Pemikiran Strategik Untuk Pemimpin Pendidikan

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Asas untuk kursus kepimpinan Strategik

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1 hakmilik@MBAM.IAB

Pemikiran Strategik: satu tabiat bagi pemimpin strategik :

Pemikiran Strategik : satu tabiat bagi pemimpin strategik Trainer: Muhamad Bustaman bin Abdul Manaf Institut Aminuddin Baki , KPM ( Pensyarah Kanan DG 52) 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 Currently published 3 books: quality management & Strategic Planning 4 hakmilik@MBAM.IAB Senior Lecturer DG52 Expert Areas: Strategic Management, Quality Management, Performance Mgt (KPI) Leadership, Strategic Thinking, Change Mgt

BIODATA PENCERAMAH :

hakmilik@MBAM.IAB 5 BIODATA PENCERAMAH MUHAMAD BUSTAMAN BIN HAJI ABDUL MANAF Pensyarah Kanan DG 52, Institut Aminuddin Baki , KPM 1. Pengalaman memberi kursus Pengurusan Strategik dan Pengurusan Kualiti di Institut Aminuddin Baki semenjak 1995. 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

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 7 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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9 Kata Imam Ghazali : “ seorang guru yang hanya memikirkan mengajar sahaja tanpa memikirkan masa depan muridnya , lebih baik jangan jadi guru” hakmilik@MBAM.IAB

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10 hakmilik@MBAM.IAB

Mengapa saya perlu berfikiran strategik dan merancang masa depan dengan 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 organisasi dan masyarakat ? Tidakkah saya mahu membina dunia esok yang lebih baik untuk generasi masa depan ? Mengapa saya perlu berfikiran strategik dan merancang masa depan dengan strategik ? 11 hakmilik@MBAM.IAB

sambungan:

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 didepan dari pesiang ? Adakah saya mahu dijadikan penandaarasan kepada semua orang ? 12 hakmilik@MBAM.IAB sambungan

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 13 hakmilik@MBAM.IAB

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

Pembinaan Misi & Visi : Paradigma sempit Pemilihan Isu strategik & Matlamat Strategik /KRA: Tidak Berfokus Penetapan objektif & KPI + sasaran : Tidak Jelas outcomes Penentuan antara strategi dan taktik : ‘How’ ( 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 . 14 hakmilik@MBAM.IAB

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15 hakmilik@MBAM.IAB

Hubungan Pemikiran Strategik & Strategi?:

16 Hubungan Pemikiran Strategik & 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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17 ASPIRASI Mandat Misi Visi Pemikiran STRATEGIK SITUASI HARI INI Tahap Kemahiran Kepimpinan Tertinggi : Strategis

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 18 hakmilik@MBAM.IAB

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19 Mission & Vision hakmilik@MBAM.IAB

Hubungan Perancangan Strategik & pemikiran strategik:

Hubungan Perancangan Strategik & pemikiran strategik Tindakan Ini langkah akhir? … Perancangan Strategik Mengambil Tindakan Bagaimanakah cara untuk melakukannya? 20 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? 21 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 22 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 23 Sepatutnya….. hakmilik@MBAM.IAB

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24 Apakah Hubungan Antara Pemikiran Strategik dengan KEPIMPINAN STRATEGIK 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 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

Art & Discipline:

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

Art:

28 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:

29 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 30 hakmilik@MBAM.IAB

Characteristics of Strategic Leadership:

31 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 32 hakmilik@MBAM.IAB

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

33 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

Learning Process for Strategic Organisation :

34 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

Model Pengurusan Strategik Untuk Institusi Pendidikan Awam:

35 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

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36 hakmilik@MBAM.IAB

Pemikiran Strategik di tempat kerja:

Pemikiran Strategik di tempat kerja glokal 37 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 38 Pendekatan masa depan dan kaedah hakmilik@MBAM.IAB

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mbustaman.iab.edu.my

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mbustaman.iab.edu.my

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 41 hakmilik@MBAM.IAB

Strategic Thinking:

Integrating the future into your decision making processes today by thinking big, deep and long. Strategic Thinking 42 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. 43 hakmilik@MBAM.IAB

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Intent Focused Built on a managerial vision of where the firm is going and what it is trying to become. This is called strategic intent. Comprehensive A “systems” perspective. Envisions the firm as a part of a larger system of value creation. Understands the linkages between the firm and the other parts of the system. Opportunistic Seizes unanticipated opportunities presented to the firm. Long-term Oriented Goes beyond the here and now. Looks several years into the future at what the firm will become, based on its strategic intent. Built on Past and Present Does not ignore the past or present. Instead, learns from the past and builds on a foundation of the realities of the present. Hypothesis Driven A sequential process in which creative ideas are then critically evaluated. Is willing to take a risk. Learns from mistakes. Source: J. M. Liedtka , “Strategy Formulation

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Long term Uncertain Divergent Incomplete Beyond linear Disrupting alignment 45 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? 46 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? 47 hakmilik@MBAM.IAB

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 48 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? 49 hakmilik@MBAM.IAB

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Strategic thinking is identifying, imagining and understanding possible and plausible future operating environments for your organisation … 50 hakmilik@MBAM.IAB

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…and using that knowledge to expand your thinking about your potential future options… 51 hakmilik@MBAM.IAB

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… about how to position your organisation effectively in the external environment, 52 hakmilik@MBAM.IAB

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…in order to make better informed decisions about action to take today. 53 hakmilik@MBAM.IAB

Thinking Big: Thinking in Systems:

Thinking Big: Thinking in Systems 54 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 55 hakmilik@MBAM.IAB

Pemikiran sistem:

Pemikiran sistem 56 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 57 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 1.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 2. 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 ) 61 Bebaskan minda anda ( Anjakan Paradigma ) hakmilik@MBAM.IAB

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62 hakmilik@MBAM.IAB

Apa Yang Anda Nampak?:

Apa Yang Anda Nampak?

Paradigm Shifts:

64 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

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) 65 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) 66 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…. 67 hakmilik@MBAM.IAB

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“Size Zero”-BANNED or NO? 68 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. 69 hakmilik@MBAM.IAB

Perception of beauty has been distorted..:

Perception of beauty has been distorted.. 70 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 71 hakmilik@MBAM.IAB

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72 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 74 hakmilik@MBAM.IAB

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Kelekaan dengan Masa : Saya terlalu sibuk 75 hakmilik@MBAM.IAB

A Challenge: Beyond Busy:

A Challenge: Beyond Busy 76 hakmilik@MBAM.IAB

Time management?:

Time management? 77 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. 78 hakmilik@MBAM.IAB

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If you succumb to the busyness syndrome, this is how you approach the future. 79 hakmilik@MBAM.IAB

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

To think strategically, you have to move beyond busy. 80 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 . . 82 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

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Tabiat Tidak Kisah ( It’s irrelevant). 85 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… 86 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! 88 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 … 89 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 . 90 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. 91 hakmilik@MBAM.IAB

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Negativity starts with negative thoughts. 92 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 93 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 . 94 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 that you desire. 95 hakmilik@MBAM.IAB

Change to Positive Thought Because…..:

Change to Positive Thought Because….. 96 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 97 hakmilik@MBAM.IAB

Characteristics of Strategic Thinkers:

Characteristics of Strategic Thinkers 98 hakmilik@MBAM.IAB

Open mind…:

Open mind… 99 hakmilik@MBAM.IAB

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100 hakmilik@MBAM.IAB

Systems thinker…:

Systems thinker… 101 hakmilik@MBAM.IAB

Accept diversity…:

Accept diversity… 102 hakmilik@MBAM.IAB

Think outside the box…:

Think outside the box… 103 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. 104 hakmilik@MBAM.IAB

Think outrageously at times…:

Think outrageously at times… 105 hakmilik@MBAM.IAB

Curious…:

Curious… Explore, learn, reflect 106 hakmilik@MBAM.IAB

Optimistic about creating the future…:

Optimistic about creating the future… 107 hakmilik@MBAM.IAB

Challenge assumptions…:

Challenge assumptions… 108 hakmilik@MBAM.IAB

Aware of own worldview…:

Aware of own worldview… 109 hakmilik@MBAM.IAB

Are compassionate…:

Are compassionate… 110 hakmilik@MBAM.IAB

…and generous:

…and generous 111 hakmilik@MBAM.IAB

…and, seek and foster collective wisdom:

…and, seek and foster collective wisdom 112 hakmilik@MBAM.IAB

the six characteristics of strategic thinking:

1. Intent - focused 2. Comprehensive 3. Opportunistic 4. Long - term oriented 5. Built on the past and the present 6. Hypothesis – driven the six characteristics of strategic thinking 113 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… 114 hakmilik@MBAM.IAB

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Membuat Keputusan Strategik :

Membuat Keputusan Strategik Langkah Kedua Tabiat Kepimpinan Strategik 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 117 Pendekatan masa depan dan kaedah hakmilik@MBAM.IAB

Step 1: Define Your Aspiration (clarify the outcomes) :

Step 1: Define Your Aspiration (clarify the outcomes) mbustaman/IAB/KPM/05 118

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mbustaman/IAB/KPM/05 119

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mbustaman/IAB/KPM/05 120

Semak Hala Tuju: Mandat:

hakmilik@MBAM.IAB 121 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 122 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)

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PEMANTAPAN KAPASITI ORGANISASI KE ARAH NEGARA MAJU

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?) Hak Milik MBAM IAB KPM 124 Refer to al fatihah & azan

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Hak Milik MBAM IAB KPM 125

Semak Hala Tuju: Misi:

hakmilik@MBAM.IAB 126 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 127 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 128 Contoh Pernyataan MISI (INTAN) Untuk membangun sumber manusia dalam sektor awam melalui latihan berkualiti KPM Membangun potensi individu melalui pendidikan berkualiti

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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…….!

Semak Hala Tuju: Visi/wawasan:

hakmilik@MBAM.IAB 130 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 131 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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Expand your dreams.. Be brave, Set no limits on the working of your imagination.. Be IMAGINEERS…!

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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..

Semak Nilai:

hakmilik@MBAM.IAB 134 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.

VALUES…:

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

Contoh Nilai: IAB:

hakmilik@MBAM.IAB 136 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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137 hakmilik@MBAM.IAB

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Proses mengumpul maklumat dari persekitaran untuk menentukan : Isu-isu , cabaran-cabaran , ‘trends’ ( ekspektasi masyarakat , globalisasi , perkembangan teknologi ?) Yang akan memberi kesan kepada organisasi Alat-alat analisa yang boleh digunakan : Analisa Jurang , 7’s, PEST, SWOT, PESTEL ( untuk menganalisa persekitaran dalaman dan luaran ) 2. Analisis Persekitaran

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Kekuatan : Ciri-ciri sesebuah organisasi yang boleh membantu organisasi mencapai objektif Kelemahan : Ciri-ciri sesebuah organisasi yang boleh mengagalkan organisasi mencapai objektif Peluang : Situasi luaran yang boleh membantu organisasi mencapai objektif Ancaman : Situasi luaran yang boleh membantu mengagalkan organisasi mencapai objektif Dalaman Luaran ANALISA SWOT

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mbustaman/IAB/KPM/05 140

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BIDANG KEBERHASILAN UTAMA DAN PETUNJUK PRESTASI UTAMA

Hasil Dari Analisis Persekitaran Strategik…:

hakmilik@MBAM.IAB 142 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.

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hakmilik@MBAM.IAB 143 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)

BIDANG KEBERHASILAN UTAMA (KRA):

BIDANG KEBERHASILAN UTAMA ( KRA ) Bidang utama yang perlu dicapai oleh sesebuah agensi di peringkat strategik . Berkaitan dengan misi penubuhan sesebuah agensi dan membantu menjelaskan peranan teras agensi . Bilangan KRA yang sesuai adalah antara 3 hingga 5 supaya lebih fokus . 144

KATEGORI INDIKATOR:

KATEGORI INDIKATOR OUTCOME Mengukur keberkesanan program . Perbandingan antara pencapaian semasa dengan sebelum . Cth : % kenaikan / % penurunan / Indeks Menyumbang kepada pengukuran KRA . OUTPUT Mengukur kecekapan aktiviti. Pencapaian aktiviti tahun semasa. Cth Kos / Bilangan /Masa / Produk/ Proses Menyumbang kepada pengukuran outcome . 145

NasionalKRA dan MinistersKPI:

NasionalKRA dan MinistersKPI 146

NasionalKRA dan MinistersKPI:

NasionalKRA dan MinistersKPI 147

OBJEKTIF:

hakmilik@MBAM.IAB 148 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

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149 Pernyataan objektif strategik secara umumnya mengandungi tiga komponen UTAMA: KATA KERJA MENJAWAB ISU / FOKUS STRATEGIK UNTUK APA Contoh: mempertingkatkan, menginstitusikan, memodenkan, memperkasakan, memperkukuhkan, memantapkan, mewujudkan. Contoh: keupayaan, kapasiti, tadbir urus, sumber hasil, kualiti hidup, kolaborasi, duti & cukai, perundangan, pentadbiran daerah, pengurusan perbandaran. Contoh: Kecemerlangan organisasi, kedaulatan undang-undang, perpaduan, komprehensif, efisien & profesional, kos efektif, kemakmuran negara. 1 2 3 OBJEKTIF STRATEGIK

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The individual needs of each student are met Our students enjoy a positive and enjoyable learning experience Our students demonstrate exemplary behaviour Providing quality & varied extra curricula activities Effective teaching methods that instil the joy of learning Knowledgeable, efficient, competent, nurturing & highly motivated staff who display our core values Transparency & Accountability Financial viability FIDUCIARY LEARNING INTERNAL CUSTOMER School Strategy Mapping - 2011 Our students strive towards academic excellence Safe welcoming, efficient, comfortable facilities and working environment Ongoing maintenance & upgrading of facilities Ample supply of resources – teaching aids, technology, equipment Consistent discipline Providing opportunity for Learning religion Principles Responsive curriculum that encompasses the motto “work, play and learn together” Our students are well rounded & excel in all fields Our students enjoy a safe, welcoming, efficient, comfortable and family oriented environment

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151 hakmilik@MBAM.IAB TAKE 5?

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hakmilik@MBAM.IAB 152

KPI:

hakmilik@MBAM.IAB 153 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.

Mengapakah pentingnya KPI alam proses perancangan strategik? :

hakmilik@MBAM.IAB 154 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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hakmilik@MBAM.IAB 155

Performance Measures:

156 Performance Measures 1. Percentage of… 2. Number of… (hours, times per month, donation, activities, km etc) 3. Frequency of …. 4. Level of …. 5. Total of …(score, costs, hours, ..) 6. Average 7. Grade 8. Ratio of 9. Degree of hak milik mbustamanIAB.KPM

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1.3 Identifying & Creating KPIs … That Can Present in Different Forms Rankings (Benchmarks) Absolute Numbers Rating (surveys) Ratio Percentages Indices Strategic Information Generated Complexity of Analysis

Define Targets: How Will We Know We Are There?:

Define Targets: How Will We Know We Are There? mbustaman/IAB/KPM/05 158

What is target?:

What is target? Targets are quantified and time-based Target: Desired level of performance *a performance measure (e.g., % of customer satisfaction target = 95%) (source: Balanced Scorecard Institute, USA. 2005) * Remember to set the baselines or take of values (TOV)/ a point to start measurement) mbustaman/IAB/KPM/05 159

Why Do it?:

mbustaman/IAB/KPM/05 160 Why Do it? 1. to make objectives explicit and tangible 2. to quantify the expected value of the strategy 3. to motivate desired behaviors 4. to set timing for performance-improvement expectations 5. to calibrate strategic evaluation and learning

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mbustaman/IAB/KPM/05 161 1. Choose the Right Achievement Targets Potential areas to consider when setting targets: 1. TOV or Baselines and trends 2. National, state, local or Education Standards. 3. Benchmarking 4. Feedback from customers and stakeholders

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2. Understand the predictive (lead) and outcomes Metrics 3. Review the existing portfolio of metrics 4. Listen the voices of customer,stakeholders and others 5. Consider Noneconomic 6. Be careful with expensive benchmarking mbustaman/IAB/KPM/05 162

Designing Good KPIs:

163 Designing Good KPIs Objectives – what are we trying to achieve? May be more than one indicator for each objective. Each objective will have strategies on how to achieve them. Indicators – what are you going to measure? Used to assess the present state of progress and to suggest an appropriate course of action. Measures – how are you going to measure it? Can be qualitative or quantitative data related to inputs, progresses or outputs. Targets – what is the result that you want? Can be minima targets, stretch targets or a combination. Results – what have you actually achieved? hak milik mbustamanIAB.KPM

Constructing Good KPIs:

164 Constructing Good KPIs Objectives High quality training / teaching. Indicators Student satisfaction with the training/ teaching they experience. Measures Mean student response per class to the question e.g. Overall, how satisfied are you with this teacher/trainer? On a 1 to 5 Likert-type scale or (IAB- Percentage of satisfaction) Targets At least 3.6 on a 1 to 5 scale, or (IAB- 80%) Best in class compared with benchmark partners. ( Case IAB – INTAN) hak milik mbustamanIAB.KPM

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hakmilik@MBAM.IAB 165 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 166 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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167 hakmilik@MBAM.IAB

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168 hakmilik@MBAM.IAB

What is Organisational Strategy?:

hakmilik@MBAM.IAB 169 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 170 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 171 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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Hak Cipta mbustamanIAB 11 172 STAKEHOLDER PERSPECTIVE Strategic Objective Strategic Measures (ST–2010; LT-2015; BL-2006) Strategic Initiatives 2007 Strategic Initiatives Accountability KPI Target ST / LT KPI Owner S1. Produce well-rounded personalities and employable graduates S1.1 Rating of IERS for students BL: NEW ST/LT: 80% DR-S&AA Finalize IERS survey for students as the focus target audience Department of Psychology IRKHS by end of May 2007 S1.2 Percentage of graduates employed at the point of convocation BL: 60.87% ST: 70% LT: 80% DR-S&AA As per Office of DR-S&AA Balanced Scorecard 2007-2010 1. Enhance entrepreneurship as employment option Student Bazaar Create opportunities through strategic partnerships 2. Finishing School Programme as graduation requirement ACSD, S-DEV

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Satu set rangka tindakan yang diperlukan untuk memastikan objektif strategik tercapai . Mengandungi empat komponen utama : Strategi Tindakan /Program Indikator Sasaran/Tahun Sasaran 4. Rangkaian Pelan Tindakan

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174 STRATEGI – S uatu susunan pendekatan-pendekatan dan kaedah-kaedah untuk mencapai objektif strategik . Bagaimana nak capai ? TINDAKAN /PROGRAM – Apa yang perlu dilakukan ? INDIKATOR – K ayu ukur pencapaian dan keberkesanan strategi /program yang dilaksanakan SASARAN/TAHUN SASARAN – Angkubah yang ditetapkan untuk dicapai dalam tempoh tertentu . PELAN TINDAKAN

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175 Objektif Strategik Mempertingkatkan keupayaan dan kapasiti organisasi bagi melonjakkan kecekapan dan keberkesanan sistem penyampaian perkhidmatan Strategi : Memperkukuhkan pengurusan dan pembangunan sumber manusia Mewujudkan persekitaran kerja yang kondusif Mempertingkat dan memperkasa imej organisasi CONTOH STRATEGI

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STRATEGI TINDAKAN/ PROGRAM INDIKATOR SASARAN/ TAHUN Memperkukuhkan pengurusan dan pembangunan sumber manusia Membangunkan Pelan Strategik Pengurusan Sumber Manusia Memantapkan pengurusan pengetahuan dan maklumat ( K-Management ) Mempertingkatkan budaya kreatif dan inovatif Tahap Kompetensi Pekerja Anugerah inovasi Tahap kompetensi pekerja yang mendapat aras 4 melebihi 10% pada setiap tahun Mendapat tempat pertama dalam pertandingan Anugerah Inovasi Perkhidmatan Awam pada tahun 2011 CONTOH PELAN TINDAKAN Objektif Strategik Mempertingkatkan keupayaan dan kapasiti organisasi bagi melonjakkan kecekapan dan keberkesanan sistem penyampaian perkhidmatan

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177 Objektif Strategik Mempertingkatkan penyampaian perkhidmatan perbandaran bagi mempertingkatkan kualiti hidup komuniti Strategi : Mewujudkan persekitaran yang bersih, indah, selesa dan selamat didiami Mempertingkatkan kualiti perkhidmatan perbandaran Membina sebuah komuniti yang berkualiti dan berdaya maju. CONTOH STRATEGI

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STRATEGI TINDAKAN/ PROGRAM INDIKATOR SASARAN/ TAHUN Mewujudkan persekitaran yang bersih, indah, selesa dan selamat didiami Membangunkan persekitaran yang bersih, indah, selesa dan selamat didiami Mempertingkatkan kualiti perkhidmatan perbandaran Membina sebuah institusi masyarakat berkualiti dan berdaya maju. Tahap kepuasan komuniti Aduan Awam Tahap kepuasan komuniti sekurang-kurangnya 80% setiap tahun Tahap aduan tidak melebehi 10% setiap tahun CONTOH PELAN TINDAKAN Objektif Strategik Mempertingkatkan penyampaian perkhidmatan perbandaran bagi mempertingkatkan kualiti hidup komuniti

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Penterjemahan Pelan Strategik Kepada Pelan Operasi . HALA TUJU STRATEGIK AGENSI SUMBER DELIVERABLES KPI Ketua jabatan Punca Kuasa Stakeholder & Pelanggan Visi dan Misi KRA ( termasuk MKRA jika berkaitan ) Isu-isu Stratgeik Objektif Strategik Strategi Program KPI Berdasarkan Outcome (termasuk MKPI jika berkaitan) Aktiviti : Prestasi Individu : Prestasi Kewangan : Prestasi Proses : Prestasi Penyampaian Perkhidmatan KPI BERDASARKAN OUTPUT PELAN OPERASI / SKT Pelan Operasi Menjelaskan aktiviti-aktiviti yang hendak dilaksanakan pada tahun semasa berserta sasaran yang ditetapkan oleh bahagian didalam sesebuah agensi .

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STRATEGI TINDAKAN/PROGRAM INDIKATOR SASARAN/TAHUN Mewujudkan persekitaran yang bersih, indah, selesa dan selamat didiami Membangunkan persekitaran yang bersih, indah, selesa dan selamat didiami Tahap kepuasan komuniti Aduan Awam Tahap kepuasan komuniti sekurang-kurangnya 80% setiap tahun Tahap aduan tidak melebehi 10% setiap tahun Penterjemahan Pelan Strategik Kepada Pelan Operasi . Objektif Strategik Mempertingkatkan penyampaian perkhidmatan perbandaran bagi mempertingkatkan kualiti hidup komuniti TINDAKAN AKTIVITI SASARAN Membangunkan persekitaran yang bersih, indah, selesa dan selamat didiami Melaksana kajian status pembangunan persekitaran Menyediakan Pelan Pembangunan Persekitaran Menyediakan laporan audit persekitaran Melaksana kajian kepuasan komuniti April Jun Setiap 3 bulan November PELAN OPERASI TAHUN 2011

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Hak Cipta mbustamanIAB 11 181

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Kata-kata Aluan Bab 1 : Pendahuluan Ringkasan Eksekutif Pengenalan / Latar Belakang Agensi Carta Organisasi Fungsi dan Peranan Agensi Punca Kuasa Stakeholder dan Pelanggan Agensi Bab 2 : Senario Persekitaran Isu-isu / cabaran-cabaran Strategik berdasarkan Analisa Persekitaran Bab 3 : Hala Tuju Strategik Visi Misi Motto/Slogan Nilai-nilai Bersama Objektif Strategik Pelan Tindakan Strategi-Strategi Tindakan/Program Indikator Sasaran dan Tahun sasaran Elemen Penentu Kejayaan Mekanisme Pelaksanaan The Way Forward Bab 4 : Penutup 5. Dokumentasi

TEN STEPS TO DELIVERING RESULTS:

183 TEN STEPS TO DELIVERING RESULTS 1. Determine priorities 2. Set targets/ define success 3. Understand the challenge 4. Plan to deliver: milestones, data and trajectories 5. Understand the delivery chain 6. Build capacity at every level including the centre ght rCreate routines 8. Solve problems as they arise 9. Establish the right relationships 10. Persist…

TEN STEPS TO DELIVERING RESULTS:

184 TEN STEPS TO DELIVERING RESULTS 1. Determine priorities 6. Build capacity at every level including the centre 7. Create routines 8. Solve problems as they arise 9. Establish the right relationships 10. Persist…

TRANSFORMATION WILL DEPEND ON COMBINING THREE ELEMENTS:

TRANSFORMATION WILL DEPEND ON COMBINING THREE ELEMENTS The right mindset ‘Guiding coalition’ Shared vision Ambition Clear priorities Ministerial consistency Urgency Capacity to learn rapidly Collaboration across government Bold reform Choice Personalisation Responsiveness to the community Contestability Vibrant supply side Serious investment 3 year funding for frontline Flexible deployment of staff Effective performance management Targets Sharp accountability Good real-time data Best practice transfer Transparency Management against trajectory Capacity to intervene where necessary Incentives to reward success

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

Legal Information All slides are copyrights and trademarks of the owner. No part of this slides may be stored in a retrieval system, transmitted, reproduced or distributed in any way, including but not limited to digital copying without the prior agreement of the author. Author Muhamad Bustaman Haji Abdul Manaf mbustaman@iab.edu.my/mbamiabkpm@gmail.com Tel: 0199890524/0360571582:

mbustaman /IAB/KPM/05 187 Legal Information All slides are copyrights and trademarks of the owner. No part of this slides may be stored in a retrieval system, transmitted, reproduced or distributed in any way, including but not limited to digital copying without the prior agreement of the author. Author Muhamad Bustaman Haji Abdul Manaf mbustaman@iab.edu.my/mbamiabkpm@gmail.com Tel: 0199890524/0360571582