governan yang baik dalam pendidikan

8/22/2019 Governan Yang Baik Dalam Pendidikan

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GOVERNAN YANG BAIK

DALAM PENDIDIKAN


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Kedudukan & Gelagat Anda

SUBORDINAT

SUPERIOR

Anda PUBLICPERSEKITARAN


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GOVERNAN = TADBIR-URUS

KONSEP

1. The act or manner of governing, whichwould embrace markets, networks and

hierarchies and any mixes of them found

in particular context.


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2. the means by which an activity or

ensemble of activities is controlled or

directed, such that it delivers an

acceptable range of outcomes according

to some established social standard.

(Hirst, 2000: 24)


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3. a system of rules which constitutes

the form and process of the public sphere

which emphasises the formal rather than

the behavioral aspects of governance,

(Martin, et.al., 2000: 121)


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4. how decisions actually are made

and implemented rather than how they are

formalized.

(Campbell, et. al., 1985: 7)


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Governan

GOVERNAN

PANDUAN UNTUK SESEORANG

PENGURUS BERTINDAK / MEMBUAT

KEPUTUSAN.


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Governan = kawalan/pengaruh

Kawalan

Legal Extralegal

Perundangan:

Akta; Ordinan2,

Keputusan

mahkamah,

Peraturan2

pentadbiran

Dasar; Nilai2;

Etika/Moral; dan

lain2 tekanan

yang

mempengaruhi

pembuatan

keputusan


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Skop Governan (kawalan / pengaruh)

amatlah luas:

Dari governan oleh peraturan2 dan

arahan, nilai-nilai etika dan moral

sehinggalah governan oleh

matlamat2 dan objektif2


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Perbincangan hari ini akan memfokuskepada:

- beberapa aspek governan extralegal

pengurusan (dan kepemimpinan) andadalam sesebuah organisasi mengikutkedudukan anda dalam struktur sistempendidikan, selaras dengan rol anda

sebagai pengurus dan pemimpinorganisasi anda.


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Tujuan perbincangan hari ini

Supaya anda:

(i) memahami kepemimpinan yang

memberi keyakinan kepada stakeholders;

(ii) mengenali pengurusan yang terbaik

dan boleh mengamalkannya nanti;

(iii) memahami bagi mengelakkan dariberlakunya kelalaian, ketidakcekapan,

penyalahgunaan kuasa dan sikap negatif;


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(iv) peka terhadap teguran/aduan dan

responsif terhadapnya serta bersedia

memperbaiki keupayaan dan prestasi.


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Aktiviti 1

ANALISIS S-W-O-T

POSITIONING YOURSELF


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PERBINCANGAN:POSITIONING YOUSELF

Apakah tindakan anda selepas

ini?


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Aktiviti 2:

ANALISIS S-W-O-T

POSITIOING YOUR ORGANIZATION


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PERBINCANGAN RINGKAS

APAKAH TINDAKAN ANDA?


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Legal Governance

1. Undang2 dan Peraturan2 Pendidikan,

dll.(Pendidikan: 8 Akta + ^20 Peraturan)

2. Keputusan2 Mahkamah

3. Prosedur2 pentadbiran (pengurusan,perkhidmatan, kewangan)


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Dasar Kerajaan

1. Teras Pembangunan Dasar Wawasan

Negara

2. Dasar2 Umum Kerajaan

3. Dasar2 Perkhidmatan Awam Malaysia

4. Dasar2 dan Matlamat2 Pembangunan

Pendidikan


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Dasar2 & Matlamat2 Pendidikan

Matlamat2:

(i) Mencapai Dasar Wawasan Negara

(ii) Mencapai matlamat pembangunan

pendidikan beteraskan kepada peningkatan:

(a) akses kepada pendidikan

(b) ekuiti dalam pendidikan

(c) kualiti pendidikan(d) tahap kecekapan dan keberkesanan

pengurusan pendidikan


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Governan:Kecekapan dan

Keberkesanan Pengurusan Pend.

1. Surat-Surat Pekeliling Ikhtisas (bersiri)

2. Surat-surat siaran biasa

3. Surat Pekeliling Kewangan (bersiri dantidak bersiri); Pekeliling Perbendaharaan

4. Surat-Surat Pekeliling Perkhidmatan

5. Lain-lain6. Etika dalam Pengurusan dan

Kepemimpinan


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Refleksi

Apakah tujuan kesemua legal danadministrative governance tersebut?


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Nilai2 Etika: Pengurusan dan

Kepemimpinan

Pengurusan perlu berlaku dalamparadigma sistem nilai masyarakat di

mana seseorang itu bekerja.


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Etika

Etika / moral:

(i) rules of conduct

(ii) distinction of right and wrong

Social ethic= morally legitimate the

pressures of society against the individual.


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Peringkat Etika dalam Pengurusan

1. Peringkat Etika Organisasi

2. Peringkat Etika Individu


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Extralegal Governan: Peringkat

Organisasi

1. Teori Organisasi (Kawalan Birokrasi)

(i) Structural & non-structural(birokratik)

(ii) Teori Agensi dan mekanismanya


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Governan Birokratik

Governan struktur:

(i) Hieraki (pembezaan menegak)

(ii) Pengkhususan / kepakaran(pembezaan mendatar)

(iii) Integrasi:

(a) Struktur: formalization,pemusatan; penyerataan; span of

control


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(b) integrasi bukan struktur: budaya;

teams; sistem maklumat;

jawatankuasa2


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Principal-Agency Theory dan

Transaction Cost Economics

Teori Agensi:

Hubungan antara majikan dengan pekerja /

agen

Ada contractual agreementantara keduapihak

Majikan (principal) membeli kemahiran

pekerja untuk mencapai matlamatnya. mahu usaha2 maksima dari pekerja

(efisyensi)


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Perjanjian kontrak ini menetapkan duties and

obligationspihak pekerja terhadap majikan

Pekerja pula dibayar, dll.

Teori agensi mengawal pekerja melalui

kawalan peraturan

Kawalan birokratik


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Transaction Cost Economics:

Fokus kepada persoalan bagaimana

memaksimakan keefisyenan transaksi.

Tempat operasi

Kos2 lain

Kawalan birokratik


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Isu: Moral hazard

Agen mengelak dari kerja dan

tanggungjawabnya


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Administrative Ethics

Relevant values in deciding the right thingto do:

1. Responsiveness

2. Flexibility3. Honesty

4. Accountability

5. CompetenceBERSIH, CEKAP, AMANAH, TELUS


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Teori2 Nilai Etika

TEORI ETIKA

LEGALISTIC:

Moral laws;

Universal law

ANTINOMIAN:Incremental

model;

Equilibrium

model

SITUATIONAL:Ethical judgement

[good or bad]


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1. Legalsitic: moral laws; acceptance ofuniversal law:

- ignores personality

- utilitarian philosophy: good =happiness

A good act is one that results in thegreatest happiness for the largestnumber of people.


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2. Antinomian(denial of moral law):

(i) Incremental model:

Manager makes decisions that improve

the situation better than it was before.


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(ii) Equilibrium model:

Manager is an important umpire: tomaintain the equilibrium relationships

between the welfare of various groups

affected by managerial decision.


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Situational Ethic

(iii) Situational ethic: Ethical judgement:

- Rightness: The right thing to do =decision is based on the argument

against the action.- Justice: fair and just love

- Goodness: decision helps other

people is a good decision


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Masalah

Bureaucratic organizations do not

happily accept maverick (non-

conformist) behavior; they prefer

managers who conform, who follow the

rules and who agree with the

establishment.


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Situational ethic

If the human being is the center of

all existence, social institutions must hold the well-being of

people to be all- important.

William A. Evans (1981: 172)


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Continue

What is good for man is good forthe organization.


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Continue

Work organizations will have to adapt to

this new understanding or morality

inasmuch as their structure, leadership,

and tasks are consonant with theworkers growth and development as a

person.

Fitrah


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Public interest

[Managers] make decisions that are the

product of a desire to optimize the

congruent benefits to all elements in the

system: consumer, employees,shareholders, stakeholders,

[consider all these elements, if not one

or more of these elements will suffer]


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Grover Starling (2002). Managing the

Public Sector.

the administrator should make

decisions based on the best interest of

some collective, overarching community or

national good rather than on the narrower

interest of a small self-serving group.[p.164]


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Managers:

Responsible for people in generaland cannot escape from social andpublic responsibility.


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Ultimately managers has to be heldaccountable for the actions of

those who answer to him.


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Ethic, Morality

(i) Ethics: refers to rules that are other-

oriented

- pay attention to another human being

(ii)Morality: refers to socially accepted

rules; the focus is on self interest

(iii) Value: refers to core beliefs


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Domains of Ethical Theories

1. MORAL CONDUCT:

1.1 Teleological theories

- Stress the Consequences of /

outcomes of LEADERS ACTIONS


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- 3 approaches to making decisions

regarding moral conduct

(i) Ethical Egoism

(ii) Utilitarianism [the greatest good for

the greatest number]

(iii) Altruism

- Based firmly on duty: one ought to do


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- Focuses on reasonsfor doing an

action: pain or pleasure and outcomes

- Create happiness in others

(pleasure)

- an act is right, if it brings about more

pleasure than pain or prevent pain(outcomes)


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Self-interest vs for Others

Ethical Egoism

Utilitarianism

Altruism

Low High

High

Low

Concern others

Concern for self-interest


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The responsibility of a leader is to decide

wisely on the consequencesof his / her

actions.


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Characteristics of an ethical / moral leader:

(i) concern for others: empathy; paying

attention to other,

(ii) love

(iii) transcendent [melebihi segala2nya]

(iv) a moral leader is the one who leadsby action and not words


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1.2 DUTY

- Emphasize the Deontological

Theoriesduty or rules governing leaders

actions

- Focus on the Actionsof the leader:

(i) GOOD / BAD

(ii) Moral obligations and

responsibilities: DO THE RIGHT THING


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Examples

- Telling the truth;

- keeping promises;

- being fair;

- respecting others

e.g. keeping information to himself isconsidered as unethical and immoral.

- the right of others- decieve


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1.3. PERSON / DISPOSITION

Virtue-based theories

- virtues are rooted in the heart /

disposition- A moral person: self-control, honesty,

fairness, justice, modesty, generosity,

perseverance, public-spiritedness,benevolent, integrity, truthfulness, humility,


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Ones ethical posture depends on onesvalues commitments;

Not only a process of decision-making, but

interrelated with the individuals world viewand value growth;

People regress because their needs(lower-order needs) are not met

Values and ethical growth are dependenton skills development,


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Summary

An ethical educational leader is more thana person capable of moral decision-making.

oriented towards the good. Major concern: to develop ethical

sensitivity in himself and within theorganization.

People and institutions should develop asharmoniously and integrated as possible.


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Ethical Values

1. RIGHT OR WRONG?

2. GOOD OR BAD?

3. HAPPINESS OR PAIN?

4. JUSTICE OR INJUSTICE?

5. etc

A Framework of Analyzing


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A Framework of Analyzing

Governance

External Judiciary

Legislature

Formal

Agency head

Internal Whistle-blower


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Informal

External

Citizen participation

Interest groups

Media

Internal

Professional codes

Public interest

Ethical analysis

People its serves

Process of Ethical Analysis


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Process of Ethical AnalysisProses Analisis Etika Dalam Membuat Keputusan

(Model Grover Starling, 2002)

Nilai Teras Anda KutipanMaklumat/Data

Keputusan

Analisis setiap alternatif darisegi pendekatan etika

+ Pengalaman lalu

Definisi Isu

Isu

Moral DikenalpastiPenjanaan Alternatif

Analisis Alternatif

Penjelasan

(Keputusan)

Gut check

Pelaksanaan

Adakah saya akan dikritik

Falsafah Moral

Intuition


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Ethical Leadership

Leadership concept

(i) Process and not position;

(ii) Relationships (leader-follower

relationship is central to ethical leadership)

(iii) Influence

(iv) work voluntarily(v) impact on the lives of those being led


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Concept of ethical leadership

(i) Heifetzs Perspective(1994):

Leaders help followers to confront

conflict (conflicting values that emerge

in rapidly changing work environment

and social structures) and to effect

changes from conflict.


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(ii) Burns Perspective(1978)

- Leaders emphasize on followersneeds, values, and morals.

- Leaders move followers to higherstandard of moral responsibility[transformational leadership]

- The responsibility of the leader = tohelp followers assess their own valuesand needs, in order to move to a higher


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(iii) Greenleafs Perspective(1970):

- leaders should be attentive to the

concerns of their followers and

empathize them

- they should take care of them and

nurture them

- emphasize listening, empathy and

unconditional acceptance of others

Principles of ethical leadership


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Principles of ethical leadership

[Northouse, P.G. (2004)

Respect others

Serve others

Show justiceManifest

honesty

Build community

Leadership Ethic Behaviors


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Leadership Ethic Behaviors

(Kanungo & Mendonca)

Helping concern; (benefits) for

self (+)

Harming concern; (cost) for

self (-)

Harming concern; (cost)

for others (-)

Helping concern;

(benefits) for others (+)

Apathetic

Egotism

Hedonistic Egotism

Vindictive/self-destructive egotism

Utilitarian / mutual

altruism

Genuine / moral

altruism


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Altruistic/ism= motivated by a concernfor the benefits of others and a disregardfor his own personal cost (benefiting

others)

Egotism= motivated by a concern forbenefits and costs to themselves anddisregard for the benefits and costs toothers (benefiting self)


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Effective Leader

Effective organizationalleader role as

one that fundamentally involves moving

the organization from the status quo to afuture desired goal.


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It involves the following processes:

(i) Environmental scanning [SWOT

analysis];

(ii) Formulation and articulation of an

idealized vision;

(iii) Implementation (motivate

followers)

What types of motivation required?


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This requires a leader who

(i) has a moral altruism will

(ii) considers the followers needs and

aspirations (charismatic)(iii) shares vision with his / her followers;

(iv) is willing to take the risks

(v) is motivated by a passionate andsincere care and concern with a deep andabiding respect for others.


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(vi) understands & motivates followers;

(vii) engages in modeling / exemplary

acts; innovative that often involves great

personal risks and sacrifices.


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Ethical Leadership

Refer handout


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Affliation

Leaders with motivation of the social-

oriented = altruistic motive:

- warm & friendly

-concern for others

- sensitive to the followers feelings and to

conform their wishes.


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Avoidance affiliation= concern with themaintenance of relationships, and a fear of

rejection and being left alone (selfish love)

- motive: to demonstrate their importanceto them; to develop their own self-worth

- desire: is to be liked


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Approach affiliation= concern with theestablishment of love relationships

- motivated primarily by a genuine interest

in others


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Affiliative assurance relationships:

- emphasize relationships to protect

themselves

- affiliative assurance relationship produce

low employee morale and a defensive

feeling.

P


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Power

Power as the source of influence:

(i) Personal power need= a leader is

motivated by power for personal

aggrandizement; use position power [self-interest]; demands loyalty and compliance;

insensitive to the needs of the follower


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(ii) Institutional power need= a leader ismotivated by power to serve the purpose

of the organization; expertise. [subordinate

their personal interest to that of theorganization

E t


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Expert power

The source of institutional power is theexpertise of the leader, not position;

- to serve and help followers

- places the interest of the others before

and might even be at the cost to self.

[This type of leader is likely to be more

effective than those high onpersonal/position power]

M ti


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Motives

(i) The need for achievement motive:

- self-oriented / benefit to self;

- views organizational resources and

support primarily in terms of their own

objectives;

- motivated by personal achievement.

- transactional leaders (coercive, legal,

reward, power base


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(ii) The need for social achievementmotive (altruistic motive):

- concerns for others

- initiate efforts that primarily benefitedothers and interest of others.

- Charismatic / transformational

leaders- Servant leaders

- Moral leaders

Ethi l B h i


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Ethical Behaviors

Honesty Altruism

Integrity Unselfishness

Fairness Love

Loyalty Truth

Kindness Tolerance

Courage Responsibility Generosity Prudence


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Compassion: Take care of others

General beneficence (dont bring misery to

others)

Frugality (not wasting resources)

Nil i2 I l


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Nilai2 Islam

Khalifah Ibadah

Amanah

Fitrah Musyawarah

Be kind

Justice Tell the truth

C d f Ethi


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Codes of Ethics

1. Professional

2. Tatacara Profesion Perguruan

Malaysia

Ethi l L d hi


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Ethical Leadership

A leader is best when people barely

know he exists.

Not so good when people obey and

acclaim him.

Worse when they despise him.

If you fail to honour people,they fail to honour you.


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But of a good leader,

who talks little,

when his work is done,

his aim fulfilled,

they will say We did this ourselves!

Lao-Tzu

Ethi l L d


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Ethical Leaders

1. SERVE OTHERS:Altruistic behaviors:

- mentoring,

- empowerment,- team building

e.g doctor: his duty is to help others

attend to others

making decision: beneficial toothers


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2. ARE JUST [control to decision making]

- treat subordinates equalfair & just

3. HONEST

- tell the truth

- honest


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4. BUILD COMMUNITY

- leaders cannot impose their will

- transformational leadership

- cares everyone5. RESPECT OTHERS

- never treated as the means to anothers

personal goal- treat other peoples decision & values with

respect.

Best practices


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Best practices

List some of the best practices in the

management of your organization /

institution.

Aktiviti 3


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Aktiviti 3

Sediakan satu pelan tindakan dan

nyatakan governannya sekali.

Getting Support from Your Boss


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Getting Support from Your Boss

Middle and lower managers may betotally committed to the philosophy of

situational ethics; they may judge

situations on their merits and come toconclusion that offer the optimal benefit to

corporate interests, to their colleagues,

to customers, and to society at large;they may minimize conflict, and they


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may satisfy their own criteria; but in thefinal judgment, unless they convince theirboss and their bosss boss, and so right upthrough the management hierarchy, untilthe executive is convinced of the rightnessof the action, their situational decisioncounts for nothing except their own ethical

satisfaction.Evan, W.A. (1981: 174)

Some Principles


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Some Principles

1. KNOW YOUR BOSS

2. COMPLETE DOCUMENT

3. KNOW YOUR TURF WELL4. RIGHTNESS OF ACTION

5. YOUR BOSS IS ALWAYS RIGHT


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