Download - Slaid Iringan Amanat Naib Canselor 2016.pdf
KOMITMEN BERTERUSAN.
Continuous Commitment.
Tahun 2016 mencabar warga kerja UMP untuk terus berkhidmat
cemerlang bagi mengupayakan sistem penyampaian yang terbilang.
2016 challenges all UMP associates to serve excellently towards enabling an
outstanding delivery system for our clients and stakeholders.
Semester II
2015/2016…
Selamat kembali para mahasiswa! Welcome back dear students!
KEGEMILANGAN. SASARAN STRATEGIK KITA.
Glory. Our Strategic Target.
Kombinasi komitmen dan kesedaran dalam kalangan warga kerja dan
mahasiswa akan memberi impak besar dalam konteks kemenjadian UMP
pada tahun 2020 kelak.
The combination of high commitment and deep realization among UMPians,
both associates and students is significantly impactful in actualizing
our aspired state of existence in 2020.
33 KPI
33% (4 KPI)
67% (8 KPI)
33% (4 KPI)
23% (3 KPI)
12 KPI 12 KPI 11 KPI 12 KPI 12 KPI
PE
LA
N S
TR
AT
EG
IK
UM
P
PE
LA
N S
TR
AT
EG
IK
PE
NG
AJIA
N T
ING
GI
NE
GA
RA
(P
SP
TN
)
2011 2012 2013 2014 2015
PENCAPAIAN PELAN STRATEGIK & PSPTN (SEHINGGA 31 DISEMBER 2015)
33 KPI 49 KPI 58 KPI 31 KPI
47% (23KPI)
29% (14 KPI)
24% (12 KPI)
72% (42 KPI)
12% (7 KPI)
16% (9 KPI)
64% (20 KPI)
23% (7 KPI)
13% (4 KPI)
91% (30 KPI)
9% (3 KPI)
97% (32 KPI)
3% (1 KPI)
100% (12KPI)
100% (12KPI)
67% (8KPI)
75% (9KPI)
KRA 1: Kebolehpasaran Graduan
(6 bulan selepas bergraduat)
(Capai 75% / Sasar 80%)
KRA 2: Penjimatan Kos
(Capai 1.15% / Sasar1.5%)
KRA 3: Sijil Perakuan Profesional
(Capai 70% / Sasar 100%)
KRA 4: Indek Kepuasan Staf
(Capai 66% / Sasar 90%)
CAP: Kebolehpasaran Graduan
(Peratus siswazah yang mendapat
pekerjaan semasa konvokesyen)
(Capai 72%/ Sasar 80%)
33 KPI
33% (4 KPI)
67% (8 KPI)
33% (4 KPI)
23% (3 KPI)
12 KPI 12 KPI 11 KPI 12 KPI 12 KPI
UM
P S
TR
AT
EG
IC P
LA
N
2011-2
01
5
NA
TIO
NA
L H
IGH
ER
ED
UC
AT
ION
ST
RA
TE
GIC
PL
AN
(P
SP
TN
)
2011 2012 2013 2014 2015
OUR ACHIEVEMENT – STRATEGIC PLAN & PSPTN (AS AT 31 DECEMBER 2015)
33 KPI 49 KPI 58 KPI 31 KPI
47% (23KPI)
29% (14 KPI)
24% (12 KPI)
72% (42 KPI)
12% (7 KPI)
16% (9 KPI)
64% (20 KPI)
23% (7 KPI)
13% (4 KPI)
91% (30 KPI)
9% (3 KPI)
97% (32 KPI)
3% (1 KPI)
100% (12KPI)
100% (12KPI)
67% (8KPI)
75% (9KPI)
KRA 1: Graduate Employability
(6 months after graduation)
(Achieve 75% / Target 80%)
KRA 2: Cost Economization)
(Achieve 1.15% / Target %)
KRA 3: Professional Certification
(Achieve 70% / Target 100%)
KRA 4: Employee Satisfaction Index
(Achieve 66% / Target 90%)
CAP: Graduate Employability
(Percentange of employed graduates
during Convocation)
(Achieve 72%/ Target 80%)
11.08.2015 STATUS AUTONOMI.
CABARAN, BUKAN KEISTIMEWAAN.
Autonomous Status. A Challenge, Ain’t Privilege.
Skop Autonomi UMP Autonomous Scope for UMP
TADBIR URUS INSTITUSI
Institutional Governance
TADBIR URUS
KEWANGAN
Financial Governance
TADBIR URUS
SUMBER MANUSIA
Human Resource Governance TADBIR URUS AKADEMIK
Academic Governance
KEJAYAAN UMP 2015.
Our 2015 Feat.
Terima kasih semua!
Thank you all UMPians!
“Perihal garapan usaha secara terancang, terarah dan
terstruktur dalam ekosistem strategik dalam menentukan
untung nasib UMP pada masa muka.”
“The state of putting our effort in a well-planned,
well-directed and well-structured way within a strategic ecosystem
towards the intended destiny for UMP.”
PELAN STRATEGIK UMP 2016-2020.
UMP Strategic Plan 2016-2020.
Rangkaian usaha warga UMP untuk menggarap
Takdir yang menguntungkan bagi Universiti ini.
The collective efforts of UMPians in designing
a rewarding destiny for this University.
“Sesungguhnya Allah tidak mengubah apa yang ada pada
sesuatu kaum sehingga mereka mengubah apa yang ada
pada diri mereka sendiri.”
“Verily! Allâh will not change the good condition
of a people as long as they do not change their state
of goodness themselves”
(Al-Qur’an, Surah ar-Ra’d: 11)
MANUSIA MERANCANG, TUHAN MENENTUKAN. Man proposes, God disposes.
PULANGAN MENGUNTUNGKAN.
Fruitful returns.
Rekabentuk strategik ke arah 2020
tersebut turut menghasratkan
nilai tambah reputasi, jenama dan
kepercayaan umum terhadap UMP
serta kesejahteraan warga
Universiti ini.
The strategic design towards 2020
Also looks at the value-adding prospects to UMP’s
reputation, brand and public reception
in addition to the enhancement of the well-being
of UMP community.
MGPWPA Malaysia Government Portal &
Website Assessment
WEBOMETRICS
QS ASIA
THES Times Higher Education
UI GREENMETRICS
Rankings
14
Meletakkan Asas
Universiti
Teknikal Foundation of a Technical
University
Memperkukuh
Asas, Menjana
Kecemerlangan Strengthening Foundation,
Generating Excellence
Universiti
Teknologi
Pilihan Utama First Choice Technological
University
Menjana
Kegemilangan Generating Glory
Universiti Teknologi Terunggul
A Distinguished Technological University
Tagline:
Memasyarakatkan
Teknologi Communitising Technology
PPPM
(PT)
10 LONJAKAN
MyRA
MyMoheS
2002-2007 2008-2010 2011-2015 2016-2020
DATA
SETARA
EMPAT FASA PERKEMBANGAN UMP
Four Phases of UMP’s Growth
Meletakkan Asas Universiti Teknikal Foundation of a Technical University
Memperkukuh Asas, Menjana Kecemerlangan Strengthening Foundation, Generating Excellence
Universiti Teknologi Pilihan Utama First Choice Technological University
2016
2020 Menjana Kegemilangan
Generating Glory
2011
2015
2008
2010
2002
2007
Institusi Pendidikan Tinggi
berorientasikan teknologi
bertaraf dunia.
World-class technological oriented
Higher Education Institution.
UMP PASCA 2020 UMP Beyond 2020
Tanpa bantuan teknikal dan kerjasama para krew,
pelayaran sebuah kapal yang tercanggih turut berisiko mengalami
kegagalan, walaupun sistem enjinnya berfungsi dengan baik.
With no technical assistance nor support from the crews,
the voyage of even the most sophisticated ship with good running engines
would face the risk of failure.
Menavigasi UMP. Navigating UMP.
REFLEKSI SILAM.
Looking Back.
Menziarahi semula laluan UMP selama ini
bagi memastikan bahawa UMP
sememangnya berada pada landasan
persediaan yang betul ke arah kejayaan.
Revisiting our strategic path to ensure
that UMP stands on the right
trajectory towards success.
8
Membina UMP Building UMP
Lapan tema yang mendasari Amanat Tahunan Naib Canselor
sejak tahun 2009 adalah ibarat batu bata
binaan yang mengukuhkan lagi asas UMP.
Just like building bricks, the theme for each
Vice-Chancellor’s State of University
Address since 2009 further solidifies
the foundation of UMP.
2009
Keperluan untuk menekuni hakikat kewujudan
UMP sebagai sebuah universiti teknikal.
The need to really embrace the reality of UMP’s existence
as a technical university.
ENGINEERING, TECHNOLOGY, CREATIVITY Memaknakannya Kepada Sebuah Universiti Berfokus
Actualising A Focussed University
2010
Keperluan untuk menekuni prospek kecemerlangan UMP
dalam jangka masa panjang secara strategik dan terarah.
The need to embrace the prospects of UMP’s long term excellence
within a well-directed strategic framework.
MEMBANGUN UNIVERSITI
BAGI KEUNGGULAN LESTARI Nurturing The University
Towards A Sustainable Excellence
2011
Keperluan untuk menekuni acuan tabiat, sikap
dan persediaan khusus dalam perjalanan strategik UMP.
The need to embrace the right coordinate of habit, attitude
and special preparation in paving UMP’s strategic pathway.
KE ARAH UNIVERSITI PILIHAN UTAMA:
TRANSFORMASI, MIGRASI DAN PENJAJARAN Towards A First Choice University:
Transformation, Migration and Positioning
2012
Keperluan untuk menekuni kepelbagaian persona
warga UMP untuk dimanfaatkan secara optimum
ke arah pengupayaan inovasi.
The need to embrace the multidimensional aspects of UMPians’ persona
to the maximum to enable a healthy innovative ecosystem.
INOVASI BERDISIPLIN SEPANJANG MIGRASI Disciplined Innovation Throughout The Migration
2013
Keperluan untuk menekuni keupayaan semasa secara realistik
dengan melihat pelbagai aspek asas yang praktikal berbanding
keyakinan yang keterlaluan.
The need to embrace our current capacity in a more realistic way
by considering various fundamental aspects as opposed
to being over-confident.
MENUJU KECEMERLANGAN:
KEMBALI KEPADA ASAS Towards Excellence: Back To Basics
2014
Keperluan untuk menekuni prinsip asas tadbir urus UMP
bagi mengekalkan orientasi prestasinya.
The need to embrace the fundamental principle of UMP’s governance
to maintain the right orientation of its performance.
BERASASKAN NILAI, BERFOKUSKAN STRATEGI
DAN BERPANDUKAN PRESTASI Values-based, Strategy-focused and Performance-driven.
2015
Keperluan untuk menekuni dimensi kekuatan UMP untuk
muncul unik dalam kelasnya dengan jenama
dan prestij tersendiri.
The need to embrace the dimension of UMP’s capability to stand unique
in its class with distinctive brand and prestige.
BERANI BERBEZA, MEMAKNAKAN AUTONOMI Dare To Differ, Actualizing Autonomy
SALING KAITAN DAN KESINAMBUNGAN Connectivity and Continuity
Bayangan masa depan UMP telah pun digarap melalui tujuh
Amanat Tahunan Naib Canselor sejak 2009. Apa yang penting kini ialah
penterjemahan gagasan dan pelaksanaan kata-kata.
Since 2009. the Vice-Chancellor’s State of the University Addresses have
outlined the desired strategic destiny for UMP.
What really matters now is the execution of actions.
VISI KITA Our Vision
PELAN STRATEGIK UMP 2016-2020 UMP Strategic Plan 2016-2020
PEMBENTUKAN PELAN STRATEGIK UMP 2016-2020
Formulating UMP Strategic Plan 2016-2020
Sumbangsaran semua Ketua Pusat Tanggungjawab
Brain-picking with all Heads of Departments
Taklimat Pelaksanaan Pembentukan oleh Naib Canselor
Formulation Briefing by the Vice-Chancellor
Bengkel Troopers dan Penyelia bersama Konsultan
Workshop for Troopers and Supervisors with the Project Consultant
Bengkel ‘Strategic Moves’ bersama Ketua Pusat Tanggungjawab
Strategic Moves Workshop with Heads of Departments
Bengkel Penetapan KPI bersama Ketua Pusat Tanggungjawab
KPI Finalization Workshop with Heads of Departments
Pembentangan Konsultan kepada JK Pengurusan Universiti
Project Consultant’s Briefing to the University Management Committee
Bengkel Pemurnian Strategik
Strategic Finetuning Workshop
Bengkel Pembentukan bersama Lembaga Pengarah Universiti
Formulation Workshop with the University Board of Directors
Bicara Naib Canselor: Pelan Strategik UMP 2016-2020
Vice-Chancellor’s Briefing: UMP Strategic Plan 2016-2020
13.09.2015
08.10.2015
21-22, 27-29.10.2015
01-03.12. 2015
12.01.2016
13.10.2016
18-19.01.2016
22-24.01.2016
02.02.2016
Rekabentuk Agung UMP The Grand Design of UMP
GARIS MASA 2002-2020
2002-2020 Timeline
MENJANA KEGEMILANGAN MENJELANG 2020
To Generate Glory by 2020
PERSEDIAAN SIKAP YANG KHUSUS
Special Behavioural Preparations
MODIFIKASI PERNYATAAN VISI DAN MISI
Modification of Vision and Mission Statements
VISI KITA Our Vision
Hala tuju kita Our way forward
VISI KITA Our Vision
“UNIVERSITI TEKNOLOGI
TERUNGGUL”
(“Distinguished Technological University”)
MISI KITA Our Mission
“Kami menyediakan pendidikan, penyelidikan
dan perkhidmatan bertaraf dunia dalam
ekosistem kejuruteraan dan teknologi kreatif
dan inovatif yang memaksimumkan potensi
insan untuk manfaat masyarakat”.
“We provide world class education, research and
services in an ecosystem of creative and
innovative engineering and technology to
maximize human potential for societal good.”
LIMA OBJEKTIF STRATEGIK
The Five Strategic Targets
OBJEKTIF STRATEGIK PERTAMA The First Strategic Objective 1
“Menzahirkan graduan holistik yang relevan
dengan keperluan masyarakat yang
membudayakan teknologi dan keusahawanan
melalui ekosistem universiti yang dinamik.”
“Producing socially compatible holistic graduates through
a dynamic university ecosystem that acculturates technology
and entrepreneurship.”
OBJEKTIF STRATEGIK KEDUA The Second Strategic Objective 2
“Membina kewangan yang mampan
demi kelestarian universiti.”
“Establishing viable financial ecosystem
for the sustainability of the university.”
OBJEKTIF STRATEGIK KETIGA The Third Strategic Objective 3
“Menghasilkan penyelidikan dan inovasi
yang berteraskan teknologi demi memastikan
kelestarian bakat dan bidang fokus penyelidikan.”
“Producing technological-based research and innovation
in ensuring the sustainability of research talents
and focus areas.”
OBJEKTIF STRATEGIK KEEMPAT The Fourth Strategic Objective 4
“Menjadi wadah kemampanan pembangunan
sosioekonomi, persekitaran dan masyarakat.”
“Functioning as the platform for sustainable
socioeconomic, environmental and social development.”
OBJEKTIF STRATEGIK KELIMA The Fifth Strategic Objective 5
“Membina jenama yang menjadi
pilihan masyarakat.”
“Building a community preferred brand.”
RINGKASAN OBJEKTIF STRATEGIK 2016-2020 The Summary of Strategic Objectives for 2016-2020
GRADUAN HOLISTIK Holistic Graduates
KEWANGAN YANG MAMPAN Viable Financial Ecosystem
PENYELIDIKAN DAN INOVASI BERTERASKAN TEKNOLOGI
Technological-based Research and Innovation
WADAH KEMAMPANAN PEMBANGUNAN The Platform for Sustainable Development
JENAMA PILIHAN Preferred Brand
PENDEFINISIAN
LONJAKAN STRATEGIK Defining the Strategic Leaps
KEUNGGULAN AKADEMIK Academic Prominence 1
“Kurikulum yang inovatif, staf yang kompeten
dan profesional, infrastruktur akademik
yang efisien berorientasikan keperluan.”
“Innovative curriculum, competent and professional staff,
efficient needs-oriented academic infrastructure .”
KELESTARIAN KEWANGAN Financial Sustainability 2
“Menjana pendapatan, meningkatkan pelaburan
dan mengoptimumkan perbelanjaan serta
mewujudkan persekitaran kondusif yang dapat
menyokong kelestarian universiti.”
“Income generation, investment enhancement and
optimization of expenses, creating conducive supporting
environment for the sustainability of the university.”
KEUNGGULAN PENYELIDIKAN
DAN INOVASI Research and Innovation Prominence
3
“Kemampanan penyelidikan yang memberi
impak kepada masyarakat melalui kluster
penyelidikan yang berstruktur.”
“Socially impactful research sustainability
through structured research clusters.”
KEMAMPANAN SOSIOEKONOMI
DAN PERSEKITARAN Socioeconomic and Environmental Sustainability
4
“Universiti merupakan wadah dalam memberi
impak terhadap pembangunan sosioekonomi,
persekitaran dan masyarakat.”
“The university is the impactful platform for socioeconomic,
environmental and social development.”
KEUNGGULAN JENAMA Brand Prominence 5
“Universiti yang memartabatkan bakat,
kemahiran dan kesarjanaan yang berteraskan
nilai-nilai murni.”
“The university upholds talents, skills and intellectualism
which are based on noble values.”
47
METHODOLOGY: “BLUE OCEAN STRATEGY”
“RENOWNED
AND
PREFERRED
UNIVERSITY ”
PERKHIDMATAN & LESTARI
INFOSTRUKTUR & INFRASTRUKTUR
KEWANGAN FAKULTI SUMBER MANUSIA
GRADUAN
Berdasarkan
perjumpaan JHKK
bersama Dekan dan
Ketua Jabatan pada
30 September 2015
Tagline:
Memasyarakatkan Teknologi Communitising Technology
49
FAKTOR NASIONAL DALAM FORMULASI
STRATEGI, INISIATIF DAN TINDAKAN The National Factors in Strategy, Initiative and Action Formulation
PELAN PEMBANGUNAN PENDIDIKAN
MALAYSIA 2015-2025 (PENDIDIKAN TINGGI) National Education Blueprint 2015-2025 (Higher Education)
RANCANGAN MALAYSIA KE-11 Eleventh Malaysia Plan
BAJET 2016 Budget 2016
Amanat Tahun Baharu 2016, Menteri Pendidikan Tinggi
New Year Message 2016, Minister of Higher Education
DIMENSI PENDIDIKAN FLEKSIBEL
The Dimensions of Flexible Education
1 EKONOMI DAN KEWANGAN
Economy and Finance
PENDIDIKAN TEKNIKAL DAN VOKASIONAL
Technical and Vocational Education and Teaching 2
PELAJAR
Student
PENSYARAH
Lecturers
KERJASAMA INDUSTRI-AKADEMIA-KOMUNITI-KERAJAAN
Industry-Academia-Community-Government Collaboration
PENYELIDIKAN
Research
3
4
5
6
RESPON AWAL KITA Our Initial Response
“Dalam konteks cabaran ekonomi dan kewangan,
UMP telah pun memulakan inisiatif Mygift sebagai pemacu
sistem kewangan wakaf dan endowmen sepertimana
yang dihasratkan oleh Menteri Pendidikan Tinggi. ”
“In the context of economic and fiscal challenges,
UMP has introduced the Mygift initiative to propel both
waqf- and endowment financial systems as aspired
by the Minister of Higher Education.”
“Dalam konteks cabaran Pendidikan dan Latihan Teknikal dan Vokasional
(TVET) pula, UMP juga telah mengembangkan potensinya
dalam bidang teknologi kejuruteraan sebagai inisiatif sokongan terhadap
ekosistem TVET nasional secara berkualiti dan berinovasi.”
“In the context of Technical and Vocational Education and Training (TVET),
UMP has also enhanced its potentials in the area of
engineering technology as an innovative supporting initiative for
a sustainable national TVET ecosystem.”
“Dalam konteks cabaran kebajikan pelajar, UMP telah memulakan
inisiatif seperti Kongsi Rezeki, iftar jama’ie Ramadhan,
kupon makanan, peluang kerja sambilan
dan ruang keusahawanan dalam kampus.”
“In the context of student welfare, UMP has also initiatives such as
Kongsi Rezeki, Ramadhan breaking fast, food coupon, part-time
job opportunities and entrepreneurship spaces in the campus
to lighten the burden borne by our students.”
MENJANA KEGEMILANGAN
Generating Glory
KPI CASCADE: The higher education system will have integrated
KPIs from Minister level down to Ministry and public universities
Headline KPIs for each University
Ministry KPIs by Divisions
KSU and KPPT KPIs
Minister KPIs
MEB (HE) System Aspirations
KPI cascading flow
▪ Anchor on 5 system aspirations defined in the MEB (HE)
▪ KSU responsible for all 6 MKRA and 1 NKEA1 KPIs
▪ KPPT responsible for all 6 MKRA and 3 NKEA KPIs
▪ All 9 Minister KPIs cascaded to appropriate Ministry divisions2
▪ 7 Minister KPIs3 cascaded as public university Headline KPIs based on the type of institution
▪ University Headline KPIs (i.e. OBB KPIs) are linked to the new Funding Formula (KPI-linked incentives)
▪ University can define additional university KPIs4
▪ Minister KPIs to be agreed with YAB PM (and PEMANDU):
6 MKRA KPIs from MEB(HE) 3 NKEA KPIs from ETP
Quality Equity Unity Efficiency Access
What this means
DEAN KPIs
1. Kebolehpasaran Graduan (*)
2. Pengantarabangsaan Pelajar (*)
3. Produktiviti dan Kecekapan Kos (*)
4. Enrolmen TVET (*)
5. Staf yang Kompeten Dan Professional
1. Penjanaan Pendapatan (*)
2. Mengoptimumkan Perbelanjaan
1. Penerbitan dan Sitasi Penyelidikan (*)
2. Keupayaan Penyelidikan
3. Libatsama Aktiviti Pengkomersialan dan Keusahawanan
1. Keusahawanan Sosial
2. Khidmat Inovasi Komuniti (CSI)
1. Memartabat Kecemerlangan Bakat
2. Transformasi Penyampaian (Info & Infra) & Perkhidmatan Lestari
3. Penarafan Universiti (*)
15 PETUNJUK PRESTASI UTAMA (KPI) MENJANA KEGEMILANGAN 2016-2020
(*) KPI Naib Canselor
KEUNGGULAN
AKADEMIK
KELESTARIAN
KEWANGAN
KEUNGGULAN
PENYELIDIKAN
& INOVASI
KEMAMPANAN
SOSIO-EKONOMI
DAN PERSEKITARAN
KEUNGGULAN
JENAMA
1
2
3
4
5
1. Graduate Employability (*)
2. Student Internationalization (*)
3. Productivity and Cost Efficiency (*)
4. TVET Enrollment (*)
5. Competent and Professional Staff
1. Income Generation (*)
2. Expedenture Optimization
1. Publication and Research Citation (*)
2. Research Capacity
3. Commercialization and Entrepreneurship Engagement Activity
1. Social Enterprise
2. Community Social Innovation (CSI)
1. Augenting Talent Excellence
2. Delivery Transformation (Info & Infra) & Sustainable Service
3. University Ranking (*)
15 KEY PERFORMANCE INDICATORS (KPIs) Generating Glory 2016-2020
(*) Vice-Chancellor’s KPI
ACADEMIC
PROMINENCE
FINANCIAL
SUSTAINABILITY
RESEARCH AND
INNOVATION
PROMINENCE
SOSIOECONOMIC AND
ENVIRONMENTAL
SUSTAINABILITY
BRAND PROMINENCE
1
2
3
4
5
Initiatives
Enablers 3 Clusters
23 nos
Projects 5 LEAPs
29 nos
Term Definition
Initiative An activity to achieve certain objective
Enabler An initiative that makes something else possible. It could be the natural job
scope of certain individual or department, preparation of new policies or
SOP. It should reduce the pain points of customers and should be completed
within shorter timeframe before commencement of projects.
Project A new initiative to accomplish specific task that requires certain resources
with longer timeframe and outcomes. This NEW project will lead towards
UMP achieving its Strategic Theme i.e Generating Glory
STRATEGIC PLAN GOVERNANCE
UNIVERSITY
Board of
Directors
MANAGEMENT
JHKK
PMO / TMO
Initiatives/Project
KPIs
Strategic Leap Champions
Enabler
Initiative Leader
Initiative Leader
Enabler
Initiative Leader
Vice-Chancellor
STRATEGIC PLAN
MONITORING
COMMITTEE
PELAN STRATEGIK UMP 2016-2020
UMP Strategic Plan 2016-2020
Champion
Sekretariat
Secretariat
Pemudahcara
Enabler
Ketua Inisiatif
Initiative Leader
PERANAN &
TANGGUNGJAWAB
Roles & Responsiblities
KEGEMILANGAN:
TIGA PERSOALAN Glory: Three Questions
BAGAIMANAKAH KEGEMILANGAN MAMPU DIJANA
UNTUK UMP?
How to generate for UMP?
APAKAH SANDARAN MAPAN YANG PASTI
UNTUK UMP MENCAPAI KEGEMILANGAN?
What is the firm fundamental prerequisite to achieve glory for UMP?
APAKAH CIRI-CIRI PENGUPAYA YANG MEMBAWA UMP
KE ARAH KEGEMILANGAN?
What are the characteristics of the enabler that takes UMP towards glory?
1
2
3
AMANAT TAHUN BAHARU 2016
MENTERI PENDIDIKAN TINGGI
Minister of Higher Education’s
New Year Message 2016
MENCIRIKAN
KEGEMILANGAN Characterizing Glory
AMANAT TAHUN BAHARU 2016
MENTERI PENDIDIKAN TINGGI
Minister of Higher Education’s
New Year Message 2016
1
2
3
4
INISIATIF BERNILAI TINGGI YANG MEMBAWA
KESAN BESAR KEPADA PEMEGANG TARUH.
High-value initiatives that are impactful to UMP stakeholders.
UNIK, ISTIMEWA, LUAR BIASA, SESUATU YANG
TIDAK MUDAH SAMA ADA DARI ASPEK PRODUK ,
PROJEK ATAU MODEL BISNES.
Unique, extraordinary, something rare in terms of product,
project or business model.
TIDAK MUDAH DITIRU; SEBARANG CUBAAN MENIRU
APA YANG DIMILIKI ATAU DILAKUKAN UMP HANYA
MENGHASILKAN IMITASI YANG KURANG SEMPURNA.
Inimitable; any attempt to imitate what UMP is having or doing
will just produce imperfect results.
TIADA GANTIAN; NILAI TAMBAH YANG DITAWARKAN UMP
TIDAK DAPAT DIGANTI DENGAN PRODUK ATAU
PERKHIDMATAN LAIN.
Irreplaceable; UMP’s value-added offerings are irreplaceable
with other products or services.
2016-2020 PROJEK KHUSUS
Flagship Projects
TIGA PROJEK KHUSUS Three Flagship Projects
PENDIDIKAN TEKNOLOGI ALA JERMAN
German-styled technological education 1
“Setiap fakulti harus mempunyai sekurang-kurangnya
satu program bercorak Jerman, ala Jerman
atau kerjasama dengan institusi di negara Jerman.”
“Each faculty shall have at least one German-oriented programme,
German-modelled programme or a collaborative programme with
German based institution.”
TIGA PROJEK KHUSUS Three Flagship Projects
INOVASI SOSIAL
Social Innovation 2
“Gerakan usaha kerja sosial secara perdana untuk
memasyarakatkan UMP melalui pemindahan
pengetahuan dan teknologi.”
“Communalizing UMP through intensive social work movement which
propels the transfer of knowledge and technology to the society.”
TIGA PROJEK KHUSUS Three Flagship Projects
PENGURUSAN ALA ENTERPRAIS
Enterprise-styled Management 3 “Pengurusan prestasi yang menitikberatkan
produktiviti, keberkesanan, kecekapan; pelan himpunan
bakat penggantian, pengurusan risiko dan sistem
ganjaran berasaskan prestasi.”
“Performance management that emphasizes productivity, effectiveness
and efficiency; a structured pool of talents for succession plan, risk
management and performance-based reward system.”
2016-2020
Kebersamaan cabaran, komitmen, usaha
dan tanggungjawab. Tiada pengecualian.
Collective challenge, commitment, effort and responsibility.
No exception.
KEPADA TUHAN KITA BERSERAH.
In God we trust.
“…dan juga bermesyuaratlah dengan mereka dalam urusan
(peperangan dan hal-hal keduniaan) itu. Kemudian apabila
engkau telah berazam (sesudah bermesyuarat, untuk membuat sesuatu)
maka bertawakalah kepada Allah, sesungguhnya Allah mengasihi
orang-orang yang bertawakal kepadaNya.” .”
“…and consult them in the affairs. Then when you have taken a decision,
put your trust in Allâh, certainly, Allâh loves those
who put their trust (in Him).”
(Al-Qur’an, Surah Ali Imran: 159)
“Watch your thoughts,
they become words;
Watch your words,
they become actions;
Watch your actions,
they become habits;
Watch your habits,
they become character;
Watch your character,
it becomes your DESTINY.”
(Frank Outlaw)