Best Practices of Learning Organization in The Context of Knowledge Management

ASALAMUALAIKUM WBT
GREETINGS AND SALUTATION
MoE Strategic Leadership

Best Practices Of Learning
Organization
In The Context Of
Knowledge Management
---------------------------------------------------------------------
When Will I Know Everything?
Azuddin Jud Haji Ismail
6th July 2006
MUQADDIMAH
DUNIA ITU SUATU KEBUN, PAGARNYA WANGSA NEGARA.

NEGARA ITU SEBUAH KEKUASAAN,
YANG HIDUP DENGAN KEKUASAAN ITU,
ATURAN YANG TETAP (SUNNAH).
ATURAN YANG TETAP ITU IALAH POLITIK (SIASAH)
YANG DIJALANKAN OLEH RAJA (PEMERINTAH)
RAJA ITU PERATURAN YANG DISOKONG OLEH ANGGOTA
KERAJAAN
ANGGOTA KERAJAAN ITU DI TANGGUNG OLEH HARTA.
HARTA ITU REZEKI YANG DIKUMPULKAN OLEH RAKYAT.
RAKYAT ITU BUDAK BUDAK YANG DIPELIHARA OLEH KEADILAN
KEADILAN ITU YANG DISUKAI OELH DUNIA.
DENGAN KEADILAN ITU TEGAKLAH DUNIA, DUNIA ITU SUATU
KEBUN…
BAGHDAD - IRAQ 800 A.D

MALAYSIA K-BASED ECONOMY MASTER PLAN
Bridging the
knowledge and
Develop digital divides
Knowledge-based Developing human
Civil service capital
Networking with Institutional

private sector Support
Increase capacity
Developing necessary
for the acquisition and
infrastructure and
application of science
Info-structure facilities
and technology
K-based Economy Master Plan
(Goal and Target)
 Develop a world-class knowledge based public

service.
 Skilled, knowledgeable, efficient and competent
 Proactive and responsive to the needs of the
‘rakyat’
 More open and accountable
 Fully adopt and leverages upon ICT to enhance
its efficiency and productivity
Why Knowledge?
Knowledge is now considered as

the most valuable intangible
assets that need to be valued,
developed and managed.
To enable companies/
organisations to make the right
decisions at the right time
To improve the performance of

individuals and organisations
Potential Benefits of
Managing Knowledge
People learn
right across
Improved organisation Employee
sharing of understand
information organisation
Less time is objectives etc
spent on
Customer
Decision researching
service
making improves
improves Individuals and teams are
linked across remote locations
What is Knowledge?
“Knowledge is a fluid mix of framed experience,

values, contextual information and expert insight
that provides a framework for evaluating and
incorporating new experiences and information. It
originates and is applied in the minds of knowers.
In organisations, it often becomes embedded not
only in documents or repositories but also in
organisational routines, processes, practices and
norms”.
(Davenport and Prusak, 1998)
TACIT KNOWLEDGE
Tacit knowledge is understood but not clearly
expressed. It is often personal knowledge
embedded in individual experience and involve
intangible factors, such as personal belief,
perspective and values
EXPLICIT KNOWLEDGE
Explicit knowledge is precisely and clearly
expressed, with nothing left to implication. It can
be described, documented and shared amongst
individuals
THE GIFT
“GOD GIVES US
THE ABILITY
TO THINK
&
TO REASON”
Azuddin Jud Haji Ismail 9
WISDOM
PERBIDALAN ILMU
GIVE A MAN A FISH, YOU
WILL MAKE HIM FULL FOR A
DAY.
TEACH HIM HOW TO FISH,
HE WILL BE FULL FOR FOR
THE REST OF HIS LIFE
THE SOCIO-CULTURE OF
INFORMATION
PEOPLE - INTERACT
PROCESS - ADAPT
ORGANIZATION - CULTURE
TOOLS – TECHNOLOGY
KNOWLEDGE - VALUED
INTELLEGENCE - CAPITAL
WISDOM - INHERITANCE
Kuasa
(Self ) Law of Nature

Internal
OBJECT AT REST STAY AT REST
OBJECT IN MOTION STAY IN MOTION UNTIL…
KNOWLEDGE
Environment
FORCE = MASS X ACCELERATION

(Boss)
( Newton’s Second Law of Motion)
External

SIFAT AQAL
MALAS – TEORI NEWTON

KENAL – RECOGNISE
TAWAN – CONQUER
INGAT – REMEMBER
BAHASA – LINGO
BANDING/KAIT - COMPARE / RELATES
RANGSANG - STIMULTE / SUASANA
TEKNIK, PETUA, LATIHAN & DOA

RENUNGAN
“A THOROUGH KNOWLEDGE OF THE

ELEMENTS
TAKES US MORE THAN HALF THE ROAD TO
MASTERSHIP”
ARON NIMZOWITSCH
INTERNATIONAL CHESS GRANDMASTER
Malaysia Has So Many PhD Holders ,
Do We Have Any Chess
GrandMaster?
Why INDIA, SINGAPORE,
Jenis Manusia Kearah Kemajuan
ATTRIBUTE
Competency Willingness Confidence
TYPE
Make It Happen YES YES YES
Help It Happen YES ? ?
Do It Happen NO YES YES
Let It Happen NO NO YES
Do Not Know What Is Happening NO NO NO
KOMPETENSI – Layak – Minat - Lantik
KITARAN
JENIS BERPENGETAHUAN PENILAIAN
ILMU
TAHU DENGAN SENDIRINYA BERKOMPETENSI AKTIF
LEARN &
TAHU APA YANG DIKETAHUI BERPENGETAHUAN
RE-LEARN
TAHU APA YANG TAK TAHU BERUSAHA UNTUK BERILMU LEARN
TAK TAHU APA YANG DIKETAHUI GAGAL DALAM MENGUASAI ILMU RE-LEARN
REFUSE TO
TAK TAHU APA YANG TAK TAHU BERKEMUNGKINAN SEGALANYA
LEARN
THE ORGANIC ORGANIZATION
VISION ? WHERE/ WHEN
MISSION IDENTITY WHO
PERMISSION BELIEFS WHY
MOTIVATION VALUES WHY
DIRECTION CAPABILITIES HOW
ACTIONS BEHAVIOUR WHAT
CONSTRAINT WHERE/WHE
S ENVIRONMENT N

7 ACTION LEARNING ORGANIZATION
• A bias for reflection-in-action – Open Heart

Leadership
• Formation of learning alliances - Synergy
• Development of external networks - Link
• Multiple rewards systems – Value Proposition
• Creation of meaningful information– Applied
Knowledge
• Individual empowerment - Accountability
• Leadership & Vision – Continuous Improvement

KNOWLEDGE FOR THE EDGE
Human See VALUE In

Consciously Collecting
& Using Information
Technology, The Need
To Organize
Knowledge For
Accessing It - LHDN
INTELLIGENT FROM KNOWLEDGE
ADVERSITY OF A MAN IS TESTED WHEN HE HAS THE
POWER
Right Brain Left Brain

(Imagination) IDEAL (Logic)
Sensitivity
Awareness EQ IQ
Message
Culture
Value
Environment sound sight smell taste
touch
KM – CLOCKWISE FRAMEWORK
MEASUREMENT OWNERSHIP
USE PROVIDE
ADAPT FIND
KNOWLEDGE
SHARE SELECT
DISTILL ORGANIZE
TECHNOLOGY CULTURE

LEARNING ORGANIZATION
SUMBER MANUSIA
KNOW
Process & Make it happen

Functional Help it happen
Oriented Let it happen
BE
PROSES TEKNOLOGI
LEARN DO
Business
&
Technology
Driven

CHALLANGES
“In The USA, The Challenge Is:

To Capture The Knowledge Of The
Skilled Worker Who Are Leaving
The US Government.
In Malaysia, The Challenge Is :
On How To Create A Skilled
Workforce Through Knowledge
Base”
-The Asia Business Forum 2003-
FROM KNOWLEDGE TO LIBERALISM
YOU KNOW WHAT

YOU KNOW HOW
YOU KNOW WHY
--------------------------------
Integrated Learning Complex
Museum , Library , Zoo , Science Center ,
National Archive , Sports Center.etc..
Disneyland, NASA , Library of the
Congress
PROPOSED INTEGRATED INFO-SOC
MOE DIV 1
Decision
Workflow
Support MOE DIV 4
Management
Systems
Data State
MOE DIV 2
Warehousing Department
Web
Applications MOEDMS Access
Knowledge
DISTRICT MOE DIV 3
Management
Customer
EIS Customer
Relation
E-LEARNING Service
Management
MOE
CRITICAL DIV
Phase 1 Phase 2 Phase 3
Phase 2 in Phase 1 Integration with other modules
(Quick Win)
KM Strategic Thinking
PLAYING THE BETTER
LEVEL OF UNCERTAINTY CONDUCT STRATEGIC GAME
CONVERSATIONS
UNCERTAINTY INTUITING STRATEGIC POSITION
PLAYING THE GAME

TYPES OF UNCERTAINTY INSTITUTIONALIZING DIFFERENTLY
Positioning Strategic Thinking
 Why is strategy implementation so hard to achieve ?
 Why do so many strategy projects fail ?
 How do management team develop knowledge about the future ?
 How do individuals share strategic knowledge across the organization ?
“ We need a deep theory of strategy creation “
The old media giant - Viacom, Walt Disney, NewsCorp, Time Warner
Computer & consumer giant - Sony, IBM, Apple, Microsoft
Telecommunication giant - Deutsche Telekom, BT, AT&T, WorldCom
Online services - eBay, Amazon, Yahoo, Aol
Coming soon – Softbank, alibaba.com, X-BOX, playstation
Uncertainty Thinking – Strategic Practice & Preach
 NIKE – JUST DO IT
 MERCEDES BENZ – ENGINEERED TO DRIVE THE HUMAN

SPIRIT
 BMW – ULTIMATE DRIVING MACHINE
 TOYOTA – PASSION campaign for entering Formula 1
 HONDA – TALL BOY ( Tacit Campaign ) – POWER OF DREAMS
 PROTON evolusi 1 – KEJAYAAN MALAYSIA campaign for SAGA
 TM – Merintis Kemungkinan ?????
 KANCIL evolusi 1 – SEBIJAK ANDA

TRANSFORMATION
Knowledge Is Power (Newsweek 14th June 1993)
Knowledege Society – Peter F. Drucker 1993
Knowledge Base Intangibles – Alvin Toffler 1992
Knowledge Base Intellects – Reich 1991
Pemikir Barat
1960 – Era Penghasilan Produk Baru
1970 – Era Penghasilan Kos Effektif
1980 – Era TQM Pengurusan Kualiti Bersepadu
1990 – Era Perkhidmatan & Pemasaran Global
2000 – Era Knowledge Management & e-Business
TUN Dr.MAHATHIR
PLEDGE FOR BETTER KNOWLEDGE THINKING SOCIETY
BE ON A HIGHER LEVEL YOURSELF AS YOU CAN

NEVER TAKE PEOPLE WHERE YOU HAVE NEVER
BEEN YOURSELF
CYJ@YA KOREA - MSC/MDC
ANY COUNTRY WHO DOES NOT LOOK AHEAD

REMAIN BEHIND
WAWASAN 2020
NO INFORMATION RICH COUNTRY IS POOR &

NO INFORMATION POOR COUNTRY IS RICH
MALAYSIAN KNOWLEDEGE MANAGEMENT PLAN
Towards a Learning Organization:
The Role of Assistant Principals In

Managing Knowledge
The Strategic Transformation of
Ministry of Education
School Division – Principal Centric K-Portal
Concept For Review : Prepared Exclusively For PKPSM Meeting
30th June 2006
STAKEHOLDERS
SUPPORT GROUP
PIBG
Result & Make it happen

Functional Help it happen
Oriented Let it happen
EDUCATOR
STUDENT MOE
LEARN DELIVER
Business
Improvement
&
Technology
Driven

THE EVOLUTION OF DATA
DATA – A MUST RAW

MATERIAL
INFORMATION - MEANINGFUL
KNOWLEDGE - VALUED
INTELLEGENCE - COMPETITIVE
WISDOM - INHERITANCE

Knowledge-based Economy in
Malaysia
Vision 2020
Globalization
Information & Knowledge Intensity
Networking & Connectivity
Knowledge Society
Vision Of Malaysia: Knowledge-
based Economy By Year 2020
Values-based
- - 2020
Economic
• Competitive a l Knowledge
r
Knowledge
teg Society
Economy In
e
ar
p le Knowledge n
• Value creating o t io
knowledge Pe Society ica r
products and -- un ble
m na
services m E
Information Co a n
d
• ICT as a sector
Society an y as
n
and human it o log
a no
m
capital as a
f or ech
commodity In T Social
• Access to • Culture of a life • United, moral and ethical

information long learning and society
innovation • Sustainable quality of life
Malaysia’s Transition into Knowledge-based
Economy
Leapfrog into
leadership in the
Knowledge-based
Economy
MoE Knowledge-driven
High-tech Manufacturing &

Services Productivity-
driven
Medium-tech Manufacturing &
Services Investment- KM supporting
driven
Assembly-type Knowledge-based
Manufacturing economy
Labour-driven
Primary
Commodities
Labour-driven
1960 1970 1980 1995 2000 2020

Learning Organizations
 A learning organization is skilled at

creating, acquiring, and transferring
knowledge and at modifying its behavior to
reflect new knowledge and insights.
 Learning organizations translate new
knowledge into new ways of behaving.
 In a learning organization, managers and
teachers encourage - work-related learning,
the exchange of information between
workforces to create new ideas &
knowledge and continuous improvement.
Joan Giesecke & Beth Mcneil, 2004

Knowledge Management
“ The confusion between knowledge and

information has caused managers to sink
billions of dollars in IT ventures that have
yielded marginal results.
Business managers need to realize that
unlike information, KNOWLEDGE is
embedded in people, and KNOWLEDGE
CREATION occurs in the process of social
interaction.”
Dr. Karl Erik Sveiby
The New Organizational Wealth: Managing and
Measuring Knowledge- Based Assets, 1997
Mission of Knowledge
Management in MoE
To transform MoE into a learning

organization by facilitating
knowledge creation and transfer
by means of providing effective
infrastructure, contents and
inputs for strategic decision
making

Knowledge Management in MoE
Build MoE as a Knowledge-based organization

and Center of Reference by promoting KM
and Knowledge sharing activities
RMK 9
1. Support Vision 2020

KNOWLEDGE 2. Capacity Building
PERMEATING
3. Sharing and Learning program
4. Outreach – Parliament and Inputs to the
Ministers
K-organization &
Knowledge 5. EDMS and Corporate K-portal
Sharing Culture
6. Contents publication and management
7. MoE Knowledge Center

Info. Sharing across

Top management support State / Division /
- KM Roles Departments & Units
K-sharing forum
Virtual Office
MoE Knowledge Portal - Remote Access of
the doc./mails
Knowledge Center ;
MoE Expert Directory
E-Learning

Top management support - KM Roles
MoE has appointed Ketua Pengarah Pendidikan and act

as the Chief Learning and Knowledge Officer (CLKO) to
facilitate the KM initiatives in the organization.
A strategic division has been formed under the direct

supervision of the CLKO and positions likewise have
been created to carry out KM tasks in the ministry.

MoE- Knowledge Portal
MoE Knowledge Portal
MoE is a Knowledge and Learning based

organization thus Intranet manages the
dissemination and sharing of knowledge of the
organization.
The Strategy:
• MoE K-portal is a place to communicate, share and
collaborate
• Meet people across the organization
• Know-how and know-who
• Medium for corporate communication
• Knowledge sharing culture

Info. Sharing across Departments

K-sharing forum
• The objective is to encourage intellectual discourse and
create
a knowledge-sharing culture amongst MoE teachers.
• A continuous program where teachers share their
knowledge,
expertise and skills with their own colleagues. Innovation
extended to PPD and PPN for a monthly external forum.
• A face-to-face session where teachers interact and discuss
freely.

MoE teachers Directory
To locate the experts and share expertise among

teachers, MoE has created a teachers directory, which
includes information on teachers’s department,
extension no., e-mail, educational background,
experiences, expertise and other personal details.
It serves the purpose of internal networking and

communication among MoE workforces.

Virtual Office - Remote Access of

MoE network
To access MoE’s ministry network, (i.e. MoE’s portal,

shared files/documents, web applications) from
anywhere in the world, the ‘MoE Network Remote
Access’
This remote access will help MoE teachers to be

connected with the information and knowledge and
to work from any parts of the world.

MoE Teacher’s Knowledge Center ;
E-Learning
MoE Teacher’s Knowledge Center is a corporate library, which

caters the need of teachers learning providing latest teaching
methodology & Learning Organization and Knowledge
Management magazines, Reports, Journals and books on
various interest.

MoE Teacher’s Knowledge Center ;
E-Learning
MoE also has to offer a wide range of training tutorials through

its e-learning initiatives. Electronic documents are complied
and collected in CDs, which are available in MoE’s Teacher’s
Knowledge Center (Library). MoE K-center system allows
teachers to search the online catalogues of books at the K-
center.
MoE to subscribe a number of online IT and business journals

that can be accessible from the MoE Knowledge portal.
Links to various online tutorials are also available in the portal.

Learning Organization Vs. KM
K-identification
TACIT
K-creation
K-evaluation
KM
K-organization
EXPLICIT K-sharing
Shared Vision
Community learning
Organizational Individual learning
Learning
Learning culture
Openness & Sharing

Learning Organization vs. KM
Covers following
KM components Tasks involved Learning
Organization
 K-identification  Formulate CoPs/team to components
 Shared Vision
 K-creation identify, create and  Team Learning
 K-evaluation evaluate knowledge  System Thinking
 Must have a common
vision and goal
 K-organization  People are responsible  Personal Mastery
 K-sharing and willing to learn and
share through
formal/informal ways
 New K-creation  People share and use  Mental Model
knowledge on regular basis;
create new knowledge to
improve performance

Transforming MoE into a Learning
Organization
To Foster Learning at every stage in MoE
Organizational Work Tools & Skills &

Culture Processes Techniques Motivation
• Develop a Shared • BI / Competitor • Info-sharing • Provide alternative
Vision incorporating analysis sessions learning materials,
Learning • KM initiatives to • Brainstorming i.e. CDs
• Written policies share knowledge sessions • E-learning
endorsed by Top • Develop CoPs • Corporate • Individual
management • Incorporate communication development plans
• Encourage Upward learning into teachers • Observation of • Reduce learning
Feedback/voice out learning curve – manuals/
program KPIs performance mentor-mentee
• Inspire Cross- • Provide Rewards • teachers support program
departmental for learning /mentoring programs • Form Study
Info- sharing • Involves customers Groups
in decision making • Promote field trips

KM & Organizational Learning in
MoE
KM initiatives Towards a Learning

Organization
Top management support Commitment towards a
- KM Roles learning organization
Works as a platform of
MoE Knowledge Portal organizational knowledge
base
Locates experts and builds
MoE teachers Directory
knowledge network within
MoE
Info. Sharing Facilitates sharing of knowledge
K-sharing forum and enhances corporate
learning
Remote Access of Provides opportunity for
the doc./mails continuous learning & sharing
K-Center ; E-Learning Ease access of Offline

Reports, books; online
information 52
Conclusion
 MoE is the first government agencies to embark on KM in a

structured and organized way
 KM plays a core role in the development of MoE’s institutional
knowledge to drive the nation’s Vision 2020 project
 Has successfully implemented the infrastructure and related
programmes to manage institutional knowledge
 Culture is still a major challenge
 Integrating “learning organization concepts ” as part of
knowledge management is relatively new .
 KM is fast becoming an integral part ingrained into the
organisational activities and processes.

HOME-GROWN OR TINNED? – NEXT STEP
1. Create a knowledge crisis/context and communicate
it
2. Develop and share explicit knowledge to internal and

external market processes. As a basic processes as
fundamental and available as the First Aid
3. Encourage the creation of new forms of knowledge
4. Don’t send your people for development, instead

give
them the budget to invest in making their new form of
knowledge. Monitor, work and let them keep the return.
5. Encourage them to share the lessons of success and

failure at an internal Knowledge
Workshop 54
WISDOM
“Ain Lam Mim”

ALAM
ILMU
AMIL
ALIM
UNLESS
AMAL
AZUDDIN JUD HAJI ISMAIL
WISDOM
HARLAND SANDERS 1890-1980

“YOU’VE GOT TO LIKE YOUR WORK.
YOU’VE GOT TO LIKE WHAT YOU ARE DOING.
YOU’VE GOT TO BE DOING SOMETHING
WORTHWHILE SO YOU CAN LIKE IT.
BECAUSE IF IT’S WORTHWHILE, THAT MAKES A
DIFFERENCE, DON’T YOU SEE!”
FOUNDER OF KENTUCKY FRIED CHICKEN, aka COLONEL SANDERS
STARTED THE FIRST KFC FRANCHISE IN SALT LAKE CITY UTAH, USA

TAMAT
TERTEMPOH LUTUT KIRI

TERANGKAT LUTUT KANAN
TERANGKAT ANAK ADAM JARI SEPULUH
JARI SEPERTI SUSUN SIREH
BUKAN SEMBAH SEBARANG SEMBAH
SEMBAH BERNAMA LELA SEMBAH
DENGAN TANJAK “DENDAM TAK SUDAH”
EMBOK DALIK ANAK KEPADA DAENG PERANI – 7 BUGIS BERSAUDARA

1600 MASEHI – KERAJAAN MELAYU RIAU LINGGI

Four Elements of Org DNA
Decision Rights Information
Motivators Structure

Habits

1 2
Important Important
& But Not
URGENT URGENT
3 4
URGENT Not Important
But Not &
Important Not URGENT

 Asst. Principal / Principal Relationship
 Internal Communication
 Exterior Communication

oDo Things Not As ked
For
oDo More!
oCreate Trus t

♣ 1st Impression
♣ Non-Verbal
♣ You….The Ambassador!
♣ You Can Only Feel As Good
As You Look

 What you see in others
is your own reflection
 Positive Vibes
 Art of Greeting People
 Be At Peace With The
World And Yourself

 KFC Story
 Create a Habit &That
Habit Will Take Care Of
You

• Do What You Are Supposed
to Do Whether You Like It or
Not!
• You Are Today What You
Did Yesterday!
• Who You’ll Be Tomorrow
Depends On What You Do
Today!

Managing Changes in Learning Organization – Today !!!
 Things are changing “status quo” management
won’t work.
 Major challenges :-
 How do you hang on to your good people?
 How do you keep morale from dropping?
 How do you get the results higher management
expects of your work group?
Managing Changes in Learning Organization – Today !!!
 The odds are you will be expected to get more
done, maybe with fewer resources, in a shorter
period of time
 Is it Fair ???
 Productivity get hammered from all corners..
 Your people may be upset, confused or
demoralized…but still you are responsible to
produce “good” results
 You have to protect the “bottom line” …
Here is the opportunity to become a “Hero”

Rules # 1 – Be A Change Agent
 Your responsibilities as a Principal or Assistant
Principal take on a new dimension.
 Your day-to-day duties and job has grown
 More bases to cover and you will discover some
of your old habits and routines in the way you
manage people just won’t work….not now
Keep up with what’s happening around you by

changing your approach, your emphasis.
ADAPT – Loosen up and roll with the flow.
Flexibility is one of the keys to being a good
“Change Agent”
Rules # 2 – Don’t Give Away Your Power
 Principals and Assistant Principals become more
tentative during times of significant changes. More
cautious, careful, uncertain regarding the extent of their
authority and decision-making latitude.
 Give away their managerial power and wait around to

see if higher management is going to give back to them.
 The “Wait and See” will make you less effective
Act on active stance!

If you wait for crystal clear signals from above regarding
what you can and can’t do, your management is going to
lose momentum.
EMPOWER Yourself
Dare to attack your job with confidence and authority!
Rules # 3 – Keep Positive Attitude
 Your attitude as Principals and Assistant
Principals will be a major factor in determining
what the climate in your learning organization.
Your attitude is totally under your control!!
 Will you be the right kind of role model for your

subordinates?.
 Look at the organizational demand as your
personal demand. Seek out opportunities!
Be Upbeat, Positive & Enthusiastic!

It is contagious and influenced your subordinates!
Rules # 4 – Give Your Troops “Clear-Cut Marching
Orders?
 Minimize the ambiguity !! Clear up the
“unknown” as much as possible
 Your subordinates usually respond well to
“hands-on management”
Frame out their duties and assignments in specific

terms, rather than leaving things general and
vague!
Assign definite deadlines and timetables.
Clear guidance from you helps your people on
track, reduces the odds that they will show a
drop-off in desired target!
Rules # 5 – Focus On “Short-Range Objective”
 Clear defined goals and objectives.

 It will helps your people get their minds off the
past and become “future-oriented”
 It build confidence, restore momentum and trust
 Concentrate on quarterly, monthly and even
weekly performance targets.
 Publicity - accountability
Keep the spot light in your “Quick Win”

Give your subordinates generous feedback
regarding the progress that is made towards
goal achievement.
Rules # 6 – Establish Clear Priorities
 Those who make the most noise should not
necessarily get the most attention.
 Don’t get distracted by attending low priority
issues that chew up a lot of time and energy yet
LITTLE Pay Off!!
 Keep up your priorities clear in the mind of your
subordinates when you delegate work to them.
Careful planning and organizing is a must!

You may not have enough time and energy to andle
everything that comes along. So make sure you
take care the things that count the “Most”
Rules # 7 – Nail Down Each Person’s Job
 Don’t “Ass U Me” that all subordinates know

exactly where and how to aim their efforts.
 Consistently “Check On Them”
 Put the key points of all discussion in writing
with copies maintained by you as well as the
subordinates.
 Set aside time to review this information with the
subordinates promptly upon your observation of
significant performance shortfalls
WALK THE TALK

Rules # 8 – Raise The Bar
 Ask for more. Make them stretch.

 Why?
 More to be done
 Introspection where your subordinates examine their
individual approach on the job, evaluate their careers
and more open to changing their work habits.
 Grab the opportunity and push them harder, and to work
smarter.
 It is better for their mental health and for the
organization morale if they are extremely busy and don’t
have time on their hands to spend worrying about the
future or romanticizing the past!
The performance standards you set and the objectives you
put should be challenging and REALISTIC.
DON’T SHOOT ON GOALS THAT ARE RESULTING FAILURE!
Rules # 9 – Motivate To The Hilt
 Put out all STOPS

 Be a “Spark Plug”
 Be a “Cheerleader”
 Different motivational tactics on different people
ACT AS AN C.E.O
Rules # 9 – Motivate To The Hilt
 Put out all STOPS

 Be a “Spark Plug”
 Be a “Cheerleader”
 Different motivational tactics on different people
ACT AS AN C.E.O
Be a “Coach” not a Judge or Umpire
Build “esprit de corps”
Teambuilding efforts – Contests, t-shirts, milestone
parties, slogans or schools social games
(bowling)
Rules # 10 – Provide Additional “Job Know-How”
 Nobody likes to FAIL

 The gap between the Org DNA will create
resistance to change
 They may withhold their best effort due to
feelings of insecurity
 Main responsible to develop capacity building
for your human capital
Need to function more as a tutor, trainer and mentor

and not just as a BOSS
Assist them in developing new skills needed to
perform competently.
Rules # 11 – Pass Out More ”Psychological Pay-checks”
 Limitation on tangible rewards (increases in pay

or benefits)
 NO LIMITATION on INTAGIBLE REWARDS
 Cost the organization NOTHING – Just You!
Never underestimate the value your subordinates

place on simple things such as word of
encouragement or compliment from you.
Show respect and empathy.

Write a short memo to express your appreciation
towards their quality and achievement.
Rules # 12 – “Beef Up” Communication Efforts
 STOP THE RUMOR MILL !!!

 Good communication is a “2 way street”
 Provide variety of opportunity for your
subordinates input to you.
 Be a careful listener
 Be available
 Ask more questions
 Get their opinions and views
MAKE A CLEAR STATEMENT THAT YOU ARE AN

ACCESSIBLE BOSS!!!!
Rules # 12 – “Beef Up” Communication Efforts
 Keep them updated on regular basis

 Strive to be SPECIFIC rather than VAGUE
If your work group has communication problems,

rest assured these will result in other
SECONDARY Problems - ?X!$%@#
Rules # 13 – Go Looking For Bad News
 Invite “Bad News”

 You can’t lead if you’re the LAST ONE TO KNOW
 Discipline yourself to reward people who
identified problems and report the
organizational breakdowns.
 Make it clear that the TRUTH is welcome
Make it easy for people to tell you those things you

don’t necessarily want to hear!!
Their perspective may be better than yours!
They may see things you CAN’T see!
Rules # 14 – Protect Quality & Customer Service
 It cost 5X as much to develop new customer as

it costs to keep an existing one
Be very VOCAL in upholding the standards.

Stay close to your clients (Teachers, Students &
Parents)
Rules # 15 – Re-Recruit Your Good People
 It is the good swimmers who are most likely to

jump ship.
 It is high risk management to assume that your

key player are going to remain on the team just
because they haven’t publicly announced that
they plan to leave
Tell them you want them.

Make your winners feel important
Rules # 16 – Take Care Of The “ME” Issues In A Hurry
 Self-preservation becomes a major concern

 Will I get to keep up my standard?
 How will I be rewarded?
 Will I have a “NEW” Boss?
 What will be expected of ME now?
GET THESE QUESTIONS ANSWERED IN A HURRY,

SO PEOPLE CAN GET ON WITH BUSINESS!!!!
Rules # 17 – Reduce The Level Of Job Stress
 Changes increases the level of job stress.
Make an effort to minimize surprises.

Give people advance warning about what’s coming
Keep a sense of humor – bring some fun to the
environment.
Rules # 18 – Be Supportive Of Higher Management
 Ministry need your backing as much as your
staff
 Be aware of the Ministry priorities and adjust to
your organization accordingly
 Be forgiving of errors by Higher Management, or
what looks to you like faulty management.
Have the guts to report problems to the higher

management.
Be BIG enough to ask for help.
Report the truth, all the truth. You are helping the
BOSS when you let the BOSS know you need
help
Rules # 19 – Be A LEADER
 Your job title is just a label.

 Leader is a reputation
 You have to earn it personally
The things your personally do or don’t do,

determine what calibre leader you will be!!!
SEIZE THE OPPORTUNITY

TAMAT
SEKIAN & WASSALAM
AZUDDIN JUD HAJI ISMAIL

Secretariat Of International Knowledge Bank Malaysian
Chapter
CEO
TEKNIK KREATIF GROUP
Consultant - Team Leader For Government of Malaysia

EG For - WEB PUBLISHING & KNOWLEDGE BASE
Advisor – Neo Economic Business Community - YKSM
azuddinjudismail@yahoo.com
Video Call : +6013-615 3803
KAJIAN – SEKALUNG TERIMA KASIH
 Al-Quraan & Hadtith – A To Z Steps to Leadership: Abd Ghani
Ahmad Barie
 Al-Kibsi - McKinsey Consultancy
 Govt. Blueprint For e-Govt - Accenture
 Alfred J.Beerli, Ph.D – Knowledge Management & e-Business.
 Svenja Falk, Ph.D – e-Politics & e-Democracy
 Daniel Diemers, Ph.D – Knowledge Management & Virtual
Commucities
 Michael E. Porter, Ph.D Havard University - Knowledge
Transformation Business Administration
 Amrit Tiwana – Knowledge Management , e-business & CRM
 Y.M. Dr. Raja Malek – GoM MAMPU – Project Paper for INTAN e-
Learning
 Mr. Yotaro Kobayashi, CEO Fuji XEROX Ltd – Transformation of Fuji
XEROX
 Mr. Ikujiro Nonaka – The Knowledge Creating Company
 Mr. Hirotaka Takeuchi – How Japanese
Azuddin Jud Haji Ismail Companies Create The 95
KAJIAN – SEKALUNG TERIMA KASIH
14. Francis Fukuyama – The End of History & The Last Man
15. Carol Harris Ph.D – Neuro-Linguistic Programming
16. Imran N.Hosein Ph.D– One Jamaat One Ameer
17. C.Brit Beemer – It Takes A Prophet To Make A Profit
18. Karl Albrecht – The Power Of Minds At Work
19. William H. Gates (Bill Gates) – Business @ The Speed Of Thought
20. Victor Newman – The Knowledge Activist’s Handbook
21. Charles Handy – Inside Organizations
22. Hasan Al Ghaziri Ph.D – American University Of Beirut (AUB) – Chairman of
VedaSoft
23. Hasan Jantan – PRISMA BPP JPA / INTAN
24. www.Citizensleague.org
25. www.littlekhalifahshop.com
26. www.mentalmemory.org
27. www.truespana.com
28. Hbsp.havard.edu
29. US Army Corps of Engineers
30. George Soros – Open Soceity Azuddin Jud Haji Ismail 96
Knowledge Equity Relationship
COMPETENCY BASED LEARNING

ORGANIZATION
 ULTRASENSITVE ON - User Needs
 ENHANCING & DEVELOPING - User Capabilities
 CULTIVATE & PROMOTE - User Interaction
 CONTROL & MONITOR – Systems & Human

Integration
PENGHARAPAN : MISI HR DALAM KPM
BERTINDAK-BALAS SECARA EFFISIEN
DAN
CEKAP TERHADAP PELANGGAN
MENCIPTA PASARAN & IMEJ BARU
MENGHASILKAN PERKHIDMATAN YANG
INNOVATIF
PANTAS MENGEKSPLOITASI
TEKNOLOGI &
MEMBERI PENGALAMAN BARU KEPADA
SOCIALIZATION OF KNOWLEDGE – THE INTERACTION
DIALOGUE
SOCIALIZATION EXTERNALIZATION
Sympathized Conceptual
Knowledge Knowledge
LINKING
FIELD
BUILDING KNOWLEDGE EXPLICIT
KNOWLEDGE
EXTERNALIZATION SOCIALIZATION
Operational Systematic
Knowledge Knowledge
LEARNING BY DOING
THE HUMAN & INTELLECTUAL CAPITAL
COUNTRY R&D EXPENDITURE SCIENTIST & ENGINEERS PER
% OF GDP 1998 MILLION POPULATION 1995
INDIA 0.70 148
CHINA 0.70 350
MALAYSIA 0.40 500
NEW ZEALAND 1.00 1,778
IRELAND 1.50 1,871
UNITED KINGDOM 1.90 2,417
SOUTH KOREA 2.70 2,636
CANADA 1.60 2,656
SINGAPORE 1.80 2,728
UNITED STATES 2.50 2,732
AUSTRALIA 1.70 3,166
JAPAN 2.90 6,309
THE SOCIAL INFORMATION
COMPARISON
SOUTH KOREA
5
10
15
45
60
75
90
20
25
30
35
40
50
55
65
70
80
85
95
100
KNOWLEDGE WORKERS
HUMAN CAPITAL SCIENCE & TECHNOLOGY GRADUATES
SECONDARY ENROLMENT
COMPANY WITH UNIVERSITY COPERATION

TECHNOLOGY INTELLECTUAL PROPERTY & PATENTS
CAPACITY & BUSINESS EXPENDITURE ON R&D
CAPABILITY GOVERNMENT EXPENDITURE ON R&D
RESEARCHERS PER CAPITA
INTERNET HOSTS
INFORMATION
INTERNET USERS PER CAPITA
TECHNOLOGY
STRUCTURE COMPUTERS PER CAPITA
PHONE LINES PER CAPITA
SERVICES & FD / GDP

KNOWLEDGE HI-TECH EXPORTS GDP
BASED SERVICES EXPORTS
INDUSTRIES
KNOWLEDGE BASED INDUSTRIES % OF GDP
COMPARISON
REPUBLIC OF SINGAPORE
40
45
10
15
20
25
30
35
50
55
60
65
70
75
80
85
90
95
100
KNOWLEDGE WORKERS
SECONDARY ENROLMENT

INTERNET HOSTS
INFORMATION
TECHNOLOGY
SERVICES & FD / GDP

INDUSTRIES
COMPARISON
KINGDOM OF THAILAND
15
20
30
35
40
45
55
60
70
75
80
85
95
10
25
50
65
90
100
KNOWLEDGE WORKERS
SECONDARY ENROLMENT

INTERNET HOSTS
INFORMATION
TECHNOLOGY
SERVICES & FD / GDP

INDUSTRIES
COMPARISON
MALAYSIA
5
10
25
30
40
55
60
70
85
90
15
20
35
45
50
65
75
80
95
100
KNOWLEDGE WORKERS
SECONDARY ENROLMENT

INTERNET HOSTS
INFORMATION
TECHNOLOGY
SERVICES & FD / GDP

INDUSTRIES
BEST PRACTISES - 7 GOLDEN STEPS
• Create A Knowledge Vision – WHAT YOU KNOW

• Develop A Knowledge Crew - ACCOUNTABILITY
• Build A High-Density Field Of Interaction At The
Front Line
• Embrace New Product Development Process - BIP
• Adopt Middle-Up-Down Management - FLEXIBLITY
• Switch To Hypertext Organization - CULTURE
• Construct A Knowledge Network With The Outside
World – CHANGE MANAGEMENT
Note: Cemerlang Gemilang & Terbilang
8 STAGES OF KNOWLEDGE ACTIVITIES
• Recognizing A Good Products –

IDENTITY,SERVICES
• Ability To Define Which Products Gives Good
Output - PM
• Which Products Are Important – VALUATION
MATRIX
• Measuring Attributes – TYPICAL PARTS
• Locally Controlling Attributes - CULTURE
• Contingencies – POSSIBILITIES
• Controlling Contingencies – RISK MANAGEMENT
A Product Of Reinforcing Processes of Theft &
Invention
That Involving The Generation Of New Models
- Application Of The New Models To Old

Experience MIS ( Make It Simple ) -
Modernisation
- Application Of New Experience To Old Models
MIR ( Make It Real ) – Realization
- RM PEG – TAMBATAN RINGGIT AGAINST
The Most Distinctive Quality Of A Strong
SOROS
Concepts Is That : It Does Not Seem Familiar
Collaboration Of e-Govt Flagships
Decision
Support GOE e-SPKB
Systems
Data SMART
GMPC
Warehousing SPTB SCHOOL
Enterprise
ISLAM
Applications & e-GOVT HADHARI
e-Learning
Knowledge Web
e-Perolehan ELX
Management Access
Executive
e-Syariah
Information HRMIS
SAINS
Systems
ISLAM HADHARI – Integration With Flagships Application


Best Practices of Learning Organization in The Context of Knowledge Management

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ASALAMUALAIKUM WBT

GREETINGS AND SALUTATION

MoE Strategic Leadership

DUNIA ITU SUATU KEBUN, PAGARNYA WANGSA NEGARA.

BAGHDAD - IRAQ 800 A.D

Networking with Institutional

 Develop a world-class knowledge based public

Knowledge is now considered as

To improve the performance of

“Knowledge is a fluid mix of framed experience,

(Self ) Law of Nature

FORCE = MASS X ACCELERATION

Azuddin Jud Haji Ismail 12

MALAS – TEORI NEWTON

TEKNIK, PETUA, LATIHAN & DOA

“A THOROUGH KNOWLEDGE OF THE

TAHU DENGAN SENDIRINYA BERKOMPETENSI AKTIF

VISION ? WHERE/ WHEN

MISSION IDENTITY WHO

PERMISSION BELIEFS WHY

MOTIVATION VALUES WHY

DIRECTION CAPABILITIES HOW

ACTIONS BEHAVIOUR WHAT

Azuddin Jud Haji Ismail 17

• A bias for reflection-in-action – Open Heart

Azuddin Jud Haji Ismail 18

Human See VALUE In

Right Brain Left Brain

Azuddin Jud Haji Ismail 21

Process & Make it happen

Azuddin Jud Haji Ismail 22

“In The USA, The Challenge Is:

YOU KNOW WHAT

UNCERTAINTY INTUITING STRATEGIC POSITION

PLAYING THE GAME

 Why do so many strategy projects fail ?

 How do management team develop knowledge about the future ?

 How do individuals share strategic knowledge across the organization ?

“ We need a deep theory of strategy creation “

 MERCEDES BENZ – ENGINEERED TO DRIVE THE HUMAN

 BMW – ULTIMATE DRIVING MACHINE

 TOYOTA – PASSION campaign for entering Formula 1

 HONDA – TALL BOY ( Tacit Campaign ) – POWER OF DREAMS

 PROTON evolusi 1 – KEJAYAAN MALAYSIA campaign for SAGA

 TM – Merintis Kemungkinan ?????

 KANCIL evolusi 1 – SEBIJAK ANDA

BE ON A HIGHER LEVEL YOURSELF AS YOU CAN

ANY COUNTRY WHO DOES NOT LOOK AHEAD

NO INFORMATION RICH COUNTRY IS POOR &

The Role of Assistant Principals In

Result & Make it happen

Azuddin Jud Haji Ismail 32

DATA – A MUST RAW

Azuddin Jud Haji Ismail 33

Information & Knowledge Intensity

Networking & Connectivity

• Access to • Culture of a life • United, moral and ethical

High-tech Manufacturing &

1960 1970 1980 1995 2000 2020

 A learning organization is skilled at

Azuddin Jud Haji Ismail 37

“ The confusion between knowledge and