Strategic thinking skills for educational leaders
-
Upload
muhamad-bustaman-abdul-manaf -
Category
Education
-
view
699 -
download
2
description
Transcript of Strategic thinking skills for educational leaders
![Page 2: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/2.jpg)
Pemikiran Strategik: satu tabiat pemimpin cemerlang
Trainer:
Muhamad Bustaman bin Abdul Manaf
Pensyarah Cemerlang DG 54
Bidang: Pengurusan Pendidikan
Institut Aminuddin Baki, [email protected]
![Page 4: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/4.jpg)
A bit about me
Long and good career in IAB-since 1995
Currently published 3 books: quality management & Strategic PlanningFuture: Strategic Thinking and Developing KPI
Expert Lecturer DG 54
Expert Areas: Strategic Management, Quality Management, Performance Mgt (KPI)Leadership, Strategic Thinking, Change Mgt, Risk Management, Strategic Decision Making, Leadership Coaching.
![Page 5: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/5.jpg)
BIODATA PENCERAMAH MUHAMAD BUSTAMAN BIN HAJI ABDUL MANAF
Pensyarah Cemerlang DG 54, Institut Aminuddin Baki, KPM
1. Pengalaman memberi kursus Pengurusan Strategik dan Pengurusan Kualiti di Institut Aminuddin Baki semenjak 1995.
2. Menulis buku: 1. Perancangan Strategik. 2. Pengurusan Kualiti dalam pendidikan 3. Buku ketiga: Pengurusan Strategik-akan terbit bulan 7 2009 oleh PTS.
3. Pernah mengikuti Latihan Profesionalisme dalam bidang Pengurusan Strategik dan Pengurusan Kualiti Latihan Luar Negara (selain dalam negara):
• i. Strategic Management & Leadership: World Trade Institute, New York, USA (1996)• ii. TQM in Education: SEAMEO Innotech, Manila. Philippine (1998)• iii. Strategic planning in education: Uni of York, England (2000- 2004) • iv. Strategy Performance Measurement (BSC): Uni of Adelaide, Australia (2005)
4. Mempunyai sijil profesional Juruaudit (Lead Auditor) MS ISO 9000 sejak 1998 (berdaftar dengan IRCA London.
5. Memberi khidmat konsultasi dalam Pengurusan Strategik dan KPI untuk semua peringkat Bahagian dalam Kementerian Pelajaran Malaysia.
6. Ahli Panel Sistem Pengurusan Kualiti Star Rating (SSR) KPM
7. Pembentang kertas pernyataan baru MISI, VISI dan Matlamat KPM8. Kepakaran lain: Kursus KMK, Benchmarking, Quality Tools, Quality from Islamic Perspectives,
Strategic Change, Strategic Leadership Skills, Strategic Thinking Skills.
5
![Page 8: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/8.jpg)
• Di akhir kursus ini: • 1. Peserta boleh memahami tentang
kepentingan kemahiran berfikir untuk meningkatkan kualiti kepimpinan kendiri dan pengurusan strategik organisasi.
• 2. Keupayaan peserta untuk meningkatkan amalan pemikiran strategik dalam aktiviti seharian lebih mantap dan berkesan. (transformasi aliran pemikiran baru-strategik)
Objektif
![Page 10: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/10.jpg)
Mengapa Perlu Berfikiran Strategik?
• “The significant problems we have cannot be solved at the same level of thinking with which we created them…”
Albert Einstein*Image via Bing
![Page 12: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/12.jpg)
*Image via Bing *Image via Bing *Image via Bing
*Image via Bing
![Page 13: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/13.jpg)
• 1. Respond more quickly and strategically in a constantly changing work climate. Challenge the status quo and lead your organization to greater success
• 2. Identify strategies to better position their organization for long-term competitive advantage.
• 3. Formulate strategic plans to help your organization advance and improve.
• 4. Understand the tools used in strategic thinking and planning. Detect the strengths, weaknesses, opportunities and threats (SWOT) that drive strategy.
• 5. Communicate your strategic mission and vision in a way that gains buy-in and commitment to critical goals. Translate strategy into action plans, including consideration on how to execute strategy and deliver results through people and processes.
The Big Benefits
![Page 14: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/14.jpg)
• 6. Establish strategic planning, monitoring and controlling mechanisms that ensure positive results.
• 7. Be able to explain what is meant by the terms “strategic thinking”, “strategic planning” and “strategic management”.
• 8. Understand the relative place of strategic thinking and policy analysis in the overall value creation chain.
• 9. Be equipped with a range of creative tools that are used in strategic thinking and know where to look for follow-up information.
• 10. Have had some hands-on experience of using both the creative tools and an organizing framework within which to approach strategic thinking and long-range policy formulation
![Page 15: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/15.jpg)
Strategic thinkers have the ability to:
• Reframing• Scanning the
environment for trends• Envisioning• Abstract Thinking• Inducting• Think with multi-
variables• Valuating
• Source: “What Gifted Strategic Thinkers Do” by Peter Linkow, Training & Development Journal, 1999
*Image via Bing
![Page 17: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/17.jpg)
Knowing others is intelligence
Knowing yourself is true wisdom
Mastering others true power
![Page 18: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/18.jpg)
• Honesty• Open-mindedness• Willingness to act
H.O.W to get the most from this course?
![Page 19: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/19.jpg)
mbustaman/IAB/KPM/05
19
![Page 20: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/20.jpg)
Tangkap Pemikiran Anda
• Semasa kursus berlansung, tuliskan perubahan cara anda berfikir dan akan buat perubahan bila balik ke tempat kerja nanti
![Page 21: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/21.jpg)
Perkara yang telah saya pelajari Tindakan saya selepas ini
Diri
Tempat kerja
Borang: Rekod Pembelajaran
![Page 23: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/23.jpg)
• Keupayaan Berfikir Yang membezakan Manusia dan
Kehidupan Lain.Membezakan darjat antara
manusiaMembezakan manusia yang
berjaya dan yang [email protected]
![Page 24: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/24.jpg)
• Katakanlah, “Apakah sama orang-orang yang mengetahui dengan orang-orang yang tidak mengetahui?”(az-Zumar: 9)
Allah berfirman:
![Page 25: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/25.jpg)
25
• Kata Imam Ghazali:
“seorang guru yang hanya memikirkan mengajar sahaja tanpa memikirkan masa depan muridnya, lebih baik jangan jadi guru”
![Page 26: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/26.jpg)
Persoalan?
Apakah perhubungan antara ilmu pemikiran strategik dengan:
1. Pengurusan Strategik
2. Perancangan Strategik
3. Kepemimpinan [email protected]
![Page 27: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/27.jpg)
Definisi Pengurusan Strategik (SM)
“Pengurusan Strategik adalah proses di mana organisasi menguruskan formulasi dan implementasi strategi”
Mason Carpenter & William Sanders (2006)
27mbustaman IAB KPM 13
![Page 28: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/28.jpg)
Model Proses Asas Amalan Pengurusan Strategik
Pemikiran strategik
Formulasi Strategi
Implementasi strategi
Hasil
(outcomes)
Strategic Thinking is a thinking skill in ‘seeing’ issues, problems and
opportunities in a larger and broader perspective and being able to understand the inter-relation of all the elements involved so that the best course of action could be formulated to achieve the desired goals
28mbustaman IAB KPM 13
![Page 29: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/29.jpg)
mbustaman IAB KPM 13
Organisation = Ship
29
![Page 30: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/30.jpg)
• Bryson (2003): satu usaha yang teratur bagi menghasilkan keputusan-keputusan yang fundamental dan tindakan-tindakan dapat membentuk serta mengemudikan sesebuah organisasi ke arah kecemerlangan (ms 8)
Definisi Perancangan Strategik 1
![Page 31: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/31.jpg)
Hubungan Perancangan Strategik & pemikiran strategik
Tindakan
Ini langkah akhir? …
Perancangan StrategikMengambil TindakanBagaimanakah cara
untuk melakukannya?
![Page 32: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/32.jpg)
Hubungan Perancangan Strategik & pemikiran strategik
Keputusan strategik
Ramai pemimpin berhenti pada tahap membuat keputusan strategik
Tetapi….apa yang memberi maklumat untuk membuat keputusan?
Membuat Keputusan Strategik
Membuat PilihanWhat will we do?
![Page 33: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/33.jpg)
pilihan
Strategic thinking is probably the least defined and least well understood part of the strategy process.
What informs strategy at your institution?
Pemikiran StrategikPenjanaan pilihan
Apakah yang mungkin berlaku?
Hubungan Perancangan Strategik & pemikiran strategik
![Page 34: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/34.jpg)
Pemikiran StrategikPenjanaan pilihan
Apakah yang mungkin berlaku?
Membuat Keputusan StrategikMembuat Pilihan
What will we do?
Perancangan StrategikMengambil Tindakan
Bagaimanakah cara untuk melakukannya?
Pilihan
Keputusan
Strategi & Tindakan
34
Pendekatan masa depan dan kaedah
![Page 37: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/37.jpg)
37
Art & Discipline
Art
Creativity to fashion a vision
Discipline
Direct thought processes & turn vision into reality through action
![Page 38: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/38.jpg)
38
ArtThinking that is open, out of the box
Big picture –helicopter view
Creating alternative strategic visions
Ability to see what if? Scenarios
Courage to analyse & see decision making criteria
![Page 39: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/39.jpg)
39
DisciplineCourage to make decisionsImplement policyGet others to share vision & work together to
achieve it
Beatty in “Becoming a Strategic Leader” defines it as:-
“A way of thinking, acting & influencing others in ways that
enhance an organisation’s sustainable, competitive advantage”.
![Page 40: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/40.jpg)
40
All men can see the tactics whereby I conquered, but what none can see is the
strategy out of which it evolved
Sun Tzu
![Page 41: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/41.jpg)
41
Characteristics of Strategic Leadership
• Broad in scope
• Impact felt over long periods of time
• Often involves significant organisational change
• Drive & move an organisation so that it will thrive in the long term
![Page 44: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/44.jpg)
• Pemikiran strategik adalah keupayaan untuk melepaskan isu-isu hari ini dan meletakkan diri sendiri didalam masa depan.
• Keupayaan melukis rupa bentuk sasaran masa depan yang inginkan melangkaui pengalaman hari ini
• Tempoh masa 5 tahun adalah minima (Nolan et.el, 2008)
Definisi Pemikiran Strategik
![Page 45: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/45.jpg)
• Pemikiran strategik adalah proses mengenal pasti, membayangkan dan memahami mungkin dan munasabah persekitaran operasi masa depan untuk organisasi anda ...
![Page 46: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/46.jpg)
• Mengintegrasikan masa depan ke dalam proses membuat keputusan hari ini dengan pemikiran yang besar, dalam dan jauh/masa panjang.
Definisi Pemikiran Strategik
![Page 48: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/48.jpg)
• Besar (sangat luas) - tindakan memahami bagaimana organisasi/individu berhubung dan berinteraksi dengan organisasi lain dan persekitaran luaran?
![Page 49: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/49.jpg)
Pemikiran Sistem: satu set komponen berhubungan untuk capai satu matlamat
![Page 51: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/51.jpg)
51Pisapia, J. (2009). The Strategic
Leader. Charlotte, NC: IAP
![Page 52: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/52.jpg)
Mendalam – merujuk kepada cara mempersoalkan operasi?• Adakah kita beroperasi
dari tafsiran kita yang telah lalu, atau jangkaan kami masa depan?
• Adakah andaian kita hari ini sah pada masa akan datang?
![Page 53: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/53.jpg)
![Page 54: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/54.jpg)
• Jauh: Masa Panjang
• Sejauhmana masa depan yang kita cari?
• Adakah kita memahami bentuk pilihan persekitaran masa hadapan untuk organisasi anda?
![Page 55: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/55.jpg)
![Page 57: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/57.jpg)
![Page 58: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/58.jpg)
![Page 59: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/59.jpg)
• Berfokus masa depan (future focus)• Openness• Breadth• Positive outlook• Curiosity• Flexibility
Ciri- Ciri Umum Individu BS
![Page 60: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/60.jpg)
• Tidak mengenal jarak• Melangkaui batas
masa/zaman• Mempengaruhi keadaan jiwa• Mempengaruhi kesihatan• Menentukan harga diri• Membina imej diri• Mempengaruhi hasil
(outcomes)• Bukan hasil keturunan
![Page 61: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/61.jpg)
Kesimpulan: Apakah yang anda telah pelajari setakat ini?
mbustaman/IAB/KPM/12
61
![Page 62: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/62.jpg)
Apakah yang telah saya pelajari
Apakah tindakan yang saya akan buat berkaitannya
selepas ini
Borang: Rekod Pembelajaran
![Page 63: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/63.jpg)
• Rujuk Worksheet 1• Masa: 20 minit• Perbincangan: contoh amalan
Penilaian Kendiri 1: Amalan Pemikiran Strategik
![Page 64: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/64.jpg)
Intent Focused Built on a managerial vision of where the firm is going and what it is trying to become. This is called strategic intent.
Comprehensive A “systems” perspective. Envisions the firm as a part of a larger system of value creation. Understands the linkages between the firm and the other parts of the system.
Opportunistic Seizes unanticipated opportunities presented to the firm.
Long-term OrientedGoes beyond the here and now. Looks several years into the future at what the firm will become, based on its strategic intent.
Built on Past and PresentDoes not ignore the past or present. Instead, learns from the past and builds on a foundation of the realities of the present.
Hypothesis Driven A sequential process in which creative ideas are then critically evaluated. Is willing to take a risk. Learns from mistakes.
Source: J. M. Liedtka, “Strategic Thinking"
![Page 66: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/66.jpg)
Strategic Thinking Main Framework
Systems Thinking
Reflection
Reframing
66Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
ST
![Page 67: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/67.jpg)
Self Assessment 2: Strategic Thinking Habits
Systems Thinking
Reflection
Reframing
67Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
ST
![Page 68: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/68.jpg)
Check Your Habits – Systems Thinking SkillsGood Habits• Try to extract rules and/or patterns from the information available• Find that in most cases external changes require internal changes• Search for the cause before taking action. • Find that one thing indirectly leads to another• Try to understand how the facts presented in a problem are related to each other• Try to identify external forces which affect your work• Try to understand how the people in the situation are connected to each other• Investigate the actions being taken to correct the discrepancy between what is desired
and what exists• Look for fundamental long-term corrective measures• Look for changes in the organization’s structure that lead to significant enduring
improvement• Look at the ‘Big Picture’ in the information available before examining the details• Seek specific feedback on your organization’s performance• Think about how different parts of the organization influence the way things are done
Bad HabitsView relationships individually as opposed to being part of an interwoven network
Break the problem into parts before defining the entire problem
68Pisapia, J. (2009). The Strategic
Leader. Charlotte, NC: IAP
![Page 69: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/69.jpg)
Check Your Habits – Reflecting HabitsGood Habits• Review the outcomes of past decisions• Reconstruct an experience in your mind • Consider how you could have handled the situation after it was resolved • Accept that your assumptions could be wrong• Acknowledge the limitations of your own perspective• Ask “WHY” questions when trying to solve a problem• Set aside specific periods of time to think about why you succeeded or
failed• Frame problems from different perspectives • Connect current problems to your own personal experience and previous
successes • Stop and think about why you succeeded or failed• Reconstruct an experience in your mind to understand your feelings about it• Take into account the effects of decisions others have made in similar
situations
Bad Habits• Ignore past decisions when considering current similar situations? ® • Ignore your past experiences when trying to understand present situations
69Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
![Page 70: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/70.jpg)
Check Your Habits – Reframing HabitsGood Habits• Seek different perceptions• Track trends by asking everyone if they notice changes in the organization's
context.• Ask those around you what they think is changing• Engage in discussions with those whose values differ from yours• Use different viewpoints to map out strategies• Recognize when information is being presented from only one perspective • Listen to everyone’s version of what happened before making a decision? • Engage in discussions with those who have different beliefs or assumptions
about a situation?Bad Habits• Find only one explanation for the way things work? ® • Decide upon a point of view before seeking a solution to a problem? ®• Create a plan to solve a problem, before considering other viewpoints? ®• Discuss the situation only with people who share your beliefs
70Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
![Page 71: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/71.jpg)
• Phase 1 – setting the stage – consists of two steps:• Seeing the big picture – understanding the broader business
environment in which you operate• Analysing information – sorting out and prioritizing the most
important information
• Articulate strategic objectives - determining what you hope to achieve by thinking strategically.
• Prioritizing your actions – staying focused on your objectives
• Phase 2 – applying your skills – consists of two additional steps:• Getting creative - generating alternatives, • Making trade-offs – recognizing the potential advantages and
disadvantages of an idea or course of action, making choices regarding what you will and won’t do, and balancing short- and long- term concerns
Framework
![Page 73: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/73.jpg)
• Fokus 1: Membuka/anjakan paradigma minda
• A. Amalan Pemikiran Besar (kendiri)• bina aspirasi awal - gambaran minda: cara untuk membangunkan
istilah pemikiran besar
• B. Amalan Pemikiran Besar (Organisasi)• 1. Pemikiran sistemik • 2. Pengurusan ”blind spot” • 3. Berfikiran Positif dan Proaktif
• Fokus 2: Memahami dan Mengurus Persekitaran
• Fokus 3: Memahami Bidang strategik
Tema 1:Berfikir & Berjiwa Besar
![Page 74: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/74.jpg)
Apa Yang Anda Nampak?
![Page 75: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/75.jpg)
75
![Page 76: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/76.jpg)
76
![Page 79: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/79.jpg)
• Bina Keyakinan Diri• Jawab Kuiz kendiri:
Aras Kualiti Diri Anda• Persoalan: Apakah
cara untuk membangun
kuasa keyakinan diri
Gambaran Keseluruhan Kualiti Diri
![Page 80: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/80.jpg)
• 1. Kenali diri anda yang sebenar.• 2. Amalkan bual diri yang positif• 3. Berkawan dengan orang yang positif• 4. Tetapkan matlamat peribadi & bayangkan kejayaan• 5. Elakkan diri daripada memetingkan kesempurnaan• 6. Jadi seorang yang asertif• 7. Pertingkatkan kemahiran kemunikasi dan kompetensi diri• 8. Anggap kegagalan sebagai pengalaman• 9. Bina penampilan diri yang menyakinkan
Cara –cara untuk meningkatkan keyakinan diri
![Page 81: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/81.jpg)
Kesimpulan: Apakah yang anda telah pelajari setakat ini?
mbustaman/IAB/KPM/12
81
![Page 82: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/82.jpg)
Apakah yang telah saya pelajari
Apakah tindakan yang saya akan buat berkaitannya
selepas ini
Borang: Rekod Pembelajaran
![Page 83: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/83.jpg)
![Page 84: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/84.jpg)
Your mission and vision will become clear only when you can look inside your heart.
One who looks outside, dreams, one who looks inside awakens..
![Page 85: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/85.jpg)
Everything is always created twice.. Once in the mind and once in reality..Visualize all that you want to be..!
DARE TO DREAM…….!
Bengkel: Pembinaan Misi dan Visi Peribadi.
![Page 86: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/86.jpg)
Expand your dreams.. Be brave, Set no limits on the working of your imagination..
Be IMAGINEERS…!
![Page 87: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/87.jpg)
Primary Questions That Are Central to Your Personal Mission and Vision
Personal Mission Personal Vision
• Who am I?• What is my philosophy of life?• Why am I on this earth?• What are my overall life objectives?• What do I live for?• What are my deepest aspirations?• Why do I do what I do?• What are my unique talents?• Where do I stand now?• What are my core beliefs?
• Where am I going?• Which values and principles guide my way?• What do I want to help realize?• What do I want to achieve?• What are my long-term intentions?• What is my ideal?• What do I stand for?• What do I believe in?• Which contribution to society do I strive to make?• How do I see myself? (What is my self-image and my sense of self-worth?)
87
mbustaman/IAB/KPM/12
![Page 88: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/88.jpg)
• 1. What are you truly passionate about your work?
• 2. What is your truly órganisation’/division core business and best at?
• 3. What will you going to be in 3-5 years?• 4. What is your mantra/organisation
mantra?
4 mantra
![Page 89: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/89.jpg)
• Focus: critical issue/decision today• Scan: two trends likely to affect your decision
into the future (think uncertainty not predictability)
• Interpret: think about how these trends might play out over the next 10 years
• Imagine: how your organisation look like in 10 years – image/metaphor/book or movie title
• Decision: – implications/options for your decision today. What will be the same, what might you do differently?
Your turn…
![Page 91: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/91.jpg)
Kesimpulan: Apakah yang anda telah pelajari setakat ini?
mbustaman/IAB/KPM/12
91
![Page 92: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/92.jpg)
• Soalan perbincangan: mengapa kita perlu berfikir secara ‘big picture’?
Worksheet 2: Seeing the big picture
![Page 93: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/93.jpg)
Sempadan Nilai?Nilai ialah prinsip, standard dan tatacara tindakan
seseorang dalam sesuatu organisasi.(W.G Ricky & M. Pustay, 1999)
• Nilai dapat diertikan sebagai asas oleh masyarakat menilai, mengukur atau membuat keputusan terhadap sesuatu perkara, darjat, mutu, kualiti, taraf perilaku dan benda mengenai seseorang atau kelompok orang sebagai baik, berharga dan bernilai.
![Page 94: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/94.jpg)
VALUES…HOLD ON TO YOUR VALUES…! Under all
odds..!
be yourself…!
![Page 95: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/95.jpg)
Contoh Nilai: IAB• Integriti (Integrity)
Menghayati nilai integriti diri melalui pemikiran, amalan dan tindakan
• Profesionalisme (Profesionalism)Memupuk budaya kerja yang profesional bagi merealisasikan mandat yang diamanahkan kepada Institut Pengurusan dan Kepimpinan Pendidikan Negara, menerusi pengamal profesional latihan dan pembangunan (master trainer) kepimpinan dan pengurusan pendidikan
• Budaya Permuafakatan (Team Work Culture)Membentuk sinergi jalinan perkongsian ilmu, kemahiran dan pengalaman di kalangan warga IAB yang boleh menyumbang ke arah pembangunan dan pembaharuan organisasi pendidikan yang berprestasi tinggi.
• Organisasi Pembelajaran (Learning Organisation) Pembentukan budaya pembelajaran berterusan melalui pengwujudan iklim tempat kerja yang boleh menjadi pemangkin ke arah peningkatan ketrampilan individu, pembelajaran kolaborasi, amalan terbaik , perkongsian misi dan visi, serta aplikasi pendekatan sistem untuk penambahbaikan berterusan dan berfikiran terbuka memberikan idea, pandangan serta teguran bagi kemajuan organisasi dan negara.
• Prestasi Tinggi (High Performance)Membentuk budaya kerja yang berprestasi tinggi melalui tenaga kerja yang kompeten dan berpotensi untuk menjana ilmu bagi meningkatkan pengetahuan, kemahiran dan komitmen seiring dengan perkembangan tubuh ilmu Pengurusan dan Kepimpinan Pendidikan.
![Page 96: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/96.jpg)
We can't solve problems by using the same kind of thinking we used when we created them.
![Page 97: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/97.jpg)
97
Paradigm Shifts: small to big picture
A paradigm shift is a radical change of paradigm. The term was first used by Thomas Kuhn in his book ‘The Structure of Scientific Revolutions’, 1962
Examples of paradigm shifts:
1. The work of Galileo (telescope)
2. The invention of modern physics by Newton (gravity)
3. The evolution theory of Darwin (man evolution)
4. The work of Kepler (planetary motion)
Other uses:
…..represents the notion of a major change in a certain thought-pattern such as radical change in personal beliefs, and radically different way of thinking or organizing.
![Page 98: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/98.jpg)
What is a Paradigms Shift?
A set of rules & regulations that:
1. Defines boundaries
2. Tells you what to do to be successful within those boundaries
3. Is used to “filter reality.” We use paradigms to understand data and information…. to order, relate and control our reality.
(Kaufman, 2003)98 [email protected]
![Page 99: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/99.jpg)
What is a paradigm shift?
A paradigm shift is a way of looking atsomething differently. We are stepping “outside the box”. When we make a paradigm shift we can see,think, feel and behave differently. Example:• People used to think the Earth is flat.• Sailors proved the Earth is round.
(a paradigm shift occurred)[email protected]
![Page 100: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/100.jpg)
• 1. We get more of the same• 2. We boil slowly to death like frog in a gradually
warming pot of water.• 3. Miss out on new opportunities• 4. We fall well behind our competitors• 5. We lose control of the future & become its
victims• 6. We manage by crisis & become reactive• 7. We become victims of short-term planning
and mortgage the future.
If we ignore paradigm shifts, then….
![Page 102: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/102.jpg)
The term size zero was used in the United States to describe a garment matching figure of a woman with bust measuring 31.5 inches, waist measuring 23 inches and hips of 32 inches.
![Page 104: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/104.jpg)
• Sahabat kita yang terbaik dan juga musuh kita yang terketat ialah pemikiran kita. Suatu buah fikiran boleh jadi lebih berfaedah daripada doktor atau sahabat taat. Ia juga boleh melukakan kita lebih teruk daripada dibaling batu.(Frank Crane,..)
Renungan
![Page 106: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/106.jpg)
• Menurut Dictionary Britannica (2010), sistem dimaksudkan: Sekumpulan individu / objek yang saling berinteraksi atau berhubungan atau bergantungan yang seterusnya membentuk satu entiti.
• Komponen sistem boleh ditakrifkan sebagai objek-objek yang saling memerlukan atau saling bergantungan dalam membentuk sesuatu sistem. Setiap komponen memiliki sifat-sifat dan kelakuan-kelakuan yang sebahagiannya sama dan sebahagiannya pula berbeza. Setiap satu memberikan kesan dan pengaruh antara satu sama lain.
a) Apakah maksud sistem? Dan apakah komponen sistem?
![Page 107: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/107.jpg)
pemikiran sistem merupakan satu corak pemikiran dengan melihat dari pelbagai sudut, ia melihat kepada hubungkait antara bahagian-bahagian dan tidak hanya melihat sesuatu bahagian tertentu sahaja.
Richard Brynteson dalam bukunya Once Upon A Complex Time (2006)
![Page 108: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/108.jpg)
![Page 110: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/110.jpg)
• i) Pemikiran sistem ialah satu bentuk pemikiran yang mengajak seseorang tersebut melihat sesuatu permasalahan dalam konteks yang lebih menyeluruh/holistik. (paradigma yang lebih luas)
• ii) Setiap permasalahan yang timbul dalam sesuatu entiti mempunyai hubung-kait dengan entiti-entiti yang lain dalam sesebuah sistem.
• iii) Setiap permasalahan memerlukan penglibatan semua entiti dalam mengenalpasti punca serta tindakan penyelesaian yang diperlukan.
Kelebihan Berfikir Secara Sistemik
![Page 111: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/111.jpg)
• iv) Seseorang individu mampu mengenalpasti penyebab utama kepada sesuatu permasalahan dan kesan-kesan masalah tersebut kepada entiti yang berkaitan dengannya.
• v) Pemikiran sistem bukan hanya melihat kepada kesan dan punca permasalahan keseluruhan sistem tetapi juga kepada tindakan penyelesaian dan kesan daripada tindakan tersebut dalam sistem.
![Page 112: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/112.jpg)
• Tabiat Baik• Cuba untuk memahami peraturan atau corak aliran dari maklumat yang ada• Mendapati bahawa dalam kebanyakan kes, perubahan luaran memerlukan
perubahan dalaman terlebih dahulu• Melihat kepada punca masalah sebelum mengambil/merangka tindakan.• Mengenalpasti perkara yang memberi kesan secara tidak langsung kepada
yang lain• Cuba untuk memahami bagaimana fakta-fakta yang dibentangkan dalam
masalah berkaitan antara satu sama lain• Cuba untuk mengenal pasti faktor luaran yang boleh menjejaskan kerja• Cuba untuk memahami bagaimana orang-orang dalam sistem/organisasi
berkaitan antara satu sama lain• Menyiasat tindakan yang perlu diambil untuk membetulkan percanggahan
antara apa yang dikehendaki dan apa yang wujud• Mencari langkah-langkah penambaikan berterusan dalam jangka panjang• Melihat perubahan dalam struktur organisasi yang boleh membawa kepada
peningkatan yang ketara dan berkekalan
Tabiat Individu Berfikiran Sistemik
![Page 113: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/113.jpg)
• Melihat ' Gambar Besar' dalam maklumat yang disediakan sebelum memeriksa butir-butir dan membuat keputusan
• Mendapatkan maklum balas yang khusus kepada prestasi organisasi anda
• Fikirkan tentang bagaimana bahagian yang berlainan dalam organisasi mempengaruhi satu sama lain dalam tindakan mereka.
• Tabiat Buruk• Lihat hubungan secara individu/silo berbanding dengan
menjadi sebahagian daripada jalinan rangkaian.• Memecahkan masalah ke dalam bahagian-bahagian kecil
sebelum menentukan masalah keseluruhan, ini melambatkan untuk membuat keputusan.
• Kemungkinan mengabai kuasa kepakaran, pengalaman dan kos
![Page 114: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/114.jpg)
Bintik buta ialah bahagian yang tidak dapat dilihat dengan jelas kerana terdapat sesuatu yang menghalang penglihatan.
Cara:
Luaskan skop pandangan.
Amal corak kepimpinan partisipatif (bermaklumat)
Telus
Wujud suasana terbuka dikalangan staf (fear)
1.Menghapuskan Bintik Buta
![Page 115: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/115.jpg)
Reframing• Challenging and
restating the underlying beliefs and assumptions on which relations and actions are based.
• Extensive use of metaphor and paradox
• Example: “I am finding my keys” vs. “I am searching for my lost keys.”
*Image via Bing
![Page 117: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/117.jpg)
Andaian Popular: Ia Tidak Mungkin (It’s impossible)
117
• Bebaskan minda anda (Anjakan Paradigma)
![Page 118: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/118.jpg)
How to do reframing?
• “Creat a series of questions to generate a new way of thinking about a problem or issue.”
Stuart Wells
*Image via Bing
![Page 119: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/119.jpg)
Andaian adalah pendapat yang betul tetapi belum lagi dibuktikan
Cara:
Contoh soalan yang boleh dikemukakan untuk mencabar andaian:
1. Adakah kualiti kerja kita telah memenuhi kehendak pelanggan?
2. Apakah kelemahan organisasi yang belum dikenalpasti dan kekuatan yang belum digunakan?
Soalan: Mencabar Andaian
![Page 120: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/120.jpg)
3. Apakah keupayaan (capabilities) untuk memenuhi kehendak stakeholders?
4. Apakah proses dalaman organisasi yang perlu ditingkatkan kualiti untuk mencapai kehendak stakeholders?
5. Apakah yang boleh mendorong inovasi dan mewujudkan kecekapan baru dikalangan staf?
6. Bagaimana untuk cipta masa depan (Bill Gates)
7. Fikirkan apa yang tidak pernah difikirkan sebelum ini
![Page 121: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/121.jpg)
Kelekaan ialah perasaan berpuas hati dengan pencapaian sendiri yang tidak produktif atau tiidak progresif. Ia tidak mengalakkan pencapaian (kepuasan galak pencapaian).
Cara atasi:1. Elak andaian bahawa kecemerlangan sekarang boleh
berterusan. (laut biru kekal selamanya)
2. Sentiasa kumpul maklumat pesaing, kehendak pelanggan dan perubahan persekitaran
3. Wujudkan keadaan ketidakpuasan kerana ia langkah pertama seorang insan atau organisasi menuju kepada kemajuan (Oscar Wilde)
Menghapuskan Zon Selesa
![Page 123: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/123.jpg)
Untuk berfikir secara strategik, anda perlu bergerak di luar batasan
: saya sibuk, tiada masa.123 [email protected]
![Page 126: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/126.jpg)
• Kumpulan• Sila Kenalpasti penyelesaian kepada
sebab pembazir masa?
• Pengurusan harian: Rujuk borang Pengelola Mingguan.
Analisis Kendiri
![Page 127: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/127.jpg)
Tabiat merujuk kepada tindakan yang diambil oleh seseorang itu berulangkali tanpa berfikir.
Cara atasi:
1. Sedar tentang manafaat perubahan jika menjadi proaktif
Mengikis Tabiat Tidak Produktif
![Page 128: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/128.jpg)
The gap between reactive and proactive futures is bridged by making time for
strategic thinking..128 [email protected]
![Page 130: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/130.jpg)
• Moving beyond pattern response and habitual thinking that no longer works well when uncertainty is dominant.
• Re-training our brains to make new connections (ie be creative).
• Moving our brains from automatic pilot to manual steering.
It’s about changing the way you think…
![Page 131: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/131.jpg)
Sikap merujuk kepada persepsi seseorang mengenai sesuatu perkara.
Kajian-Harvard: Faktor kebijaksanaan, kemahiran, dan maklumat hanya menyumbang 7 % kejayaan, manakala faktor sikap menyumbangkan 93% kepada kejayaan.
Cara atasi:1. Tukar ke pemikiran & tindakan yang positif.
2. Gunakan bahasa proaktif & elakkan bahasa reaktif (cth: saya boleh, saya pasti, saya memilih sdll)
Memupuk Sikap Positif
![Page 133: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/133.jpg)
• "If someone put poison in your water… …would you drink it?“
• The obvious answer is “NO"!• Chemical poisons that we can see, taste, touch, and
smell can be fatal.
• Fortunately we are intelligent enough to know that we do not ingest poisonous substances…
![Page 134: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/134.jpg)
…but what about our mind?Repeatedly, people are poisoning their minds with negativity, and though we
cannot see this negativity, it is just as fatal.
![Page 135: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/135.jpg)
• Negativity is the poison that kills dreams!
• And we need to stop it before it contaminates our lives.
![Page 137: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/137.jpg)
How do we eliminate this poison?
• Monitor the thoughts that you allow into your mind…
• ... every thought!• If you find yourself
thinking negative thoughts… …think again. Strive to think positive, empowering, and supportive thoughts
![Page 138: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/138.jpg)
• Create a vocabulary of a successful, positive, inspiring individual.
• Be passionate in your speech and express your enthusiasm with your words.
• The energy of the words that you speak is a powerful force that is creative.
![Page 139: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/139.jpg)
• Part of the process to shift your thought energy from negative to positive is to be grateful for the gifts in your life and to focus on what is great in every situation.
• • Be appreciative and show appreciation to others.
• • Gratitude will attract to you more of the things that you desire.
![Page 141: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/141.jpg)
• 1. kenalpasti label-label/bicara negatif yang di dalam pemikiran anda
• 2..Penilaian kendiri: Sejauhmanakah benar bicara negatif tersebut dalam kehidupan anda?
• 3. Kenalpasti punca asal (root cause) kepada kewujudan bicara negatif itu?
• 4. Bina bicara positif bagi setiap bicara negatif tersebut
Aktiviti Pengukuhan
![Page 142: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/142.jpg)
Importance of
Positive Attitude
Monday, April 10, 2023 The English Academy 142
![Page 143: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/143.jpg)
143
Surprisingly,
Developing
Positive Attitude
is the simplest thing to
doHere is How
![Page 144: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/144.jpg)
Monday, April 10, 2023 The English Academy 144
1. Become a Life Time Student
Learn just 3-5 new words a
day. In no time you will be able to talk to
anybody.
This will increase your IQ by
100%. This is finding of George Town Medical
Counsel
![Page 145: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/145.jpg)
145
2. Recognize that knowledge is power
Read informational or educational books for just for half an hour daily.
You will read 20 books of 200 pages a year.
An average person reads two books a year.
What competitive advantage!
Just by reading for half an hour daily!
![Page 146: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/146.jpg)
Monday, April 10, 2023 The English Academy 146
3. Listen to educational & Motivational
cassettesUniversity of South California says:
Just listen to Educational & Motivational cassettes or CDs for about an hour daily.
You will acquire knowledge equivalent of two years of college education in three years by just listening to these cassettes.
Can any thing be simpler
![Page 147: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/147.jpg)
Monday, April 10, 2023 The English Academy 147
4. Start & End each day with positive inputs into your
mindInspirational messages fill the mind with feel good Energy.
Begin & End each day by reading or listening to a good thought or quotation.
Can any thing be simpler?
![Page 148: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/148.jpg)
148
5. Understand that Failure is an event & not a
personYesterday ended last night. Today is a new day & it is all ours.
We are all born to win. However, to win ;we must plan.
So prepare & plan to win. Than only we can hope to win
![Page 149: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/149.jpg)
Monday, April 10, 2023 The English Academy 149
Hence to develop positive Attitude
Begin & end each day by reading something positive,
Invest time & effort in building your attitude,
It will pay off . You will improve your skills & career.
![Page 150: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/150.jpg)
Kesimpulan: Apakah yang anda telah pelajari setakat ini?
mbustaman/IAB/KPM/12
150
![Page 151: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/151.jpg)
Apakah yang telah saya pelajari
Apakah tindakan yang saya akan buat berkaitannya
selepas ini
Borang: Rekod Pembelajaran
![Page 154: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/154.jpg)
Tinjauan(Scanning): Dalaman & Luaran
*Image via Bing
*Image via Bing
*Image via Bing
![Page 155: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/155.jpg)
BERSAMA MELAKSANA TRANSFORMASI
Proses mengumpul maklumat dari persekitaran untuk menentukan:
Isu-isu, cabaran-cabaran, ‘trends’(ekspektasi masyarakat, globalisasi, perkembangan teknologi?)
Yang akan memberi kesan kepada organisasi
Alat-alat analisa yang boleh digunakan:Analisa Jurang, 7’s, PEST, SWOT, PESTEL (untuk menganalisa persekitaran dalaman dan luaran)
2. Analisis Persekitaran
![Page 156: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/156.jpg)
Kekuatan : Ciri-ciri sesebuah organisasi yang boleh membantu organisasi mencapai objektif
Kelemahan : Ciri-ciri sesebuah organisasi yang boleh mengagalkan organisasi mencapai objektif
Peluang : Situasi luaran yang boleh membantu organisasi mencapai objektif
Ancaman : Situasi luaran yang boleh membantu mengagalkan organisasi mencapai objektif
ANALISA SWOT
![Page 157: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/157.jpg)
mbustaman/IAB/KPM/05
157
![Page 159: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/159.jpg)
Hasil Dari Analisis Persekitaran Strategik…
TAHAP 1: Isu-isu strategik, KRA dan matlamat untuk mencapai Misi & Visi dikenalpasti?
TAHAP 2: Maklumat akan digunakan untuk bina objektif, penetapan sasaran (KPI) & Matrik COWS/TOWS - membina strategi.
![Page 160: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/160.jpg)
![Page 161: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/161.jpg)
Penetapan Matlamat Strategik
• Sasaran atau kedudukan khusus yang ingin capai bagi mencapai misi dan visi organisasi.
• Perkara-perkara yang dikehendaki pada masa depan (Ahmad Atory,1996)
• Strategic goals define what must be done to achieved the mission & vision. (Niven, 2003)
![Page 162: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/162.jpg)
BIDANG KEBERHASILAN UTAMA (KRA)
• Bidang utama yang perlu dicapai oleh sesebuah agensi di peringkat strategik.
• Berkaitan dengan misi penubuhan sesebuah agensi dan membantu menjelaskan peranan teras agensi.
• Bilangan KRA yang sesuai adalah antara 3 hingga 5 supaya lebih fokus.
162
![Page 163: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/163.jpg)
KATEGORI INDIKATOR
OUTCOME• Mengukur keberkesanan
program .
• Perbandingan antara pencapaian semasa dengan sebelum.
Cth: % kenaikan/ % penurunan/ Indeks
• Menyumbang kepada pengukuran KRA.
OUTPUT• Mengukur kecekapan
aktiviti.
• Pencapaian aktiviti tahun semasa.
Cth Kos / Bilangan /Masa / Produk/ Proses
• Menyumbang kepada pengukuran outcome.
163
![Page 164: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/164.jpg)
NasionalKRA dan MinistersKPI
• Mengurangkan jenayah jalanan 20% penghujung tahun 2010.
• Pasukan RELA dikemas kini dan diberi latihan secukupnya
• Percepatkan proses perundangan kes-kes tertangguh.
1
MENGURANGKAN KADAR JENAYAH
• Memperbaiki ranking Indek Persepsi Rasuah.• Mengemaskini polisi, prosedur dan penguatkuasaan
yang berkaitan.• Tender terbuka atau terhad semua perolehan kerajaan
kecuali kes-kes tertentu.
2
MEMERANGI RASUAH
• Semua kanak-kanak mempunyai kemahiran membaca, menulis dan mengira
• Disasarkan 80% kanak-kanak dapat akses ke pendidikan pra sekolah menjelang 2012
3
MELUASKAN AKSES KEPADA
PENDIDIKAN BERKUALITI DAN
BERKEMAMPUAN
164
![Page 165: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/165.jpg)
NasionalKRA dan MinistersKPI
• Kemiskinan tegar dihapuskan menjelang hujung 2010. • Bermula 1 Januari 2010, semua bantuan kebajikan untuk
rakyat dibayar pada setiap 1 haribulan.• Membangunkan 4000 usahawan wanita menjelang 2012
di bawah program Amanah Ikhtiar Malaysia.
4
MENINGKATKAN TARAF
HIDUP RAKYAT
• Menambah kemudahan jalan, bekalan air dan elektrik khususnya di Sabah dan Sarawak.
• 50,000 unit rumah golongan miskin dan miskin tegar dibina dan dibaikpulih menjelang tahun 2012
5
MEMPERKASA PRASARANA
LUAR BANDAR
• Menyediakan jaringan pengangkutan awam jangka panjang yang komprehensif.
• Meningkatkan sebanyak 25% penggunaan pengangkutan awam penghujung tahun 2012
6
MENAMBAH BAIK SISTEM
PENGANGKUTAN
165
![Page 166: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/166.jpg)
OBJEKTIF• 1. Objektif ialah sesuatu yang perlu dicapai
berdasarkan sasaran yang ditetapkan.• 2. Hasil Khusus yang ingin dicapai oleh
organisasinya semasa melaksanakan misi asasnya (David, 2003)
• Dinyatakan berasaskan ciri SMART • Fokus utama : outcomes
![Page 167: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/167.jpg)
167
Pernyataan objektif strategik secara umumnya mengandungi tiga komponen UTAMA:
KATA KERJA
MENJAWAB ISU / FOKUS
STRATEGIK
UNTUK APA
Contoh: mempertingkatkan, menginstitusikan, memodenkan, memperkasakan, memperkukuhkan, memantapkan, mewujudkan.
Contoh: keupayaan, kapasiti, tadbir urus, sumber hasil, kualiti hidup, kolaborasi, duti & cukai, perundangan, pentadbiran daerah, pengurusan perbandaran.
Contoh: Kecemerlangan organisasi, kedaulatan undang-undang, perpaduan, komprehensif, efisien & profesional, kos efektif, kemakmuran negara.
1
2
3
OBJEKTIF STRATEGIK
![Page 168: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/168.jpg)
The individual needs of each
student are met
Our students enjoy a positive and
enjoyable learning experience Our students
demonstrate exemplary behaviour
Providing quality & varied extra
curricula activities
Effective teaching methods that instil the joy of learning
Knowledgeable, efficient, competent,
nurturing & highly motivated staff who
display our core values
Transparency & Accountability
Financial viability
FID
UC
IAR
YL
EA
RN
ING
INT
ER
NA
LC
US
TO
ME
RSchool Strategy Mapping - 2011
Our students strive towards
academic excellence
Safe welcoming, efficient, comfortable facilities and
working environment
Ongoing maintenance &
upgrading of facilities
Ample supply of resources – teaching
aids, technology, equipment
Consistent discipline
Providing opportunity for
Learning religion Principles
Responsive curriculum that encompasses the motto “work, play and
learn together”
Our students are well rounded &
excel in all fieldsOur students enjoy a
safe, welcoming, efficient, comfortable and family oriented
environment
![Page 170: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/170.jpg)
KPI• KPI adalah suatu parameter yang boleh
diukur, yang telah dipersetujui bersama, dan yang akan mencerminkan kejayaan sesuatu organisasi (Muhamad Yahaya, 2005).
• KPI juga dikenali sebagai penunjuk kejayaan membantu organisasi mentakrif dan mengukur kemajuan untuk mencapai matlamat organisasi.
• Maka KPI adalah kaedah mengukur pencapaian matlamat.
![Page 171: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/171.jpg)
Mengapakah pentingnya KPI alam proses perancangan strategik?
Mengikut Kaplan (2003):• If we can’t measure our processes, we can’t
manage our processes• If we can’t manage our processes, we can’t
change our processes for improvement• If we can’t improve our processes, we can’t
meet or exceed our customers’ expectations• MEASURE - MANAGE – CHANGE - EXCEED
![Page 173: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/173.jpg)
173
Performance Measures
• 1. Percentage of…• 2. Number of… (hours, times per month,
donation, activities, km etc)• 3. Frequency of ….• 4. Level of ….• 5. Total of …(score, costs, hours, ..)• 6. Average • 7. Grade• 8. Ratio of • 9. Degree of
hak milik mbustamanIAB.KPM
![Page 174: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/174.jpg)
1.3 Identifying & Creating KPIs
… That Can Present in Different Forms
Rankings(Benchmarks)
Absolute Numbers
Rating(surveys)
Ratio
Percentages
Indices
Strategic Information Generated
Co
mp
lexi
ty o
f A
nal
ysis
![Page 175: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/175.jpg)
Define Targets: How Will We Know We Are There?
mbustaman/IAB/KPM/05
175
![Page 176: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/176.jpg)
What is target?
• Targets are quantified and time-based• Target: Desired level of performance *a
performance measure (e.g., % of customer satisfaction target = 95%)
(source: Balanced Scorecard Institute, USA. 2005)
* Remember to set the baselines or take of values (TOV)/ a point to start measurement)
mbustaman/IAB/KPM/05
176
![Page 177: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/177.jpg)
mbustaman/IAB/KPM/05
177
Why Do it?
• 1. to make objectives explicit and tangible• 2. to quantify the expected value of the
strategy• 3. to motivate desired behaviors• 4. to set timing for performance-
improvement expectations• 5. to calibrate strategic evaluation and
learning
![Page 178: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/178.jpg)
mbustaman/IAB/KPM/05
178
• 1. Choose the Right Achievement Targets
• Potential areas to consider when setting targets:
• 1. TOV or Baselines and trends• 2. National, state, local or Education
Standards.• 3. Benchmarking • 4. Feedback from customers and
stakeholders
![Page 179: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/179.jpg)
• 2. Understand the predictive (lead) and outcomes Metrics
• 3. Review the existing portfolio of metrics• 4. Listen the voices of
customer,stakeholders and others• 5. Consider Noneconomic• 6. Be careful with expensive
benchmarking
mbustaman/IAB/KPM/05
179
![Page 180: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/180.jpg)
180
Designing Good KPIs
Objectives – what are we trying to achieve?• May be more than one indicator for each objective.• Each objective will have strategies on how to achieve them.
Indicators – what are you going to measure?• Used to assess the present state of progress and to suggest an
appropriate course of action.
Measures – how are you going to measure it?• Can be qualitative or quantitative data related to inputs, progresses or
outputs.
Targets – what is the result that you want?• Can be minima targets, stretch targets or a combination.
Results – what have you actually achieved?
hak milik mbustamanIAB.KPM
![Page 181: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/181.jpg)
181
Constructing Good KPIs
Objectives• High quality training / teaching.
Indicators• Student satisfaction with the training/ teaching they experience.
Measures • Mean student response per class to the question e.g. Overall, how satisfied
are you with this teacher/trainer?• On a 1 to 5 Likert-type scale or (IAB- Percentage of satisfaction)
Targets • At least 3.6 on a 1 to 5 scale, or (IAB- 80%)• Best in class compared with benchmark partners. ( Case IAB – INTAN)
hak milik mbustamanIAB.KPM
![Page 182: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/182.jpg)
1 Objektif
2 Pengukuran (KPI)
3 Unit Pengukuran & formula
4 Lag atau Lead
5 Sumber Data
6 Kekerapan Pengukuran
7 Tanggungjawab
8 Tov & Unjuran Sasaran
9 Inisiatif
CONTOH KAD DATA PENGUKURAN
![Page 183: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/183.jpg)
CONTOH 2 REKOD DATA KPIBil Perkara Penjelasan
1. Perspektif Stakeholder/Proses Dalaman/Pembelajaran/Kewangan
2. Matlamat/ Strategi Teras Sasaran atau matlamat strategik yang juga dikenali strategi teras (grand strategy) yang dinyatakan secara umum (skop yang luas) dan tempoh masa yang panjang.
3 Objektif Sasaran yang ingin dicapai secara khusus dalam tempoh pendek.
4 Penerangan tentang objektif Penerangan mengapa objektif itu penting untuk misi & visi
5 Jenis Indikator: Leading atau Lagging
leading
6 Kekerapan masa pengukuran & Polariti
7 Jenis unit pengukuran Contoh: peratus/ ranking/bilangan/ratio/tahap pencapaian
8. Formula pengukuran
9 Sumber pengukuran
10 Kualiti data
11 Pemunggut Data Siapa yang bertanggungjawab
12 Baseline/TOV/status semasa
13 Target Prestasi (3-5 tahun)
14 Rasional Target
15 Inisiatif
![Page 184: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/184.jpg)
Kesimpulan: Apakah yang anda telah pelajari setakat ini?
mbustaman/IAB/KPM/12
184
![Page 185: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/185.jpg)
Apakah yang telah saya pelajari
Apakah tindakan yang saya akan buat berkaitannya
selepas ini
Borang: Rekod Pembelajaran
![Page 186: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/186.jpg)
What is Organisational Strategy?
– “A strategy is defined as a pattern, of purposes, policies, programmes, actions, decisions, or resource allocations that define what a school is, what it does, and why it does it. Strategies can vary by level function, and by time frame.”(Bryson, 1995, p.32)
![Page 187: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/187.jpg)
Apakah itu Strategi?
• Strategi adalah merujuk kepada tindakan khusus atau pendekatan yang diambil oleh sesuatu organisasi untuk mencapai matlamat dan objektif.
• Ia bersifat ‘action-oriented’ dan berhubungan terus dengan pengukuran output.
• Strategi menjelaskan bagaimanakah cara untuk mencapai matlamat dan objektif berbanding dengan objektif merujuk kepada apakah yang mahu dicapai oleh sesebuah organisasi itu
![Page 188: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/188.jpg)
THE TOWS MATRIX(GENERATION OF STRATEGIC OPTIONS)
STRENGTHS
1.
2. LIST STRENGTHS
3.
4,
5.
6.
INTERNAL
ENVIRONMENT
WEAKNESSES
1.
2. LIST WEAKNESSES
3.
4.
5.
6.
OPPORTUNITIES
1.
2. LIST OPPORTUNITIES
3.
4.
5.
6.
S-O STRATEGIES
PENETRATION
EXPANSION
INTENSIFICATION
ACQUISITION
INTEGRATION OF BACKWARD AND FORWARD LINKAGES
W-O STRATEGIES
NICHE
LINKAGING OR NETWORKING
SUB-CONTRACTING
ANCHORING ORGANIZATION
DEVELOPMENT/CAPABILITY BUILDING
THREATS
1.
2. LIST THREATS
3.
4,
5.
6.
S-T STRATEGIES
DIVERSIFICATION
CONSOLIDATION
CONTINGENCY MECHANISMS
W-T STRATEGIES
RETRENCH
MERGE
WITHDRAW
CLOSE SHOP
STATUS QUO
EXTERNAL ENVIRONMENT
![Page 189: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/189.jpg)
Hak Cipta mbustamanIAB 11 189
STAKEHOLDER PERSPECTIVE
Strategic
Objective
Strategic Measures (ST–2010; LT-2015; BL-2006) Strategic Initiatives
2007
Strategic Initiatives Accountability
KPI Target
ST / LT
KPI Owner
S1.Produce well-rounded personalities and employable graduates
S1.1
Rating of IERS for students
DR-S&AA 1. Finalize IERS survey for students as the focus target audience
Department of Psychology IRKHS by end of May 2007
S1.2
Percentage of graduates employed at the point of convocation
BL: 60.87%
ST: 70%
LT: 80%
DR-S&AA As per Office of DR-S&AA Balanced Scorecard 2007-2010
1. Enhance entrepreneurship as employment option
-Student Bazaar
-Create opportunities through strategic partnerships
2. Finishing School Programme as graduation requirement
ACSD, S-DEV
![Page 190: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/190.jpg)
Hak Cipta mbustamanIAB 11 190
STAKEHOLDER PERSPECTIVE
Strategic
Objective
Strategic Measures (ST–….; LT-….; BL-20…) Strategic Initiatives
2007
Strategic Initiatives
AccountabilityKPI Target
ST / LT
KPI Owner
S1. S1.1 BL: ..%
ST: …%
LT: ….%
S1.2 BL: ..%
ST: …%
LT: ….%
![Page 191: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/191.jpg)
Apakah yang telah saya pelajari
Apakah tindakan yang saya akan buat berkaitannya
selepas ini
Borang: Rekod Pembelajaran
![Page 192: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/192.jpg)
BERSAMA MELAKSANA TRANSFORMASI
Satu set rangka tindakan yang diperlukan untuk memastikan objektif strategik tercapai.
Mengandungi empat komponen utama:
1. Strategi
2. Tindakan/Program
3. Indikator
4. Sasaran/Tahun Sasaran
4. Rangkaian Pelan Tindakan
![Page 199: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/199.jpg)
• Apakah itu Risiko?• Mengapa ianya perlu di
uruskan?• Pelan Pengurusan Risiko
Pengurusan Risiko
![Page 200: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/200.jpg)
Worksheet
1.Prioritizing Your Action
2.Thinking Creatively
3.Making Trade Offs
![Page 201: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/201.jpg)
201
1. STRATEGI – Suatu susunan pendekatan-pendekatan dan kaedah-kaedah untuk mencapai objektif strategik.
Bagaimana nak capai?
2. TINDAKAN/PROGRAM– Apa yang perlu dilakukan?
3. INDIKATOR – Kayu ukur pencapaian dan keberkesanan strategi/program yang dilaksanakan
4. SASARAN/TAHUN SASARAN – Angkubah yang ditetapkan untuk dicapai dalam tempoh tertentu.
PELAN TINDAKAN
![Page 202: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/202.jpg)
202
Objektif Strategik
Mempertingkatkan keupayaan dan kapasiti organisasi bagi melonjakkan kecekapan dan keberkesanan sistem penyampaian perkhidmatan
Strategi:
Memperkukuhkan pengurusan dan pembangunan sumber manusia
Mewujudkan persekitaran kerja yang kondusif
Mempertingkat dan memperkasa imej organisasi
CONTOH STRATEGI
![Page 203: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/203.jpg)
STRATEGITINDAKAN/PROGRAM
INDIKATORSASARAN/
TAHUN
Memperkukuhkan pengurusan dan pembangunan sumber manusia
Membangunkan Pelan Strategik Pengurusan Sumber Manusia
Memantapkan pengurusan pengetahuan dan maklumat (K-Management)
Mempertingkatkan budaya kreatif dan inovatif
Tahap Kompetensi Pekerja
Anugerah inovasi
Tahap kompetensi pekerja yang mendapat aras 4 melebihi 10% pada setiap tahun
Mendapat tempat pertama dalam pertandingan Anugerah Inovasi Perkhidmatan Awam pada tahun 2011
CONTOH PELAN TINDAKAN
Objektif Strategik
Mempertingkatkan keupayaan dan kapasiti organisasi bagi melonjakkan kecekapan dan keberkesanan sistem penyampaian perkhidmatan
![Page 204: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/204.jpg)
204
Objektif Strategik
Mempertingkatkan penyampaian perkhidmatan perbandaran bagimempertingkatkan kualiti hidup komuniti
Strategi:
Mewujudkan persekitaran yang bersih, indah, selesa dan selamat didiami
Mempertingkatkan kualiti perkhidmatan perbandaran
Membina sebuah komuniti yang berkualiti dan berdaya maju.
CONTOH STRATEGI
![Page 205: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/205.jpg)
STRATEGITINDAKAN/PROGRAM
INDIKATORSASARAN/
TAHUN
Mewujudkan persekitaran yang bersih, indah, selesa dan selamat didiami
Membangunkan persekitaran yang bersih, indah, selesa dan selamat didiami
Mempertingkatkan kualiti perkhidmatan perbandaran
Membina sebuah institusi masyarakat berkualiti dan berdaya maju.
Tahap kepuasan komuniti
Aduan Awam
Tahap kepuasan komuniti sekurang-kurangnya 80% setiap tahun
Tahap aduan tidak melebehi 10% setiap tahun
CONTOH PELAN TINDAKAN
Objektif Strategik
Mempertingkatkan penyampaian perkhidmatan perbandaran bagimempertingkatkan kualiti hidup komuniti
![Page 206: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/206.jpg)
Penterjemahan Pelan Strategik Kepada Pelan Operasi.
HALA TUJU STRATEGIK AGENSISUMBER DELIVERABLES
KPI Ketua jabatanPunca KuasaStakeholder & PelangganVisi dan Misi KRA (termasuk
MKRA jika berkaitan)
Isu-isu StratgeikObjektif StrategikStrategiProgram
KPI Berdasarkan Outcome
(termasuk MKPI jika berkaitan)
Aktiviti: Prestasi Individu: Prestasi Kewangan: Prestasi Proses: Prestasi Penyampaian
Perkhidmatan
KPI BERDASARKAN
OUTPUTPELAN
OPERASI/SKT
Pelan Operasi
Menjelaskan aktiviti-aktiviti yang hendak dilaksanakan pada tahun semasa berserta sasaran yang
ditetapkan oleh bahagian didalam sesebuah agensi.
![Page 207: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/207.jpg)
STRATEGI TINDAKAN/PROGRAM INDIKATOR SASARAN/TAHUN
Mewujudkan persekitaran yang bersih, indah, selesa dan selamat didiami
Membangunkan persekitaran yang bersih, indah, selesa dan selamat didiami
Tahap kepuasan komuniti
Aduan Awam
Tahap kepuasan komuniti sekurang-kurangnya 80% setiap tahun
Tahap aduan tidak melebehi 10% setiap tahun
Penterjemahan Pelan Strategik Kepada Pelan Operasi.
Objektif Strategik Mempertingkatkan penyampaian perkhidmatan perbandaran bagi mempertingkatkan kualiti hidup komuniti
TINDAKANAKTIVITI SASARAN
Membangunkan persekitaran yang bersih, indah, selesa dan selamat didiami
1. Melaksana kajian status pembangunan persekitaran2. Menyediakan Pelan Pembangunan Persekitaran3. Menyediakan laporan audit persekitaran4. Melaksana kajian kepuasan komuniti
April JunSetiap 3 bulanNovember
PELAN OPERASI TAHUN 2011
![Page 208: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/208.jpg)
Hak Cipta mbustamanIAB 11 208
![Page 209: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/209.jpg)
BERSAMA MELAKSANA TRANSFORMASI
Kata-kata Aluan
Bab 1 : Pendahuluan
Ringkasan Eksekutif Pengenalan/Latar Belakang AgensiCarta OrganisasiFungsi dan Peranan AgensiPunca KuasaStakeholder dan Pelanggan Agensi
Bab 2 : Senario Persekitaran
Isu-isu/cabaran-cabaran Strategik berdasarkan Analisa Persekitaran
Bab 3 : Hala Tuju Strategik
VisiMisiMotto/Slogan Nilai-nilai BersamaObjektif StrategikPelan Tindakan
• Strategi-Strategi • Tindakan/Program• Indikator • Sasaran dan Tahun sasaran
Elemen Penentu KejayaanMekanisme Pelaksanaan The Way Forward
Bab 4 : Penutup
5. Dokumentasi
![Page 210: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/210.jpg)
Kesimpulan: Apakah yang anda telah pelajari setakat ini?
mbustaman/IAB/KPM/12
210
![Page 211: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/211.jpg)
Apakah yang telah saya pelajari
Apakah tindakan yang saya akan buat berkaitannya
selepas ini
Borang: Rekod Pembelajaran
![Page 212: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/212.jpg)
• Kuiz Perhubungan Manusia• Kuiz Pendengar Yang Efektif• Kuiz Bertabiat Asertif• Kuiz Kesihatan Mental• Mengurus KPI
Analisis kendiri: Aspek Penting Bagi Menjayakan Proses
Execution"
![Page 213: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/213.jpg)
213
mbustaman/IAB/KPM/12
![Page 214: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/214.jpg)
Kesimpulan: Apakah yang anda telah pelajari setakat ini?
mbustaman/IAB/KPM/12
214
![Page 215: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/215.jpg)
Apakah yang telah saya pelajari
Apakah tindakan yang saya akan buat berkaitannya
selepas ini
Borang: Rekod Pembelajaran
![Page 218: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/218.jpg)
![Page 219: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/219.jpg)
219
THANK YOUFrom
Muhd Bustaman Abdul ManafInstitute Aminuddin Baki
Ministry of Education
bustaman@ iab.edu.my
0199890524
![Page 220: Strategic thinking skills for educational leaders](https://reader033.fdocument.pub/reader033/viewer/2022061220/54bc61fc4a795943628b45db/html5/thumbnails/220.jpg)
mbustaman/IAB/KPM/05
220
Legal Information
All slides are copyrights and trademarks of the owner. No part of this slides may be stored in a retrieval system, transmitted, reproduced or
distributed in any way, including but not limited to digital copying without the prior agreement of the author.
Author
Muhamad Bustaman Haji Abdul Manaf(Pensyarah Cemerlang DG54)
[email protected]/[email protected]
Tel: 0199890524/0360571582