Definition:

1. Strategic decisions are the decisions that are

concerned with whole environment in which the
organization operates, the entire resources and the
people who form the organization and the interface
between the two.

2. Chosen alternative that affects key factors which

determine the success of an organization's strategy.
In comparison, a tactical decision affects the day-to-
day implementation of steps required to reach the
goals of a strategy.
• Strategic decisions have major resource propositions for an organization. These
decisions may be concerned with acquiring new resources, organizing others or
reallocating others.
• Strategic decisions deal with accommodating organizational resource capabilities with
the threats and opportunities.
• Strategic decisions deal with the range of organizational activities. It is all about what
they want the organization to be like and to be about.
• Strategic decisions involve a change of major kind since an organization operates in
ever-changing environment.
• Strategic decisions are complex in nature.
• Strategic decisions are at the top most level, are uncertain as they deal with the
future, and involve a lot of risk.
• Strategic decisions are different from administrative and operational decisions.
Administrative decisions are routine decisions which help or rather facilitate strategic
decisions or operational decisions. Operational decisions are technical decisions
which help execution of strategic decisions. To reduce cost is a strategic decision
which is achieved through operational decision of reducing the number of employees
and how we carry out these reductions will be administrative decision.
 STRATEGIC DECISIONS IN MINISTRY OF
FOREIGN AFFAIRS
Strategic decisions are based on the strategic objectives outlined by the
Ministry which is:-

1.STRENGTHENING 2.STRENGTHENING
3.STRENGTHENING
BILATERAL MULTILATERAL
ASEAN
DIPLOMACY DIPLOMACY

4.PROVIDING 5. PROMOTING
EFFECTIVE AND MALAYSIA AND 6. STRENGTHENING
EFFICIENT SERVICES DISSEMINATING THE INSTITUTION AND
TO THE MINISTRY’S INFORMATION IMPROVING HUMAN
STAKEHOLDERS AND THROUGH PUBLIC CAPITAL
CLIENTS DIPLOMACY
 1.STRENGTHENING BILATERAL
DIPLOMACY
1. Promote and project national ethos and image.
2. Promote Malaysia’s political, economic and strategic
interests through a concrete and coherent plan of action.
 2. STRENGTHENING MULTILATERAL
DIPLOMACY
1. Increase Malaysia’s international profile and cultivate
Malaysia’s image in the multilateral system
2. Contribute to strengthening the multilateral system.
3. Further economic and development interests vis-à-vis the
United Nations (UN) Agencies, regional and international
bodies.
 3. STRENGTHENING ASEAN
1. Strengthen ASEAN Centrality
2. Ensure a ‘People-Centred ASEAN’ remains a fundamental
element of ASEAN.
3. Consolidate community building process in line with
‘ASEAN 2025: Forging Ahead Together’.
4. Narrow the development gap between and within ASEAN
Member States.
5. Further promote ASEAN Connectivity in its three
dimensions, i.e. physical, institutional and people-to-people
connectivity.
6. Support the deepening of ASEAN’s engagement with its
 4.PROVIDING EFFECTIVE AND EFFICIENT
SERVICES TO THE MINISTRY’S
STAKEHOLDERS AND CLIENTS
Protocol Matters:
1. Ensure efficient services related to privileges and immunities to the
accredited foreign missions and International Organisations in
Malaysia.
2. Provide efficient and effective protocol services.
Consular Matters:
1. Provide efficient consular services.
Institute of Diplomacy and Foreign Relations (IDFR)
1. Become a Centre of Excellence and think tank that will produce
Subject-Matter-Experts (SME) in diplomacy and international
relations.
Southeast Asia Regional Centre for Counter-Terrorism (SEARCCT)
1. Enhance SEARCCT’s role as the regional centre in capacity building
and research on counter-terrorism
 5. PROMOTING MALAYSIA AND
DISSEMINATING INFORMATION THROUGH
PUBLIC DIPLOMACY
1.Enhance public understanding of Malaysia’s foreign
policy.
2.Create greater awareness of the Ministry’s role and
functions.
3.Enhance Malaysia’s image abroad.
4.Improve media skills among officers of the Ministry.
5.Forge closer links with Malaysian diaspora.
6.Strengthen links with core groups.
6. STRENGTHENING THE INSTITUTION
AND IMPROVING HUMAN CAPITAL
1. Review and restructure the Ministry’s organisation based
on current and future priorities, needs and environment.
2. Rationalise the Ministry’s functions abroad.
3. Strengthen human resource management in order to
recruit, train, develop, and retain its human resource.
4. Leverage on Information and Communications Technology
(ICT) to better serve stakeholders and improve service
delivery.
5. Foster an innovation ecosystem in the Ministry.
6. Strengthen the Ministry’s delivery system.
7. Implement strategic development projects
 CONCLUSION
The period 2016 – 2020 is crucial for the Ministry of Foreign Affairs in playing its task in the final
leg of the nation’s drive to achieve the next stage of its development, working together with other
Malaysian government agencies. Through the implementation of the Plan of Action in the
Ministry’s Strategic Plan as the blueprint, together with the Ministry’s Transformation Plan, Wisma
Putra will build on the foundation of its external relations and continue to promote, protect and
project Malaysia’s interests abroad through the conduct of proactive diplomacy.

As Malaysia moves towards becoming an advanced economy and inclusive nation, the
performance of its foreign service has to be of the highest standard confirming Malaysia’s
aspirations to be ‘an international voice of reason’ beyond 2020. In moving forward, the Ministry
will continue to formulate policies that are pragmatic and responsive in meeting the ever-
increasing and everchanging demands of the global environment on Malaysia and the
international community as a whole.