Keserakanan Dalam Pendidikan Tinggi

Professor Dr Mohamad Kamal Harun, FAScAKEPT

The National Park, Kuala Tahan, Pahang, Malaysia

Misi Melahirkan Insan Yang Meneraju Industri Perladangan

Negara

UiTM : Plantation Management Programo Diplomao Degree

1970 an

Ahli Akademik

Mencari/Membentuk/ Menerbitkanilmu

Menyampaikanilmu

Mengupayakan masyarakatmelalui Ilmu

Kepimpinan Akademik

1. Tidak mempunyaijawatan yang memberikan kuasa.

2. Dihormati atas kehebatanilmunya

3. Dipandang tinggi ataskredibilitipengetahuannya

4. Diidengari ataskebijaksanaannya

5. Mampu menjadi rujukankepada masyarakat

Soil Fertility

Plant Diseases

Management Operation

Mechanization of Estate Operation

Postharvest Handling and ProcessingAgricultural Marketing

Plantation Crops

Labor Resource

General Field Maintenance

Pest and Disease Management

Ethical, Social and Legal Issues

Economics

Melahirkan Insan Yang Meneraju Industri Perladangan Negara

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Cerita Misi Melahirkan Insan Yang Meneraju Industri Perladangan

Negara

KESERAKANAN

KESERAKANAN DIDALAM ORGANISASI

Pengurus/Pentadbir

Universiti

Pusat Peperiksaan Pej Perhubungan Industri Selenggaraan

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A Story

Tugas Pemimpin Akademik Mencari/Membentuk Ilmu dan

Mengukuhkan Universiti

Menguji/Menyelidik/Menerbit

Mengkaji

Dikongsikan dandibahaskan dalampasukan bidang; KESERAKANAN

Dikongsikan: Merentas bidang; Pengajaran/PenerbitanKESERAKANAN

UniversitiTersohor

KESOHORAN UNIVERSITI

Kesohoran Universiti

1. Kerakanan membina pasukan yang bekerjasama secara kukuh dan menyokong(secara profesional) antara satu sama lain bagi mencapai matlamat organisasi.

2. Kerekananan bererti mendengar dan menggalakkan perbedaan pandangan danpendapat serta menyokong perbedaan ini, jika ia boleh menjayakan misimenghasilkan insan berguna.

3. Keserakanan menekankan kepada tanggungjawab secara berpasukan dalammencapai misi dan matlamat.

4. Keserakanan mencetuskan interaksi kerap antara satu sama lain bagi memastikankeputusan bersama dibuat dalam menjayakan misi dan menelakkan konflik.

1. Keserakanan membentuk tenaga kerja yang bersemangat tinggi disampingmenyediakan suasana dan ekosistem pekerjaan yang memberansangkan.

Lesson Learnt

• Keserakanan1. Menampakkan kecenderungan

kepada mengambil berat terhadaprakan sekerja dan kejayaanmereka.

2. Antara ahli fakulti bertumpukepada perkembangan pespektifdan juga kemajuan antara ahli.

3. Meningkatkan kreativiti dankeupayaan organisasi

4. Memantapkan kolaborasi, 5. Membulatkan usaha melalui

kerjasama6. Lebih bersifat “humanistic”dan

tidak “mechanical"7. Sentiasa melihat kehadapan.

Lesson Learned

• Kesan Keserakanan1. Meningkatkan produktiviti

dan kecekapan individuserta organisasi

2. Peningkatan semangatberkomuniti

3. Satu budaya yang positif4. Menjadikan tempat kerja

seronok didiami.

• Kesan ketiadaan SemangatKeserakanan

1. Kecekapan dan keberkesananorganisasi menurun,

2. Mengasingkan diri dari orang lain

3. Kehilangan peluang untuk lebihcepat maju

4. Mengekang potensi bakatindividu dalam organisasi, danmenyebabkan kerugian kepadaorganisasi

The collegial effect: An exploratory study of how faculty members perceive collegiality and its effects on individuals and departmentsRobinson, Raymond D.. Michigan State University,

Lesson Learned

• Ketiadaan Semangat Keserakanan

1. Terlalu mementingkan diri sendiri, 2. Tidak mempunyai timbang rasa dan

kesedaran tentang keadaansekeliling.

3. Menpunyai sifat dan perangai yang negatif.

4. Sentiasa menyangka diri lebihhandal dari yang lain danmenggunakan kedudukan danpangkat untuk menunjukkan kuasa.

5. Dalam keadaan tertentu bersifatdiskriminasi.

Lesson Learned

Empathy: Fair and Recognized

Potentials of others

ACKNOWLEDGED THAT POWER ANDAUTHORITY ARE EQUAL AMONGCOLLEAGUES.

Lesson Learned

Lesson Learned

Be Knowledgeable

Lesson Learned

Voices of the Malaysian Community

(community survey 2014)

1. Lead Knowledge to Empowering the Community2. Education for All: Inclusive and Equitable Opportunities for

Quality Higher Education.3. Strengthen National Cohesion through Higher Education;4. Malaysian Higher Education: Strength through Diversity5. Foster Collaboration for Excellence;6. Nurture Talent: Learning Experience for Continued Excellence7. Internationalization: Progressive International Impact;8. IHL Governance: Empowered and Transparent9. Higher Education that Leads Economic Revitalization;10. Higher Education for Inclusive and Sustainable Development11. Research and Innovation for humanity and inclusive growth;12. HE as an instrument for soft power in conflict resolution.

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AKEPT PILLARS

HigherEducation Thought & Action Leaders

Training & Talent Development

Research

Administration, Financial, Infrastructure & Partnership

THRUST

FUNCTION

VISION & MISSION

SUPPORTSYSTEM

Academic Leadership

Institutional Leadership

Strategic Research on Leadership

FOCUS AREAS FOR ACADEMIC LEADERSHIP, GOVERNANCE & LEADERSHIP TALENT DEVELOPMENT

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ACADEMIC LEADERSHIP IN HIGHER EDUCATION (AL 400)

Strategic Leadership & Decision Making

Academic & The Community (Nation-Civilisation)

The Malaysian Higher Education (Autonomy & Governance)

Leadership Style, Traits and Characteristic

The Idea & role of Higher Education in Malaysia

Leadership in Managing Diversity

Malaysian Higher Education Blueprint & Act

INSTITUTIONAL LEADERSHIP

ADVANCED LEADERSHIP PROGRAMME (IL 700)

Leadership Mobility

Sustainable Leadership

Coaching & Mentoring Leaders in HEIs

Global Discoveries: Future University

Autonomy & Accountability in 21st Century HEIs

MID-LEVEL LEADERSHIP PROGRAMME II (IL 600)

Leading Successful Change in HEIs

Strategic Financial Management in HE Towards High-Income Nation

Strategic Management for High-Performance Universities II

Building Inner Strengths of Leaders in Higher Education

Crisis Leadership in HEIs

MID-LEVEL LEADERSHIP PROGRAMME I (IL 500)

Strategic Management for High-Performance Universities I

Strategic Communication & Media for HEIs Leaders

Fostering Creative Problem Solving in HEIs: Crisis & Conflict Management

Unlocking Potential Through Performance Management

ACADEMIC LEADERSHIP

ACADEMICS AND THE INSTITUTION (AL 300)

Academic Governance & Leadership

Corporate Strategy in University Administration

Academic Leadership in CommunityUniversity Engagement

Collegial Management

Knowledge Management & Academic Credibility

Managing Scarcity & Solidarity

COMMUNITY OF ACADEMICS (AL 200)

Academic Profession (Scholarship-Culture)

Academic Networking

Coaching & Mentoring for Excellence

THE INDIVIDUAL ACADEMIC (AL 100)

Qalb-Based Leadership

Human Governance

Intellectuality & Social Conscience

Academic Ethics & Integrity

Self Leadership & Identity Construction

35 programs x 3 courses/program = 105 courses

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STRATEGIC LEADERSHIP FOCUS AREAS

MODULE

Human Capital Development for Technology Transfer Centre

Grants Assessor Programme

The Digital Education Leadership Action Training (DELAT) Programme

CONFERENCES/PUBLICATIONS

AKEPT Leadership Talk Series

World Islamic Countries University Leaders Summit (WICULS 2016)

Conference on Governance in Higher Education Institutions 2016

ASEAN Emerging Administrative Leaders Convention 2016

2nd Forum on Qalb-Based Leadership in Higher Education Institutions

South East Asia Higher Education Summit (SEAHES 2016)

HE Governance for Malaysian University Boards Chairs and Vice Chancellors/Presidents

LEADER Magazine

Conference for Higher Education Department Heads

YOUNG LEADER DEVELOPMENT

Malaysian Young Scholar Leadership

ASEAN Future Leaders (AFLES)

STRATEGIC LEADERSHIP RESEARCH

University Good Governance Practice

The nature and Functions of Qalb in Leadership from the Islamic Perspective:

ASEAN Community Leadership Engagement: Reviving The Soul of Higher Education

University Corporate Governance: RU’s, Comprehensive and MTUN

TERIMA KASIH