strategic thinking skills for educational leaders

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Strategic thinking skills for strategic leaders. a compulsory skill for all successful leaders in managing change. now success in your mind and your hand.

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Page 2: Strategic thinking skills for educational leaders

Pemikiran Strategik: satu tabiat pemimpin cemerlang

Trainer:

Muhamad Bustaman bin Abdul Manaf

Pensyarah Cemerlang DG 54

Bidang: Pengurusan Pendidikan

Institut Aminuddin Baki, [email protected]

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[email protected] 3

Jurulatih Anda

hak milik mbustamanIAB.KPM 3

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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

4 [email protected]

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.

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[email protected] 5

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.

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• 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

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Mengapa perlu memiliki kemahiran berfikir strategik

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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

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• 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

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• 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

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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

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Knowing others is intelligence

Knowing yourself is true wisdom

Mastering others true power

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• Honesty• Open-mindedness• Willingness to act

H.O.W to get the most from this course?

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mbustaman/IAB/KPM/05

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Tangkap Pemikiran Anda

• Semasa kursus berlansung, tuliskan perubahan cara anda berfikir dan akan buat perubahan bila balik ke tempat kerja nanti

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Perkara yang telah saya pelajari Tindakan saya selepas ini

Diri

Tempat kerja

Borang: Rekod Pembelajaran

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• Keupayaan Berfikir Yang membezakan Manusia dan

Kehidupan Lain.Membezakan darjat antara

manusiaMembezakan manusia yang

berjaya dan yang [email protected]

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• Katakanlah, “Apakah sama orang-orang yang mengetahui dengan orang-orang yang tidak mengetahui?”(az-Zumar: 9)

Allah berfirman:

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• Kata Imam Ghazali:

“seorang guru yang hanya memikirkan mengajar sahaja tanpa memikirkan masa depan muridnya, lebih baik jangan jadi guru”

[email protected]

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Persoalan?

Apakah perhubungan antara ilmu pemikiran strategik dengan:

1. Pengurusan Strategik

2. Perancangan Strategik

3. Kepemimpinan [email protected]

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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

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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

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mbustaman IAB KPM 13

Organisation = Ship

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• 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

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Hubungan Perancangan Strategik & pemikiran strategik

Tindakan

Ini langkah akhir? …

Perancangan StrategikMengambil TindakanBagaimanakah cara

untuk melakukannya?

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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?

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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

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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

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Pendekatan masa depan dan kaedah

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Mission&Vision

[email protected]

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Apakah Hubungan Antara Pemikiran Strategik dengan KEPIMPINAN

STRATEGIK

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Art & Discipline

Art

Creativity to fashion a vision

Discipline

Direct thought processes & turn vision into reality through action

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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

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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”.

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All men can see the tactics whereby I conquered, but what none can see is the

strategy out of which it evolved

Sun Tzu

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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

[email protected]

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• Kata –kata kunci PS

• ?

Apakah itu Pemikiran Strategik (PS)

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• 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

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• Pemikiran strategik adalah proses mengenal pasti, membayangkan dan memahami mungkin dan munasabah persekitaran operasi masa depan untuk organisasi anda ...

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• Mengintegrasikan masa depan ke dalam proses membuat keputusan hari ini dengan pemikiran yang besar, dalam dan jauh/masa panjang.

Definisi Pemikiran Strategik

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Thinking Big: Thinking in Systems

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• Besar (sangat luas) - tindakan memahami bagaimana organisasi/individu berhubung dan berinteraksi dengan organisasi lain dan persekitaran luaran?

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Pemikiran Sistem: satu set komponen berhubungan untuk capai satu matlamat

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Pemikiran sistem

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51Pisapia, J. (2009). The Strategic

Leader. Charlotte, NC: IAP

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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?

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• Jauh: Masa Panjang

• Sejauhmana masa depan yang kita cari?

• Adakah kita memahami bentuk pilihan persekitaran masa hadapan untuk organisasi anda?

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• Berfokus masa depan (future focus)• Openness• Breadth• Positive outlook• Curiosity• Flexibility

Ciri- Ciri Umum Individu BS

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• Tidak mengenal jarak• Melangkaui batas

masa/zaman• Mempengaruhi keadaan jiwa• Mempengaruhi kesihatan• Menentukan harga diri• Membina imej diri• Mempengaruhi hasil

(outcomes)• Bukan hasil keturunan

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Kesimpulan: Apakah yang anda telah pelajari setakat ini?

mbustaman/IAB/KPM/12

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Apakah yang telah saya pelajari

Apakah tindakan yang saya akan buat berkaitannya

selepas ini

Borang: Rekod Pembelajaran

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• Rujuk Worksheet 1• Masa: 20 minit• Perbincangan: contoh amalan

Penilaian Kendiri 1: Amalan Pemikiran Strategik

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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"

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Strategic Thinking Main Framework

Systems Thinking

Reflection

Reframing

66Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP

ST

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Self Assessment 2: Strategic Thinking Habits

Systems Thinking

Reflection

Reframing

67Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP

ST

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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

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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

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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

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• 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

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Fasa 1: Berfikir & Berjiwa Besar: Membuka Sempadan Pemikiran

glokal

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• 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

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Apa Yang Anda Nampak?

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• Bina Keyakinan Diri• Jawab Kuiz kendiri:

Aras Kualiti Diri Anda• Persoalan: Apakah

cara untuk membangun

kuasa keyakinan diri

Gambaran Keseluruhan Kualiti Diri

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• 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

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Kesimpulan: Apakah yang anda telah pelajari setakat ini?

mbustaman/IAB/KPM/12

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Apakah yang telah saya pelajari

Apakah tindakan yang saya akan buat berkaitannya

selepas ini

Borang: Rekod Pembelajaran

82 [email protected]

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                                                                                                                              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..

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                                                                                                                              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.

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Expand your dreams.. Be brave, Set no limits on the working of your imagination..

Be IMAGINEERS…!

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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?)

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• 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

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• 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…

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Optimistic about creating the future…

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Kesimpulan: Apakah yang anda telah pelajari setakat ini?

mbustaman/IAB/KPM/12

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• Soalan perbincangan: mengapa kita perlu berfikir secara ‘big picture’?

Worksheet 2: Seeing the big picture

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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.

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VALUES…HOLD ON TO YOUR VALUES…! Under all

odds..!

be yourself…!

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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.

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We can't solve problems by using the same kind of thinking we used when we created them.

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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.

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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]

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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]

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• 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….

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“Size Zero”-BANNED or NO?

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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.

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Perception of beauty has been distorted..

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• 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

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Pemikiran Luas: Pemikiran Sistem

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• 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? 

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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)

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Mission&Vision

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Pemikiran Sistemik: Kerangka Formulasi Strategi)

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• 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

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• 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. 

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• 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

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• 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

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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)

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1.Menghapuskan Bintik Buta

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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

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Berani Mencabar Andaian…

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Andaian Popular: Ia Tidak Mungkin (It’s impossible)

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• Bebaskan minda anda (Anjakan Paradigma)

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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

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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?

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Soalan: Mencabar Andaian

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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

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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)

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Menghapuskan Zon Selesa

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A Challenge: Beyond Busy

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Untuk berfikir secara strategik, anda perlu bergerak di luar batasan

: saya sibuk, tiada masa.123 [email protected]

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Time management?

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• Kumpulan• Sila Kenalpasti penyelesaian kepada

sebab pembazir masa?

• Pengurusan harian: Rujuk borang Pengelola Mingguan.

Analisis Kendiri

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Tabiat merujuk kepada tindakan yang diambil oleh seseorang itu berulangkali tanpa berfikir.

Cara atasi:

1. Sedar tentang manafaat perubahan jika menjadi proaktif

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Mengikis Tabiat Tidak Produktif

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The gap between reactive and proactive futures is bridged by making time for

strategic thinking..128 [email protected]

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Tabiat Tidak Kisah ( It’s irrelevant).

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• 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…

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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)

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Memupuk Sikap Positif

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Negative Thinking

• Negativity is the poison that kills dreams!

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• "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…

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…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.

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• Negativity is the poison that kills dreams!

• And we need to stop it before it contaminates our lives.

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Negativity starts with negative thoughts.

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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

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• 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.

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• 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.

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Change to Positive Thought Because…..

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• 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

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Importance of

Positive Attitude

Monday, April 10, 2023 The English Academy 142

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143

Surprisingly,

Developing

Positive Attitude

is the simplest thing to

doHere is How

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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

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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!

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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

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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?

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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

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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.

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Kesimpulan: Apakah yang anda telah pelajari setakat ini?

mbustaman/IAB/KPM/12

150

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Apakah yang telah saya pelajari

Apakah tindakan yang saya akan buat berkaitannya

selepas ini

Borang: Rekod Pembelajaran

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Aware of own worldview…

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Curious…

Explore, learn, reflect153 [email protected]

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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

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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

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157

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• Analyzing Information

• Scenario analysis

Analisis Kendiri

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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.

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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)

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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.

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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.

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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

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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

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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

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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

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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

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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.

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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

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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

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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

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Define Targets: How Will We Know We Are There?

mbustaman/IAB/KPM/05

175

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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)

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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

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• 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

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• 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

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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

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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

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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

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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

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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)

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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

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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

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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

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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: ….%

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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

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Are compassionate…

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…and generous

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…and, seek and foster collective wisdom

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Fleksibiliti dan Simplisiti

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Mengurus Risiko

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• Apakah itu Risiko?• Mengapa ianya perlu di

uruskan?• Pelan Pengurusan Risiko

Pengurusan Risiko

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Worksheet

1.Prioritizing Your Action

2.Thinking Creatively

3.Making Trade Offs

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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

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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

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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

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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

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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

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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.

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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

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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

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• Kuiz Perhubungan Manusia• Kuiz Pendengar Yang Efektif• Kuiz Bertabiat Asertif• Kuiz Kesihatan Mental• Mengurus KPI

Analisis kendiri: Aspek Penting Bagi Menjayakan Proses

Execution"

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213

mbustaman/IAB/KPM/12

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• Leadership Practices Inventory (LPI)

Analisis Kendiri

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•Pelan Tindakan Perubahan

Rumusan

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219

THANK YOUFrom

Muhd Bustaman Abdul ManafInstitute Aminuddin Baki

Ministry of Education

bustaman@ iab.edu.my

0199890524

[email protected]

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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