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MoE Strategic LeadershipMoE Strategic Leadership
Best Practices Of LearningBest Practices Of Learning
OrganizationOrganizationIn The Context OfIn The Context Of
Knowledge ManagementKnowledge Management------------------------------------------------------------------------------------------------------------------------------------------
When Will I Know Everything?When Will I Know Everything?
Azuddin Jud Haji IsmailAzuddin Jud Haji Ismail
66thth July 2006July 2006
ASALAMUALAIKUM WBTASALAMUALAIKUM WBT
GREETINGS AND SALUTATIONGREETINGS AND SALUTATION
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DUNIA ITU SUATU KEBUN, PAGARNYA WANGSA NEGARA.DUNIA ITU SUATU KEBUN, PAGARNYA WANGSA NEGARA.
NEGARA ITU SEBUAH KEKUASAAN,NEGARA ITU SEBUAH KEKUASAAN,
YANG HIDUP DENGAN KEKUASAAN ITU,YANG HIDUP DENGAN KEKUASAAN ITU,ATURAN YANG TETAP (SUNNAH).ATURAN YANG TETAP (SUNNAH).
ATURAN YANG TETAP ITU IALAH POLITIK (SIASAH)ATURAN YANG TETAP ITU IALAH POLITIK (SIASAH)
YANG DIJALANKAN OLEH RAJA (PEMERINTAH)YANG DIJALANKAN OLEH RAJA (PEMERINTAH)
RAJA ITU PERATURAN YANG DISOKONG OLEH ANGGOTARAJA ITU PERATURAN YANG DISOKONG OLEH ANGGOTA
KERAJAANKERAJAANANGGOTA KERAJAAN ITU DI TANGGUNG OLEH HARTA.ANGGOTA KERAJAAN ITU DI TANGGUNG OLEH HARTA.
HARTA ITU REZEKI YANG DIKUMPULKAN OLEH RAKYAT.HARTA ITU REZEKI YANG DIKUMPULKAN OLEH RAKYAT.
RAKYAT ITU BUDAK BUDAK YANG DIPELIHARA OLEH KEADILANRAKYAT ITU BUDAK BUDAK YANG DIPELIHARA OLEH KEADILAN
KEADILAN ITU YANG DISUKAI OELH DUNIA.KEADILAN ITU YANG DISUKAI OELH DUNIA.DENGAN KEADILAN ITU TEGAKLAH DUNIA, DUNIA ITU SUATUDENGAN KEADILAN ITU TEGAKLAH DUNIA, DUNIA ITU SUATU
KEBUNKEBUN
BAGHDAD - IRAQ 800 A.DBAGHDAD - IRAQ 800 A.D
MUQADDIMAHMUQADDIMAH
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MALAYSIA K-BASED ECONOMY MASTER PLAN
Developing humancapital
InstitutionalSupport
Developing necessaryinfrastructure and
Info-structure facilities
Increase capacityfor the acquisition andapplication of science
and technology
Networking withprivate sector
DevelopKnowledge-based
Civil service
Bridging theknowledge anddigital divides
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K-based Economy Master PlanK-based Economy Master Plan(Goal and Target)(Goal and Target)
Develop a world-class knowledge based publicDevelop a world-class knowledge based publicservice.service.
Skilled, knowledgeable, efficient and competentSkilled, knowledgeable, efficient and competent
Proactive and responsive to the needs of theProactive and responsive to the needs of therakyatrakyat
More open and accountableMore open and accountable
Fully adopt and leverages upon ICT to enhanceFully adopt and leverages upon ICT to enhanceits efficiency and productivityits efficiency and productivity
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Knowledge is now considered asKnowledge is now considered asthe most valuable intangiblethe most valuable intangibleassets that need to be valued,assets that need to be valued,
developed and managed.developed and managed.
To enable companies/To enable companies/organisations to make the rightorganisations to make the right
decisions at the right timedecisions at the right time
To improve the performance ofTo improve the performance ofindividuals and organisationsindividuals and organisations
Why Knowledge?
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Potential Benefits of
Managing Knowledge
Decision
makingimproves
Less time is
spent on
researchingCustomer
serviceimprovesIndividuals and teams are
linked across remote locations
People learn
right across
organisation Employee
understandorganisation
objectives etc
Improved
sharing ofinformation
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What is Knowledge?What is Knowledge?
Knowledge is a fluid mix of framed experience,Knowledge is a fluid mix of framed experience,values, contextual information and expert insightvalues, contextual information and expert insight
that provides a framework for evaluating andthat provides a framework for evaluating andincorporating new experiences and information. Itincorporating new experiences and information. Itoriginates and is applied in the minds of knowers.originates and is applied in the minds of knowers.In organisations, it often becomes embedded notIn organisations, it often becomes embedded notonly in documents or repositories but also inonly in documents or repositories but also in
organisational routines, processes, practices andorganisational routines, processes, practices andnorms.norms.
(Davenport and Prusak, 1998)(Davenport and Prusak, 1998)
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TACIT KNOWLEDGE
EXPLICIT 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 is precisely and clearly
expressed, with nothing left to implication. It can
be described, documented and shared amongst
individuals
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THE GIFTTHE GIFT
GOD GIVES USGOD GIVES USTHE ABILITYTHE ABILITY
TO THINKTO THINK&&
TO REASONTO REASON
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WISDOM
PERBIDALAN ILMUPERBIDALAN ILMUGIVE A MAN A FISH, YOUGIVE A MAN A FISH, YOU
WILL MAKE HIM FULL FOR AWILL MAKE HIM FULL FOR ADAY.DAY.
TEACH HIM HOW TO FISH,TEACH HIM HOW TO FISH,HE WILL BE FULL FOR FORHE WILL BE FULL FOR FOR
THE REST OF HIS LIFETHE REST OF HIS LIFE
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--INFORMATIONINFORMATION
PEOPLE -PEOPLE - INTERACTINTERACTPROCESS -PROCESS - ADAPTADAPTORGANIZATION -ORGANIZATION - CULTURECULTURETOOLS TOOLS TECHNOLOGYTECHNOLOGYKNOWLEDGE -KNOWLEDGE - VALUEDVALUED
INTELLEGENCE -INTELLEGENCE - CAPITALCAPITALWISDOM -WISDOM - INHERITANCEINHERITANCE
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KuasaKuasa
Law of Nature
OBJECT AT REST STAY AT RESTOBJECT IN MOTION STAY IN MOTION UNTIL
FORCE = MASSXACCELERATION ( Newtons Second Law of Motion)
(Self )
Internal
KNOWLEDGE
Environment
(Boss)
External
SIFAT AQAL
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SIFAT AQAL
MALASMALAS TEORI NEWTON TEORI NEWTONKENALKENAL RECOGNISE RECOGNISE
TAWANTAWAN CONQUER CONQUER
INGATINGAT REMEMBER REMEMBERBAHASABAHASA LINGO LINGO
BANDING/KAITBANDING/KAIT - COMPARE / RELATES- COMPARE / RELATES
RANGSANGRANGSANG
- STIMULTE / SUASANA- STIMULTE / SUASANA
TEKNIK, PETUA, LATIHAN & DOATEKNIK, PETUA, LATIHAN & DOA
RENUNGANRENUNGAN
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RENUNGANRENUNGAN
A THOROUGH KNOWLEDGE OF THEELEMENTS
TAKES US MORE THAN HALF THE ROAD TOMASTERSHIP
ARON NIMZOWITSCH
INTERNATIONAL CHESS GRANDMASTER
Malaysia Has So Many PhD Holders ,
Do We Have Any ChessGrandMaster?
Why INDIA, SINGAPORE,
J i M i K h K j
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ATTRIBUTE
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
Competency Willingness Confidence
Jenis Manusia Kearah Kemajuan
KOMPETENSI L k Mi t L tikKOMPETENSI L k Mi t L tik
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KOMPETENSI Layak Minat - LantikKOMPETENSI Layak Minat - Lantik
TAHU DENGAN SENDIRINYA BERKOMPETENSI AKTIF
TAHU APA YANG DIKETAHUI BERPENGETAHUAN
LEARN &
RE-LEARN
TAHU APA YANG TAK TAHU BERUSAHA UNTUK BERILMU LEARN
TAK TAHU APA YANG DIKETAHUI GAGAL DALAM MENGUASAI ILMU RE-LEARN
TAK TAHU APA YANG TAK TAHU BERKEMUNGKINAN SEGALANYAREFUSE TO
LEARN
PENILAIANKITARAN
ILMU
JENIS BERPENGETAHUAN
THE ORGANIC ORGANIZATIONTHE ORGANIC ORGANIZATION
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THE ORGANIC ORGANIZATIONTHE ORGANIC ORGANIZATION
BEHAVIOURBEHAVIOUR
ENVIRONMENTENVIRONMENT
CAPABILITIESCAPABILITIES
VALUESVALUES
BELIEFSBELIEFS
IDENTITYIDENTITY
CONSTRAINTCONSTRAINT
SS
ACTIONSACTIONS
DIRECTIONDIRECTION
PERMISSIONPERMISSION
MOTIVATIONMOTIVATION
MISSIONMISSION
VISIONVISION
WHOWHO
WHERE/ WHENWHERE/ WHEN
WHYWHY
WHYWHY
HOWHOW
WHATWHAT
WHERE/WHWHERE/WH
NN
??
7 ACTION LEARNING ORGANIZATION7 ACTION LEARNING ORGANIZATION
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7 ACTION LEARNING ORGANIZATION7 ACTION LEARNING ORGANIZATION
A bias for reflection-in-action A bias for reflection-in-action Open HeartOpen Heart
LeadershipLeadership
Formation of learning alliances -Formation of learning alliances - SynergySynergy
Development of external networks -Development of external networks - LinkLink
Multiple rewards systems Multiple rewards systems Value PropositionValue Proposition
Creation of meaningful informationCreation of meaningful information AppliedApplied
KnowledgeKnowledge
Individual empowerment -Individual empowerment -
AccountabilityAccountability
Leadership & Vision Leadership & Vision Continuous ImprovementContinuous Improvement
KNOWLEDGE FOR THE EDGEKNOWLEDGE FOR THE EDGE
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KNOWLEDGE FOR THE EDGEKNOWLEDGE FOR THE EDGE
Human SeeHuman See VALUEVALUE InIn
Consciously CollectingConsciously Collecting
& Using& Using InformationInformation
TechnologyTechnology, The Need, The NeedToTo OOrganizerganize
Knowledge ForKnowledge ForAccessing It -Accessing It - LHDNLHDN
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Right BrainRight Brain
(Imagination)(Imagination)Left BrainLeft Brain
(Logic)(Logic)
EQEQSensitivitySensitivity
AwarenessAwareness
MessageMessage
ADVERSITY OF A MAN IS TESTED WHEN HE HAS THEADVERSITY OF A MAN IS TESTED WHEN HE HAS THE
POWERPOWER
CultureCulture
ValueValue
EnvironmentEnvironment sound sight smell tastesound sight smell tastetouchtouch
IQIQ
INTELLIGENT FROM KNOWLEDGEINTELLIGENT FROM KNOWLEDGE
IDEALIDEAL
KM CLOCKWISE FRAMEWORK
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KM CLOCKWISE FRAMEWORKKM CLOCKWISE FRAMEWORK
MEASUREMENT OWNERSHIP
USE PROVIDE
ADAPT F
KNOWLEDGE
SHARE SELECT
DISTILL ORGANIZE
TECHNOLOGY CULTURE
LEARNING ORGANIZATIONLEARNING ORGANIZATION
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LEARNING ORGANIZATIONLEARNING ORGANIZATION
Make it happenHelp it happenLet it happen
Business&
TechnologyDriven
Process &FunctionalOriented
SUMBER MANUSIA
KNOW
TEKNOLOGIDO
PROSESLEARN
BEBE
CHALLANGESCHALLANGES
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CHALLANGESCHALLANGES
In The USA, The Challenge Is:To Capture The Knowledge Of TheSkilled Worker Who Are Leaving
The US Government.In Malaysia, The Challenge Is :
On How To Create A Skilled
Workforce Through KnowledgeBase
-The Asia Business Forum 2003-
FROM KNOWLEDGE TO LIBERALISMFROM KNOWLEDGE TO LIBERALISM
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FROM KNOWLEDGE TO LIBERALISMFROM KNOWLEDGE TO LIBERALISM
YOU KNOW WHATYOU KNOW WHAT
YOU KNOW HOWYOU KNOW HOW
YOU KNOW WHYYOU KNOW WHY
----------------------------------------------------------------Integrated Learning ComplexIntegrated Learning Complex
MuseumMuseum ,, LibraryLibrary ,, ZooZoo ,, Science CenterScience Center ,,
National ArchiveNational Archive ,, Sports CenterSports Center.etc...etc..
Disneyland, NASA , Library of theDisneyland, NASA , Library of the
CongressCongress
PROPOSED INTEGRATED INFO SOCPROPOSED INTEGRATED INFO SOC
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PROPOSED INTEGRATED INFO-SOCPROPOSED INTEGRATED INFO-SOC
MOE DIV 2State
Department
Customer
Service
MOEDMS
CustomerRelation
Management
MOE DIV 3DISTRICT
MOE DIV 4
MOECRITICAL DIV
MOE DIV 1
DecisionSupportSystems
Applications
EIS
E-LEARNING
DataWarehousing
KnowledgeManagement
WebAccess
WorkflowManagement
Phase 1
Phase 2 in Phase 1(Quick Win)
Phase 2 Phase 3
Integration with other modules
KM St t i Thi kiKM St t i Thi ki
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KM Strategic ThinkingKM Strategic Thinking
CONDUCT STRATEGIC
CONVERSATIONS
UNCERTAINTY INTUITING
INSTITUTIONALIZING
LEVEL OF UNCERTAINTY
TYPES OF UNCERTAINTY
PLAYING THE BETTERGAME
PLAYING THE GAME
DIFFERENTLY
STRATEGIC POSITION
Positioning Strategic ThinkingPositioning Strategic Thinking
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Positioning Strategic ThinkingPositioning Strategic Thinking
Why is strategy implementation so hard to achieve ?Why is strategy implementation so hard to achieve ?
Why do so many strategy projects fail ?Why do so many strategy projects fail ?
How do management team develop knowledge about the future ?How do management team develop knowledge about the future ?
How do individuals share strategic knowledge across the organization ?How do individuals share strategic knowledge across the organization ?
We need a deep theory of strategy creation We need a deep theory of strategy creation
The old media giant - Viacom, Walt Disney, NewsCorp, Time WarnerThe old media giant - Viacom, Walt Disney, NewsCorp, Time Warner
Computer & consumer giant - Sony, IBM, Apple, MicrosoftComputer & consumer giant - Sony, IBM, Apple, Microsoft
Telecommunication giant - Deutsche Telekom, BT, AT&T, WorldComTelecommunication giant - Deutsche Telekom, BT, AT&T, WorldCom
Online services - eBay, Amazon, Yahoo, AolOnline services - eBay, Amazon, Yahoo, Aol
Coming soon Softbank, alibaba.com, X-BOX, playstationComing soon Softbank, alibaba.com, X-BOX, playstation
Uncertainty Thinking Strategic Practice & PreachUncertainty Thinking Strategic Practice & Preach
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Uncertainty Thinking Strategic Practice & PreachUncertainty Thinking Strategic Practice & Preach
NIKE JUST DO ITNIKE JUST DO IT
MERCEDES BENZ ENGINEERED TO DRIVE THE HUMANMERCEDES BENZ ENGINEERED TO DRIVE THE HUMANSPIRITSPIRIT
BMW ULTIMATE DRIVING MACHINEBMW ULTIMATE DRIVING MACHINE
TOYOTA PASSION campaign for entering Formula 1TOYOTA PASSION campaign for entering Formula 1
HONDA TALL BOY ( Tacit Campaign ) POWER OF DREAMSHONDA TALL BOY ( Tacit Campaign ) POWER OF DREAMS
PROTON evolusi 1 KEJAYAAN MALAYSIA campaign for SAGAPROTON evolusi 1 KEJAYAAN MALAYSIA campaign for SAGA
TM Merintis Kemungkinan ?????TM Merintis Kemungkinan ?????
KANCIL evolusi 1 SEBIJAK ANDAKANCIL evolusi 1 SEBIJAK ANDA
TRANSFORMATION
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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 Bersepadu1990 Era Perkhidmatan & Pemasaran Global
2000 Era Knowledge Management & e-Business
TUN Dr.MAHATHIRTUN Dr.MAHATHIRPLEDGE FOR BETTER KNOWLEDGE THINKING SOCIETYPLEDGE FOR BETTER KNOWLEDGE THINKING SOCIETY
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PLEDGE FOR BETTER KNOWLEDGE THINKING SOCIETYPLEDGE FOR BETTER KNOWLEDGE THINKING SOCIETY
BE ON A HIGHER LEVEL YOURSELF AS YOU CANNEVER TAKE PEOPLE WHERE YOU HAVE NEVER
BEEN YOURSELFCYJ@YA KOREA - MSC/MDC
ANY COUNTRY WHO DOES NOT LOOK AHEADREMAIN BEHIND
WAWASAN 2020
NO INFORMATION RICH COUNTRY IS POOR &NO INFORMATION POOR COUNTRY IS RICH
MALAYSIAN KNOWLEDEGE MANAGEMENT PLAN
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Towards a Learning Organization:Towards a Learning Organization:
The Role of Assistant Principals InThe Role of Assistant Principals In
Managing KnowledgeManaging KnowledgeThe Strategic Transformation of
Ministry of EducationSchool Division Principal Centric K-Portal
Concept For Review : Prepared Exclusively For PKPSM Meeting30th June 2006
Azuddin Jud Haji Ismail
STAKEHOLDERSSTAKEHOLDERS
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Make it happenHelp it happenLet it happen
Business
Improvement&
TechnologyDriven
Result &FunctionalOriented
SUPPORT GROUP
PIBG
MOEDELIVER
STUDENTLEARN
EDUCATOREDUCATOR
THE EVOLUTION OF DATATHE EVOLUTION OF DATA
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DATA DATA A MUST RAWA MUST RAWMATERIALMATERIAL
INFORMATION -INFORMATION - MEANINGFULMEANINGFUL
KNOWLEDGE -KNOWLEDGE - VALUEDVALUED
INTELLEGENCE -INTELLEGENCE - COMPETITIVECOMPETITIVE
WISDOM -WISDOM - INHERITANCEINHERITANCE
Knowledge-based Economy inKnow e ge- ase Economy nMalaysiaMalaysia
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MalaysiaMalaysia
GlobalizationGlobalization
Knowledge SocietyKnowledge Society
Vision 2020
Networking & ConnectivityNetworking & Connectivity
Information & Knowledge IntensityInformation & Knowledge Intensity
Vision Of Malaysia: Knowledge-Vision Of Malaysia: Knowledge-
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Vision Of Malaysia: KnowledgeVision Of Malaysia: Knowledge
based Economy By Year 2020based Economy By Year 2020
InformationSociety
Values-basedKnowledgeSociety
20202020
Economic
Social
--
People
areInt
egral--
Inform
ation
andCo
mmun
icatio
n
Te
chno
logy
asan
Enable
r
Access toinformation
ICT as a sectorand humancapital as a
commodity
Culture of a lifelong learning andinnovation
United, moral and ethicalsociety
Sustainable quality of life
Value creatingknowledgeproducts andservices
CompetitiveKnowledgeEconomy
KnowledgeSociety
MalaysiasMalaysias TransitionTransition into Knowledge-basedinto Knowledge-based
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Malaysia sMalaysia s TransitionTransition into Knowledge basedinto Knowledge based
EconomyEconomy
Labour-driven
Labour-driven
Investment-driven
Productivity-driven
Knowledge-driven
1960 19951970 1980 2000
PrimaryCommodities
Assembly-typeManufacturing
Medium-tech Manufacturing &Services
High-tech Manufacturing &
Services
MoEMoE
2020
KM supportingKnowledge-based
economy
Leapfrog intoleadership in the
Knowledge-basedEconomy
Learning OrganizationsLearning Organizations
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g g
A learning organization is skilled atcreating, acquiring, and transferringknowledge and at modifying its behavior toreflect new knowledge and insights.
Learning organizations translate newknowledge into new ways of behaving.
In a learning organization, managers andteachers encourage - work-related learning,the exchange of information between
workforces to create new ideas &knowledge and continuous improvement.
Joan Giesecke & Beth Mcneil, 2004
Knowledge ManagementKnowledge Management
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The confusion between knowledge and
information has caused managers to sinkbillions of dollars in IT ventures that haveyielded marginal results.
Business managers need to realize that
unlike information, KNOWLEDGE isembedded in people, and KNOWLEDGECREATION occurs in the process of socialinteraction.
Dr. Karl Erik Sveiby
The New Organizational Wealth: Managing andMeasuring Knowledge- Based Assets, 1997
Mission of KnowledgeMission of Knowledgei
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Management in MoEManagement in MoE
To transform MoE into a learningorganization by facilitating
knowledge creation and transfer
by means of providing effectiveinfrastructure, contents and
inputs for strategic decision
making
Knowledge Management in MoEKnowledge Management in MoE
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g gg g
KNOWLEDGE
PERMEATING
RMK 9
K-organization &
Knowledge
Sharing Culture
Build MoE as a Knowledge-based organizationand Center of Reference by promoting KM
and Knowledge sharing activities
1. Support Vision 2020
2. Capacity Building
3. Sharing and Learning program
4. Outreach Parliament and Inputs to the
Ministers
5. EDMS and Corporate K-portal
6. Contents publication and management
7. MoE Knowledge Center
Knowledge Management in MoEKnowledge Management in MoE
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MoE Knowledge Portal
Knowledge Center ;E-Learning
Info. Sharing acrossState / Division /
Departments & UnitsK-sharing forum
Top management support- KM Roles
Virtual Office
- Remote Access ofthe doc./mails
MoE Expert Directory
Knowledge Management in MoEKnowledge Management in MoE
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g gg g
Top management support - KM Role
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 PortalMoE- Knowledge Portal
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g
MoE is a Knowledge and Learning basedorganization thus Intranet manages thedissemination and sharing of knowledge of theorganization.
The Strategy:MoE K-portal is a place to communicate, share andcollaborate
Meet people across the organization
Know-how and know-who
Medium for corporate communication
Knowledge sharing culture
MoE Knowledge Porta
Knowledge Management in MoEKnowledge Management in MoE
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Info. Sharing across DepartmentsK-sharing forum
The objective is to encourage intellectual discourse andcreate
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 discussfreely.
Knowledge Management in MoEKnowledge Management in MoE
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g gg g
MoE teachers Directory
To locate the experts and share expertise among
teachers, MoE has created a teachers directory, which
includes information on teacherss 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.
Knowledge Management in MoEKnowledge Management in MoE
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To access MoEs ministry network, (i.e. MoEs 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.
Virtual Office - Remote Access of
MoE network
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Knowledge Management in MoEKnowledge Management in MoE
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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 MoEs Teachers
Knowledge Center (Library). MoE K-center system allowsteachers 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.
MoE Teachers Knowledge Center E-Learning
Learning Organization Vs. KMLearning Organization Vs. KM
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KM
OrganizationalLearning
K-identification
K-creation
K-evaluation
K-organization
K-sharing
TACIT
EXPLICIT
Shared Vision
Community learning
Individual learning
Learning culture
Openness & Sharing
Learning Organization vs. KMLearning Organization vs. KM
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Mental Model People share and use
knowledge on regular basis;create new knowledge toimprove performance
New K-creation
Personal Mastery People are responsibleand willing to learn andshare throughformal/informal ways
K-organization
K-sharing
Shared Vision
Team Learning
System Thinking
Formulate CoPs/team toidentify, create andevaluate knowledge
Must have a commonvision and goal
K-identification
K-creation
K-evaluation
Covers following
LearningOrganizationcomponents
Tasks involvedKM components
Transforming MoE into a LearningOrganization
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g
To Foster Learning at every stage in MoE
OrganizationalCulture
WorkProcesses
Tools &Techniques
Skills &Motivation
Develop a Shared
Vision incorporating
Learning
Written policies
endorsed by Top
management
Encourage Upward
Feedback/voice out
program
Inspire Cross-
departmental
Info- sharing
BI / Competitor
analysis
KM initiatives to
share knowledge
Develop CoPs
Incorporate
learning into teachers
KPIs
Provide Rewards
for learning Involves customers
in decision making
Info-sharing
sessions
Brainstorming
sessions
Corporate
communication
Observation of
learning
performance
teachers support
/mentoring programs
Provide alternative
learning materials,
i.e. CDs
E-learning
Individual
development plans
Reduce learning
curve manuals/
mentor-mentee
program
Form Study
Groups
Promote field trips
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Conclusion
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5Azuddin Jud Haji Ismail
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 MoEs institutional
knowledge to drive the nations 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 STE
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1. Create a knowledge crisis/context and communicateit
2. Develop and share explicit knowledge to internal andexternal market processes. As a basic processes asfundamental and available as the First Aid
3. Encourage the creation of new forms of knowledge
4. Dont send your people for development, insteadgive
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 andfailure at an internal Knowledge Workshop
WISDOM
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5Azuddin Jud Haji Ismail
Ain Lam MimAin Lam MimALAMALAM
ILMUILMUAMILAMILALIMALIM
UNLESSUNLESSAMALAMAL
AZUDDIN JUD HAJI ISMAILAZUDDIN JUD HAJI ISMAIL
WISDOM
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HARLAND SANDERS 1890-1980HARLAND SANDERS 1890-1980
YOUVE GOT TO LIKE YOUR WORK.YOUVE GOT TO LIKE YOUR WORK.
YOUVE GOT TO LIKE WHAT YOU ARE DOING.YOUVE GOT TO LIKE WHAT YOU ARE DOING.
YOUVE GOT TO BE DOING SOMETHINGYOUVE GOT TO BE DOING SOMETHING
WORTHWHILE SO YOU CAN LIKE IT.WORTHWHILE SO YOU CAN LIKE IT.BECAUSE IF ITS WORTHWHILE, THAT MAKES ABECAUSE IF ITS WORTHWHILE, THAT MAKES A
DIFFERENCE, DONT YOU SEE!DIFFERENCE, DONT YOU SEE!
FOUNDER OF KENTUCKY FRIED CHICKEN, aka COLONEL SANDERSFOUNDER OF KENTUCKY FRIED CHICKEN, aka COLONEL SANDERSSTARTED THE FIRST KFC FRANCHISE IN SALT LAKE CITY UTAH, USASTARTED THE FIRST KFC FRANCHISE IN SALT LAKE CITY UTAH, USA
TAMATTAMAT
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5Azuddin Jud Haji Ismail
TERTEMPOH LUTUT KIRITERTEMPOH LUTUT KIRI
TERANGKAT LUTUT KANANTERANGKAT LUTUT KANAN
TERANGKAT ANAK ADAM JARI SEPULUHTERANGKAT ANAK ADAM JARI SEPULUH
JARI SEPERTI SUSUN SIREHJARI SEPERTI SUSUN SIREH
BUKAN SEMBAH SEBARANG SEMBAHBUKAN SEMBAH SEBARANG SEMBAHSEMBAH BERNAMA LELA SEMBAHSEMBAH BERNAMA LELA SEMBAH
DENGAN TANJAK DENDAM TAK SUDAHDENGAN TANJAK DENDAM TAK SUDAH
EMBOK DALIK ANAK KEPADA DAENG PERANI 7 BUGIS BERSAUDARAEMBOK DALIK ANAK KEPADA DAENG PERANI 7 BUGIS BERSAUDARA
1600 MASEHI KERAJAAN MELAYU RIAU LINGGI1600 MASEHI KERAJAAN MELAYU RIAU LINGGI
Four Elements of Org DNAFour Elements of Org DNA
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InformationInformationDecision RightsDecision Rights
MotivatorsMotivators StructureStructure
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Habits
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ImportantBut NotURGENT
Important&
URGENT
URGENTBut Not
Important
Not Important&
Not URGENT
1 2
43
Asst Principal / Principal Relationship
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Asst. Principal / Principal Relationship
Internal Communication
Exterior Communication
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oDo Things Not AskedForoDo More!oCreate Trus t
1 t I i
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1st Impression
Non-Verbal
You.The Ambassador!
You Can Only Feel As GoodAs You Look
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What you see in othersis your own reflection
Positive Vibes
Art of Greeting People
Be At Peace With The
World And Yourself
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KFC Story Create a Habit &That
Habit Will Take Care OfYou
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Managing Changes in Learning Organization Today !!!Managing Changes in Learning Organization Today !!!
Things are changing status quo managementThings are changing status quo management
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Things are changing status quo managementgs a e c a g g status quo a age e twont work.wont work.
Major challenges :-Major challenges :- How do you hang on to youHow do you hang on to your good people?r good people?
How do you keep morale from dropping?How do you keep morale from dropping?
How do you get the results higher managementHow do you get the results higher managementexpects of your work group?expects of your work group?
Managing Changes in Learning Organization Today !!!Managing Changes in Learning Organization Today !!!
The odds are you will be expected to get moreThe odds are you will be expected to get more
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e odds a e you be e pected to get o ey p gdone, maybe with fewer resources,done, maybe with fewer resources, in a shorterin a shorter
period of timeperiod of time
Is it Fair ???Is it Fair ???
Productivity getProductivity get hammered from all corners..hammered from all corners..
Your people may be upset, confused orYour people may be upset, confused or
demoralizedbut still you are responsible todemoralizedbut still you are responsible toproduce good resultsproduce good results
You have to protect the bottom line You have to protect the bottom line
Here is the opportunity to become a HeroHere is the opportunity to become a Hero
Rules # 1 Be A Change AgentRules # 1 Be A Change Agent
Your resYour responsibilities as a Principal or Assistantponsibilities as a Principal or Assistant
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p pp pPrincipal take on a new dimension.Principal take on a new dimension.
Your day-to-day duties and job has grownYour day-to-day duties and job has grown More bases to cover and you will discover someMore bases to cover and you will discover some
of your old habits and routines in the way youof your old habits and routines in the way youmanage people just wont work.not nowmanage people just wont work.not now
Keep up with whats happening around you byKeep up with whats happening around you by
changing your approach, your emphasis.changing your approach, your emphasis.
ADAPT Loosen up and roll with the flow.ADAPT Loosen up and roll with the flow.
Flexibility is one of the keys to being a goodFlexibility is one of the keys to being a goodChange AgentChange Agent
Rules # 2 Dont Give Away Your PowerRules # 2 Dont Give Away Your Power
Principals and Assistant Principals become morePrincipals and Assistant Principals become more
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tentative during times of significant changes. Moretentative during times of significant changes. Morecautious, careful, uncertain regarding the extent of theircautious, careful, uncertain regarding the extent of their
authority and decision-making latitude.authority and decision-making latitude.
Give away their managerial power and wait around toGive away their managerial power and wait around tosee if higher management is going to give back to them.see if higher management is going to give back to them.
The Wait and See will make you less effectiveThe Wait and See will make you less effective
Act on active stance!Act on active stance!
If you wait for crystal clear signals from above regardingIf you wait for crystal clear signals from above regardingwhat you can and cant do, your management is going towhat you can and cant do, your management is going to
lose momentum.lose momentum.EMPOWER YourselfEMPOWER Yourself
Dare to attack your job with confidence and authority!Dare to attack your job with confidence and authority!
Rules # 3 Keep Positive AttitudeRules # 3 Keep Positive Attitude
Your attitude as Principals and AssistantYour attitude as Principals and Assistant
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ppPrincipals will be a major factor in determiningPrincipals will be a major factor in determiningwhat the climate in your learning organization.what the climate in your learning organization.Your attitude is totally under your control!!Your attitude is totally under your control!!
Will you be the right kind of role model for yourWill you be the right kind of role model for your
subordinates?.subordinates?. Look at the organizational demand as yourLook at the organizational demand as your
personal demand. Seek out opportunities!personal demand. Seek out opportunities!
Be Upbeat, Positive & Enthusiastic!Be Upbeat, Positive & Enthusiastic!
It is contagious and influenced your subordinates!It is contagious and influenced your subordinates!
Rules # 4 Give Your Troops Clear-Cut MarchingRules # 4 Give Your Troops Clear-Cut MarchingOrders?Orders?
C
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Minimize the ambiguity !! Clear up theMinimize the ambiguity !! Clear up theunknown as much as possibleunknown as much as possible
Your subordinates usually respond well toYour subordinates usually respond well tohands-on managementhands-on management
Frame out their duties and assignments in specificFrame out their duties and assignments in specific
terms, rather than leaving things general andterms, rather than leaving things general andvague!vague!
Assign definite deadlines and timetables.Assign definite deadlines and timetables.
Clear guidance from you helps your people onClear guidance from you helps your people ontrack, reduces the odds that they will show atrack, reduces the odds that they will show a
drop-off in desired target!drop-off in desired target!
Rules # 5 Focus On Short-Range ObjectiveRules # 5 Focus On Short-Range Objective
Cl d fi d l d bj iCl d fi d l d bj ti
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Clear defined goals and objectives.Clear defined goals and objectives.
It will helps your people get their minds off theIt will helps your people get their minds off thepast and become future-orientedpast and become future-oriented
It build confidence, restore momentum and trustIt build confidence, restore momentum and trust
Concentrate on quarterly, monthly and evenConcentrate on quarterly, monthly and even
weekly performance targets.weekly performance targets. Publicity - accountabilityPublicity - accountability
Keep the spot light in your Quick WinKeep the spot light in your Quick Win
Give your subordinates generous feedbackGive your subordinates generous feedbackregarding the progress that is made towardsregarding the progress that is made towards
goal achievement.goal achievement.
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Rules # 7 Nail Down Each Persons JobRules # 7 Nail Down Each Persons Job
D t A U M th t ll b di t kD t A U M th t ll b di t k
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Dont Ass U Me that all subordinates knowDont Ass U Me that all subordinates knowexactly where and how to aim their efforts.exactly where and how to aim their efforts.
Consistently Check On ThemConsistently Check On Them
Put the key points of all discussion in writingPut the key points of all discussion in writingwith copies maintained by you as well as thewith copies maintained by you as well as thesubordinates.subordinates.
Set aside time to review this information with theSet aside time to review this information with thesubordinates promptly upon your observation ofsubordinates promptly upon your observation ofsignificant performance shortfallssignificant performance shortfalls
WALK THE TALKWALK THE TALK
Rules # 8 Raise The BarRules # 8 Raise The Bar
Ask for more Make them stretchAsk for more Make them stretch
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Ask for more. Make them stretch.Ask for more. Make them stretch. Why?Why?
More to be doneMore to be done Introspection where your subordinates examine theirIntrospection where your subordinates examine their
individual approach on the job, evaluate their careersindividual approach on the job, evaluate their careersand more open to changing their work habits.and more open to changing their work habits.
Grab the opportunity and push them harder, and to workGrab the opportunity and push them harder, and to work
smarter.smarter. It is better for their mental health and for theIt is better for their mental health and for the
organization morale if they are extremely busy and dontorganization morale if they are extremely busy and donthave time on their hands to spend worrying about thehave time on their hands to spend worrying about thefuture or romanticizing the past!future or romanticizing the past!
The performance standards you set and the objectives youThe performance standards you set and the objectives youput should be challenging and REALISTIC.put should be challenging and REALISTIC.
DONT SHOOT ON GOALS THAT ARE RESULTING FAILURE!DONT SHOOT ON GOALS THAT ARE RESULTING FAILURE!
Rules # 9 Motivate To The HiltRules # 9 Motivate To The Hilt
Put out all STOPSPut out all STOPS
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Put out all STOPSPut out all STOPS
Be a Spark PlugBe a Spark Plug Be a CheerleaderBe a Cheerleader
Different motivational tactics on different peopleDifferent motivational tactics on different people
ACT AS AN C.E.OACT AS AN C.E.O
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Rules # 10 Provide Additional Job Know-HowRules # 10 Provide Additional Job Know-How
Nobody likes to FAILNobody likes to FAIL
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yy
The gap between the Org DNA will createThe gap between the Org DNA will create
resistance to changeresistance to change They may withhold their best effort due toThey may withhold their best effort due to
feelings of insecurityfeelings of insecurity
Main responsible to develop capacity buildingMain responsible to develop capacity buildingfor your human capitalfor your human capital
Need to function more as a tutor, trainer and mentorNeed to function more as a tutor, trainer and mentorand not just as a BOSSand not just as a BOSS
Assist them in developing new skills needed toAssist them in developing new skills needed toperform competently.perform competently.
Rules # 11 Pass Out More Psychological Pay-checksRules # 11 Pass Out More Psychological Pay-checks
Limitation on tangible rewards (increases in payLimitation on tangible rewards (increases in pay
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g ( p yg ( p yor benefits)or benefits)
NO LIMITATION on INTAGIBLE REWARDSNO LIMITATION on INTAGIBLE REWARDS Cost the organization NOTHING Just You!Cost the organization NOTHING Just You!
Never underestimate the value your subordinatesNever underestimate the value your subordinatesplace on simple things such as word ofplace on simple things such as word ofencouragement or compliment from you.encouragement or compliment from you.
Show respect and empathy.Show respect and empathy.Write a short memo to express your appreciationWrite a short memo to express your appreciation
towards their quality and achievement.towards their quality and achievement.
Rules # 12 Beef Up Communication EffortsRules # 12 Beef Up Communication Efforts
STOP THE RUMOR MILL !!!STOP THE RUMOR MILL !!!
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Good communication is a 2 way streetGood communication is a 2 way street
Provide variety of opportunity for yourProvide variety of opportunity for yoursubordinates input to you.subordinates input to you.
Be a careful listenerBe a careful listener
Be availableBe available Ask more questionsAsk more questions
Get their opinions and viewsGet their opinions and views
MAKE A CLEAR STATEMENT THAT YOU ARE ANMAKE A CLEAR STATEMENT THAT YOU ARE ANACCESSIBLE BOSS!!!!ACCESSIBLE BOSS!!!!
Rules # 12 Beef Up Communication EffortsRules # 12 Beef Up Communication Efforts
Keep them updated on regular basisKeep them updated on regular basis
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Strive to be SPECIFIC rather than VAGUEStrive to be SPECIFIC rather than VAGUE
If your work group has communication problems,If your work group has communication problems,rest assured these will result in otherrest assured these will result in otherSECONDARY Problems - ?X!$%@#SECONDARY Problems - ?X!$%@#
Rules # 13 Go Looking For Bad NewsRules # 13 Go Looking For Bad News
Invite Bad NewsInvite Bad News
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You cant lead if youre the LAST ONE TO KNOWYou cant lead if youre the LAST ONE TO KNOW
Discipline yourself to reward people whoDiscipline yourself to reward people whoidentified problems and report theidentified problems and report theorganizational breakdowns.organizational breakdowns.
Make it clear that the TRUTH is welcomeMake it clear that the TRUTH is welcome
Make it easy for people to tell you those things youMake it easy for people to tell you those things youdont necessarily want to hear!!dont necessarily want to hear!!
Their perspective may be better than yours!Their perspective may be better than yours!They may see things you CANT see!They may see things you CANT see!
Rules # 14 Protect Quality & Customer ServiceRules # 14 Protect Quality & Customer Service
It cost 5X as much to develop new customer asIt cost 5X as much to develop new customer asi k i i
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it costs to keep an existing oneit costs to keep an existing one
Be very VOCAL in upholding the standards.Be very VOCAL in upholding the standards.
Stay close to your clients (Teachers, Students &Stay close to your clients (Teachers, Students &Parents)Parents)
Rules # 15 Re-Recruit Your Good PeopleRules # 15 Re-Recruit Your Good People
It is the good swimmers who are most likely toIt is the good swimmers who are most likely toj hij hi
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jump ship.jump ship.
It is high risk management to assume that yourIt is high risk management to assume that yourkey player are going to remain on the team justkey player are going to remain on the team justbecause they havent publicly announced thatbecause they havent publicly announced that
they plan to leavethey plan to leave
Tell them you want them.Tell them you want them.
Make your winners feel importantMake your winners feel important
Rules # 16 Take Care Of The ME Issues In A HurryRules # 16 Take Care Of The ME Issues In A Hurry
Self-preservation becomes a major concernSelf-preservation becomes a major concern
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Will I get to keep up my standard?Will I get to keep up my standard?
How will I be rewarded?How will I be rewarded?
Will I have a NEW Boss?Will I have a NEW Boss?
What will be expected of ME now?What will be expected of ME now?
GET THESE QUESTIONS ANSWERED IN A HURRY,GET THESE QUESTIONS ANSWERED IN A HURRY,SO PEOPLE CAN GET ON WITH BUSINESS!!!!SO PEOPLE CAN GET ON WITH BUSINESS!!!!
Rules # 17 Reduce The Level Of Job StressRules # 17 Reduce The Level Of Job Stress
Changes increases the level of job stress.Changes increases the level of job stress.
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Make an effort to minimize surprises.Make an effort to minimize surprises.
Give people advance warning about whats comingGive people advance warning about whats coming
Keep a sense of humor bring some fun to theKeep a sense of humor bring some fun to the
environment.environment.
Rules # 18 Be Supportive Of Higher ManagementRules # 18 Be Supportive Of Higher Management
Ministry need your backing as much as yourMinistry need your backing as much as yourstaffstaff
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staffstaff
Be aware of the Ministry priorities and adjust toBe aware of the Ministry priorities and adjust toyour organization accordinglyyour organization accordingly
Be forgiving of errors by Higher Management, orBe forgiving of errors by Higher Management, orwhat looks to you like faulty management.what looks to you like faulty management.
Have the guts to report problems to the higherHave the guts to report problems to the highermanagement.management.
Be BIG enough to ask for help.Be BIG enough to ask for help.
Report the truth, all the truth. You are helping theReport the truth, all the truth. You are helping theBOSS when you let the BOSS know you needBOSS when you let the BOSS know you need
helphelp
Rules # 19 Be A LEADERRules # 19 Be A LEADER
Your job title is just a label.Your job title is just a label.
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Leader is a reputationLeader is a reputation
You have to earn it personallyYou have to earn it personally
The things your personally do or dont do,The things your personally do or dont do,
determine what calibre leader you will be!!!determine what calibre leader you will be!!!
SEIZE THE OPPORTUNITYSEIZE THE OPPORTUNITY
TAMATTAMAT
SEKIAN & WASSALAM
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9Azuddin Jud Haji Ismail
AZUDDIN JUD HAJI ISMAILSecretariat 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
[email protected] Call : +6013-615 3803
KAJIAN SEKALUNG TERIMA KASIHKAJIAN SEKALUNG TERIMA KASIH
Al-Quraan & Hadtith A To Z Steps to Leadership: Abd GhaniAhmad Barie
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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 & VirtualCommucities
Michael E. Porter, Ph.D Havard University - KnowledgeTransformation 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 FujiXEROX
Mr. Ikujiro Nonaka The Knowledge Creating Company
Mr. Hirotaka Takeuchi How Japanese Companies Create The
KAJIAN SEKALUNG TERIMA KASIHKAJIAN SEKALUNG TERIMA KASIH
14. Francis Fukuyama The End of History & The Last Man
15. Carol Harris Ph.D Neuro-Linguistic Programming
6 i h O O
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16. Imran N.HoseinPh.D One Jamaat One Ameer
17. C.Brit Beemer It Takes A Prophet To Make A Profit18. Karl Albrecht The Power Of Minds At Work
19. William H. Gates(Bill Gates) Business @ The Speed Of Thought
20. Victor Newman The Knowledge Activists Handbook
21. Charles Handy Inside Organizations
22. Hasan Al Ghaziri Ph.D American University Of Beirut (AUB) Chairman ofVedaSoft
23. Hasan Jantan PRISMA BPP JPA / INTAN
24. www.Citizensleague.org
25. www.littlekhalifahshop.com
26. www.mentalmemory.org
27. www.truespana.com28. Hbsp.havard.edu
29. US Army Corps of Engineers
30. George Soros Open Soceity
Knowledge Equity RelationshipKnowledge Equity Relationship
COMPETENCY BASEDCOMPETENCY BASED LEARNINGLEARNING
http://www.citizensleague.org/http://www.littlekhalifahshop.com/http://www.mentalmemory.org/http://www.truespana.com/http://www.truespana.com/http://www.mentalmemory.org/http://www.littlekhalifahshop.com/http://www.citizensleague.org/8/14/2019 BEST PRACTICES OF LEARNING ORGANIZATION IN THE CONTEXT OF KNOWLEDGE MANAGEMENT
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COMPETENCY BASEDCOMPETENCY BASED LEARNINGLEARNING
ORGANIZATIONORGANIZATION
ULTRASENSITVE ON -ULTRASENSITVE ON - User NeedsUser Needs
ENHANCING & DEVELOPING -ENHANCING & DEVELOPING - User CapabilitiesUser Capabilities
CULTIVATE & PROMOTE -CULTIVATE & PROMOTE - User InteractionUser Interaction
CONTROL & MONITOR CONTROL & MONITOR Systems & HumanSystems & Human
IntegrationIntegration
BERTINDAK-BALAS SECARA EFFISIENBERTINDAK-BALAS SECARA EFFISIEN
DANDAN
PENGHARAPAN : MISI HR DALAM KPM
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DANDAN
CEKAP TERHADAP PELANGGANCEKAP TERHADAP PELANGGAN
MENCIPTA PASARAN & IMEJ BARUMENCIPTA PASARAN & IMEJ BARU
MENGHASILKAN PERKHIDMATAN YANGMENGHASILKAN PERKHIDMATAN YANG
INNOVATIFINNOVATIF
PANTAS MENGEKSPLOITASIPANTAS MENGEKSPLOITASI
TEKNOLOGI &TEKNOLOGI &
MEMBERI PENGALAMAN BARU KEPADAMEMBERI PENGALAMAN BARU KEPADA
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THE HUMAN & INTELLECTUAL CAPITALTHE HUMAN & INTELLECTUAL CAPITAL
R&D EXPENDITURE
% OF GDP 1998
SCIENTIST & ENGINEERS PER
MILLION POPULATION 1995
COUNTRY
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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 2,417SOUTH KOREA 2.70 2,636
CANADA 1.60 2,656
SINGAPORE 1.80 2,728
UNITED STATES 2.50 2,732AUSTRALIA 1.70 3,166
JAPAN 2.90 6,309
COMPARISONCOMPARISON5
10
15
20
25
30
35
40
45
50
55
60
65
70
75
80
85
90
95
100
KNOWLEDGE WORKERS
SCIENCE & TECHNOLOGY GRADUATES
SOUTH KOREA
HUMAN CAPITAL
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SECONDARY ENROLMENT
COMPANY WITH UNIVERSITY COPERATION
INTELLECTUAL PROPERTY & PATENTS
BUSINESS EXPENDITURE ON R&D
GOVERNMENT EXPENDITURE ON R&D
RESEARCHERS PER CAPITA
INTERNET HOSTS
INTERNET USERS PER CAPITA
COMPUTERS PER CAPITA
PHONE LINES PER CAPITA
FD / GDPHI-TECH EXPORTS GDP
SERVICES EXPORTS
KNOWLEDGE BASED INDUSTRIES % OF GDP
SERVICES &KNOWLEDGE
BASED
INDUSTRIES
TECHNOLOGY
CAPACITY &
CAPABILITY
INFORMATION
TECHNOLOGY
STRUCTURE
COMPARISONCOMPARISON5
10
15
20
25
30
35
40
45
50
55
60
65
70
75
80
85
90
95
100
KNOWLEDGE WORKERS
SCIENCE & TECHNOLOGY GRADUATES
REPUBLIC OF SINGAPORE
HUMAN CAPITAL
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SECONDARY ENROLMENT
COMPANY WITH UNIVERSITY COPERATION
INTELLECTUAL PROPERTY & PATENTS
BUSINESS EXPENDITURE ON R&D
GOVERNMENT EXPENDITURE ON R&D
RESEARCHERS PER CAPITA
INTERNET HOSTS
INTERNET USERS PER CAPITA
COMPUTERS PER CAPITA
PHONE LINES PER CAPITA
FD / GDP
HI-TECH EXPORTS GDP
SERVICES EXPORTS
KNOWLEDGE BASED INDUSTRIES % OF GDP
INFORMATION
TECHNOLOGY
STRUCTURE
SERVICES &KNOWLEDGE
BASED
INDUSTRIES
TECHNOLOGY
CAPACITY &
CAPABILITY
COMPARISONCOMPARISON5
10
15
20
25
30
35
40
45
50
55
60
65
70
75
80
85
90
95
100
KNOWLEDGE WORKERS
SCIENCE & TEC HNOLOGY GRADUATES
KINGDOM OF THAILAND
HUMAN CAPITAL
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SCIENCE & TEC HNOLOGY GRADUATES
SECONDARY ENROLMENT
COMPANY WITH UNIVERSITY COPERATION
INTELLECTUAL PROPERTY & PATENTS
BUSINESS EXPENDITURE ON R&D
GOVERNMENT EXPENDITURE ON R&D
RESEARCHERS PER CAPITA
INTERNET HOSTS
INTERNET USERS PER CAPITA
COMPUTERS PER CAPITA
PHONE LINES PER CAPITA
FD / GDPHI-TECH EXPORTS GDP
SERVICES EXPORTS
KNOWLEDGE BASED INDUSTRIES % OF GDP
SERVICES &KNOWLEDGE
BASED
INDUSTRIES
TECHNOLOGY
CAPACITY &
CAPABILITY
HUMAN CAPITAL
INFORMATION
TECHNOLOGY
STRUCTURE
COMPARISONCOMPARISON5
10
15
20
25
30
35
40
45
50
55
60
65
70
75
80
85
90
95
100
KNOWLEDGE WORKERS
SCIENCE & TECHNOLOGY GRADUATES
MALAYSIA
HUMAN CAPITAL
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SCIENCE & TECHNOLOGY GRADUATES
SECONDARY ENROLMENT
COMPANY WITH UNIVERSITY COPERATION
INTELLECTUAL PROPERTY & PATENTS
BUSINESS EXPENDITURE ON R&D
GOVERNMENT EXPENDITURE ON R&D
RESEARCHERS PER CAPITA
INTERNET HOSTS
INTERNET USERS PER CAPITA
COMPUTERS PER CAPITA
PHONE LINES PER CAPITA
FD / GDP
HI-TECH EXPORTS GDP
SERVICES EXPORTS
KNOWLEDGE BASED INDUSTRIES % OF GDP
HUMAN CAPITAL
TECHNOLOGY
CAPACITY &
CAPABILITY
SERVICES &KNOWLEDGE
BASED
INDUSTRIES
INFORMATION
TECHNOLOGY
STRUCTURE
BEST PRACTISES - 7 GOLDEN STEPSBEST PRACTISES - 7 GOLDEN STEPS
Create A Knowledge Vision WHAT YOU KNOW
Develop A Knowledge Crew ACCOUNTABILITY
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Develop A Knowledge Crew - ACCOUNTABILITY
Build A High-Density Field Of Interaction At TheFront Line
Embrace New Product Development Process - BIP
Adopt Middle-Up-Down Management - FLEXIBLITY
Switch To Hypertext Organization - CULTURE
Construct A Knowledge Network With The OutsideWorld CHANGE MANAGEMENT
Note:Cemerlang Gemilang & TerbilangCemerlang Gemilang & Terbilang
8 STAGES OF KNOWLEDGE ACTIVITIES8 STAGES OF KNOWLEDGE ACTIVITIES
Recognizing A Good Products IDENTITY,SERVICES
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Ability To Define Which Products Gives GoodOutput - PM
Which Products Are Important VALUATIONMATRIX
Measuring Attributes TYPICAL PARTS
Locally Controlling Attributes - CULTURE
Contingencies POSSIBILITIES Controlling Contingencies RISK MANAGEMENT
A Product Of Reinforcing Processes of Theft &A Product Of Reinforcing Processes of Theft &
InventionInvention
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The Most Distinctive Quality Of A StrongThe Most Distinctive Quality Of A StrongConcepts Is That :Concepts Is That : It Does Not Seem FamiliarIt Does Not Seem Familiar
That Involving The Generation Of New ModelsThat Involving The Generation Of New Models
- Application Of The New Models To OldExperience MIS ( Make It Simple ) -Modernisation
- Application Of New Experience To Old ModelsMIR ( Make It Real ) Realization
- RM PEG TAMBATAN RINGGIT AGAINSTRM PEG TAMBATAN RINGGIT AGAINST
SOROSSOROS
Collaboration Of e-Govt FlagshipsCollaboration Of e-Govt Flagships
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SPTBGMPC
ISLAMHADHARIe-GOVT
HRMIS
ELXe-Perolehan
GOE
e-SyariahSAINS
e-SPKB
Decision
SupportSystems
EnterpriseApplications &
e-Learning
ISLAM HADHARI Integration With Flagships Application
ExecutiveInformation
Systems
DataWarehousing
KnowledgeManagement
WebAccess
SMARTSCHOOL