strategic thinking for strategic leaders

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SELAMAT DATANG KE KURSUS PEMIKIRAN STRATEGIK 1 hakmilik@MBAM.IAB

Pemikiran Strategik: satu keperluan bagi pemimpin cemerlang :

Pemikiran Strategik: satu keperluan bagi pemimpin cemerlang Trainer: Muhamad Bustaman bin Abdul Manaf Institut Aminuddin Baki, KPM (Ketua Pusat Premier IAB) hakmilik@MBAM.IAB

Jurulatih Anda:

hakmilik@MBAM.IAB 3 Jurulatih Anda hak milik mbustamanIAB.KPM 3

A bit about me:

A bit about me Long and good career in IAB-since 1995 2009….integrating long term thinking & KPI into strategy development, using futures approaches Future: to publish at least 5 books Managed IAB strategic planning/quality management system ( MS ISO 9001:2008) Currently published 3 books: quality management & Strategic Planning 4 hakmilik@MBAM.IAB

BIODATA PENCERAMAH :

hakmilik@MBAM.IAB 5 BIODATA PENCERAMAH MUHAMAD BUSTAMAN BIN HAJI ABDUL MANAF Ketua Jabatan Jabatan Pengurusan Kualiti, Instutut Aminuddin Baki, KPM 1. Pengalaman memberi kursus Pengurusan Strategik dan Pengurusan Kualiti di Institut Aminuddin Baki semenjak 1995. (paling lama dalam bidang ini di IAB) 2. Menulis buku: 1. Perancangan Strategik. 2. Pengurusan Kualiti dalam pendidikan 3. Buku ketiga: Pengurusan Strategik-akan terbit bulan 7 2009 oleh PTS. 3. Pernah mengikuti Latihan Profesionalisme dalam bidang Pengurusan Strategik dan Pengurusan Kualiti Latihan Luar Negara (selain dalam negara): i. Strategic Management & Leadership: World Trade Institute, New York, USA (1996) ii. TQM in Education: SEAMEO Innotech, Manila. Philippine (1998) iii. Strategic planning in education: Uni of York, England (2000- 2004) iv. Strategy Performance Measurement (BSC): Uni of Adelaide, Australia (2005) 4. Mempunyai sijil profesional Juruaudit (Lead Auditor) MS ISO 9000 sejak 1998 (berdaftar dengan IRCA London. Memberi khidmat konsultasi dalam Pengurusan Strategik dan KPI untuk semua peringkat Bahagian dalam Kementerian Pelajaran Malaysia. Ahli Panel Sistem Pengurusan Kualiti Star Rating (SSR) KPM Pembentang kertas pernyataan baru MISI, VISI dan Matlamat KPM Kepakaran lain: Kursus KMK, Benchmarking, Quality Tools, Quality from Islamic Perspectives, Strategic Change, Strategic Leadership Skills, Strategic Thinking Skills. 5

Buku Terbaru:

hakmilik@MBAM.IAB 6 Buku Terbaru

Pengenalan Diri:

7 Pengenalan Diri Nama, Organisasi Pengalaman tentang pemikiran strategik Harapan dari kursus hakmilik@MBAM.IAB

Objektif:

‘Outcomes’ atau hasil akhir kursus ini : 1. Peserta memahami tentang kepentingan kemahiran berfikir dalam meningkatkan kualiti kepimpinan dan keberkesanan perancangan strategik organisasi . 2. Peserta menguasai ilmu asas kemahiran berfikir secara strategik 3. Peserta mengetahui cara untuk mengoperasikan strategi kepada pelan tindakan Objektif 8 hakmilik@MBAM.IAB

Tangkap Pemikiran Anda:

Tangkap Pemikiran Anda Semasa kursus berlansung, tuliskan perubahan cara anda berfikir dan akan buat perubahan bila balik ke tempat kerja nanti

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10 Kata Imam Ghazali : “ seorang guru yang hanya memikirkan mengajar sahaja tanpa memikirkan masa depan muridnya , lebih baik jangan jadi guru” hakmilik@MBAM.IAB

Like aging generals, many academic leaders appear to be planning for the previous war, not the next one.:

Like aging generals, many academic leaders appear to be planning for the previous war, not the next one. Kenneth C. Green Mark Hopkins and the Digital Log hakmilik@MBAM.IAB

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You cannot discover new oceans unless you have the courage to lose sight of the shore. … Unknown Author 12 hakmilik@MBAM.IAB

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13 Rumusan 1: Berdasarkan analisis soalselidik : Sejauhmanakah anda berfikir secara strategik ? hakmilik@MBAM.IAB

Mengapa saya perlu berfikiran strategik dan merancang secara strategik?:

Apakah realiti baru dunia pendidikan negara & dunia? Adakah saya berpuashati dengan keputusan yang telah saya capai? Adakah saya komited untuk kesan yang positif kepada masyarakat? Tidak saya mahu membina dunia esok yang lebih baik untuk generasi masa depan? Mengapa saya perlu berfikiran strategik dan merancang secara strategik? 14 hakmilik@MBAM.IAB

Mengapa saya perlu berfikiran strategik dan merancang secara strategik?:

Adakah saya mahu bertambah baik? Adakah saya tahu caranya? Adakah cara saya bekerja hari ini (Kejayaan) akan terus sama untuk kejayaan masa depan? Adakah saya mahu kekal ddidipan dari pesiang? Adakah saya mahu dijadikan penandaarasan kepada semua orang? Mengapa saya perlu berfikiran strategik dan merancang secara strategik? 15 hakmilik@MBAM.IAB

Being a Good strategiest:

1. balanced short and long term needs 2. see problems as opportunities to improve 3. keeps calm when the unexpected occurs 4. is a skilled communicators 5. is a team player (Bruce & Langdon, 2000) Being a Good strategiest 16 hakmilik@MBAM.IAB

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Kesilapan dalam Proses Formulasi strategi – tidak berfikir secara strategik.:

Pembinaan Misi & Visi - sempit , berfokus (very broad) Pemilihan Isu strategik & Matlamat Strategik /KRA Penetapan objektif & KPI + sasaran Penentuan antara strategi dan taktik ( kesan utama - perancangan strategik hanya lebih penyediaan dokumen dan kepatuhan arahan tetapi bukan sebagai garis panduan kerja seharian untuk capai misi & visi Kesilapan dalam Proses Formulasi strategi – tidak berfikir secara strategik. 18 hakmilik@MBAM.IAB

Apakah itu Strategi?:

19 Apakah itu Strategi? Kamus Oxford mentakrifkan strategy has to do with war and deception of an enemy . In nonprofit management, strategy has to do with responding to a dynamic and often hostile environment in pursuit of a public service mission ( Allison &Kaye, 2005) Cara bagaimana untuk mencapat matlamat/objektif (ms 5) [Lf. Gk strategos , f. stratos army + -ag-, agein to lead] [Fr. strategie f Gk strategia... generalship..] Gk. Hist… The art of a commander-in-chief Oxford English Dictionary hakmilik@MBAM.IAB

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20 Misi & Visi STRATEGI SITUASI HARI INI Cara bagaimana untuk mencapat matlamat / objektif (ms 5)

Apakah itu Perancangan Strategik?:

Apakah itu Perancangan Strategik? Apa yang anda faham dengan perancangan strategik ? Definisi anda ? 21 hakmilik@MBAM.IAB

Definisi Perancangan Strategik 1:

Bryson (2003): satu usaha yang teratur bagi menghasilkan keputusan-keputusan yang fundamental dan tindakan-tindakan dapat membentuk serta mengemudikan sesebuah organisasi ke arah kecemerlangan (ms 8) Definisi Perancangan Strategik 1 22 hakmilik@MBAM.IAB

Definisi Perancangan Strategik 2:

“ the process by which the guiding members of an organization envision its future and develop the necessary procedures and operations to achieve that future” (Nolan & et.al,2008) Definisi Perancangan Strategik 2 23 hakmilik@MBAM.IAB

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24 Mission & Vision hakmilik@MBAM.IAB

The Leader as Strategic Planner :

The Leader as Strategic Planner Strategic planning is not a replacement for your leadership, but an instrument of your leadership! … Michael Moore and Michael Diamond Academic Leadership: Turning Vision into Reality PETA & KOMPAS BILA DILAUT ATAU DIHUTAN- mbam

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26 APAKAH ITU KEPIMPINAN STRATEGIK hakmilik@MBAM.IAB

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27 All men can see the tactics whereby I conquered, but what none can see is the strategy out of which it evolved Sun Tzu hakmilik@MBAM.IAB

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Leadership Leadership is the capacity to release and engage human potential in the pursuit of common cause. … Michael Moore and Michael Diamond Academic Leadership: Turning Vision into Reality 28 hakmilik@MBAM.IAB

Art & Discipline:

29 Art & Discipline Art Creativity to fashion a vision Discipline Direct thought processes & turn vision into reality through action hakmilik@MBAM.IAB

Art:

30 Art Thinking that is open, out of the box Big picture –helicopter view Creating alternative strategic visions Ability to see what if? Scenarios Courage to analyse & see decision making criteria hakmilik@MBAM.IAB

Discipline:

31 Discipline Courage to make decisions Implement policy Get others to share vision & work together to achieve it Beatty in “Becoming a Strategic Leader” defines it as:- “A way of thinking, acting & influencing others in ways that enhance an organisation’s sustainable, competitive advantage ”. hakmilik@MBAM.IAB

Ciri Pemimpin Strategik:

Ciri Pemimpin Strategik 32 hakmilik@MBAM.IAB

Characteristics of Strategic Leadership:

33 Characteristics of Strategic Leadership Broad in scope Impact felt over long periods of time Often involves significant organisational change Drive & move an organisation so that it will thrive in the long term hakmilik@MBAM.IAB

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The Leader as Strategic Planner • Be an enthusiastic sponsor of the process • Secure the participation of planning team members • Engender a climate of openness to change and renewal • Be willing to put everything “on the table” • Sustain commitment to the process through tough times • Sustain communications; keep everyone informed • Know when to, and be willing to, “take the decision” • Be accountable for leading implementation MUST HAVE ABILITY TO THINK STRATEGICALLY 34 hakmilik@MBAM.IAB

TRANSLATING A MISSION INTO DESIRED OUTCOMES USING BSC-KAPLAN& NORTON (2003):

35 TRANSLATING A MISSION INTO DESIRED OUTCOMES USING BSC-KAPLAN& NORTON (2003) . MISSION Why we exist STRATEGY Our game plan PERSONAL OBJECTIVES What I need to do VISION What we want to be CORE VALUES What we believe in STRATEGIC INITIATIVES What we need to do BALANCED SCORECARD Implementation & focus Motivated & Prepared workforce Effective Processes STRATEGIC OUTCOMES Satisfied stakeholders Delighted Customers hakmilik@MBAM.IAB

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36 Strategic Leadership Involves discovery more than determination Is not reserved for those at the top Strategic Leaders Must foster Strategic Leadership in others Blend skills of thinking, acting & influencing to drive strategy as a learning process Conclusion: between strategic leadership & Strategic leader hakmilik@MBAM.IAB

Model Pengurusan Strategik Untuk Institusi Pendidikan Awam:

37 Model Pengurusan Strategik Untuk Institusi Pendidikan Awam 1. Pra-Perancangan 7. Penilaian Prestasi& Penambahbaikan berterusan Halatuju Organisasi: Mandat Kerajaan, Misi, Visi & Nilai (Termasuk Nilai, Piagam pelanggan, Slogan, Logo, Warna Korperat) 5. Strategi, Taktikal (Belanjawan& Operasi) 6. Implementasi Strategi 3. Analisa Persekitaran: Maklumat Dalaman & Luaran Organisasi 4. Isu Strategik (KRA), Matlamat, Objektif & KPI Pusingan Semula hakmilik@MBAM.IAB Pemikiran strategik

Learning Process for Strategic Organisation :

38 Learning Process for Strategic Organisation Learning how to get there Understanding who we are & where we want to go Making the journey Checking our progress Assessing where we are hakmilik@MBAM.IAB

Integral Framework:

Reflective Practice Leadership Good Ancestory Interior Exterior Individual Collective Strategic Thinking Integral Framework Based on the work of Ken Wilber

Hubungan Perancangan Strategik & pemikiran strategik:

Hubungan Perancangan Strategik & pemikiran strategik Tindakan Ini langkah akhir? … Perancangan Strategik Mengambil Tindakan Bagaimanakah cara untuk melakukannya? 40 hakmilik@MBAM.IAB

Hubungan Perancangan Strategik & pemikiran strategik:

Hubungan Perancangan Strategik & pemikiran strategik Keputusan strategik Ramai pemimpin berhenti pada tahap membuat keputusan strategik Tetapi….apa yang memberi maklumat untuk membuat keputusan? Membuat Keputusan Strategik Membuat Pilihan What will we do? 41 hakmilik@MBAM.IAB

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pilihan Strategic thinking is probably the least defined and least well understood part of the strategy process. What informs strategy at your institution? Pemikiran Strategik Penjanaan pilihan Apakah yang mungkin berlaku ? Hubungan Perancangan Strategik & pemikiran strategik 42 hakmilik@MBAM.IAB

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Pemikiran Strategik Penjanaan pilihan Apakah yang mungkin berlaku? Membuat Keputusan Strategik Membuat Pilihan What will we do? Perancangan Strategik Mengambil Tindakan Bagaimanakah cara untuk melakukannya? Pilihan Keputusan Strategi & Tindakan 43 Sepatutnya….. hakmilik@MBAM.IAB

Perbandingan ciri-ciri:

Strategic thinking : synthetic, intuitive, inductive, deals with incomplete information Strategic decision making : options, choices, decisions, destinations Strategic planning : analytical, logical, deductive, staying on track Perbandingan ciri-ciri 44 hakmilik@MBAM.IAB

Jenis-Jenis Kemahiran Berfikir:

Pemikiran visionari Pemikiran strategik Pemikiran sistem Pemikiran intuitif Pemikiran ‘broad view’ Pemikiran sintesis Pemikiran analitikal Jenis-Jenis Kemahiran Berfikir 45 hakmilik@MBAM.IAB

Sambungan….Kemahiran Berfikir:

Pemikiran berfokus Pemikiran kritikal Pemikiran kreatif Pemikiran proses Pemikiran seimbang (balanced) Pemikiran Meta –cognition (thinking about thinking) Sambungan…. Kemahiran Berfikir 46 hakmilik@MBAM.IAB

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We can't solve problems by using the same kind of thinking we used when we created them. 47 hakmilik@MBAM.IAB

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And, just how do I do this in real life? 49 hakmilik@MBAM.IAB

Pemikiran Strategik di tempat kerja:

Pemikiran Strategik di tempat kerja glokal 50 hakmilik@MBAM.IAB

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Pemikiran Strategik Penjanaan pilihan Apakah yang mungkin berlaku? Membuat Keputusan Strategik Membuat Pilihan What will we do? Perancangan Strategik Mengambil Tindakan Bagaimanakah cara untuk melakukannya? Pilihan Keputusan Strategi & Tindakan 51 Pendekatan masa depan dan kaedah hakmilik@MBAM.IAB

Definisi Pemikiran Strategik:

Pemikiran strategik adalah keupayaan untuk melepaskan isu-isu hari ini dan meletakkan diri sendiri didalam masa depan . Keupayaan melukis rupa bentuk sasaran masa depan yang inginkan melangkaui pengalaman hari ini Tempoh masa 5 tahun adalah minima (Nolan et.el , 2008 ) Definisi Pemikiran Strategik 52 hakmilik@MBAM.IAB

Strategic Thinking:

Integrating the future into your decision making processes today by thinking big, deep and long. Strategic Thinking 53 hakmilik@MBAM.IAB

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Strategic thinking is thinking about the future. As leaders in organisations, your responsibility is to influence others to understand the imperative of the future. 54 hakmilik@MBAM.IAB

Strategic Thinking:

Strategic thinking is about developing strategy. Strategy is about the future. ergo… Strategic Thinking is thinking about the future. Strategic Thinking 55 hakmilik@MBAM.IAB

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Long term Uncertain Divergent Incomplete Beyond linear Disrupting alignment 56 hakmilik@MBAM.IAB

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Short term Logical Convergent Pragmatic Deductive Creating Alignment 57 Apakah ciri kepengikutan anda ? hakmilik@MBAM.IAB

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Big (very broad) – do we understand how we connect and interact with other organisations and the external environment? 58 hakmilik@MBAM.IAB

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Deep – how deeply are we questioning our ways of operating? Do we operate from our interpretation of the past, or our anticipation of the future? Are our assumptions today valid into the future? 59 hakmilik@MBAM.IAB

THE ORGANIZATION AS AN ICEBERG :

hakmilik@MBAM.IAB 60 THE ORGANIZATION AS AN ICEBERG 14.5

Worldview:

What might seem real to you probably won’t seem as real to the next person. not right, not wrong, just is. How you filter information (your lens) to create meaning is critical to understand. Worldview 61 hakmilik@MBAM.IAB

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Long – how far into the future are we looking? Do we understand the shape of alternative futures for our organisation? 62 hakmilik@MBAM.IAB

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Strategic thinking is identifying, imagining and understanding possible and plausible future operating environments for your organisation … 63 hakmilik@MBAM.IAB

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…and using that knowledge to expand your thinking about your potential future options… 64 hakmilik@MBAM.IAB

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… about how to position your organisation effectively in the external environment, 65 hakmilik@MBAM.IAB

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…in order to make better informed decisions about action to take today. 66 hakmilik@MBAM.IAB

Thinking Big: Thinking in Systems:

Thinking Big: Thinking in Systems 67 hakmilik@MBAM.IAB

Thinking Big: Systems Thinking:

Leaders need to learn to see the larger systems of which they are a part. Shifts focus from optimising their piece of the puzzle to building shared understanding and larger vision. Thinking Big: Systems Thinking Peter Senge, The Necessary Revolution, 2008 68 hakmilik@MBAM.IAB

Pemikiran sistem:

Pemikiran sistem 69 hakmilik@MBAM.IAB

Thinking Big: Systems Thinking:

Forces your attention: out to the external environment to understand the impact of change, on connections and interdependencies, on aligning internal capacity with reality of a constantly changing external environment, on identifying strategy that will ensure viability of your organisations into the future, and on the big picture. Thinking Big: Systems Thinking 70 hakmilik@MBAM.IAB

5 Cara Unggul Untuk Mengubah Corak Minda:

1. Menghapuskan Bintik Buta 2. Mencabar Andaian 3. Mengurangkan Kelekaan 4. Mengikis Tabiat Tidak Produktif 5. Memupuk Sikap Positif 5 Cara Unggul Untuk Mengubah Corak Minda 71 hakmilik@MBAM.IAB

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Bintik buta ialah bahagian yang tidak dapat dilihat dengan jelas kerana terdapat sesuatu yang menghalang penglihatan. Cara: Luaskan skop pandangan. Amal corak kepimpinan partisipatif (bermaklumat) Telus Wujud suasana terbuka dikalangan staf (fear) hakmilik@MBAM.IAB Menghapuskan Bintik Buta

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Andaian adalah pendapat yang betul tetapi belum lagi dibuktikan Cara: Contoh soalan yang boleh dikemukakan untuk mencabar andaian : Adakah kualiti kita telah memenuhi kehendak pelanggan ? Apakah kelemahan yang belum dikenalpasti dan kekuatan yang belum digunakan ? hakmilik@MBAM.IAB Mencabar Andaian

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3. Apakah keupayaan (capabilities) untuk memenuhi kehendak stakeholders? Apakah proses dalaman organisasi yang perlu ditingkatkan kualiti untuk mencapai kehendak stakeholders? Apakah yang boleh mendorong inovasi dan mewujudkan kecekapan baru dikalangan staf? Bagaimana untuk cipta masa depan (Bill Gates) Fikirkan apa yang tidak pernah difikirkan sebelum ini hakmilik@MBAM.IAB

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Andaian 1: Ia Tidak Mungkin (It’s impossible ) 75 Bebaskan minda anda ( Anjakan Paradigma ) hakmilik@MBAM.IAB

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Apa Yang Anda Nampak?:

Apa Yang Anda Nampak?

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80 o o o o o o o o o Looks Beyond hakmilik@MBAM.IAB

Paradigm Shifts:

81 Paradigm Shifts A paradigm shift is a radical change of paradigm. The term was first used by Thomas Kuhn in his book ‘The Structure of Scientific Revolutions’, 1962 Examples of paradigm shifts: The work of Galileo (telescope) The invention of modern physics by Newton (gravity) The evolution theory of Darwin (man evolution) The work of Kepler (planetary motion) Other uses: …..represents the notion of a major change in a certain thought-pattern such as radical change in personal beliefs, and radically different way of thinking or organizing. hakmilik@MBAM.IAB

Definisi Paradigma:

Perkataan Paradigma berasal dari Yunani . Istilah asal : suatu model, teori , persepsi , andaian atau rangka rujukan . Pengertian Umum : “ Cara kita melihat dunia - bukan dari segi visual penglihatan , tetapi dari segi persepsi , pemahaman dan tafsiran Definisi Paradigma 82 hakmilik@MBAM.IAB

Definitions of paradigms:

Definitions of paradigms Thomas Kuhn ( The Structure of Scientific Revolutions ): "… accepted samples of practical methods in science .” Adam Smith ( Powers of the Mind ): ”A shared set of assumed facts . Water to the fish , a paradigm explains the world and allows us to predict its behavior . When in the middle of a paradigm , it is difficult to imagine any other .“ Willis Hartman ( An Incomplete Guide to the Future ): "… a basic way of perceiving , thinking , valuing and doing things that are associated with a particular vision of reality .” 83 hakmilik@MBAM.IAB

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Marilyn Ferguson ( The Aquarian Conspiracy ): "… a framework for thought … a scheme for understanding and explaining certain aspects of reality ." Joel Barker ( Discovering the Future : The Business of Paradigms ): " … a set of rules that define limits , and establish what’s necessary to be succesfull within those limits ." NOTE: We humans subscribe to paradigms composed of a SMALL set of rules, and we have a STRONG tendency to resist letting them go . 84 hakmilik@MBAM.IAB

What is a Paradigms Shift?:

What is a Paradigms Shift? A set of rules & regulations that: Defines boundaries Tells you what to do to be successful within those boundaries Is used to “filter reality.” We use paradigms to understand data and information…. to order, relate and control our reality. (Kaufman, 2003) 85 hakmilik@MBAM.IAB

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What is a paradigm shift? A paradigm shift is a way of looking at something differently. We are stepping “outside the box”. When we make a paradigm shift we can see, think, feel and behave differently. Example: People used to think the Earth is flat. Sailors proved the Earth is round. (a paradigm shift occurred) 86 hakmilik@MBAM.IAB

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Frank Koch wrote: Two battleships assigned to the training squadron had been at sea on maneuvers in heavy weather for several days. I was serving on the lead battleship and was on watch on the bridge as night fell. Shortly after dark, the lookout on the wing of the bridge reported, "Light, bearing on the starboard bow." "Is it steady or moving astern?" the captain called out. Lookout replied, "Steady, captain," which meant we were on a collision course. The captain then called to the signalman, "Signal that ship: We are on a collision course, advise you change course 20 degrees." 87 hakmilik@MBAM.IAB

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Back came the reply, "Advisable for you to change course 20 degrees." The captain said, "Send, I'm a captain, change course 20 degrees." "I am a seaman second class" came the reply. "You had better change course 20 degrees." By that time, the captain was furious. He spat out, "Send, I'm a battleship . Change course 20 degrees ." Back came the reply, "I'm a lighthouse . " We changed course. Steven Covey (in “The 7 habits of Highly Effective People”) tells that story to teach that principles are “like lighthouses.” They are natural laws that cannot be broken.” 88 hakmilik@MBAM.IAB

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Geocentrism to Heliocentrism :

Geocentrism to Heliocentrism Geocentrism:- is made up of two words geo(Earth) and centric(centre), therefore it means that the Earth was the centre. From the ancient Greek times there was a belief that the earth was in the centre of the universe and all the other objects of the universe revolve around it. In 1610, when Galileo saw Jupiter and its four moons through his telescope he noticed that it orbited around jupiter by a force(now called gravity) and this same force kept the moon of the Eath to orbit around the Earth. 90 hakmilik@MBAM.IAB

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He then believed that that the Earth was orbiting the sun like the other planets. This Is called heliocentric. The Church apposed this not just because it had a biblical position but because this was defended by Aristotelian system of science stating that the Earth was in the centre of the universe. Galileo and others believed that science was a higher authority than the church's.  As a consequence the authority of the Bible was undermined. 91 hakmilik@MBAM.IAB

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“Size Zero”-BANNED or NO? 92 hakmilik@MBAM.IAB

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The term size zero was used in the United States to describe a garment matching figure of a woman with bust measuring 31.5 inches, waist measuring 23 inches and hips of 32 inches. 93 hakmilik@MBAM.IAB

EARLY DEATH of Brazilian model Ana Carolina Reston:

EARLY DEATH of Brazilian model Ana Carolina Reston The danger posed by eating disorders was tragically highlighted last year by the death from anorexia of the Brazilian model Ana Carolina Reston. She was 21. At 1.72 m (5'8"), she weighed only 40 kilograms (88 lbs.) with a body mass index of 13.5 when she died, after having existed on a diet of apples and tomatoes and being hospitalised for kidney malfunction . A body mass index (BMI) of 17.5 or less is one of the criteria for a diagnosis of anorexia according to the World Health Organisation's classification system. 94 hakmilik@MBAM.IAB

Early DEATH of South American model :

Early DEATH of South American model Death of 22-year-old South American model Luisel Ramos , who suffered a heart attack after stepping off a runway in August. She had been on a three-month diet of green leaves and diet Coke after being told she could be an international sensation - if she lost weight. 95 hakmilik@MBAM.IAB

Perception of beauty has been distorted..:

Perception of beauty has been distorted.. 96 hakmilik@MBAM.IAB

If we ignore paradigm shifts, then….:

1. We get more of the same 2. We boil slowly to death like frog in a gradually warming pot of water. 3. Miss out on new opportunities 4. We fall well behind our competitors 5. We lose control of the future & become its victims 6. We manage by crisis & become reactive 7. We become victims of short-term planning and mortgage the future. If we ignore paradigm shifts, then…. 97 hakmilik@MBAM.IAB

Renungan:

Sahabat kita yang terbaik dan juga musuh kita yang terketat ialah pemikiran kita . Suatu buah fikiran boleh jadi lebih berfaedah daripada doktor atau sahabat taat . Ia juga boleh melukakan kita lebih teruk daripada dibaling batu . (Frank Crane,..) Renungan 98 hakmilik@MBAM.IAB

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Everything is always created twice.. Once in the mind and once in reality..Visualize all that you want to be..! DARE TO DREAM…….!

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Your mission and vision will become clear only when you can look inside your heart. One who looks outside, dreams, one who looks inside awakens..

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Expand your dreams.. Be brave, Set no limits on the working of your imagination.. Be IMAGINEERS…!

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SELF BELIEF I am more than I appear to be, All the world’s strength and power rests in me…!

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Lasting happiness comes from steadily working to accomplish your goals and advancing confidently in your life’s purpose..

VALUES…:

VALUES… HOLD ON TO YOUR VALUES…! Under all odds..! be yourself…!

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BE THE ARCHITECT OF YOUR FUTURE….

Aktiviti Pengukuhan:

Pembinaan Misi , Visi dan Nilai Peribadi Analisis kekuatan dan kelemahan diri anda ? Aktiviti Pengukuhan 106 hakmilik@MBAM.IAB

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Tayangan Video:

Tayangan Video Renungan hakmilik@MBAM.IAB

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Kelekaan ialah perasaan berpuas hati dengan pencapaian sendiri yang tidak produktif atau tiidak progresif . Ia tidak mengalakkan pencapaian ( kepuasan galak pencapaian ). Cara atasi : Elak andaian bahawa kecemerlangan sekarang boleh berterusan . ( laut biru kekal selamanya ) Sentiasa kumpul maklumat pesaing , kehendak pelanggan dan perubahan persekitaran Wujudkan keadaan ketidakpuasan kerana ia langkah pertama seorang insan atau organisasi menuju kepada kemajuan (Oscar Wilde) hakmilik@MBAM.IAB Menghapuskan Kelekaan

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Organisation Global Industry Technology Lifestyle Values Politics Economy Environment Demographics & generational change Learning Educational Gaming Funding Engagement Online Sustainability Vocational Imperative The External Environment Globalisation Wildcard Wildcard Wildcard Wildcard 110 hakmilik@MBAM.IAB

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Kelekaan dengan Masa : Saya terlalu sibuk 111 hakmilik@MBAM.IAB

A Challenge: Beyond Busy:

A Challenge: Beyond Busy 112 hakmilik@MBAM.IAB

Time management?:

Time management? 113 hakmilik@MBAM.IAB

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The pressures of his job drive the manager to be superficial in his actions - to overload himself with work, encourage interruption, respond quickly to every stimulus, seek the tangible and avoid the abstract, makes decisions in small increments, and do everything abruptly. Henry Mintzberg The Manager’s Job: Folklore or Fact, HBR, 1975 114 hakmilik@MBAM.IAB

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“Managers who get caught in the trap of overwhelming demands become prisoners of routine. They do not have time to notice opportunities. Their habituated work prevents them from taking the first necessary step toward harnessing willpower: developing the capacity to dream an idea into existence and transforming it into a concrete existence .” Heike Bruch & Sumantra Ghoshal, A Bias for Action: How Effective Managers Harness Their Willpower, Achieve Results, and Stop Wasting Time, HBSP, 2004 115 hakmilik@MBAM.IAB

The Result?:

The Result? Our organisations will tend to be purposeless wastelands, populated by the perpetually busy and the inherently unhappy . Stephen Johnson, What do you do for a living?, 2007 116 hakmilik@MBAM.IAB

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I’m too busy dealing with today to think about the future… actually means… I can only think short term, not long term. I don’t have time to think strategically. 117 hakmilik@MBAM.IAB

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If you succumb to the busyness syndrome, this is how you approach the future. 118 hakmilik@MBAM.IAB

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A futures thinking approach may mitigate against falling into the trap of being caught reacting to the day to day, where the urgent drives out the important, where the futures goes unexplored and the capacity to act, rather than the capacity to think and imagine, becomes the sole measure for leadership. Brent Davies Leading the Strategically Focused School: Success and Sustainability (2006) 119 hakmilik@MBAM.IAB

To think strategically, you have to move beyond busy.:

To think strategically, you have to move beyond busy. 120 hakmilik@MBAM.IAB

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Tabiat merujuk kepada tindakan yang diambil oleh seseorang itu berulangkali tanpa berfikir . Cara atasi : Sedar tentang manafaat perubahan jika menjadi proaktif hakmilik@MBAM.IAB Mengikis Tabiat Tidak Produktif

The gap between reactive and proactive futures is bridged by making time for strategic thinking..:

The gap between reactive and proactive futures is bridged by making time for strategic thinking . . 122 hakmilik@MBAM.IAB

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Individual Foresight unconscious implicit solitary Strategic Foresight conscious explicit collective Individuals recognise and build their foresight capacity Individuals begin to talk about and use futures approaches in their work Collective individual capacities generate organisational capacity (structures & processes) 123 hakmilik@MBAM.IAB

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Leadership Make a change in your routine when you go back to work. Good Ancestory Recognise the impact of decisions today for future generations Strategic Thinking Whenever you have to make a decision, ask: “Am I thinking, big, deep and long?” Interior Exterior Individual Collective Based on the work of Ken Wilber Reflective Practice Commit to building time to do this daily – stop doing something else if you have to YOU

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Leadership Build a scanning system to inform decision making – and pay attention to it Good Ancestory Create a futures focused decision making culture Strategic Thinking Have thinking workshops as well as planning workshops Interior Exterior Individual Collective Based on the work of Ken Wilber Reflective Practice Encourage and support an outward looking staff YOUR ORGANISATION

How do you know when?:

Strategy framework defined by tomorrow’s strategic issues rather than today’s operations. Strategic thinking capabilities are widespread in the organisation (not just senior executives). Process for negotiating trade-offs is in place. Performance review system focuses managers on key strategic issues Reward system and values promote and support the exercise of strategic thinking. How do you know when? Adapted from Thinking Strategically, McKinsey Quarterly, June 2000 126 hakmilik@MBAM.IAB

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Strategic Thinking = integrating the future into your decision making today. Futures focused decision making = “am I thinking big, deep and long?” 127 hakmilik@MBAM.IAB

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The aim is to understand - as best we can - the long term context of our decisions today, so that we make those decisions as wise and as robust as is possible . 128 hakmilik@MBAM.IAB

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Tabiat Tidak Kisah ( It’s irrelevant). 131 hakmilik@MBAM.IAB

It’s about changing the way you think…:

Moving beyond pattern response and habitual thinking that no longer works well when uncertainty is dominant. Re-training our brains to make new connections (ie be creative). Moving our brains from automatic pilot to manual steering. It’s about changing the way you think… 132 hakmilik@MBAM.IAB

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What assumptions that underpin how you think about your work now will need to change? 133 hakmilik@MBAM.IAB

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It’s a challenge! 134 hakmilik@MBAM.IAB

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Sikap merujuk kepada persepsi seseorang mengenai sesuatu perkara . Kajian -Harvard: Faktor kebijaksanaan , kemahiran , dan maklumat hanya menyumbang 7 % kejayaan , manakala faktor sikap menyumbangkan 93% kepada kejayaan . Cara atasi : Tukar ke pemikiran & tindakan yang positif . Gunakan bahasa proaktif & elakkan bahasa reaktif ( cth : saya boleh , saya pasti , saya memilih sdll ) hakmilik@MBAM.IAB Memupuk Sikap Positif

Negative Thinking:

Negative Thinking Negativity is the poison that kills dreams! 136 hakmilik@MBAM.IAB

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"If someone put poison in your water… …would you drink it ?“ The obvious answer is “NO"! Chemical poisons that we can see, taste, touch, and smell can be fatal . Fortunately we are intelligent enough to know that we do not ingest poisonous substances … 137 hakmilik@MBAM.IAB

…but what about our mind? Repeatedly, people are poisoning their minds with negativity, and though we cannot see this negativity, it is just as fatal. :

…but what about our mind? Repeatedly, people are poisoning their minds with negativity, and though we cannot see this negativity, it is just as fatal . 138 hakmilik@MBAM.IAB

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Negativity is the poison that kills dreams! And we need to stop it before it contaminates our lives. 139 hakmilik@MBAM.IAB

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Negativity starts with negative thoughts. 140 hakmilik@MBAM.IAB

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Negative thinking cripples a person's life to one degree or another . It robs people of the opportunity to live up to their full potential and of achieving their greatest desires and aims. It brings depression and other mental disorders, and that in turn leads to physical disorders. 141 hakmilik@MBAM.IAB

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Negative thinking results in negative, destructive criticism‚ which results in destruction. Destruction is a strong word, but that is what it results in, because the potential that has been there for good, for greatness, or for success has been destroyed. 142 hakmilik@MBAM.IAB

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So many people want to do great things. So many people dream of being a person who changes the world through some great work written, a great deed of courage performed‚ or great acts of compassion rendered to those in need. But the negative feeling of "I just can't do it" robs people of that chance to make good on their dreams . (Excerpt by Maria Fontaine ) 143 hakmilik@MBAM.IAB

How do we eliminate this poison? :

How do we eliminate this poison? Monitor the thoughts that you allow into your mind… ... every thought! If you find yourself thinking negative thoughts… …think again. Strive to think positive, empowering, and supportive thoughts 144 hakmilik@MBAM.IAB

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Just as you monitor your thoughts, monitor the words that you speak. Listen carefully to every word that is coming from your mouth. Watch for excusitis . Excusitis is a disease that causes people to constantly make excuses. When you hear yourself complaining, stop yourself immediately . 145 hakmilik@MBAM.IAB

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Create a vocabulary of a successful, positive, inspiring individual. Be passionate in your speech and express your enthusiasm with your words. The energy of the words that you speak is a powerful force that is creative . 146 hakmilik@MBAM.IAB

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There is so much to be positive about! You are so valuable and That should raise your self-esteem, and self-value ! 147 hakmilik@MBAM.IAB

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Part of the process to shift your thought energy from negative to positive is to be grateful for the gifts in your life and to focus on what is great in every situation. • Be appreciative and show appreciation to others. • Gratitude will attract to you more of the things thatyou desire. 148 hakmilik@MBAM.IAB

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Negativity is the anchor that holds you back. Cut yourself free today and be the most positive, optimistic person that you know! 149 hakmilik@MBAM.IAB

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The power of praise and positiveness is contagious. So be a carrier! If you've been negative about yourself in the past, turn over a new leaf in your life and become someone who is so positive that you'll be able to influence others' lives for the better. What was once your weakness can become your strength! 150 hakmilik@MBAM.IAB

Change to Positive Thought Because…..:

Change to Positive Thought Because….. 151 hakmilik@MBAM.IAB

Aku Boleh!:

Jika tewas yang anda fikiran , tewaslah , Jika takut yang anda fikirkan . takutlah , Jika menang anda diinginkan , tapi fikirkan sebaliknya , Hampir pasti kecundanglah akhirnya . Jika gagal yang anda fikirkan , gagallah , Kerana sudah ternyata lumrah dunia , Kejayaan punca daripada semangat seorang , Jaya gagal berpunca di dalam minda . Jika tak setanding anda fikirkan , benarlah , Anda perlu berjiwa tinggi untuk berjaya , Yakini diri anda itulah syaratnya , Sebelum sesuatu hadiah dapat digondoli . Pertarungan hidup tidak semestinya milik , Orang yang terkuat atau terpantas , Lambat-laun yang menang pastinya , Dia yang berfikir “ Aku Boleh !” Aku Boleh! 152 hakmilik@MBAM.IAB

Aktiviti Pengukuhan:

1. kenalpasti label-label/ bicara negatif yang di dalam pemikiran anda 2..Penilaian kendiri : Sejauhmanakah benar bicara negatif tersebut dalam kehidupan anda ? 3. Kenalpasti punca asal (root cause) kepada kewujudan bicara negatif itu ? 4. Bina bicara positif bagi setiap bicara negatif tersebut Aktiviti Pengukuhan 153 hakmilik@MBAM.IAB

Characteristics of Strategic Thinkers:

Characteristics of Strategic Thinkers 154 hakmilik@MBAM.IAB

Open mind…:

Open mind… 155 hakmilik@MBAM.IAB

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Systems thinker…:

Systems thinker… 157 hakmilik@MBAM.IAB

Accept diversity…:

Accept diversity… 158 hakmilik@MBAM.IAB

Think outside the box…:

Think outside the box… 159 hakmilik@MBAM.IAB

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We can't solve problems by using the same kind of thinking we used when we created them. 160 hakmilik@MBAM.IAB

Think outrageously at times…:

Think outrageously at times… 161 hakmilik@MBAM.IAB

Curious…:

Curious… Explore, learn, reflect 162 hakmilik@MBAM.IAB

Optimistic about creating the future…:

Optimistic about creating the future… 163 hakmilik@MBAM.IAB

Challenge assumptions…:

Challenge assumptions… 164 hakmilik@MBAM.IAB

Aware of own worldview…:

Aware of own worldview… 165 hakmilik@MBAM.IAB

Are compassionate…:

Are compassionate… 166 hakmilik@MBAM.IAB

…and generous:

…and generous 167 hakmilik@MBAM.IAB

…and, seek and foster collective wisdom:

…and, seek and foster collective wisdom 168 hakmilik@MBAM.IAB

Your turn…:

Focus : critical issue/decision today Scan : two trends likely to affect your decision into the future (think uncertainty not predictability) Interpret : think about how these trends might play out over the next 10 years Imagine : how your organisation look like in 10 years – image/metaphor/book or movie title Decision: – implications/options for your decision today. What will be the same, what might you do differently? Your turn… 169 hakmilik@MBAM.IAB

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Back to Work:

Back to Work 171 hakmilik@MBAM.IAB

Pelan Pembangunan Diri:

Pelan Pembangunan Diri Rujuk nota edaran : Personel Balanced Scorecard hakmilik@MBAM.IAB

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Primary Questions That Are Central to Your Personal Mission and Vision:

Primary Questions That Are Central to Your Personal Mission and Vision Personal Mission Personal Vision Who am I? What is my philosophy of life? Why am I on this earth? What are my overall life objectives? What do I live for? What are my deepest aspirations? Why do I do what I do? What are my unique talents? Where do I stand now? What are my core beliefs? Where am I going? Which values and principles guide my way? What do I want to help realize? What do I want to achieve? What are my long-term intentions? What is my ideal? What do I stand for? What do I believe in? Which contribution to society do I strive to make? How do I see myself? (What is my self-image and my sense of self-worth?) hakmilik@MBAM.IAB 175

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The Personal Ambition of Muhd. Bustaman:

The Personal Ambition of Muhd. Bustaman * Personal Mission : To live with ‘TAQWA’ and mean something to others. *Personal Vision: To be a leader in strategic management studies especially in educational management. I want to fulfill my mission in the following way. Be honest with others. Work with others harmoniously , help each other, inspire others, and share knowledge. Do things that make a difference in the lives of others. Take initiative , learn from mistakes , continuously improve and develop myself. Strive for physical, mental,soul and financial health. Have respect and appreciation for others, as well as be appreciated by my family, friends, employer, and associates. Deliver high-quality work so that my organisatitor is continuously satisfied. hakmilik@MBAM.IAB 178

MY KEY ROLES:

MY KEY ROLES In order to achieve my mission, the following key roles have top priority: Wife: My wife is the most important person in my life. Father : I want to promote the capabilities and creativity of my children continuously and to help them reach a happy existence. Muslim: God (Allah) can count on me to keep my duty towards others. Manager: Help the organization (IAB, KPM) where I work become successful and by doing this serve society/nation. Student: I want to learn something new every day, I will always be a scholar. hakmilik@MBAM.IAB 179

Critical Success Areas & Factors of M.Bustaman:

hakmilik@MBAM.IAB Critical Success Areas & Factors of M.Bustaman 180 Financial Perspective External Perspective Financial health Extra Income Be appreciated by family, friends, colleagues, and employer Deliver high-quality work Internal Perspective Learning Perspective working together harmoniously, helping each other, inspiring others, and sharing knowledge with each other Strive for physical and mental health Take initiative , learn from my mistakes, continuously improve and develop myself Learn something new every day and always be a scholar

KRA, Objectives, KPI & Target of M Bustaman PDP:

hakmilik@MBAM.IAB KRA, Objectives, KPI & Target of M Bustaman PDP 181 KRA (Financial) Objectives KPI Target Financial health More earnings Reliable future earnings Curbing spending Salary increase Employment contract Pension Disability insurance Ratio of income to spending At least 5 % per year From temporary ( as acting manager ) to permanent employment contract ( for unlimited time ) within two years 13% of gross salary 5% of gross salary Increase of at least 5% within tow years KRA (External) Being appreciated by family, friends, colleagues, and employer Being appreciate by life companion Being appreciated by own children Being appreciated by friends Number of times being together in a charming atmosphere Being cared for own children Number of real friends At least once a week Every time there is an occasion for it Increase depending on the circumstances

KRA, Objectives, KPI & Target of M Bustaman PDP:

hakmilik@MBAM.IAB KRA, Objectives, KPI & Target of M Bustaman PDP 182 KRA (External) Objectives KPI Target Deliver high- quality work Being appreciated by employer Improved level of satisfaction of employees Greater trust of my employer in fulfillment of my job Level of reward Number of authorities Degree of satisfaction of employees Level of satisfaction of employer Increase at least 5% per year Increase of 25% within two years At least 80% within 1,5 years At least 80% within 1.5 years KRA (Internal) Working together harmoniously, helping each other, inspiring each other and sharing knowledge with each other Strive for physical and mental health Improvement level of satisfaction from others with respect to teamwork and personal contact Satisfaction Physically healthy and mentally strong More time off Enjoying the good things in life Perception score from others with regard to teamwork and personal contacts Helping others Percent of sick leave Level of tension Level of immunity to stress Number of paid vacation days a year enjoyment At least 80% within 2 years To be determined Less than 2 % in 1 year Decrease by at least 50% in 2 years Decrease by at least 50% in 2 years At least 17 days To be determined

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Bahan Tambahan:

Bahan Tambahan Contoh Proses-Proses Utama Pelan Strategik Organisasi hakmilik@MBAM.IAB

Model Pengurusan Strategik Untuk Institusi Pendidikan Awam:

hakmilik@MBAM.IAB 188 Model Pengurusan Strategik Untuk Institusi Pendidikan Awam . 1. Pra-Perancangan 7. Penilaian Prestasi& Penambahbaikan berterusan Halatuju Organisasi: Mandat Kerajaan, Misi, Visi & Nilai (Termasuk Nilai, Piagam pelanggan, Slogan, Logo, Warna Korperat) 5. Strategi, Taktikal (Belanjawan& Operasi) 6. Implementasi Strategi 3. Analisa Persekitaran: Maklumat Dalaman & Luaran Organisasi 4. Isu Strategik (KRA), Matlamat, Objektif & KPI Pusingan Semula Sumber Asal: Bryson, J.M. (2003) Strategic Planning for Public & Nonprofit Organization. S.Fra: Jossey-Bass.

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hakmilik@MBAM.IAB 189 BIL AKTIVITI TARIKH TINDAKAN 1. Penubuhan Jawatankuasa Induk 14 Jan 2007 Guru Besar 2. Taklimat dan latihan Perancangan strategik bagi memperkasakan sekolah kepada Jawatankuasa Kerja 15 Jan 2007 Guru Besar 3. Agihan tugas kepada guru-guru Jawatankuasa Pelaksana 16 Jan 2007 JK Induk 4. 5. Profil Organisasi 1 Latar belakang sekolah 2. Struktur pentadbiran sekolah dan maklumat staf 3. Enrolmen Murid 4. Maklumat prestasi akademik, koakademik dan kokurikulum 5. Disiplin Murid 6. Kemudahan Fizikal atau pasarana 7. Maklumat ringkas demografi penduduk (persekitaran luar sekolah) Menetapkan jadual kerja pelaksana 17 Jan 2007 hingga 20 Jan 2007 21 Jan 2007 JK Induk, JK Kerja & JK Pelaksana PROSES PRA-PERANCANGAN : CONTOH JADUAL KERJA PEMBINAAN PERANCANGAN STRATEGIK

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hakmilik@MBAM.IAB 190 BIL AKTIVITI TARIKH TINDAKAN 6. Proses Kedua : Mendefinisi Hala Tuju Sekolah 1. Menyemak dan memahami mandat kerajaan 2. Menyemak pernyataan misi 3. Menyemak pernyataan visi 4 Menyemak pernyataan piagam pelanggan 5 Menyemak pernyataan moto,slogan,logo, warna koperat sekolah (tambahan) 22 Jan 2005 GB JK Induk, JK Kerja & JK Pelaksana 7. Proses Ketiga : Analisis Persekitaran Sekolah 1 Analisis kekuatan dan kelemahan dalaman 2. Analisis peluang dan cabaran luaran 3. Analisis prestasi perancangan strategik yang lepas, budaya kerja sekolah, prestasi program-program utama sekolah dan ICT. 24 Jan 2007 GB JK Induk, JK Kerja & JK Pelaksana

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hakmilik@MBAM.IAB 191 BIL AKTIVITI TARIKH TINDAKAN 8. Proses Keempat : Pembinaan Strategi Mengenal pasti & memilih isu-isu strategik (8 bidang utama pendidikan) Membentuk matlamat strategik, objektif Menetapkan KPI dan Sasaran jangka pendek & panjang ( 8 bidang) Pembinaan strategi utama (TOWS Matrik) pada setiap objektif yang dibina 26 Jan 2007 GB JK Induk, JK Kerja & JK Pelaksana 9. Proses Kelima : Pelaksanaan Strategi 1. Pembinaan pelan taktikal tahun 2007 (6W) pada setiap strategi yang dipilih . 2. Pembinaan pelan operasi tahun 2007 2 Feb 2007 JK Induk , JK Kerja & JK Pelaksana

Semak Hala Tuju Organisasi:

hakmilik@MBAM.IAB 192 Semak Hala Tuju Organisasi

Semak Hala Tuju: Mandat:

hakmilik@MBAM.IAB 193 Semak Hala Tuju: Mandat Kamus Dewan- DBP (2005): 1. Amanah yang diberikan oleh orang ramai. 2. Kuasa yang diberikan oleh oleh pihak yang lebih tinggi. 3. Surat kuasa, surat perintah 4. Kuasa yang diberikan untuk mentadbir

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hakmilik@MBAM.IAB 194 Mandates are written and unwritten rules that govern and guide an institution and its stakeholders. Its maybe directly tied to laws, by laws, ordinances, acts and charters (Sevier, 2000) Mandat berkait dengan ‘akauntabiliti”- Kewajipan untuk memberi jawapan dan menanggung segala akibatnya. (Kamus DBP) Mandat menjadi asas kepada pembinaan pernyataan misi Ia garis panduan tanggungjawab/kerja umum sesebuah organisasi. Ia menjelaskan apa yang boleh dilakukan dan tidak boleh dilakukan (Yes or No)

Mandat (sambungan):

hakmilik@MBAM.IAB 195 Mandat ( sambungan) Semua dasar kerajaan akan menentukan ‘nature’, skop dan arah tujuan perancangan institusi awam terutama strategi-strategi yang boleh dilaksanakan atau skop kawalan membuat keputusan dan tindakan . Menjadikan perancangan ada ‘validity’ dan ‘reliability’ yang tinggi . Mandat menjelaskan apakah kemahuan dan keperluan pihak stakeholder dan pelanggan yang menjadi fokus kepada pengukuran kecemerlangan prestasi organisasi .

Contoh MANDAT:

hakmilik@MBAM.IAB 196 Contoh MANDAT 1. Perlembagaan & Dasar-Dasar Kerajaan - Akta Pendidikan 1996 (Pindaan 2002) - Akta acara kewangan 1957 - Arahan perbendaharaan - Peraturan am sekolah - Pekeliling dan surat pekeliling perbendaharaan, KPM, JPN & Jabatan Akautan Negara. - dan semua undang-undang Kerajaan Malaysia. PIPP & NKRA

Semak Hala Tuju: Misi:

hakmilik@MBAM.IAB 197 Semak Hala Tuju: Misi Kamus Dewan (2005): Tugas khusus yang dipertanggungjawabkan kepada atau yang akan dilakukan oleh seseorang atau sesuatu kumpulan.

Apakah itu MISI?:

hakmilik@MBAM.IAB 198 Ia adalah satu pernyataan ( deklarasi ) ringkas dan padat menjelaskan perkara-perkara beriku t : 1 . Tujuan atau sebab penubuhan organisasi anda ? (What is our basic purpose or Why do we exist?) Ianya menjawab soalan tentang apakah urusan / tugas utama (core business) yang dipertanggungjawabkan ke atas organisasi anda . 2. Kepada siapakah perkhidmatan diberikan ? (Who we serve? , as our customers: geography, segments, names) Ianya menjawab siapakah pelanggan utama organisasi anda ? 3. Apakah yang hasil akhir yang diingini ? ( What we produce- outcome benefits: products, services, uses) atau Keperluan pelanggan apakah yang dapat organisasi anda penuhi . 4. Bagaimanakah cara untuk melakukannya ? ( Our distinctive competence. ( How we do it "differently", "better", "more effectively" than others) Apakah itu MISI?

Contoh Pernyataan MISI:

hakmilik@MBAM.IAB 199 Contoh Pernyataan MISI (INTAN) Untuk membangun sumber manusia dalam sektor awam melalui latihan berkualiti KPM Membangun potensi individu melalui pendidikan berkualiti

Semak Hala Tuju: Visi/wawasan:

hakmilik@MBAM.IAB 200 Semak Hala Tuju: Visi/wawasan Kamus Dewan (2005): Pandangan yang jauh ( terutamanya yang berkaitan dengan perkembangan masa depan dsb ) bagi mencapai matlamat penting sesebuah organisasi atau negara .

Apakah itu Wawasan/Visi?:

hakmilik@MBAM.IAB 201 Apakah itu Wawasan/Visi? Burt Nanus: “A vision is a realistic, credible, attractive future for your organisation”. Thornberry (1997), Wawasan adalah satu gambaran atau pandangan tentang masa depan. Sesuatu yang bukan “real”, tetapi yang diimaginasikan

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hakmilik@MBAM.IAB 202 matlamat INGAT! LAGI TINGGI VISI ANDA, LAGI TINGGI USAHA DIPERLUKAN

Semak Nilai:

hakmilik@MBAM.IAB 203 Semak Nilai Nilai ialah prinsip, standard dan tatacara tindakan seseorang dalam sesuatu organisasi. (W.G Ricky & M. Pustay, 1999) Nilai dapat diertikan sebagai asas oleh masyarakat menilai, mengukur atau membuat keputusan terhadap sesuatu perkara, darjat, mutu, kualiti, taraf perilaku dan benda mengenai seseorang atau kelompok orang sebagai baik, berharga dan bernilai.

Contoh Nilai: IAB:

hakmilik@MBAM.IAB 204 Contoh Nilai: IAB Integriti (Integrity) Menghayati nilai integriti diri melalui pemikiran, amalan dan tindakan Profesionalisme (Profesionalism ) Memupuk budaya kerja yang profesional bagi merealisasikan mandat yang diamanahkan kepada Institut Pengurusan dan Kepimpinan Pendidikan Negara, menerusi pengamal profesional latihan dan pembangunan ( master trainer) kepimpinan dan pengurusan pendidikan Budaya Permuafakatan (Team Work Culture) Membentuk sinergi jalinan perkongsian ilmu, kemahiran dan pengalaman di kalangan warga IAB yang boleh menyumbang ke arah pembangunan dan pembaharuan organisasi pendidikan yang berprestasi tinggi. Organisasi Pembelajaran ( Learning Organisation) Pembentukan budaya pembelajaran berterusan melalui pengwujudan iklim tempat kerja yang boleh menjadi pemangkin ke arah peningkatan ketrampilan individu, pembelajaran kolaborasi, amalan terbaik , perkongsian misi dan visi, serta aplikasi pendekatan sistem untuk penambahbaikan berterusan dan berfikiran terbuka memberikan idea, pandangan serta teguran bagi kemajuan organisasi dan negara. Prestasi Tinggi (High Performance) Membentuk budaya kerja yang berprestasi tinggi melalui tenaga kerja yang kompeten dan berpotensi untuk menjana ilmu bagi meningkatkan pengetahuan, kemahiran dan komitmen seiring dengan perkembangan tubuh ilmu Pengurusan dan Kepimpinan Pendidikan.

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ANALISIS PERSEKITARAN:

hakmilik@MBAM.IAB 206 ANALISIS PERSEKITARAN

THE ORGANIZATION AS AN ICEBERG :

hakmilik@MBAM.IAB 207 THE ORGANIZATION AS AN ICEBERG 14.5

Taxonomy of Strategic Data Collection:

hakmilik@MBAM.IAB 208 Taxonomy of Strategic Data Collection Area for Analysis Data Needed Available Approaches The Environment National & regional trend International trend PESTLE The school customer & stakeholder Existing and potential customers-their values, wants and needs Market segmentation Demographic, survey data The school’s product and service Areas of strength, weakness, growth& contraction Perceptions of the school SWOT analysis International evaluation External evaluation Attitude surveys The Competitors The products &services offered, their strength & weakness SWOT analysis Customer survey data Competitor analysis Inspection reports

Analisis SWOT: Kekuatan (Strength – S) :

hakmilik@MBAM.IAB 209 Analisis SWOT: Kekuatan (Strength – S) S1 : Guru Besar berpengalaman (10 tahun) S2 : GB sebagai Pengerusi MGB Daerah Selatan S3 : GPK yang komited dan berpengalaman S4 : 100% guru terlatih dan bertauliah S5 : 100% staf mengambil bahagian dalam semua aktiviti sekolah yang dirancang S6 : Guru-guru inovatif , kreatif dan berwibawa S7 : Guru Cemerlang dalam Pengurusan SPBT (SISBUT) memenangi Anugerah SPBT Cemerlang S8 : Terdapat 35% guru lelaki dan melibatkan diri dalam KK secara aktif A strength is something an organization does well or a characteristic that enhances its abilities. (Bryson,2003)

Analisa Kelemahan (Weakness –W):

hakmilik@MBAM.IAB 210 Analisa Kelemahan (Weakness –W) W1. Peratus pencapaian UPSR masih berada di tahap yang rendah – 74% W2. Guru kurang kursus dan motivasi diri. W3. Murid bergantung 100% kepada sekolah dan guru. W4. 5% kes ponteng sekolah. A weakness is something an organization lacks, does poorly, or a condition placing it at a disadvantage (Bryson,2003)

Analisis Peluang (OPPORTUNITIES – O):

hakmilik@MBAM.IAB 211 Analisis Peluang (OPPORTUNITIES – O) O1 : Sokongan komuniti setempat yang baik O2 : Belia tempatan sebagai jurulatih dalam bidang kokurikulum. O3 : Hubungan erat dengan PIBG O4 : Hubungan baik dengan NGO dan swasta 05 : Hubungan dengan ahli politik baik. O6 : Ibu bapa mempunyai kemahiran perkebunan dan landskap O7 : Kawasan sekolah yang luas dan subur Think about external events that affect your school. These can be political, economic, social, technological, demographic and legal,.

Analisis Ancaman/Cabaran (Threats – T):

hakmilik@MBAM.IAB 212 Analisis Ancaman/Cabaran (Threats – T) T1 : Tahap kesedaran ibubapa terhadap pelajaran anak-anak masih rendah. T2 : Sumbangan bantuan kewangan daripada ibubapa terhad. T3 : Kerosakan padang sekolah. (Belia gunakan padang di waktu petang) What changes outside the school do we need to guard against or prepare for? (threats)

Hasil Dari Analisis Persekitaran Strategik…:

hakmilik@MBAM.IAB 213 Hasil Dari Analisis Persekitaran Strategik… TAHAP 1: Isu-isu strategik, KRA dan matlamat untuk mencapai Misi & Visi dikenalpasti? TAHAP 2: Maklumat akan digunakan untuk bina objektif, penetapan sasaran (KPI) & Matrik COWS/TOWS - membina strategi.

Contoh hasil dari analisis SWOT:

hakmilik@MBAM.IAB 214 Contoh hasil dari analisis SWOT Bidang Isu Strategik Kurikulum Pencapaian akademik mesti capai tahap tertinggi ( melebihi 80%) kerana ia fokus utama stakeholder dan pelanggan . HEM Kokurikulum Sahsiah tinggi penting dalam pembangunan modal insan yang seimbang & menyeluruh Meningkatkan penyertaan dan melonjak kecemerlangan pelajar dalam kokurikulum Pengurusan Fizikal Mempertingkatkan aspek 3K sekolah ( berdasar pengukuran dalam Anugerah 3K KPM) ke tahap peringkat kebangsaan sebagai pengukur kecemerlangan aspek ini Pembangunan Staf Organisasi amat memerlukan 100% staf mempunyai tahap pengetahuan , kemahiran & komitmen yang tinggi dalam setiap tugas utama mereka Hubungan Luar Pengurusan Pejabat & Pengurusan Kewangan Sokongan komuniti amat penting untuk membantu sekolah Kepuasan pelanggan dan stakeholder ( cth audit) fokus utama yang boleh dicapai melalui pengurusan yang berkualiti

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hakmilik@MBAM.IAB 215 Penetapan Matlamat Strategik Sasaran atau kedudukan khusus yang ingin capai bagi mencapai misi dan visi organisasi. Perkara-perkara yang dikehendaki pada masa depan (Ahmad Atory,1996) Strategic goals define what must be done to achieved the mission & vision . ( Niven, 2003)

OBJEKTIF:

hakmilik@MBAM.IAB 216 OBJEKTIF 1. Objektif ialah sesuatu yang perlu dicapai berdasarkan sasaran yang ditetapkan . 2. Hasil Khusus yang ingin dicapai oleh organisasinya semasa melaksanakan misi asasnya (David, 2003) Dinyatakan berasaskan ciri SMART Fokus utama : outcomes

Perhatian Penting:

hakmilik@MBAM.IAB 217 Perhatian Penting Setiap penulisan pernyataan objektif mesti jelas apakah hasil akhir atau outcomes yang ingin dicapai dalam satu tempoh tertentu. Kegagalan mematuhi perkara di atas boleh memberi masalah untuk membina KPI. Kesilapan umum: Objektif ialah ends bukan proses atau cara (means) iaitu strategi.

KPI:

hakmilik@MBAM.IAB 218 KPI KPI adalah suatu parameter yang boleh diukur, yang telah dipersetujui bersama, dan yang akan mencerminkan kejayaan sesuatu organisasi (Muhamad Yahaya, 2005). KPI juga dikenali sebagai penunjuk kejayaan membantu organisasi mentakrif dan mengukur kemajuan untuk mencapai matlamat organisasi. Maka KPI adalah kaedah mengukur pencapaian matlamat.

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Mengapakah pentingnya KPI alam proses perancangan strategik? :

hakmilik@MBAM.IAB 220 Mengapakah pentingnya KPI alam proses perancangan strategik? Mengikut Kaplan (2003): If we can’t measure our processes, we can’t manage our processes If we can’t manage our processes, we can’t change our processes for improvement If we can’t improve our processes, we can’t meet or exceed our customers’ expectations MEASURE - MANAGE – CHANGE - EXCEED

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4 Categories of Performance Measures :

hakmilik@MBAM.IAB 222 4 Categories of Performance Measures 1. Inputs: the resources that an organization uses to produce goods or services, including human, financial, facility, or material resources (e.g., number of Ringgits expended) 2. Output Measures: tools, or indicators, to count the services & goods produced by an organization. The number of people receiving a service or the number of services delivered are often as measures of output. 3. Efficiency Measures : indicators that measures the cost, unit cost, or productivity associated with a given outcome or output. 4. Outcomes Measures : tools, or indicators, to assess the actual impact of an organization’s actions. An outcome measures is a means for quantified comparison between the actual result the intended result .

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hakmilik@MBAM.IAB 224 ISU STRATEGIK Bidang Kurikulum MATLAMAT STRATEGIK OBJEKTIF KPI ( LAG) SASARAN PRESTASI TOV 07 08 09 2010 Pencapaian akademik murid masih lagi belum cemerlang. Meningkatkan kecemerlangan akademik pelajar Meningkatkan peratus pencapaian keseluruhan UPSR Meningkatkan peratus pelajar yang memperolehi 5A % kelulusan Peperiksaan % pelajar mendapat 5A Gred Purata 91.7 % 33% ? 94% 35% ? 97% 37% 99% 39% 100% 40% Objektif jangka panjang : -Mendapat 100% kelulusan peperiksaan UPSR dengan 50% pelajar mendapat 5A pada tahun 2010 Objektif jangka pendek : -Mendapat 94% kelulusan peperiksaan UPSR dengan 35% pelajar mendapat 5A pada tahun 2007 ISU STRATEGIK (Kokurikulum) MATLAMAT STRATEGIK OBJEKTIF KPI SASARAN PRESTASI TOV 07 08 09 2010 Pencapaian kokurikulum masih lagi di tahap rendah tidak selaras dengan visi sekolah Mengalakkan pelajar aktif dan cemerlang dalam kokurikulum hingga ke tahap kebangsaan Meningkatkan bilangan penyertaan pelajar dalam aktiviti kokurikulum Meningkatkan bilangan aktiviti kokurikulum dan pelajar yang cemerlang hingga ke peringkat kebangsaan % pelajar aktif. Bilangan pelajar mencapai kejayaan 1. peringkat Daerah 2. Peringkat Negeri 3. Peringkat kebangsaan 75% 3 2 0 78 7 5 1 81 11 8 2 84 13 11 4 87 15 15 6 Objektif jangka panjang : 15 orang pelajar mencapai kejayaan peringkat kebangsaan pada tahun 2010 Objektif jangka pendek : 1 orang pelajar mencapai kejayaan peringkat kebangsaan pada tahun 2007

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hakmilik@MBAM.IAB 225 1 Objektif 2 Pengukuran (KPI) 3 Unit Pengukuran & formula 4 Lag atau Lead 5 Sumber Data 6 Kekerapan Pengukuran 7 Tanggungjawab 8 Tov & Unjuran Sasaran 9 Inisiatif CONTOH KAD DATA PENGUKURAN

CONTOH 2 REKOD DATA KPI:

hakmilik@MBAM.IAB 226 CONTOH 2 REKOD DATA KPI Bil Perkara Penjelasan 1. Perspektif Stakeholder/Proses Dalaman/Pembelajaran/Kewangan 2. Matlamat/ Strategi Teras Sasaran atau matlamat strategik yang juga dikenali strategi teras (grand strategy) yang dinyatakan secara umum (skop yang luas) dan tempoh masa yang panjang. 3 Objektif Sasaran yang ingin dicapai secara khusus dalam tempoh pendek. 4 Penerangan tentang objektif Penerangan mengapa objektif itu penting untuk misi & visi 5 Jenis Indikator: Leading atau Lagging leading 6 Kekerapan masa pengukuran & Polariti 7 Jenis unit pengukuran Contoh: peratus/ ranking/bilangan/ratio/tahap pencapaian 8. Formula pengukuran 9 Sumber pengukuran 10 Kualiti data 11 Pemunggut Data Siapa yang bertanggungjawab 12 Baseline/TOV/status semasa 13 Target Prestasi (3-5 tahun) 14 Rasional Target 15 Inisiatif

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What is Organisational Strategy?:

hakmilik@MBAM.IAB 228 What is Organisational Strategy? “A strategy is defined as a pattern, of purposes, policies, programmes, actions, decisions, or resource allocations that define what a school is, what it does, and why it does it. Strategies can vary by level function, and by time frame.” (Bryson, 1995, p.32)

Apakah itu Strategi?:

hakmilik@MBAM.IAB 229 Apakah itu Strategi? Strategi adalah merujuk kepada tindakan khusus atau pendekatan yang diambil oleh sesuatu organisasi untuk mencapai matlamat dan objektif. Ia bersifat ‘action-oriented’ dan berhubungan terus dengan pengukuran output. Strategi menjelaskan bagaimanakah cara untuk mencapai matlamat dan objektif berbanding dengan objektif merujuk kepada apakah yang mahu dicapai oleh sesebuah organisasi itu

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hakmilik@MBAM.IAB 230 THE TOWS MATRIX (GENERATION OF STRATEGIC OPTIONS) STRENGTHS 1. 2. LIST STRENGTHS 3. 4, 5. 6. INTERNAL ENVIRONMENT WEAKNESSES 1. 2 . LIST WEAKNESSES 3. 4. 5. 6. OPPORTUNITIES 1. 2. LIST OPPORTUNITIES 3. 4. 5. 6. S-O STRATEGIES PENETRATION EXPANSION INTENSIFICATION ACQUISITION INTEGRATION OF BACKWARD AND FORWARD LINKAGES W-O STRATEGIES NICHE LINKAGING OR NETWORKING SUB-CONTRACTING ANCHORING ORGANIZATION DEVELOPMENT/CAPABILITY BUILDING THREATS 1. 2. LIST THREATS 3. 4, 5. 6. S-T STRATEGIES DIVERSIFICATION CONSOLIDATION CONTINGENCY MECHANISMS W-T STRATEGIES RETRENCH MERGE WITHDRAW CLOSE SHOP STATUS QUO EXTERNAL ENVIRONMENT

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PELAN TAKTIKAL:

hakmilik@MBAM.IAB 232 PELAN TAKTIKAL BIDANG ISU STRATEGIK MATLAMAT KPI SASARAN STRATEGI / INISIATIF TOV 2006 07 08 09 2010 HEM Menggunakan hubungan baik dengan ibu bapa bagi meningkatkan prestasi murid . Memastikan kemahiran belajar murid dapat ditingkatkan Peratus murid dapat 80 mata merit adab belajar 70 % 75 % 85 % 90 % 95 % Meningkatkan keberkesanan aktiviti kemahiran belajar murid. Objektif 75 % murid dapat mengekalkan 80 mata merit adab belajar

PELAN TAKTIKAL BAGI STRATEGI 1:

hakmilik@MBAM.IAB 233 PELAN TAKTIKAL BAGI STRATEGI 1 NAMA STRATEGI Menggunakan hubungan baik dengan ibu bapa bagi meningkatkan keberkesanan aktiviti kemahiran belajar murid. BIL PROGRAM/ PROJEK T/JAWAB TEMPOH/TARIKH KOS/ SUMBER OUT- PUT KPI PELAN KONTIGENSI 1 Program Maju Diri GPK HEM 3 hari Januari Setiap tahun RM500.00 PIBG Murid lebih berkeyakinan Bilangan murid yang berubah sikap dan minat belajar Ceramah 2 Bengkel Kemahiran belajar GBSM 2 hari Mac Setiap tahun RM300.00 KAUNSELING Murid menguasai kemahiran belajar % pencapaian dalam ujian bulanan Edaran bahan bengkel

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hakmilik@MBAM.IAB 234 Nama Projek : Program Kita Sekata Sejiwa antara Pihak sekolah, ibu bapa dan masyarakat setempat LANGKAH PROSES KERJA T/JAWAB KPI Sasaran Prestasi 1 Mesyuarat staf dan AJK PIBG 1.1 Ucapan GB 1.2 Bentang kertas konsep 1.3 Lantik AJK 1.4 Agih tugas 1.5 Tetap tarikh 1.6 Bincang kos 1.7 Jemputan 1.8 Hal-hal lain GB GPK HEM YDP PIBG Bilangan hari 1 hari 2 Surat mesyuarat Jemputan kepada ibu bapa dan guru Kaunselor Profesional PPD ( Perasmian) AJK Setiausaha Bilangan hari 7 hari 3 Publisiti JK publisiti Bilangan hari 7 hari 4 Aturcara majlis urusetia Bilangan hari 1 hari CONTOH PELAN OPERASI & KPI

Carta Aliran:

hakmilik@MBAM.IAB 235 Pelaksanaan Penyediaan Hadiah / Cenderamata Penilaian Carta Aliran Mula Mesyuarat Surat-menyurat Publisiti Aturcara Majlis Mesyuarat Penyelarasan Tamat Post-mortem Semua AJK Program Urusetia AJK Publisiti AJK Urusetia AJK Hadiah Setiausaha Semua AJK PERANTARA GB, J/K Program GB, J/K Program Tanggungjawab GB, GPK HEM, YDP PIBG Setiausaha

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hakmilik@MBAM.IAB 236 ANGGOTA ALIRAN KERJA KPI ( Tempoh Masa Sebenar (MINIT) CONTOH KPI DAN SASARAN PRESTASI UNTUK PERKHIDMATAN PENGELUARAN PASPORT MALAYSIA Terima dan semak permohonan 5 Sah dokumen dan lulus 3 Terima bayaran 2 Tangkap imej 1 Cetak muka surat utama 2 Laminate 1 Kepastian cip dan cetak muka surat pemerhatian 2 Encoding 1 Sah keluar 2 Serahan 11 JUMLAH SEBENAR: 30 minit 9 PI 5 PIT 9 PI 3 PI 3 PI 3 PI 3 PI 1 PI 4 PI 3 PI

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237 hakmilik@MBAM.IAB

Tahniah, bagi pihak Pengarah IAB, Tuan/Puan layak untuk mendapat sijil kehadiran kursus :

238 Tahniah, bagi pihak Pengarah IAB, Tuan/Puan layak untuk mendapat sijil kehadiran kursus hakmilik@MBAM.IAB

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239 THANK YOU From Muhd Bustaman Abdul Manaf Institute Aminuddin Baki Ministry of Education bustaman@ iab.edu.my 0199890524 hakmilik@MBAM.IAB