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.