Azuddin Jud Ismail - Towards A Better Management Of Moe Via Km In 1malaysia Creative Economy 1

KEMENTERIAN PELAJARAN MALAYSIA

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

SEMINAR KEPIMPINAN & PENGURUSAN STRATEGIK

Azuddin Jud Bin Haji Ismail, BCM 23rd June 2009

ASALAMUALAIKUM WBT GREETINGS AND SALUTATION

MoE STRATEGIC LEADERSHIP BEST PRACTICES OF LEARNING ORGANIZATION IN THE CONTEXT OF KNOWLEDGE MANAGEMENT ---------------------------------------------------------------------

When Will I Know Everything? Azuddin Jud Bin Haji Ismail, BCM 23rd June 2009

MUQADDIMAH DUNIA ITU SUATU KEBUN, PAGARNYA WANGSA NEGARA. NEGARA ITU SEBUAH KEKUASAAN, YANG HIDUP DENGAN KEKUASAAN ITU, ATURAN YANG TETAP (SUNNAH). ATURAN YANG TETAP ITU IALAH POLITIK (SIASAH) YANG DIJALANKAN OLEH RAJA (PEMERINTAH) RAJA ITU PERATURAN YANG DISOKONG OLEH ANGGOTA KERAJAAN ANGGOTA KERAJAAN ITU DI TANGGUNG OLEH HARTA. HARTA ITU REZEKI YANG DIKUMPULKAN OLEH RAKYAT. RAKYAT ITU BUDAK BUDAK YANG DIPELIHARA OLEH KEADILAN KEADILAN ITU YANG DISUKAI OELH DUNIA. DENGAN KEADILAN ITU TEGAKLAH DUNIA, DUNIA ITU SUATU

Key Accomplishments Progress & Leadership Do it FAST, Do it RIGHT, Do it CHEAP , Do it NOW!! – Pick

two Azuddin Jud Ismail

MALAYSIA K-BASED ECONOMY MASTER PLAN Develop Knowledge-based Civil service

Bridging the knowledge and digital divides

K-based Networking with Economy private sector Master Plan Increase capacity for the acquisition and application of science and technology

Developing human capital

Institutional Support

Developing necessary infrastructure and Info-structure facilities

MURPHY’S LAW – IF THERE ARE 2 OR MORE WAYS TO DO SOMETHING, AND ONE OF THOSE CAN RESULT IN CATASTROPHE, THEN SOMEONE WILL DO IT. Edward A. Murphy Jr.

K-based Economy Master Plan - (Goal and Target)

 Develop a world-class knowledge based public service.  Skilled, knowledgeable, efficient and competent  Proactive and responsive to the needs of the ‘Rakyat’  More open and accountable

POTENTIAL TARGET POPULATION

THE BREAKDOWN TOTAL MALAYSIAN POPULATION 27.94 MILLIONS

THE COURAGEOUS PARTICIPANTS

THE CATALYTIC SPECTATORS

Source : Year Book Of Statistics 2008

AGE 5-9 2.79mil

AGE 10-14 2.62mil

AGE 15-24 4.81mil

=

ABOVE 25 – 14.72 MILLIONS

Total 10.22mil

THE YOUTH IN MALAYSIA Psychographics Youths are the future leaders of the country. They can bring fame or shame.  They like to experiment.  Things that are “IN” excite them.  Habits and opinions formed in youths have a major impact on what they want to do.  Millions of $’s have been spent by the government and corporations trying to reach out to them.

YOUTHS : THE “IN” ITEMS 1.

Mobile Phones

91%

2. Watching VCD/DVD/Video

90%

3. Surfing The Internet

88%

4. Laptops / Notebooks

79%

5. Coffee Clubs / Cafes

79%

6. Going To Cinema

72%

7. Tinted Sunglasses

71%

8. WAP 9. Soccer 10. Modifying Cars

Soccer is the ONLY “IN” sport

69% 68% 68%

STRATEGY

MEDIA

BRANDING PUTRAJAYA 10

10

WISDOM

GOODNESS PEOPLE CANNOT REMAINS GOOD UNLESS GOOD IS EXPECTED OF THEM

THE GIFT

GOD GIVES US THE ABILITY TO THINK & TO REASON

12

PRINCIPLES OF KNOWLEDGE

PROSES MENIMBA ILMU ITU MELIBATKAN :2. Guru – Master

Hormat

3. Murid – Apprentice

Keakuan

4. Qadar – Duration

Berhemah &

Tertib 5. Mahar – Values / Fees

Nilai & Darjah

6. Azam – Determination

Adat &

Pengorbanan

LINGO OF KNOWLEDGE

PEMAHAMAN DALAM KONTEKS :-

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

ADAT BUDAYA ILMU DI TANAH MELAYU Kura-Kura Dalam Perahu, Pura-Pura Tak Tahu Buah cempedak diluar pagar, Ambil galah tolong jolokan Saya budak baru belajar Kalau salah tolong tunjukan Sorong papan tarik papan Buah keranji dalam perahu Suruh makan dia makan Suruh mengaji dia tak mahu

WISDOM

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

16

WISDOM

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

WISDOM

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

A Complex Thought NETWORK Required By

University

Seminars Interactive & Fun

JOB Makes $

KNOWLED GE $$ Buys

CARS

BOOKS

Often Contagious

EARTH PULPA

IRON MILL 19

MINDA

AQAL – BRAIN FIKIRAN – THINKING HATI / QALBU – DESIRE ILMU – KNOWLDEGE PENGETAHUAN – TACIT & EXPLICIT 20

SIFAT AQAL

MALAS KENAL TAWAN INGAT BAHASA BANDING/KAIT RANGSANG

– TEORI NEWTON – RECOGNISE – CONQUER – REMEMBER – LINGO - COMPARE / RELATES - STIMULTE / SUASANA

TEKNIK, PETUA, LATIHAN & DOA

21

CARA-CARA MENJAGA AQAL

HATI / IMAN PEMAKANAN LATIHAN AKHLAQ

– MENGAWAL AQAL – MENJAGA OTAK – QUALITY / SIFAT – APPLIED

5 COLOURS FOR VEGE (PEMAKANAN) PURPLE YELLOW WHITE GREEN ORANGE 22

PROCESS OF THINKING

Memory Translation Application Analysis Synthesis Evaluation

Thinking Hierarchy

.1 .2 .3 .4 .5 .6

6. 5. 4. 3. 2. 1.

Evaluation Synthesis Analysis Application Understanding Knowledge

Knowledge & Thinking Development

JENIS-JENIS PEMIKIRAN Pemikiran Logik Pemikiran Divergen

Pemikiran Saintifik

Kognitif

Pemikiran Analytikal

Assumptions

Pemikiran Rasional

Theories about The world

Emosi Pemikiran Reflektif

Pemikiran Kritis Pemikiran Kreatif

Pemikiran Saintifik: Pengetahuan yang bersifat saintifik memerlukan pegawai berfikir secara objektif menggunakan fakta, bukti dan hujah yang relevan dan signifikan tentang perkara yang dibincangkan. Pemikiran Logikal: Penerangan dan penjelasan yang diberikan menunjukkan ianya logik, boleh dipercayai & tidak menimbulkan keraguan. Pemikiran Rasional: Pemikiran rasional ialah pemikiran yang betul dan waras, iaitu pemikiran yang bebas daripada dipengaruhi emosi, prejudis, palsu, berat sebelah dan bersifat bias.

JENIS-JENIS PEMIKIRAN Pemikiran Logik Pemikiran Divergen

Pemikiran Saintifik

Kognitif

Pemikiran Analytikal

Assumptions

Pemikiran Rasional

Theories about The world

Emosi Pemikiran Reflektif

Pemikiran Kritis Pemikiran Kreatif

Pemikiran Kritis: Halangan kepada perubahan ialah pemikiran yang tidak kreatif dan tidak terbuka untuk menerima perubahan. Kreativiti melibatkan potensi intelektual yang tinggi, keupayaan menggunakan daya imaginasi, kekuatan mental bagi mengkonseptualisasikan sesuatu idea. Pemikiran Reflektif: Reflektif bermaksud pantauan pegawai yang ditunjukkan melalui kebolehan, kecekapan dan kemahiran pemikiran selepas sesuatu pengalaman atau sesi latihan didedahkan kepada peserta.

25

JENIS-JENIS PEMIKIRAN Pemikiran Logik Pemikiran Divergen

Pemikiran Saintifik

Kognitif

Pemikiran Analytikal

Assumptions

Pemikiran Rasional

Theories about The world

Emosi Pemikiran Reflektif

Pemikiran Kritis

Pemikiran Analitikal: Proses berfikir seperti menganalisisi, membuktikan hipotesis, membuat generalisasi dan infrens antara ciri-ciri penting pemikiran analitikal yang perlu dikembangmajukan. Pemikiran Divergen: Pemikiran divergen menyebabkan wujudnya perbezaan pendapat, idea dan perbezaan cara berfikir di kalangan individu.

Pemikiran Kreatif

26

BUDAYA ‘REASONING’ Bangau Oh Bangau , Kenapa Engkau Kurus ? Macam Mana Aku Tak Kurus , Ikan Tak Mahu Timbul Ikan Oh Ikan, Kenapa Tak Mahu Timbul ? Macam Mana Aku Nak Timbul , Rumput Panjang Sangat Rumput Oh Rumput , Kenapa Panjang Sangat ? Macam Mana Aku Tak Panjang , Kerbau Tak Makan Aku Kerbau Oh Kerbau , Kenapa Tak Makan Rumput ? Macam Mana Aku Nak Makan , Perut Aku Sakit Perut Oh Perut , Kenapa Engkau Sakit ? Macam Mana Aku Tak Sakit , Makan Nasi Mentah Nasi Oh Nasi , Kenapa Engkau Mentah ? …………………………………….. Katak Oh Katak , Kenapa Panggil Hujan ?

27

TRANSFORMATION

HESOID - GREECE POET 800 B.C GOD CREATED “EACH ANIMAL WITH TALENT” PREDATOR – FAST & AGILITY FISH – MULTIPLY ENDLESSLY MAN HOMO SAPIEN – WITH FIRE FIRE TO METAL AND TOOLS WHEELS TO TRAVEL TECHNOLOGY FOR MASS PRODUCTION HOMO FABER & HOMO PICTOR - IMAGINE & FABRICATING ------------------------------------------------------------------------------------------------------------------------------------------------------------------------

THEN CAME THE QURAAN, THEN CAME THE SCHOOLS, THEN CAME THE LEADERS AND THEN CAME THE RULES

THE SOCIO-CULTURE OF INFORMATION

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

THE POWER MURPHY’S LAW – If there are 2 or more ways to do something, and one of those can result in catastrophe, then someone will do it. Edward A.Murphy Jr

YOURSELF

Law of Nature

INTERNAL

OBJECT AT REST STAY AT REST OBJECT IN MOTION STAY IN MOTION UNTIL…

KNOWLEDGE Environment EXTERNAL BOSS

FORCE = MASS X ACCELERATION ( Newton’s Second Law of

30

SIFAT SIFATAQAL AQAL

MALAS KENAL TAWAN INGAT BAHASA BANDING/KAIT RANGSANG

– TEORI NEWTON – RECOGNISE – CONQUER – REMEMBER – LINGO - COMPARE / RELATES - STIMULTE / SUASANA

TEKNIK, PETUA, LATIHAN & DOA

31

RENUNGAN

RENUNGAN BERSAMA

“A

THOROUGH KNOWLEDGE OF THE ELEMENTS TAKES US MORE THAN HALF THE ROAD TO MASTERSHIP” ARON NIMZOWITSCH INTERNATIONAL CHESS GRANDMASTER

Malaysia Has So Many PhD Holders , Do We Have Any Chess GrandMaster?

32

Jenis Manusia KEARAH Kearah Kemajuan JENIS MANUSIA KEMAJUAN

ATTRIBUTE

Competency Willingness Confidence

TYPE Make It Happen

YES

YES

YES

Help It Happen

YES

?

?

Do It Happen

NO

YES

YES

Let It Happen

NO

NO

YES

Do Not Know What Is Happening

NO

NO

NO 33

KOMPETENSI - Lantik KOMPETENSI –: Layak LAYAK– –Minat MINAT – LANTIK PENILAIAN

KITARAN ILMU

BERKOMPETENSI

AKTIF

TAHU APA YANG DIKETAHUI

BERPENGETAHUAN

LEARN & RE-LEARN

TAHU APA YANG TAK TAHU

BERUSAHA UNTUK BERILMU

LEARN

JENIS BERPENGETAHUAN TAHU DENGAN SENDIRINYA

TAK TAHU APA YANG DIKETAHUI GAGAL DALAM MENGUASAI ILMU RE-LEARN REFUSE TO TAK TAHU APA YANG TAK TAHU BERKEMUNGKINAN SEGALANYA LEARN 34

WISDOM WISDOM

“Ain Lam Mim” ALAM ILMU AMIL ALIM UNLESS AMAL AZUDDIN JUD HAJI ISMAIL

35

WISDOM WISDOM

HARLAND SANDERS 1890-1980 “YOU’VE GOT TO LIKE YOUR WORK. YOU’VE GOT TO LIKE WHAT YOU ARE DOING. YOU’VE GOT TO BE DOING SOMETHING WORTHWHILE SO YOU CAN LIKE IT. BECAUSE IF IT’S WORTHWHILE, THAT MAKES A DIFFERENCE, DON’T YOU SEE!” FOUNDER OF KENTUCKY FRIED CHICKEN, aka COLONEL SANDERS STARTED THE FIRST KFC FRANCHISE IN SALT LAKE CITY UTAH, USA 36

FOUR ELEMENTS of ORGANIZATION DNA

Decision Rights

Information

Motivators

Structure

37

PARADIGM SHIFT

WISDOM

39

WISDOM

40

WISDOM

41

7 HABITS of PROFESSIONALISM & PERFECTION

Habits

42

1ST THING FIRST

Important & URGENT

Important But Not URGENT

1

2

3

4

URGENT But Not Important

Not Important & Not URGENT

43

2. THE POWER OF COMMUNICATIONS

Schools & Administrator Relationship 

 The Operations & Management Relationship  Internal Communication – Intra [Office & Schools]  Exterior Communication

44

3. BE PRO-ACTIVE

o Do Things Not Asked For o Do More! o Create Trust

45

4. PHYSIOLOGICAL

♣1st Impression ♣ Non-Verbal ♣ You….The Ambassador! ♣ You Can Only Feel As Good As You Look

46

5. MIRROR, MIRROR ON THE WALL



What you see in others is your own reflection

 Positive Vibes  Art of Greeting People  Be At Peace With The

47

6. THE HABITS

 KFC Story  Create a Habit &That Habit Will Take Care

48

7. JUST DO IT

• Do What You Are Supposed to Do Whether You Like It or Not! • You Are Today What You Did Yesterday! • Who You’ll Be Tomorrow

49

Managing Changes In Learning Organization – Today !!!

 Things are changing “status quo” management won’t work.  Major challenges :3. How do you hang on to your good people? 4. How do you keep morale from dropping?

In Learning Learning Organization Organization Managing Changes in – Today !!! – Today !!!

 The odds are you will be expected to get more done, maybe with fewer resources, in a shorter period of time  Is it Fair ??? 3. Productivity get hammered from all corners.. 4. Your people may be upset, confused or demoralized…but still you are responsible to produce “good” results 5. You have to protect the “bottom line” …

Rules # 1 – Be A Change Agent

 Your responsibilities as a Administrator or Support Team take on a new dimension.  Your day-to-day duties and job has grown  More bases to cover and you will discover some of your old habits and routines in the way you manage people just won’t work….not now 

Keep up with what’s happening around you by changing your

Rules # 2 – Don’t Give Away Your Power 

Schools Operations and Management become more tentative during times of significant changes. More cautious, careful, uncertain regarding the extent of their authority and decision-making latitude.



Give away their managerial power and wait around to see if higher management is going to give back to them. The “Wait and See” will make you less effective.



10. Act on active stance! 11. If you wait for crystal clear signals from above regarding what you can and can’t do, your management is going to lose momentum. 3. EMPOWER Yourself - Dare to attack your job with

Rules # 3 – Keep Positive Attitude 

Your attitude as Management and Operational Support will be a major factor in determining what the climate in your learning organization. Your attitude is totally under your control!!



Will you be the right kind of role model for your subordinates?



Look at the organizational demand as your personal demand. Seek out opportunities!

Rules # 4 Give Your Troops “Clear-Cut Marching Orders?  Minimize the ambiguity !! Clear up the “unknown” as much as possible – Pekeliling, Arahan etc 

Your subordinates usually respond well to “hands-on management” – Best Practices

5. Frame out their duties and assignments in specific terms, rather than leaving things general and vague! 8. Assign definite deadlines and timetables. 3. Clear guidance from you helps your people on

Rules # 5 – Focus On “Short-Range Objective” 

Clear defined goals and objectives.



It will helps your people get their minds off the past and become “future-oriented”



It build confidence, restore momentum and trust



Concentrate on quarterly, monthly and even weekly performance targets.



Publicity - accountability

12.Keep the spot light in your “Quick Win” 13.Give your subordinates generous feedback regarding the progress that is made towards

Rules # 6 – Establish Clear Priorities

 Those who make the most noise should not necessarily get the most attention.  Don’t get distracted by attending low priority issues that chew up a lot of time and energy yet LITTLE Pay Off!!  Keep up your priorities clear in the mind of your subordinates when you delegate work to them.

Rules # 7 – Nail Down Each Person’s Job 

Don’t “Ass U Me” that all subordinates know exactly where and how to aim their efforts.



Consistently “Check On Them” – Lesson From Japan



Put the key points of all discussion in writing with copies maintained by you as well as the subordinates



Set aside time to review this information with the

Rules # 8 – Raise The Bar  Ask for more. Make them stretch.  Why?  More to be done  Introspection where your subordinates examine their individual approach on the job, evaluate their careers and more open to changing their work habits.  Grab the opportunity and push them harder, and to work smarter.  It is better for their mental health and for the organization morale if they are extremely busy and

Rules # 9 – Motivate To The Hilt

 Put out all STOPS  Be a “Spark Plug”  Be a “Cheerleader”  Different motivational tactics on different people ACT AS AN C.E.O

ACT AS AN C.E.O 2. Be a “Coach” not a Judge or Umpire 3. Build “esprit de corps” 4. Teambuilding efforts – Contests, t-shirts, milestone parties, slogans or schools social games (bowling) Mengharap Pada Yang Boleh Di Harap Jangan Bawa Unsur Negetif Kepada Orang Yang Positif Make Yourself USEFUL Make Others IMPORTANT

Rules # 10 – Provide Additional “Job KnowHow”  Nobody likes to FAIL  The gap between the Org DNA will create resistance to change  They may withhold their best effort due to feelings of insecurity  Main responsible to develop capacity building for your human capital 7. Need to function more as a tutor, trainer and mentor and not just as a BOSS 9. Assist them in developing new skills needed to

Rules # 11 – Pass Out More ”Psychological Paychecks”



 

Limitation on tangible rewards (increases in pay or benefits) NO LIMITATION on INTAGIBLE REWARDS Cost the organization NOTHING – Just You!

Never underestimate the value your subordinates place on simple things such as word of encouragement or compliment from you. Show respect and empathy.

Rules # 12 – “Beef Up” Communication Efforts   

   

STOP THE RUMOR MILL !!! Good communication is a “2 way street” Provide variety of opportunity for your subordinates input to you. Be a careful listener Be available Ask more questions Get their opinions and views MAKE A CLEAR STATEMENT THAT YOU ARE AN ACCESSIBLE PERSON!!!!

Rules # 12 – “Beef Up” Communication Efforts 

Keep them updated on regular basis



Strive to be SPECIFIC rather than VAGUE If your work group has communication problems, rest assured these will result in other SECONDARY Problems - ?X!$%@#

Rules # 13 – Go Looking For Bad News 

Invite “Bad News”



You can’t lead if you’re the LAST ONE TO KNOW



Discipline yourself to reward people who identified problems and report the organizational breakdowns.



Make it clear that the TRUTH is welcome

10.Make it easy for people to tell you those things you don’t necessarily want to hear!! 2. Their perspective may be better than yours! 3. They may see things you CAN’T see!

Rules # 14 – Protect Quality & Customer Service

It cost 5X as much to develop new customer as it costs to keep an existing one. Know your potential CUSTOMER 8. Be very VOCAL in upholding the standards.

Rules # 15 – Re-Recruit Your Good People 

It is the good swimmers who are most likely to jump ship.



It is high risk management to assume that your key player are going to remain on the team just because they haven’t publicly announced that they plan to leave Tell them you want them !!!!

Rules # 16 – Take Care Of The “ME” Issues In A Hurry     

Self-preservation becomes a major concern Will I get to keep up my standard? How will I be rewarded? Will I have a “NEW” Boss? What will be expected of ME now?

GET THESE QUESTIONS ANSWERED IN A HURRY, SO PEOPLE CAN GET ON WITH BUSINESS!!!!

Rules # 17 – Reduce The Level Of Job Stress 

Changes increases the level of job stress.

3. Make an effort to minimize surprises. 4. Give people advance warning about what’s coming 5. Keep a sense of humour – bring some fun to the environment.

Rules # 18 – Be Supportive Of Higher Management   

Ministry need your backing as much as your staff Be aware of the Ministry priorities and adjust to your organization accordingly Be forgiving of errors by Higher Management, or what looks to you like faulty management.

6. Have the guts to report problems to the higher management. 9. Be BIG enough to ask for help. 11.Report the truth, all the truth. You are helping the

Rules # 19 – Be A LEADER   

Your job title is just a label. Leader is a reputation You have to earn it personally The things your personally do or don’t do, determine what calibre leader you will be!!! SEIZE THE OPPORTUNITY

Rules # 20 – BE …..????? THE DIFFERENT BETWEEN A BOSS AND A LEADER : A BOSS SAYS “GO!” A LEADER SAYS “LET’S GO..” Dwight D. Eisenhower

PENGAHARAPAN JANA PENGETAHUAN BINA KEKAYAAN JAMIN KESEJAHTERAAN

THE ENGINE WHICH DRIVES ENTERPRISE IS NOT THRIFT, BUT PROFIT JohnAzuddin Maynard Keynes Jud Hj Ismail

SEMBAH SALAM

TO TRANSFORM MOE INTO A LEARNING AND KNOWLEDGE BASED ORGANIZATION BY FACILITATING THE CREATION, USE AND TRANSFER OF INFORMATION AND KNOWLEDGE THROUGH EFFECTIVE POLICIES, INITIATIVES AND INFRASTRUCTURE.

% - 90% WILL BE TAKEN FROM BEST PRACTICES WITH INDUSTRY WHEREBY WE WILL GO OUT, ENGAGE & LEA OM OTHER MNC, SME, GOVT & FOREIGN COMPANIES AN TO CREATE OUR OWN 10% - 25% NEW PROCESSES & I

SEKIAN

AZUDDIN JUD HAJI ISMAIL,

BCM

4. PENGERUSI EKSEKUTIF – LATTIS NETWORK 5. PENGERUSI – De ALAM IMPIANA SDN. BHD 6. KOMISARIS PT. NUSANTARA GLOBAL – INDONESIA 7. KETUA BIRO ICT & K-EKONOMI DMDI – DUNIA MELAYU DUNIA ISLAM 8. AHLI LEMBAGA – DMDI FINANCE HOUSE 9. AHLI LEMBAGA – MELAKA ICT HOLDINGS SDN.BHD. 10.AHLI LEMBAGA – J/K EKONOMI NEGERI MELAKA 11.AHLI SIDANG PLENO – WORLD HALAL FORUM 12.Consultant - Team Leader For Government of Malaysia EG For - WEB PUBLISHING & KNOWLEDGE BASE 10. Penasihat – Neo Economic Business Community – YKSM 76

RUJKAN & PENGHARGAAN a. Al-Quraan & Hadtith – A To Z Steps to Leadership: Abd Ghani Ahmad Barie b. Al-Kibsi - McKinsey Consultancy c. Govt. Blueprint For e-Govt - Accenture d. Alfred J.Beerli, Ph.D – Knowledge Management & eBusiness. e. Svenja Falk, Ph.D – e-Politics & e-Democracy f. Daniel Diemers, Ph.D – Knowledge Management & Virtual Commucities g. Michael E. Porter, Ph.D Havard University - Knowledge Transformation Business Administration h. Amrit Tiwana – Knowledge Management , e-business & CRM i. Y.M. Dato’ Dr. Raja Malek – Bekas Timbalan Ketua Pengarah MAMPU j. Mr. Yotaro Kobayashi, CEO Fuji XEROX Ltd – Transformation 77 of Fuji XEROX

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

RUJUKAN TAMBAHAN TIDAK PERLU DI CETAK

79

THE HUMAN & INTELLECTUAL CAPITAL COUNTRY INDIA CHINA MALAYSIA NEW ZEALAND IRELAND UNITED KINGDOM SOUTH KOREA CANADA SINGAPORE UNITED STATES AUSTRALIA JAPAN

R&D EXPENDITURE SCIENTIST & ENGINEERS PER % OF GDP 1998 MILLION POPULATION 1995 0.70 0.70 0.40 1.00 1.50 1.90 2.70 1.60 1.80 2.50 1.70 2.90

148 350 500 1,778 1,871 2,417 2,636 2,656 2,728 2,732 3,166 6,309 80

SOUTH KOREA

5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

THE SOCIAL INFORMATION COMPARISON KNOWLEDGE WORKERS HUMAN CAPITAL SCIENCE & TECHNOLOGY GRADUATES SECONDARY ENROLMENT COMPANY WITH UNIVERSITY COPERATION TECHNOLOGY CAPACITY & CAPABILITY

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

INFORMATION TECHNOLOGY STRUCTURE

INTERNET HOSTS INTERNET USERS PER CAPITA COMPUTERS PER CAPITA PHONE LINES PER CAPITA

SERVICES & KNOWLEDGE BASED INDUSTRIES

FD / GDP HI-TECH EXPORTS GDP SERVICES EXPORTS KNOWLEDGE BASED INDUSTRIES % OF GDP 81

REPUBLIC OF SINGAPORE

5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

THE SOCIAL INFORMATION COMPARISON KNOWLEDGE WORKERS HUMAN CAPITAL SCIENCE & TECHNOLOGY GRADUATES SECONDARY ENROLMENT COMPANY WITH UNIVERSITY COPERATION TECHNOLOGY CAPACITY & CAPABILITY

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

INFORMATION TECHNOLOGY STRUCTURE

INTERNET HOSTS INTERNET USERS PER CAPITA COMPUTERS PER CAPITA PHONE LINES PER CAPITA

SERVICES & KNOWLEDGE BASED INDUSTRIES

FD / GDP HI-TECH EXPORTS GDP SERVICES EXPORTS KNOWLEDGE BASED INDUSTRIES % OF GDP 82

KINGDOM OF THAILAND

5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

THE SOCIAL INFORMATION COMPARISON KNOWLEDGE WORKERS HUMAN CAPITAL SCIENCE & TECHNOLOGY GRADUATES SECONDARY ENROLMENT COMPANY WITH UNIVERSITY COPERATION TECHNOLOGY CAPACITY & CAPABILITY

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

INFORMATION TECHNOLOGY STRUCTURE

INTERNET HOSTS INTERNET USERS PER CAPITA COMPUTERS PER CAPITA PHONE LINES PER CAPITA

SERVICES & KNOWLEDGE BASED INDUSTRIES

FD / GDP HI-TECH EXPORTS GDP SERVICES EXPORTS KNOWLEDGE BASED INDUSTRIES % OF GDP 83

5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

THE SOCIAL INFORMATION COMPARISON MALAYSIA KNOWLEDGE WORKERS HUMAN CAPITAL SCIENCE & TECHNOLOGY GRADUATES SECONDARY ENROLMENT COMPANY WITH UNIVERSITY COPERATION TECHNOLOGY CAPACITY & CAPABILITY

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

INFORMATION TECHNOLOGY STRUCTURE

INTERNET HOSTS INTERNET USERS PER CAPITA COMPUTERS PER CAPITA PHONE LINES PER CAPITA

SERVICES & KNOWLEDGE BASED INDUSTRIES

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