country: malaysia formal education: phd (econdev), upm mba, um bba, ukm dbs, itm
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Country: MalaysiaFormal Education:
PhD (EconDev), UPMMBA, UMBBA, UKMDBS, ITMDip In Training of Trainers, Italy
Working Experience:Financial Executive Human Resource Executive Socio-economic
ExecutiveLecturer
Other: Researcher
04/20/23Melatih, Membimbing Kearah Kecemerlangan 4
http://www.mkm.edu.my
Telefon: 603 - 7964 9000
Fax: 603 – 7957 0434
103, Jalan TemplerPeti Surat 6046700, Petaling
Jaya, Selangor.
04/20/23Melatih, Membimbing Kearah Kecemerlangan 5
04/20/23 6
Introduced in 1922 by British colonialAim of establishment
To uplift the socio-economic status of the people
To protect rural peasants from exploitation, indigenous credit sources
To reduce indebtedness among government servants
8
Co-operatives Movement in Malaysia as at Disember 2009
No. of Co-ops - 7,215 Shares/subscription - USD2.56 billion Total Membership - 6.78 million
people Total Asset - USD18.57
billion Sales/Turnover - USD2.55 billion
STATISTIC
Cluster
Co-operative Surplus
Numbers %Total
(RM-Billion)%
Large co-op 159 2.2 7.4 83.1
Medium size co-op
361 5.0 0.8 9.0
Small co-op 716 10.0 0.4 4.5
Micro co-op 5,979 82.8 0.3 3.4
Total 7,215 100 8.9 100
TO IDENTIFY AREAS OF TRAINING TO FACILITATE THE
DEVELOPMENT OF HUMAN CAPITAL IN
COOPERATIVES
RESEARCH QUESTIONS
WHAT IS THE LEVEL OF COMPETENCY FOR BOARD MEMBERS AND MANAGERS?
IS THERE ANY “COMPETENCY GAP” AMONG THEM?
Pascale & Athos, 1981; Peters & Waterman, 1982.McKinsey 7S framework The basic premise of the model is that there
are seven internal aspects of an organization that need to be aligned if it is to be successful. These seven variables are structure, strategy, systems, skills, style, staffs and shared values in which these factors determine of how a corporate is organized and operated.
METHODOLOGYRESPONDENTS: BOARD MEMBERS, MANAGERS,
INTERNAL AUDIT COMMITEES, WORKING COMMITEES AND STAFFS OF COOPERATIVE
COOPERATIVES’ CLUSTER:
SUCCESSFUL : TOP 122 / 150 COOPS BIG SIZE : TURNOVER ABOVE RM 5MILLION (USD
1.3MILLION)MEDIUM SIZE : TURNOVER RM1-5MILLION (USD 0.26-
1.3MILLION)SMALL SIZE : TURNOVER LESS THAN RM 1MILLION
RESPONDENTSSUCCESSFUL COOPERATIVES:
POST BIG MEDIUM SMALL TOTAL
BOARD 37 32 86 155MANAGERS 42 33 40 115INTERNAL AUDITORS
34 28 37 99
GENERAL STAFFS
52 48 54 154
WORKING COMMITTEES
40 34 38 112
TOTAL 205 175 255 635
RESPONDENTSCLUSTERS
POST BIG MEDIUM SMALL TOTAL
BOARD 71 138 429 638MANAGERS 72 91 322 485INTERNAL AUDITORS
71 131 289 491
GENERAL STAFFS
64 106 379 549
WORKING COMMITTEES
70 111 429 610
TOTAL 348 577 1848 2773
LEVEL OF COMPETENCY GAP
% RESPONDENTS
CATEGORY LEVEL
70% AND ABOVE STAGE 4 VERY CRITICAL
40-69% STAGE 3 CRITICAL
11-39% STAGE 2 MODERATE
10% AND BELOW STAGE 1 NOT CRITICAL
RESPONDENTS’ PROFILE: AGE, GENDER, EDUCATIONAGE: MEAN AGE OF BOARD MEMBERS = 46 YRS OLD
55% BOARD MEMBERS 30% OF MANAGERS IN THE AGE 36-45 YRS OLD
GENDER:MALE: 80% BOARD MEMBERS
60% MANAGERS
EDUCATION: 51% BOARD WITH MALAYSIA CERTIFICATE OF
EDUCATION (MCE)30% BOARD WITH DIPLOMA AND ABOVE50% MANAGER WITH MCE30% MANAGERS WITH DIPLOMA AND ABOVE
YEARS OF EXPERIENCE 5 YEARS AND BELOW
6-10 YEARS
ABOVE 10 YEARS
SUCCESSFUL COOPERATIVES
BOARD 31% 36% 30%
MANAGERS 36% 21% 42%BIG COOPERATIVES
BOARD 46% 27% 27%MANAGERS 38% 42% 21%
MEDIUM COOPERATIVES
BOARD 34% 27% 39%MANAGERS 29% 24% 47%
SMALL COOPERATIVES
BOARD 53% 21% 26%MANAGERS 38% 21% 42%
NO.OF COURSES
SUCCESSFUL COOPERATIVES
BIG SIZE COOPERATIVES
MEDIUM SIZE COOPERATIVES
SMALL SIZE COOPERATIVES
BOARD MEMBE
R
MANAGERS BOARD MEMBE
R
MANAGERS BOARD MEMBE
R
MANAGERS BOARD MEMBE
R
MANAGERS
MORE THAN 3TIMES
20% 13% 23% 6% 10% 14% 7% 8%
1-3 TIMES
68% 74% 66% 64% 67% 53% 67% 64%
NIL 10% 12% 11% 31% 23% 32% 26% 28%
SUCCESSFUL ELEMENTS
SUCCESSFUL COOPERATIVES
BIG SIZE COOPERATIVES
MEDIUM SIZE COOPERATIVES
SMALL SIZE COOPERATIVES
STRATEGY VERY GOOD WEAK WEAK WEAK
STYLE VERY GOOD GOOD GOOD GOOD
SHARED VALUES
VERY GOOD WEAK GOOD WEAK
SYSTEM VERY GOOD WEAK WEAK WEAK
STAFF GOOD GOOD GOOD WEAK
SKILL GOOD WEAK WEAK WEAK
CORE COMPETENCY
% BOARD MEMBERS
BIG SIZE MEDIUM SMALL OVERALL SCORE
LEADERSHIP 79.2 42.4 72.1 64.7
COMMUNICATION
83.1 72.1 76.3 77.2
ADM & MGNT 78.6 39.8 68.6 62.3
HR MGNT 75.6 61.1 66.7 67.9
FINANCIAL MGNT
77.0 34.1 67.2 59.4
SALES&MARKETG
77.0 73.9 75.7 75.6
TEAM WORK 79.8 65.0 75.0 73.3
PERSONAL DEVLP
73.7 27.2 63.9 54.9
CORPORATE GOV
73.3 41.9 66.1 60.4
BEHAVIORAL 71.5 46.2 62.0 59.9
CORE COMPETENCY % COOPERATIVE CHAIRMAN
BIG SIZE MEDIUM SMALL OVERALL SCORE
LEADERSHIP 55.0 39.2 46.4 47.1
% COOPERATIVE SECRETARY
COMUNICATION 59.6 44.4 52.75 52.3
ADM & MGNT 58.55 33.3 45.55 45.8
CORPORATE GOV
50.0 34.5 46.4 43.6
% COOPERATIVE TREASURER
FIN MGNT 53.3 26.6 47.6 42.6
BEHAVIORAL 69.9 39.6 65.3 57.9
CORE COMPETENCY
% MANAGERS
BIG SIZE MEDIUM SMALL OVERALL SCORE
LEADERSHIP 9.6 5.7 7.0 7.4
COMUNICATION 53.2 34.8 41.6 43.2
ADM & MGNT 45.9 32.2 38.5 38.9
ICT 32.4 15.3 27.3 25.0
HR MGNT 55.4 34.6 38.6 42.9
FIN MGNT 40.0 27.6 36.7 34.8
SALES% MRKT 48.8 39.3 44.5 44.2
TEAM WORK 51.0 32.3 38.2 40.5
PERSONAL DEVLP
46.4 34.9 35.8 39.0
CORPORATE GOV
54.7 32.8 37.8 41.8
BEHAVIORAL 46.8 22.1 31.6 33.5
Housing Services
Manufacturing
Transportation
Consumer Plantation
Constructions
Finance
Project Management
Finance & Accounts
Investment
Audit
Staff Management
Customer Service
Personnel Affairs Management
Marketing
Administrative & Secretarial
Work Management
Business Management
Knowledge Management
Leadership & Organizational Management
Cooperative Governance
Personal Development
Cooperative values
Competency imbedded in roles that lead, manage, direct, and influence change within the organization. This body of knowledge is very important as a benchmarked to improve manpower performance in future.
Success in training is necessary to reduce a perceived gap between the needs of the cooperative and the competencies
The quality contribution from a skilled cooperative is considered to provide an indication of the success of the cooperative educational and training institutions.
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