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HALA TUJU OLEH MOHD RAUHI BIN MOHD ISA, PMP , KMN, AMP,PPT. TAKING CHARGE. Pengarah JPN Perak. Tempat. JPN PERAK 23 ogoa 2010. A. D. PAR. S. I. E. SANDY BEACH RESORT. PENANG - MALAYSIA. BUSINESS IS NOT AS USUAL IN THE PUBLIC SECTOR. 2. THE ENVIRONMENT WITHIN WHICH - PowerPoint PPT Presentation
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HALA TUJUOLEH
MOHD RAUHI BIN MOHD ISA,PMP, KMN, AMP,PPT.
JPN PERAK 23 ogoa 2010
TAKING CHARGE
2
BUSINESSBUSINESSIS NOT AS USUALIS NOT AS USUAL
IN THE PUBLIC SECTORIN THE PUBLIC SECTOR
3
THE ENVIRONMENTTHE ENVIRONMENTWITHIN WHICHWITHIN WHICH
THE PUBLIC SECTORTHE PUBLIC SECTOROPERATES HAS CHANGEDOPERATES HAS CHANGED
SEKOLAH ANDA BAGAI BAHTERA DALAM PELAYARAN
Persoalan yang perlu diberi pertimbangan: Ke mana? Dari mana? Dekat/jauh? Bila? Bagaimana? Sumber yang ada? Halangan/cabaran? Sentiasa muhasabah!!
Perbezaan antara hanyut dan belayar ditentukan oleh Perbezaan antara hanyut dan belayar ditentukan oleh matlamat. matlamat. (Danial Z Abidin, 2005)(Danial Z Abidin, 2005)
Di manakah sekolah anda berada
sekarang.
Situasi Sebenar Sekolah*Stoll dan Fink(1966) Rosenholtz(1989) dan Hopkins (1992) melabelkan sekolah-sekolah sebagai:
*Sekolah bergerak (moving).*Sekolah mengekal prestasi (Cruising).*Sekolah berkembang sederhana
(Strolling).*Sekolah merangkak (struggling).*Sekolah tenggelam (sinking).
Organisasi adalah satu tempat di mana manusia Organisasi adalah satu tempat di mana manusia sentiasa mengembangkan kemampuan bagi sentiasa mengembangkan kemampuan bagi mencapai hasil yang benar-benar mereka mencapai hasil yang benar-benar mereka kehendaki, suatu tempat di mana pola pemikiran kehendaki, suatu tempat di mana pola pemikiran baru dan meluas dipupuk, suatu tempat di mana baru dan meluas dipupuk, suatu tempat di mana wujudnya aspirasi bersama dan suatu tempat di wujudnya aspirasi bersama dan suatu tempat di mana manusia sentiasa belajar bersama-sama.mana manusia sentiasa belajar bersama-sama.
ORGANISASI PEMBELAJARAN
(Peter Senge 1990)
A Sense Of Urgency
1. Bring the outside in2. Behave with urgency every day3. Find opportunity in crises4. Deal with the No.Nos
STRESSSTRESS10
MOTIVASI DIRIMOTIVASI DIRI1.Matlamat Jelas2. Positif “Self-Talk”3. Letak Diri Penting4. Motivasi Orang Lain Untuk5. Jangan Cipta Alasan
Motivasi Diri
Bagaimanakah untuk Bagaimanakah untuk membaiki kedudukan anda membaiki kedudukan anda
dan sekolah anda?.dan sekolah anda?.
Di sekolah manakah anda berada sekarang.
TANDA-TANDA ORGANISASI SEDANG MENGHADAPI TANDA-TANDA ORGANISASI SEDANG MENGHADAPI MASALAH KUALITI.MASALAH KUALITI.
Masa menyiapkan kerja semakin lambat.Masa menyiapkan kerja semakin lambat.
Tuduh menuduh dan kecam mengecam semakin Tuduh menuduh dan kecam mengecam semakin menjadi-jadi.menjadi-jadi.
Kerja berulang.Kerja berulang. Berlaku pembaziran.Berlaku pembaziran.
Aduan pelanggan semakin banyak.Aduan pelanggan semakin banyak.
TakeTakeChargeCharge
17
DASAR
STRATEGI
LAKSANA
PENGURUSANATASAN
PENGURUSANPERTENGAHAN
PENGURUSANHADAPAN
Static Motivational Dynamic
Akauntabiliti: Peranan Pengurusan Tiga Aras
Model Pengurusan INTAN
Peranan Orang Kanan
1. Mengetahui Kehendak Pengetua.
2. Bersikap Jujur.
3. Dipercayai.
-mengambil masa untukMamahami.
- meneruskan pengaruh dan kerja.
-tidak menyalahguna kuasa,kepercayaan dan keyakinan
4. Dapat Mencerap Dan Menilai.
5. Sikap Sentiasa Bersedia
-akan membawa “beban” kerja
-berperanan untukmembuat keputusan.
kerana misi yang dibentuk.
Menjalankan Tugas.
PER A
NA N
ORA
NG
KAN
AN
Mengurus Ketua1. Know your place.2. Master the art of conversing”…the
most serious mistake you can makeis to underrate the boss and be caught doing it” – Mark Shipman.
4. Study the boss leadership andmanagement styles.
5. Take care of him and his image.
6. Mengenali dan terjemahBoss sendiri.
7. “The Boss is always the Boss”.8. Menjaga kerahsiaan / rahsia
yang diamanahkan.9. Bina kepercayaan (Tunai janji
tepati masa, tidak menjual nama. 10. Wujud pengaliran komunikasi
yang licin.11. Keep your Boss informed12. Jaga maruah Boss.
Kualiti Peribadi
Tahap setakat mana seseorang individu menzahirkan ketrampilan peribadi yang positif, mengamalkan perhubungan manusia yang baik dan memaparkan prestasi kerja yang cemerlang.
KELEBIHAN DIRI1. Berkewibawaan.2. Berdisiplin diri.3. Rekod yang baik/model.4. Berkemahiran Tinggi.5. Kemahiran Menyelesaikan.
masalah/orientasi tindakan.6. Membuat Keputusan.
7. Mampu Menghadapi Stress. 8. Mempunyai Gambaran Luas.9. Bersikap Positif.
10. Bebas Daripada MasalahPeribadi.
11. Sanggup Bertanggungjawab.12. Tidak Panas Baran.
KEL E
B IH
A N
13. Kekuatan Kerohanian. 14. Diterima Orang Lain.15. Proaktif.16. Boleh Bekerjasama.17. Intergriti.18. Suka Perubahan.
KEL E
B IH
A N
BeBeRelevantRelevant
27
The principal is The principal is ultimately responsible ultimately responsible
for everything that for everything that happens in a school.happens in a school.
Sergiovanni Sergiovanni 19951995
““I have never seen a good school with a I have never seen a good school with a poor principal or a poor school with a poor principal or a poor school with a
good principal. I have seen good principal. I have seen unsuccessful schools turn around unsuccessful schools turn around
into successful ones and regrettably, into successful ones and regrettably, out standing schools slide rapidly out standing schools slide rapidly
into decline. In each case the rise or into decline. In each case the rise or fall could readily be traced to the fall could readily be traced to the
quality of the principal….”quality of the principal….”Fred M.Hetchinger(President New York Fred M.Hetchinger(President New York Times)Times)
KUASA KUASA SAHSAH
KUASAKUASA GANJARANGANJARAN
KUASA KUASA RUJUKANRUJUKAN
KUASA KUASA PAKSAANPAKSAAN
KUASAMAKLUMAT
KUASAPAKAR
KUASAHUBUNGAN
KALAULAH KITA BOLEH DIIBARATKAN SEBAGAI AIRKALAULAH KITA BOLEH DIIBARATKAN SEBAGAI AIR
AIR YANG MACAM MANA AGAKNYA?AIR YANG MACAM MANA AGAKNYA?
MUTLAKMUTLAK MUSTAKMALMUSTAKMAL MUTANAJISMUTANAJIS
AttitudeAttitude
32
c ‘ Kenali Diri ’.
a. ‘Positif’.b. ‘Niat Yang Jujur’ .
d ‘ konteks/Hubungan ’.
It is our ATTITUDE towards LIFE and WORK that make
OUR LIFE PERFECT (100%)
CABARAN
1.Kurang Usaha. Burukkan orang lain untuk dapatkan kepercayaan.
2.Penakut – tak berani cabaran
Manusia Toksid
3. Tiada Kemahiran.4. Pernah Kecewa –tidak mahu
cabaran.5. Inginkan Penghormatan tapi
tidak dapat.6. Kurang Didikan Agama.
7. Kurang Kesedaran Diri.
Make aMake aDifferenceDifference38
39
Ask Ourselves These Four QuestionsAsk Ourselves These Four Questions
Are the people Following
Are the people Changing
Are the people Growing
Are the people Succeeding
What is wrong With Me
What Can I Do Differently
‘‘The difference betweenThe difference between ordinary person and ordinary person and extra ordinary person is extra ordinary person is an extra’.an extra’.
c ‘ Extra Mild ’. c ‘ Extra Mild ’.
a. ‘Extra Mileage’.b. ‘Extra Mind’ -.
Usaha yang bersifat ‘Extra-Ordinary’ akan menghasilkan pencapaian yang juga bersifat ‘Extra-Ordinary’.
CreateCreateValueValue
43
Enam nilai yang wujud di dalam diri setiap Enam nilai yang wujud di dalam diri setiap pemimpinpemimpin
Perseimbangan nilai-nilai adalah Perseimbangan nilai-nilai adalah diperlukandiperlukan
jika seseorang pemimpin itu mahu berjayajika seseorang pemimpin itu mahu berjaya
Nilai Teori
Nilai Ekonomi
Nilai Estatik
Nilai Sosial
Nilai Politik
Nilai Keagamaan
Budaya Kerja CemerlangSatu pola perlakuan yang
menjadi amalan seluruh ahli secara berterusan, dengan
penuh kesungguhan, kesukaan, kemanisan, kepuasan dan
kehebatan luar biasa, terbaik, terpuji, berkualiti, sentiasa
mencari kesempurnaan dengan mengamalkan nilai dan etika
yang ditetapkan.
UpholdUpholdIntegrityIntegrity
46
47
A NEWVALUECURVE
ELIMINATE CREATE
REDUCE
RAISE
SWOT ANALYSIS ( WHAT ) & FOUR ACTION FRAMEWORKS
( ACTION )
STRENGTHS
( RAISE )
OPPORTUNITIES
( CREATE )
WEAKNESSES
(REDUCE )
THREATS
( ELIMINATE )
ELIMINATE-REDUCE-RAISE-CREATE GRID : AIR ASIA
ELIMINATE
Non-performing stafPrivilege for senior citizens ( Warga Emas ) to board first
RAISE
Standard of service – on-line ticket purchase, “impromptu" check-inRM20/- seats of choice
REDUCE
Time wastageManpower – multitasking by staf
CREATE
More destinations – domestic as well as international - India Smart partnership – Link Hotel, KL
APPLICATION OF THE FOUR ACTIONS FRAMEWORK
( school context) ELIMINATE
(THREATS)
ComplacencyProfessional jealousyNon-performing staff
RAISE (STRENGTHS) Staff morale Quality academic performance Standard of school management
REDUCE(WEAKNESSES)
Saturday meetingsRed tape
CREATE ( OPPORTUNITIES)
New school vision New posts/committees
51
DYNAMIC ENVIRONMENT
General Excellence Model
DRIVERS ENABLERS OUTPUT IMPACT/OUTCOME
DYNAMIC ENVIRONMENT ANALYSIS
Public Sector Excellence
DRIVERS ENABLERS OUTPUT IMPACT/OUTCOME
Vision & Mission Strategies for ActionStrategies for Action
LEADERSHIP
VISION
SHAREDASPIRATIONS
VALUES
GUIDINGPRINCIPLES
ORGANISATIONALSTRUCTURE
RESOURCES
HUMAN CAPITAL
SYSTEM &PROCESSES
SERVICEDELIVERY
CUSTOMERSATISFACTION
QUALITYOUTPUT
VALUECREATION
IMPACT ONSOCIETY
52
HIGH DOINGLOW THINKING
HIGH THINKINGHIGH DOING
HIGH THINKINGLOW DOING
LOW THINKINGLOW DOING
Thinking
Doing
Hi
Lo Hi
High Thinking, High Doing
53
LEVEL 1 People follow because they have to.
LEVEL 2 People follow because of what youhave done for them.
LEVEL 3 People follow because they want to.
LEVEL 4 People follow because of what youhave done for the organization.
LEVEL 5 People follow because of who you areand what you represent.
Levels of LeadershipLevels of Leadership
John C. Maxwell, Developing The Leader Within You, 199354
Level 5 Hierarchy Level 5 Hierarchy
Jim Collins, Good to Great, 2001
LEVEL 1
LEVEL 2
LEVEL 3
LEVEL 4
LEVEL 5
HIGHLY CAPABLE INDIVIDUALMakes productive contributions through talent,knowledge, skills and good work habits.
CONTRIBUTING TEAM MEMBERContributes individual capabilities to the achievement ofgroup objectives and works effectively with others in a group setting.
COMPETENT MANAGEROrganizes people and resources toward theeffective and efficient pursuit of predetermined objectives.
EFFECTIVE LEADERCatalyzes commitment to and vigorous pursuit of a clearand compelling vision, stimulating higher performance standards.
LEVEL 5 EXECUTIVEBuilds enduring greatness through a paradoxical blendof personal humility and professional will.
TERIMA KASIHTERIMA KASIH