1. I inherit the attitude of hard work from my dad. But I doubt it goes well with my children or not😁😁😁. My dad used to carry tons of ‘guni padi’ over his shoulder to load into a lorry, by climbing on a piece of sliding wood arranged like a sliding straight wooden ladder. I witnessed how tough life was when I was small.
2. When I worked as a houseman, I spent hours in the ward without knowing what time I was supposed to go back. I went home only when the work finished, only to realize that the time passed normal working hours for ordinary civil servants who work in the same hospital. Therefore, I didn’t remember to clock in and out as the duties were limitless.
3. The present generations are complaining that they have no life working in the hospital. They require many other ‘life’ such as life by the seaside, life in the cinema, life in the shopping mall and to time to ‘balik kampong’.
4. What’s the point of having a good pay if you can’t enjoy the hard-earning money? What’s the point of having a good car if you can’t travel? they asked.
5. Time has changed. Good per capita incomes have definitely change the philosophy of work and life. Altruism may not be the sole objective of voluntary commitment anymore. Rewards are needed.
6. Having said that, I still believe in the balance of hard work and reward philosophy as the way forward to motive human behaviors. No time should be wasted on futile hard work. At the same time, life has to be spent wisely and one has to live a balanced life.
1. Consequences of adoption are difficult to manage, really. Kids are sensitive creatures. To disclose that they are adopted; is tough. It is a matter of when and how.
2. Once they know, to contain the emotional reactions is really a challenging task.
3. Next, is for the adoptive parent to maintain the kid inquisition about who is his/her biological parent and to explore more about the whereabouts. Wrong approaches will invite rebellious actions and reactions.
4. Adoptive parents have difficulty to impose strict disciplines because they are scared the kids may run away from home. The kids then give unrealistic demands which are difficult to realize. They may act the opposite to normal, well-accepted behaviors. In my case, I call it, oppositional defiant behaviors.
5. The most important step for me is to establish depression. Treatment is necessary. Cognitive-behaviour is a far better approach that drugs because the kid’s mind is flexible and highly absorbable to suggestions than to chemical substances. In scientific term, the flexibility is known as neuroplasticity.
6. Parents have to be very patient. They have to make sure that their families are intact whatever happened. Consultative decision-making is a must. No unilateral decision making is allowed. Stick to the family role. Avoid role reversal, just in order to satisfy the demand of a particular stakeholder. Revert every one attention back to the family fundamentals of respect, care, and compassion.
1. We are still in the process of organizing ourselves. Day in, day out, the thinking is on how to run a strategic organization in order to achieve its objective of a profitable, recognizable organization.
2. There are several traps of moving forward. One of those is the dependency on yesterday’s business model. The new business model needs to let go exclusiveness and accept openness. The dynamic of the new business model is on the concept of open allure to everyone to assist in the development and further progress. A synergistic concept doesn’t mean that we have to forget the basic principle to believe on our own people!
3. The new business model has to avoid being too complex that ignore core business process simply for profit or acknowledgment. In the end, the final result is to develop a sustainable organization for the future which is balanced and well-rounded. In doing so, we have to focus on the critical key success factors and avoid too much dependency on the past success if there are any.
4. At the same time, we have to keep and sustain the evoke desire and affiliation for change and the acquisitive desire has to be taken to the next level.
5. A proactive leadership has to move as a team to reset the strategic plan and decision.
1. We don’t need a new law to counter fake news. Anything new is subjected to be abused. Look at when the telegram was first invented, remember when e-mail was first introduced, people spread all kinds of lies through them. But, when newer media becomes famous and popular, people forget the old and abuse the new one. Knowing the trend, then why need the new law? I strongly believe, the abuse vanishes with time.
2. As good as teaching people not to spread fake news, public education on the need for proper, thorough vetting on the ‘authentic’ news is equally important. ‘Authentic’ fake news can be spread by the most reliable sources too. The news may be true but the perspective of reporting may be totally biased and one-sided. The jaundiced views are in actual fact that need to be fought off because they shape the misinformed court of public opinion.
..the misinformedcourtof publicopinionisthe real threattodemocracy
3. When media are controlled, public are restricted to voice out their opinion. Engagement failure is a disaster for the government to rule. The democracy faces the enemy within namely poor feedback mechanism.
4. If we were to take the resemblance of a community to a family, head of the family plays a vital role to show an exemplary model of delivering the authentic news. Children often will just follow suit. Current laws and acts are adequate to contain the extent of fake news.
5. I am not a lawmaker, I am just an ordinary rakyat somewhere, at some point in Malaysia.
1. We had a kenduri to celebrate the completion of MQA document preparation and successful submission. The occasion was significant to signify the new era of unification and cooperation.
2. We have gone a long way. We divide ourselves along political ideology and religious sensibility. We have different opinion and strategy. That makes life complex and esprit de corp disintegrate. Now is the time to move on. It requires determination, courage and political will. Imagine a world without hate. The world full of mercy and forgiveness.
3. The next move is to make the plan a reality. The road is long and winding. Perseverance as always.
4. Next stage is always challenging. Time to ponder the best interest of the institution, people, and stakeholders.
1. Corporate culture, objectives, vision, and mission of the university in a new economy must reflect high trust, principle-oriented, high-performance culture.
2. Indeed, in the near future half of the works in the university are outsourced and many are not going to work in the office anymore. People will make use of advanced telecommunication to do their work from homes or from specific workstations. No need big campus and a huge library. High trust culture to deliver result is needed.
3. The business then becomes global. Students come from all over the world. Universities need to narrow down their focus. It happens already now – Medical University, business, and management university are examples of focus business. In a competitive world, the focus and specific market allow specialization. Universities with less specialization need to regroup or share expertise with those with expertise.
4. Successful players relate very well to successful branding. People know the quality just by looking at the branding. Branding has to be benchmarked with quality. Branding using the new media provides much more targetted audiences.
5. Private universities must venture into the high-end market segment. Getting high-income customers requires strategies and expert assistance. Similarly, high-quality, intelligent and hardworking lecturers are the prerequisite to excellent teaching-learning and research activities.
6. Lastly, embark on quality. Continuous quality monitoring effort through ISO, 5S, programme accreditation keeps the university on par with its competitor.
1. Change is the powerful word. It ignites surrounding, it moves the process to be different, it transpires the act of transitioning individual in the organization. The change would never happen with a static mentality, rigid ideology, and monocular worldview.
2. Kurt Lewin (1890-1947) is a father of social psychology. He introduced Change Theory. According to him, the behavior is the end result of a dynamic balance of forces working in opposing directions. The first force is called driving force. Driving forces are forces that push in a direction that causes the change to occur in the desired direction. The second force is restraining force. The restraining forces are forces that counter driving forces. These forces hinder changes because they push in the opposite direction. The winner will create a new equilibrium i.e. a state of being where driving forces equal restraining forces.
3. The first stage in creating change is ‘unfreezing’ which is the process that involves finding a method of making it possible for people to let go of an old pattern that was unproductive. Unfreezing is necessary to overcome resistance and group conformity. Increase the driving forces and decrease the restraining forces can facilitate unfreezing.
4. Moving to the next level of change involve a process of change in thought, emotion, and behavior. Refreezing is establishing the change as a new habit so that it now becomes the SOP. It is easy to go back to the old ways if new habits are not fully established.
5. Lippitt, Watson, and Westley created a seven-step theory that focuses more on the role and responsibility of the change agent than on the evolution of the change itself. Lippitt’s Phases of Change Theory suggested 7 steps as below;
(a) Diagnose the problem.
(b) Assess the motivation and capacity for change.
(c) Assess the resources and motivation of the change agent. This includes the change agent’s commitment to change, power, and stamina.
(d) Choose progressive change objects. In this step, action plans are developed and strategies are established.
(e) The role of the change agents should be selected and clearly understood by all parties so that expectations are clear. Examples of roles are the cheerleader, facilitator, an expert.
(f) Maintain the change. Communication, feedback, and group coordination are essential elements in this step of the change process.
(g) Gradually terminate from the helping relationship. The change agent should gradually withdraw from their role over time. This will occur when the change becomes part of the organizational culture.
6. Prochaska and DiClemente’s Change Theory suggested that people pass through a series of stages when the change occurs. The stages are:
(d) action, and
7. Precontemplation exists when an individual is unaware or fails to acknowledge the problems without engaging in any change process activities. Individuals in this stage do not want to change their behavior and may insist that their behavior is normal. Contemplation exists when the individual raises the consciousness of an issue. Individuals in this stage are thinking about changing their behavior, but they are not ready to commit to the change process yet.
8. The next stage of Prochaska and DiClemente’s change theory is preparation. Preparation occurs when the individual is ready to change their behavior and plans to do so within the next two weeks. These individuals will need counseling, social support, and assistance with problem-solving during this stage of change. The action stage follows shortly thereafter. It is characterized by an increase in coping with behavioral change and the individual begins to engage in change activities. Finally, maintenance is the last stage of Prochaska and DiClemente’s change theory. In this final stage, actions to reinforce the change are taken coupled with establishing the new behavioral change to the individual’s lifestyle and norms. This stage may last six months up to the lifespan of the individual. Counseling to avoid relapses is necessary to ensure a successful long-term change.
(Based partly on the work of Alicia Kritsonis: Comparison of Change Theories, International Journal of Scholarly Academic Intellectual Diversity. Vol. 8, No. 1, 2004-05)