“Dare To Be Different,

Actualising The Autonomy”

Semester II

2014/2015…

Selamat kembali! Welcome back!

2002-2015

13 tahun evolusi UMP 13 years of UMP’s evolution

Ke arah kecemerlangan atau kegagalan? Towards excellence or failure?

2015 MEMBINA KEUPAYAAN Building Our Capacity

2020 MENJANA KEGEMILANGAN Generate Glory

MASA UNTUK MERANCANG! Time to plan!

“2015 menandakan penghujung fasa ketiga

pertumbuhan UMP sebelum bermulanya fasa keempat –

pelaksanaan Pelan Strategik UMP 2016-2020.”

“2015 marks the end of UMP’s third phase of growth and the dawn

of the fourth phase – UMP Strategic Plan 2016-2020.”

KESATUAN MATLAMAT Goal Congruence

KESIAP-SIAGAAN

YANG REALISTIK REALISTIC READINESS

“Sebagai satu aspirasi yang dikongsi bersama,

Pelan Strategik UMP 2016-2020 memerlukan keseragaman haluan

antara pihak pengurusan dan semua pusat tanggungjawab (PTJ).”

“UMP Strategic Plan 2016-2020 is our shared aspiration that requires

the management and all departments (PTJs) to move forward

in a common direction.”

“…menjana Bakat Terpelajar Dipacu Nilai dalam kerangka

ekonomi dipacu dan seterusnya merealisasikan agenda

New Academia dalam Rancangan Malaysia Ke-11 (RMK-11).”

- Tan Sri Muhyiddin Yassin

Timbalan Perdana Menteri & Menteri Pendidikan

“…generating Learned Values-Driven Talents within the framework of

knowledge economy towards achieving the New Academia agenda in the

Eleventh Malaysia Plan (RMK-11).”

- Tan Sri Muhyiddin Yassin

Deputy Prime Minister & Minister of Education

Pelan Pembangunan Pendidikan Malaysia

(Pendidikan Tinggi) 2015-2025

Malaysian Education Blueprint

(Higher Education) 2015-2025

KALIBRASI STRATEGIK

UMP-KPM “Cabaran kini ialah untuk menjajarkan kandungan

perencanaan Pelan Strategik UMP 2016-2020

dengan Pelan Pembangunan Pendidikan Malaysia

(Pendidikan Tinggi) 2015-2025 di peringkat

Kementerian Pendidikan.”

UMP-MOE Strategic Calibration “The challenge now is to align the contents of UMP

Strategic Plan 2016-2020 with the Malaysian

Education Blueprint (Higher Education) 2015-2025

based on the target set by the

Ministry of Education.”

FOKUS HARI INI Today’s focus

FALSAFAH DARIPADA BENCANA BANJIR

Lessons from the Flood Disaster

PENCAPAIAN STRATEGIK UMP SEPANJANG 2014

UMP’s Strategic Achievement in 2014

TINDAKAN SUSULAN

BERDASARKAN PENCAPAIAN 2014

Follow-through Actions Based on 2014 Achievement

UMP DAN AGENDA AUTONOMI

UMP and the Autonomy Agenda

MENEKUNI SEMANGAT ‘BERANI BERBEZA’

Embracing the Ideals of ‘Dare to Differ’

INISIATIF TINDAKAN 2015

Action Initiatives for 2015

BANJIR 2014: IKTIBAR YANG PAHIT 2014 Flood: A Bitter Lesson

“Sesungguhnya ketika air banjir itu melampau-lampau limpahannya,

Kami telah damparkan kamu dengan selamat di dalam bahtera (Nabi Nuh) itu.

Agar dengan itu Kami jadikan peristiwa tersebut sebagai teladan bagi kamu.

Dan untuk didengar serta diambil ingat oleh telinga orang-orang yang mahu

menerima pengajaran.”

“Verily! When the water rose beyond its limits [Nûh's (Noah) Flood], We carried you (mankind) in the

floating [ship that was constructed by Nûh (Noah)]. That We might make it a remembrance for you,

and the keen ear (person) may (hear and) understand it.”

[Al-Qur’an, Surah al-Haqqah (69): 11-12]

STATISTIK MANGSA BANJIR UMP

Statistics of UMP Flood Victims

205 UMP Pekan

105 UMP Gambang Jumlah mangsa

(staf dan pelajar): Total number of victims

(staff and students):

310

Jumlah mangsa (staf): Total number of victims (staff):

Jumlah mangsa (pelajar): Total number of victims (student):

100

210

STATISTIK MANGSA BANJIR (UMP PEKAN)

Statistics of Flood Victims (UMP Pekan)

189

16 Jumlah mangsa

(staf dan pelajar): Total number of victims

(staff and students):

205

Staff Staff

Pelajar Student

STATISTIK MANGSA BANJIR (UMP GAMBANG) Statistics of Flood Victims (UMP Gambang)

21

84

Jumlah mangsa

(staf dan pelajar): Total number of victims

(staff and students):

105

Staff Staff

Pelajar Student

STATISTIK PUSAT PEMINDAHAN

(UMP PEKAN) Statistics of Evacuation Centre (UMP Pekan)

189

8 Jumlah mangsa yang

dipindahkan

(staf dan pelajar): Total number of evacuees

(staff and students):

197

Staff Staff

Pelajar Student

STATISTIK PUSAT PEMINDAHAN

(UMP GAMBANG) Statistics of Evacuation Centre (UMP Gambang)

21 22

Jumlah mangsa yang

dipindahkan

(staf dan pelajar): Total number of evacuees

(staff and students):

43

Staff Staff

Pelajar Student

SUKARELAWAN UMP

DI LAPANGAN UMP Volunteers in Action

1,300

PENGURUSAN BENCANA DI UMP:

INOVATIF ATAU REAKTIF? Disaster Management in UMP: Innovative or Reactive?

PERSPEKTIF INOVASI DALAM

PENGURUSAN BENCANA Innovation Perspective in Disaster Management

“Oleh itu, bukankah ada baiknya mereka mengembara di muka bumi supaya -

dengan melihat kesan-kesan yang tersebut - mereka menjadi orang-orang yang ada

hati yang dengannya mereka dapat memahami, atau ada telinga yang dengannya

mereka dapat mendengar?”

“Have they not travelled through the land, and have they hearts wherewith to understand

and ears wherewith to hear?”

[Al-Qur’an, Surah al-Hajj (22): 46]

PENYELIDIKAN BENCANA – PERSPEKTIF KEROHANIAN

Disaster Research – A Spiritual Perspective

PENCAPAIAN STRATEGIK UMP 2014 UMP Strategic Achievement in 2014

INSTRUMEN PERTUMBUHAN The Instruments For Our Growth

PELAN STRATEGIK

PENGAJIAN TINGGI NEGARA

National Higher Education Strategic Plan

PELAN STRATEGIK UMP 2011-2015

UMP Strategic Plan 2011-2015

Pelan Strategik UMP

2011-2015 (PS) UMP Strategic Plan 2011-2015

12 PETUNJUK PRESTASI UTAMA

12 Key Performance Indicators

4 BIDANG KEBERHASILAN

UTAMA UNIVERSITI

4 University Key Result Areas

- Peningkatan Kualiti Akademik

(Enhancement of Academic Quality)

- Kelestarian Kewangan

(Financial Sustainability)

- Pembangunan Sosio-Ekonomi

(Socio-economic Development)

- Penjenamaan Bagi Penjajaran Strategik

(Branding for Strategic Positioning)

Pelan Strategik

Pengajian Tinggi Negara (PSPTN) National Higher Education Strategic Plan

33 PETUNJUK PRESTASI UTAMA

33 Key Performance Indicators

3 BIDANG KEBERHASILAN

UTAMA KEMENTERIAN

3 Ministry Key Result Areas

- Peningkatan Kualiti Pengajian Tinggi

(Enhancement of Higher Education Quality)

- Sumbangan Ekonomi dan Kewangan

(Economic and Financial Contribution)

- Pembangunan Sosio-Ekonomi

(Socio-economic Development)

SISTEM PENGUKURAN PRESTASI STRATEGIK Strategic Performance Measurement System

<60%

61% -95% >96% 0%

PENCAPAIAN MENGIKUT KRA 2014 KRA Achievement in 2014

KRA1

4 1

14 1

KRA2

2

13 1

KRA3

3

3 1

1

KRA4

1

75% (9 KPI)

PS

25% (3 KPI)

91% (30 KPI)

PSPTN

9% (3 KPI)

PS

PSPTN

KRA 1:

Peningkatan Kualiti Akademik Enhancement of Academic Quality

1

18 KPI

2 KPI

KRA 1:

Peningkatan Kualiti Akademik Enhancement of Academic Quality

1

14

4

PENCAPAIAN

KESELURUHAN

Overall Achievement

KRA 2:

Kelestarian Kewangan Financial Sustainability

1

15 KPI

1 KPI

KRA 2:

Kelestarian Kewangan Financial Sustainability

13

2

PENCAPAIAN

KESELURUHAN

Overall Achievement

KRA 3:

Pembangunan Sosio-ekonomi Socio-economic Development

1

6 KPI

2 KPI

KRA 2:

Pembangunan Sosio-ekonomi Socio-economic Development

1

3

3

PENCAPAIAN

KESELURUHAN

Overall Achievement

KRA 4:

Penjenamaan Bagi

Penjajaran Strategik Branding for Strategic Positioning

1 KPI

KRA 4:

Penjenamaan Bagi Penjajaran Strategik Branding For Strategic Positioning

1

PENCAPAIAN

KESELURUHAN

Overall Achievement

Sasaran Kerja Tahunan Individu,

Prestasi Pusat Tanggungjawab,

Kecemerlangan Organisasi. Individual Annual Work Target,

Departmental Performance,

Organisational Excellence.

“Kecemerlangan hanya akan dapat dicapai

sekiranya warga kerja kita menyedari kepentingan pelaksanaan

Pelan Strategik UMP 2011-2015 dan Pelan Strategik Pengajian Tinggi

Negara dalam urusan kerja individu dan PTJ mereka.”

“Excellence is only possible for this University if our staff are fully aware of the significance

of UMP Strategic Plan 2011-2015 and the National Higher Education Strategic Plan in

their official routines, both at the individual and departmental levels.”

Pencapaian Keseluruhan Overall Performance

39 KPI

87 %

J 45

PENCAPAIAN

KESELURUHAN

Overall Achievement

Pencapaian KPI Tahap Hijau Green-Level KPI Performance

[Skor | Score: >96%]

JUMLAH | Total

KPI

6 KPI

13.3 %

J 45

PENCAPAIAN

KESELURUHAN

Overall Achievement

Pencapaian KPI Tahap Kuning Yellow-Level KPI Performance

[Skor | Score: 61%-95%]

JUMLAH | Total

KPI

KECEMERLANGAN.

KEUTAMAAN KITA. Excellence. Our Priority.

“Pencapaian UMP pada tahun 2014

adalah amat positif, dari segi kuantiti dan

kualiti. Dengan sifar KPI berskor merah

atau kelabu, kita kini berada atas

landasan pertumbuhan yang kukuh.

“Our performance in 2014 has been very

positive, in quantity and quality. With zero

red and grey-scored KPI, UMP is now

standing on a solid ground for its growth.”

UMP Berautonomi Autonomous UMP

“Perkembangan positif yang berjaya dicapai oleh UMP sepanjang tahun

2014 telah meletakkan kita pada tahap persediaan yang tinggi untuk

menerima taraf autonomi sebagai sebahagian gelombang

transformasi pendidikan tinggi.”

“Our convincing performance throughout 2014 has placed UMP in a high state of

readiness to receive the autonomous status, thus enabling us to absorb the challenges

of higher education transformation.”

Earned

Autonomy

“Menggunakan konsep ‘earned autonomy’, Kementerian Pendidikan

Malaysia akan memberikan taraf autonomi kepada universiti yang berjaya

membuktikan kewibawaan integriti tadbir urusnya

dalam beberapa aspek tertentu.”

“Applying the concept of ‘earned autonomy’ , autonomous status will be granted by

the Ministry of Education to universities that have successfully proven their capability,

integrity and accountability in managing certain key aspects of governance.”

Penurunan Kuasa. Empowerment.

“Dengan pemberian taraf autonomi,

kuasa Agensi Pusat diperturunkan

kepada Lembaga Pengarah UMP bagi

memandu universiti ke arah

kecemerlangan dalam kerangka yang

lebih fleksibel.”

“With the autonomy,

the Board of Directors of UMP will be

vested with certain powers as a

responsible governance entity to drive the

University towards excellence in a more

flexible framework.”

Bidang Autonomi Autonomous Areas

TADBIR URUS INSTITUSI

Institutional Governance

TADBIR URUS

KEWANGAN

Financial Governance

TADBIR URUS

SUMBER MANUSIA

Human Resource Governance

TADBIR URUS AKADEMIK

Academic Governance

Rujukan Penilaian:

Assesment References:

- Guide To Assessing Good Governance in Malaysian Universities

- Code of University Good Governance

Autonomi Penuh.

Sasaran Kita. Full Autonomy.

Our Target.

80% SKOR MINIMUM

Minimum Score

Autonomi.

Berani Berbeza. Autonomy.

Dare To Be Different.

Berani Berbeza. Paradigma Sikap. Dare To Be Different. Attitude Paradigm.

KEUNIKAN Uniqueness

DINAMISME Dynamism

MENCABAR KELAZIMAN Non-coventional

Berani Berbeza. Tentangan. Dare To Be Different. The Ressistance.

“Jika kita terus melakukan perkara yang sama,

hasil yang diperolehi juga adalah sama.

Persekitaran yang dibentuk dengan sikap dan

amalan yang lazim mengekang pertumbuhan

kreativiti dan inovasi dalam organisasi. Malah,

kreativiti dan inovasi pengurusan kadangkala

dilihat sebagai ancaman dan dinilai dengan

pesimistik.”

“Continuously repeating the same thing will produce

the same result. Organizational creativity and

innovativeness cannot grow within a conventional

setting. Management creativity and innovation are

negatively perceived as threats.”

Perangkap Kebijaksanaan Konvensional. The Trap of Conventional Wisdom.

“Kita pada hari ini seolah-olahnya terikat untuk beroperasi

mengikut kebijaksanaan konvensional. Kita seolah-olahnya berasa lebih selamat

untuk terus beroperasi berpandukan kehendak lazim. Kelainan yang dapat dicipta

dengan mencabar status quo sebenarnya mampu meletakkan kita

dalam keadaan prestasi tinggi.”

“We seem to be very rigid in our operations sometimes - a mental block caused by our

own conventional wisdom. We feel good by operating conventionally. But the reality is,

the difference we make by challenging the status quo can actually push us sky-high.”

Berani Berbeza.

Tiga Persoalan. Dare To Be Different.

The Three Questions.

1

2

3

“Bagaimanakah UMP boleh kelihatan unik

dan luar biasa dalam kelompoknya

sebagai sebuah universiti berautonomi?”

“Can UMP stand unique and extraordinary in its class

as an autonomous university?

“Bagaimanakah motto pada logo – Engineering,

Technology, Creativity dapat dimaknakan bagi

memperihalkan UMP yang sebenarnya?”

“Can we pratically actualise our motto – Engineering, Technology,

Creativity to describe UMP as a whole?”

“Bagaimanakah misi pembudayaan kreativiti dan

inovasi dalam Pelan Strategik UMP

2011-2015 dapat dimaknakan?”

“How can we actualise the creativity and innovation acculturation

mission as stated in UMP Strategic Plan 2011-2015?”

“Berani berbeza boleh

diterjemahkan dalam

bahasa Inggeris sebagai

dare to be different atau

dare to differ.

Thus, lets dare to be

different or dare to differ

for the right reason within

the context of our roles

and functions in UMP.”

Berani Berbeza. Tafsirannya. Dare To Be Different. The Interpretation.

S

Berani Berbeza.Dinamisme Evolusi. Dare To Be Different. Evolutionary Dynamism.

“Untuk terus berevolusi secara dinamik, UMP

perlu mendakap pendekatan kreatif dan inovatif,

di luar kelaziman sebagai kunci kelestarian budaya

prestasi tinggi.”

“UMP needs to embrace uncommon, creative and

innovative approaches in its dynamic evolution to enable

a sustainable high performance culture.

Berani Berbeza.

Memerangi Zon Selesa. Dare To Be Different. Combatting Complacency.

UMP Berani Berbeza. Unik Dalam Kelasnya. UMP Dares To Be Different. Unique in its Class.

“Bagaimanakah UMP boleh muncul

luar biasa dalam kalangan

Universiti Berfokus?”

“How can UMP emerge exceptional among

Focused Universities?”

“The complacent, the self-indulgent, the soft societies are about to be

swept away with the debris of history. Only the strong, only the

industrious, only the determined, only the courageous, only the visionary

who determine the real nature of our struggle can possibly survive.” - John F. Kennedy

Complacency

Kills!

UMP Berani Berbeza. Bukan Sekadar Jenama. UMP Dares To Be Different. More Than A Brand.

“Sekadar berbangga sebagai sebuah Universiti Awam tidak cukup untuk

memberikan UMP jenama yang baik. Kita hendaklah berani meneroka aspek

penjenamaan yang lebih mencabar untuk menarik bakat-bakat terbaik.”

“Depending entirely on our status as a Public University is still insufficient for the

branding of UMP. We must be capable of exploring all aspects of branding in

order to attract the best talents to come to UMP.”

UMP Berani Berbeza.

Peranan Kita Semua.

UMP Dares To Be Different. Our Role.

“Why hide your talent

in the closet of complacency

when you have greatness

within you?”

- Robin Sharma

2015 INISIATIF

INITIATIVES

MELONJAKKAN E-PEMBELAJARAN

Augmenting the E-Learning

MELONJAKKAN BUDAYA KEUSAHAWANAN BERSEPADU

Augmenting Integrated Entrepreneurial Culture

MEMPERGIAT KOMERSIALISASI

Intensifying Commercialisation

MENINGKATKAN KESEJAHTERAAN WARGA KAMPUS

Enhancing the Well-being of the Campus Community

MENGURUS PRESTASI

Managing Performance

MEMUPUK KEPIMPINAN HOLISTIK

Nurturing Holistic Leadership

INISIATIF 1:

Melonjakkan E-Pembelajaran Initiative 1: Augmenting The E-Learning

OBJEKTIF Objective

Memberi nilai tambah kepada

kursus-kursus atas talian yang sedia ada. Providing value-added enhancements to the existing

online courses.

INISIATIF 1:

Melonjakkan E-Pembelajaran Initiative 1: Augmenting The E-Learning

4 KERANGKA TINDAKAN Action Frameworks

Merekabentuk program eksekutif yang berasaskan atas talian atau bersifat hibrid. Designing online or hybrid-based executive programmes.

Mengiktiraf fungsi peranti mudah alih

untuk memudahcara proses pendidikan di mana sahaja. Acknowledging the function of mobile devices in facilitating ‘education without walls’.

Merekabentuk produk akademik yang pintar dan terhubung. Designing smart and connected academic products.

Memperkenalkan ‘Kuliah Pembelajaran Global’. Introducing ‘Global Learning Classroom’.

INISIATIF 2:

Melonjakkan Budaya Keusahawanan Bersepadu Initiative 2: Augmenting Integrated Entrepreneurial Culture

OBJEKTIF Objective

Membentuk ekosistem keusahawanan

yang lengkap dan menyokong di UMP. Creating a comprehensive and supportive

enterpreneurship ecosystem in UMP.

3 KERANGKA TINDAKAN Action Frameworks

Memandatkan Pusat Keusahawanan untuk mengemukakan cadangan nilai

yang jelas untuk agenda keusahawanan di UMP. Mandating the Entrepreneurship Centre to prepare a clear value proposition in relation to

entrepreneurship agenda in UMP.

INISIATIF 2:

Melonjakkan Budaya Keusahawanan Bersepadu Initiative 2: Augmenting Integrated Entrepreneurial Culture

Memperkasa peranan Pusat Keusahawanan dalam menyelia

penubuhan dan pemantauan perusahaan perniagaan di UMP berdasarkan

konsep pembelajaran melalui pengalaman. Strengthening the role of the Entrepreneurship Centre in establishing and overseeing business enterprises in

UMP based on experiential learning concept.

Memperbadankan sebuah perusahaan sosial secara bersepadu

dengan dikoordinasikan oleh Pusat Keusahawanan. Incorporating a social enterprise through an integrated effort

coordinated by the Entrepreneurship Centre.

INISIATIF 3:

Mempergiat Komersialisasi Initiative 3: Intensifying Commercialisation

OBJEKTIF Objective

Memupuk Minda Komersialisasi

Yang Terarah Dalam Ekosistem Penyelidikan. Nurturing A Well-Directed

Commersialisation Mindset

within the Research Ecosystem.

4 KERANGKA TINDAKAN Action Frameworks

Menilai potensi komersialisasi dalam cadangan penyelidikan di setiap peringkat. Assessing commersialisation potential in every research proposal at all levels.

Memperkemaskan ekosistem komersialisasi melalui pengenalan

dana pra-pengkomersialan dan Commersialisation Seed Fund yang lebih jelas. Strengthening the commercialisation ecosystem by introducing a comprehensive

pre-commercialisation fund and Commersialisation Seed Fund.

Meningkatkan penglibatan UMP Holdings Sdn Bhd (UMPH)

dalam proses komersialisasi secara telus. Enhancing UMPH’s participation in commercialisation process.

Melonjakkan komersialisasi melalui kerjasama teknikal dan perniagaan. Intensifying commercialisation through technical and commercial collaborations.

INISIATIF 3:

Mempergiat Komersialisasi Initiative 3: Intensifying Commercialisation

INISIATIF 4:

Meningkatkan Kesejahteraan Warga Kampus Initiative 4: Enhancing the Well-being of the Campus Community

OBJEKTIF Objective

Mewujudkan sikap penyayang

dan gaya hidup yang cemerlang

dalam kalangan warga UMP. Creating caring attitude and excellent lifestyle

among UMP citizens.

3 KERANGKA TINDAKAN Action Frameworks

Membangunkan satu gaya hidup cemerlang yang merangkumi aspek kesihatan,

kesedaran, pematuhan dan kelestarian di UMP. Developing excellent lifestyle – health, awareness, compliance and sustainability in UMP.

Memperkenalkan Program Bantuan dan Sokongan Staf (EAP) mulai 1 Mac 2015. Introducing Employee Assistance Programme beginning March 1, 2015.

Menubuhkan Unit Perundingan & Bantuan Staf. Establishing Employee Consultation & Assistance Unit.

INISIATIF 4:

Meningkatkan Kesejahteraan Warga Kampus Initiative 4: Enhancing the Well-being of the Campus Community

INISIATIF 5:

Mengurus Prestasi Initiative 5: Managing Performance

OBJEKTIF Objective

Mengukur prestasi Pusat Tanggungjawab

secara objektif berdasarkan

Penyatuan Matlamat, Motivasi Pengurus

dan Autonomi Bahagian. Measuring Departmental performance objectively,

based on Goal Congruence, Managerial Motivation and

Divisional Autonomy.

5 KERANGKA TINDAKAN Action Frameworks

Mengklasifikasi PTJ tertentu sebagai Pusat Kos. Classifying certain Departments as Cost Centre.

Mengklasifikasi PTJ tertentu sebagai Pusat Keuntungan. Classifying certain Departments as Profit Centre.

Mengklasifikasi PTJ tertentu sebagai Pusat Pelaburan. Classifying certain Departments as Investment Centre.

Memulakan dialog tentang kriteria klasifikasi baharu PTJ. Initiating a constructive dialogue on the criterion of the new Departmental classification.

INISIATIF 5:

Mengurus Prestasi Initiative 5: Managing Performance

Menubuhkan Unit Pengurusan Prestasi. Establishing Performance Management Unit.

INISIATIF 6:

Memupuk Kepimpinan Holistik Initiative 6: Nurturing Holistic Leadership

OBJEKTIF Objective

Mewujudkan sinergi dalam kalangan staf di

semua lapisan di peringkat intra dan

inter-PTJ bagi memastikan keberkesanan

pelaksanaan dasar. Creating the synergy among our staff across the hierarchy

at the intra and inter-departmental levels in ensuring the

effectiveness of policy implementation.

3 KERANGKA TINDAKAN Action Frameworks

Menghayati fungsi kepimpinan tersurat dan tersirat secara menyeluruh. Embracing the explicit and implicit leadership functions holistically.

Mengamalkan pendekatan kepimpinan mangkin untuk menerajui transformasi. Practicing catalytic leadership approach in championing the transformation.

Memberi pendedahan mengenai konsep dan amalan kepimpinan

kepada setiap warga UMP secara latihan berstruktur. Exposing UMP citizens to leadership concept and practice through structured training series.

INISIATIF 6:

Memupuk Kepimpinan Holistik Initiative 6: Nurturing Holistic Leadership

MELONJAKKAN E-PEMBELAJARAN

Augmenting the E-Learning

MELONJAKKAN BUDAYA KEUSAHAWANAN BERSEPADU

Augmenting Integrated Entrepreneurial Culture

MEMPERGIAT KOMERSIALISASI

Intensifying Commercialisation

MENINGKATKAN KESEJAHTERAAN WARGA KAMPUS

Enhancing the Well-being of the Campus Community

MENGURUS PRESTASI

Managing Performance

MEMUPUK KEPIMPINAN HOLISTIK

Nurturing Holistic Leadership

RUMUSAN PRINSIP Summarised Principles

SUCI HATI. JANGAN BINA DINDING KUASA. In Good Faith. Do Not Build The Power Wall.

“Untuk terus melangkah cemerlang, UMP memerlukan kalangan pegawai yang

berpendirian, berani mengemukakan idea, membahaskan fakta dan bersedia

memberi cadangan yang bernas. Dalam semangat ini, kalangan pegawai kanan kita

hendaklah menekuni budaya keterbukaan ini dengan suci hati.

“To excel further, UMP needs high-quality officers – principled, dare to speak his mind,

able to debate facts and prepared to offer constructive views.

In this spirit, our senior officers must also embrace professional openness in good faith.

The idea of authority is no longer relevant.”

FIKIR DAN BERTINDAK

SECARA FLEKSIBEL

Think and act flexibly

BUAT LEBIH DENGAN

SERBA KEKURANGAN

Do more with less

CARI PELUANG

DALAM KESULITAN

Seek opportunity in adversity

JADIKANNYA MUDAH

Keep it simple

LIBATKAN KELOMPOK

TERPINGGIR

Include the margin

IKUT GERAK HATI

Follow your heart

“One cannot alter a

condition with the

same mindset that

created it.” - Albert Einstein

“Dare To Be Different,

Actualising The Autonomy”