosophy requires mutual understanding, close interaction and good communication. The soldier sees the need to comply with orders. The Commander is open to innovations and suggestions from all the men.

A people-oriented management incorporating such an approach will not result in a drop in discipline. Initially, some servicemen had misunderstood the more "informal" style to mean an intention to lower military discipline. This is not so, and has been made clear to all in the SAF. By retaining the same disciplinary regulations, procedures and standards, MINDEF has clearly shown that there is no intention whatsoever to lower the level of military discipline.

The formal announcement of the SAF's management philosophy as peopleoriented management and leadership by example, does not mean that this is a philosophy that has suddenly emerged overnight. Such a management style has, in fact, been gradually evolving since the formation of the SAF in keeping with the evolution of our society. But MINDEF believes that this is the right time to accelerate the process. Hence, its occupation of the centre-stage last year. Nation-wide, Singaporeans have been encouraged to work as a team for greater effectiveness. Training and operating as a team has always been the SAF's approach.

Our objective is to have a work environment that will encourage free interaction among officers, NCOs and soldiers. We seek to establish a climate where work methods and practices are constantly discussed by all to see if they may be improved. The soldier is regarded as an important member of the team and not as a mere digit. He respects his superiors and is, in turn, looked after by them. The officer knows his responsibilities and is able to lead his team. Through his superior ability, knowledge and leadership, his men will comply with his orders and will volunteer suggestions of their own.

The superior who clearly demonstrates in day-to-day training that he is the one who has the ability and knowledge to lead his men in overcoming difficulties and in meeting operational objectives will gain their confidence that in a battle situation he is the one who knows best what to do. Our soldiers will therefore show no hesitation in responding to the orders of their leaders if they lead by example during their training.

Our unit commanders report that this development in management style has been well received by servicemen. There are some junior commanders who need a little more time. As in other things, not every member of a large organization adapts at exactly the same pace. The great majority of the officers, especially the senior ones, are pleased with the results thus far. Most NCOs are now beginning to realise that their initial fears of lower discipline were unfounded. The soldiers them- selves, after a cautious start, are adjusting well. The signs of change are very encouraging. We can see them, for example, in the responses to the SAF Suggestions Scheme, and in the Work Improvement Team movement. For example, 1,337 suggestions were received in the 6-month period, July to December 1982. This compares with an average of 210 suggestions per year in the previous years, i.e. an increase of over 1,200%. Also, as of 31st December, 1982, a total of 272 WITs have been formed. Nevertheless, MINDEF will continue to monitor the progress of the development of the people-oriented approach in the SAF.