HALA TUJU OLEH MOHD RAUHI BIN MOHD ISA
HALA TUJU OLEH MOHD RAUHI BIN MOHD ISA, PMP, KMN, AMP, PPT. TAKING CHARGE JPN PERAK 23 ogoa 2010
BUSINESS IS NOT AS USUAL IN THE PUBLIC SECTOR 2
THE ENVIRONMENT WITHIN WHICH THE PUBLIC SECTOR OPERATES HAS CHANGED 3
SEKOLAH ANDA BAGAI BAHTERA DALAM PELAYARAN Persoalan yang perlu diberi pertimbangan: n Ke mana? n Dari mana? n Dekat/jauh? n Bila? n Bagaimana? n Sumber yang ada? n Halangan/cabaran? n Sentiasa muhasabah! Perbezaan antara hanyut dan belayar ditentukan oleh matlamat. (Danial Z Abidin, 2005)
Di manakah sekolah anda berada sekarang. Bagaimanakah untuk membaiki kedudukan sekolah anda? .
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 PEMBELAJARAN Organisasi adalah satu tempat di mana manusia sentiasa mengembangkan kemampuan bagi mencapai hasil yang benar-benar mereka kehendaki, suatu tempat di mana pola pemikiran baru dan meluas dipupuk, suatu tempat di mana wujudnya aspirasi bersama dan suatu tempat di mana manusia sentiasa belajar bersama-sama. (Peter Senge 1990)
A Sense Of Urgency 1. Bring the outside in 2. Behave with urgency every day 3. Find opportunity in crises 4. Deal with the No. Nos
STRESS 10
MOTIVASI DIRI 1. Matlamat Jelas 2. Positif “Self-Talk” 3. Letak Diri Penting 4. Motivasi Orang Lain Untuk Motivasi Diri 5. Jangan Cipta Alasan
Di sekolah manakah anda berada sekarang. Bagaimanakah untuk membaiki kedudukan anda dan sekolah anda? .
TANDA-TANDA ORGANISASI SEDANG MENGHADAPI MASALAH KUALITI. § Masa menyiapkan kerja semakin lambat.
§ Tuduh menuduh dan kecam mengecam semakin menjadi-jadi.
§ Kerja berulang. § Berlaku pembaziran.
§ Aduan pelanggan semakin banyak.
Take Charge 17
Akauntabiliti: Peranan Pengurusan Tiga Aras Static PENGURUSAN ATASAN PENGURUSAN PERTENGAHAN Motivational Dynamic DASAR STRATEGI PENGURUSAN HADAPAN LAKSANA Model Pengurusan INTAN
Peranan Orang Kanan 1. Mengetahui Kehendak Pengetua. -mengambil masa untuk Mamahami. 2. Bersikap Jujur. - meneruskan pengaruh dan kerja. 3. Dipercayai. -tidak menyalahguna kuasa, kepercayaan dan keyakinan
PERANAN ORANG KANAN 4. Dapat Mencerap Dan Menilai. -berperanan untuk membuat keputusan. 5. Sikap Sentiasa Bersedia Menjalankan Tugas. -akan membawa “beban” kerja kerana misi yang dibentuk.
Mengurus Ketua 1. Know your place. 2. Master the art of conversing”…the most serious mistake you can make is to underrate the boss and be caught doing it” – Mark Shipman. 4. Study the boss leadership and management styles. 5. Take care of him and his image.
6. Mengenali dan terjemah Boss 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 informed 12. 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 DIRI 1. Berkewibawaan. 2. Berdisiplin diri. 3. Rekod yang baik/model. 4. Berkemahiran Tinggi. 5. Kemahiran Menyelesaikan. masalah/orientasi tindakan. 6. Membuat Keputusan.
KELEBIHAN 7. Mampu Menghadapi Stress. 8. Mempunyai Gambaran Luas. 9. Bersikap Positif. 10. Bebas Daripada Masalah Peribadi. 11. Sanggup Bertanggungjawab. 12. Tidak Panas Baran.
KELEBIHAN 13. Kekuatan Kerohanian. 14. Diterima Orang Lain. 15. Proaktif. 16. Boleh Bekerjasama. 17. Intergriti. 18. Suka Perubahan.
Be Relevant 27
The principal is ultimately responsible for everything that happens in a school. Sergiovanni 1995
“I have never seen a good school with a poor principal or a poor school with a good principal. I have seen unsuccessful schools turn around into successful ones and regrettably, out standing schools slide rapidly into decline. In each case the rise or fall could readily be traced to the quality of the principal…. ” Fred M. Hetchinger(President New York Times)
KUASA SAH KUASA MAKLUMAT KUASA RUJUKAN KUASA GANJARAN KUASA PAKAR KUASA HUBUNGAN KUASA PAKSAAN
KALAULAH KITA BOLEH DIIBARATKAN SEBAGAI AIR YANG MACAM MANA AGAKNYA? § MUTLAK § MUSTAKMAL § MUTANAJIS
Attitude 32
a. ‘Positif’. b. ‘Niat Yang Jujur’. c d ‘ Kenali Diri ’. ‘ konteks/Hubungan ’.
What makes our life perfect or 100% What If ……. A=1 B=2 C=3 D=4 E=5 F=6 G=7 H=8 I=9 J=10 K=11 L=12 M=13 N=14 O=15 P=16 Q=17 R=18 S=19 T=20 U=21 V=22 W=23 X=24 Y=25 Z=26
HARDWORK? H A R D W O R K 8 1 18 4 23 15 18 11 = 98%
KNOWLEDGE? K N O W L E D G E 11 14 15 23 12 5 4 7 5 = 96%
LOVE? L O V 12 15 22 E 5 = 54%
MONEY? M O N E Y 13 15 14 5 25 = 72%
LEADERSHIP? L E A D E R S H I P 12 5 1 4 5 18 19 8 9 16 = 97%
To go to the top, change our ATTITUDE! A T T I T U D E 1 20 20 9 20 21 4 5 = 100%
It is our ATTITUDE towards LIFE and WORK that make OUR LIFE PERFECT (100%)
CABARAN Manusia Toksid 1. Kurang Usaha. Burukkan orang lain untuk dapat Kepercayaan. 2. Penakut – tak berani cabaran
3. Tiada Kemahiran. 4. Pernah Kecewa -tidak mahu cabaran. 5. Inginkan Penghormatan tapi tidak dapat. 6. Kurang Didikan Agama. 7. Kurang Kesedaran Diri.
Make a Difference 45
Ask 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 46
‘The difference between ordinary person and extra ordinary person is an extra’.
a. ‘Extra Mileage’. b. ‘Extra Mind’ -. c ‘ Extra Mild ’.
Usaha yang bersifat ‘Extra -Ordinary’ akan menghasilkan pencapaian yang juga bersifat ‘Extra. Ordinary’.
Create Value 50
Enam nilai yang wujud di dalam diri setiap pemimpin Perseimbangan nilai-nilai adalah diperlukan jika seseorang pemimpin itu mahu berjaya Nilai Teori Nilai Ekonomi Nilai Estatik Nilai Sosial Nilai Politik Nilai Keagamaan
Budaya Kerja Cemerlang Satu 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.
Uphold Integrity 53
REDUCE ELIMINATE A NEW VALUE CURVE RAISE 54 CREATE
SWOT ANALYSIS ( WHAT ) & FOUR ACTION FRAMEWORKS ( ACTION ) STRENGTHS OPPORTUNITIES ( RAISE ) ( CREATE ) WEAKNESSES THREATS (REDUCE ) ( ELIMINATE )
ELIMINATE-REDUCE-RAISE-CREATE GRID : AIR ASIA ELIMINATE Non-performing staf Privilege for senior citizens ( Warga Emas ) to board first REDUCE Time wastage Manpower – multitasking by staf RAISE Standard of service – online ticket purchase, “impromptu" check-in RM 20/- seats of choice CREATE More destinations – domestic as well as international - India Smart partnership – Link Hotel, KL
APPLICATION OF THE FOUR ACTIONS FRAMEWORK ( school context ELIMINATE (THREATS) §Complacency §Professional jealousy §Non-performing staff REDUCE (WEAKNESSES) §Saturday meetings §Red tape ) RAISE (STRENGTHS) § Staff morale § Quality academic performance § Standard of school management CREATE ( OPPORTUNITIES) § New school vision § New posts/committees
General Excellence Model DRIVERS ENABLERS OUTPUT DYNAMIC ENVIRONMENT 58 IMPACT/ OUTCOME
Public Sector Excellence Vision & Mission DRIVERS LEADERSHIP Strategies for Action ENABLERS OUTPUT IMPACT/ OUTCOME ORGANISATIONAL STRUCTURE SERVICE DELIVERY VALUE CREATION RESOURCES CUSTOMER SATISFACTION IMPACT ON SOCIETY HUMAN CAPITAL QUALITY OUTPUT VISION SHARED ASPIRATIONS VALUES GUIDING PRINCIPLES SYSTEM & PROCESSES DYNAMIC ENVIRONMENT ANALYSIS 59
High Thinking, High Doing Hi HIGH DOING HIGH THINKING HIGH DOING LOW THINKING LOW DOING HIGH THINKING LOW THINKING Doing Lo 60 LOW DOING Thinking Hi
Levels of Leadership LEVEL 5 People follow because of who you and what you represent. are LEVEL 4 People follow because of what you have done for the organization. LEVEL 3 People follow because they LEVEL 2 People follow because of what have done for them. LEVEL 1 People follow because they want to. you have to. John C. Maxwell, Developing The Leader Within You, 1993 61
Level 5 Hierarchy LEVEL 5 EXECUTIVE LEVEL 4 EFFECTIVE LEADER LEVEL 3 COMPETENT MANAGER LEVEL 2 CONTRIBUTING TEAM MEMBER LEVEL 1 HIGHLY CAPABLE INDIVIDUAL Builds enduring greatness through a paradoxical blend of personal humility and professional will. Catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards. Organizes people and resources toward the effective and efficient pursuit of predetermined objectives. Contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting. Makes productive contributions through talent, knowledge, skills and good work habits. Jim Collins, Good to Great, 2001
TERIMA KASIH
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