Tuesday, 7 July 2009
Friday, 26 June 2009
EUROPEAN JOURNAL OF SOCIAL SCIENCES (EJSS)
On 24th June 2009, I received an email from EJSS that my articles Efficient Urban Governance in Managing And Enhancing Competitiveness of the Retail and Office Sectors in Kuala Lumpur City-Region has been approved for publication by EJSS's external reviews. I am so happy because my two articles are going to be published before December 2009. I would like to thank my supervisors Assoc Prof. Dr. Hamzah Jusoh and Dr Jalaluddin Abdul Malek for their advices and encouragement.ABSTRACT
This paper discuss on the preliminary study on the concept of efficient in urban governance towards enhancing competitiveness of the property market especially retail and office sectors in city-region economy. City-region competitiveness has been a major issue in the country’s latest development agenda. The issue is more obvious in city-region due to its role as an engine of growth economy development. Kuala Lumpur City-region, which is the most developed region in the country and an important catalyst towards national economic growth. How well do urban governance responsible to efficiency and effectiveness of local authorities in city-region? What kind of urban governance is required to enhance competitiveness property market within city-region? The world today needs a new, comprehensive and holistic model of urban governance that involves all sectors (government, business and the civil society) as equal partners in development and participatory in decision making. Efficient urban governance is characterized by sustainability, subsidiarity, equity, efficiency, transparency and accountability, civic engagement and citizenship and security. In line with this, the importance efficient urban governance would make our property market more competitive and attractive to investors and facilitate the achievement of the nation’s development goals. Therefore Kuala Lumpur City-region will manage and govern efficiently.
Keywords: competitiveness, efficient urban governance, property market and city-region
Keywords: competitiveness, efficient urban governance, property market and city-region
Wednesday, 24 June 2009
ABSTRACT FOR ASIAN SOCIAL SCIENCE
The Role of Efficient Urban Governance in
Managing Kuala Lumpur City-Region Development
by
Hamzah Jusoh
Jalaluddin Abdul Malek
Azmizam Abdul Rashid
Faculty of Social Sciences and Humanities, National University of Malaysia,
43600 UKM Bangi,Selangor Darul Ehsan, Malaysia
Telephone no: 03-89215683/5680,
Faculty of Social Sciences and Humanities, National University of Malaysia,
43600 UKM Bangi,Selangor Darul Ehsan, Malaysia
Telephone no: 03-89215683/5680,
Abstract
This paper discuss on the preliminary study on the concept of efficient in urban governance towards managing development of Kuala Lumpur City-Region. City-region development has been a major issue in the country’s latest development agenda. The issue is more obvious in city-region due to its role as an engine of growth economy development. Now, with its sights set on attaining the economic level of a fully developed nation by 2020, Malaysia must focus on securing a credible share of the lead sectors of the globalised economy. Kuala Lumpur City-Region, which is the most developed region in the country and an important catalyst towards national economic growth. How well do urban governance responsible to efficiency and effectiveness of local authorities in city-region? What kind of urban governance is required to enhance competitiveness and earning opportunities within city-region? The main challenge of enhancing city competitiveness in city-region is efficient urban governance. The world today needs a new, comprehensive and holistic model of urban governance that involves all sectors (government, business and the civil society) as equal partners in development. Urban governance which integrates all sectors including public, private and other social organisations in participatory decision making. Efficient urban governance is characterized by sustainability, subsidiarity, equity, efficiency, transparency and accountability, civic engagement and citizenship and security. In line with this, the importance efficient urban governance would make Malaysia more competitive and attractive to investors and facilitate the achievement of the nation’s development goals. Therefore Kuala Lumpur City-Region will manage and govern efficiently.
Keywords: Economic planning, sustainable, efficiency, urban governance and city competitiveness
Tuesday, 23 June 2009
JOURNAL OF ASIAN SOCIAL SCIENCE
On 22 June 2009, I received an email from Canadian Center of Science and Education (CCSE) that my manuscript journal with title of The Role of Efficient Urban Governance in Managing Kuala Lumpur City-Region Development have been approved for publication but minor amendment. I submitted the draft manuscript to CCSE on 1 June 2009. The journal will be published as Vol. 5, No. 8, August 2009. CCSE is required to submit the amended manuscript within 2 weeks from the date of approval. According to UKM requirement, PhD students are required to submit their journal according to their scope of research. We must submit at least 2 manuscripts for publication for eligiblity to sit viva presentation. I have one more journal to be published. Thank you to my supervisors Assoc Prof. Dr. Hamzah Jusoh and Dr Jalaluddin Abdul Malek for their advices and encouragement. Acknowledgement also given to Prof. Dr. Rahimah Abdul Aziz for her support and guidance.CCSE is an independent non-government organization delivering supports and services to education and research in Canada and the world.Canadian Center of Science and Education established in 2006, is the result of contributions from the Canadian federal government, province governments, enterprises as well as NGOs.In partnership with federal government, province governments, community organizations, public agencies, enterprises and other foundations, CCSE offers a variety of programs to support and promote education development, international cooperation, including educational programs for students, financial support for researchers and international education projects, as well as scientific publication.
Comments from External Reviewers
Contribution to existing knowledge - The paper visits the vexing question of better governance of cities which are facing insurmountable problems made more difficult through poor integration, poor consultation and participation of all stakeholders. The age old governance model that placed the government at the centre of urban governance in Malaysia needs rethinking and this paper makes a good case for it. The paper integrates the issue of new governance into urban economic development and globalization with special focus on Metropolitan Kuala Lumpur.
Evidence supports conclusion - The article adds to the growing corpus of knowledge on urban governance. Makes the case for rethinking the model that has served well in the past but struggling to cope with the present.The argument (for improved governance) is well supported by drawing on the urban life and challenges.
I have submitted four manuscripts to various high impact journal since May 2009. There are Urban Studies, Cities, Asian Profile Journal and European Journal of Social Sceience. I am waiting journal publisher external reviews and approval. The scope of my research for these journal manuscripts are related to efficient urban governance. I wish to publish these journal before end of December 2009.
Saturday, 20 June 2009
FRIENDS AND PHD....who remember or ignore you?
I would like to express my disappointment and sadness to my friends coorperation and assistance in my research . Early this month I went to see my ex classmate (we did our master degree together in 2001-2003) at his office. He is working with one of well-known ministry and his duty really relate to my research. Less that 20 minutes discussion, he is rushing to attend a meeting and ask me to call him next week. I am not satisfied with the information he gave to me. I wanted to ask him more and how its relate to my research. I sent him an email to said thank you and request for new date for next meeting. Until now he never reply my email. That I called him early in the morning (normally after 9.00am government officers attended meeting or go for breakfast)..again he is not answering or returning my call. I send him sms and never reply. What is wrong with you....why is so difficult to get you? I want to discuss with you about your finding on studies that you did. However,I try to think positively...may be he is so busy to attend my email, sms and calling. Just pray to God...I hope he will always remember me not ignore me...
Then the same situation happened to me last week, I call my officemate to email me some information that related to my task as PID 2009 Commitee Member. Until now I still waiting his email..Again,what is wrong with you....why is so difficult to give me the information? I try to think positively...may be he is so busy to attend my request. I hope if you read this you all not mad at me. I am not angry with you all but I am regret with your attitude...
I remember before I do my PhD I read a few books about preparation before entering the world of PhD... the scholars said WHEN YOU DOING PHD YOU WILL KNOW WHO IS YOUR FRIEND AND WHO IS YOUR BEST FRIENDS? WHO IS STILL REMEMBER YOU AND WHO IS IGNORE YOU? However, I hope and pray to God when you pursue your PhD you will not face the same problem as I do. And I hope out there..may be other people that I did not know them well to assist me until I complete my PhD research.
Friday, 12 June 2009
POST GRADUATES INTERNATIONAL DAY 2009...chapter 3
My previous articles on PID 2009 mentioned about the cooperation and contribution from post-graduate students. It happened again in PID 2009 Committee Meeting dated 11 June 2009. Attendance still poor but the preparation of the PID 2009 event have to proceed. Here a few slides of my presentation to the committee.
Dr Hazita and other committee members impressed and appreciated with PPSPP efforts to make PID 2009 success. Our next action is to discuss further with TM on our offer and what we will gain from TM. Dr Hazita informed that the PID 2009 will be held on 17-18 August 2009. In order to make the modus operandi of PID 2009 smoothly, she divided various tasks to other schools such as School of Media and Communication will organise promotion, PPSPP will organise whole programme, activities and dealing with TM. The next meeting will be 25 June 2009. I would like to express my gratitude to Dr Aishah, Dr Yusoff, Encik Ishak, Rafidah and Zul'aini for their support. THANK YOU
Saturday, 6 June 2009
WESTERN CULTURE ON KNOWLEDGE
This morning I read an article from local newspaper (Berita Harian) regarding how western people received and sharing knowledge. I agreed with writer advocacy and provocacy how we accept knowledge when we attended a international or local conference. Last 2 days I attended international conference - Policy Challenges on Sustainable Urban Region organised by our established local university. A few government officers and lecturers are invited to attend the free of charge conference. 3 papers presented by Professors from UK, Canada and Geneva Universities and the rest of papers presented by established Professors from our local universities. The content of papers are interesting and the new knowldege of urban planning is related to global issues and how urban planners from government and private sectors facing this situation. Unfortunely after lunch 3/4 of the room is empty. I don't know are they attended to fulfill a quota of their department policy or are they force to come? After read this article I understood what she meant by WESTERN PEOPLE CHASING FOR KNOWLEDGE, WE ARE CHASING OFF KNOWLEDGE...you can read the whole article attached...
BUDAYA ILMIAH ORANG BARAT WAJAR DICONTOHI
MENARIK sungguh apabila berpeluang berkenalan dan berkesempatan bertukar-tukar idea pada persidangan ilmiah. Sebelum ini, peluang untuk menghadiri sidang seperti itu di luar negara agak terhad. Ketika di luar negara, nampaknya inilah masa sesuai untuk bersama sarjana antarabangsa dan nama besar dalam bidang kewartawanan berbincang aspek kritikal dalam bidang ini. Minggu lalu saya ke Westminster di London untuk menyertai satu persidangan bertajuk 'Kewartawanan dalam Krisis' yang dianjurkan oleh Jabatan Kewartawanan dan Komunikasi Massa, Universiti Westminster. Nama besar dalam kewartawanan dunia seperti Profesor James Curran dan Profesor Todd Gitlin serta ramai lagi pengamal media adalah antara mereka yang dijemput khas memberi ucaptama, untuk berkongsi idea. Curran, warga Amerika Syarikat kini berkhidmat di Kolej Goldsmith, Universiti London. Kolej Goldsmith adalah pusat pengajian tinggi terbaik dalam pengajian media di UK. Persidangan selama dua hari itu dihadiri kira-kira 100 pembentang kertas kerja dan peserta. Apa yang menariknya, apabila tiba masa sidang selari, semua peserta dan pembentang kertas kerja yang tidak bersesi akan menyertai sidang yang diminati. Mereka mengambil peluang ini untuk belajar daripada pembentangan orang lain, dan turut memberi idea bernas selepas pembentangan dibuat. Hal yang sama saya lihat dalam satu persidangan lain yang pernah dihadiri di Bedford, UK tahun lalu. Pembentang kertas kerja dan peserta berebut-rebut memilih sidang yang ingin dihadiri, bukan sebaliknya yang sering berlaku di tempat kita. Kadangkala, ada segelintir daripada kita yang kurang menghargai ilmu di depan mata. Ada yang menghadiri persidangan tetapi tidak dengan sepenuh hati.
Ada juga yang pergi semata-mata untuk membentang kertas kerja tetapi tidak bersedia menghadiri sidang lain yang pastinya menghimpun maklumat baru. Di Barat, mereka mengejar ilmu. Kita pula, kadangkala dikejar ilmu tetapi melarikan diri pula. Saya sendiri tidak boleh lupa dengan pengalaman apabila mula menjadi tenaga pengajar suatu waktu dulu. Kebetulan persidangan pertama yang dihadiri dan turut membentang kertas kerja adalah persidangan antarabangsa di Universiti Kebangsaan Malaysia (UKM), Bangi. Ketika itu, banyak sekali tajuk pembentangan selari yang menarik sehinggakan sukar rasanya untuk memilih sidang mana yang ingin diikuti.
Namun, seseorang pendidik dengan nada agak sinis menyatakan, 'masa awal-awal ikut persidangan memang nak dengar semua, nanti bila dah lama dah tak nak dengar lagi'. Saya awalnya tidak percaya, namun akhirnya terjadi juga perangai buruk itu pada diri sendiri. Sehinggalah pengalaman di UK, keadaan itu banyak mengajar kita bermuhasabah diri. Sikap orang Barat yang begitu menghargai ilmu menjadikan kita malu untuk tidak sama-sama seperti mereka. Di Malaysia, untuk sesi terakhir atau sesi petang persidangan, kadangkala jumlah pembentang lebih ramai daripada yang mendengar. Selalu didengar pihak penganjur gusar kerana majlis penutup persidangan bakal dihadiri hanya beberapa peserta. Lain ceritanya di UK, sehingga sesi terakhir, semua peserta menunggu untuk maklumat yang dijanjikan. Pemerhatian saya menunjukkan, sesi terakhir persidangan ini hanya berkurangan sedikit daripada jumlah sesi terawal. Malah, pihak penganjur juga tidak mengambil mudah semua perkara berkaitan pembentangan yang dijanjikan. Misalnya, Profesor Gitlin dari Sekolah Kewartawanan Universiti Columbia Amerika Syarikat tidak dapat menghadiri persidangan ini pada saat akhir.
Namun, memandangkan beliau adalah nama besar yang berupaya mengupas tema persidangan dengan mendalam selain daya penarik persidangan, maka pihak penganjur mengadakan sidang video secara langsung antara Gitlin dengan peserta pada tarikh dan waktu yang dijanjikan. Dengan kualiti audio dan visual yang baik, mesej Gitlin dapat difahami peserta dengan baik. Sesi soal jawab selepas itu juga dapat dijalankan tanpa banyak gangguan kecuali kadangkala Gitlin tidak dapat mendengar soalan yang dikemukakan daripada mikrofon tanpa wayar yang disediakan. Namun, peranan pengerusi sidang berupaya menyelesaikan masalah ini. Saya turut menyatakan kepada pihak penganjur ketika sesi rehat bahawa inilah kali pertama persidangan yang dihadiri menampilkan sarjana dalam bentuk maya dan berita baiknya, apa yang mereka laksanakan berjalan dengan lancar. Katanya, mereka mempunyai jurutera yang hebat membantu memastikan perjalanan sidang tanpa gangguan teknikal.
Selain itu, amat menarik juga jika diperhatikan cara mereka di Barat yang mengambil masa hanya lebih kurang lima hingga 10 minit untuk mengalukan peserta persidangan. Masa tidak terbuang dengan ucapan pembukaan yang panjang yang hanya bermakna kepada sesetengah orang dan menampakkan status serta perbezaan antara pihak atasan dan sebaliknya. Di sini, peserta persidangan terus dihidangkan dengan ilmu tanpa perlu memikirkan sangat soal siapa orang penting yang hadir. Siapa VIP atau bukan VIP tidak menjadi persoalan, yang penting proses perkongsian ilmu berjalan lancar dan semua orang selesa sepanjang persidangan berlangsung. Justeru, proses menambah ilmu lebih terfokus dan tidak terganggu dengan perkara yang tidak ilmiah, tetapi perlu dilakukan atas nama penghormatan yang jelas kadangkala berlebih-lebihan. Mungkin juga kerana inilah Perdana Menteri Malaysia menyarankan agar majlis di negara kita perlu kurang membazirkan masa dengan salutasi yang panjang kecuali untuk majlis diraja.
Masa yang terbuang kalau ditumpukan kepada sidang lain dalam persidangan pastinya membawa lebih banyak faedah kepada peserta yang hadir dengan memberi lebih ruang kepada sesi perbincangan atau pembentangan. Ini adalah sesuatu yang perlu kita ubah, tidak boleh dibiarkan. Sama ada dari segi pelaksanaan atau sikap peserta persidangan itu sendiri, kita perlu cuba pastikan perlakuan itu adalah untuk ilmu yang selepas ini perlu dipanjangkan kepada anak-anak didik.
BUDAYA ILMIAH ORANG BARAT WAJAR DICONTOHI
MENARIK sungguh apabila berpeluang berkenalan dan berkesempatan bertukar-tukar idea pada persidangan ilmiah. Sebelum ini, peluang untuk menghadiri sidang seperti itu di luar negara agak terhad. Ketika di luar negara, nampaknya inilah masa sesuai untuk bersama sarjana antarabangsa dan nama besar dalam bidang kewartawanan berbincang aspek kritikal dalam bidang ini. Minggu lalu saya ke Westminster di London untuk menyertai satu persidangan bertajuk 'Kewartawanan dalam Krisis' yang dianjurkan oleh Jabatan Kewartawanan dan Komunikasi Massa, Universiti Westminster. Nama besar dalam kewartawanan dunia seperti Profesor James Curran dan Profesor Todd Gitlin serta ramai lagi pengamal media adalah antara mereka yang dijemput khas memberi ucaptama, untuk berkongsi idea. Curran, warga Amerika Syarikat kini berkhidmat di Kolej Goldsmith, Universiti London. Kolej Goldsmith adalah pusat pengajian tinggi terbaik dalam pengajian media di UK. Persidangan selama dua hari itu dihadiri kira-kira 100 pembentang kertas kerja dan peserta. Apa yang menariknya, apabila tiba masa sidang selari, semua peserta dan pembentang kertas kerja yang tidak bersesi akan menyertai sidang yang diminati. Mereka mengambil peluang ini untuk belajar daripada pembentangan orang lain, dan turut memberi idea bernas selepas pembentangan dibuat. Hal yang sama saya lihat dalam satu persidangan lain yang pernah dihadiri di Bedford, UK tahun lalu. Pembentang kertas kerja dan peserta berebut-rebut memilih sidang yang ingin dihadiri, bukan sebaliknya yang sering berlaku di tempat kita. Kadangkala, ada segelintir daripada kita yang kurang menghargai ilmu di depan mata. Ada yang menghadiri persidangan tetapi tidak dengan sepenuh hati.
Ada juga yang pergi semata-mata untuk membentang kertas kerja tetapi tidak bersedia menghadiri sidang lain yang pastinya menghimpun maklumat baru. Di Barat, mereka mengejar ilmu. Kita pula, kadangkala dikejar ilmu tetapi melarikan diri pula. Saya sendiri tidak boleh lupa dengan pengalaman apabila mula menjadi tenaga pengajar suatu waktu dulu. Kebetulan persidangan pertama yang dihadiri dan turut membentang kertas kerja adalah persidangan antarabangsa di Universiti Kebangsaan Malaysia (UKM), Bangi. Ketika itu, banyak sekali tajuk pembentangan selari yang menarik sehinggakan sukar rasanya untuk memilih sidang mana yang ingin diikuti.
Namun, seseorang pendidik dengan nada agak sinis menyatakan, 'masa awal-awal ikut persidangan memang nak dengar semua, nanti bila dah lama dah tak nak dengar lagi'. Saya awalnya tidak percaya, namun akhirnya terjadi juga perangai buruk itu pada diri sendiri. Sehinggalah pengalaman di UK, keadaan itu banyak mengajar kita bermuhasabah diri. Sikap orang Barat yang begitu menghargai ilmu menjadikan kita malu untuk tidak sama-sama seperti mereka. Di Malaysia, untuk sesi terakhir atau sesi petang persidangan, kadangkala jumlah pembentang lebih ramai daripada yang mendengar. Selalu didengar pihak penganjur gusar kerana majlis penutup persidangan bakal dihadiri hanya beberapa peserta. Lain ceritanya di UK, sehingga sesi terakhir, semua peserta menunggu untuk maklumat yang dijanjikan. Pemerhatian saya menunjukkan, sesi terakhir persidangan ini hanya berkurangan sedikit daripada jumlah sesi terawal. Malah, pihak penganjur juga tidak mengambil mudah semua perkara berkaitan pembentangan yang dijanjikan. Misalnya, Profesor Gitlin dari Sekolah Kewartawanan Universiti Columbia Amerika Syarikat tidak dapat menghadiri persidangan ini pada saat akhir.
Namun, memandangkan beliau adalah nama besar yang berupaya mengupas tema persidangan dengan mendalam selain daya penarik persidangan, maka pihak penganjur mengadakan sidang video secara langsung antara Gitlin dengan peserta pada tarikh dan waktu yang dijanjikan. Dengan kualiti audio dan visual yang baik, mesej Gitlin dapat difahami peserta dengan baik. Sesi soal jawab selepas itu juga dapat dijalankan tanpa banyak gangguan kecuali kadangkala Gitlin tidak dapat mendengar soalan yang dikemukakan daripada mikrofon tanpa wayar yang disediakan. Namun, peranan pengerusi sidang berupaya menyelesaikan masalah ini. Saya turut menyatakan kepada pihak penganjur ketika sesi rehat bahawa inilah kali pertama persidangan yang dihadiri menampilkan sarjana dalam bentuk maya dan berita baiknya, apa yang mereka laksanakan berjalan dengan lancar. Katanya, mereka mempunyai jurutera yang hebat membantu memastikan perjalanan sidang tanpa gangguan teknikal.
Selain itu, amat menarik juga jika diperhatikan cara mereka di Barat yang mengambil masa hanya lebih kurang lima hingga 10 minit untuk mengalukan peserta persidangan. Masa tidak terbuang dengan ucapan pembukaan yang panjang yang hanya bermakna kepada sesetengah orang dan menampakkan status serta perbezaan antara pihak atasan dan sebaliknya. Di sini, peserta persidangan terus dihidangkan dengan ilmu tanpa perlu memikirkan sangat soal siapa orang penting yang hadir. Siapa VIP atau bukan VIP tidak menjadi persoalan, yang penting proses perkongsian ilmu berjalan lancar dan semua orang selesa sepanjang persidangan berlangsung. Justeru, proses menambah ilmu lebih terfokus dan tidak terganggu dengan perkara yang tidak ilmiah, tetapi perlu dilakukan atas nama penghormatan yang jelas kadangkala berlebih-lebihan. Mungkin juga kerana inilah Perdana Menteri Malaysia menyarankan agar majlis di negara kita perlu kurang membazirkan masa dengan salutasi yang panjang kecuali untuk majlis diraja.
Masa yang terbuang kalau ditumpukan kepada sidang lain dalam persidangan pastinya membawa lebih banyak faedah kepada peserta yang hadir dengan memberi lebih ruang kepada sesi perbincangan atau pembentangan. Ini adalah sesuatu yang perlu kita ubah, tidak boleh dibiarkan. Sama ada dari segi pelaksanaan atau sikap peserta persidangan itu sendiri, kita perlu cuba pastikan perlakuan itu adalah untuk ilmu yang selepas ini perlu dipanjangkan kepada anak-anak didik.
Oleh Siti Suriani Othman dari Nottingham, England . Penulis ialah pensyarah Universiti Sains Islam Malaysia (USIM) yang melanjutkan pelajaran peringkat Doktor Falsafah dalam bidang kewartawanan di Nottingham Trent University, United Kingdom.
Tuesday, 2 June 2009
POST GRADUATES INTERNATIONAL DAY 2009...chapter 2
Prior to the PID 2009 Committee Meeting 21 May 2008, I met Assoc. Prof. Dr. Aishah Mohamad to discuss outcome of the meeting. She apologised to me because she have to attend her student viva presentation. I informed her that School of Social, Development and Environmental Studies (PPSPP) should form our own working committee member to obtain our own fund, formulate, plan, implement and manage our activities. I called my dearest friend who is working in established cooporate company to sponsor PID 2009 activities with amount RMXXXXX (sorry cannot reveal the amount subject to their final approval). She basically agreed with various term and conditions. and will discuss this matter with her management team. I informed Dr Aishah she look happy with the news and ask me to lead the team. She suggested to form a good team who can work with me and organise activities for school.
I gentlely rejected Dr Aishah offer due to my research work load. She coaxing me to lead the team. She confident that I can coordinate and organise the activities. So I suggested a new names to be my team. She agreed and the PPSPP PID 2009 Committee meeting will be held on 1 June 2009. So I draft a letter for the meeting and slides presentation. On the PPSPP PID 2009 Committee Meeting, its not suprise with no of attendance from 23 members only 5 committee member attended. From the beginning I can feel is difficult to get cooperation from post graduate students. I presented my suggestion what activities that PPSPP can contribute to PID 2009. I think Dr Aishah dan Dr Mohd Yusoff impressed with my effort to get a sponsor from cooporate company and activities that can enhanced my school and faculty name.
Thank you to Sumaia, Maryam, Pak Rasul, Rafidah, Salmi (even only 30 minutes), Dr Mohd Yusoff and Dr Aishah for your ideas and suggestions. I know my school really hoping that I can lead the committee....I hope God help me..to be continued....
Monday, 1 June 2009
My Little Chefs
School holiday is started two days ago. This is a moment my sons and daughter are waiting for. In order to occupy their free time I ask them to join cooking class at Section 9 Bandar Baru Bangi...Sugar Flour. Last Saturday 30 May 2009. Zulazlan and Zulazlin were joined creative cupcakes workshop from 12.30 until 2.30pm. They were enjoyed and shown some creativities in arts. Take a look some photos did I snap during the class....
Sunday, 31 May 2009
PAPER PRESENTATION
Hello readers and bloggers,
Almost 2 months I did not write any article related to my research in my blog since April 2009. I am so busy preparing 2 working papers and slides presentation for this coming July International Conference. First paper for International Geographical Union (IGU) Commission on Marginalization, Globalization, and Regional and Local Responses. The conference will be held at Universiti Teknologi Mara (UiTM) on 6-8 July 2009. The theme of the conference is Critical Issues of Marginalization in Globalizing World and in the South in Particular. The title of my paper is Efficient Urban Governance In Managing And Enhancing Competitiveness Of The Kuala Lumpur City-Region.
Second conference is International Conference on Development 2009 (ICD 2009) will be held in International Islamic University Malaysia (IIUM), Kuala Lumpur on 28-30 July 2009 . Theme of the conference is Development and Ummatic Vision. The title of my paper is The Role of Efficient Urban Governance in Managing National Development.
As required by university before PhD candidates sit for a viva, we shall write an article at least 2 papers in international or local journal related to our research. Therefore I am also busy write 2 articles to Urban Studies Journal - An International Journal of Research in Urban Studies and Journal Of Valuation And Property Services from National Institute of Valuation.. see you all on my next article...
Friday, 22 May 2009
POST GRADUATES INTERNATIONAL DAY 2009..chapter 1
Faculty of Social Sciences and Humanities (FSSK) will organize Post Graduates International Day (PID 2009) in August 2009. The proposed of the programme is to promote FSSK internationally and integrate socially between local and foreign post graduate students. First main committee meeting was held on 21 May 2009 and chaired by Assoc. Prof. Dr. Hazita Azman, Deputy Dean for Post Graduate and International Relation, FSSK. Every school in FSSK shall involve and provide various activities such as country culture shows or display post graduate research product. In order to make this event success, every school should form their own working committee member to obtain their own fund, formulate, plan, implement and manage their activities.
I was representing School of Social, Development and Environmental Studies. When I received a letter from Dean Office, firstly I quiet neglected to attend the above meeting due to my work load: preparation my working paper for international conferences, manuscripts for journal publication, field works and updating my chapter 2 and 3. Secondly, why do I concerned about faculty activities,I have to focus my PhD research, let other people think and do the activities. The meeting is concurrently with my school seminar on postgraduate students proposal presentation. After sitting and listening 1/2 hour postgraduate students proposal presentation, I feel s0 uncomfortable.. so I went out from the seminar and walk to FSSK meeting room.
I so suprised with no of attendance,from 25 postgraduate students (list of postgraduate students and lectures from letter dean office) only 10 post graduate students attended. PPSPP named 5 post graduate students to represented school, unfortunately only me from PPSPP in PID 2009 Committee. A beautiful chairperson Dr. Hazita Azman still proceed the meeting....quantity does not reflect the quality of output. She did not complaint with no of attendance and coorporation from post graduate students. She confident with the no of committee the PID 2009 will success.She requested every school prepare their proposal and activities and will present to the PID 2009 Committee on 11 June 2009. I my mind...should I ignore or involve PID 2009....to be continue..
Friday, 10 April 2009
A NEW VISION FOR URBAN GOVERNANCE TRANSFORMING URBAN DEVELOPMENT
The urban governance in Malaysia is currently undergoing a period of change. These changes are necessary in response to the changing national environment. The urban continues to be the engine of growth. The role of the local government will continue to be the pacesetter and facilitator in order to establish a competitive, dynamic and resilient economy. What are the objectives of urban governance reforms in Malaysia? Firstly, we want to create a local government which is efficient, effective, dynamic, and innovative; secondly, we need to have a local government which is highly disciplined with the highest standards of integrity, and thirdly, we require a local government which is action-oriented, people-oriented, and customer focussed. In undertaking some of the administrative changes, we are mindful of the opinion or suggestion that the local government should become more like business.
There are similiarities between business and public administration, namely that officials or managers in both sectors are involved in organizational design, allocation of scarce resources, and the management of people. But the context of public administration significantly alters the work itself, and so there are differences between the two. Three differences are most apparent. The first difference between public administration and business lies in the purposes to be served. In most business, even those with service objectives - the bottomline - profit -is the basic measure for evaluating how good a job the organization is doing. In turn, the performance of individual managers, can, in many cases, be directly measured in terms of their units' contribution to the overall profit of the company What does "quality" mean with respect to the environment?
A second difference between work in public governance and corporate governance is the fact that in business, decisions can be quickly made from an individual or a small group, whereas in a public organization, inputs are required from many diversive groups and organizations. We call this the pluralistic nature of government decision-making. Thirdly, managers in public organizations seem to operate with much greater visibility than their counterparts in industry - we are subject to constant scrutiny by the press and the public. With this background, we have introduced changes in the local government which incorporate some of the principles of management in the business sector. However some of the structural changes, and the value-changes introduced are peculiar to the civil service. The Malaysian local government has embarked on a journey towards developing a quality culture. The ultimate objective is the evolution of a mindset premised on quality values that would permeate the entire public sector. They are to be market-driven and to institutionalise a distinct customer-orientation in the delivery of services. Service recovery based on customer feedback would also become an integral part of managing the performance of public sector agencies. The Malaysia Incorporated concept has been the impetus for greater and intense public-private sector collaboration in national development. The imperative has been to build a meaningful working relation-ship in order to forge ahead in an increasingly competitive global market place. Rules, regulations, procedures have been constantly reviewed to expedite work processes, and importantly, decision-making.
There are similiarities between business and public administration, namely that officials or managers in both sectors are involved in organizational design, allocation of scarce resources, and the management of people. But the context of public administration significantly alters the work itself, and so there are differences between the two. Three differences are most apparent. The first difference between public administration and business lies in the purposes to be served. In most business, even those with service objectives - the bottomline - profit -is the basic measure for evaluating how good a job the organization is doing. In turn, the performance of individual managers, can, in many cases, be directly measured in terms of their units' contribution to the overall profit of the company What does "quality" mean with respect to the environment?
A second difference between work in public governance and corporate governance is the fact that in business, decisions can be quickly made from an individual or a small group, whereas in a public organization, inputs are required from many diversive groups and organizations. We call this the pluralistic nature of government decision-making. Thirdly, managers in public organizations seem to operate with much greater visibility than their counterparts in industry - we are subject to constant scrutiny by the press and the public. With this background, we have introduced changes in the local government which incorporate some of the principles of management in the business sector. However some of the structural changes, and the value-changes introduced are peculiar to the civil service. The Malaysian local government has embarked on a journey towards developing a quality culture. The ultimate objective is the evolution of a mindset premised on quality values that would permeate the entire public sector. They are to be market-driven and to institutionalise a distinct customer-orientation in the delivery of services. Service recovery based on customer feedback would also become an integral part of managing the performance of public sector agencies. The Malaysia Incorporated concept has been the impetus for greater and intense public-private sector collaboration in national development. The imperative has been to build a meaningful working relation-ship in order to forge ahead in an increasingly competitive global market place. Rules, regulations, procedures have been constantly reviewed to expedite work processes, and importantly, decision-making.
Tuesday, 7 April 2009
EFFICIENT GOVERNANCE GEARING TOWARDS BEING WORLD CLASS
The effectiveness and efficiency of the public service as well as its facilitating role has helped the country's economic development. This we have accomplished through the introduction of numerous administrative measures which are designed to provide high quality services to the private sector and the society at large. To be world class, and at par with the best, we have to continue the quality revolution in the public service. In fact I would suggest we think of two Qs: Quality and Quickness. One of the important attributes of quality is to be responsive to customer needs and this means Quickness of Response. Members of the public want speedy approvals of their house plans, certificates of fitness for occupation of their newly-built houses, quick service at the immigration counters, at hospital dispensaries etc. The business community want quick approvals for company incorporation, trade licences, manufacturing licences, duty drawbacks, patent rights, approval of industrial premises, crucial market information on their products and services, etc.
If speed is the essence in doing business, then systems and procedures, particularly those that ensure accuracy, reliability, consistency and simplicity will have to be put in place. The public service will be implementing ISO 9000 very soon. Malaysia will be the first country that will adopt ISO 9000 in its entire public service. Gearing ourselves to world class means that we will gear ourselves to implementing ISO 9000. Training of public servants should emphasise the sharpening of core competencies covering the three broad areas of conceptual, technical and interpersonal skills. However, the emphasis will vary depending on whether the officer is in the upper, middle or lower levels of management. The conceptual skills are skills related to `higher order activity' more relevant to the upper level management where the need is to see issues, recognise problems, strategise, and think systems.
On the other hand, the technical skills are the operational skills, the hands-on type of skills which are needed at the lower rung of management. The middle level management needs a balance of both the conceptual and the technical skills as they act as the interface between the top level management and the lower level of management. However, across all levels of management is the requirement for interpersonal skills. No one works alone in any organization; people will have to network and build relationships at all levels of management vertically as well as horizontally. World class also means the ability to command resources and operate beyond borders. In this regard, our public service should have the ability to support our private sector to effectively operate beyond our shores. There are many ways in which this can be done. Firstly, in business, the question of integrity and image are very critical elements.
In this connection, besides facilitating the business sector through enhancing the administrative processes, the public service must see itself as the custodian of Malaysia's good image overseas, and assist in the conduct of business with good ethics, to see that our businessmen conduct dealings with reputable partners overseas; secondly, the public service has to focus on establishing connections and networking; examine investment opportunities and facilitate the entry of Malaysian products and services to new markets. The country should never be allowed to suffer from a deep crisis of faith in the public service; the people must not criticise us as a faceless bureaucracy that is unable to accurately meet personalized services; the people must not be allowed to spend their precious time finding answers to their questions, after being bounced from department to department.
The new information technology appears to be the key enabler of public service transformation. The notion of an electronic civil service seem to spark interest. During the 9th Malaysia Plan period, the thrust of IT development will be to further develop IT infrastructure in order to create a strong foundation for building a knowledge-based industrial economy. We are on the threshold of an electronic civil service, an internetworked civil service, linking with the tax payers, suppliers, business customers etc; some institutions in the society such as schools, laboratories, mass media, hospitals and other nations around the world. To a certain extent, the public service has used the electronic system to deliver better quality services and products to the public more quickly, cost effectively, and conveniently. In other words, gearing towards world class must mean designing delivery of services around the needs of our clients, rather than just the old structures or the convenience of civil servants.
If speed is the essence in doing business, then systems and procedures, particularly those that ensure accuracy, reliability, consistency and simplicity will have to be put in place. The public service will be implementing ISO 9000 very soon. Malaysia will be the first country that will adopt ISO 9000 in its entire public service. Gearing ourselves to world class means that we will gear ourselves to implementing ISO 9000. Training of public servants should emphasise the sharpening of core competencies covering the three broad areas of conceptual, technical and interpersonal skills. However, the emphasis will vary depending on whether the officer is in the upper, middle or lower levels of management. The conceptual skills are skills related to `higher order activity' more relevant to the upper level management where the need is to see issues, recognise problems, strategise, and think systems.
On the other hand, the technical skills are the operational skills, the hands-on type of skills which are needed at the lower rung of management. The middle level management needs a balance of both the conceptual and the technical skills as they act as the interface between the top level management and the lower level of management. However, across all levels of management is the requirement for interpersonal skills. No one works alone in any organization; people will have to network and build relationships at all levels of management vertically as well as horizontally. World class also means the ability to command resources and operate beyond borders. In this regard, our public service should have the ability to support our private sector to effectively operate beyond our shores. There are many ways in which this can be done. Firstly, in business, the question of integrity and image are very critical elements.
In this connection, besides facilitating the business sector through enhancing the administrative processes, the public service must see itself as the custodian of Malaysia's good image overseas, and assist in the conduct of business with good ethics, to see that our businessmen conduct dealings with reputable partners overseas; secondly, the public service has to focus on establishing connections and networking; examine investment opportunities and facilitate the entry of Malaysian products and services to new markets. The country should never be allowed to suffer from a deep crisis of faith in the public service; the people must not criticise us as a faceless bureaucracy that is unable to accurately meet personalized services; the people must not be allowed to spend their precious time finding answers to their questions, after being bounced from department to department.
The new information technology appears to be the key enabler of public service transformation. The notion of an electronic civil service seem to spark interest. During the 9th Malaysia Plan period, the thrust of IT development will be to further develop IT infrastructure in order to create a strong foundation for building a knowledge-based industrial economy. We are on the threshold of an electronic civil service, an internetworked civil service, linking with the tax payers, suppliers, business customers etc; some institutions in the society such as schools, laboratories, mass media, hospitals and other nations around the world. To a certain extent, the public service has used the electronic system to deliver better quality services and products to the public more quickly, cost effectively, and conveniently. In other words, gearing towards world class must mean designing delivery of services around the needs of our clients, rather than just the old structures or the convenience of civil servants.
Saturday, 4 April 2009
GOOD GOVERNANCE IN PUBLIC SECTOR
We believe that to be successful, we must always consider a systems-wide approach. Our actions, especially in the area of good governance and anti-corruption, should not only be aimed at instilling the right values and attitudes, but should go beyond that, to strengthening processes, institutions, as well as punitive measures. Integral to a public service of integrity is one with good governance. And as many of you may be aware, in the past years, we have vigorously pursued efforts to improve the public service delivery system to make it more efficient, transparent and accountable. The benefits of an improved public service delivery system are wide-ranging, encompassing positive effects on the economy through a reduction in the cost of doing business, through better allocation of resources, and through shorter time needed to complete a transaction. In enhancing the delivery of services, both big businesses and the man-on-the-street can benefit but equally, if not more important, it ensures a better functioning public service delivery system.
Today, customers demand fast, efficient and quality service in a conducive environment, when dealing with the Government. Effective and optimum use of information and communication technology (ICT) will definitely contribute towards improving the quality of the public service delivery system. Before we go any further, it would be useful to establish common ground in our understanding of the operative term, INTEGRITY, for the purpose of our discussion tonight. Integrity, can be defined as “continuous adherence to moral principles, honesty, wholeness, the quality of being unimpaired; soundness”. The Malaysian Integrity Institute or IIM defines integrity as wholesome attributes of an individual or organisation based on values such as honesty, trustworthiness, fairness, competence, transparency and accountability.
When we deliberate the topic of integrity, the general take is to link integrity to corruption. The level of corruption is a reflection of the state of integrity of a public service and the effectiveness of its delivery systems. But integrity is more than just fighting against corruption. Integrity lies in the conduct of both institutions and individuals. It can be reflected in the implementation of control mechanisms and level of compliance with prescribed rules as mandated by an institution. It is also evident in the conduct of public officers in the execution of their duties. Delivering services with a sense of urgency is as much a matter of integrity as it is to ensure the proper execution of a tender process for procurement of goods and services. Likewise the case of staff manning counters – providing services to our customers within the time and quality standards promised in the client’s charter, service with a smile, also reflects integrity. On the other hand not taking action to improve work processes when there is room for us to do so is a reflection of a lack of integrity. Therefore integrity, or the lack thereof, is demonstrated in all dimensions of our actions whether at the organisational or individual level. And, this applies to both civilian and military services.
Today, customers demand fast, efficient and quality service in a conducive environment, when dealing with the Government. Effective and optimum use of information and communication technology (ICT) will definitely contribute towards improving the quality of the public service delivery system. Before we go any further, it would be useful to establish common ground in our understanding of the operative term, INTEGRITY, for the purpose of our discussion tonight. Integrity, can be defined as “continuous adherence to moral principles, honesty, wholeness, the quality of being unimpaired; soundness”. The Malaysian Integrity Institute or IIM defines integrity as wholesome attributes of an individual or organisation based on values such as honesty, trustworthiness, fairness, competence, transparency and accountability.
When we deliberate the topic of integrity, the general take is to link integrity to corruption. The level of corruption is a reflection of the state of integrity of a public service and the effectiveness of its delivery systems. But integrity is more than just fighting against corruption. Integrity lies in the conduct of both institutions and individuals. It can be reflected in the implementation of control mechanisms and level of compliance with prescribed rules as mandated by an institution. It is also evident in the conduct of public officers in the execution of their duties. Delivering services with a sense of urgency is as much a matter of integrity as it is to ensure the proper execution of a tender process for procurement of goods and services. Likewise the case of staff manning counters – providing services to our customers within the time and quality standards promised in the client’s charter, service with a smile, also reflects integrity. On the other hand not taking action to improve work processes when there is room for us to do so is a reflection of a lack of integrity. Therefore integrity, or the lack thereof, is demonstrated in all dimensions of our actions whether at the organisational or individual level. And, this applies to both civilian and military services.
Wednesday, 1 April 2009
THE MEANING OF EFFICIENCY IN GOVERNMENT SECTORS
The issue of efficiency in the use of resources is a critical factor for the whole of the public sector. As a considerable portion of national expenditure goes to the development and maintenance of the armed forces, it is only fair that citizens demand and expect the highest level of integrity within the military organisation. It is thus necessary to ensure that the allocated funds are used in a transparent, ethical and efficient manner. In this there can be no compromise. The government must ensure the highest level of integrity when utilising its financial provisions for its development and operations. As indicated earlier, integrity encompasses all processes and procedures. Careful planning and good governance is necessary in the procurement of military hardware and weaponry systems that may require long term funding commitments. The Government has the right to demand value-for-money.
There should be no repeat of the incidences of highly questionable procurement and maintenance contracts. The use of public funds within the context of a democratic platform demands that the necessary oversight and control mechanisms are put in place and are seen to be effective. Government must ensure systematic assessment of its programmes and projects to ensure results and cost-effectiveness. Maintenance and battle readiness of military equipment also require critical attention. We are referring here to the highly sophisticated and expensive equipment including fleet management. Naturally all of these call for a maintenance culture of the highest order encompassing systems, processes and people. When we do not pay sufficient attention to maintenance schedules, do not ensure personnel are trained on the correct use of equipment or are lackadaisical in the safe storage of equipment, it reflects an institutional environment that does not place enough emphasis on integrity.
All, regardless of whether in the government departments, need to consistently build the necessary support infrastructure for a maintenance culture that works with clockwork precision. In the constrained financial times that we are facing now, it is even more imperative that upkeep and maintenance be given priority to mitigate the difficulty in procuring new resources. Another area of importance is in the implementation of development projects. Our performance on the execution of development projects is often used as a yardstick to evaluate and measure the effectiveness and efficiency of the Government’s service delivery system. Issues such as project delays, cost over-runs and substandard quality of work are often cited when assessing the implementation of development projects.
The mechanisms for monitoring and control are in place. Rules and regulations have been prescribed. Personnel have been trained and exposed to good project management practices. Yet often the results show otherwise. In many cases they point to weak implementation and supervision. We need to be serious about monitoring and supervision. If we are not thorough and lack the stamina to follow through on agreed timelines and deadlines, it means that we have failed the integrity test yet again. Inculcating values, attitudes and behaviours based on the principles of integrity and justice is arguably the most important element in the fight against corruption. Values and attitudes are shaped by an individual's upbringing and his or her life experiences. In organisations, whether private or public or the military, leaders must be at the forefront against corrupt practices. They lead honest lives based on principles of justice and integrity, and in so doing lead by example.
There should be no repeat of the incidences of highly questionable procurement and maintenance contracts. The use of public funds within the context of a democratic platform demands that the necessary oversight and control mechanisms are put in place and are seen to be effective. Government must ensure systematic assessment of its programmes and projects to ensure results and cost-effectiveness. Maintenance and battle readiness of military equipment also require critical attention. We are referring here to the highly sophisticated and expensive equipment including fleet management. Naturally all of these call for a maintenance culture of the highest order encompassing systems, processes and people. When we do not pay sufficient attention to maintenance schedules, do not ensure personnel are trained on the correct use of equipment or are lackadaisical in the safe storage of equipment, it reflects an institutional environment that does not place enough emphasis on integrity.
All, regardless of whether in the government departments, need to consistently build the necessary support infrastructure for a maintenance culture that works with clockwork precision. In the constrained financial times that we are facing now, it is even more imperative that upkeep and maintenance be given priority to mitigate the difficulty in procuring new resources. Another area of importance is in the implementation of development projects. Our performance on the execution of development projects is often used as a yardstick to evaluate and measure the effectiveness and efficiency of the Government’s service delivery system. Issues such as project delays, cost over-runs and substandard quality of work are often cited when assessing the implementation of development projects.
The mechanisms for monitoring and control are in place. Rules and regulations have been prescribed. Personnel have been trained and exposed to good project management practices. Yet often the results show otherwise. In many cases they point to weak implementation and supervision. We need to be serious about monitoring and supervision. If we are not thorough and lack the stamina to follow through on agreed timelines and deadlines, it means that we have failed the integrity test yet again. Inculcating values, attitudes and behaviours based on the principles of integrity and justice is arguably the most important element in the fight against corruption. Values and attitudes are shaped by an individual's upbringing and his or her life experiences. In organisations, whether private or public or the military, leaders must be at the forefront against corrupt practices. They lead honest lives based on principles of justice and integrity, and in so doing lead by example.
Saturday, 21 March 2009
THE ROLE OF CORPORATE GOVERNANCE IN THE CURRENT GLOBAL ECONOMIC
The current global economic challenges have put MNC and TNC in the front and centre of attention. They are under the microscope, their past actions are being scrutinized and their behaviour and actions going forward are being closely watched. They are expected to rise to the challenge and steer their organizations and corporations out of troubled waters that the world economy is now in. The business world is witnessing massive upheaval and scandalous revelations. The crisis calls for a re-examination of the corporate culture and the way business has been done. In some of the scandalous revelations in the US, it has proven that business as usual is not an option any more. That model has been broken. A new way needs to be found. It calls for active, innovative, aggressive corporate governance and bold decisions. In view of this, effective corporate governance has never been more important.
Periods of economic stress test the ability and capability of MNC and TNC and demands that they rise to the challenges. Crisis tests an individual’s abilities more than the good times ever do. Undoubtedly, most leaders will be tested by a few minor and major crises during their tenure. How the individual steers through such troubled times will show the mettle he or she is made of. The MNC and TNC of today are being tested on several levels, both internally and externally. While they may have some control over their internal environment, they certainly do not know what awaits them externally in the current volatile business environment. Loyal and hardworking employees are the best asset of any organization, and yes, even in the high tech era and in the computerized age. It is important to retain talent and more so during difficult times. Strengthen and retain what you have.
Pull your talent together and take decisive decisions. Do not let good talent get away. It will be more difficult to find them when the recovery comes, which will come, just as the sun will rise again tomorrow. Today, the MNC and TNC is expected to be pro-active in contingency planning, to anticipate and prepare responses. Expediency in the appropriate response can negate losses. As the Chinese word for crisis, Wei ji, is composed of two characters signifying “Opportunity” and “Danger”, the current crisis with its many downsides also offers opportunities. It is necessary for business leaders and MNC and TNC to seek out the possibilities in these challenging times. You must do this to remain relevant, sustainable and competitive. Corporate governance is a demanding role even during times of relative calm. It calls for balancing of internal and inter-business relationships and more so during a crisis, when courage and desire to lead well and effectively are put to the test.
Businesses are downsizing, retrenching and reducing the number of work days. Many of the institutions that were household names around the world have disappeared and the workings of their internal corporate culture has been shaken to the core. The faith and confidence of their employees, shareholders and customers has been shattered and it will be an uphill task to regain their trust and rebuild the company’s reputation. In the fast paced world of business, MNC and TNC must not only multi-task and cater to the varied and different demands on their time from the multitude of constituents; but they must be ahead of the business cycle in ensuring the continued survival of their businesses. While the bottom line and the financial performance of a company is important, there is more to running a corporation than just bottom lines. The continued survival of the company and that of the MNC and TNC will depend on the corporate governance and skills demonstrated in enhancing competitiveness and efficiency of the corporation; retaining and building confidence of their employees, maintaining trust of shareholders and retaining loyalty of customers.
Periods of economic stress test the ability and capability of MNC and TNC and demands that they rise to the challenges. Crisis tests an individual’s abilities more than the good times ever do. Undoubtedly, most leaders will be tested by a few minor and major crises during their tenure. How the individual steers through such troubled times will show the mettle he or she is made of. The MNC and TNC of today are being tested on several levels, both internally and externally. While they may have some control over their internal environment, they certainly do not know what awaits them externally in the current volatile business environment. Loyal and hardworking employees are the best asset of any organization, and yes, even in the high tech era and in the computerized age. It is important to retain talent and more so during difficult times. Strengthen and retain what you have.
Pull your talent together and take decisive decisions. Do not let good talent get away. It will be more difficult to find them when the recovery comes, which will come, just as the sun will rise again tomorrow. Today, the MNC and TNC is expected to be pro-active in contingency planning, to anticipate and prepare responses. Expediency in the appropriate response can negate losses. As the Chinese word for crisis, Wei ji, is composed of two characters signifying “Opportunity” and “Danger”, the current crisis with its many downsides also offers opportunities. It is necessary for business leaders and MNC and TNC to seek out the possibilities in these challenging times. You must do this to remain relevant, sustainable and competitive. Corporate governance is a demanding role even during times of relative calm. It calls for balancing of internal and inter-business relationships and more so during a crisis, when courage and desire to lead well and effectively are put to the test.
Businesses are downsizing, retrenching and reducing the number of work days. Many of the institutions that were household names around the world have disappeared and the workings of their internal corporate culture has been shaken to the core. The faith and confidence of their employees, shareholders and customers has been shattered and it will be an uphill task to regain their trust and rebuild the company’s reputation. In the fast paced world of business, MNC and TNC must not only multi-task and cater to the varied and different demands on their time from the multitude of constituents; but they must be ahead of the business cycle in ensuring the continued survival of their businesses. While the bottom line and the financial performance of a company is important, there is more to running a corporation than just bottom lines. The continued survival of the company and that of the MNC and TNC will depend on the corporate governance and skills demonstrated in enhancing competitiveness and efficiency of the corporation; retaining and building confidence of their employees, maintaining trust of shareholders and retaining loyalty of customers.
In the current difficult environment MNC and TNC are required to deliver far more than they have done so in the past. A lot rests on your shoulders as business leaders – shareholders, employees, customers and the community at large demand total commitment from business leaders to deliver on your promise to provide the best service and quality products with honesty and integrity. They will accept nothing less.
Wednesday, 18 March 2009
NEW GOVERNANCE IN THE PUBLIC SERVICE
The concept of leadership is neither new nor unique to the public service. It has been discussed frequently be it at the public or business forums as well as literature. It seems however, that interest in public service leadership has had resurgence in recent years. An OECD Survey shows that many OECD governments, including Germany, Norway, the UK and the US, have given high priority to this issue during the last couple of years. The Survey also highlighted that there seems to be a missing link or gap between the underlying values of public service and the interests of the citizens served. It is acknowledged that the influence of public service leadership in terms of policy advices, policy implementation and decision making have profound and extensive impact on the life of the people. Nevertheless, the influence has a further line of sight in repercussions if not delivered efficiently. For instance, a flawed decision may have tremendous consequences to the society at large.
Leadership is indeed a critical component of good public governance. By governance, which the underlying values of a nation are articulated and institutionalised. It is these values that will guide the actions of public officials throughout the system and they must be embedded in culture. The question is how we actualize these values in the public service. The primary function of public service is to translate the national vision into tangible outcomes. The Malaysian Public Service has been successful in their efforts to drive national development and nation building as well as enhancing and upgrading capacity and capabilities. Within a short period of five decades, we have managed not only to build our nation, but set our foothold in the global arena. These developments congruent towards a maturing society and a maturing nation. The challenges of the 21st century however, is to steer the nation into a new dimension both locally and globally.
It is alarming to note that despite the numerous measures undertaken to improve the public service delivery, a recent survey by the Malaysian Integrity Institute, indicates that the public’s impression of public service delivery is even lower than its perception on corruption. In this context, there is a need for the profiling of the public service image. The public service must look at its role with a new pair of eyes and through a fresh lens to ensure it rises to the challenges put before Malaysia with unsullied solutions. Profiling the public service image can be translated through the inculcation of values which must be embedded among the public officials and transcends throughout the system. By culture for excellence, setting high standards of performance with tangible goals and realistic plans to achieve them. This would require a change from an input-oriented practice to outcome-based approaches.
The outcome-based approach provides transparency, as such, the progress of projects and programmes are more easily monitored towards the prescribed goals. The public also has the opportunity to see its value for money. The implementation of this approach is anticipated to improve performance and public accountability. Demanding a high standard of performance by itself however, is inadequate if there is no follow-through and follow-up action. We are often praised for having the best plans, unfortunately often lacking in the drive and commitment in its implementation and completion. The public service should no longer be satisfied with merely mediocre performance and therefore, leadership in the public service must demand a high standard of performance. We must always challenge and stretch ourselves and never be afraid of coming out with new ideas and approaches. Attaining seamless service delivery is still one of the major problems confronting the public service today. World class public service delivery can only be achieved through a high level of inter-agency collaboration.
Sunday, 15 March 2009
SET UP URBAN GOVERNANCE INSTITUTE
PETALING JAYA: A government-funded Institute of Urban Governance has to be set up to better serve cities and towns. Social activist Tan Sri Lee Lam Thye, who made the call, said the development and management of urban centres was among the major challenges faced by the Government due to rapid urbanisation. He said the concentration of development and human activities in cities and towns had exposed the population there to an environment that was “physically, psychologically and socially taxing”, leading to a host of complex urban problems.“It is time for the Government to set up an institute for urban governance, which can function as a national resources and training centre for urban governance and development,” Lee said in a statement.
Lee said such an institute could help facilitate research by providing support to academicians and individuals to undertake research, and also provide consultancy on urban issues.He suggested that academic experts, research organisations and government agencies conduct academic programmes in urban planning for local government officials and others to better manage towns and cities. “Urbanisation should lead to community spirit-building. Where urban centres are built, pro-active efforts must be taken to build a sense of community and belonging among the multi-ethnic residents,” he added.
Lee said such an institute could help facilitate research by providing support to academicians and individuals to undertake research, and also provide consultancy on urban issues.He suggested that academic experts, research organisations and government agencies conduct academic programmes in urban planning for local government officials and others to better manage towns and cities. “Urbanisation should lead to community spirit-building. Where urban centres are built, pro-active efforts must be taken to build a sense of community and belonging among the multi-ethnic residents,” he added.
edited from The Star 17 February 2007
KUALA LUMPUR, Feb 8 (Bernama) -- The government should set up an Institute of Township Management to serve as a centre of excellence for local government administration, suggests social activist Tan Sri Lee Lam Thye.Lee said such an institute could also carry out research work and offer advice on issues involving township management, besides organising courses and training for local government officers."While Malaysia is undergoing rapid township or municipality development, the provision of various services to residents should be part of the national agenda," he said in a statement issued here Sunday.
As such, he said, many technical staff in areas such as planning, architecture, engineering and other professional fields would have to be recruited to increase the capacity of the local governments in administering their respective areas."The local governments must also be sensitive to public grouses and opinions in order to function effectively."In this respect, the public must be encouraged to voice out their views and to participate by being part of the consultative committees set up."Lee said 60 per cent of Malaysia's population now lived in the towns and cities, indicating rapid urban development due to rural-urgan migration.
edited from Bernama 8 February 2009
Thursday, 12 March 2009
THE OPPORTUNITIES AND IMPLICATIONS PRIVATISATION IN MALAYSIA
Upon gaining independence, the Government, inevitably had to take the leading role in developing the country, in view of the limited capacity of the local private sector at that time in terms of entrepreneurial, managerial and financial resources. The kind of egalitarian principles which influenced many developed countries to nationalise or even to become communist also affected Malaysia with its many imbalances and disparities. From the provision of utilities such as roads, water, electricity, telephone, postal services, etc., the Malaysian Government moved swiftly into purely economic activities. Within a very short period hundreds of Government owned companies were formed to do, among other things, housing development, trade, run hotels, estates, mines, shipping, airlines, construction and manufacturing. By the 1980`s some 10 billion ringgit was directly invested in about 1,000 companies.
Guarantees total 25 billion ringgit. While some succeeded admirably, most failed. Even those which are monopolistic are not able to pay their way, much less make a profit. The pendulum had obviously swung too far. While we cannot say the policy is a total failure, for much experience had been gained from it, we cannot continue to pay this very high price.Given this scenario, the Government at the beginning of this decade, decided upon privatisation as a way out. At that time privatisation was not the world trend that it is now. But the many failures and the high cost of Government involvement left us with no choice but to try this unproven approach. Besides, the country now has the infrastructure in place and the private sector is better equipped with man, money and skills to make privatisation feasible. In Japan, while the private railways make profits, the Japan National Railways (JNR) when it was owned by the Government, lost money constantly.
Now the JNR has been privatised and in its first year of operation the companies have made profits. Apart from the new owners and probably some key executives the people manning the JNR are the same. Yet the performance is different. The assumption must be that the management input is different. Management is not one of Malaysia`s strong points. In the first instant we do not have enough managers. Of the ones that we have, a good number are unfortunately mediocre. Some we have seen are downright dishonest. If privatisation is going to remedy the ills of nationalisation then we must have good managers. The Government cannot afford to have too many failures in the privatised companies. We do not want to be forced to take them back. We do not want to involve ourselves in business again. While the Government will exercise every care to ensure that Government enterprises will not fall into the wrong hands, we hope that responsible institutions in the private sector such as merchant banks, business consultants and intending entrepreneurs will study very carefully the ability of the companies taking over Government services or enterprises.
There are many good examples in other countries. We must learn from them. If necessary, we should use their expertise, their direct involvement even. Let us admit that we do not know everything. There is so much we can learn from others with their experience. If the Government happens to award the enterprise to companies that are partly owned by foreigners, it is not because the Government is not patriotic or un-Malaysian. We want to save the nation from disasterous mistakes. But that does not mean that capable locals cannot on their own succeed in taking over the services we wish to privatise. The fear of price increases is greatly felt with privatisation of monopolies where prices may be determined by the need to earn super normal profits. It is the function of the Government therefore to prevent such a move by the private sector through the establishment and enforcement of an effective regulatory mechanism.
Guarantees total 25 billion ringgit. While some succeeded admirably, most failed. Even those which are monopolistic are not able to pay their way, much less make a profit. The pendulum had obviously swung too far. While we cannot say the policy is a total failure, for much experience had been gained from it, we cannot continue to pay this very high price.Given this scenario, the Government at the beginning of this decade, decided upon privatisation as a way out. At that time privatisation was not the world trend that it is now. But the many failures and the high cost of Government involvement left us with no choice but to try this unproven approach. Besides, the country now has the infrastructure in place and the private sector is better equipped with man, money and skills to make privatisation feasible. In Japan, while the private railways make profits, the Japan National Railways (JNR) when it was owned by the Government, lost money constantly.
Now the JNR has been privatised and in its first year of operation the companies have made profits. Apart from the new owners and probably some key executives the people manning the JNR are the same. Yet the performance is different. The assumption must be that the management input is different. Management is not one of Malaysia`s strong points. In the first instant we do not have enough managers. Of the ones that we have, a good number are unfortunately mediocre. Some we have seen are downright dishonest. If privatisation is going to remedy the ills of nationalisation then we must have good managers. The Government cannot afford to have too many failures in the privatised companies. We do not want to be forced to take them back. We do not want to involve ourselves in business again. While the Government will exercise every care to ensure that Government enterprises will not fall into the wrong hands, we hope that responsible institutions in the private sector such as merchant banks, business consultants and intending entrepreneurs will study very carefully the ability of the companies taking over Government services or enterprises.
There are many good examples in other countries. We must learn from them. If necessary, we should use their expertise, their direct involvement even. Let us admit that we do not know everything. There is so much we can learn from others with their experience. If the Government happens to award the enterprise to companies that are partly owned by foreigners, it is not because the Government is not patriotic or un-Malaysian. We want to save the nation from disasterous mistakes. But that does not mean that capable locals cannot on their own succeed in taking over the services we wish to privatise. The fear of price increases is greatly felt with privatisation of monopolies where prices may be determined by the need to earn super normal profits. It is the function of the Government therefore to prevent such a move by the private sector through the establishment and enforcement of an effective regulatory mechanism.
Such a mechanism will not only have to regulate prices of services but also its quality and geographical coverage. In the licence to Syarikat Telekom Malaysia for example, the company is bound to continue with the unprofitable services to the rural areas. But we would like to assure interested parties that the Government does not wish to regulate unless the situation compels it to do so.Fears of strategic industries falling into the hands of foreigners can be easily circumvented through specific provisions in the instruments enabling the industry to be privatised. Fears of the privatised entity undertaking actions which are injurious to national interests can also be overcome through this means. Hence, although it is admitted that there are dangers attached to the policy, safeguards can be built-in to circumvent such dangers. As we can see, privatisation does not mean that the Government will be absolved of its social responsibilities.
The Government will still maintain its role as the guardian of public welfare. This will be done through minimal regulatory measures rather than through direct participation in the production of goods and services. Where subsidies are unavoidable these will continue to be provided but on a more selective basis and to deserving cases. The Government will remain accountable to the public and must therefore be responsible for ensuring that privatisation will be beneficial to all concerned. The Government truly believes that privatisation will on the whole be beneficial to the nation and hence it is fully committed to it.
Monday, 9 March 2009
STRATEGY FOR GROWTH: TOWARDS A MORE COMPETITIVE ECONOMY
Over the past year, many conferences, seminars, dialogues and panel discussions have been organised to extract ideas and views from across a wide cross-section of the population on what is needed to put the Malaysian economy back on track. In an increasingly unstable international trading environment, fresh ideas and new approaches have not been easy to come by. For a commodity- dependent country, like Malaysia, how should we respond when writers like Peter Drucker see no future for raw material producing countries because they have come "uncoupled" from the industrial economies? Likewise, since we are looking towards industrialisation to help solve our unemployment problem, the same message is repeated - namely, industrial production has also come "uncoupled" from employment, the argument being that the more competitive industries today are those that are technology and knowledge-driven, such as electronics, genetic engineering, pharmaceuticals and telecommunications.
And, of course, the impact of recent events in the world`s stock exchanges bear testimony to the sad observation that economic performance these days is becoming less dependent on underlying macro-economic fundamentals, and more on financial transactions based on rapid and massive capital movements, which are strongly linked to the vicissitudes of market sentiments. So far, the Government`s strategy for the private sector had been directed mainly at the provision of adequate incentives, including reducing the rates on corporate tax, electricity and communication charges, liberalising the guidelines governing equity participation in export-oriented industries, and deregulation to reduce cumbersome rules and procedures. If the economy is allowed simply to grow on its own momentum over the medium term, depending mainly on the fortunes of the international trading environment.
The present sitution calls for daring, innovative and imaginative entrepreneurs. The lessons of history tell us that the take-off to sustained growth in any society requires the existence, initiative and reasonable skill of some group which is prepared to take risks and venture into new enterprises. Indeed, the real remedies lie deep in human attitudes and behaviour. Granted, it cannot change overnight. But, as the current values and behaviour must have developed from a more primitive beginning, so can the process of value changes take of from the present ones. It remains for us to cultivate the right kind of changes. Our nation is blessed with abundant natural resources, which need either to be exploited raw or with varying degree of added value in order to yield handsome returns. Businessmen have been turning more and more to the financial markets with its promise of quick and substantial returns.
And, of course, the impact of recent events in the world`s stock exchanges bear testimony to the sad observation that economic performance these days is becoming less dependent on underlying macro-economic fundamentals, and more on financial transactions based on rapid and massive capital movements, which are strongly linked to the vicissitudes of market sentiments. So far, the Government`s strategy for the private sector had been directed mainly at the provision of adequate incentives, including reducing the rates on corporate tax, electricity and communication charges, liberalising the guidelines governing equity participation in export-oriented industries, and deregulation to reduce cumbersome rules and procedures. If the economy is allowed simply to grow on its own momentum over the medium term, depending mainly on the fortunes of the international trading environment.
The present sitution calls for daring, innovative and imaginative entrepreneurs. The lessons of history tell us that the take-off to sustained growth in any society requires the existence, initiative and reasonable skill of some group which is prepared to take risks and venture into new enterprises. Indeed, the real remedies lie deep in human attitudes and behaviour. Granted, it cannot change overnight. But, as the current values and behaviour must have developed from a more primitive beginning, so can the process of value changes take of from the present ones. It remains for us to cultivate the right kind of changes. Our nation is blessed with abundant natural resources, which need either to be exploited raw or with varying degree of added value in order to yield handsome returns. Businessmen have been turning more and more to the financial markets with its promise of quick and substantial returns.
A financial market is only real and viable if it is backed by sound economic activity with growth of assets and dividends. Capital gains without real economic growth is like a growing skyscraper without foundation. Sooner or later it is going to crash down. As we are aware it has crashed on a worldwide unprecedented scale. Instead of waiting for the market to recover, businessmen should go back to doing business, to producing goods and services and marketing them at a profit. The stock market should be used to raise capital for these enterprises. If you must speculate, do so on a reasonable scale. There must be some relationship between prices and the performance of the enterprises. Computers should not totally displace humans in the buying and selling of shares. The old study and probe into the basic foundations of the companies must return as the basis for decisions to sell or buy. If there must be speculation, it should be sane and healthy.
Workers wages in this country are relatively higher than among our major competitors in the region. Since it is neither wise nor possible for wages to be reduced in order to bring down unit cost, the only thing that can be done is to increase productivity. While hard conscientious work by workers can definitely improve productivity, managers must also look into the system of working and the use of aids in order to improve productivity. Unnecessary and careless spending is another cause of high unit cost. In other words while workers play a role in determining the level of productivity, managers and other executives cannot be completely excused for poor productivity in any enterprise. It is imperative that Malaysian managers look critically at themselves as much as at their workers.
Friday, 6 March 2009
GLOBAL KNOWLEDGE ENHANCE QUALITY OF LIFE
All of you are well aware of the impact that the information revolution is already making on our social and economic institutions, on public and private sector bureaucracies, and on the man in the streets.....changing the way we do everything. While it holds the promise of a better life for everyone, it also threatens to create a huge disparity between the information-haves and the information-have-nots, the knowledge-rich and the knowledge-poor. This growing digital divide was the single driving concern of the first Global Knowledge Conference where more than 2000 people representing governments, international agencies, non-profit organisations, private sector corporations and NGOs, met in Toronto, Canada in 1997. It became obvious that the countries which were either unaware of, or did not have the means to harness the new tools of the information age, would be powerless to improve the quality of life of their peoples.
The first Global Knowledge (GK) Conference recognised that knowledge and information are critical for sustainable, and equitable development. Out of the conference there evolved an informal but powerful partnership of organisations now known as the Global Knowledge Partnership. It currently has 55 members. They are all committed to sharing information, experiences and resources to help people acquire the knowledge and technology they need in order to shape their lives. GKll is part of this ongoing process of sharing and learning. Dialogues and discussion at national and regional levels on issues of access, empowerment and governance - the three themes of the GKII - have already begun and will continue after March 2000. Access to ideas and information from around the world are already empowering people to improve their lives.
There are some dramatic examples of how the power of information can not just improve lives but also help save them. We know of how the Pan American Health Organisation conducted a hemisphere-wide teleconference to present new methods of diagnosing and preventing the spread of AIDS. Yet in countries in Latin America, Africa and Asia where the spread of AIDS is threatening a whole generation of young people, these support networks are not yet in place. With GKll and the Global Knowledge Partnership, we have a tremendous opportunity to draft an agenda for action that will give developing countries a fair and equitable share in the new knowledge economy. The whole event is being specially designed to ensure that the four days of discussion, debate, sharing of information, experiences, best practices and even failures, will result in a strategic plan of action to help us build knowledge societies.
Represented here today are members of the diplomatic corps, the corporate sector, NGOs, government agencies, the media and the community. Each of you has a very important role to play in the success of GKII. Malaysia active involvement at national, regional and global levels is critical to the success of this conference. Let us jointly contribute our resources to leverage this strategic opportunity to shape our future. Malaysia has set her own agenda for transformation into a knowledge-based economy by the year 2020. GKII will help us identify and address issues critical to the realisation of this vision. We can share our own experiences and highlight some of our achievements with regard to the implementation of the National IT Agenda and the Multimedia Super Corridor initiative. Perhaps our greatest challenge is to open people's minds to the tremendous possibilities offered by shared information and knowledge.
Ideally, every Malaysian should know about GKII, the Global Knowledge Partnership and the power of the new communications tools. We are hoping for your support, particularly the media, in publicising the issues and challenges for knowledge development, and the objectives and activities of GKII and the Global Knowledge Partnership
Tuesday, 3 March 2009
EFFICIENT GOVERNANCE: GEARING TOWARDS BEING WORLD CLASS
The effectiveness and efficiency of the public service as well as its facilitating role has helped the country's economic development. This we have accomplished through the introduction of numerous administrative measures which are designed to provide high quality services to the private sector and the society at large. To be world class, and at par with the best, we have to continue the quality revolution in the public service. In fact I would suggest we think of two Qs: Quality and Quickness. One of the important attributes of quality is to be responsive to customer needs and this means Quickness of Response. Members of the public want speedy approvals of their house plans, certificates of fitness for occupation of their newly-built houses, quick service at the immigration counters, at hospital dispensaries etc. The business community want quick approvals for company incorporation, trade licences, manufacturing licences, duty drawbacks, patent rights, approval of industrial premises, crucial market information on their products and services, etc.
If speed is the essence in doing business, then systems and procedures, particularly those that ensure accuracy, reliability, consistency and simplicity will have to be put in place. The public service will be implementing ISO 9000 very soon. Malaysia will be the first country that will adopt ISO 9000 in its entire public service. Gearing ourselves to world class means that we will gear ourselves to implementing ISO 9000. Training of public servants should emphasise the sharpening of core competencies covering the three broad areas of conceptual, technical and interpersonal skills. However, the emphasis will vary depending on whether the officer is in the upper, middle or lower levels of management. The conceptual skills are skills related to `higher order activity' more relevant to the upper level management where the need is to see issues, recognise problems, strategise, and think systems.
The middle level management needs a balance of both the conceptual and the technical skills as they act as the interface between the top level management and the lower level of management. However, across all levels of management is the requirement for interpersonal skills. No one works alone in any organization; people will have to network and build relationships at all levels of management vertically as well as horizontally. As such, training programs in public sector training institutions particularly INTAN will have to take into consideration these aspects of skills development focussing on core competency areas. World class also means the ability to command resources and operate beyond borders. In this regard, our public service should have the ability to support our private sector to effectively operate beyond our shores. There are many ways in which this can be done.
Firstly, in business, the question of integrity and image are very critical elements. In this connection, besides facilitating the business sector through enhancing the administrative processes, the public service must see itself as the custodian of Malaysia's good image overseas, and assist in the conduct of business with good ethics, to see that our businessmen conduct dealings with reputable partners overseas; secondly, the public service has to focus on establishing connections and networking; examine investment opportunities and facilitate the entry of Malaysian products and services to new markets. The country should never be allowed to suffer from a deep crisis of faith in the public service; the people must not criticise us as a faceless bureaucracy that is unable to accurately meet personalized services; the people must not be allowed to spend their precious time finding answers to their questions, after being bounced from department to department. The new information technology appears to be the key enabler of public service transformation.
If speed is the essence in doing business, then systems and procedures, particularly those that ensure accuracy, reliability, consistency and simplicity will have to be put in place. The public service will be implementing ISO 9000 very soon. Malaysia will be the first country that will adopt ISO 9000 in its entire public service. Gearing ourselves to world class means that we will gear ourselves to implementing ISO 9000. Training of public servants should emphasise the sharpening of core competencies covering the three broad areas of conceptual, technical and interpersonal skills. However, the emphasis will vary depending on whether the officer is in the upper, middle or lower levels of management. The conceptual skills are skills related to `higher order activity' more relevant to the upper level management where the need is to see issues, recognise problems, strategise, and think systems.
The middle level management needs a balance of both the conceptual and the technical skills as they act as the interface between the top level management and the lower level of management. However, across all levels of management is the requirement for interpersonal skills. No one works alone in any organization; people will have to network and build relationships at all levels of management vertically as well as horizontally. As such, training programs in public sector training institutions particularly INTAN will have to take into consideration these aspects of skills development focussing on core competency areas. World class also means the ability to command resources and operate beyond borders. In this regard, our public service should have the ability to support our private sector to effectively operate beyond our shores. There are many ways in which this can be done.
Firstly, in business, the question of integrity and image are very critical elements. In this connection, besides facilitating the business sector through enhancing the administrative processes, the public service must see itself as the custodian of Malaysia's good image overseas, and assist in the conduct of business with good ethics, to see that our businessmen conduct dealings with reputable partners overseas; secondly, the public service has to focus on establishing connections and networking; examine investment opportunities and facilitate the entry of Malaysian products and services to new markets. The country should never be allowed to suffer from a deep crisis of faith in the public service; the people must not criticise us as a faceless bureaucracy that is unable to accurately meet personalized services; the people must not be allowed to spend their precious time finding answers to their questions, after being bounced from department to department. The new information technology appears to be the key enabler of public service transformation.
Sunday, 1 March 2009
LOCAL AUTHORITY AND WORLD BUSINESS COMPETITIVENESS
The current global economic challenges have put Local Authority in the front and centre of attention. They are under the microscope, their past actions are being scrutinized and their behaviour and actions going forward are being closely watched. They are expected to rise to the challenge and steer their organizations and corporations out of troubled waters that the world economy is now in. The business world is witnessing massive upheaval and scandalous revelations. The crisis calls for a re-examination of the corporate culture and the way business has been done. In some of the scandalous revelations in the US, it has proven that business as usual is not an option any more. That model has been broken. A new way needs to be found. It calls for active, innovative, aggressive leadership and bold decisions.
In view of this, effective leadership has never been more important. Periods of economic stress test the ability and capability of Local Authority and demands that they rise to the challenges. Crisis tests an individual’s abilities more than the good times ever do. Undoubtedly, most leaders will be tested by a few minor and major crises during their tenure. How the individual steers through such troubled times will show the mettle he or she is made of. The Local Authority of today are being tested on several levels, both internally and externally. While they may have some control over their internal environment, they certainly do not know what awaits them externally in the current volatile business environment.
Loyal and hardworking employees are the best asset of any organization, and yes, even in the high tech era and in the computerized age. It is important to retain talent and more so during difficult times. Strengthen and retain what them have. Pull Local Authority talent together and take decisive decisions. Do not let good talent get away. It will be more difficult to find them when the recovery comes, which will come, just as the sun will rise again tomorrow. Local Authority must train and equip staff with the appropriate knowledge and skills to enhance efficiency and improve competitiveness. R & D is important to develop new products, improve current product quality, improve production processes and technological capabilities. These cannot be ignored even during difficult times. And as businesses become more complex, decentralized and globally dispersed, the need for real time integrated information system is essential for improved communication, better analysis and for making quick and informed decisions for any corrective action that might be needed.
In view of this, effective leadership has never been more important. Periods of economic stress test the ability and capability of Local Authority and demands that they rise to the challenges. Crisis tests an individual’s abilities more than the good times ever do. Undoubtedly, most leaders will be tested by a few minor and major crises during their tenure. How the individual steers through such troubled times will show the mettle he or she is made of. The Local Authority of today are being tested on several levels, both internally and externally. While they may have some control over their internal environment, they certainly do not know what awaits them externally in the current volatile business environment.
Loyal and hardworking employees are the best asset of any organization, and yes, even in the high tech era and in the computerized age. It is important to retain talent and more so during difficult times. Strengthen and retain what them have. Pull Local Authority talent together and take decisive decisions. Do not let good talent get away. It will be more difficult to find them when the recovery comes, which will come, just as the sun will rise again tomorrow. Local Authority must train and equip staff with the appropriate knowledge and skills to enhance efficiency and improve competitiveness. R & D is important to develop new products, improve current product quality, improve production processes and technological capabilities. These cannot be ignored even during difficult times. And as businesses become more complex, decentralized and globally dispersed, the need for real time integrated information system is essential for improved communication, better analysis and for making quick and informed decisions for any corrective action that might be needed.
Today, the Local Authority is expected to be pro-active in contingency planning, to anticipate and prepare responses. Expediency in the appropriate response can negate losses. As the Chinese word for crisis, Wei ji, is composed of two characters signifying “Opportunity” and “Danger”, the current crisis with its many downsides also offers opportunities. It is necessary for business leaders and Local Authority to seek out the possibilities in these challenging times. Them must do this to remain relevant, sustainable and competitive. Leadership is a demanding role even during times of relative calm. It calls for balancing of internal and inter-business relationships and more so during a crisis, when courage and desire to lead well and effectively are put to the test.
Subscribe to:
Posts (Atom)
PEOPLE AROUND ME..FAMILY AND FRIENDS.
To my Wife, Zulaini, my sons Zulazlan, Zulazman, Zulazmir, Zulazmin dan my daughter, Nuris Zulazlin...I love you all..thank you being with me
CIRCLE OF FRIENDS... KUALA LUMPUR PROJECT OFFICE
Thank you guys...for your support and encouragement
2007 / 2008 METHODOLOGY AND QUALITATIVE RESEARCH COURSE FOR PHD CANDIDATES
My new friends during my course in INTAN 9 Jan -2 Mac 2007
KUALA LUMPUR PROJECT OFFICE, JOURNEY TO MOUNT OF KINABALU SABAH 21-22 JANUARY 2006
WE CAME, WE SAW, WE CONQUERED 4095.2 METER ABOVE SEA LEVEL
How are you, guys? Where you are now?