Keserakanan Dalam Pendidikan Tinggi - Jabatan Pendaftar...35 programs x 3 courses/program = 105...
Transcript of Keserakanan Dalam Pendidikan Tinggi - Jabatan Pendaftar...35 programs x 3 courses/program = 105...
Keserakanan Dalam Pendidikan Tinggi
Professor Dr Mohamad Kamal Harun, FAScAKEPT
The National Park, Kuala Tahan, Pahang, Malaysia
Misi Melahirkan Insan Yang Meneraju Industri Perladangan
Negara
UiTM : Plantation Management Programo Diplomao Degree
1970 an
Ahli Akademik
Mencari/Membentuk/ Menerbitkanilmu
Menyampaikanilmu
Mengupayakan masyarakatmelalui Ilmu
Kepimpinan Akademik
1. Tidak mempunyaijawatan yang memberikan kuasa.
2. Dihormati atas kehebatanilmunya
3. Dipandang tinggi ataskredibilitipengetahuannya
4. Diidengari ataskebijaksanaannya
5. Mampu menjadi rujukankepada masyarakat
Soil Fertility
Plant Diseases
Management Operation
Mechanization of Estate Operation
Postharvest Handling and ProcessingAgricultural Marketing
Plantation Crops
Labor Resource
General Field Maintenance
Pest and Disease Management
Ethical, Social and Legal Issues
Economics
Melahirkan Insan Yang Meneraju Industri Perladangan Negara
©AKEPT2016
Cerita Misi Melahirkan Insan Yang Meneraju Industri Perladangan
Negara
KESERAKANAN
KESERAKANAN DIDALAM ORGANISASI
Pengurus/Pentadbir
Universiti
Pusat Peperiksaan Pej Perhubungan Industri Selenggaraan
©AKEPT2016
A Story
Tugas Pemimpin Akademik Mencari/Membentuk Ilmu dan
Mengukuhkan Universiti
Menguji/Menyelidik/Menerbit
Mengkaji
Dikongsikan dandibahaskan dalampasukan bidang; KESERAKANAN
Dikongsikan: Merentas bidang; Pengajaran/PenerbitanKESERAKANAN
UniversitiTersohor
KESOHORAN UNIVERSITI
Kesohoran Universiti
1. Kerakanan membina pasukan yang bekerjasama secara kukuh dan menyokong(secara profesional) antara satu sama lain bagi mencapai matlamat organisasi.
2. Kerekananan bererti mendengar dan menggalakkan perbedaan pandangan danpendapat serta menyokong perbedaan ini, jika ia boleh menjayakan misimenghasilkan insan berguna.
3. Keserakanan menekankan kepada tanggungjawab secara berpasukan dalammencapai misi dan matlamat.
4. Keserakanan mencetuskan interaksi kerap antara satu sama lain bagi memastikankeputusan bersama dibuat dalam menjayakan misi dan menelakkan konflik.
1. Keserakanan membentuk tenaga kerja yang bersemangat tinggi disampingmenyediakan suasana dan ekosistem pekerjaan yang memberansangkan.
Lesson Learnt
• Keserakanan1. Menampakkan kecenderungan
kepada mengambil berat terhadaprakan sekerja dan kejayaanmereka.
2. Antara ahli fakulti bertumpukepada perkembangan pespektifdan juga kemajuan antara ahli.
3. Meningkatkan kreativiti dankeupayaan organisasi
4. Memantapkan kolaborasi, 5. Membulatkan usaha melalui
kerjasama6. Lebih bersifat “humanistic”dan
tidak “mechanical"7. Sentiasa melihat kehadapan.
Lesson Learned
• Kesan Keserakanan1. Meningkatkan produktiviti
dan kecekapan individuserta organisasi
2. Peningkatan semangatberkomuniti
3. Satu budaya yang positif4. Menjadikan tempat kerja
seronok didiami.
• Kesan ketiadaan SemangatKeserakanan
1. Kecekapan dan keberkesananorganisasi menurun,
2. Mengasingkan diri dari orang lain
3. Kehilangan peluang untuk lebihcepat maju
4. Mengekang potensi bakatindividu dalam organisasi, danmenyebabkan kerugian kepadaorganisasi
The collegial effect: An exploratory study of how faculty members perceive collegiality and its effects on individuals and departmentsRobinson, Raymond D.. Michigan State University,
Lesson Learned
• Ketiadaan Semangat Keserakanan
1. Terlalu mementingkan diri sendiri, 2. Tidak mempunyai timbang rasa dan
kesedaran tentang keadaansekeliling.
3. Menpunyai sifat dan perangai yang negatif.
4. Sentiasa menyangka diri lebihhandal dari yang lain danmenggunakan kedudukan danpangkat untuk menunjukkan kuasa.
5. Dalam keadaan tertentu bersifatdiskriminasi.
Lesson Learned
Empathy: Fair and Recognized
Potentials of others
ACKNOWLEDGED THAT POWER ANDAUTHORITY ARE EQUAL AMONGCOLLEAGUES.
Lesson Learned
Lesson Learned
Be Knowledgeable
Lesson Learned
Voices of the Malaysian Community
(community survey 2014)
1. Lead Knowledge to Empowering the Community2. Education for All: Inclusive and Equitable Opportunities for
Quality Higher Education.3. Strengthen National Cohesion through Higher Education;4. Malaysian Higher Education: Strength through Diversity5. Foster Collaboration for Excellence;6. Nurture Talent: Learning Experience for Continued Excellence7. Internationalization: Progressive International Impact;8. IHL Governance: Empowered and Transparent9. Higher Education that Leads Economic Revitalization;10. Higher Education for Inclusive and Sustainable Development11. Research and Innovation for humanity and inclusive growth;12. HE as an instrument for soft power in conflict resolution.
©AKEPT2016
AKEPT PILLARS
HigherEducation Thought & Action Leaders
Training & Talent Development
Research
Administration, Financial, Infrastructure & Partnership
THRUST
FUNCTION
VISION & MISSION
SUPPORTSYSTEM
Academic Leadership
Institutional Leadership
Strategic Research on Leadership
FOCUS AREAS FOR ACADEMIC LEADERSHIP, GOVERNANCE & LEADERSHIP TALENT DEVELOPMENT
©AKEPT2016
ACADEMIC LEADERSHIP IN HIGHER EDUCATION (AL 400)
Strategic Leadership & Decision Making
Academic & The Community (Nation-Civilisation)
The Malaysian Higher Education (Autonomy & Governance)
Leadership Style, Traits and Characteristic
The Idea & role of Higher Education in Malaysia
Leadership in Managing Diversity
Malaysian Higher Education Blueprint & Act
INSTITUTIONAL LEADERSHIP
ADVANCED LEADERSHIP PROGRAMME (IL 700)
Leadership Mobility
Sustainable Leadership
Coaching & Mentoring Leaders in HEIs
Global Discoveries: Future University
Autonomy & Accountability in 21st Century HEIs
MID-LEVEL LEADERSHIP PROGRAMME II (IL 600)
Leading Successful Change in HEIs
Strategic Financial Management in HE Towards High-Income Nation
Strategic Management for High-Performance Universities II
Building Inner Strengths of Leaders in Higher Education
Crisis Leadership in HEIs
MID-LEVEL LEADERSHIP PROGRAMME I (IL 500)
Strategic Management for High-Performance Universities I
Strategic Communication & Media for HEIs Leaders
Fostering Creative Problem Solving in HEIs: Crisis & Conflict Management
Unlocking Potential Through Performance Management
ACADEMIC LEADERSHIP
ACADEMICS AND THE INSTITUTION (AL 300)
Academic Governance & Leadership
Corporate Strategy in University Administration
Academic Leadership in CommunityUniversity Engagement
Collegial Management
Knowledge Management & Academic Credibility
Managing Scarcity & Solidarity
COMMUNITY OF ACADEMICS (AL 200)
Academic Profession (Scholarship-Culture)
Academic Networking
Coaching & Mentoring for Excellence
THE INDIVIDUAL ACADEMIC (AL 100)
Qalb-Based Leadership
Human Governance
Intellectuality & Social Conscience
Academic Ethics & Integrity
Self Leadership & Identity Construction
35 programs x 3 courses/program = 105 courses
©AKEPT2016
STRATEGIC LEADERSHIP FOCUS AREAS
MODULE
Human Capital Development for Technology Transfer Centre
Grants Assessor Programme
The Digital Education Leadership Action Training (DELAT) Programme
CONFERENCES/PUBLICATIONS
AKEPT Leadership Talk Series
World Islamic Countries University Leaders Summit (WICULS 2016)
Conference on Governance in Higher Education Institutions 2016
ASEAN Emerging Administrative Leaders Convention 2016
2nd Forum on Qalb-Based Leadership in Higher Education Institutions
South East Asia Higher Education Summit (SEAHES 2016)
HE Governance for Malaysian University Boards Chairs and Vice Chancellors/Presidents
LEADER Magazine
Conference for Higher Education Department Heads
YOUNG LEADER DEVELOPMENT
Malaysian Young Scholar Leadership
ASEAN Future Leaders (AFLES)
STRATEGIC LEADERSHIP RESEARCH
University Good Governance Practice
The nature and Functions of Qalb in Leadership from the Islamic Perspective:
ASEAN Community Leadership Engagement: Reviving The Soul of Higher Education
University Corporate Governance: RU’s, Comprehensive and MTUN
TERIMA KASIH