Keserakanan Dalam Pendidikan Tinggi

Professor Dr Mohamad Kamal Harun, FAScAKEPT

The National Park, Kuala Tahan, Pahang, Malaysia

Misi Melahirkan Insan Yang Meneraju Industri Perladangan

Negara

UiTM : Plantation Management Programo Diplomao Degree

1970 an

Ahli Akademik

Mencari/Membentuk/ Menerbitkan ilmu

Menyampaikan ilmu

Mengupayakan masyarakat melalui Ilmu

Kepimpinan Akademik

1. Tidak mempunyai jawatan yang memberikan kuasa.

2. Dihormati atas kehebatan ilmunya

3. Dipandang tinggi atas kredibiliti pengetahuannya

4. Diidengari atas kebijaksanaannya

5. Mampu menjadi rujukan kepada masyarakat

Soil Fertility

Plant Diseases

Management Operation

Mechanization of Estate Operation

Postharvest Handling and ProcessingAgricultural Marketing

Plantation Crops

Labor ResourceGeneral Field Maintenance

Pest and Disease Management

Ethical, Social and Legal Issues

Economics

Melahirkan Insan Yang Meneraju Industri Perladangan Negara

©AKEPT2016

Cerita Misi Melahirkan Insan Yang Meneraju Industri Perladangan

Negara

KESERAKANAN

KESERAKANAN DIDALAM ORGANISASI

Pengurus/Pentadbir Universiti

Pusat Peperiksaan Pej Perhubungan Industri Selenggaraan

©AKEPT2016

A Story

Misi Berjaya!!

Tugas Pemimpin Akademik Mencari/Membentuk Ilmu dan

Mengukuhkan Universiti

Menguji/Menyelidik/Menerbit

Mengkaji

Dikongsikan dan dibahaskan dalam pasukan bidang; KESERAKANAN

Dikongsikan: Merentas bidang; Pengajaran/Penerbitan KESERAKANAN

KESERAKANAN

Universiti Tersohor

KESOHORAN UNIVERSITI

Kesohoran Universiti

1. Kerakanan membina pasukan yang bekerjasama secara kukuh dan menyokong (secara profesional) antara satu sama lain bagi mencapai matlamat organisasi.

2. Kerekananan bererti mendengar dan menggalakkan perbedaan pandangan dan pendapat serta menyokong perbedaan ini, jika ia boleh menjayakan misi menghasilkan insan berguna.

3. Keserakanan menekankan kepada tanggungjawab secara berpasukan dalam mencapai misi dan matlamat.

4. Keserakanan mencetuskan interaksi kerap antara satu sama lain bagi memastikan keputusan bersama dibuat dalam menjayakan misi dan menelakkan konflik.

5. Keserakanan membentuk tenaga kerja yang bersemangat tinggi disamping menyediakan suasana dan ekosistem pekerjaan yang memberansangkan.

Lesson Learnt

• Keserakanan 1. Menampakkan kecenderungan

kepada mengambil berat terhadap rakan sekerja dan kejayaan mereka.

2. Antara ahli fakulti bertumpu kepada perkembangan pespektif dan juga kemajuan antara ahli.

3. Meningkatkan kreativiti dan keupayaan organisasi

4. Memantapkan kolaborasi, 5. Membulatkan usaha melalui

kerjasama6. Lebih bersifat “humanistic”dan

tidak “mechanical"7. Sentiasa melihat kehadapan.

Lesson Learned

• Kesan Keserakanan1. Meningkatkan produktiviti

dan kecekapan individu serta organisasi

2. Peningkatan semangat berkomuniti

3. Satu budaya yang positif4. Menjadikan tempat kerja

seronok didiami.

• Kesan ketiadaan Semangat Keserakanan

1. Kecekapan dan keberkesanan organisasi menurun,

2. Mengasingkan diri dari orang lain

3. Kehilangan peluang untuk lebih cepat maju

4. Mengekang potensi bakat individu dalam organisasi, dan menyebabkan kerugian kepada organisasi

The collegial effect: An exploratory study of how faculty members perceive collegiality and its effects on individuals and departmentsRobinson, Raymond D.. Michigan State University,

Lesson Learned

• Ketiadaan Semangat Keserakanan

1. Terlalu mementingkan diri sendiri, 2. Tidak mempunyai timbang rasa dan

kesedaran tentang keadaan sekeliling.

3. Menpunyai sifat dan perangai yang negatif.

4. Sentiasa menyangka diri lebih handal dari yang lain dan menggunakan kedudukan dan pangkat untuk menunjukkan kuasa.

5. Dalam keadaan tertentu bersifat diskriminasi.

Lesson Learned

Empathy: Fair and Recognized Potentials of

others

ACKNOWLEDGED THAT POWER AND AUTHORITY ARE EQUAL AMONG COLLEAGUES.

Lesson Learned

Lesson Learned

Be Knowledgeable

Lesson Learned

Cabaran Pendidikan Tinggi Masa Kini

Voices of the Malaysian Community

(community survey 2014)

1. Lead Knowledge to Empowering the Community2. Education for All: Inclusive and Equitable Opportunities for

Quality Higher Education.3. Strengthen National Cohesion through Higher Education;4. Malaysian Higher Education: Strength through Diversity5. Foster Collaboration for Excellence;6. Nurture Talent: Learning Experience for Continued Excellence7. Internationalization: Progressive International Impact;8. IHL Governance: Empowered and Transparent 9. Higher Education that Leads Economic Revitalization;10. Higher Education for Inclusive and Sustainable Development11. Research and Innovation for humanity and inclusive growth;12. HE as an instrument for soft power in conflict resolution.

Permintaan dari Masyarakat

©AKEPT2016

AKEPT PILLARS

HigherEducation Thought & Action Leaders

Training & Talent Development Research

Administration, Financial, Infrastructure & Partnership

THRUST

FUNCTION

VISION & MISSION

SUPPORTSYSTEM

Academic Leadership

Institutional Leadership

Strategic Research on Leadership

FOCUS AREAS FOR ACADEMIC LEADERSHIP, GOVERNANCE & LEADERSHIP TALENT DEVELOPMENT

©AKEPT2016

ACADEMIC LEADERSHIP IN HIGHER EDUCATION (AL 400)

Strategic Leadership & Decision Making

Academic & The Community (Nation-Civilisation)

The Malaysian Higher Education (Autonomy & Governance)

Leadership Style, Traits and Characteristic

The Idea & role of Higher Education in Malaysia

Leadership in Managing Diversity

Malaysian Higher Education Blueprint & Act

INSTITUTIONAL LEADERSHIPADVANCED LEADERSHIP PROGRAMME (IL 700)

Leadership Mobility

Sustainable Leadership

Coaching & Mentoring Leaders in HEIs

Global Discoveries: Future University

Autonomy & Accountability in 21st Century HEIs

MID-LEVEL LEADERSHIP PROGRAMME II (IL 600)

Leading Successful Change in HEIs

Strategic Financial Management in HE Towards High-Income Nation

Strategic Management for High-Performance Universities II

Building Inner Strengths of Leaders in Higher Education

Crisis Leadership in HEIs

MID-LEVEL LEADERSHIP PROGRAMME I (IL 500)

Strategic Management for High-Performance Universities I

Strategic Communication & Media for HEIs Leaders

Fostering Creative Problem Solving in HEIs: Crisis & Conflict Management

Unlocking Potential Through Performance Management

ACADEMIC LEADERSHIPACADEMICS AND THE INSTITUTION (AL 300)

Academic Governance & Leadership

Corporate Strategy in University Administration

Academic Leadership in Community University Engagement

Collegial Management

Knowledge Management & Academic Credibility

Managing Scarcity & Solidarity

COMMUNITY OF ACADEMICS (AL 200)

Academic Profession (Scholarship-Culture)

Academic Networking

Coaching & Mentoring for Excellence

THE INDIVIDUAL ACADEMIC (AL 100)

Qalb-Based Leadership

Human Governance

Intellectuality & Social Conscience

Academic Ethics & Integrity

Self Leadership & Identity Construction

35 programs x 3 courses/program = 105 courses

©AKEPT2016

STRATEGIC LEADERSHIP FOCUS AREAS

MODULE

Human Capital Development for Technology Transfer Centre

Grants Assessor Programme

The Digital Education Leadership Action Training (DELAT) Programme

CONFERENCES/PUBLICATIONS

AKEPT Leadership Talk Series World Islamic Countries University Leaders

Summit (WICULS 2016)Conference on Governance in Higher

Education Institutions 2016ASEAN Emerging Administrative Leaders

Convention 20162nd Forum on Qalb-Based Leadership in

Higher Education Institutions South East Asia Higher Education Summit

(SEAHES 2016)HE Governance for Malaysian University

Boards Chairs and Vice Chancellors/Presidents

LEADER MagazineConference for Higher Education

Department Heads

YOUNG LEADER DEVELOPMENT

Malaysian Young Scholar Leadership ASEAN Future Leaders (AFLES)

STRATEGIC LEADERSHIP RESEARCH

University Good Governance Practice The nature and Functions of Qalb in

Leadership from the Islamic Perspective:ASEAN Community Leadership Engagement:

Reviving The Soul of Higher EducationUniversity Corporate Governance: RU’s,

Comprehensive and MTUN

TERIMA KASIH

Pendidikan Tinggi menerajui masa

depan Negara