Download - Azuddin Jud Ismail - Towards a Better Management of MoE via KM in 1Malaysia Creative Economy 1
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BAHAGIAN PENGURUSANSEKOLAH HARIAN - BPSH------------------------------------------------------------------------------------------------------------------------------------------
SEMINAR KEPIMPINAN &PENGURUSAN STRATEGIK
Azuddin Jud Bin Haji Ismail, Azuddin Jud Bin Haji Ismail, BCMBCM
2323rdrd June 2009 June 2009
KEMENTERIAN PELAJARAN MALAYSIA
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MoE STRATEGIC LEADERSHIPBEST PRACTICES OF LEARNING
ORGANIZATIONIN THE CONTEXT OF
KNOWLEDGE MANAGEMENT------------------------------------------------------------------------------------------------------------------------------------------
When Will I Know Everything?
Azuddin Jud Bin Haji Ismail, Azuddin Jud Bin Haji Ismail, BCMBCM
2323rdrd June 2009 June 2009
ASALAMUALAIKUM WBT GREETINGS AND SALUTATION
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DUNIA ITU SUATU KEBUN, PAGARNYA WANGSA NEGARA.NEGARA ITU SEBUAH KEKUASAAN,
YANG HIDUP DENGAN KEKUASAAN ITU,ATURAN YANG TETAP (SUNNAH).
ATURAN YANG TETAP ITU IALAH POLITIK (SIASAH)YANG DIJALANKAN OLEH RAJA (PEMERINTAH)
RAJA ITU PERATURAN YANG DISOKONG OLEH ANGGOTA KERAJAANANGGOTA KERAJAAN ITU DI TANGGUNG OLEH HARTA.
HARTA ITU REZEKI YANG DIKUMPULKAN OLEH RAKYAT.
RAKYAT ITU BUDAK BUDAK YANG DIPELIHARA OLEH KEADILANKEADILAN ITU YANG DISUKAI OELH DUNIA.
DENGAN KEADILAN ITU TEGAKLAH DUNIA, DUNIA ITU SUATU KEBUN…
BAGHDAD - IRAQ 800 A.D
MUQADDIMAHMUQADDIMAH
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Key Accomplishments Key Accomplishments Progress & LeadershipProgress & LeadershipDo it FAST, Do it RIGHT, Do it CHEAP , Do it NOW!! – Pick
twoAzuddin Jud Ismail
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MALAYSIA K-BASED ECONOMY MASTER PLAN
Developing humancapital
InstitutionalSupport
Developing necessaryinfrastructure and
Info-structure facilities
Increase capacityfor the acquisition andapplication of science
and technology
Networking withprivate sector
DevelopKnowledge-based
Civil service
Bridging the knowledge anddigital divides
K-based K-based EconomyEconomyMaster Master
PlanPlan
MURPHY’S LAW – IF THERE ARE 2 OR MORE WAYS TO DO SOMETHING, AND ONE OF THOSE CAN RESULT IN CATASTROPHE, THEN SOMEONE WILL DO IT.
Edward A. Murphy Jr.
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K-based Economy Master Plan - (Goal and Target)K-based Economy Master Plan - (Goal and Target)
Develop a world-class knowledge based public service.
Skilled, knowledgeable, efficient and competent
Proactive and responsive to the needs of the ‘Rakyat’
More open and accountable
Fully adopt and leverages upon ICT to enhance its efficiency and productivity
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AGE 5-92.79mil
TOTAL MALAYSIAN POPULATION 27.94 MILLIONS
AGE 10-142.62mil
AGE 15-244.81mil
ABOVE 25 – 14.72 MILLIONS
THE COURAGEOUS PARTICIPANTS
THE CATALYTICSPECTATORS
Source : Year Book Of Statistics 2008
Total10.22mil
=
THE BREAKDOWN
POTENTIAL TARGET POPULATION
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Psychographics
Youths are the future leaders of the country. They can bring fame or shame.
They like to experiment. Things that are “IN” excite them. Habits and opinions formed in youths have a
major impact on what they want to do.Millions of $’s have been spent by the
government and corporations trying to reach out to them.
THE YOUTH IN MALAYSIATHE YOUTH IN MALAYSIA
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YOUTHS : THE “IN” ITEMSYOUTHS : THE “IN” ITEMS
1. Mobile Phones 91%
2. Watching VCD/DVD/Video 90%
3. Surfing The Internet 88%
4. Laptops / Notebooks 79%
5. Coffee Clubs / Cafes 79%
6. Going To Cinema 72%
7. Tinted Sunglasses 71%
8. WAP 69%
9. Soccer 68%
10. Modifying Cars 68%
Soccer is the ONLY “IN”
sport
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AZUDDIN JUD HJ ISMAIL
1010
PUTRAJAYA
MEDIA
BRANDING
STRATEGY
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GOODNESSGOODNESS
PEOPLE CANNOT REMAINSPEOPLE CANNOT REMAINS GOODGOOD
UNLESSUNLESSGOOD IS EXPECTEDGOOD IS EXPECTED
OF THEMOF THEM
WISDOMWISDOM
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GOD GIVES USGOD GIVES USTHE ABILITYTHE ABILITY
TO THINK TO THINK & &
TO REASONTO REASON
THE GIFTTHE GIFT
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PROSES MENIMBA ILMU ITU MELIBATKAN :- 1. Guru – Master Hormat
2. Murid – Apprentice Keakuan
3. Qadar – Duration Berhemah & Tertib
4. Mahar – Values / Fees Nilai & Darjah
5. Azam – Determination Adat & Pengorbanan
6. Tempat – Place Disiplin & Peraturan
Al Hairzumi – Pemikir Asia
PRINCIPLES OF KNOWLEDGE
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PEMAHAMAN DALAM KONTEKS :-PEMAHAMAN DALAM KONTEKS :-
ILMU - ?%$^!@&*(+<ILMU - ?%$^!@&*(+<
PENGETAHUAN - ?{%:; PENGETAHUAN - ?{%:;
PELAJARAN - >?:X*&%PELAJARAN - >?:X*&%
PENDIDIKAN - &*%^$PENDIDIKAN - &*%^$
INTELLIGENT - ;&*%#INTELLIGENT - ;&*%#
LINGO OF KNOWLEDGE
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Kura-Kura Dalam Perahu, Pura-Pura Tak Tahu
Buah cempedak diluar pagar,
Ambil galah tolong jolokan
Saya budak baru belajar
Kalau salah tolong tunjukan
Sorong papan tarik papan
Buah keranji dalam perahu
Suruh makan dia makan
Suruh mengaji dia tak mahu
ADAT BUDAYA ILMU DI TANAH MELAYU
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PERBIDALAN ILMUPERBIDALAN ILMU
SI TOLOL MAINAN SI SI TOLOL MAINAN SI CERDIKCERDIK
SI TIDUR MAINAN SI JAGASI TIDUR MAINAN SI JAGA
SI LAPAR MAINAN SI SI LAPAR MAINAN SI KENYANGKENYANG
WISDOM
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WISDOMWISDOM
PERBIDALAN ILMUPERBIDALAN ILMUGIVE A MAN A FISH, YOU WILL GIVE A MAN A FISH, YOU WILL
MAKE HIM FULL FOR A DAY.MAKE HIM FULL FOR A DAY.
TEACH HIM HOW TO FISH, HE WILL TEACH HIM HOW TO FISH, HE WILL BE FULL FOR THE REST OF HIS LIFEBE FULL FOR THE REST OF HIS LIFE
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PANTUN WARISANPANTUN WARISANKE HUTAN SAMA MEMBURUKE HUTAN SAMA MEMBURU
DAPAT KIJANG RUSA & LANDAKDAPAT KIJANG RUSA & LANDAKORANG MELAPAH AWAN ORANG MELAPAH AWAN
MERENGITMERENGITKE SEKOLAH SAMA BERGURUKE SEKOLAH SAMA BERGURUORANG BELAJAR AWAK TIDAKORANG BELAJAR AWAK TIDAK
AKHIRNYA HUJAN BALIK KE AKHIRNYA HUJAN BALIK KE LANGITLANGIT
NEGARAWAN TUN Dr. SYED NASIR ISMAILNEGARAWAN TUN Dr. SYED NASIR ISMAIL
WISDOM
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KNOWLEDKNOWLEDGEGE
BOOKSBOOKS
PULPAPULPA
EARTHEARTH
IRON MILLIRON MILL
CARSCARS
$$ Buys$$ Buys
JOB Makes $JOB Makes $
Required ByRequired ByUniversityUniversity
SeminarsSeminars
Interactive Interactive & Fun & Fun
OftenOftenContagiousContagious
A Complex Thought NETWORK
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AQAL – BRAINFIKIRAN – THINKINGHATI / QALBU – DESIREILMU – KNOWLDEGEPENGETAHUAN – TACIT & EXPLICIT
DOA TERANG HATI ATAU DOA BAIK QALBU?DOA TERANG HATI ATAU DOA BAIK QALBU?
MINDA
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MALASMALAS – – TEORI NEWTONTEORI NEWTONKENAL KENAL – – RECOGNISERECOGNISETAWANTAWAN – – CONQUERCONQUERINGATINGAT – – REMEMBERREMEMBERBAHASABAHASA – – LINGOLINGOBANDING/KAITBANDING/KAIT - - COMPARE / RELATESCOMPARE / RELATESRANGSANGRANGSANG - - STIMULTE / SUASANASTIMULTE / SUASANA
TEKNIK, PETUA, LATIHAN & DOATEKNIK, PETUA, LATIHAN & DOA
SIFAT AQAL
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CARA-CARA MENJAGA AQALCARA-CARA MENJAGA AQAL
HATI / IMANHATI / IMAN – MENGAWAL AQAL– MENGAWAL AQALPEMAKANANPEMAKANAN – MENJAGA OTAK– MENJAGA OTAKLATIHAN LATIHAN – QUALITY / SIFAT– QUALITY / SIFATAKHLAQAKHLAQ – APPLIED– APPLIED
5 COLOURS FOR VEGE5 COLOURS FOR VEGE (PEMAKANAN)(PEMAKANAN)
PURPLEPURPLEYELLOWYELLOWWHITEWHITEGREENGREENORANGEORANGE
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Thinking HierarchyThinking Hierarchy Knowledge & Thinking Knowledge & Thinking DevelopmentDevelopment
Memory .1Memory .1Translation .2Translation .2Application .3Application .3
Analysis .4Analysis .4Synthesis .5Synthesis .5
Evaluation .6Evaluation .6
6. Evaluation6. Evaluation5. Synthesis5. Synthesis4. Analysis4. Analysis3. Application3. Application2. Understanding2. Understanding1. Knowledge1. Knowledge
PROCESS OF THINKING
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Assumptions
Theories aboutThe world
Emosi
Kognitif
PemikiranKreatif
PemikiranKritis
PemikiranRasional
PemikiranSaintifik
PemikiranLogik
PemikiranDivergen
PemikiranAnalytikal
PemikiranReflektif
Pemikiran Saintifik:Pengetahuan yang bersifat saintifik memerlukan pegawai berfikir secara objektif menggunakan fakta, bukti dan hujah yang relevan dan signifikan tentang perkara yang dibincangkan.
Pemikiran Logikal:Penerangan dan penjelasan yang diberikan menunjukkan ianya logik, boleh dipercayai & tidak menimbulkan keraguan.
Pemikiran Rasional:Pemikiran rasional ialah pemikiran yang betul dan waras, iaitu pemikiran yang bebas daripada dipengaruhi emosi, prejudis, palsu, berat sebelah dan bersifat bias.
JENIS-JENIS PEMIKIRAN
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Assumptions
Theories aboutThe world
Emosi
Kognitif
PemikiranKreatif
PemikiranKritis
PemikiranRasional
PemikiranSaintifik
PemikiranLogik
PemikiranDivergen
PemikiranAnalytikal
PemikiranReflektif
Pemikiran Kritis:Halangan kepada perubahan ialah pemikiran yang tidak kreatif dan tidak terbuka untuk menerima perubahan. Kreativiti melibatkan potensi intelektual yang tinggi, keupayaan menggunakan daya imaginasi, kekuatan mental bagi mengkonseptualisasikan sesuatu idea.
Pemikiran Reflektif:Reflektif bermaksud pantauan pegawai yang ditunjukkan melalui kebolehan, kecekapan dan kemahiran pemikiran selepas sesuatu pengalaman atau sesi latihan didedahkan kepada peserta.
JENIS-JENIS PEMIKIRAN
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Assumptions
Theories aboutThe world
Emosi
Kognitif
PemikiranKreatif
PemikiranKritis
PemikiranRasional
PemikiranSaintifik
PemikiranLogik
PemikiranDivergen
PemikiranAnalytikal
PemikiranReflektif
Pemikiran Analitikal:Proses berfikir seperti menganalisisi, membuktikan hipotesis, membuat generalisasi dan infrens antara ciri-ciri penting pemikiran analitikal yang perlu dikembangmajukan.
Pemikiran Divergen:Pemikiran divergen menyebabkan wujudnya perbezaan pendapat, idea dan perbezaan cara berfikir di kalangan individu.
JENIS-JENIS PEMIKIRAN
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Bangau Oh Bangau , Kenapa Engkau Kurus ?
Macam Mana Aku Tak Kurus , Ikan Tak Mahu Timbul
Ikan Oh Ikan, Kenapa Tak Mahu Timbul ?
Macam Mana Aku Nak Timbul , Rumput Panjang Sangat
Rumput Oh Rumput , Kenapa Panjang Sangat ?
Macam Mana Aku Tak Panjang , Kerbau Tak Makan Aku
Kerbau Oh Kerbau , Kenapa Tak Makan Rumput ?
Macam Mana Aku Nak Makan , Perut Aku Sakit
Perut Oh Perut , Kenapa Engkau Sakit ?
Macam Mana Aku Tak Sakit , Makan Nasi Mentah
Nasi Oh Nasi , Kenapa Engkau Mentah ?
……………………………………..
Katak Oh Katak , Kenapa Panggil Hujan ?
BUDAYA ‘REASONING’
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HESOID - GREECE POET 800 B.CGOD CREATED “EACH ANIMAL WITH TALENT”
PREDATOR – FAST & AGILITY
FISH – MULTIPLY ENDLESSLY
MAN HOMO SAPIEN – WITH FIRE
FIRE TO METAL AND TOOLS
WHEELS TO TRAVEL
TECHNOLOGY FOR MASS PRODUCTION
HOMO FABER & HOMO PICTOR - IMAGINE & FABRICATING------------------------------------------------------------------------------------------------------------------------------------------------------------------------
THEN CAME THE QURAAN,
THEN CAME THE SCHOOLS,
THEN CAME THE LEADERS AND
THEN CAME THE RULES
TRANSFORMATION
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PEOPLE PEOPLE INTERACTINTERACTPROCESS PROCESS ADAPTADAPTORGANIZATION ORGANIZATION CULTURECULTURETOOLSTOOLS TECHNOLOGYTECHNOLOGYKNOWLEDGEKNOWLEDGE VALUEDVALUEDINTELLEGENCEINTELLEGENCE CAPITALCAPITALWISDOMWISDOM INHERITANCEINHERITANCE
THE SOCIO-CULTURE OF INFORMATIONTHE SOCIO-CULTURE OF INFORMATION
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Law of Nature
OBJECT AT REST STAY AT RESTOBJECT IN MOTION STAY IN MOTION
UNTIL…
FORCE = MASS X ACCELERATION
( Newton’s Second Law of Motion)
YOURSELF
INTERNAL
KNOWLEDGE
Environment
EXTERNAL
BOSS
THE POWERTHE POWERMURPHY’S LAW – If there are 2 or more ways to do something, and one of those can result in catastrophe, then someone
will do it.Edward A.Murphy Jr
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SIFAT AQALSIFAT AQAL
MALASMALAS – TEORI NEWTON– TEORI NEWTONKENAL KENAL – RECOGNISE– RECOGNISETAWANTAWAN – CONQUER– CONQUERINGATINGAT – REMEMBER– REMEMBERBAHASABAHASA – LINGO– LINGOBANDING/KAITBANDING/KAIT - COMPARE / RELATES- COMPARE / RELATESRANGSANGRANGSANG - STIMULTE / SUASANA- STIMULTE / SUASANA
TEKNIK, PETUA, LATIHAN & DOATEKNIK, PETUA, LATIHAN & DOA
SIFAT AQALSIFAT AQAL
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RENUNGAN
“A THOROUGH KNOWLEDGE OF THE ELEMENTSTAKES US MORE THAN
HALF THE ROAD TO MASTERSHIP”ARON NIMZOWITSCH
INTERNATIONAL CHESS GRANDMASTER
Malaysia Has So Many PhD Holders ,
Do We Have Any Chess GrandMaster?
Why INDIA, SINGAPORE, INDONESIA ?
RENUNGAN BERSAMARENUNGAN BERSAMA
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ATTRIBUTE
TYPE
Make It Happen YES YES YES
Help It Happen YES ? ?
Do It Happen NO YES YES
Let It Happen NO NO YES
Do Not Know What Is Happening NO NO NO
Competency Willingness Confidence
Jenis Manusia Kearah KemajuanJenis Manusia Kearah KemajuanJENIS MANUSIA KEARAH KEMAJUANJENIS MANUSIA KEARAH KEMAJUAN
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KOMPETENSI – Layak – Minat - Lantik
TAHU DENGAN SENDIRINYA BERKOMPETENSI AKTIF
TAHU APA YANG DIKETAHUI BERPENGETAHUANLEARN &
RE-LEARN
TAHU APA YANG TAK TAHU BERUSAHA UNTUK BERILMU LEARN
TAK TAHU APA YANG DIKETAHUI GAGAL DALAM MENGUASAI ILMU RE-LEARN
TAK TAHU APA YANG TAK TAHU BERKEMUNGKINAN SEGALANYAREFUSE TO
LEARN
PENILAIANKITARAN
ILMUJENIS BERPENGETAHUAN
KOMPETENSI : LAYAK – MINAT – LANTIKKOMPETENSI : LAYAK – MINAT – LANTIK
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WISDOMWISDOM
““Ain Lam Mim”Ain Lam Mim”ALAMALAM
ILMUILMUAMILAMIL ALIMALIM
UNLESSUNLESSAMALAMAL
AZUDDIN JUD HAJI ISMAIL
WISDOMWISDOM
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WISDOMWISDOM
HARLAND SANDERS 1890-1980
“YOU’VE GOT TO LIKE YOUR WORK.YOU’VE GOT TO LIKE WHAT YOU ARE DOING.
YOU’VE GOT TO BE DOING SOMETHING WORTHWHILE SO YOU CAN LIKE IT.
BECAUSE IF IT’S WORTHWHILE, THAT MAKES A DIFFERENCE, DON’T YOU SEE!”
FOUNDER OF KENTUCKY FRIED CHICKEN, aka COLONEL SANDERSSTARTED THE FIRST KFC FRANCHISE IN SALT LAKE CITY UTAH, USA
WISDOMWISDOM
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InformationInformationDecision RightsDecision Rights
MotivatorsMotivators StructureStructure
FOUR ELEMENTS of ORGANIZATION DNAFOUR ELEMENTS of ORGANIZATION DNA
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PARADIGM SHIFT
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WISDOMWISDOM
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WISDOMWISDOM
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WISDOMWISDOM
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Habits
7 HABITS of PROFESSIONALISM & 7 HABITS of PROFESSIONALISM & PERFECTIONPERFECTION
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Important But Not URGENT
Important &
URGENT
URGENT But Not Important
Not Important
& Not URGENT
1 2
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11STST THING FIRST THING FIRST
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Schools & AdministratorRelationship
The Operations & Management Relationship
Internal Communication – Intra [Office & Schools]
Exterior Communication
2. THE POWER OF COMMUNICATIONS2. THE POWER OF COMMUNICATIONS
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o Do Things Not Asked For
o Do More!
o Create Trust
3. BE PRO-ACTIVE3. BE PRO-ACTIVE
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1st Impression
Non-Verbal
You….The Ambassador!
You Can Only Feel As Good As You Look
4. PHYSIOLOGICAL4. PHYSIOLOGICAL
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What you see in others is your own reflection
Positive Vibes
Art of Greeting People
Be At Peace With The World And Yourself
5. MIRROR, MIRROR ON THE WALL5. MIRROR, MIRROR ON THE WALL
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KFC Story
Create a Habit &That Habit Will Take Care Of You
6. THE HABITS6. THE HABITS
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• Do What You Are Supposed to Do Whether You Like It or Not!
• You Are Today What You Did Yesterday!
• Who You’ll Be Tomorrow Depends On What You Do Today!
7. JUST DO IT7. JUST DO IT
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Managing Changes In Learning Organization – Today !!!
Things are changing “status quo” management won’t work.
Major challenges :-1. How do you hang on to your good people?2. How do you keep morale from dropping?3. How do you get the results higher management
expects of your work group?
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Managing Changes in Learning Organization – Today !!!
The odds are you will be expected to get more done, maybe with fewer resources, in a shorter period of time
Is it Fair ??? 1. Productivity get hammered from all corners..2. Your people may be upset, confused or
demoralized…but still you are responsible to produce “good” results
3. You have to protect the “bottom line” …
Here is the opportunity to become a “Hero”
Managing Changes In Learning Organization – Today !!!
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Rules # 1 – Be A Change Agent
Your responsibilities as a Administrator or Support Team take on a new dimension.
Your day-to-day duties and job has grown More bases to cover and you will discover
some of your old habits and routines in the way you manage people just won’t work….not now
Keep up with what’s happening around you by changing your approach, your emphasis.
ADAPT – Loosen up and roll with the flow. Flexibility is one of the keys to being a good “Change Agent”
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Rules # 2 – Don’t Give Away Your Power Schools Operations and Management become more
tentative during times of significant changes. More cautious, careful, uncertain regarding the extent of their authority and decision-making latitude.
Give away their managerial power and wait around to see if higher management is going to give back to them.
The “Wait and See” will make you less effective.
1. Act on active stance!2. If you wait for crystal clear signals from above regarding
what you can and can’t do, your management is going to lose momentum.
3. EMPOWER Yourself - Dare to attack your job with confidence and authority!
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Rules # 3 – Keep Positive Attitude
Your attitude as Management and Operational Support will be a major factor in determining what the climate in your learning organization. Your attitude is totally under your control!!
Will you be the right kind of role model for your subordinates?
Look at the organizational demand as your personal demand. Seek out opportunities!
1. Be Upbeat, Positive & Enthusiastic!2. It is contagious and influenced your
subordinates!
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Rules # 4 Give Your Troops “Clear-Cut Marching Orders?
Minimize the ambiguity !! Clear up the “unknown” as much as possible – Pekeliling, Arahan etc
Your subordinates usually respond well to “hands-on management” – Best Practices
1. Frame out their duties and assignments in specific terms, rather than leaving things general and vague!
2. Assign definite deadlines and timetables.
3. Clear guidance from you helps your people on track, reduces the odds that they will show a drop-off in desired target!
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Rules # 5 – Focus On “Short-Range Objective”
Clear defined goals and objectives.
It will helps your people get their minds off the past and become “future-oriented”
It build confidence, restore momentum and trust
Concentrate on quarterly, monthly and even weekly performance targets.
Publicity - accountability
1. Keep the spot light in your “Quick Win”2. Give your subordinates generous feedback
regarding the progress that is made towards goal achievement.
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Rules # 6 – Establish Clear Priorities Those who make the most noise should not
necessarily get the most attention. Don’t get distracted by attending low priority
issues that chew up a lot of time and energy yet LITTLE Pay Off!!
Keep up your priorities clear in the mind of your subordinates when you delegate work to them.
1. Careful planning and organizing is a must!2. You may not have enough time and energy to handle
everything that comes along. So make sure you take care the things that count the “Most”
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Rules # 7 – Nail Down Each Person’s Job
Don’t “Ass U Me” that all subordinates know exactly where and how to aim their efforts.
Consistently “Check On Them” – Lesson From Japan
Put the key points of all discussion in writing with copies maintained by you as well as the subordinates
Set aside time to review this information with the subordinates promptly upon your observation of significant performance shortfalls
WALK THE TALK
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Rules # 8 – Raise The Bar Ask for more. Make them stretch. Why? More to be done Introspection where your subordinates examine their
individual approach on the job, evaluate their careers and more open to changing their work habits.
Grab the opportunity and push them harder, and to work smarter.
It is better for their mental health and for the organization morale if they are extremely busy and don’t have time on their hands to spend worrying about the future or romanticizing the past!
1. The performance standards you set and the objectives you put should be challenging and REALISTIC.
2. DON’T SHOOT ON GOALS THAT ARE RESULTING FAILURE!
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Rules # 9 – Motivate To The Hilt
Put out all STOPS
Be a “Spark Plug”
Be a “Cheerleader”
Different motivational tactics on different people
ACT AS AN C.E.O
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ACT AS AN C.E.O
1. Be a “Coach” not a Judge or Umpire2. Build “esprit de corps”3. Teambuilding efforts – Contests, t-shirts, milestone
parties, slogans or schools social games (bowling)
Mengharap Pada Yang Boleh Di HarapJangan Bawa Unsur Negetif Kepada Orang Yang PositifMake Yourself USEFUL Make Others IMPORTANT
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Rules # 10 – Provide Additional “Job Know-How”
Nobody likes to FAIL The gap between the Org DNA will create resistance to
change They may withhold their best effort due to feelings of
insecurity Main responsible to develop capacity building for your
human capital
1. Need to function more as a tutor, trainer and mentor and not just as a BOSS
2. Assist them in developing new skills needed to perform competently.
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Rules # 11 – Pass Out More ”Psychological Pay-checks”
Limitation on tangible rewards (increases in pay or benefits)
NO LIMITATION on INTAGIBLE REWARDS Cost the organization NOTHING – Just You!
Never underestimate the value your subordinates placeon simple things such as word of encouragement or compliment from you.
Show respect and empathy.
Write a short memo to express your appreciation towards their quality and achievement.
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Rules # 12 – “Beef Up” Communication Efforts
STOP THE RUMOR MILL !!! Good communication is a “2 way street” Provide variety of opportunity for your
subordinates input to you.
Be a careful listener Be available Ask more questions Get their opinions and views
MAKE A CLEAR STATEMENT THAT YOU ARE AN ACCESSIBLE PERSON!!!!
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Rules # 12 – “Beef Up” Communication Efforts
Keep them updated on regular basis
Strive to be SPECIFIC rather than VAGUE
If your work group has communication problems, rest assured these will result in other
SECONDARY Problems - ?X!$%@#
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Rules # 13 – Go Looking For Bad News
Invite “Bad News”
You can’t lead if you’re the LAST ONE TO KNOW
Discipline yourself to reward people who identified problems and report the organizational breakdowns.
Make it clear that the TRUTH is welcome
1. Make it easy for people to tell you those things you don’t necessarily want to hear!!
2. Their perspective may be better than yours!3. They may see things you CAN’T see!
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Rules # 14 – Protect Quality & Customer Service
It cost 5X as much to develop new customer as it costs to keep an existing one. Know your potential CUSTOMER
1. Be very VOCAL in upholding the standards.2. Stay close to your clients
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Rules # 15 – Re-Recruit Your Good People
It is the good swimmers who are most likely to jump ship.
It is high risk management to assume that your key player are going to remain on the team just because they haven’t publicly announced that they plan to leave
Tell them you want them !!!!Make your winners feel important !!!
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Rules # 16 – Take Care Of The “ME” Issues In A Hurry
Self-preservation becomes a major concern Will I get to keep up my standard? How will I be rewarded? Will I have a “NEW” Boss? What will be expected of ME now?
GET THESE QUESTIONS ANSWERED IN A HURRY, SO PEOPLE CAN GET ON WITH BUSINESS!!!!
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Rules # 17 – Reduce The Level Of Job Stress
Changes increases the level of job stress.
1. Make an effort to minimize surprises.2. Give people advance warning about what’s coming3. Keep a sense of humour – bring some fun to the
environment.
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Rules # 18 – Be Supportive Of Higher Management
Ministry need your backing as much as your staff Be aware of the Ministry priorities and adjust to
your organization accordingly Be forgiving of errors by Higher Management, or
what looks to you like faulty management.
1. Have the guts to report problems to the higher management.
2. Be BIG enough to ask for help.
3. Report the truth, all the truth. You are helping the BOSS when you let the BOSS know you need help
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Rules # 19 – Be A LEADER
Your job title is just a label. Leader is a reputation You have to earn it personally
The things your personally do or don’t do, determine
what calibre leader you will be!!!
SEIZE THE OPPORTUNITY
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Rules # 20 – BE …..?????
THE DIFFERENT BETWEEN A BOSS AND A LEADER :A BOSS SAYS “GO!”
A LEADER SAYS “LET’S GO..”Dwight D. Eisenhower
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THE ENGINE WHICH DRIVES ENTERPRISE IS NOT THRIFT, BUT
PROFITJohn Maynard Keynes
PENGAHARAPAN
J A N A P E N G E T A H U A NB I N A K E K A Y A A N
J A M I N K E S E J A H T E R A A N
Azuddin Jud Hj Ismail
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SEMBAH SALAM
TO TRANSFORM MOE INTO A LEARNING AND KNOWLEDGE BASED ORGANIZATION BY FACILITATING THE CREATION, USE AND TRANSFER OF INFORMATION
AND KNOWLEDGE THROUGH EFFECTIVE POLICIES, INITIATIVES AND INFRASTRUCTURE.
75% - 90% WILL BE TAKEN FROM BEST PRACTICES WITHIN THE INDUSTRY WHEREBY WE WILL GO OUT, ENGAGE & LEARN FROM OTHER MNC, SME, GOVT & FOREIGN COMPANIES AND;
LATER TO CREATE OUR OWN 10% - 25% NEW PROCESSES & IDEAS.
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AZUDDIN JUD HAJI ISMAIL, BCM
1. PENGERUSI EKSEKUTIF – LATTIS NETWORK2. PENGERUSI – De ALAM IMPIANA SDN. BHD3. KOMISARIS PT. NUSANTARA GLOBAL – INDONESIA4. KETUA BIRO ICT & K-EKONOMI DMDI – DUNIA MELAYU DUNIA ISLAM5. AHLI LEMBAGA – DMDI FINANCE HOUSE6. AHLI LEMBAGA – MELAKA ICT HOLDINGS SDN.BHD.7. AHLI LEMBAGA – J/K EKONOMI NEGERI MELAKA8. AHLI SIDANG PLENO – WORLD HALAL FORUM9. Consultant - Team Leader For Government of Malaysia
EG For - WEB PUBLISHING & KNOWLEDGE BASE10. Penasihat – Neo Economic Business Community – YKSM
Voice & Video Call : +6013-615 3803
SEKIANSEKIAN
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a. Al-Quraan & Hadtith – A To Z Steps to Leadership: Abd Ghani Ahmad Barieb. Al-Kibsi - McKinsey Consultancyc. Govt. Blueprint For e-Govt - Accentured. Alfred J.Beerli, Ph.D – Knowledge Management & e-Business.e. Svenja Falk, Ph.D – e-Politics & e-Democracyf. Daniel Diemers, Ph.D – Knowledge Management & Virtual Commucitiesg. Michael E. Porter, Ph.D Havard University - Knowledge Transformation
Business Administration
h. Amrit Tiwana – Knowledge Management , e-business & CRMi. Y.M. Dato’ Dr. Raja Malek – Bekas Timbalan Ketua Pengarah MAMPUj. Mr. Yotaro Kobayashi, CEO Fuji XEROX Ltd – Transformation of Fuji XEROXk. Mr. Ikujiro Nonaka – The Knowledge Creating Company Mr. Hirotaka Takeuchi – How Japanese Companies Create The Dynamic Of
Innovationm. Dr. Zakaria Abdul Hadi, Ph.D – Timbalan Ketua Pengarah MAMPUn. Dato’ Dr Shukor Mahfar – Timbalan Ketua Pengarah LHDN Malaysia
RUJKAN & PENGHARGAANRUJKAN & PENGHARGAAN
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a. Francis Fukuyama – The End of History & The Last Manb. Carol Harris Ph.D – Neuro-Linguistic Programmingc. Imran N.Hosein Ph.D– One Jamaat One Ameerd. C.Brit Beemer – It Takes A Prophet To Make A Profite. Karl Albrecht – The Power Of Minds At Workf. William H. Gates (Bill Gates) – Business @ The Speed Of Thoughtg. Victor Newman – The Knowledge Activist’s Handbookh. Charles Handy – Inside Organizationsi. Hasan Al Ghaziri Ph.D – American University Of Beirut (AUB)j. Hasan Jantan – PRISMA BPP JPA / INTANk. www.Citizensleague.orgl. www.littlekhalifahshop.comm. www.mentalmemory.orgn. www.truespana.como. Hbsp.havard.edup. US Army Corps of Engineersq. George Soros – Open Society
RUJUKAN & PENGHARGAANRUJUKAN & PENGHARGAAN
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RUJUKAN TAMBAHAN TIDAK PERLU DI CETAK
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THE HUMAN & INTELLECTUAL CAPITAL
INDIA 0.70 148CHINA 0.70 350MALAYSIA 0.40 500NEW ZEALAND 1.00 1,778IRELAND 1.50 1,871UNITED KINGDOM 1.90 2,417SOUTH KOREA 2.70 2,636CANADA 1.60 2,656SINGAPORE 1.80 2,728UNITED STATES 2.50 2,732AUSTRALIA 1.70 3,166JAPAN 2.90 6,309
R&D EXPENDITURE % OF GDP 1998
SCIENTIST & ENGINEERS PER MILLION POPULATION 1995
COUNTRY
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THE SOCIAL INFORMATION COMPARISON
510 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95
100
KNOWLEDGE WORKERS
SCI ENCE & TECHNOLOGY GRADUATES
SECONDARY ENROLMENT
COMPANY WITH UNIVERSITY COPERATION
INTELLECTUAL PROPERTY & PATENTS
BUSINESS EXPENDITURE ON R&D
GOVERNMENT EXPENDITURE ON R&D
RESEARCHERS PER CAPITA
INTERNET HOSTS
INTERNET USERS PER CAPITA
COMPUTERS PER CAPITA
PHONE LI NES PER CAPITA
FD / GDP
HI -TECH EXPORTS GDP
SERVICES EXPORTS
KNOWLEDGE BASED INDUSTRIES % OF GDP
SOUTH KOREA
SERVICES & KNOWLEDGE
BASED INDUSTRI ES
HUMAN CAPI TAL
TECHNOLOGY CAPACI TY & CAPABI LI TY
INFORMATION TECHNOLOGY STRUCTURE
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THE SOCIAL INFORMATION COMPARISON
510 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95
100
KNOWLEDGE WORKERS
SCI ENCE & TECHNOLOGY GRADUATES
SECONDARY ENROLMENT
COMPANY WI TH UNI VERSI TY COPERATI ON
I NTELLECTUAL PROPERTY & PATENTS
BUSI NESS EXPENDI TURE ON R&D
GOVERNMENT EXPENDI TURE ON R&D
RESEARCHERS PER CAPI TA
I NTERNET HOSTS
I NTERNET USERS PER CAPI TA
COMPUTERS PER CAPI TA
PHONE LI NES PER CAPI TA
FD / GDP
HI -TECH EXPORTS GDP
SERVI CES EXPORTS
KNOWLEDGE BASED I NDUSTRI ES % OF GDP
I NFORMATI ON TECHNOLOGY STRUCTURE
SERVI CES & KNOWLEDGE
BASED I NDUSTRI ES
TECHNOLOGY CAPACI TY & CAPABI LI TY
REPUBLIC OF SINGAPORE
HUMAN CAPI TAL
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THE SOCIAL INFORMATION COMPARISON
510 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95
100
KNOWLEDGE WORKERS
SCI ENCE & TECHNOLOGY GRADUATES
SECONDARY ENROLMENT
COMPANY WITH UNIVERSITY COPERATION
INTELLECTUAL PROPERTY & PATENTS
BUSINESS EXPENDITURE ON R&D
GOVERNMENT EXPENDITURE ON R&D
RESEARCHERS PER CAPITA
INTERNET HOSTS
INTERNET USERS PER CAPITA
COMPUTERS PER CAPITA
PHONE LI NES PER CAPITA
FD / GDP
HI -TECH EXPORTS GDP
SERVICES EXPORTS
KNOWLEDGE BASED INDUSTRIES % OF GDP
SERVICES & KNOWLEDGE
BASED INDUSTRI ES
TECHNOLOGY CAPACI TY & CAPABI LI TY
KINGDOM OF THAILAND
HUMAN CAPI TAL
INFORMATION TECHNOLOGY STRUCTURE
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THE SOCIAL INFORMATION COMPARISON
510 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95
100
KNOWLEDGE WORKERS
SCI ENCE & TECHNOLOGY GRADUATES
SECONDARY ENROLMENT
COMPANY WI TH UNI VERSI TY COPERATI ON
I NTELLECTUAL PROPERTY & PATENTS
BUSI NESS EXPENDI TURE ON R&D
GOVERNMENT EXPENDI TURE ON R&D
RESEARCHERS PER CAPI TA
I NTERNET HOSTS
I NTERNET USERS PER CAPI TA
COMPUTERS PER CAPI TA
PHONE LI NES PER CAPI TA
FD / GDP
HI -TECH EXPORTS GDP
SERVI CES EXPORTS
KNOWLEDGE BASED I NDUSTRI ES % OF GDP
MALAYSIA
HUMAN CAPI TAL
TECHNOLOGY CAPACI TY & CAPABI LI TY
SERVI CES & KNOWLEDGE
BASED I NDUSTRI ES
I NFORMATI ON TECHNOLOGY STRUCTURE