CETUSAN MINDA

Baucar Buku 1 Malaysia

2012-01-30T17:37:00.001+08:00

PUTRAJAYA: Pelajar institusi pengajian tinggi (IPT) awam dan swasta yang menjual dan melelong Baucar Buku 1Malaysia (BB1M) termasuk menerusi laman web boleh dihukum penjara tidak lebih lima tahun, selain denda dan sebat.

Ketua Polis Daerah Putrajaya, Asisten Komisioner Abdul Razak Abdul Majid, berkata pihaknya menerima laporan daripada pegawai kanan Kementerian Pengajian Tinggi berhubung kes itu malam kelmarin dan siasatan dilakukan mengikut Seksyen 403 Kanun Keseksaan atas kesalahan menyalahgunakan harta dengan curang.

ADAKAH INI SIKAP DAN MENTALITI YANG ADA PADA RAKYAT MALAYSIA? SUBSIDI YANG DIBERI SERING TIDAK DIHARGAI.

BAJET 2012

2011-10-07T19:39:00.001+08:00

Jumlah bajet - RM232.8 bilion
Perbelanjaan Operasi - RM181.6 bilion
Perbelanjaan Pembangunan - RM51.2 bilion

Tahun lalu, perkembangan pelaburan langsung asing (FDI) Malaysia adalah paling kukuh di Asia bagi enam bulan pertama tahun ini dan mencecah RM21.2 bilion.

Kerajaan jangka pertumbuhan ekonomi terus mantap - antara 5 dan 5.5 peratus tahun ini. Pertumbuhan bagi 2012 dijangkakan antara 5 dan 6 peratus, meskipun ekonomi global diramalkan perlahan.
Defisit bajet buat kali ke-15 akan diturunkan kepada 4.7 peratus daripada GDP 2012.
Ini lebih kecil daripada 5.4% bagi 2011. Defisit berjaya dikurangkan daripada 7.4 peratus pada 2009 kepada 5.6 peratus pada 2010.

Peruntukan rancakkan pembangunan
Kerajaan memperuntukan RM978 juta untuk merancakkkan pembangunan untuk lima projek, iaitu lebuh raya JB-Nusa Jaya, muzium warisan Taiping, projek agropolitan Besut, projek tandan sawit Lahad Datu dan bekalan air Samalaju.

Kereta hibrid
Pengecualian sepenuhnya duti import dan duti eksais bagi mengimport kereta hibrid serta elektrik akan dilanjutkan sehingga 2013.

RM1 bilion untuk sekolah
Kerajaan akan wujudkan RM1 bilion untuk penambahkaikan sekolah.
RM500 juta diberikan pada sekolah kebangsaan.

Manakala RM100 juta diperuntukkan masing-masing kepada sekolah jenis kebangsaan (Cina), sekolah jenis kebangsaan (Tamil), sekolah mubaligh, sekolah agama bantuan kerajaan dan Maktab Rendah Sains Mara.

FELDA Global Ventures Holdings
Peneroka Felda akan terima “durian runtuh”. Jumlahnya akan diumumkan sebelum Felda GVH disenarai di Bursa Malaysia sebelum pertengahan 2012.

Penyenaraian dilakukan dalam dalam usaha mengumpul dana menjadikan Felda syarikat konglomerat global.

RM400 juta diperuntuk untuk naik taraf infrastuktur bekalan air di kawasan Felda terpilih.

Yuran sekolah
Kerajaan memansuhkan yuran pendidikan rendah dan menengah di semua sekolah kerajaan.

Ini termasuk pemansuhan bayaran bagi kegiatan ko-kurikulum, insurans takaful dan sebagainya. Semua ini bermula penggal sekolah tahun depan.

Pencen

600,000 pesara kerajaan akan menikmati kenaikan pencen tahunan sebanyak 2 peratus.

Kakitangan awam
Kerajaan akan wujud lebih banyak mata gaji. Ini bermakna, penjawat awam akan mendapat gaji maksimun lebih tinggi, sehingga kepada 37.7 peratus.

Kakitangan awam akan mendapat kenaikan gaji antara RM80 hingga RM320

Umur wajib bersara dinaikkan daripada 58 kepada 60 tahun.

Polis
RM200 juta peruntukan khas akan diberikan untuk perbelanjaan pembangunan polis, meliputi projek perumahan anggota, penambahbaikan balai dan pusat latihan.

Keluarga tentera
RM3,000 akan diberi secara one off kepada angggota keluarga, duda dan balu anggota berjumlah 62,000 orang.

Subsidi
Beras - Bagi setiap kilogram beras super tempatan, harga asal RM2.40, rakyat hanya bayar RM1.80. Subsidi kerajaan 60 sen.

Gula - bagi setiap kilogram gula, harga asal RM2.50, rakyat hanya bayar RM2.30. Subsidi kerajaan berjumlah 20 sen.

Minyak masak - harga RM4.75, rakyat hanya bayar RM2.50

Tepung - harga asal RM1.90, rakyat bayar RM1.35

Skim rumah pertama
Kerajaan cadangkan had maksimum harga rumah Skim Rumah Pertamaku dinaikkan daripada RM220,000 kepada RM400,000.

Skim Amanah Rakyat 1Malaysia
Skim ini dibuka kepada isi rumah berpendapatan bulanan RM3,000 dan ke bawah yang akan memanfaatkan 100 ribu isu rumah. Pelabur boleh mohon pinjaman RM5,000 dengan tempoh bayaran balik lima tahun.

Subsidi rumah
Kerajaan akan memberikan subsidi RM20,000 untuk pembelian Program Rumah Mesra Rakyat.

Mereka yang tidak memiliki rumah atau tinggal di rumah usah boleh dapatkan pembiayaan untuk membeli rumah berharga RM65,000 dengan harga RM45,000. RM200 juta diperuntukkan untuk program ini.

Teksi persendirian
Pengecualian 100 peratus duti eksais dan cukai jualan ke atas pembelian teksi baru buatan tempatan.

Pengecualian bayaran balik duti eksasis dan cukai jualan ke atas teksi yang berusia lebih tujuh tahun yang dijual atau tukar milik.

Memansuhkan cukai jalan ke atas teksi bajet milik persendirian.

Pemberian bantuan RM3,000 bagi melupuskan teksi lama berusia lebih tujuh tahun tetapi kurang 10 tahun. Bagi teksi berusia 10 tahun dan ke bawah, bantuan RM1,00 akan diberikan.

Perlindungan kepada gelandangan
Kerajaan menyediakan pusat khidmat sosial dikenali Anjung Singgah sebagai perlindungan sementara kepada gelandangan sekitar Kuala Lumpur.

Seramai 1,400 orang berdaftar dengan Jabatan Kebajikan Masyarakat dan 250 dengan Anjung Singgah.

Simpanan persaraan - KWSP
Caruman majikan dinaikkan daripada 12 peratus kepada 13 peratus bagi pencarum yang menerima gaji bulanan RM5,000 dan ke bawah. Langkah ini akan memanfaatkan seramai 5.3 juta pencarum KWSP.

Pinjaman TEKUN
Menteri kewangan mencadangkan peruntukan TEKUN ditambah sekali ganda daripada RM120 juta kepada RM300 juta.

Penjawat Awam
Tambahan bonus setengah bulan gaji dengan bayaran minimum RM 500 ringgit untuk penjawat awam dan bayaran bantuan RM500 ringgit kepada pesara kerajaan. Bayaran ini akan dibuat bersekali dengan gaji bulan Disember 2011.

Meringankan Kos Sara Hidup
Bantuan RM500 kepada isi rumah berpendapatan bulanan RM3,000 ringgit dan ke bawah. Pemberian ini melibatkan peruntukan sebanyak 1.8 bilion ringgit.

Untuk menerima bantuan ini, ketua isi rumah yang layak hendaklah berdaftar dengan Lembaga Hasil Dalam Negeri sebagai agensi pelaksana. Bantuan ini akan disalurkan melalui bank dan Pejabat Pos;

Bantuan persekolahan RM100 ringgit diberi kepada semua pelajar sekolah rendah dan menengah dari Tahun Satu hingga Tingkatan Lima di seluruh negara.

Pemberian baucar buku bernilai RM200 ringgit kepada semua pelajar warganegara Malaysia di institusi pengajian tinggi awam dan swasta tempatan, matrikulasi serta pelajar tingkatan enam di seluruh negara.

Rancangan Tebatan Banjir
Kerajaan akan melaksanakan Rancangan Tebatan Banjir (RTB) di Perlis, Perak dan Johor dengan kos satu bilion ringgit.

Di Perlis, dua projek RTB iaitu naik taraf empangan Timah Tasoh Fasa 2 dan melebar serta mendalam Sungai Arau akan dilaksanakan.

Di Perak, tiga projek RTB di Sungai Kerian, Sungai Kurau dan Kolam Bukit Merah.

Manakala bagi Johor, projek RTB akan dilaksanakan di bandar dan Sungai Segamat.

Data Entry

2011-09-21T15:16:00.004+08:00

Soal selidik yang dihantar dah pun sampai di tangan. Pergelutan hebat sedang dilakukan demi memastikan data entry dapat diselesaikan secepat mungkin kerana mengejar masa. Setakat ini dah hampir 230 responden punya dah di key-in dengan setiap responden melibatkan 77 item. Dah musim sampai kemamar biji mata kerana terpaksa tidur hampir pukul 1.00 pagi. Ada sesiapa nak tolong???????

Final Task

2011-09-11T18:24:00.003+08:00

By hook or by crook, sebelum pertengahan Disember 2011 aku mesti menyiapkan segala yang perlu dalam Bab 4 dan Bab 5. Semua soal selidik sedang dalam pengumpulan dan key-in dlm SPSS. Bermakna aku hanya ada masa dalam 2 bulan sahaja lagi. Tambahan di penghujung tahun banyak pula kerja-kerja yang perlu aku bereskan. Hopefully masa mengizinkan aku kerana semangat dah memang kuat tetapi kekangan masa yang menjadi penghalang.

Selamat Hari Raya Aidil Fitri

2011-08-22T23:17:00.002+08:00

Salam kepada semua rakan-rakan yang mengenali,

Sempena Syawal yang akan kita sambut, sama-samalah kita menghulurkan tangan saling bermaafan di atas segala keterlanjuran tutur kata, perbuatan, bahasa dan tingkah laku baik yang disedari ataupun tidak.

Kesedihan dalam meninggalkan bulan Ramadhan yang mulia ini, usahlah kita berduka dalam menyambut ketibaan Syawal.

SELAMAT HARI RAYA AIDIL FITRI DAN MAAF ZAHIR BATIN

buat semua rakan tersayang.

Berpesan-pesan dan Ingat Mengingati

2011-07-30T22:09:00.002+08:00

Bulan Ramadhan akan muncul lagi pada tahun ini. Di kesempatan ini saya ingin mengucapkan Selamat Berpuasa dan Selamat Beribadah kepada semua rakan-rakan yang beragama Islam dengan harapan sama-sama kita beroleh rahmatNya.

Telah bersabda Rasulullah S.A.W yang bermaksud :

1. Apabila telah tibanya Ramadhan, dibuka pintu-pintu syurga dan ditutup segala pintu neraka dan diikat segala syaitan.
(Hadis dikeluarkan oleh imam Bukhari, Muslim, Nasai'e, Ahmad dan Baihaqi)

2. Sesiapa yang berpuasa Ramadhan dengan penuh keimanan dan keikhlasan nescaya akan diampuninya segala dosanya yang telah lalu.
(Diriwayat oleh imam Nasai'e, Ibn majah, Ibn Habban dan Baihaqi)

3. Sesiapa yang mendirikannya (puasa) dengan penuh keimanan dan keikhlasan diampunkan baginya segala dosanya yang telah lalu.
(Hadis riwayat Bukhari, Muslim, Tarmizi, Abu Daud, Nasai'e,Malik,Ahmad dan Baihaqi)

4. Sembahyang yang difardhukan kepada sembahyang yang sebelumnya merupakan penebus apa antara keduanya, dan Jumaat kepada Jumaat yang sebelumnya merupakan penebus apa antara keduanya, dan bulan kepada bulan(iaitu Ramadhan) merupakan kaffarah apa antara keduanya melainkan tiga golongan : Syirik kepada Allah, meninggalkan sunnah dan perjanjian (dilanggar). Telah berkata Abu Hurairah : Maka aku tahu perkara itu akan berlaku, maka aku bertanya: Wahai Rasulullah! adapun syirik dengan Allah telah kami tahu, maka apakah perjanjian dan meninggalkan sunnah? Baginda S.A.W bersabda : Adapun perjanjian maka engkau membuat perjanjian dengan seorang lain dengan sumpah kemudian engkau melanggarinya maka engkau membunuhnya dengan pedang engkau, manakala meninggal sunnah maka keluar daripada jamaah(Islam).
( Hadis riwayat Ahmad, Al-Hakim, dan Baihaqi)

5. Setiap amalan anak Adam (melainkan puasa) baginya maka ia untukKu dan Aku akan membalasnya. Dan puasa adalah perisai, maka apabila seseorang berada pada hari puasa maka dia dilarang menghampiri (bercumbu dengan isterinya) pada hari itu dan tidak meninggikan suara.Sekiranya dia dihina atau diserang maka dia berkata : Sesungguhnya aku berpuasa demi Tuhan yang mana diri nabi Muhammad ditanganNya maka perubahan bau mulut orang berpuasa lebih harum di sisi Allah pada hari qiamat daripada bau kasturi, dan bagi orang berpuasa dua kegembiraan yang mana dia bergembira dengan keduanya apabila berbuka dia bergembira dengan waktu berbukanya dan apabila bertemu Tuhannya dia gembira dengan puasanya.
(Hadis riwayat Imam Bukhari, Muslim, Nasai'e, Ahmad, Ibn Khuzaimah, Ibn Habban dan Baihaqi)

Durian

2011-07-24T13:25:00.002+08:00

Nampaknya musim durian di Muar menjadi-jadi. Kesempatan balik atas urusan pertunangan anak saudara memanggil aku ke dusun durian atas pelawaan biras yang mempunyai dusunnya sendiri. Jika dilihat atas pokok tu, memang puas untuk dimakan.

Tak cukup dengan makan di dusun, siap packing dalam tupperware lagi untuk dibawa balik. Walaupun aku berpantang bagi mengelakkan pelbagai penyakit, akhirnya tewas juga. Malamnya kena double makan pil kolesterol.

Ada lagi tak rakan2 yang nak ajak makan durian??? Kena beringat-ingat kesan terhadap penyakit dan jangan sampai lupa diri. Selamat menikmati buah-buahan tempatan.

Realiti atau Dongengan???

2011-07-01T20:29:00.002+08:00

Salam Rakan2,

Pastinya ramai di antara kita yang akan ternanti-nanti bajet 2011 dan juga PRU13. Saban tahun ia sinonim dengan pemberian atau anugerah kerajaan kepada kakitangan awam. Adakah ianya akan menjadi suatu realiti kepada kakitangan awam? Atau semata-mata omongan kosong bagi mendapatkan sokongan kakitangan awam?
Walau apapun tafsiran dan tanggapan, dari sumber-sumber yang tak rasmi bahawa melalui bajet 2011 golongan guru atau semua kakitangan awam akan menerima pelarasan gaji baru iaitu sistem gaji sebaris yang melibatkan hampir 80 tangga gaji. Yang membezakan adalah starting point mengikut kelayakan akademik. Apa yang saya nampak di sini, kakitangan awam tidak akan menghadapi masalah berada di tangga gaji maksimum sebelum bersara. Manakala bagi mereka yang mempunyai ijazah kedoktoran, difahamkan akan mendapat kenaikan satu gred atau beberapa tangga jika sistem gaji sebaris. Bagi yang mempunyai ijazah sarjana, difahamkan akan memperoleh elaun di atas usaha peningkatan ilmu.
Itu adalah di antara desas desus berita. Sekiranya tidak menjadi kenyataan, anggaplah ia sebagai salah satu usaha yang telah dilaksanakan bagi menaiktaraf perkhidmatan awam.

Terima kasih.

Terengganu

2011-06-11T21:04:00.002+08:00

Sudah agak lama tidak berkesempatan untuk mencoretkan sesuatu di blog ini. Maka dicoretkanlah secebis kisah percutian.
Terengganu adalah destinasi sewaktu cuti sekolah yang baru lalu. Destinasi ini adalah sebagai memerlukan tuntutan keluarga kerana objektif utama ialah menziarahi adik yang dirawat di Hospital Sultanah Zahirah, Kuala Terengganu. Lantaran itu, kesempatan diambil bagi mengunjungi destinasi yang boleh dikatakan wajib terutama bagi kaum wanita. Pendek kata habis juga diborong baju sutera. Si suami hanya melihat sahajalah.
Kepada rakan2, maaf sahajalah kerana tak menghubungi kalian. Bukannya apa, masa yang ada terlalu singkat. Datang 6 Jun dan balik 7 Jun. Sempat bermalam di Dungun pada 5 Jun dan di Kuala Terengganu pada 6 Jun serta seterusnya balik ke KL pada 7 Jun. Memang memenatkan tetapi hasrat dan hajat tercapai.

LEADERSHIP AND ORGANIZATIONAL

2011-05-17T19:33:00.011+08:00

Leadership vision, organizational
culture, and support for
innovation in not-for-profit and
for-profit organizations
James C. Sarros and Brian K. Cooper
Department of Management, Monash University, Melbourne, Australia, and
Joseph C. Santora
Department of Management, Monash University, Melbourne, Australia and
School of International Management, Ecole des Ponts ParisTech, Paris, France
NFP (Not-For-Profit) ORGANIZATIONS

Generally, NFPs are organized around a social mission (Quarter and Richmond, 2001)
and embrace values such as philanthropy, voluntarism, and their independence to act as advocates and obtainers of services for their clients or members (Alexander and Weiner, 1998; Salamon et al., 2004). Hudson (1999, p. 37) asserts that NFP organizations “are at their most effective when the people involved share common values and assumptions about the organization’s purpose and its style of operation.” Salamon and Anheier (1998, p. 245) emphasize the social origins of NFPs, and suggest that the NFP sector is not an isolated phenomenon but an integral part of a social system and its historical forces.
Acar et al. (2001) explored the ways in which NFP and FP organizations viewed their
social responsibilities, ethically, legally and philanthropically, and beyond the values
attached to their mission or purpose. Acar et al. (2001) found that NFP organizations
placed a significantly greater emphasis on their social responsibilities than did FP
organizations. Similarly, Alexander and Weiner (1998, p. 223) identified values such as
participation, due process, and serving their community as prominent in NFPs, and
maintained these organizations tend to have a very strong “collective conscience” which ensures that their values are sustained.

LEADERSHIP IN NFP ORGINAZATIONS
Lord et al. (2001, p. 311) conclude that there is no universal leadership definition or style because of “innumerable situational and contextual factors.” Recent leadership research, while recognising the emerging importance of NFP organizations as major contributors to social and economic well-being, nonetheless remains focused on traditional frames of reference and methodological approaches. Leadership research may be “new” (Bryman, 1992), but it remains focused on top-level leadership of entire organizations. A major development however is that new leadership research moves the emphasis to leadership of organizations rather than leadership in organizations (Hunt, 1999, p. 134). This approach is supported by the latest research of Alban-Metcalfe and Alimo-Metcalfe (2007, p. 116) who claim that leadership is a relational process that needs to go beyond the “out-dated notions of “heroic” models of leadership that encourage adulation of a few gifted individuals at the top of organizations.” Conger (1999, p. 148) suggests that this attention on senior leadership of organizations occurs because it is these leaders who have “the power and resources to more effectively implement significant organizational transformations in contrast to junior managers.” The new leadership approach focuses on studies of transformational, charismatic, visionary or inspirational leadership (Hunt, 1999) as the qualities of top-level leaders, and emphasises the leader’s role in the management of meaning and the formation of organizational culture (Bryman, 1996; Schein, 1992). These factors of meaning and organizational culture require leadership studies to be context-specific, and are of particular relevance in the leadership of NFP organizations, the context of this study.
Additionally, modern leadership research emphasises team structures, participative management, and increasing individual empowerment, with leadership now being distributed among members of the organization (Edmonstone and Western, 2002). Yukl (1999, p. 292) suggests that “an alternative perspective would be to describe leadership as a shared process of enhancing the collective and individual capacity of people to accomplish their work roles effectively.” This definition essentially sees leadership as facilitating others’ performance, and thus relates well to the view that leadership is found throughout all levels of an organization – not just among senior executives (O’Reilly et al., 2010). This view of leadership is particularly pertinent to the NFP sector, where concepts of leadership are problematic and require further examination, as we indicate below.

LEADERSHIP IN ORGANIZATIONAL CULTURE
Denison (1996, p. 654) asserts that culture is “the deep structure of organizations, which is rooted in the values, beliefs and assumptions held by organizational members.” In other words, when we speak of organizational culture, we refer to the meanings inherent in the actions, procedures, and protocols of organizational commerce and discourse. According to Beugelsdijk et al. (2006), organizational culture is specific to an organization (Smircich, 1983), is relatively constant (Christensen and Gordon, 1999), and can influence inter-organizational relations.
Fishman and Kavanaugh (1989) suggested that the behaviors of leaders shape how people respond to change and innovation in organizational cultures. Similarly, Schein (1992) and Kavanagh and Ashkanasy (2006, p. S82) claim that organizational leaders are a key source of influence on organizational culture. It follows that different organizational cultures respond to and are the result of different leadership approaches. For instance, research by Alimo-Metcalfe and Alban-Metcalfe (2001, 2002, 2005) and Alban-Metcalfe and Alimo-Metcalfe (2007) found that public sector leadership was more akin to Greenleaf’s (1970)servant leadership model compared with the heroic leadership of CEOs in large contemporary American multinational corporations. In other words, this leadership was more about the leadership of others than about leadership per se.

LEADERSHIP IN ORGANIZATIONAL INNOVATION
Organizational innovation is encouraged through appropriate cultural norms and support systems. Ahmed (1998, p. 31)claims that “innovation is the engine of change [. . .] [and] culture is a primary determinant of innovation.” Organizational innovation refers to the introduction of any new product, process or systeminto the organization (Suranyi-Unger, 1994). The word “innovation” is derived from the Latin word novus or “new,” and is alternatively defined as “a new idea, method or device” or “the process of introducing something new” (Gopalakrishnan and Damanpour, 1994, p. 95). The first definition views innovation as an outcome (Damanpour, 1991, 1992; Damanpour and Evan, 1984; Kimberly and Evanisko, 1981), and the second as a process (Cooper and Zmud, 1990; Ettlie, 1980; Rogers, 1983). Consistent withWolfe (1994) and for the purpose of our study, we examine innovation as an outcome of various antecedent organizational factors or determinants, namely transformational leadership and organizational culture. These determinants also feature in the meta-analyses of innovation determinants conducted by Damanpour (1991) and King (1990), and in Scott and Bruce’s (1994, p. 583) model of innovative behavior.
The leaders of organizations help define and shape work contexts that contribute to organizational innovation (Amabile, 1998). The leadership style of these top leaders has become an important determinant of innovation (Dess and Picken, 2000). In particular, transformational leadership has been shown to support and promote innovation, which in turn ensures the long-term survival of an organization (Ancona and Caldwell, 1987). In fact, Zahra (1999, p. 38) states that “participation in the emerging global economy requires – in fact, demands – innovation and entrepreneurial risk taking.” According to Jung et al. (2003), transformational leadership enhances innovation by:

* engaging employees’ personal value systems (Bass, 1985; Gardner and Avolio, 1998) and thereby heightening levels of motivation toward higher levels of performance (Shamir et al., 1993); and

* encouraging employees to think creatively (Sosik et al., 1997).

Further,Elenkov andManev’s (2005) study of 270 topmanagers’ influence on innovation in 12 European countries found the sociocultural context was important in the leadership-innovation relationship, and confirmed that leaders and top managers positively influence innovation processes in organizations, consistent with other research findings (Henry, 2001; Howell and Higgins, 1990;West et al., 2003). Taken together, these empirical studies indicate that transformational leadership has a significant relationship with organizational innovation, both in terms of creating the conditions required for innovation (i.e. support for innovation) and as a direct contributor to innovation as an organizational outcome.

SELAMAT HARI GURU 2011

2011-05-14T09:35:00.002+08:00

Semua Rakan Yang Dihormati,

Guru Penjana Transformasi Pendidikan Negara. Itulah tema perayaan sambutan pada tahun ini. Jika dilihat dan dihayati, peranan sebagai seorang guru amat berat untuk dipikul kerana ia berupaya mencorak hala tuju negara dalam pembangunan modal insan. Oleh itu sama-samalah kita merealisasikan hasrat dan menunaikan tanggungjawab.

SELAMAT HARI GURU 2011.

Kronologi Teori Pengurusan - Just for Refreshment to all my NPQHs Group

2011-05-06T22:35:00.001+08:00

Management Theory

Dr. Stephen W. Hartman

New York Institute of Technology

Introduction and Main Points

Civilization is the product of those who came before us. The evolution of modern management thinking begins in the nineteenth century and flourished during the twentieth. The twentieth century has witnessed a revolution in management theory ranging from classical theory to the Japanese management approach. Today’s management theory is the result of the interdisciplinary efforts of many people.

The Founders

The beginning of the modern organization occurred primarily during the middle of the nineteenth century with the rise of the factory system, principally in the textile industry, where automation and mass production became the cornerstone of productivity. Management thinking, however, was slow to evolve during the century. The need existed to define what management was in the first instance as well as to operationalize it in meaningful terms for an organization. During this period two principal management theorists took up this challenge and emerged as the so-called Pre-Classicists of management thought.

Pre-Classicists

In the nineteenth century, Robert Owen and Charles Babbage seriously addressed the quest for the development of management theory. Owen was an entrepreneur and social reformer while Babbage was a noted mathematician with a strong managerial interest.

Robert Owen (1771-1858)

Robert Owen’s ideas stemmed from his ownership of a cotton mill in New Lanark, Scotland where he developed a strong interest in the welfare of the 400 to 500 child employees. Owen spearheaded a legislative movement to limit child employment to those over the age of ten while reducing the workday to 10 1/2 hours.

In 1813 Owen published a pamphlet, A New View of Society, where he described his vision of society. He also became active in improving living conditions of employees through the implementation of improvements in housing, sanitation, public works and establishing schools for the children. Owen strongly believes that character is a product of circumstances and that environment and early education is critical in forming good character. While being extremely controversial during his lifetime, Owen is credited with being the forerunner of the modern human relations school of management.

Charles Babbage (1792-1871)

Charles Babbage, a noted English mathematician, is credited as being the “father of the modern computer” for performing the fundamental research for the first practical mechanical calculator as well as doing basic research and development on an “analytical engine” acknowledged to be the forerunner of today’s modern computer.

His interest in management stemmed largely from his concerns with work specialization or the degree to which work is divided into its parts. This is now recognized as being the forerunner of contemporary operations research.

Babbage’s other major management contribution came from the development of a modern profit-sharing plan including an employee bonus for useful suggestions as well as a share of the company’s profits.

While both Owen and Babbage were important nineteenth century management innovators, their efforts lacked the central tenets of a theory of management. Owen was primarily credited with making specific suggestions regarding management techniques in the areas of human relations while Babbage is credited with developing the concepts of specialization of labor and profit sharing. These pre-classicists paved the way for the theoretical ferment of the classical school of management.

The Classical School

The twentieth century witnessed a period of tremendous management theory ferment and activity. Calls were heard for the development of a comprehensive management theory. The classical school of management was primarily concerned with developing such a theory to improve management effectiveness in organizations.

However, the classical school theorists went a step further. Not only did they seek to develop a comprehensive theory of management, but they also wanted to provide the tools a manager required for dealing with their organizational challenges. Within the classical school there are the bureaucratic management, administrative management and scientific management branches.

Bureaucratic Management

Max Weber can be classified in the bureaucratic management branch of the classical school. Weber, the son of a prominent Bismarckian era German politician, was raised in Berlin and studied law at the University of Berlin.

After assuming an appointment teaching law at the University of Berlin, Weber assumed teaching appointments in economics at the Universities of Freiburg, Heidelberg, Vienna, ending with his death after a bout with pneumonia at the University of Munich.

Weber’s interest in organizations evolves from his view of the institutionalization of power and authority in the modern Western world. He constructed a “rational-legal authority” model of an ideal type bureaucracy. This ideal type rested on a belief in the “legality” of patterns of normative rules and the right of those elevated to authority to issue commands (legal authority). Weber postulated the rules and regulations of a bureaucracy serve to insulate its members against the possibility of personal favoritism.

Max Weber (1864-1920)

Weber believes all bureaucracies have certain characteristics:

1. A well defined hierarchy. All positions within a bureaucracy are structured in a way permitting the higher positions to supervise and control the lower positions. This provides a clear chain of command facilitating control and order throughout the organization.

2. Division of labor and specialization. All responsibilities in an organization are rationalized to the point where each employee will have the necessary expertise to master a particular task. This necessitates granting each employee the requisite authority to complete all such tasks

3. Rules and regulations. All organizational activities should be rationalized to the point where standard operating procedures are developed to provide certainty and facilitate coordination.

4. Impersonal relationships between managers and employees. Weber believes it is necessary for managers to maintain an impersonal relationship with the employees because of the need to have a rational decision making process rather than one influenced by favoritism and personal prejudice. This organizational atmosphere would also facilitate rational evaluation of employee outcomes where personal prejudice would not be a dominant consideration.

5. Competence. Competence should be the basis for all decisions made in hiring, job assignments, and promotions. This would eliminate personal bias and the significance of “knowing someone” in central personnel decisions. This fosters ability and merit as the primary characteristics of a bureaucratic organization.

6. Records. Weber feels it is absolutely essential for a bureaucracy to maintain complete files regarding all its activities. This advances an accurate organizational “memory” where accurate and complete documents will be available concerning all bureaucratic actions and determinations.

Weber’s bureaucratic principles have been widely adopted throughout the world. Yet, there are many critics. The primary criticism of Weber’s theory of bureaucracy is the overwhelming acceptance of authority as its central tenet. This inevitably fosters an unrelenting need to develop additional authority causing the bureaucracy to be unresponsive and lack effectiveness.

The emphasis on impersonality can lead to personal frustration for its employees while generating red tape to reinforce previously authorized decisions. The bureaucracy is increasingly viewed both by its employees and the public as a passionless instrument for responding to human needs.

The need to divide labor and specialize can foster feelings of employee alienation and estrangement. As the demands of society become every more complex, the need increases for interpersonal communication and sharing between employees of the resulting organizations.

Unwittingly, Weber helped to foster an extremely negative attitude toward the concept of bureaucracy conjuring up images of a highly inflexible and inhumane organization often working at cross purposes with the needs of those it is supposed to serve.

Scientific Management

Another branch of the classical school of management is the scientific management approach. The scientific management approach emphasized empirical research for developing a comprehensive management solution. Scientific management principles are to be applied by managers in a very specific fashion. A fundamental implication of scientific management is the manager is primarily responsible for increasing an organization’s productivity.

This has major implications for the American economy in the face of a consistent lack of competitive productivity and GNP growth. The major representatives of this school of thought are Frederick Winslow Taylor and Frank and Lillian Gilbreth.

Frederick Winslow Taylor (1856-1915)

Frederick Taylor is known as the “father of scientific management.” Taylor began work at the age of 18 as an apprentice to a pattern-maker, and as a machinist. He later joined the Midvale Steel Company as a laborer rising in eight years to chief engineer. During this period at the steel mill he performed exhaustive experiments on worker productivity and tested what he called the “task system,” later developing into the Taylor System and eventually progressing into scientific management. His experiments involved determining the best way of performing each work operation, the time it required, materials needed and the work sequence. He sought to establish a clear division of labor between management and employees.

Taylor’s task management methodology rests on a fundamental belief that management, the entrepreneurs in Taylor’s day, were not only superior intellectually to the average employee, but had a positive duty to supervise them and organize their work activities. This would eliminate what Taylor called “the natural tendency of workers to soldier” on the job.

In 1911 a paper Taylor originally prepared for presentation to the American Society of Mechanical Engineers was published as The Principles of Scientific Management. Taylor positioned scientific management as the best management approach for achieving productivity increases. It rested on the manager’s superior ability and responsibility to apply systematic knowledge to the organizational work setting.

Taylor developed four principles of scientific management:

1. A scientific management methodology be developed.

2. Managers should assume the responsibility for selecting, training and developing the employee.

3. Managers should fully cooperate with employees to insure the proper application of the scientific management method.

4. Management should become involved with the work of their employees as much as possible. Scientific management consisted of a system for supervising employees, improving work methods, and providing incentives to employees through the piece rate system. While Taylor assumed there was an unquestioned necessity to supervise employees, he also sought the best way of performing a job as well as to provide financial incentives for increased productivity by paying employees by the piece through the piece rate system.

Taylor’s Principles became enormously popular in America as well as in Europe providing organizational theory an aura of science. Scientific management led to time and motion studies, efficiency experts and others spreading the gospel. Taylor’s optimistic belief that study of the organization through his scientific method would provide the answers necessary to resolve the most difficult productivity problems is extremely important to contemporary management. He is the first to point out that it is management’s primary responsibility to make an organization productive.

However, other areas of his methodology have proven to be flawed. In particular, Taylor’s insistence on close supervision flies in the face of all contemporary organizational research demonstrating close supervision is counterproductive. Additionally, the piece rate system all too often is either inapplicable in today’s computerized assembly lines or is compromised by management continually raising the quota.

Frank (1868-1924) and Lillian (1878-1972) Gilbreth

The Gilbreths were strong advocates of scientific management. Frank Gilbreth made his first management studies of bricklayers. After extensive studies of bricklayers, he was able to reduce the motions in bricklaying from 18 1/2 to 4. This produced an almost 170% increase in the bricklayer’s productivity while not increasing the amount of effort needed.

Gilbreth was interested in developing the one best way of doing work. His system later became known as “speed work” which was achieved by eliminating unnecessary motions.

Frank, working with his wife, Lillian, subsequently became heavily involved in time and motion studies isolating 17 basic work motions that they termed therbligs (therblig is Gilbreth spelled backwards). Their studies of work included the use of a cyclograph, a form of stereoscopic movie camera, whereby the time and motions of a worker could be carefully studied.

Lillian Gilbreth published one of the earliest works on the psychological study of management, The Psychology of Management. She was also the earliest female pioneer in scientific management. The Gilbreths were immortalized by two of their children who wrote Cheaper by the Dozen chronicalling life under the scientific management method of their parents.

Administrative Management

Henri Fayol belongs to the administrative management branch of the classical school. His entire working career was spent with a mining company, Commentary-Fourchambault Company, where he rose from an apprentice to General Manager in 1888 remaining there until his retirement in 1918. He is credited with turning the company around from a threatened bankruptcy into a strong financial position by the time of his retirement at age 77.

As a result of his management experience, Fayol strongly believed management theories could be developed and taught to others. His first writing on administration, Administration Industrielle et Generale, was published in 1916 in the Bulletin of the Society of Mineral Industries and later appeared as a book. The book became prominent in the United States after a second English translation appeared in 1949 under the title General and Industrial Management.

Henri Fayol (1841-1925)

As a result of his long management career, Fayol developed fourteen management principles:

1. Division of Work. Division of work, specialization, produces more and better work with the same effort. It focuses effort while maximizing employee efforts. It is applicable to all work including technical applications. There are limitations to specialization which are determined by its application.

2. Authority and responsibility. Authority is the right to give orders and the power to exact obedience. Distinction must be made between a manager’s official authority deriving from office and personal authority created through individual personality, intelligence and experience. Authority creates responsibility.

3. Discipline. Obedience and respect between a firm and its employees based on clear and fair agreements is absolutely essential to the functioning of any organization. Good discipline requires managers to apply sanctions whenever violations become apparent.

4. Unity of command. An employee should receive orders from only one superior. Employees cannot adapt to dual command.

5. Unity of direction. Organizational activities must have one central authority and one plan of action.

6. Subordination of Individual Interest to General Interest. The interests of one employee or group of employees are subordinate to the interests and goals of the organization and cannot prevail over it.

7. Remuneration of Personnel. Salaries are the price of services rendered by employees. It should be fair and provide satisfaction both to the employee and employer. The rate of remuneration is dependent on the value of the services rendered as determined by the employment market.

8. Centralization. The optimum degree of centralization varies according to the dynamics of each organization. The objective of centralization is the best utilization of personnel.

9. Scalar chain. A chain of authority exists from the highest organizational authority to the lowest ranks. While needless departure from the chain of command should be discouraged, using the “gang plank” principle of direct communication between employees can be extremely expeditious and increase the effectiveness of organizational communication.

10. Order. Organizational order for materials and personnel is essential. The right materials and the right employees are necessary for each organizational function and activity.

11. Equity. In organizations equity is a combination of kindliness and justice. The desire for equity and equality of treatment are aspirations to be taken into account in dealing with employees.

12. Stability of Tenure of Personnel. In order to attain the maximum productivity of personnel, it is essential to maintain a stable work force. Management insecurity produces undesirable consequences. Generally the managerial personnel of prosperous concerns is stable, that of unsuccessful ones is unstable.

13. Initiative. Thinking out a plan and ensuring its success is an extremely strong motivator. At all levels of the organizational ladder zeal and energy on t he part of employees are augmented by initiative.

14. Esprit de Corps. Teamwork is fundamentally important to an organization. Creating work teams and using extensive face-to-face verbal communication encourages this.

While subsequent organizational research has created controversy over many of Fayol’s principles, they are still widely used in management theory.

Chester Barnard (1886-1961)

Another strong member of the administrative management school is Chester Barnard. Barnard led a highly successful management career rising to the position of the President of New Jersey Bell Telephone Company. He was also very active professionally including acting as the head of the Rockefeller Foundation. After giving a series of lectures on management, Barnard published his only book, The Functions of the Executive, in 1938.

Basically, Barnard feels organizations are communication systems. He feels it is particularly important for managers to develop a sense of common purpose where a willingness to cooperate is strongly encouraged. He is credited with developing the acceptance theory of management emphasizing the willingness of people to accept those having authority to act. He feels the manager’s ability to exercise authority is strongly determined by the employee’s “zone of indifference” where orders are accepted without undue question.

Contrary to Weber beliefs that communication flows from the top of the organization to the bottom, Barnard feels organizational communication flows from the bottom to the top. He states there are four factors affecting the willingness of employees to accept authority:

1. The employees must understand the communication.

2. The employees accept the communication as being consistent with the organization’s purposes.

3. The employees feel their actions will be consistent with the needs and desires of the other employees.

4. The employees feel they are mentally and physically carry out the order from the higher authority.

Barnard also feels informal organizations within formal organizations perform necessary and vital communication functions for the overall organization. This is consistent with his belief that the executive’s main organizational function is acting as a channel of communication and maintaining the organization in operation.

Barnard’s sympathy for and understanding of employee needs in the dynamics of the organizational communication process positions him as a bridge to the behavioral school of management many of whose early members were his contemporaries.

The Behavioral Movement

As management research continued in the twentieth century, questions were increasingly raised regarding the interactions and motivations of the individual in organizations. Management principles developed during the classical period were simply not useful in dealing with many management situations and could not explain the behavior of individual employees.

The principles of classical management theory were helpful in placing management objectives in the perspective of an organization; however, they failed to fulfill one of their earliest goals, i.e., providing management tools for dealing with organizational personnel challenges. In short, classical theory ignored employee motivation and behavior.

Curiously, an experiment, the Hawthorne experiment, rigorously applied classical management theory only to reveal its shortcomings. The behavioral school was a natural outgrowth of this revolutionary management experiment. Its theorists include Mary Parker Follett and Herbert Simon as well as numerous psychologists who turned from studying individual behavior to organizational behavior.

Mary Parker Follett (1868-1933)

One of the earliest pioneers in the behavioral movement was Mary Parker Follett. Follett received an education in political science and pursued a professional career as a social worker where she became absorbed in work place related issues. She strongly believes in the inherent problem solving ability of people working in groups.

Rather than assuming classical management’s strongly hierarchical position of power in organizations, Follett asserts power should be cooperatively shared for the purpose of resolving conflict. She is best known for her integration method of conflict resolution as opposed to the three choices she sites of domination, compromise or voluntary submission by one side over another. If, for example, an individual is sitting in a library on a warm spring day near an open window and a second person decides to share the table but wishes to close the window to avoid the draft, we have the basis of a conflict. Now one person could try and

dominate the other and force the window to either be open or closed leaving the other person unhappy. A second alternative is for one person to simply submit to the wishes of the other, but be very unhappy. The third alternative is to compromise and close the window half way which will not satisfy either person.

Follett states the best way to handle this situation is to resolve the issue jointly through “creative conflict resolution” where, in our example, the newcomer may voluntarily agree to sit in another part of the library adjusting the window according to his/her preference. In this case, both parties to the conflict are happy as the issue has been resolved according to their own desires. Creative conflict resolution involves cooperatively working with others to devise inventive new ideas often providing strong interpersonal benefits.

The Hawthorne Experiments

The Hawthorne Experiments consist of two studies conducted at the Hawthorne Works of the Western Electric Company in Chicago from 1924 to 1932. The study’s particular focus is on lighting and attempts to operationalize many of the principles of scientific management.

The initial study in 1924 was conducted by a group of engineers seeking to determine the relationship of lighting levels to worker productivity. The study was done in connection with the National Research Council of the National Academy of Sciences.

The results of the study findings are extremely interesting since worker productivity increases as the lighting levels decrease until the employees are unable to see what they are doing after which performance naturally declines.

Beginning in 1927 a second group of experiments commenced with a group of five women in the bank wiring room. During the course of the experiment, the experimenters conducting the study supervise the women. Additionally the workers in the experimental group are given special privileges including the right to leave their workstation without permission, rest periods, free lunches and variations in pay levels and workdays. As with the first set of experiments, the second group of experiments result in significantly increased rates of productivity.

In the second experimental study in 1928 the Harvard researchers, F. J. Roethlisberger, Professor of Human Relations, and Elton Mayo, a Professor of the Industrial Research Department, became associated with it.

After extensive research, the results were not published until 1939, they conclude the primary determinant of the increase in productivity is the change in the supervisory arrangement rather than the changes in lighting or other associated worker benefits. Since the experimenters became the primary supervisors of the employees, the intense interest they displayed for the workers was the basis for the increased motivation and resulting productivity.

Essentially the experimenters became a part of the study and influenced its outcome. This is the origin of the term Hawthorne Effect describing the special attention researchers give to a study’s subjects and the impact it has on its findings.

While the result of the Hawthorne studies failed to answer the specific question of the relation between illumination and worker productivity, the study did create a strong theoretical foundation for the human relations view of management.

Herbert Simon

The death knell of classical management theory was pronounced by Herbert Simon in his book Administrative Behavior: A Study of Decision-Making Processes in Administration Organization published n 1947. Simon is particularly critical of the principles of administration including span of control and unity of command while saying all of the principles collectively were “no more than proverbs”. Simon found the principles of classical

administration to be contradictory and vague.

Simon’s greatest management contribution is in decision making theory for which he received a Nobel prize. Simon states decision makers perform in an arena of bounded rationality and that the approach to decision making must be one of satisficing where satisfactory rather than optimum decisions are often reached. Satisficing successfully adapts to and is a realistic solution for the limited time and resources a manager has when considering alternatives in the decision making process.

Human Relations Movement

The work of Mary Parker Follett, the Hawthorne experiments and the criticism of the Classical School by Herbert Simon led to a deeper consideration of the needs of the employees and the role of management as a provider or these needs. The two major organizational theorists in the human relations movement are Abraham H. Maslow and Douglas McGregor.

Abraham H. Maslow (1908-1970)

Receiving his doctorate in psychology, Abraham Maslow was the first psychologist to develop a theory of motivation based upon a consideration of human needs. Maslow’s theory of human needs has three assumptions.

First, human needs are never completely satisfied. Second, human behavior is purposeful and is motivated by need satisfaction. Third, needs can be classified according to a hierarchical structure of importance from the lowest to highest.

Maslow believes the needs hierarchy can be classified into five specific groups. To reach successive levels of the hierarchy required the satisfaction of the lower level needs:

1. Physiological needs. Maslow groups all physical needs necessary for maintaining basic human well being into this category. These needs become acute and predominant if any or all of these needs are unsatisfied. However, consistent with Maslow’s theory of motivation, once a need is satisfied, such as thirst, it no longer is a motivator.

2. Safety needs. These needs include the need for basic security, stability, protection, and freedom from fear. A normal state exists for an individual to have all of these needs generally satisfied. Otherwise, they become primary motivators.

3. The belongingness and love needs. Once the physical and safety are satisfied and no longer are motivators, than the belongingness and love needs emerge as primary motivators. The individual will strive to establish meaningful relationships with significant others. Deprivation of the belongingness and love need will result in significant personality maladjustment.

4. The esteem needs. An individual must develop self confidence. In order to do this it is essential to the individual to have adequacy from achieving mastery and competence leading to the achievement of status, reputation, fame and glory. This aachieves satisfaction of the self-esteem needs.

5. The need for self-actuallzation. Assuming all of the previous needs in the hierarchy are satisfied, a “new discontent and restlessness will soon develop... A musician must make music, an artist must paint, a poet must write ... What a man can be, he must be.” Maslow’s hierarchy of needs theory helps the manager to visualize employee motivation. It helps in understanding the motivations and needs employees have and the requirement to satisfy basic needs in order to achieve higher level motivation.

Douglas McGregor (1906-1964)

McGregor is the other major theorist associated with the Human Relations school of management. McGregor believes there are two basic kinds of managers. One type of manager, Theory X, has a negative view of employees assuming they are lazy, untrustworthy and incapable of assuming responsibility while the other type of Manager,

Theory Y, assumes employees are trustworthy and capable of assuming responsibility having high levels of motivation. Table 2.1 illustrates McGregor’s main theoretical assumptions.

Table 2.1

Theory X and Theory Y

Theory X

1. Employees normally do not like to work and will try to avoid it.

2. Since employees do not like working, they have to coerced, controlled, directed and threatened with punishment to motivate them to work.

3. The average employee is lazy, shuns responsibility, is not ambitious, needs direction and principally desires security.

Theory Y

1. Work is as natural as play and therefore people desire to work.

2. Employees are responsible for accomplishing their own work objectives.

3. Comparable personal rewards are important for employee commitment to achieving work goals.

4. Under favorable conditions, the average employee will seek and accept responsibility.

5. Employees can be innovative in solving organizational problems.

6. Most organizations utilize only a small proportion of their employees’ abilities. Mcgregor’s Theory X and Y is appealing to managers and dramatically demonstrate the divergence in management viewpoints toward employees. As such, Theory X and Y has been extremely helpful in promoting management understanding of supervisory styles and employee motivational assumptions.

Behavioral Research Models

A great deal of behavioral research has been done on organizations attempting to delineate the best supervisory management models. Two of these researchers are Renesis Likert and Frederick Herzberg.

Renesis Likert

While being the director of the Institute of Human Relations at Ann Arbor, Michigan, Likert conducted a series of empirical studies on the differences between good and bad supervisors defined on the basis of high and low productivity. His research is based on employee interviews in separate departments in many different organizations where a scale of feelings is developed, the Likert scale, regarding employee attitudes toward their supervisors.

This was correlated with their productivity. Based on his research, Likert developed a four level managerial classification system. System 1 utilizes a supervisory system based primarily on fear and punishment. This results in an authoritarian supervisory system where employees are usually not consulted concerning major decisions.

In System 2 organizations rewards are used to motivate employees with some freedom being allowed to comment on organizational decisions. However, managers have the primary decision making responsibility and employees in a System 2 organization must act cautiously.

System 3 organizations are more open to employee consultation regarding the managerial decision making process and overt managerial threats are avoided. Likert states the System 4 organization is the most open and participative and is the ideal state managers should strive to achieve. This is termed the democratic model. Likert states the more an organization’s management approximates the System 4 model, the more productive it will be.

Frederick Herzberg

Additional empirical research was performed by Herzberg on 200 engineers and accountants. The research objective was to determine work situations where the subjects feel highly satisfied and motivated as opposed to those where the reverse is true. The research reveales that the work itself and achievement as well as recognition for the achievement are the primary motivators. Herzberg terms these factors satisfiers or motivators.

Factors having a negative motivation impact on the research subjects are the working conditions, salary, job security, supervisory methods and the general company management climate. Herzberg terms these factors hygiene factors or dissatisfiers.

From this research Herzberg developed the motivation-hygiene model of management. The model states that employee motivation is achieved with challenging enjoyable work where achievement, growth, responsibility and advancement are encouraged and recognized. The environmental or hygiene factors, such as poor lighting, ventilation, poor working conditions, low salaries, and poor supervisory relations, serve as dissatisfiers.

The difference between motivators and hygiene factors is that motivators cause an employee to develop his/her own internal motivations, whereas hygiene factors can make an employee unhappy and dissatisfied, but cannot motivate him/her. The job itself is the motivator.

David C. McClelland

David C. McClelland of Harvard University performed research on motivation patterns. Using the Thematic Apperception Test (TAT) where an individual writes a descriptive analysis of their individual reactions from unstructured pictures, McClelland determines the motivational state of the subjects. Based upon this research, McClelland developed an achievement motivation theory consisting of four sets of needs: achievement, affiliation, competence and power.

Achievement motivation is a need people have to succeed through overcoming challenges. The affiliation motivation is similar to Maslow’s belongingness and love need where people relate to others on a social basis. The competence need is the desire to accomplish a job well done, and the power motivation is the need to control others and make a difference in the outcome of a given situation.

McClelland believes people have strong needs. His achievement motivation theory is important for managers seeking understanding of employee motivational patterns.

Contemporary Management Thought There is recognition by management theorists that many management theories have been developed since the beginning of the twentieth century. These include classical management, scientific management, the behavioral movement, the human relations approach, behavioral research models, and MBO. While the findings of one management school of thought often overlap others, all too often the findings are contradictory.

This creates a plethora of management theories for the management student and confusion for the practitioner. Several management paradigms have emerged subsequent to the behavioral school which have merged or meshed the varous management schools of thought. This includes the two major management theorists W. Edwards Deming and Peter Drucker. It also includes the systems and contingency theoretical paradigms.

W. Edwards Deming

Deming received his doctorate in physics from Yale and was invited by the Union of Japanese Scientists and Engineers to visit Japan in 1950. In addition to urging the Japanese to use sampling methods to test for quality control, he also taught them the best way to lowered production costs was improved quality. Dr. Deming was concerned with increased organizational productivity by applying statistical quality controls as well as improving organizational communication

Although well known in Japan, Deming was ignored for years in the U.S.; however, this began to change after he was featured on an American TV show dealing with the reasons why the Japanese competition was threatening American business. American corporations coping with the mounting international competitive threat soon sought him after.

Deming’s 14 Points for Managers

1 Create constancy of purpose toward improvement of product and service, with the aim to become competitive, to stay in business, and to provide jobs.

2 Adopt a new philosophy. We are in a new economic age, created by Japan. We can no longer live with commonly accepted styles of American management, nor with commonly accepted levels of delays, mistakes, or defective products.

3 Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.

4 End the practice of awarding business on the basis of price tag. Instead, minimize total cost.

5 Improve constantly and forever the system of production and service to improve quality and productivity, and thus constantly decrease costs.

6 Institute training on the job.

7 Institute supervision: the aim of supervision should be to help people and machines and gadgets do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.

8 Drive out fear, so that everyone may work effectively for the company.

9 Break down the barriers between departments. People in research, design, sales, and production must work as a team to foresee problems of production and use that may be encountered with the product or service.

10 Eliminate slogans, exhortations, and targets for the work force which ask for zero defects and new levels of productivity. Such exhortations only create adversarial relationships. The bulk of the causes of low productivity belong to the system, and thus lie beyond the power of the work force.

11 Eliminate work standards that prescribe numerical quotas for the day. Substitute aids and helpful supervision.

12 Remove the barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality. Remove the barriers that rob people in management and engineering of their right to pride of workmanship. This means abolishment of the annual rating, or merit rating, and management by objective.

13 Institute a vigorous program of education and retraining.

14 Put everybody in the company to work to accomplish the transformation. Deming is extremely important for American management. Similar to Taylor, he emphasized the essential role management must play in increasing organizational productivity. Additionally, he underscored the importance of communication between management, employees and all units of the organization.

Peter Drucker

Drucker is termed by some sources the greatest management thinker of the Twentieth Century. His prolific writing has contributed greatly to management thought. He also is the father of management by objectives (MBO).

Early in the 1950’s he developed this extremely popular management concept where strategic management decisions are developed through management and employee interaction and cooperation.

When utilizing MBO, subordinate and management joint consultations produce agreement on areas of organizational responsibility. This results in the mutual establishment and acceptance of organizational goals. The employee is involved in the larger management issues of the organization and a new level of communication is developed with management. For its part, MBO permits management to spend more time on strategic policy development and implementation rather than being distracted with supervisory issues.

Drucker has been extremely important in demonstrating the necessity for management to foster organizational innovation in order to remain competitive because of what he feels are the new realities of the international environment of business. While Drucker’s wide ranging management interests have been extremely important to management thinking, he is criticized because of the lack of a coherent theory of management as well as having later contradicted at least some of his conclusions.

The Systems Approach

One answer to this was to create the systems approach to management which attempts to synthesize and integrate the various schools of management into one coherent and cohesive management theory. Systems theory blends many different theories into one common functional system where all of the activities of the organization are grouped into processes such as inputs, homeostasis, parameters, processing, outputs and feedback.

Systems theorists emphasize that every system has interacting and interrelated subsystems. These systemic interactions with other systems are continually adapting to dynamically changing internal and external environmental processes. Systems exist within a continuum of change.

Organizational systems can be analyzed in terms of their subsystems such as operations, production, finance, marketing, personnel etc. These organizational subsystems are further analyzed in terms of their interactional processing with their internal subsystems and external systems.

Systems theory provides the manager with a tool for analyzing organizational dynamics without providing a specific theory about how an organization should be managed. The recognition of systems theory that all organizations consist of processing inputs and outputs with internal and external systems and subsystems is helpful in providing a functional overview of any organization.

The Contingency Approach

Contingency theory represents another alternative managerial theoretical paradigm. Similar to systems theory, contingency theory does not prescribe the application of certain management principles to any situation. Contingency theory is a recognition of the extreme importance of individual manager performance in any given situation.

It rests on the extent of manager power and control over a situation and the degree of uncertainty in any given situation.

The role of management in the contingency approach is to develope an appropriate management solution for any given organizational environment. The contingency approach is devoid of management principles. It is a heuristic management paradigm highly dependent on the experience and judgement of the manager in a given organizational environment. It is principally directed at the management practitioner seeking to control a distinct organizational environment.

Japanese Management

A great deal of writing has occurred in recent years regarding the Japanese style of management. One of the principal writers is William Ouchi in his books Theory Z and The M-Form Society.

Japanese management has achieved respect because of its ability to increase productivity. This is the Achilles heel of American management. America’s productivity increase has seriously underperformed Japan’s. The principal villain is American management.

This raises the question of why Japanese management has been so successful. One answer has been the high level of trust Japanese management has in its employees. This level of trust permits Japanese employees to have a great deal of decision-making authority. Japanese management also stresses the concept of intimacy in its managerial relationships where personal relationships are highly valued, respected and rewarded.

In organizational terms the large Japanese company has a balance between teamwork and individual effort. Ouchi calls this the M Form organization. It is a combination of a large decentralized organization where each unit competes with every other unit in order to obtain budgetary resources based upon earnings while at the same time having to draw upon the same centralized corporate services. It is essentially a “loose-tight organization” where individual initiative is rewarded while still being controlled through centralized corporate management systems.

Finally, Japanese organizations have what Ouchi terms a social memory. The past efforts of individual employees receive future rewards even though the employee may no longer be as productive. Their past contributions provide a form of organizational endowment. This insures their loyalty while acting as role models for present employees. This is somewhat similar to Weber’s concept of an organizational “memory”.

Essentially, the Japanese school of management argues that personnel policies provide for an investment in human capital endow the organization with the resources necessary to achieve increased productivity.

Concluding Comments

The evolution of management thought has followed societal trends of the nineteenth and twentieth centuries. The nineteenth century works of Charles Babbage and Robert Owen were concerned with the early factory system as well making social progress. The classical school and bureaucratic school of the early twentieth century were the first efforts to generate a comprehensive theory of management.

Frederick Taylor, the engineer, made a major effort to establish a form of the scientific method of management.

Henri Fayol was the father of the administrative management school. He had a profound affect on much of administrative theory during the early part of the twentieth century.

The behavioral school made a profound influence on management theory. It is a revolutionary period of management theory. It includes the Nobel prize winning critic of the early proverbs of administration, Herbert Simon, as well as the landmark Hawthorne Experiment ushering in the human relations branch of the bureaucratic method. The behavioral school also includes the first female organizational theorist, Mary Parker Follett.

A major result of the behavioral school is the demise and repudiation of the classical school of management.

The human relations school of management is extremely important in dealing with the concept of employee motivation.

Herbert Maslow developed the hierarchy of needs theory while Douglas McGregor developed Theory X and Y. The behavioral research school applies much of the needs theory developed by Maslow in actual organizational settings.

The contemporary management school brings a more interdisciplinary approach to the field of management.

The very important writings of W. Edwards Deming in the area of productivity improvement and those of Peter Drucker on MBO and management innovation have a major impact on the way today’s organizations are managed.

The integrative methodologies of the systems approach and contingency theory give managers the latitude they need to integrate the research of the many management schools.

Finally, the Japanese management school is extremely important in presenting a comparative management model.

Strategi Samudra Biru @ Blue Ocean Strategy

2011-05-04T21:40:00.002+08:00

Strategi ini telah saya kemukakan dalam blog saya pada tahun 2008 dahulu. Buku dalam terjemahan bahasa Indonesia telah saya peroleh dan cuba memahaminya. Oleh kerana penekanan telah mula diberikan kembali oleh YAB Perdana Menteri dan penegasan oleh Y.Bhg. Dato' KPPM, saya kemukakan sekali untuk pemahaman kita bersama tetapi dalam bahasa Indonesia yang diperoleh dari dalam buku tersebut.

Konsep terminologi samudra merah dan biru untuk menandakan semesta pasar. Semesta merah adalah semua industri yang ada hari ini- ruang pasar yang diketahui. Di dalam samudra merah, batasan-batasan industri didefinisikan dan diterima, aturan kompetitif dari permainan yang dikenal. Samudra biru menandakan semua industri yang tidak ada hari ini – ruang pasar yang tidak diketahui , bersih dengan kompetisi. Di dalam samudra biru permintaan diciptakan bukan diperebutkan.

Strategi samudra biru menghasilkan langkah-langkah tindakan yang berdasar pada pengalaman riset penemunya dengan menggunakan teori ke dalam praktik. Strategi ini berisi suatu pola di dalam cara inovasi menciptakan pasaran baru. Sementara samudra merah akan selalu berarti dan akan selalu menjadi suatu fakta dari kelangsungan perniagaan , berfikir tentang pemandangan industri saat ini.

Strategi samudra biru ini menyediakan piranti dan kerangka analisis yang memungkinkan perusahaan untuk menciptakan dan menangkap samudra biru di dalam cara memaksimakan kesempatan, memperkecil risiko. Samudra biru akan memiliki masa depan dan akan selalu ada. Lagi pula dengan persediaan melebihi permintaan di dalam semakin banyak industri, menciptakan samudra biru mungkin hanya akan menerima erti penting yang ditingkatkan di masa datang. Pola dari pemikiran strategis di belakang masing-masing gerak strategis adalah apa yang disebut ‘INOVASI NILAI’. Inovasi nilai adalah pengejaran perbezaan yang serempak dan biaya-biaya lebih rendah.

Menciptakan Lapangan Permainan Baru

Inovasi nilai adalah suatu gerak strategis yang memungkinkan sebuah perusahaan untuk menciptakan samudra biru. Inovasi nilai membantu perusahaan membuat lompatan besar di dalam nilai yang disediakan bagi pelanggan melalui pengejaran pembedaan dan biaya rendah secara simultan.

Melompat ke dalam Ruang Pasar Baru.

Melompat ke dalam pasar baru sangatlah tidak mudah. Ketika strategi perusahaan lain berkumpul kearah strategi anda sendiri , sejarah menunjukan anda perlu untuk menciptakan ruang pasar baru lagi dan melepaskan diri. Keluar pada samudra biru yang strategis bergelombang.

Peran Eksekutif dalam MemanduSuatu Perusahaan kedalam Ruang Pasar Baru

Langkah pertama untuk para eksekutif yang mengejar pertumbuhan menguntungkan adalah untuk merencanakan portofolio sekarang dan yang direncanakan perusahaan pada apa yang disebut suatu Peta Pioneer-Migrator-Settler (PMS). Peta PMS membantu dewan menilai potensi pertumbuhan menguntungkan masa depan dari portofolio bisnis mereka yang berdasarkan pada tingkat nilai dan inovasi yang ditawarkan bisnis kepada pembeli.

Penemu Ruang sendiri

Kebanyakan perusahaan begitu banyak dikendalikan. Mereka mengetahui bahwa perencanaan strategis adalah proses yang tidak sempurna. Untuk itu W.chan Kim & renee Mauborgne menawarkan suatu alternative yang mengagumkan , dengan mulai memberikan perusahaan tiga petunjuk tentang bagaimana cara untuk lolos dari samudra merah dan masuk ke dalam samudra biru.

Pertama : hentikan Benchmarking ( acuan ) kompetisi. Semakin anda mengacu pesaing anda , maka anda akan semakin cenderung untuk kelihatan seperti mereka . itu menjadikan anda suatu organisasi mee-too (ikutan) yang adalah kebalikan dari apa yang ingin anda capai.
Kedua : berhenti untuk menjadi isi berenang di samudra merah. Banyak perusahaan mengejar kompetisi dan bahkan tidak melihat ke horizon samudra biru.
Ketiga : jangan memperhitungkan pelanggan anda untuk tumbuh. Lihat pada bukan pelanggan mereka menyediakan banyak pengertian kedalam bagaimana cara anda dapat menciptakan kesempatan baru yang tidak ditentang – permintaan baru bagi produk anda atau jasa anda.

Bagian utama dengan cara berfikir baru ini adalah untuk membantu masyarakat menyadari bahwa suatu perusahaan berada di dalam samudra merah dimulai dengan berada didalamnya.

Strategi ini menciptakan suatu kesedihan pada orang-orang untuk mengubah dengan menjadikan mereka melihat pembatasan samudra merah. Kemudian tetapkan cita-cita untuk menciptakan suatu samudra biru dengan menunjukkan bagaimana perusahaan lain telah memenuhinya. Yang harus diingat jika perusahaan ingin keluar dari samudra merah adalah di dalam industri manapun, tak peduli bagaimana kompetitifnya , suatu perusahaan dapat menciptakan samudra biru dari ruang pasar yang tak ditentang

SAMUDRA YANG JAUH DARI KOMPETISI

Di dalam suatu strategi samidra biru, perusahaan memasuki wilayah baru, menciptakan ruang pasar dan membangkitkan permintaan melalui inovasi nilai. Samudra biru adalah besar dan menawarkan banyak pelung menarik , kompetisi didalam pengertian tradisional tidak memainkan peran apapun disana. Banyak manager tidak bisa membayangkan bahwa di dalam samudra biru sana ada suatu penawaran yang akan memukul batasan-batasan pasar mereka yang terbuka lebar.

Industri dan batasan-batasan pasar ada terutama semata di dalam kepala-kepala manajer . mereka harus mengalihkan jurusan focus mereka jauh dari acuan kompetisi unuk mematahkan batasan-batasan industri guna meninggalkan kompetisi di belakang. Strategi samudra biru berupaya mengisi kekosongan ini dengan menyediakan perusahaan dengan kerangka dan piranti praktis yang mereka perlukan agar sukses menciptakan samudra biru di dalam cara memaksimalkan kesempatan dan meminimalkan resiko. Dari penemuan riset ada pola di belakng ciptaan samudra biru yang sukses. Perusahaan dapat menerapkan pola ini untuk menemukan ruang pasar yang menjamin pertumbuhan yang menguntungkan .

Tujuan perusahaan menerapkan strategi samudra biru adalah untuk menciptakan sesuatu yang disebut inovasi nilai-suatu lompatan di dalam nilai untuk para pembeli dan perusahaan semacamnya.

Tiga karekteristik harus ada untuk menerapakan dan mengkomunikasikan suatu strategi samudra biru: strategi harus difocuskan , berbeda dari profil kompetisi strategis, dan mempunyai suatu tagline yang memaksakan yang berbicara kepada pasar.

Strategi samudra biru memfocuskan pada keseluruhan cakupan dari aktivitas perusahaan dari produk untuk melayani pengiriman. Riset menunjukan bahwa menciptakan samudra biru tidak bersandar pada inovasi teknologi. Namun bersandar pada inovasi nilai.

Perusahaan yang tidak ideal beroperasi secara eksklusif di dalam samudra biru. Dalam rangka memastikan pertumbuhan dan kemampuan mendapatkan keuntungan melewati jangka panjang , perusahaan perlu memelihara suatu keseimbangan antara samudra merah dan biru. Kebanyakan perusahaan bagaimanapun , tidak punya kesempatan menuju keberhasilan ini, ketika profil strategis dari kebanyakan aktifitas mereka hampir tidak menonjol dari kompetisi.

Dengan perusahaan yang dipusatkan melebihi kompetisi, pertempuran penguasaan pasar , dan kompetisi harga , kompetisi berakhir menentukan agenda strategis perusahaan. Mee—too business (bsnis ikutan)hasilnya.

Penerapan strategi samudra biru yang gagal biasanya terjadi karena perusahaan tidak berhasil memenangkan keyakinan karyawan mereka. Karisma tidak penting dalam menerapkan staretgi ini. Yang penting sekali adalah bagaimana mengkomunikasikan strategi yang dapat dipercaya. perusahaan dapat memanfaatkan samudra biru secara damai dalam waktu sepuluh sampai lima belas tahun. Ini karena penghalang bahwa suatu strategi samudra biru yang membuatnya sulit untuk kompetisi untuk meniru sesuai.

PELAYARAN KE ARAH STRATEGI SAMUDRA BIRU

Samudra biru menandakan semua industri tidak di dalam keadaan hidup saat ini- ruang pasar yang tak dikenal, bersih oleh persaingan. Di dalam samudra biru ini permintaan diciptakan bukannya diperebutkan. Ada kesempatan besar untuk pertumbuhan yakni cepat dan menguntungkan . ada dua cara untuk menciptakan samudra biru . dalam beberapa kasus, perusahaan dapat memberi kenaikan untuk industri yang sepenuhnya baru,seperti ebay melakukan denagn industri lelang online. Tetapi dalam banyak kasus, suatu samudra biru diciptakan dari dalam suatu samudra merah ketika suatu perusahaan mengubah batasan-batasan dari industri yang ada.

Dengan memusatkan pada kompetisi, cendikiawan, perusahaan, dan konsulatan telah mengabaikan dua yang sangat penting – dan, kita akan membantah , jauh lebih menguntungkan-aspek strategi: satu adalah untuk menemukan dan mengembangkan pasar di mana di sana tidak ada atau sedikit kompetisi-samudra biru-dan yang lain adalah untuk memanfaatkan dan melindungi samudara biru.

beberapa jenis logika yang diperlukan untuk memandu ciptaan samudra biru :

ü Samudra biru bukanlah sekitar inovasi teknologi

ü Pemegang jabatan sering menciptakan samudra biru dan pada umumnya di dalam bisnis inti mereka.

ü Perusahaan dan industri adalah unit yang salah dari analisis

ü Menciptakan samudra biru membangun merek

Perbezaan strategi samudra merah dan samudra biru adalah :

Ø Samudra merah bersaing didalam ruang pasar yang sudah ada, sedangkan samudra biru menciptakan ruang pasar yang tidak ditentang.

Ø Samudra merah mengalahkan kompetisi sedangkan, samudra biru membuat kompetisi menyimpang.

Ø Samudra merah memanfaatkan kesempatan yang ada,sedangkan samudra biru menciptakan dan merebut permintaan baru

Ø Samudra merah membuat nilai/biaya tukar tambah mewariskan sitem keseluruhan, sedangkan samudra biru menghilangkan nilai/budaya tukar tambah

Ø Samudra merah dari aktifitas perusahaan dengan pilihan pembedaan yang strategis atau biaya rendah, sedangkansamudra biru membariskan system keseluruhan dari aktivitas perusahaan dengan pilihan pembedaan yang strategis atau biaya rendah.

Pencarian Pembedaan dan Biaya Rendah Serentak

Samudra biru diciptakan di daerah di mana tindakan perusahaan dengan baik mempengaruhi struktur biayanya dan nilai rencananya bagi pembeli. Penghematan biaya dibuat dari penghilangan dan pengurangan faktir industri bersaing terpasang. Nilai pembeli diangkat oleh peningkatan dan penciptaan unsure-unsur industri yang belum pernah ditawarkan. Dari waktu ke waktu, biaya-biaya dikurangi lebih lanjut sebagai ekonomi skala mati, dalam kaitan dengan volume penjualan tinggi agar menghasilkan nilai superior.

Samudara biru dan merah telah sehidup sezaman dan selalu akan.sekarang, bersaing di dalam samudra merah mrndominasi bidang strategi di dalam teori dan di dalam praktek, bahkan ketika bisnis harus menciptakan samudra biru yang hebat . adalah saatnya untuk meratakan skala dalam bidang strategi dengan keseimbangan yang lebih baik dari upaya melintasi dua samudra.

10 Ways to Motivate Others

2011-04-21T22:33:00.001+08:00

1. Accelerate Change.
Change can be a good thing, and managers should make sure their people see how they can benefit from it. Change can be better managed by understanding the Change Cycle:

a. Objection: This can't be good.
b. Reduced Consciousness: I really don't want to deal with this.
c. Exploration: How can I make this change work for me?
d. Buy-in: I have figured out how I can make this work for me and for others.

2. Preach the Role of Thought.
People are motivated when they think motivating thoughts. Thought, and not circumstance, should rule.

3. See What's Possible.
A person's performance is a response to who they perceive themselves to be at the moment. They can create new possibilities for themselves.

4. Motivate by Doing.
Managers should be doers, not feelers. The ability to motivate people increases exponentially as the reputation of being a doer grows.

5. Teach Your People "No" Power.
People should be able to say no to things that aren't important. Learning to say yes to things that are important makes it easier.

6. Wake Yourself Up.
Change is one of life's constant things. Good managers should always be aware of how things are changing.

7. Give Power to the Other Person.
To get people to agree to work with them, managers must remove fear. This can be done by asking gentle questions and allowing people to make their own commitments.

8. Build a Culture of Acknowledgement.
People should be recognized for even the little things they do. This motivates them to do big things well.

9. Stop Pushing.
Managers should not resist what their people are doing or saying. Instead, they should be guiding their inner energy towards a mutual goal.

10. Slow Down.
This allows leaders to prioritize their work and do what is needed at the moment. Slowing down actually gets more done.

Suggestion Needed

2011-04-17T16:10:00.003+08:00

Rakan,

Suggestion needed for my new blog template. You can post it in my comments. It's about knowledge sharing and you can give me any suggestion. I'll very appreciate it.

Thanks.

Using New Template

2011-04-14T23:54:00.002+08:00

Setelah sekian lama tidak berpeluang membuat perubahan wajah kepada blog aku ini, aku dapat melakukannya pada malam ini. Walaupun tidak dapat siap sepenuhnya, sekurang-kurangnya aku telah dapat mengusahakannya dalam tempoh yang singkat. Untuk siap sepenuhnya, masa terluang masih diperlukan lagi. Kepada rakan-rakan yang melawat blog ini, banyak lagi yang tidak sempurna kerana kekangan masa.

Final Exam - Isu-isu Perakaunan Dalam Organisasi Pendidikan

2011-03-29T22:05:00.002+08:00

Last paper untuk semester terakhir.
2 April 2011
2.30 petang
Preparation - exam slip, dah print out
Jadual - dah ada
Baca buku - ????? bila nak mula ni!!!

Cuti Rehat 3 Hari

2011-03-11T22:50:00.002+08:00

Aku mengambil cuti rehat selama 3 hari dengan harapan dapat merehatkan minda dan menyegarkan fizikal setelah agak kepenatan dengan pelbagai tugasan pejabat dan program belajar yang hampir tamat semester. Moga tidak dipanggil ke pejabat untuk sesuatu urusan yang penting kerana cuti rehat aku masih berbaki 59 hari dan kalau tak diambil, terlalu banyak atau dilupuskan. Hish.... nak gi makan angin sikit selama 5 hari ni disamping balik menjengah ibu.

Kepada rakan2 lain, Selamat Bercuti kerana pastinya bila cuti sekolah pertengahan tahun sudah sibuk dengan persiapan murid-murid menghadapi peperiksaan pula.
Hoorey untuk beberapa hari ini.

Jadual Tugas Penuh.... Mid Term Exam !!

2011-02-20T22:41:00.003+08:00

Kesibukan aku di luar jangkaan. Bermula dengan esok (21 Feb) hingga 23 Feb di Grand Bluewave Shah Alam, aku akan terus ke Pangkor pada 23 hingga 26 Feb. Masalah yang aku hadapi, 25 Feb malam ada mid term pulak. Hush..... pening kepala dibuatnya. Nampaknya aku terpaksa cabut balik awal dari Pangkor. Terpaksalah bawa kereta sendiri supaya dari Lumut boleh terus ke Tg Malim.
Lepas tu baru sambung semula iaitu 28 Feb hingga 3 Mac di Langkawi. So, harapan aku tipis untuk menyelesaikan Kertas Projek aku yang perlu dihantar selewat-lewatnya pada 17 Mac 2011. Sambunglah aku satu semester lagi nampaknya. Inilah dilema yang dihadapi oleh mereka yang belajar sambil bekerja. Hanya kekuatan minda dan semangat sahaja yang mampu mengatasi segala-galanya. Aku perlu terus kuatkan semangat dan tanamkan tekad supaya tidak timbul rasa putus asa. Bab 1 hingga Bab 3 masih dalam bentuk draf. Nak jalankan soal selidik pun tak boleh lagi. Apakan pulak nak buat Bab 4 dan Bab 5????
Teruskan perjuangan.......

KERBERKATAN YAASIIN (DARI KACAMATA DR FATMA ELZAHRAA)

2011-02-17T21:24:00.002+08:00

Untuk Keselamatan Diri Yang, Susah Menjadi Senang

Ayat 1 - 9 - Untuk keselamatan diri

Ayat 9 - Orang jahat tak nampak kita especially orang kafir.

Ayat 12 - Merupakan Jantung Yaasiin - Rasulullah s.a.w. berharap ayat ini dihafal oleh setiap mukmin dan mukminat.

Ayat 13 - 35 - Mengisahkan orang-orang yang mati syahid.

Ayat 22 - 23 - Untuk menjaga aqidah Memberi hidayah kepada anak.

Ayat 29 - Sebagai amalan untuk mengelakkan diri dari di fitnah dan kejahatan mulut.

Ayat 29 - Utk digunakan jika kita rasa orang nak fitnah or aniaya kita. Lebih elok selepas baca di semburkan ke muka orang tsbt.

Ayat 30 - Untuk keinsafan - Supaya dapat dipertemukan dengan Allahs.w.t. (harus sentiasa berada dihati - beramal dengannya).

Ayat 32 - Untuk menginsafkan orang lain supaya menjadi baik. Caranya: Ingat yang segalanya datang dari Allah s.w.t, Kita umat Muhammad, Kita orang Islam dll.

Ayat 33 - 35 - Elok dijadikan amalan bagi sesiapa yang suka bercucuk tanam. Tanaman akan subur.

Ayat 36 - Menerangkan yang kehidupan ataupun kejadian di dunia ini dijadikan berpasang-pasangan. Ayat ini elok diamalkan bagi sesiapa yang belum berkahwin supaya di pertemukan jodoh. Caranya: Baca dan berdoa, hembus dan sapu pada muka setiap pagi sebelum keluar rumah.

Ayat 37 - Adalah untuk menetapkan hati - aqidah diri sendiri. Hati yang kering akan hidup semula.

Ayat 38 - Mengisahkan yang bulan dan matahari pun sujud pada Allah s.w.t. yang satu.

Ayat 39 - Mengisahkan ilmu falak.

Ayat 40 - Merupakan kenyataan Allah s.w.t. yang satu.

Ayat 41 - Mengisahkan Nabi Noh a.s. naik kapal - Elok dibaca sewaktu menaiki kenderaan.

Ayat 44 - Mengisahkan keseronokan hidup di dunia – Dibaca untuk dijauhkan fitnah dalam hidup.

Ayat 45 - 48 - Merupakan kedegilan orang kafir kepada Allah s.w.t.

Ayat 49 - Menceritakan hari akhirat dan kehidupannya.

Tiupan pertama - Datang dengan tiba-tiba
Tiupan ke-dua - Hancur
Tiupan ke-tiga - Semua orang di hidupkan semula dan hadir di padang Mahsyar.

Ayat 50 - Setiap orang akan dihisab mengikut amalannya.

Ayat 58 - Merupakan salam daripada Allah. Jika rasa sakit kepala, baca dan sapukan ke kepala. Ulang sebanyak 3x.

Ayat 76 - Dibaca untuk mententeramkan diri dari fitnah orang. Dijadikan amalan. Ayat 76 - Jika hati rasa sedih, sebak atau pun kecewa. Sambil pegang dan urut dada, bacalah ayat tsbt.

Ayat 78 - 79 - Dikhaskan untuk sakit urat, tulang dan badan. Untuk doa bermula daripada Ayat yang bermaksud: “dia berkata, Siapakah (yang dapat) menghidupkan tulang belulang padahal telah hancur?” (Ayat 78 dan 79) - Bacalah jika sakit tulang, urat atau tulang patah. Doktor di hospital pun tanya dia utk rawatan patient mrk dan Dr Fatimah berikan ayat ini.

Ayat 79 - Katakanlah, Yang akan menghidupkannya ialah yang menciptakannya pertama kali. Dan Dia Maha Mengetahui tentang segala makhluk."

Ayat 82 - Untuk Hajat - Jika berhajat sesuatu, bacalah 100x. Dibaca pada air dan minum selama 40 hari -boleh menjadi penawar. Jika air habis ulang bacaan tsbt sehingga 40 hari. Caranya: Sembahyang Tahajjud (3x) berturut-turut, Baca pada air [100x) Dan berdoa apa sahaja hajat

Wallahualam

Growing Teacher Leaders in a Culture of Excellence

2011-01-29T23:29:00.002+08:00

Budaya bagi membentuk guru sebagai pemimpin harus dilakukan kerana setiap pemimpin bukanlah dilahirkan tetapi juga boleh dibentuk. Itulah pentingnya peranan budaya organisasi yang cemerlang.

This teacher realized that her previous opinion of leadership was based on a faulty philosophy that leaders are born, not made (Lunenburg & Ornstein, 2004). “I have always looked at leadership as something that people had or didn’t have. I hadn’t ever really thought that leadership is something that can grow in a person. This process really made me more aware of how I think of myself and how others view me as a leader.”

Viewing teachers as leaders requires a paradigm shift about the concept of leadership in a school system. As Dufour, Dufour, Eaker, and Many (2006) state, these shifts often make teachers uncomfortable. Such paradigm shifts associated with developing teachers as leaders may include moving from isolation to collaboration, from privatization of practice to open sharing of practice, and from independence to interdependence.

Benar atau tidak, hubungan yang signifikan akan ditentukan hasil dari dapatan kajian ini.

School Culture - Searching Information for Project Paper

2011-01-09T20:26:00.004+08:00

High commitment and high performance seem to be distinguishing features of schools with a healthy organizational culture and high staff well-being (Sergiovanni, 2006).

Tim Tilmone, (2002) states that changing a toxic school culture into a healthy school culture that inspires lifelong learning among students and adults is the greatest challenge of instructional leadership.

A working definition from Roland Barth defines school culture as "how we do things around here,"(Delisio, 2006). Wagner expands on that definition. School culture, he says, is shared experiences both in and out of school, such as traditions and celebrations, a sense of community, of family and, team."

A school leader today is supposed to act as an entrepreneur, a person of vision, able to inspire, empower and motivate his staff (Aelterman et al., 2008). In explaining the leadership role of a principal, (Edward Redalen, 2007) states that what seems to be emerging is the need for leaders, at any level, to combine clear aspirations of what the organization is trying to become, with skills and dispositions to energize a productive staff and constant attention on meeting or exceeding the needs of students and the parents/community.

Horey!!! 31 Disember 2010 - Cuti Umum

2010-12-30T12:21:00.003+08:00

Alhamdulillah kerana walaupun gagal bercuti tetapi dapat pula cuti umum. Inilah peluang untuk berehat. Terima kasih kepada PM dan juga kepada pemain bola sepak Malaysia yang menyebabkan cuti diperoleh.

Selamat Bercuti semua...... Ke mana destinasi ya???

Gagal Untuk Bercuti

2010-12-25T21:54:00.002+08:00

Rancangan adalah untuk bercuti di hujung tahun begini tapi apakan daya semakin bertambah-tambah beban tugas dan kerja yang perlu dibereskan. Sepanjang cuti persekolahan ini aku tidak berkesempatan untuk bercuti. Nampaknya banyaklah cuti yang terpaksa aku bawa ke tahun hadapan. Walau apapun aku akan mencuba lagi untuk bercuti pada minggu depan jika berkesempatan.
Penat juga menyelesaikan segala tugas dan kerja di penghujung tahun ini. Tambahan untuk menyelesaikan peruntukan2 yang diperoleh di saat2 akhir. Prosedur perlu dipatuhi. Kepada rakan2 yang bercuti, selamat bercuti diucapkan.

Semester Akhir atau .......................????

2010-12-14T21:35:00.002+08:00

Bermulalah kembali sesi seterusnya bagi diri aku. Jika mengikut jadual pembelajaran, ini merupakan semester terakhir. Adakah ia merupakan semester terakhir??? Aku mesti usahakan supaya ia memang menjadi semester terakhir tapi....... jika ada aral, aku tidak mampu menolaknya. Berdasarkan progres semasa, aku terpaksa bergerak laju sekarang sepantas Porsche atau F1. Itu adalah usaha dan tekad yang mesti ditanam dalam diri. Alamak???? Proposal masih tertangguh lagi. Bangun dan bangun dari tidur!!!!
Jumaat ini bermulalah ia.................................

Semoga Allah Mencucuri Rahmat Kepada Arwah Bapaku

2010-12-07T13:32:00.003+08:00

ALFATIHAH!

Ini merupakan gambar terakhir bersama arwah ayahku sewaktu hari raya Aidil Fitri yang baru lalu. Arwah ayahku telah kembali ke rahmatullah pada 2 Disember 2010 jam 6.15 petang akibat kegagalan organ berfungsi disebabkan kuman telah memasuki ke dalam saluran darah yang berpunca daripada penyakit kencing manis.

Alhamdulillah segala urusan arwah sebaik sahaja meninggal dunia berjalan dengan lancar tanpa sebarang gangguan dan halangan. Bermula dengan kematiannya, memandi dan mengkafankan jenazahnya, membawa pulang dari Hospital Serdang ke kampung, mengebumikannya dan sehingga tamat kenduri dan tahlil arwah selama 3 hari.

Selaku anak sulong dan lelaki tunggal dalam adik beradik, kini segala-galanya terpaksa aku pikul setelah pemergian arwah. Satu tanggungjawab yang amat berat dan besar. Yang maha berat ialah tanggungjawab terhadap ibuku yang kini keseorangan dan tinggal bersama-sama adikku di rumah peninggalan arwah. Insya-Allah, aku akan cuba memikul segala tanggungjawab ini dan semoga Allah memberi kekuatan kepada diriku.

Semoga Allah mencucuri rahmat ke atas roh arwah dan menempatkannya di kalangan orang-orang soleh dan beriman. AMIN.

November Yang Sibuk

2010-11-11T22:49:00.002+08:00

Bulan November merupakan bulan yang agak sibuk. Bermula dengan kursus di IAB, majlis makan malam di PD pada 12 dan 13 Nov, ke Ranau, Sabah pada 14 hingga 16 Nov, Persaraan Pengarah pada 19 Nov, Raya Haji, ke Pendang, Kedah pada 20 dan 21 Nov, mesyuarat takwim di Seremban pada 23 hingga 25 Nov dan mesyuarat SKU/SKT di Kuantan pada 30 hingga 2 Dis begitu memenatkan. Apa yang menjadi kerisauan ialah proposal tesis aku yang masih belum dihantar untuk kelulusan penyelia. Jika ini lewat, bermakna aku tak akan dapat menjalankan soal selidik apabila sesi persekolahan 2011. Semuanya terpaksa aku selaraskan dan pastikan aku akan dapat menamatkan pembelajaran aku mengikut tempoh masa yang ditetapkan. Jikalau tidak, aku terpaksa tangguh satu semester lagi.
Siapalah yang boleh bantu aku ni......... he he he he .....

KPPM Baru Bakal Menerajui KPM

2010-10-30T16:52:00.003+08:00

Kepimpinan Kementerian Pelajaran Malaysia bakal berubah. Era transformasi pasti berlaku ataupun tetap seperti sedia ada. Dalam mengharungi arus perubahan transformasi pendidikan yang telah diuar-uarkan, pastinya warga pendidik menanti satu perkembangan kepimpinan baru dari ketua yang baru. Kotter telah menggariskan 8 langkah model perubahan kepimpinan seperti dibawah :

Kotter's 8-Step Change Model

Step One:
Create Urgency

Step Two:
Form a Powerful Coalition

Step Three:
Create a Vision for Change

Step Four:
Communicate the Vision

Step Five:
Remove Obstacles

Step Six:
Create Short-term Wins

Step Seven:
Build on the Change

Step Eight:
Anchor the Changes in Corporate Culture

Adakah kita akan disajikan dengan perubahan? Sama-samalah kita nantikanya.

Benarkah Buah Durian Belanda Ubat Kanser??

2010-10-23T10:54:00.002+08:00

Saya ingin memetik satu artikel yang saya peroleh dari blog Apa Yang Tersirat yang telah memberi diskusi tentang kelebihan buah durian belanda dalam merawat kanser. Ia adalah satu penemuan yang menarik dan tidak pernah kita ketahui. Oleh itu saya pinjam artikel dari blog Apa Yang Tersirat dengan memohon izin dari penulisnya.

Selama ini kita tahu bahwa kanser hanya dapat diubati dengan terapi kemo. Namun persepsi ini perlu dibuang sejauh-jauh. Kenapa? Kerana sebenarnya ada ubat alami untuk membunuh sel kanser yang kekuatannya SEPULUH RIBU KALI LIPAT lebih ampuh dibanding terapi kemo. ubat alami ini adalah buah yang familiar dengan kita (gambar)

Kenapa kita tidak tahu ?

Kerana salah satu syarikat Dunia merahasiakan penemuan R&D mengenai hal ini serapat2nya, mereka ingin dana R&D yang di keluarkan sangat besar, selama bertahun-tahun, dapat kembali lebih dulu plus keuntungan berlimpah dengan cara membuat pohon Graviola sintetis sebagai bahan utama ubat dan ubatnya di jual ke pasar dunia…

Menyedihkan, beberapa orang meninggal sia2, mengenaskan, karena keganasan kanser, sedangkan syarikat raksasa, pembuat ubat dengan turnover bilion dollar menutup rapat2 rahsia keajaiban pokok graviola ini.

Pokoknya rendah, di brazil dinamakan“Graviola”, di Spanyol “Guanabana” bahasa inggrisnya “soursop”. Di Malaysia, ya buah durian belanda. Buahnya berduri lunak, daging buah berwarna putih, rasanya manis2 kecut/asam, dimakan dengan cara membuka kulitnya atau di buat jus.

Khasiat dari buah ini memberikan effek anti tumor/kanser yang sangat kuat, dan terbukti secara medik menyembuhkan segala jenis kanser. Selain menyembuhkan kanser, buah durian belanda juga berfungsi sebagai anti bakteria, anti cendawan (fungi), efektif melawan berbagai jenis parasit/cacing, menurunkan tekanan darah tinggi, depresi, stress, dan menormalkan kembali system syaraf yang kurang baik.

Salah satu contoh betapa pentingnya keberadaan Health Science Institute bagi orang2 amerika adalah institute ini membuka tabir rahasia buah ajaib ini. Fakta yang mencengangkan adalah : jauh dipedalaman hutan amazon, tumbuh “pohon ajaib”, yang akan merubah cara berpikir anda, dokter anda, dan dunia mengenai proses penyembuhan kanker dan harapan untuk bertahan hidup. Tidak ada yang bisa menjanjikan lebih dari hal ini, untuk masa2 yang akan datang.

R&D membuktikan “pokok ajaib” dan buahnya ini boleh :

• Menyerang sel kanser dengan aman dan efektif secara alami, Tanpa rasa mual, berat badan turun, rambut rontok, seperti yang terjadi pada terapi kemo.

• Melindungi sistim kekebalan tubuh dan mencegah dari infeksi yang mematikan.

• Pasien merasakan lebih kuat, lebih sehat selama proses perawatan / penyembuhan.

• Energi meningkat dan penampilan fisik membaik.

• Secara efektif memilih target dan membunuh sel jahat dari 12 tipe kanker yang berbeda, diantaranya kanker : Usus Besar, Payu Dara, Prostat, Paru2, dan Pankreas.

• Daya kerjanya 10.000 kali lebih kuat dalam memperlambat pertumbuhan sel kanker dibandingkan dengan Adriamicin dan Terapi Kemo yang biasa di gunakan.

• Tidak seperti terapi kemo, sari buah ini secara selektif hanya memburu dan membunuh sel2 jahat dan TIDAK membahayakan/ membunuh sel2 sehat.

R&D telah di lakukan secara ekstensive pada pokok “ajaib” ini, selama bertahun-tahun tapi kenapa kita tidak tahu apa2 mengenai hal ini ? jawabnya adalah : begitu mudah kesihatan kita, kehidupan kita, dikendalikan oleh yang memiliki wang dan kekuasaan.

Salah satu syarikat ubat terbesar di Amerika dengan turnover bilion dollar melakukan R&D luar biasa pada pohon Graviola yang tumbuh dihutan Amazon ini. Ternyata beberapa bagian dari pokokuini : Kulit kayu, akar, daun, daging buah dan bijinya, selama berabad-abad menjadi ubat bagi suku Indian di Amerika selatan untuk menyembuhkan : sakit jantung, asma, masalah liver (hati) dan reumatik. Dengan bukti2 ilmiah yang minima, syarikat amerika itu memberikan dana dan sumber daya manusia yang sangat besar guna melakukan R&D dan beraneka pengujian. Hasilnya sangat mencengangkan. Graviola secara ilmiah terbukti sebagai enjin pembunuh sel kanser.

Buah durian Belanda mempunyai manfaat yang sangat besar dalam pencegahan dan penyembuhan penyakit kanser.

Untuk pencegahan:

disarankan makan atau minum jus buah durian belanda.

Untuk penyembuhan:

- 10 helai daun durian belanda yang sudah tua (warna hijau tua) dicampur ke dalam 3 gelas air dan direbus terus hingga menguap dan air tinggal 1 gelas saja.

- Air yang tinggal 1 gelas diminumkan ke penderita setiap hari 2 kali.

- Setelah minum, efeknya katanya badan terasa panas, mirip dengan efek kemoterapi.

Dalam masa 2 minggu, hasilnya bisa dicek ke dokter, katanya cukup berkhasiat.

Daunnya ini katanya sifatnya seperti kemoterapi,bahkan lebih hebat lagi kerana daun buah ini hanya membunuh sel sel yang tumbuh abnormal dan membiarkan sel sel yang tumbuh normal.Sedangkan kemoterapi masih ada efek membunuh juga sebagian sel sel yang normal.

Sekarang anda tahu manfaat buah durian belanda yang luar biasa ini. Rasanya manis2 kecut menyegarkan. Buah alami 100% tanpa efek samping apapun.Sebar luaskan kabar baik ini kepada keluarga, saudara, sahabat,dan teman yang anda kasihi.

Kisah lengkap tentang Graviola, dimana memperolehnya, dan bagaimana cara memanfaatkannya, dapat di jumpai dalam Beyond Chemotherapy : New Cancer Killers, Safe as Mother’s Milk, sebagai free special bonus terbitan Health Science Institute.

Buat yang masih ragu, apa salahnya kita mencuba, makan buah kan tidak bahaya

Break and Paper Proposal

2010-10-22T07:13:00.002+08:00

Cuti setelah menghadapi exam telahpun bermula. Cuti dari bekerja tiada. Cuti semester ini aku terpaksa membuat kertas cadangan kajian dan juga melakukan penulisan dengan harapan aku dapat mengedarkan soal selidik sebaik sahaja sesi persekolahan tahun 2011 bermula. Seterusnya membuat analisis data dan membuat rumusan dapatan. Aku harap dapat melaksanakan dan meyelesaikannya sebelum bulan April 2011. Kalau tak, alamat tak konvo lah aku bulan Oktober nanti.
Aturan kerja perlu aku fikirkan dari sekarang supaya segala2nya tidak tergendala. Cabaran paling utama adalah tugas hakiki yang menuntut komitmen tinggi di penghujung tahun bagi menyelesaikan segala2nya untuk menamatkan tahun 2010.

Intipati Bajet 2011

2010-10-15T18:59:00.001+08:00

Semua jenis telefon bimbit dikecualikan cukai jualan
RM576 juta dalam bentuk biasiswa untuk guru yang ingin melanjutkan pengajian
Peruntukan RM213 juta untuk ganjaran kepada sekolah berprestasi tinggi serta imbuhan pengetua, ...guru besar, guru cemerlang
Program rebat bayaran elektrik bil elektrik bagi penggunaan bawah RM20 diteruskan, libatkan peruntukan RM150 juta
Skim Rumah Pertamaku untuk golongan muda yang baru bekerja, tawar jaminan kerajaan untuk bayaran pendahuluan
Kadar tol 4 lebuhraya milik PLUS tidak akan dinaikkan bagi tempoh 5 tahun akan datang bermula serta merta
A new landmark, Warisan Merdeka, expected to be completed in 2020, will include a 100-storey tower, tallest in M'sia.
Penjawat awam wanita diberi fleksibiliti tentukan sendiri tempoh cuti bersalin bergaji penuh tidak melebihi 90 hari
Bantuan Khas Kewangan sebanyak RM500 untuk penjawat awam gred 54 ke bawah termasuk pegawai kontrak dan pesara kerajaan
PTK dimansuhkan dan digantikan dengan sistem penilaian yang lebih sesuai untuk penjawat awam menjelang Jun 2011

Exam Fever

2010-10-05T21:52:00.002+08:00

Minggu exam dah hampir tiba. Walaupun dah berusia, demam peperiksaan tidak dapat dielakkan. Dah jadi lumrah agaknya dalam diri setiap orang yang sentiasa merasa gusar dan tertekan apabila tiba masa menghadapi peperiksaan. Diharap ianya memberi ketenangan kepada diri aku untuk menempuhinya.

Enam (6) Golongan Wanita Yang Dielakkan Dari Berkahwin Dengannya

2010-09-24T21:52:00.002+08:00

Assalamualaikum..

Syarat² utama Wanita yang ingin dijadikan ISTERI adalah cari yang BERAGAMA, dan yang BERAKHLAK.

Dan jangan berkahwin dengan 6 golongan Wanita ini:-

1. Wanita Al-Ananah:

* Wanita yang banyak mengeluh dan mengadu dan tiap saat memperalatkan sakit atau berpura-pura sakit. Yang banyak komplen (bagi benda x pernah cukup)

2. Wanita Al-Mananah:

* Wanita yang suka mengungkit-ngungkit terhadap suaminya. Wanita ini sering menyatakan seperti; “Aku membuat itu keranamu” “Baju U tu I beli tau!” “Moto yg U naik tu I beli tau"

* Jangan kahwin dengan wanita seperti ini kerana nanti dia akan ungkit.

3. Wanita Al-Hunanah:

* Wanita yang teringin kepada orang lain. “waktu bertunang dia dok tgk lelaki lain, yg mcm ni jgn kahwin, cancel”

* Wanita yang menyatakan kasih sayangnya kepada suaminya yang lain, yang dikahwininya sebelum ini atau kepada anaknya dari suami yang lain.

4. Wanita Al-Hudaqah:

* Wanita yang melemparkan pandangan dan matanya pada tiap sesuatu, lalu menyatakan keinginannya untuk memiliki barang itu dan memaksa suaminya untuk membelinya. (Contoh: jika dia nak baju, dia nak juga sehingga memaksa suaminya supaya beli juga)

5. Wanita Al-Buraqah:

* Wanita yang sepanjang hari mengilatkan dan menghias mukanya.
* Wanita yang marah ketika makan dan tidak mahu makan kecuali sendirian dan diasingkannya bahagianya.
* Wanita yang sibuk berdandan dan bersolek

6. Wanita Al-Salaqah:

* Wanita yang banyak bercakap perkara yang lagha dan lagi membisingkan.

Glosari:
1. Lagha : sia-sia

Nota:
*Penghantar artikel ini menyatakan bahawa artikel ini bersumberkan perkara yang dicatatkan oleh Imam Al-Ghazali.

Dalam Kesibukan, Dah nak habis semester ini

2010-09-21T20:16:00.002+08:00

Semester ini merupakan semester yang agak kalut dan kelam kabut bagi diri aku. Perubahan tempat bertugas sedikit sebanyak mengganggu iklim pembelajaran. Pendek kata tangan tak tercapai dengan kepelbagaian. Apa yang aku harapkan ialah dapat menamatkannya dengan jaya. Jika semester ini berjaya ditamatkan, itu bermakna hanya tinggal satu semester sahaja lagi yang akan bermula Disember ini hingga April 2011. Itupun jika tidak ada sambungan semester talian hayat kerana sedikit sebanyak bergantung kepada masalah teknikal melibatkan perkhidmatan.

Biasalah... apabila nak berakhir semester, pasti sibuk dengan menyiapkan segala tugasan yang telah diberi. Baik tugasan yang diberi awal ataupun akhir, di saat akhir juga disapkan. Ha ha ha ... Aku turut berjuang dengan anak2 yang menuntut di IPTA juga yang sedang sibuk dengan final exam mereka. Berikanlah aku kekuatan dan semangat kental.

Kenangan AIdil Fitri

2010-09-15T22:52:00.002+08:00

Aidil Fitri dahpun dihadapi. Kegembiraan dan keriuhan datang dengan perginya kerahmatan. Semoga Aidil Fitri di tahun mendatang akan dapat disambut lagi dengan keizinan Allah s.w.t.

Salam Aidil Fitri

2010-09-04T15:41:00.002+08:00

Salam,

Saya mengambil kesempatan untuk mengucapkan Salam Aidil Fitri buat semua kenalan di blog. Semoga kehadiran Aidil Fitri akan memberi kebahagiaan. Maaf Zahir dan Batin sekiranya ada salah dan silap selama bersama dalam berceloteh dan berbual.

Terima kasih.