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

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

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

Key Accomplishments Key Accomplishments Progress & LeadershipProgress & LeadershipDo it FAST, Do it RIGHT, Do it CHEAP , Do it NOW!! – Pick

twoAzuddin Jud Ismail

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.

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

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

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

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

AZUDDIN JUD HJ ISMAIL

1010

PUTRAJAYA

MEDIA

BRANDING

STRATEGY

GOODNESSGOODNESS

PEOPLE CANNOT REMAINSPEOPLE CANNOT REMAINS GOODGOOD

UNLESSUNLESSGOOD IS EXPECTEDGOOD IS EXPECTED

OF THEMOF THEM

WISDOMWISDOM

12

GOD GIVES USGOD GIVES USTHE ABILITYTHE ABILITY

TO THINK TO THINK & &

TO REASONTO REASON

THE GIFTTHE GIFT

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

PEMAHAMAN DALAM KONTEKS :-PEMAHAMAN DALAM KONTEKS :-

ILMU - ?%$^!@&*(+<ILMU - ?%$^!@&*(+<

PENGETAHUAN - ?{%:; PENGETAHUAN - ?{%:;

PELAJARAN - >?:X*&%PELAJARAN - >?:X*&%

PENDIDIKAN - &*%^$PENDIDIKAN - &*%^$

INTELLIGENT - ;&*%#INTELLIGENT - ;&*%#

LINGO OF KNOWLEDGE

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

16

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

17

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

18

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

19

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

20

AQAL – BRAINFIKIRAN – THINKINGHATI / QALBU – DESIREILMU – KNOWLDEGEPENGETAHUAN – TACIT & EXPLICIT

DOA TERANG HATI ATAU DOA BAIK QALBU?DOA TERANG HATI ATAU DOA BAIK QALBU?

MINDA

21

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

22

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

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

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

25

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

26

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

27

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’

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

29

PEOPLE PEOPLE INTERACTINTERACTPROCESS PROCESS ADAPTADAPTORGANIZATION ORGANIZATION CULTURECULTURETOOLSTOOLS TECHNOLOGYTECHNOLOGYKNOWLEDGEKNOWLEDGE VALUEDVALUEDINTELLEGENCEINTELLEGENCE CAPITALCAPITALWISDOMWISDOM INHERITANCEINHERITANCE

THE SOCIO-CULTURE OF INFORMATIONTHE SOCIO-CULTURE OF INFORMATION

30

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

31

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

32

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

33

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

34

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

35

WISDOMWISDOM

““Ain Lam Mim”Ain Lam Mim”ALAMALAM

ILMUILMUAMILAMIL ALIMALIM

UNLESSUNLESSAMALAMAL

AZUDDIN JUD HAJI ISMAIL

WISDOMWISDOM

36

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

37

InformationInformationDecision RightsDecision Rights

MotivatorsMotivators StructureStructure

FOUR ELEMENTS of ORGANIZATION DNAFOUR ELEMENTS of ORGANIZATION DNA

PARADIGM SHIFT

39

WISDOMWISDOM

40

WISDOMWISDOM

41

WISDOMWISDOM

42

Habits

7 HABITS of PROFESSIONALISM & 7 HABITS of PROFESSIONALISM & PERFECTIONPERFECTION

43

Important But Not URGENT

Important &

URGENT

URGENT But Not Important

Not Important

& Not URGENT

1 2

43

11STST THING FIRST THING FIRST

44

Schools & AdministratorRelationship

The Operations & Management Relationship

Internal Communication – Intra [Office & Schools]

Exterior Communication

2. THE POWER OF COMMUNICATIONS2. THE POWER OF COMMUNICATIONS

45

o Do Things Not Asked For

o Do More!

o Create Trust

3. BE PRO-ACTIVE3. BE PRO-ACTIVE

46

1st Impression

Non-Verbal

You….The Ambassador!

You Can Only Feel As Good As You Look

4. PHYSIOLOGICAL4. PHYSIOLOGICAL

47

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

48

KFC Story

Create a Habit &That Habit Will Take Care Of You

6. THE HABITS6. THE HABITS

49

• 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

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?

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 !!!

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”

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!

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!

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!

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.

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”

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

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!

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

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

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.

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.

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!!!!

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!$%@#

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!

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

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 !!!

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!!!!

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.

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

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

Rules # 20 – BE …..?????

THE DIFFERENT BETWEEN A BOSS AND A LEADER :A BOSS SAYS “GO!”

A LEADER SAYS “LET’S GO..”Dwight D. Eisenhower

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

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.

76

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

77

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

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

81

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

82

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

83

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

84

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