KEMENTERIAN PELAJARAN MALAYSIA

BAHAGIAN PENGURUSAN
SEKOLAH HARIAN - BPSH
---------------------------------------------------------------------

SEMINAR KEPIMPINAN &

PENGURUSAN STRATEGIK

Azuddin Jud Bin Haji Ismail, BCM

23rd June 2009
 ASALAMUALAIKUM WBT
GREETINGS AND SALUTATION

MoE STRATEGIC LEADERSHIP

BEST PRACTICES OF
LEARNING ORGANIZATION
IN THE CONTEXT OF
KNOWLEDGE MANAGEMENT
---------------------------------------------------------------------

When Will I Know Everything?

Azuddin Jud Bin Haji Ismail, BCM
23rd June 2009
 MUQADDIMAH

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

KERAJAAN
ANGGOTA KERAJAAN ITU DI TANGGUNG OLEH HARTA.

HARTA ITU REZEKI YANG DIKUMPULKAN OLEH RAKYAT.

RAKYAT ITU BUDAK BUDAK YANG DIPELIHARA OLEH

KEADILAN
KEADILAN ITU YANG DISUKAI OELH DUNIA.

DENGAN KEADILAN ITU TEGAKLAH DUNIA, DUNIA ITU SUATU

Key Accomplishments
Progress & Leadership
Do it FAST, Do it RIGHT, Do it CHEAP , Do it NOW!! – Pick
two
Azuddin Jud Ismail
MALAYSIA K-BASED ECONOMY MASTER
PLAN
Bridging the
knowledge and
Develop digital divides
Knowledge-based Developing human
Civil service capital

K-based
Networking with
private sector
Economy Institutional
Support
Master
Increase capacity
Plan
Developing necessary
for the acquisition and
infrastructure and
application of science
Info-structure facilities
and technology
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)

 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

 POTENTIAL TARGET POPULATION

THE BREAKDOWN
TOTAL MALAYSIAN POPULATION
27.94 MILLIONS

THE
COURAGEOUS AGE 5-9 AGE 10-14 AGE 15-24 Total
=
PARTICIPANTS 2.79mil 2.62mil 4.81mil 10.22mil

THE CATALYTIC
SPECTATORS ABOVE 25 – 14.72 MILLIONS

Source : Year Book Of Statistics 2008

 THE YOUTH IN MALAYSIA

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.
 YOUTHS : 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 Soccer is the 69%

ONLY “IN”
9. Soccer sport 68%

10. Modifying Cars 68%

STRATEGY MEDIA

BRANDING
PUTRAJAYA

10
10
 WISDOM

GOODNESS
PEOPLE CANNOT REMAINS
GOOD
UNLESS
GOOD IS EXPECTED
OF THEM
 THE GIFT

GOD GIVES US
THE ABILITY
TO THINK
&
TO REASON
12
 PRINCIPLES OF KNOWLEDGE

PROSES MENIMBA ILMU ITU

MELIBATKAN :-
2. Guru – Master Hormat
3. Murid – Apprentice Keakuan
4. Qadar – Duration Berhemah &
Tertib
5. Mahar – Values / Fees Nilai & Darjah
6. Azam – Determination Adat &
Pengorbanan
 LINGO OF KNOWLEDGE

PEMAHAMAN DALAM KONTEKS :-

ILMU - ?%$^!@&*(+<
PENGETAHUAN - ?{%:;
PELAJARAN - >?:X*&%
PENDIDIKAN - &*%^$
INTELLIGENT - ;&*%#
 ADAT BUDAYA ILMU DI TANAH MELAYU

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
 WISDOM

PERBIDALAN ILMU
SI TOLOL MAINAN SI
CERDIK
SI TIDUR MAINAN SI JAGA
SI LAPAR MAINAN SI 16
 WISDOM

PERBIDALAN ILMU
GIVE A MAN A FISH, YOU
WILL MAKE HIM FULL FOR
A DAY.
TEACH HIM HOW TO FISH,
HE WILL BE FULL FOR THE
17
 WISDOM

PANTUN WARISAN
KE HUTAN SAMA MEMBURU
DAPAT KIJANG RUSA & LANDAK
ORANG MELAPAH AWAN
MERENGIT
KE SEKOLAH SAMA BERGURU
ORANG BELAJAR AWAK TIDAK
AKHIRNYA HUJAN BALIK KE
18
 A Complex Thought NETWORK

University Required By

KNOWLED JOB Makes $

GE
Seminars

$$ Buys
Interactive
& Fun
BOOKS CARS

Often
Contagious EARTH

PULPA IRON MILL

19
 MINDA

AQAL – BRAIN
FIKIRAN – THINKING
HATI / QALBU – DESIRE
ILMU – KNOWLDEGE
PENGETAHUAN – TACIT &
EXPLICIT

20
 SIFAT AQAL

MALAS – TEORI NEWTON

KENAL – RECOGNISE
TAWAN – CONQUER
INGAT – REMEMBER
BAHASA – LINGO
BANDING/KAIT - COMPARE / RELATES
RANGSANG - STIMULTE / SUASANA

TEKNIK, PETUA, LATIHAN & DOA 21

 CARA-CARA MENJAGA AQAL

HATI / IMAN – MENGAWAL AQAL

PEMAKANAN – MENJAGA OTAK
LATIHAN – QUALITY / SIFAT
AKHLAQ – APPLIED
5 COLOURS FOR VEGE (PEMAKANAN)

PURPLE
YELLOW
WHITE
GREEN
ORANGE
22
 PROCESS OF THINKING

Memory .1 6. Evaluation
Translation .2 5. Synthesis
Application .3 4. Analysis
Analysis .4 3. Application
Synthesis .5 2. Understanding
Evaluation .6 1. Knowledge

Thinking Hierarchy Knowledge & Thinking

Development
 JENIS-JENIS PEMIKIRAN
Pemikiran Saintifik:
Pemikiran Pengetahuan yang bersifat
Logik
saintifik memerlukan pegawai
berfikir secara objektif
Pemikiran Pemikiran
Divergen Saintifik menggunakan fakta, bukti dan
hujah yang relevan dan
Kognitif signifikan tentang perkara yang
dibincangkan.

Pemikiran Logikal:
Pemikiran Pemikiran Penerangan dan penjelasan yang
Analytikal Rasional
Assumptions diberikan menunjukkan ianya
Theories about logik, boleh dipercayai & tidak
The world
menimbulkan keraguan.

Emosi Pemikiran Rasional:

Pemikiran Pemikiran
Reflektif Kritis
Pemikiran rasional ialah
pemikiran yang betul dan waras,
iaitu
Pemikiran
Kreatif pemikiran yang bebas daripada
dipengaruhi emosi, prejudis,
palsu, berat sebelah dan bersifat
bias.
 JENIS-JENIS PEMIKIRAN

Pemikiran
Pemikiran Kritis:
Logik Halangan kepada perubahan ialah
pemikiran yang tidak kreatif dan
Pemikiran Pemikiran tidak terbuka untuk menerima
Divergen Saintifik
perubahan. Kreativiti melibatkan
Kognitif potensi intelektual yang tinggi,
keupayaan
menggunakan daya imaginasi,
kekuatan mental bagi
Pemikiran Pemikiran mengkonseptualisasikan sesuatu
Analytikal
Assumptions
Rasional idea.
Theories about
The world Pemikiran Reflektif:
Reflektif bermaksud pantauan
Emosi pegawai yang ditunjukkan melalui
Pemikiran Pemikiran kebolehan, kecekapan dan
Reflektif Kritis kemahiran pemikiran selepas
sesuatu pengalaman atau sesi
Pemikiran latihan didedahkan kepada
Kreatif
peserta.

25
 JENIS-JENIS PEMIKIRAN

Pemikiran
Logik

Pemikiran Pemikiran
Pemikiran Analitikal:
Divergen Saintifik Proses berfikir seperti
menganalisisi, membuktikan
Kognitif hipotesis, membuat generalisasi
dan infrens antara ciri-ciri
penting pemikiran analitikal
yang perlu dikembangmajukan.
Pemikiran Pemikiran
Analytikal Rasional
Assumptions
Theories about
The world
Pemikiran Divergen:
Pemikiran divergen
menyebabkan wujudnya
Emosi perbezaan pendapat, idea dan
Pemikiran Pemikiran
Reflektif Kritis perbezaan cara berfikir di
kalangan individu.
Pemikiran
Kreatif

26
 BUDAYA ‘REASONING’

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 ? 27
 TRANSFORMATION
HESOID - GREECE POET 800 B.C
GOD 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
 THE SOCIO-CULTURE OF INFORMATION

PEOPLE INTERACT
PROCESS ADAPT
ORGANIZATION CULTURE
TOOLS TECHNOLOGY
KNOWLEDGE VALUED
INTELLEGENCE CAPITAL
WISDOM
29
 THE POWER
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

YOURSELF Law of Nature

INTERNAL OBJECT AT REST STAY AT REST
OBJECT IN MOTION STAY IN MOTION
UNTIL…
KNOWLEDGE
Environment

FORCE = MASS X
EXTERNAL
ACCELERATION
BOSS
( Newton’s Second Law of 30
 SIFAT
SIFATAQAL
AQAL

MALAS – TEORI NEWTON

KENAL – RECOGNISE
TAWAN – CONQUER
INGAT – REMEMBER
BAHASA – LINGO
BANDING/KAIT - COMPARE / RELATES
RANGSANG - STIMULTE / SUASANA

TEKNIK, PETUA, LATIHAN & DOA 31

 RENUNGAN RENUNGAN BERSAMA

“A
THOROUGH KNOWLEDGE OF THE
ELEMENTS
TAKES 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?
32
 Jenis
JENIS Manusia KEARAH
MANUSIA Kearah Kemajuan
KEMAJUAN

ATTRIBUTE
Competency Willingness Confidence
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
33
 KOMPETENSI
KOMPETENSI –: Layak
LAYAK– –Minat
MINAT- Lantik
– LANTIK

KITARAN
JENIS BERPENGETAHUAN PENILAIAN
ILMU

TAHU DENGAN SENDIRINYA BERKOMPETENSI AKTIF

LEARN &
TAHU APA YANG DIKETAHUI BERPENGETAHUAN
RE-LEARN
TAHU APA YANG TAK TAHU BERUSAHA UNTUK BERILMU LEARN

TAK TAHU APA YANG DIKETAHUI GAGAL DALAM MENGUASAI ILMU RE-LEARN

REFUSE TO
TAK TAHU APA YANG TAK TAHU BERKEMUNGKINAN SEGALANYA
LEARN
34
 WISDOM
WISDOM

“Ain Lam Mim”

ALAM
ILMU
AMIL
ALIM
UNLESS
AMAL
AZUDDIN JUD HAJI ISMAIL 35
 WISDOM
WISDOM

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 SANDERS
STARTED THE FIRST KFC FRANCHISE IN SALT LAKE CITY UTAH, USA

36
 FOUR ELEMENTS of ORGANIZATION DNA

Decision Rights Information

Motivators Structure

37
PARADIGM SHIFT
WISDOM

39
WISDOM

40
WISDOM

41
7 HABITS of PROFESSIONALISM &
PERFECTION

Habits

42
 1ST THING FIRST

Important Important
& But Not
URGENT URGENT

1 2
3 4
URGENT Not
Important
But Not &
Important Not URGENT

43
 2. THE POWER OF COMMUNICATIONS

 Schools & Administrator

Relationship
 The Operations &
Management Relationship
 Internal Communication –
Intra [Office & Schools]
 Exterior Communication 44
 3. BE PRO-ACTIVE

o Do Things Not Asked

For

o Do More!

o Create Trust 45
 4. PHYSIOLOGICAL

♣1st Impression

♣ Non-Verbal

♣ You….The Ambassador!

♣ You Can Only Feel As Good

As You Look 46
 5. MIRROR, MIRROR ON THE WALL

 What you see in others

is your own reflection
 Positive Vibes
 Art of Greeting People
 Be At Peace With The 47
 6. THE HABITS

 KFC Story

 Create a Habit &That

Habit Will Take Care 48
 7. JUST DO IT

• 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 49

Managing Changes In Learning Organization
– Today !!!

 Things are changing “status quo”

management won’t work.
 Major challenges :-
3. How do you hang on to your good
people?
4. How do you keep morale from
dropping?
 In Learning
Managing Changes in Learning Organization
Organization
– Today !!! – 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 ???
3. Productivity get hammered from all
corners..
4. Your people may be upset, confused
or demoralized…but still you are
responsible to produce “good” results
5. You have to protect the “bottom line”
…
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
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.

10. Act on active stance!

11. 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
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!
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
5. Frame out their duties and assignments in specific
terms, rather than leaving things general and
vague!

8. Assign definite deadlines and timetables.

3. Clear guidance from you helps your people on

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

12.Keep the spot light in your “Quick Win”

13.Give your subordinates generous feedback
regarding the progress that is made towards
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.
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
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
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

2. Be a “Coach” not a Judge or Umpire

3. Build “esprit de corps”
4. Teambuilding efforts – Contests, t-shirts,
milestone
parties, slogans or schools social games
(bowling)

Mengharap Pada Yang Boleh Di Harap

Jangan Bawa Unsur Negetif Kepada
Orang Yang Positif
Make 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

7. Need to function more as a tutor,

trainer and mentor
and not just as a BOSS
9. Assist them in developing new skills
needed to
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 place
on simple things such as word of
encouragement or
compliment from you.

Show respect and empathy.

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

10.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
8. Be very VOCAL in upholding the standards.
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 !!!!

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.

3. Make an effort to minimize surprises.

4. Give people advance warning about what’s coming
5. 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.

6. Have the guts to report problems to the

higher
management.

9. Be BIG enough to ask for help.

11.Report the truth, all the truth. You are

helping the
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
 PENGAHARAPAN
JANA PENGETAHUAN
BINA KEKAYAAN
JAMIN KESEJAHTERAAN

THE ENGINE WHICH DRIVES

ENTERPRISE IS NOT THRIFT, BUT
PROFIT
JohnAzuddin
Maynard Keynes
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.

% - 90% WILL BE TAKEN FROM BEST PRACTICES WITH

INDUSTRY WHEREBY WE WILL GO OUT, ENGAGE & LEA
OM OTHER MNC, SME, GOVT & FOREIGN COMPANIES AN
TO CREATE OUR OWN 10% - 25% NEW PROCESSES & I
 SEKIAN

AZUDDIN JUD HAJI ISMAIL, BCM

4. PENGERUSI EKSEKUTIF – LATTIS NETWORK

5. PENGERUSI – De ALAM IMPIANA SDN. BHD
6. KOMISARIS PT. NUSANTARA GLOBAL – INDONESIA
7. KETUA BIRO ICT & K-EKONOMI DMDI – DUNIA MELAYU
DUNIA ISLAM
8. AHLI LEMBAGA – DMDI FINANCE HOUSE
9. AHLI LEMBAGA – MELAKA ICT HOLDINGS SDN.BHD.
10.AHLI LEMBAGA – J/K EKONOMI NEGERI MELAKA
11.AHLI SIDANG PLENO – WORLD HALAL FORUM
12.Consultant - Team Leader For Government of
Malaysia
EG For - WEB PUBLISHING & KNOWLEDGE BASE
10. Penasihat – Neo Economic Business Community –
YKSM
76
 RUJKAN & PENGHARGAAN
a. Al-Quraan & Hadtith – A To Z Steps to Leadership: Abd
Ghani Ahmad Barie
b. Al-Kibsi - McKinsey Consultancy
c. Govt. Blueprint For e-Govt - Accenture
d. Alfred J.Beerli, Ph.D – Knowledge Management & e-
Business.
e. Svenja Falk, Ph.D – e-Politics & e-Democracy
f. Daniel Diemers, Ph.D – Knowledge Management & Virtual
Commucities
g. Michael E. Porter, Ph.D Havard University - Knowledge
Transformation
Business Administration

h. Amrit Tiwana – Knowledge Management , e-business &

CRM
i. Y.M. Dato’ Dr. Raja Malek – Bekas Timbalan Ketua
Pengarah MAMPU
j. Mr. Yotaro Kobayashi, CEO Fuji XEROX Ltd – Transformation
of Fuji XEROX 77
 RUJUKAN & PENGHARGAAN
a. Francis Fukuyama – The End of History & The Last
Man
b. Carol Harris Ph.D – Neuro-Linguistic Programming
c. Imran N.Hosein Ph.D– One Jamaat One Ameer
d. C.Brit Beemer – It Takes A Prophet To Make A
Profit
e. Karl Albrecht – The Power Of Minds At Work
f. William H. Gates (Bill Gates) – Business @ The
Speed Of Thought
g. Victor Newman – The Knowledge Activist’s
Handbook
h. Charles Handy – Inside Organizations
i. Hasan Al Ghaziri Ph.D – American University Of
Beirut (AUB)
j. Hasan Jantan – PRISMA BPP JPA / INTAN
k. www.Citizensleague.org
l. www.littlekhalifahshop.com
m. www.mentalmemory.org
n. www.truespana.com
o. Hbsp.havard.edu
p. US Army Corps of Engineers 78
RUJUKAN TAMBAHAN
TIDAK PERLU DI CETAK

79
 THE HUMAN & INTELLECTUAL CAPITAL
COUNTRY R&D EXPENDITURE SCIENTIST & ENGINEERS PER
% OF GDP 1998 MILLION POPULATION 1995
INDIA 0.70 148
CHINA 0.70 350
MALAYSIA 0.40 500
NEW ZEALAND 1.00 1,778
IRELAND 1.50 1,871
UNITED KINGDOM 1.90 2,417
SOUTH KOREA 2.70 2,636
CANADA 1.60 2,656
SINGAPORE 1.80 2,728
UNITED STATES 2.50 2,732
AUSTRALIA 1.70 3,166
JAPAN 2.90 6,309
80
 THE SOCIAL INFORMATION COMPARISON
SOUTH KOREA

5
10
15
20
25
30
35
40
45
50
55

65
70
75
80
85
90
95
60

100
KNOWLEDGE WORKERS
HUMAN CAPITAL SCIENCE & TECHNOLOGY GRADUATES
SECONDARY ENROLMENT

COMPANY WITH UNIVERSITY COPERATION

TECHNOLOGY INTELLECTUAL PROPERTY & PATENTS
CAPACITY & BUSINESS EXPENDITURE ON R&D
CAPABILITY GOVERNMENT EXPENDITURE ON R&D
RESEARCHERS PER CAPITA

INTERNET HOSTS
INFORMATION
INTERNET USERS PER CAPITA
TECHNOLOGY
STRUCTURE COMPUTERS PER CAPITA
PHONE LINES PER CAPITA

SERVICES & FD / GDP

KNOWLEDGE HI-TECH EXPORTS GDP
BASED SERVICES EXPORTS
INDUSTRIES
KNOWLEDGE BASED INDUSTRIES % OF GDP
81
 THE SOCIAL INFORMATION COMPARISON
REPUBLIC OF SINGAPORE

5
10
15

30
35
40
45
50
55
60
65

80
85
90
95
20
25

70
75

100
KNOWLEDGE WORKERS
HUMAN CAPITAL SCIENCE & TECHNOLOGY GRADUATES
SECONDARY ENROLMENT

COMPANY WITH UNIVERSITY COPERATION

TECHNOLOGY INTELLECTUAL PROPERTY & PATENTS
CAPACITY & BUSINESS EXPENDITURE ON R&D
CAPABILITY GOVERNMENT EXPENDITURE ON R&D
RESEARCHERS PER CAPITA

INTERNET HOSTS
INFORMATION
INTERNET USERS PER CAPITA
TECHNOLOGY
STRUCTURE COMPUTERS PER CAPITA
PHONE LINES PER CAPITA

SERVICES & FD / GDP

KNOWLEDGE HI-TECH EXPORTS GDP
BASED SERVICES EXPORTS
INDUSTRIES
KNOWLEDGE BASED INDUSTRIES % OF GDP
82
 THE SOCIAL INFORMATION COMPARISON

KINGDOM OF THAILAND

25

35

45
50

60

70

95
10
15
20

30

40

55

65

75
80
85
90

100
KNOWLEDGE WORKERS
HUMAN CAPITAL SCIENCE & TECHNOLOGY GRADUATES
SECONDARY ENROLMENT

COMPANY WITH UNIVERSITY COPERATION

TECHNOLOGY INTELLECTUAL PROPERTY & PATENTS
CAPACITY & BUSINESS EXPENDITURE ON R&D
CAPABILITY GOVERNMENT EXPENDITURE ON R&D
RESEARCHERS PER CAPITA

INTERNET HOSTS
INFORMATION
INTERNET USERS PER CAPITA
TECHNOLOGY
STRUCTURE COMPUTERS PER CAPITA
PHONE LINES PER CAPITA

SERVICES & FD / GDP

KNOWLEDGE HI-TECH EXPORTS GDP
BASED SERVICES EXPORTS
INDUSTRIES
KNOWLEDGE BASED INDUSTRIES % OF GDP
83
 THE SOCIAL INFORMATION
COMPARISON
MALAYSIA

45

70
10
15
20
25
30
35
40

50
55
60
65

75
80
85
90
95
100
KNOWLEDGE WORKERS
HUMAN CAPITAL SCIENCE & TECHNOLOGY GRADUATES
SECONDARY ENROLMENT

COMPANY WITH UNIVERSITY COPERATION

TECHNOLOGY INTELLECTUAL PROPERTY & PATENTS
CAPACITY & BUSINESS EXPENDITURE ON R&D
CAPABILITY GOVERNMENT EXPENDITURE ON R&D
RESEARCHERS PER CAPITA

INTERNET HOSTS
INFORMATION
INTERNET USERS PER CAPITA
TECHNOLOGY
STRUCTURE COMPUTERS PER CAPITA
PHONE LINES PER CAPITA

SERVICES & FD / GDP

KNOWLEDGE HI-TECH EXPORTS GDP
BASED SERVICES EXPORTS
INDUSTRIES
KNOWLEDGE BASED INDUSTRIES % OF GDP
84