HACA NOTES

Contents

TIMELINE 2

LEADERSHIP STYLES 3

ARGUMENTS AS TO WHY LEADERS ARE MADE/BORN 3

ELECTIONS 4

STUDIES AND POLLS 5

MERGER AND STUFF 7

EFFECTS OF MERGER 9

SEPARATION 10

A NEW NATION 12

MORE GKS AND LKY LEADERSHIP STYLES 13

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TIMELINE

1948 Election 3 Seats won by SPP, 3 seats won by independents

1955 Rendel Constitution a. Reviewed Constitutionb. Local people’s greater

participation in the government

Recommended that Singapore should be given limited self-government

1955 Election LF won without majority vote, David Marshall became Chief Minister

1956 David Marshall steps down Unable to fulfill his goal of te Merdeka talks

1957 Lim Yew Hock Completes Merdeka talks (full self governance was given)

1959 Election PAP won 43/51 seats

27 May 1961 Tunku’s proposal for merger

1962 Cobbold Commission Set up by Malayan and British governments to find out if the people of Sabah and Sarawak want to join Malaysia. ⅔ of the people favoured merger. Malaysia would be formed on 31 August 1963.

Singapore: A part of Malaysia

1962 Singapore Referendum People voted for what kind of merger they wanted

1963 Singapore General Elections SAP lost all their seats while PAP won 37/51

1964 Malaysian Federal Elections Alliance won 89 seats, PAP won 1 seat (bangsar, K.L)

21 July 1964 Racial Riots Prophet Mohamad’s Birthday procession, July riots-23 dead, 454 injured

September Racial riots 13 died, 106 injured

PAP and Alliance agreement 1. Not to raise racial matters2. Not to challenge each

other politically for 2 years

Alliance called for a major reorganisation Beat PAP in 1967 SGE

PAP set up Malaysian Solidarity Convention Invited non-communal opposition parties from Sabah, Sarawak and MalaysiaCalled for “Malaysian Malaysia”, equality for all races

Independent Singapore

9 August 1965 Singapore separates from Malaysia

16 September 1965 Singapore joins UN

8 August 1967 Singapore co-founder of ASEAN

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LEADERSHIP STYLESAUTHORITARIAN PARTICIPATIVE DELEGATIVE

Only leader can feedback and make the decision

Leader makes final decision

Leader may input feedback but leader has responsibility for decision made.

Members have no say Members can input feedback

Members have full control

Army Government Product design

Effective in highly stressful situations

Statistically the most effective

Best for creative output

Albatross files 1979 Goh Report Project Magpie (Tay Eng Soon)

Graduate Mothers Scheme

PM Tony Tan>GCT Singapore River Clean-up

ARGUMENTS AS TO WHY LEADERS ARE MADE/BORN

● Made○ Experience○ Learn from role models○ Learning opportunities○ EQ can be learnt○ Learning from mistakes○ Advantaged background○ Expectations (Family, heritage)

● Born○ In the genes○ Physically stronger and more attractive○ Intellectually smarter (IQ cannot be taught)○ Ambitious character

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ELECTIONS

1948 1955 1959 1963 SGE 1964 MFE13 800 160 000 520 000 - -

6 legislative seats

Chief Minister

6 elected ministers

25 elected non-officials

Full self-government

- -

SPP LF, PAP, SPP LF, PAP SAP, PAP Alliance, PAP

3 Independent

3 SPP

LF without a majority vote

PAP won 43/51 seats

PAP won 37/51 seats

SPP lost all

PAP won 1 seat

- David Marshall became first CM

LYH became second CM

LKY became PM

YBI became Head of State

- -

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STUDIES AND POLLS

1955 1962 1962

Rendel Constitution Cobbold Commission Singapore Referendum

Review the constitution of Singapore

Find out if the people of Sabah and Sarawak wanted to join the Federation

Vote how Singapore would merge with Malaysia

- -A Autonomy of

labour + Own state flag

B Merge with one of the other 11 states

C Merge with the same conditions given to Sabah and sarawak

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Recommended 1:6:25

SG Health

Education

Trade and Industry

Housing

British Law

Internal Security

External Defence

External Affairs

Finance

Reported that 70% favoured merger

A was favoured at 71%

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MERGER AND STUFFSINGAPORE M Common

MarketMore trade Goods can be

bought and sold freely between the 2 countriesNo import and export tariffs

Increased trade

Bigger market for Singapore’s businesses

E Employment More jobsR Raw materials

from MalayaRubber

Tin

Palm oil

G Government Independence

MALAYA E The Red Enemy

Communists Malaya was strongly anti-communist

Believed that if they merged with SG they could prevent any communist uprising from there

R Singapore’s Revenue

To build Malaysia’s

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infrastructure

SINGAPORE MALAYSIA AGREED

COMMON MARKET

Suggested common market before merger

Common market would increase trade between Singapore and Malaya. Industries would group, creating more jobs.

Wanted common market after merger

Malaysian industries would face competition from Singapore factories and companies and Malaya wanted to protect her own companies

Set up the common market gradually

Singapore would hand over 40% of revenue in exchange for common market

CASH (Borneo loan)

Cannot afford to give M$50m as a gift as it was needed for own developments

Wanted Singapore to give M$50m as a gift to develop Sabah and Sarawak

Singapore to lend M$150m to be repaid in 15 years, with no interest being charged on the first M$100m. Singapore was to provide 50% of the labour needed to develop Sabah and Sarawak

CASH (Revenue from Singapore)

To collect own revenue and send the agreed sum of money each year to KL as taxes

To collect the revenue for Singapore and give what is needed back to run the state

Singapore would hand 40% of trade and tax revenue to Malaysia. Such a huge amount was required for the maintenance of the army

CONSTITUTION (Malay rights)

All citizens in Singapore enjoy equal rights

Wanted special privileges to be enjoyed by Malays in Singapore

Recognised special position of Malays as indiginous people of Singapore

Malays would be given free education up to university level (SG)

Help would be given to improve Malay economic and social position (SG)

CONSTITUTION(Seats in parliament)

Entitled to 24 seats in Malaysian Federal Parliament based on population while controlling labour and education policies

Wanted Singapore to adopt Malaya’s labour and education policies

Singapore given 15 seats in exchange for control of labour and education policies

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CITIZENSHIP Retain citizenship while becoming nationals of Malaya

SG could not vote in Malaysia’s Federal Elections

Malaya could not vote in Singapore's General Elections

Could take part in elections of both sides provided candidates are citizens respective territories

PAP BS

Supported the merger Opposed the mergerOrganised rallies and radio talks Organised labour strikes and

student demonstrationsBanners and poster Rallies

EFFECTS OF MERGER

BRUNEI INDONESIA BRUNEI

Unable to agree on economic terms

Believed Sabah and Sarawak was rightfully theirs

Believed Sabah was rightfully theirs

Didn’t merge in the end

Broke off diplomatic and trade relations in 1963

Launched Konfrontasi

Broke off ties with Malaysia

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SEPARATION1963 SGE Central government in Kuala

Lumpur made a public statement to reorganise the SAP to defeat PAP in the next Singapore General Elections

1964 MFE Alliance leaders were upset with the PAP

PAP represented a future threat to Malay political dominance in Malaysia

PAP might gain support of MalaysPAP broke its promise to not participate in MFE

Alliance started anti-PAP campaigns

Some UMNO leaders (Syed Ja’afar Albar) & the Utusan Melayu criticised the PAP for not looking after the Malays in Singapore

July Racial Riots Happened on Prophet Mohammed’s birthday

Resulted in a curfew

Goodwill committees set up

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September

Racial Riots Curfew imposed again

After this, PAP and Alliance agreed to not raise racial matter, or to challenge each other politically for 2 years

SAP called for a major reorganisation

Malaysian Solidarity Convention

“Malaysian Malaysia” campaign with 4 other opposition parties

Upset Alliance leaders

Seemed to question the special rights given to Malays in Malaysia

Some UMNO leaders called for the arrest of LKY

Creation of new taxes in Singapore

Discouraged people from setting up businesses there

Increase in revenue contribution

From 40% to 60%

Order to close the Bank of China

KL claimed the BOC was sending funds to communists fighting in the jungles of Malaysia

Singapore said that closing

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the bank would cause economic hardship for Singaporeans

Few Pioneer Certificates given to Singapore companies

Pioneer Certificates gives special privileges to new industries like tax breaks, low interest loans, etc.

Common market was never set up

Malaysia saw Singapore as an economic rival

A NEW NATIONSINGAPORE JOINS UN 16 September 1965

SINGAPORE CO-FOUNDING MEMBER OF ASEAN

8 August 1967

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MORE GKS AND LKY LEADERSHIP STYLESLee Kuan YewAuthoritarian

1962 Singapore Referendum

Lee Kuan Yew was extremely authoritative over merger of Singapore and Malaysia and only gave 3 options to the people of Singapore which all included merger with Malaya. He did not give the people any choice not to merge with Malaya.

Corporal punishment (caning)

One of Lee Kuan Yew’s abiding beliefs has been in the efficiency of corporal punishment in the form of caning. He never understood why western educationists were so much against corporal punishment.

Graduate Mothers Scheme (GMS)

Lee Kuan Yew believed in eugenics despite public backlash. He set up the Graduate Mothers scheme (GMS) and the Social development unit (SDU) and social development service (SDS) separately. This was to encourage socialising between graduated men and women. Tax rebates for schooling and housing priorities for graduate mothers with three or four children.

Participative

Next Prime Minister Lee Kuan Yew wanted Dr Tony Tan to take over the helm of his leadership when he stepped down as the PM, but he chose to consult his cabinet on who they wished to lead them as the second PM of Singapore.

Changi Airport Many experts and conversative reactions within the government against the construction of Changi Airport as they preferred Paya Lebar instead over cost and scale and feasibility to complete it. LKY

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made the final decision with the construction of Changi Airport after considering both sides and expert opinions.

Delegative Creation of Singapore Army

LKY left the building of the national army in the capable hands of Dr Goh Keng Swee and gave him full autonomy to create a defence force (like the National Service Amendment Bill) as he saw fit.

Construction of HDB LKY entrusted the construction and development of the HDB to Lim Kim San. In the first two year of Lim’s ‘crash’ programme, over 2000 units were built, more than what was built in the previous decade. By entrusting this project to a person known for his organizing and planning abilities, LKY was able to solve the large-scale housing problem at the time by simply stepping back and allowing someone more suitable to take the lead.

Goh Keng SweeAuthoritarian Albatross File Contains Goh Keng Swee’s

meeting with the Malaysian Deputy Prime Minister. GKS took the file to Lee Kuan Yew, and forced him to make the decision for Singapore’s separation from Malaysia, although he was hesitant. He refused to back down from his stand, assumed control of the matter, and continued to strongly make his arguments for separation which led to Lee Kuan Yew agreeing to the decision.

Permanent Residency

If a person wanted to obtain Permanent Residency in Singapore and deposited a million dollars or more with the government, they would be granted immediately this status. He simply ordered his secretary and Civil Service

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veteran Ngiam Tong Dow to give him a list of all applicants without having to write any analysis.Goh Keng Swee’s decision was to approve all the names that Ngiam sent. Even though he protested, Goh Keng Swee still went with his decision, even providing the explanation that once Singapore joined Malaysia, the Malaysian government would be immediately notified of the scheme, and they would definitely disapprove of everyoneBy being firm in his approach, Goh was able to take the most direct method to dealing with the Malay government’s attempts to complicate the matter

Participative Education The deputy prime minister GKS was tasked to lead a study team to investigate and identify the problems of the education system at that time and then come up with some suggestions for reform. They found out various problems in the system such as the high dropout rates, and introduced the streaming system in 1979 in which students can learn at their own pace and within their own capabilities.Through this we can see that GKS had a Democratic style of leadership as he not only let his team have a say in the report but also had the final decision in the writing of the report. As GKS did not have much experience on the first hand running of the education system, he opted to consult his team on what to do, making for a more balanced and informed decision.

Finance Upon appointment as chief of the Monetary Authority of Singapore, Dr Goh Keng Swee improved the

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investment authority of the MAS.He tasked a team from the Management Services of the Finance Industry to investigate and focus on how that can be accomplished. Eventually the group reported that MAS should focus on developing Singapore as a finance centre and investing the reserves.This showed Dr Goh Keng Swee’s participative leadership as he had the main idea and plan, but still made the final decision.

Delegative Electronic warfare group

In 1971, Goh put together the Electronic Warfare Study Group.He hand-picked three newly graduated engineers to study Electronic Warfare (EW), who were in charge of developing defence technologies for Singapore. Dr. Tay Eng Soon, then a university lecturer, was put in charge of Project Magpie, a secret project to develop Singapore’s defence technology capabilities. Goh Keng Swee’s subordinates were allowed to make their own decisions and he did not have the final say over decisions made by them. He only gave feedback when they asked him questions and did not make any decisions for them.

Code of Conduct

GKS wanted a code of conduct to give the army a sense of purpose and spur them on to fight. He entrusted Father Terrence J. Sheridan, who was experienced in influencing, drafted out the code with input from other staff officers in the army, and so he drafted the code as he saw fit. Dr Goh did not make the final decision in the end but left everything up to the

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priest. Father J. Sheridan was much more experienced and well-versed in that area than he was and therefore gave him the authority to make the final decision believing that it would be more informed than if he were to make it. It was also without much input as well as little to no supervision on his part. However, as the minister of defence, he still claimed responsibility for all effects of the code of conduct.

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