TQM Prospectus

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RAVE NOTICES FOR OUR CEO AND PRINCIPAL CONSULTANT

C O N T E N T S

Company Profile 1

Mission Statement 2

How We Differ from Others 3

Our Consulting and Training Services 4

CEO and Principal Consultant 5

Our Approach towards Personal Transformation and Self-Mastery 6

Our Approach towards Creating and Sustaininga High-Performance Organization 9

Main Training Programmes

Organization Development

Creating and Sustaining a High-Performance Organization 14

Effective Strategic Management 15

Creating and Maintaining a Healthy Corporate Culture 16

Managing Planned Organizational Change 17

Strategic Performance Measurement: Measuring What Matters Most 18

Total Quality Management

Leadership for Total Quality Management 19

Managing Quality 20

Teamwork for Quality Improvement 21

Introduction, Documentation and Implementation of ISO 9000 22

Process Improvement Tools and Techniques 23

Customer Service Excellence 24

Management Development

Developing High-Performance Managers 25

Managing Yourself Successfully 26

Managing People Successfully 27

Managing Work Successfully 28

Exemplary Leadership: Making It Work 29

Enhancing Emotional Intelligence 30

Creative Problem Solving and Decision Making 31

Making Effective Oral Presentations 32

(i)

Personal Development

Reengineering Yourself for Peak Performance 33

Enhancing Personal Quality 34

Mastering Interpersonal Skills 35

Mastering Public Speaking 36

Effective Business Writing Skills 37

Creative Thinking 38

Quality Education, Effective Teaching and Employability Skills

Total Quality Management in Education 39

Creating the Total Quality School 40

Fostering Self-Esteem and Peak Performance in the Classroom 41

Effective Academic Leadership 42

Planning and Delivering Effective Lectures 43

Train the Trainer 44

Teaching Soft Skills in Higher Education 45

Make Yourself Employable 46

Personal Presentation and Interviewing Skills 47

Main Consultants and Learning Facilitators 48

Testimonials 55

Letters of Commendation 57

(ii)

Company Profile

TQM Consultants Sdn. Bhd. was incorporated in 1990. Since then,it has grown to become an internationally renowned consultingand training company in the areas of Total Quality Management,Organization Development, Management Development, Teachingand Learning, Graduate Employability and Personal Development.

To date, TQM Consultants Sdn. Bhd. has conducted more than2000 in-house training programmes worldwide for private andpublic sector organizations across a variety of industries. It isregistered with Pembangunan Sumber Manusia Berhad as anapproved training provider (Class A). It is also registered withthe Ministry of Finance (No. 357-00038120).

Hundreds of our delighted clients have rated us highly in termsof our comprehensive and well-written training materials; lively,clear and interactive presentation style; l i fe-transformingsessions; good rapport with participants; open and honestcommunication; practical exercises; relevant work-relatedexamples; and a positive impact on the work performance andbehaviour of participating personnel.

To provide exemplary consultancy and training services invarious fields, we have teamed up with leading associatepartners which include the following:

l Asia e University

l ATK Communications Sdn. Bhd.

l Chapter One Asia

l East Asia Quality Consultants (M) Sdn. Bhd.

l Executive Essentials Sdn. Bhd.

l Higher Education Leadership Academy (AKEPT),Ministry of Higher Education Malaysia

l House of Advanced Quality Co. Ltd., Saudi Arabia

l Innovation and Creativity Skills Training Sdn. Bhd.

l SMR Learning & Development Sdn. Bhd.

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Our primary mission is two-fold. First, we seek to empower

individuals from within to optimize their potential and attain

peak performance at work. Second, we wi l l ass i s t

organizations to create and sustain the competitive edge in

today's highly competitive and globalized world. Towards

attaining this twin mission, we will provide results-oriented,

reliable, practical, and customized consultancy and training

services that fully meet or exceed the requirements of our

clients consistently.

OurMission

OurGuidingPhilosophy

Mission Statement

1. We will provide consultancy and training services based uponproven theories and best practices.

2. We will diagnose the actual problems faced by our clientsand not merely treat the symptoms.

3. We will provide services based on the unique training needsand problems faced by our clients.

4. We will always be objective and honest in dealing with ourclients.

5. We will not undertake any assignment that is beyond ourexpertise.

6. Our instructional strategies will promote critical thinking andlifelong learning among participants.

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How We Differ from Others

lllll We have developed the Building Blocks of Peak Performanceand Enhancing Personal Quality Model which enable individualsto acquire the mindset and traits of peak performers and toattain peak performance at the workplace.

lllll We have also developed the Creating and Sustaining aHigh-Performance Organization Model based upon provenpract ices and the Systems Approach that can ass i s torganizations in creating and maintaining the competitiveedge.

lllll All our training programmes are learner-oriented and fullycustomized to meet the unique needs and realities of ourclient’s operating environment.

lllll We advise our clients as to what they need to hear and notwhat they like to hear.

lllll We provide free consultancy services on minor managementproblems faced by our regular clients.

lllll We have a proven track record in providing quality trainingand results-oriented consultancy services.

lllll We create a nurturing learning environment which brings outthe best in people.

lllll Transfer of credits is available for certain of our trainingprogrammes with Asia e University’s academic programmes.

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Our consulting and training services are aimed at creatinghigh-performance organizations through the integration of the socialsystem (people), technical system (work processes and technology)and the management system into a functional whole.

Our consulting and training services are offered in the areas of:

l Total Quality Management

l Implementation and Certification/Accreditation to InternationalStandards (e.g. ISO 9001, ISO 14001, ISO 18001, ISO/IEC 17025)

l Organization Development and Change Management

l Human Resource Development

l Training Needs Analysis

l Personal Development

l Management Development

l Leadership

l Team Building

l Teaching and Learning

l Graduate Employability

Core Competenciesl Introducing, implementing and sustaining organization-wide

quality and productivity improvement efforts

l Assisting organizations in crafting appropriate strategies to attainorganizational vision and corporate goals

l Assisting organizations in managing planned change andorganizational transformation successfully

l Conducting diagnostic studies to identify critical gaps inorganizational leadership and management

l Designing, establishing and implementing performancemanagement systems in organizations

l Assisting organizations to develop a healthy organizational culture

l Assisting organizations in creating high-performance work teams

l Assisting organizations to unleash the latent power of itsintellectual capital

l Assisting people to reengineer themselves and to acquire theattributes of peak performers

Our Consulting and Training Services

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Dr. Ranjit Singh Malhi is an internationally renownedconsultant, trainer and a bestselling author in theareas of Total Quality Management, ManagementDevelopment, Personal Development, Teaching andLearning, and Graduate Employability. He has devotedhis profess ional l i fe towards understanding whycertain individuals and organizations are inclinedto perform and succeed whereas many others simplyfail. Dr. Ranjit has developed original and effectivesolutions for enhancing personal and organizationalperformance, combining a holistic approach withbest practices. He is noted for his lively, participatory,practical and motivating training sessions.

Dr. Ranjit has contributed significantly towards newknowledge in the areas of personal quality, self-esteem,peak performance, management development andgraduate employabi l i ty. He has formulated apractical model and blueprint for enhancing personalquality; developed the Empowering Cycle of HighSelf-Esteem which shows the reciprocal relationshipbetween self-esteem and peak performance; identifiedthe competencies of Malaysian high-performancemanagers and most admired attributes of Malaysianleaders; and identified the hiring criteria and soft skills sought by Malaysian employersin fresh graduates.

Based upon his expertise and commitment to the principles of self-esteem, Dr. Ranjitwas appointed the Vice-President of the International Council for Self-Esteem in 2003,the first Asian to hold the position. He is described in the website of the American-basedNational Association for Self-Esteem as one of “the most influential movers and shakers inthe area of self-esteem.”

Dr. Ranjit is the author of four bestsellers: Make Yourself Employable, Enhancing ManagerialPerformance, Enhancing Self-Esteem and Enhancing Personal Quality. The last two bookshave been published in Arabic by Jarir Book Store and are bestsellers in the Middle East.He has also published more than 150 articles on management and personal development,besides being a columnist for three of Malaysia’s leading newspapers.

Ranjit has a B.A. Hons. (Second Class Upper) in History from the University of Malaya, aMaster of Public Administration degree from Syracuse University, USA and a Ph.D. inOrganizational Behaviour from Warnborough College, Ireland.

CEO and Principal Consultant

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Figure 1: Ten Key Attributes of Peak Performers

Our training programmes and methodology are based upon important research findingsfrom the science of peak performance and self-image psychology, and success inconducting hundreds of personal development programmes in Asia, the Middle Eastand USA. We have developed an integrated, step-by-step and practical approach aimedat empowering people to perform at the top of their ability. It is focused around ourself-developed Ten Key Attributes of Peak Performers (Figure 1), Building Blocks of PeakPerformance (Figure 2) and Enhancing Personal Quality Model (Figure 3).

We use experiential learning techniques, multiple learning styles, and highly interactiveapproaches in conducting our workshops including role plays, individual exercises, groupdiscussions, and visualization. Cognitive therapy is utilized in assisting individuals to changetheir pessimistic style of thinking to realistic optimism.

Our Approach towards PersonalTransformation and Self-Mastery

Effectiveself-management

Continuousimprovement

Goodinterpersonal

skills

Strategic plan

Mental rehearsal

Self-discipline

Highself-esteem

A senseof inner calm

and peace

Resilience

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PEAKPERFORMANCE

A clear andpersonallycompelling

mission

Nothing changes without personal transformation. – W. Edwards Deming

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Figure 2: Building Blocks of Peak Performance

l Being a lifelong learnerl Maintaining good mental,

spiritual and physical health

SELF-RENEWAL

l Managing time successfullyl Developing good interpersonal skillsl Maintaining self-disciplinel Maintaining resilience

SELF-MANAGEMENT

SELF-RESPONSIBILITYl Taking charge of your life

l Determining your personal mission and goalsl Formulating your Action Plansl Taking action and monitoring progress

towards attainment of your goals

SELF-REENGINEERINGl Accepting yourself unconditionallyl Building self-confidencel Practising rational thinkingl Adopting positive self-talk

l Visualizing your new successful mental pictures

l Understanding the psychology of peak performancel Knowing who you really are (accurate self-assessment)l Reflecting upon your purpose in lifel Determining your current situation

SELF-AWARENESS

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Figure 3: Enhancing Personal Quality Model

Personal Quality is the bedrock of organizational quality.Quality people do quality work.

– Ranjit Singh Malhi

There is no value judgement more important, no factor moredecisive in your psychological development and motivation,than the estimate you pass on yourself. – Nathaniel Branden

Self-Renewal and Continuous Improvement

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Self-Renewal and Continuous Improvement

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DETERMINING CURRENTPERSONAL QUALITY LEVEL

• Identifying personal attributes• Assessing human relations skills• Evaluating work performance• Determining areas for improvement

FORMULATING PERSONALQUALITY ACTION PLAN

• Establishing personal quality goals• Formulating action plan to attain

personal quality goals

TAKING ACTION• Executing your personal quality

action plan• Managing time successfully• Maintaining self-discipline• Maintaining perseverance

MONITORING PROGRESS• Reviewing progress towards

attainment of personal quality goals• Taking corrective action

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Based upon our consulting and training experiences, the quest for creating andsustaining a High-Performance Organization should be based on the SystemsApproach (see Figure 4). It views an organization as a set of interdependent andinterrelated elements or subsystems, each of which contributes to the attainmentof common organizational goals. Changes in any one subsystem wil l have animpact on the other subsystems. As such, all the subsystems must be integrated intoa functional whole to ensure total organizational functioning.

The Systems Approach also views an organization as an open system interacting withits environment and transforming inputs (resources such as materials, people andequipment) into outputs (products and services) desired by customers.

Figure 4: Systems Approach to Organizational Improvement

1. Social System

lllll Corporate culture

lllll Personal quality

lllll Employee participation and teamwork

lllll Empowerment

lllll Reward and recognition system

lllll Communication

Our Approach towards Creating andSustaining a High-Performance Organization

SocialSystem

TechnicalSystem

ManagementSystem

HPO

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2. Technical System

lllll Technology

lllll Work processes

lllll Decision-making processes

lllll Job definition and responsibilities

3. Management System

lllll Strategic quality planning

lllll Leadership

lllll Policies

lllll Organizational structure

lllll Managerial control

Creating and Sustaining a High-Performance Organization Model

The following model (Figure 5) based upon the Systems Approach, best practicesin management, and strategic planning is suggested for creating and sustaininghigh performance in organizations. It consists of five major steps:

1. Getting Organized.

2. Organizational Diagnosis.

3. Organizational Transformation Plan.

4. Implementation.

5. Measurement and Evaluation.

Getting Organized

The main purpose of Step 1 is to lay the basic foundation for ensuring successfulimplementation of organizational improvement efforts. It involves establishing anOrganizational Transformation Team (OTT) consisting of senior, competent and highlycommitted managers which will spearhead the organizational improvement efforts.The OTT should agree on three major issues as highlighted by James Champy: (i) thebusiness case for the change (Why must we go through this?”); (ii) the scope andscale of the change (“What processes are we going to reengineer?” or “How much ofthe business must change?”); and (iii) the governance process for managing thechange (“Who will be accountable for the design and for the results?”).

Three other important activities in Step 1 are clarifying stakeholders’ expectations,communicating the need for organizational improvement to all employees andsecuring the support of key players. Organizational success in the long run is greatlydependent upon meeting or exceeding the expectations of an organization’s primary

Strategy isn't beating the competition; it's serving customers' real needs.

– Kenichi Ohmae

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Adapting

to

Changing

Environment

GETTING ORGANIZED• Establishing organizational transformation team• Clarifying stakeholders’ expectations• Communicating the need for organizational transformation• Securing support of key playersC

ontinuous

Improvement

Figure 5: Creating and Sustaining a High-Performance Organization Model

Healthy Organizational Culture

Customer-Oriented

ORGANIZATIONAL DIAGNOSIS• Undertaking SWOT analysis• Identifying key business processes• Benchmarking• Conducting customer and employee opinion surveys

ORGANIZATIONAL TRANSFORMATION PLAN• Determining/clarifying organizational direction• Determining corporate goals• Formulating corporate strategies• Determining performance standards• Determining appropriate organizational structure• Empowering and motivating employees

IMPLEMENTATION• Aligning structure, processes and systems to

organizational strategy• Coordinating performance improvement efforts• Maintaining effective communication

MEASUREMENT AND EVALUATION• Measuring performance• Reporting results• Undertaking corrective action

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Organizations don't adapt to change; people do.To change an organization, change minds.

– Carlos Ghosn

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stakeholders, particularly its customers, shareholders, employees and suppliers. Organizationalimprovement awareness (establishing a great enough sense of urgency about the needfor change) is necessary to gain support of employees for the improvement efforts andreducing potential resistance to change. The support of key players is crucial forensuring successful change management.

Organizational Diagnosis

Organizational diagnosis is a systematic approach to developing an accurate andcomprehensive view of the current state of the organization. It provides a basisfor determining action plans to improve organizational performance. Organizationaldiagnosis is also important because it assesses the readiness and capability of majorsubsystems to undertake organizational improvement efforts. The major activities are:

1. Scanning the internal environment for organizational strengths and weaknesses,and the external environment for opportunities and threats (SWOT analysis);

2. Identifying key business processes and opportunities for improvement;

3. Benchmarking against high-performance organizations; and

4. Conducting customer and employee opinion surveys.

Organizational Transformation Plan

The Organizational Transformation Plan expresses clearly the desired future state ofthe organizat ion and the necessary act ions to attain i t . I t compr ises theorganizational mission statement, corporate and departmental goals, strategies forattaining goals, performance standards, appropriate organizational structure andways of empowering and motivating employees. The Organizational TransformationPlan is important as it clarifies for all employees the performance goals and whatneeds to be done to attain them.

Implementation

Step 4 involves implementat ion of projects ident i f ied in the Organizat ionalTransformation Plan. The two most important activit ies are al igning structure,processes and systems to organizational strategy, and process control i.e. detectionand correction of nonconformances to established requirements. The other importantactivities are coordinating the performance improvement efforts among the variousdepartments and maintaining effective communication.

Measurement and Evaluation

The major purpose of Step 5 is to determine progress towards the attainment ofestablished performance goals. The main activities are measurement, reporting ofresul ts to al l employees and undertaking correct ive act ions to overcomeperformance gaps.

Training and Teamwork

Training and teamwork pervades the entire HPO Model. Training is essential at theinitial stage to secure organizational commitment to performance improvement andto minimize resistance to change. Appropriate training subsequently must be

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continuous to ensure employees have the necessary knowledge and skills to copewith changes in technology and the environment in which the organizat ionoperates.

Teamwork is important as it creates a sense of ownership and commitment amongemployees. Employees are general ly more wi l l ing to support performanceimprovement efforts in which they have taken part or helped to develop. Teamworkis also based on the premise that collective wisdom is generally more superior toindividual wisdom. Teamwork also facilitates solution of performance problems whichcut across departmental or functional boundaries.

Healthy Organizational Culture

An appropriate organizational culture is necessary to create and sustain a workenvironment that is conducive to continuous performance improvement efforts.Organizational culture is basically a set of shared values and beliefs which interactwith an organization’s people, structures and systems to produce behavioural norms.The principal values of a healthy corporate culture include customer focus, “doingthings right the first time”, employee autonomy, teamwork, recognition based onattainment of performance goals, open and honest communication, continuousimprovement and flexibility (adapting to the changing environment).

To ensure a continuous flow of quality goods and services,a culture of quality must be woven into the basic fabric ofeveryday life. – Terrence E. Deal

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Top management plays a crucial role in creating high-performanceorganizations. A systemic and integrated approach whichencompasses strategic change, customer focus, product/servicequality, healthy organizational culture, excellent work processes,teamwork, a highly motivated workforce and lifelong learningis crucial for ensuring long-term organizational success in today'shighly competitive and rapidly changing world.

At the end of the workshop, participants should be able to: 1. State the ten major tasks of top management in enhancing

organizational performance. 2. Formulate an effective mission statement, establish verifiable

corporate goals and devise effective strategies. 3. Create a customer-driven organization. 4. Develop a healthy corporate culture. 5. Motivate and empower employees to perform their best at

work. 6. Design excellent work processes. 7. Create high-performance work teams. 8. Create a learning organization. 9. Establish effective performance standards.10. Manage planned organizational change successfully.

1. Overview of high-performance organizations 2. Establishing organizational direction 3. Developing a healthy corporate culture 4. Creating a customer-driven organization 5. Motivating and empowering employees 6. Process management 7. Creating high-performance work teams 8. Creating a learning organization 9. Performance standards10. Managing planned organizational change successfully

Interactive lectures, exercises, group discussions, videopresentation and case studies

3 days

Senior managers

Dr. Ranjit Singh Malhi and Krishna Murthy/Lim Kheng Joo

CREATING AND SUSTAINING AHIGH-PERFORMANCE ORGANIZATION

Rationale

Objectives

Content

Duration

Facilitators

Methodology

Target Group

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Research supports the existence of a link between strategicmanagement and organizational financial performance. Effectivestrategic management helps an organization to attain and sustainthe competitive advantage. Indeed, effective strategic managementis a major sign of good management. Strategic managementhas gained greater importance in today’s increasingly globalizedand highly competitive business world.

At the end of the workshop, participants should be able to:

1. Explain the three main stages of strategic management.2. Undertake organizational strategic analysis (SWOT analysis).

3. State at least five attributes each of a good missionstatement and goals.

4. Explain the four major stages of formulating goals.

5. Explain four generic building blocks of competitiveadvantage.

6. State the ten components of effective strategic leadership.

7. Explain three generic corporate strategy alternatives.

1. Understanding strategic management2. Formulating organizational mission/vision

3. Establishing effective goals4. Strategic analysis

5. Effective strategic leadership6. Corporate strategy alternatives

Interactive lectures, exercises, group discussions and case studies

2 days

Senior managers

Dr. Ranjit Singh Malhi and Krishna Murthy

EFFECTIVESTRATEGIC MANAGEMENT

Objectives

Rationale

Duration

Facilitators

Methodology

Content

Target Group

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Research findings indicate a positive correlation between certainorganizational cultures and performance. A “healthy” organizationalculture facilitates attainment of strategic goals, increases employeecommitment and loyalty, facilitates decision-making, promotesinternal cooperation, facilitates communications and providesmeaning and purpose to work. There can be no sustainablechange without a change in employees’ mindset. Organizationsdon’t adapt to change; people do. In the words of Black andGregersen, “Lasting success lies in changing individuals first; thenthe organization follows.” In a nutshell, it is people who makepoor systems work and good systems fail.


1. Define the term “organizational culture”.2. Distinguish between values, beliefs and norms.

3. Explain how organizational culture facilitates attainmentof strategic goals, increases employee commitment andloyalty, facilitates decision making and promotes internalcooperation.

4. List at least six cultural attributes of excellent organizations.

5. Describe the four basic types of organizational culture.

6. State at least six ways of transmitting and embedding culture.

7. Explain the eight major steps in changing corporate culture.

1. Nature and importance of organizational culture

2. Basic types of organizational culture

3. How organizational culture is transmitted and embedded

4. Steps in changing organizational culture

5. Major tools of organizational culture change


2 days

Senior managers

Dr. Ranjit Singh Malhi/Dr. Goh Chee Leong

CREATING AND MAINTAINING AHEALTHY CORPORATE CULTURE

Objectives

Rationale

Duration

Facilitator

Methodology

Content

Target Group

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Objectives

Rationale

Duration

Content

Target Group

Despite change being an integral part of organizational life,the failure rate of organizational change attempts is as highas 70%. To ensure long-term survival, organizations mustcontinually adapt to the changing environments in which theyoperate. Managers need to understand clearly the organizationalchange process, sources of resistance to change and strategiesfor managing change successfully. Today's workplace direlyneeds managers who are effective change agents.


1. Define “organizational change” and explain the importanceof change management.

2. List at least eight reasons why employees resist change.3. Explain the six major strategies for reducing resistance to

change, including the use of force-field analysis.

4. State the three major aspects of planned organizationalchange.

5. Describe Kurt Lewin’s three phases of planned change.6. State the ten principles of managing planned

organizational change.

7. Explain the importance of the human dimension of change.8. Explain Kotter’s model of planned organizational change.

9. State at least seven key attributes of effective changeagents.

1. Nature and importance of planned organizational change2. Resistance to change

3. Major aspects of planned organizational change4. Planning and implementing organizational change

successfully5. Importance of the human dimension of change

6. Attributes of effective change agents


2 days

Senior managers

Dr. Ranjit Singh Malhi

MANAGING PLANNEDORGANIZATIONAL CHANGE

Methodology

Facilitator

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Rationale

Objectives

Duration

Methodology

Content

Target Group

Strategic performance measurement essentially involves trackingthe progress of the corporate strategic plan and monitoring howwell the plan is being executed. Measuring performance at thestrategic level is the core of organizational performance measurementand management. However, there is always a performance gapbetween having a strategy and executing it effectively. By havingwell-designed and appropriate strategic performance measureswithin a context of managed change, an organization is wellpositioned to reap the full benefits of its performance improvementinitiatives.


1. Explain the critical role of strategic performance measurement.

2. State at least three principles of good performance measurement.3. Formulate proper strategic performance goals.

4. Design meaningful and winning strategic performance indicators.5. Avoid major pitfalls in implementing performance improvement

initiatives.

6. Create the right organizational context for measuring andimproving organizational performance.

1. Why measure strategic performance

2. Strategic performance planning3. Formulating strategic goals

4. Differentiating activities, outputs and outcomes5. Designing winning strategic performance indicators6. Implementing performance improvement initiatives

7. Managing the change process

Interactive lectures, practical exercises and group discussions

2 days

Executives responsible or interested in organizational performancemanagement

Lim Kheng Joo/Krishna Murthy

STRATEGIC PERFORMANCE MEASUREMENT:MEASURING WHAT MATTERS MOST

Facilitator

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Objectives

Rationale

Duration

Facilitator

Methodology

Content

Target Group

Top management holds the key to quality improvement as itdetermines the systems in which people work. Moreover, theactions of employees greatly depend on top management’sattitude towards quality. Senior managers must understandthe qual i ty phi losophy and fundamentals of Total Qual i tyManagement (TQM) to effect ively lead organizat ion-widequality improvement efforts. In essence, the quality revolutionbegins with top management’s commitment.


1 . Define the concepts of “Quality” and “Total QualityManagement”.

2 . State at least five main features of Total QualityManagement.

3 . Identify the five major steps of the TQM Model.4 . State at least ten maxims of quality improvement.

5 . State at least seven principles of managing plannedorganizational change.

6. Identify various means of demonstrating top management'scommitment to quality.

7 . Explain their role in managing quality with regards toorganizational mission, quality goals, organizational qualitystructure, performance standards and quality culture.

1 . Understanding Quality and Total Quality Management

2. Managing quality improvement3. Strategic quality planning

4. Managing planned organizational change5. Creating and sustaining a quality culture

6. Role of top management in managing qualityimprovement

Interactive lectures, exercises, video presentation and groupdiscussions

2 days

Senior managers


LEADERSHIP FORTOTAL QUALITY MANAGEMENT

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Objectives

Rationale

Duration

Facilitators

Content

Target Group

Middle managers play an important role in managing qualitysince they are responsible for planning, implementing andmonitoring quality improvement efforts at the operational level.To secure their commitment, middle managers must understandthe fundamentals of qual i ty and the need for qual i tyimprovement. Middle managers must be provided with themanagerial and technical skills to manage quality effectively.


1 . Define the concept of “Quality”.

2 . Identify the eight dimensions of product quality and tendimensions of service quality.

3 . State at least eight maxims of quality improvement.

4 . Apply the concepts of departmental purpose analysis andprocess management to their functional responsibilities.

5 . Explain the “Seven QC Tools” and the problem solvingmodel.

6 . State the ten commandments of effective communication.

7 . State at least eight characteristics of an effectiveteam.

1. Understanding Quality

2 . Dimensions of product and service quality

3 . Ten maxims of quality improvement

4. Process management

5. Seven QC Tools

6 . Effective communication

7. Teamwork for quality improvement

Interactive lectures, exercises, video presentation andgroup discussions

3 days

Middle managers

Dr. Ranjit Singh Malhi and Lim Kheng Joo

MANAGINGQUALITY

Methodology

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Objectives

Rationale

Duration

Facilitator

Content

Target Group

TEAMWORK FORQUALITY IMPROVEMENT

Methodology

Quality improvement efforts encompass process improvementwhich generally involves employees from various departmentsor functional areas. In this regard, teamwork for qual i tyimprovement is critical. High-performance teams are able tocommunicate openly, practise shared leadership and responsibilityand solve conflicts in a constructive manner.


1 . Define the concepts of “team” and “team building”.2 . Explain the four stages of team development.

3 . State at least eight characteristics of an effective team.4. State at least eight major responsibilities of the Team

Leader.5 . State at least eight major qualities of an effective team

member.

6 . Explain the five major strategies of managing conflict.7 . State the ten commandments of effective communication.

8 . State at least five tips on building trust in teams.

1 . Understanding teams and team building2. Effective management of teams3. Managing team conflict and effective human relations

4. Team leadership and role of team members5. Effective team communication

6. Establishing shared values and building trust

Interactive lectures, exercises, group discussions and videopresentation

2 days

Managerial and non-managerial employees


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INTRODUCTION, DOCUMENTATIONAND IMPLEMENTATION OF ISO 9000

Objectives

Rationale

Duration

Facilitator

Methodology

Content

Target Group

To add value to any organization, it is important to integratequality assurance into the business process. Proper documentationand written procedures are essential for creating an effective qualitymanagement system which is an important step towards TotalQuality Management.


1. State the purpose and structure of ISO 9000.

2. Interpret the elements of ISO 9000.

3. Develop a quality manual and procedures for theirorganization.

4. Prepare an implementation plan for ISO 9000 certification.

1. Quality: Definition and Concept

2. History of Quality

3. Concept of ISO 9000 4. ISO 9000 Level

5. ISO 9000 and Business Process

6. Interpretation of ISO 9000

7. Introduction to Documentation

8. Preparing Your Quality Manual 9. Flowcharting and Mapping Your Process

10. Improving work processes

11. Writing procedures and work instructions

12. Case Study – Preparing Quality Manual

13. Integrating ISO 9000 to Your Business Process

14. Case Study – Preparing Quality Policy and QualityObjectives

15. Implementing ISO 9000

16. Case Study – Preparing a Plan for ISO 9000 Implementation

17. Third Party Registration

18. ISO 9000 and TQM

Interactive lectures, group discussions and case studies

3 days

Managerial employees who are likely to be involved inimplementing a Quality Management System

Harbans Singh Malhi

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Objectives

Rationale

Duration

Facilitator

Methodology

Content

Target Group

All work is a process. The system for improving quality is preventionof errors and defects in work processes. Knowledge of qualitytools and techniques is necessary to identify and creatively solveproblems.


1 . Explain the six major steps of Quality Improvement Process.2 . Utilise the major process improvement tools.

3 . Apply the quality tools and techniques to improve the qualityof work processes.

1 . Quality Improvement Process2. Process Mapping3. The PDCA Cycle

4. Quality improvement tools and techniques5. Benchmarking

Interactive lectures, group discussions, exercises and case studies

2 days

Key personnel involved in quality improvement projects

Lim Kheng Joo/Krishna Murthy

PROCESS IMPROVEMENTTOOLS AND TECHNIQUES

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Objectives

Rationale

Duration

Facilitator

Methodology

Content

Target Group

Superior customer service spel ls profits through increasedmarket share, long-term customer loyalty and reduced costof non-conformance. The front-l ine service representativesplay a crucial role in service qual i ty through their dai lyinteraction with external customers. Service representativesmust have posit ive att i tudes towards customers and thenecessary knowledge and skil ls to provide prompt, reliableand courteous service.


1 . Define the concept of “customer satisfaction”.

2 . Identify the ten dimensions of service quality.

3 . Explain the importance of customer service and costsof poor service.

4 . Serve customers in a professional and courteousmanner.

5 . Develop and practise proper telephone techniques inproviding quality customer service.

6 . Handle angry customers with tact and confidence.

7. Develop and practise persuasive oral communicationand active listening skil ls.

8 . Cope effectively with stress on the job.

1 . Understanding service quality

2 . Customer relations

3. Communicating your best image

4. Handling angry and various kinds of customers

5 . Communication and active l istening

6. Telephone courtesy

7. Managing stress on the job

Interactive lectures, exercises, video presentation andgroup discussions

2 days

Front-line service representatives

Dr. Ranjit Singh Malhi/Datuk Atikah Adom/Baldev Singh

CUSTOMER SERVICEEXCELLENCE

24

Objectives

Rationale

Duration

Facilitators

Methodology

Target Group

Organizations cannot function productively without high-performancemanagers. High-performance managers get things done with andthrough others both effectively and efficiently. The main purposeof this workshop is to equip managers with the necessary skills andknowledge related to personal competence, interpersonalcompetence and work competence.

At the end of the workshop, participants should be able to:1 . Explain the four major managerial functions.

2. Assess their managerial compence level.3 . Project a positive image on the job.

4. List at least five major time wasters and their solutions. 5. State at least five guidelines on coping effectively with

stress on the job.6 . List at least ten ways of motivating subordinates.

7. Explain the ten commandments of effectivecommunication.

8. State at least ten qualities of a good leader. 9. State at least five principles each of getting along with

their bosses and subordinates.10. Set priorities and delegate effectively.11. Explain the seven steps of problem solving.

1. Overview of Management2 . Projecting a positive image3 . Managing time successfully

4. Managing stress on the job5 . Motivating employees6 . Effective employee communication7 . Leadership8 . Effective human relations9 . Effective delegation

10. Problem solving and decision making

Interactive lectures, exercises, managerial competencequestionnaire, role plays, video presentation, group discussionsand case studies

3 days

Managers and those about to be promoted to managerial positions

Dr. Ranjit Singh Malhi/Dr. Goh Chee Leong/Shukri Ibrahim/Lim Kheng Joo

DEVELOPINGHIGH-PERFORMANCE MANAGERS

Content

25

Objectives

Rationale

Duration

Facilitator

Methodology

Content

Target Group

High-performance management begins with effective and efficientself-management. A manager needs to first manage himselfwell before managing others. He is in a better position to getthings done through others when he himself is well-managed.Enhancing self-esteem is the first step towards effective self-management.Managers must be empowered from within to produce qualitywork. Self-empowered managers tend to be productive, creative,proactive and cooperative.Many managers often misuse or underutilize their time which isa valuable and scarce resource. Hence, managers must learnto get more accomplished in relatively less time.Managers inevitably experience stress at work. Excessive stresscan cause adverse strain on one’s emotions, thought processesand physical condition. Thus, managers must learn to copeeffectively with stress on the job.


1 . Assess their overall level of self-esteem.

2. Identify their major strengths and weaknesses.3 . List the five main steps in enhancing self-esteem.

4. State at least ten guidelines on enhancing self-esteem.5. Identify their major time wasters and possible solutions.6 . State at least ten guidelines for managing time successfully.

7 . Identify their major stressors.8 . Explain at least five effective ways of managing stress.

1 . Nature of self-esteem

2. Enhancing self-esteem

3. Creating a positive self-image

4. Taking charge of your life5. Managing time successfully

6 . Managing stress on the job

Interactive lectures, exercises, group discussions, role plays,video presentation and personal competence questionnaire

2 days


Dr. Ranjit Singh Malhi / S. Bhaskaran / Baldev Singh/Shukri Ibrahim

MANAGING YOURSELFSUCCESSFULLY

26

Objectives

Rationale

Duration

Facilitator

Methodology

Content

Target Group

Managers accomplish results by working with and throughother people. Numerous polls have indicated that the singlemost important trait of good managers is the ability to getalong with people. Hence, managers must acquire humanrelations and good communication skills besides being ableto lead and mot ivate workers to work wi l l ingly towardsattaining organizational goals.


1 . State at least six ways of motivating subordinates.2 . Identify their own leadership style.3 . State at least five qualities of a good leader.

4 . Identify their major communication barriers and possiblesolut ions.

5 . Explain at least six guidelines for effective listening.

6 . State at least s ix principles of getting along with theirbosses.

7 . State at least ten principles of getting along with theirsubordinates.

8 . Explain the f ive major st rategies of handl ing conf l ictconstructively.

1 . Motivating employees

2. Leadership3. Effective communication

4. Effective human relations5. Managing conflict constructively

Interactive lectures, exercises, group discussions, role playsvideo presentation and interpersonal competencequestionnaire

2 days

Managers and those about to be promoted to managerialpositions

Dr. Ranjit Singh Malhi/Shukri Ibrahim/S. Bhaskaran

MANAGING PEOPLESUCCESSFULLY

27

Objectives

Rationale

Duration

Facilitator

Methodology

Content

Target Group

MANAGING WORKSUCCESSFULLY

Managers should have the ability of establishing appropriateoperational goals and attaining them in the most efficient manner.To this end, managers must determine work goals and theappropriate actions for attaining them; delegate authority; establishwork performance standards; and take corrective action.


1. Explain the four major functions of managers.2. State at least seven qualities of a good manager.3. Explain the ten cardinal principles of Quality.

4. Explain the basics of managerial planning.5. Explain the technique of Management by Objectives.

6. Set priorities and delegate effectively.7. Establish specific and verifiable performance standards.

1. Overview of Management2. Concept and cardinal principles of Quality

3. Understanding work processes4. Managerial planning

5. Effective delegation6. Establishing work performance standards

Interactive lectures, exercises, group discussions, role plays andvideo presentation

2 days


Dr. Ranjit Singh Malhi/S. Bhaskaran/Shukri Ibrahim

28

Objectives

Rationale

Duration

Facilitator

Methodology

Target Group

Organizational excellence is greatly dependent on the quality ofleadership. To be effective, a manager has to be a good leader.The core characteristics of leadership are creating a compellingvision, aligning people to the vision through effectivecommunication, motivating and empowering people to performtheir best at work, managing change successfully and modellingthe way (personal credibility).


1. State the seven core functions of leadership. 2. Assess their leadership skills.

3. State the five most admired attributes of leaders. 4. Explain the five practices of exemplary leadership. 5. Explain the appropriateness of democratic, autocratic

and laissez-faire leadership styles.

6. Explain at least six ways of motivating and empoweringsubordinates.

7. State the ten characteristics of transformational leaders.

8. State at least ten guidelines for becoming atransformational leader.

9. State the ten characteristics of a nurturing and high-trustwork climate.

10. State at least seven guidelines for building personalcredibility.

1. Fundamentals of Leadership 2. Motivating and empowering people

3. Transformational Leadership 4. Creating a nurturing and high-trust work climate 5. Role modelling and developing personal credibility

Interactive lectures, exercises, video presentation, role-plays,case studies, group discussions and leadership questionnaire

2 days


Dr. Ranjit Singh Malhi/Shukri Ibrahim/Lim Kheng Joo

EXEMPLARY LEADERSHIP:MAKING IT WORK

Content

29

Objectives

Rationale

Duration

Facilitator

Methodology

Target Group

Latest research findings show that IQ takes second position toemotional intel l igence in determining outstanding jobperformance. At the workplace, there is increasing evidencethat IQ gets people hired, but EQ gets them promoted. Moremanagerial careers have been damaged due to lack ofemotional intelligence rather than a lack of technical knowhow.Emotional intel l igence also directly affects teamwork andproductivity. Emotionally intelligent managers are able to handletheir emotions in ways that enhance their work productivityand quality of life around them.


1 . State the five major domains of emotional intelligence.

2. Identify their level of emotional intelligence.

3. Gain greater self-awareness.

4 . Manage their emotions productively.

5 . State ten tips for motivating oneself and maintainingresilience.

6. State ten tips for empathizing with others andenhancing social competence.

1. Understanding Emotional Intelligence

2. Self-awareness3. Managing emotions productively4. Self-motivation

5. Relationship management

Interactive lectures, experiential learning, group discussions,role play and emotional intelligence questionnaire

2 days



ENHANCINGEMOTIONAL INTELLIGENCE

Content

30

Objectives

Rationale

Duration

Facilitator

Methodology

Content

Target Group

CREATIVE PROBLEM SOLVINGAND DECISION MAKING

Creative problem solving is a key management skill and a majorfactor in determining individual and organizational success.Managers with good problem solving skills adapt more quickly intimes of rapid change and contribute significantly towardsattainment of organizational goals.


1. Define, identify and label problems appropriately.

2. Distinguish between symptoms and problems.

3. Explain the seven steps in the Rational Problem-SolvingProcess.

4. Use suitable techniques to define problems and theircauses.

5. Select and use creative problem solving methods.

1. Problem definition: recognition and labeling

2. Problem solving techniques

3. Decision making techniques

4. Creative thinking techniques and applications

Interactive lectures, exercises, group discussions, videopresentation and case studies

2 days


H. K. Loi

31

Objectives

Rationale

Duration

Facilitator

Methodology

Content

Target Group

Making speeches and oral presentations is an importantinterpersonal communication skill. Indeed, research shows thatthe use of oral presentations is a competency that is stronglyrelated to managerial effectiveness. Many situations in theworkplace call for the manager to deliver a presentation beforea group of people.


1 . Assess their own presentation skills.

2 . List at least seven characteristics of effective presenters.

3 . Plan and deliver presentations effectively.

4 . Apply appropriate presentation techniques to maintainthe interest of the audience.

5. State at least six tips on effective verbal communication.

6 . Select and use suitable visual aids to gain maximumimpact and understanding.

7 . Handle anxiety and nervousness.

8 . Handle questions with confidence.

1. Presentation process

2. Types and methods of delivering presentations

3. Determining presentation purpose and audience analysis

4 . Preparing the presentation

5. Designing and using visual aids effectively

6. Practising the presentation

7. Handling presentation logistics

8 . Delivering presentations effectively

Interactive lectures, video presentation, video-taped individualpresentation, exercises and presentation questionnaire

3 days


Dr. Ranjit Singh Malhi/S. Bhaskaran/Baldev Singh

MAKING EFFECTIVEORAL PRESENTATIONS

32

Objectives

Rationale

Duration

Facilitator

Methodology

Content

Target Group

Peak performance is our birthright but unfortunately many peopleend up taking their potential greatness with them to their graves.They sabotage themselves by succumbing to negative beliefsand drifting in life without a clear sense of direction. Life istoo precious a gift to be wasted. Reengineer yourself to attainpeak performance at work and in other areas of your life bydeveloping a positive self-image and enhancing your self-esteem.


1. Transform their self-limiting beliefs into empowering beliefs.

2. Acquire the mindset and habits of peak performers.3. Explain the five main steps in enhancing self-esteem.

4. State at least ten guidelines on enhancing self-esteem.5. State the five steps in reprogramming one's self-image.6. Formulate a personal mission statement and SMART goals.

7. Develop action plans towards attaining their goals and peakperformance at work.

1. Psychology of Peak Performance2. Understanding and enhancing self-esteem3. Creating a positive self-image

4. Taking charge of your life

Interactive lectures, video presentation, film-clips, exercises,group discussions and self-esteem questionnaire

2 days


Dr. Ranjit Singh Malhi/Dr. Goh Chee Leong/S. Bhaskaran/Baldev Singh

REENGINEERING YOURSELFFOR PEAK PERFORMANCE

33

Objectives

Rationale

Duration

Facilitator

Methodology

Content

Target Group

The ultimate creators of quality products and services are people.People must be empowered from within to produce qualitywork. Quality, after all, is an attitude of mind. The cornerstoneof personal quality is self-esteem which empowers individualsto bring out the best in them. In short, organizational performanceis greatly dependent upon the personal quality of its members.


1 . Define “personal quality”.

2 . Assess their overall level of personal quality.

3 . State the three major components of personal quality.

4 . Explain the four major steps in enhancing personal quality.

5 . Establish personal quality checklists.

6 . State at least ten guidelines on enhancing self-esteem.

7. State at least ten guidelines on managing time successfully.

8 . State at least ten guidelines on mastering human relations.

9 . Develop an action plan to enhance personal quality.

1 . Nature of Personal Quality and Self-Esteem

2. Personal quality and self-esteem questionnaire

3. Building high self-esteem

4. Personal quality checklists

5 . Managing time successfully

6 . Mastering human relations

7. Overcoming self-imposed barriers to peak performanceon the job

8. Action plan to enhance personal quality

Interactive lectures, experiential learning, video presentation,movie-clips, group discussions and personal qualityquestionnaire

3 days



ENHANCINGPERSONAL QUALITY

34

Objectives

Rationale

Duration

Facilitator

Methodology

Content

Target Group

Interpersonal skills are crucial for enhancing both personal andorganizational productivity. Communication is the interpersonalfoundation upon which all organizational life is built. Indeed,research shows that 80% of the people who fail at work do sobecause they do not relate well to other people. Good humanrelations enable employees to work together harmoniously toattain common organizational goals.


1 . Define “communication” and explain the basiccommunication process.

2 . State the importance of effective communication skills.3 . State the ten commandments of good communication.4 . Explain at least six guidelines for effective listening.

5 . Explain the importance of human relations skills.6 . State at least eight principles of getting along well

with their bosses.

7 . State at least eight principles of getting along wellwith their peers.

8 . State at least eight principles of getting along wellwith their subordinates.

9 . Explain the f ive major strategies of handl ing confl ictconstructively.

10. State at least eight guidelines on managing interpersonalconflict successfully.

1. Effective communication skills 2. Nature and importance of Human Relations

3. Getting along well with superiors 4. Developing sound working relationships with peers and

subordinates

5. Managing conflict constructively

Interactive lectures, exercises, video presentation, groupdiscussions, role plays and interpersonal skills questionnaire

2 days


Dr. Ranjit Singh Malhi/Shukri Ibrahim/S. Bhaskaran

MASTERINGINTERPERSONAL SKILLS

35

Objectives

Rationale

Duration

Facilitator

Methodology

Content

Target Group

MASTERINGPUBLIC SPEAKING

Making speeches is an important interpersonal communicationskill. Public speaking helps to increase personal influence and“visibility” which are important to one’s career success. It alsohelps to build one’s self-esteem.


1 . Explain the eight major steps of the speechmaking process.

2 . List at least ten attributes of effective speakers.3 . Explain at least four means of gaining the audience’s attention.

4 . State at least six guidelines on using visual aids effectively.5 . List at least five guidelines on handling presentation anxiety

effectively.6 . State at least six tips on effective verbal communication.

7 . State at least six guidelines on handling questions effectively.

1 . Understanding Public Speaking2. Managing speech anxiety

3. Determining speech purpose and audience analysis

4 . Preparing the speech

5. Designing and using visual aids effectively

6. Delivering speech effectively

Interactive lectures, video presentation, video-taped individualpresentation, demonstrations and exercises

3 days

Undergraduates/unemployed graduates


36

Objectives

Rationale

Duration

Facilitator

Methodology

Content

Target Group

EFFECTIVE BUSINESSWRITING SKILLS

Letters, memos, e-mails and reports are vital communicationtools in any organization. Effective business writing skills notonly enable an organization to enhance its image but also toattract and retain customers.


1. Explain the importance of effective business writing skills.

2. Explain the 6 C's of effective business writing.

3. State the seven standard parts of a business letter.

4. State at least four tips for writing effective memos.

5. Explain the eight steps in writing an effective businessreport.

6. State at least seven guidelines on proper e-mailetiquette.

1. Understanding business communication

2. Planning business messages

3. Organizing and composing business messages

4. Creating effective sentences and coherent paragraphs

5. Writing proper letters and memos

6. E-mail etiquette

7. Writing effective business reports

Interactive lectures, exercises, feedback and critique

2 days



37

Objectives

Rationale

Duration

Facilitator

Methodology

Content

CREATIVETHINKING

Target Group

Creative thinking skills are crucial in finding innovative solutionsto problems; ensuring more efficient and effective operations;and in securing the competitive edge in a highly competitiveand rapidly changing business world. In the words of Edwardde Bono, creative thinking is needed to “find better ways ofachieving quality, cost-cutting, and continuous improvement.”


1 . Define “creativity”.2 . Assess their creative abilities.3 . State the ten mental barriers to creativity.4 . State the four creative thinking roles.5 . State at least ten techniques for enhancing creativity.6 . Explain the usage of Edward de Bono’s Six Thinking Hats

method in the problem-solving process.

1 . Understanding Creativity2 . Understanding our Mind3. Creative thinking process4. Blocks to creativity5 . Creative thinking techniques6. Creative workplace applications

Interactive lectures, management games, brain aerobics, exercises,group discussions and video presentation

2 days


H. K. Loi

38

Objectives

Rationale

Duration

Facilitators

Methodology

Content

Target Group

The proper application of Total Quality Management (TQM) isthe ult imate long-term winning strategy for educationalinstitutions. Private educational institutions must provide qualityservices to their customers to maintain the competitive edge.Public educational institutions have to ensure efficient utilizationof resources and effective delivery of services to meet theincreasing expectations of the citizenry. Numerous educationalinstitutions worldwide have reported successful results with TQM.Reported successes include increased customer satisfaction,employee empowerment, improved teamwork, positive culturalchange, improved teaching methods and greater efficiency inadministrative services.


1 . Define the concept of "Quality" as related to education.2 . Identify the five major steps of the TQM Model.3 . Apply the basic principles of TQM to education.4 . State the ten maxims of quality improvement.5 . State at least seven principles of managing planned

organizational change.6. Formulate proper mission statements for educational

institutions.7 . Develop a culture of quality in educational institutions.8 . Explain the basic steps in improving work processes.9 . Develop specific and meaningful educational performance

standards.

1 . Concept and dimensions of Quality and Total QualityManagement

2. Fundamentals of TQM3. Ten Maxims of Quality Improvement4. Strategic quality planning5. Creating and sustaining a quality culture6. Managing planned organizational change7. Improving work processes8. Establishing performance standards

Interactive lectures, exercises, video presentation, casestudies and group discussions

3 days

Educators

Dr. Ranjit Singh Malhi and Lim Kheng Joo

TOTAL QUALITY MANAGEMENTIN EDUCATION

39

Objectives

Rationale

Duration

Facilitator

Methodology

Content

Target Group

CREATING THETOTAL QUALITY SCHOOL

Principals hold the key to quality improvement as they determinethe systems in which schools operate. Moreover, the actions ofteachers and students greatly depend on the attitude of principalstowards quality. School principals must understand the philosophyand fundamentals of Total Qual ity Management (TQM) toeffectively lead organization-wide quality improvement efforts.In essence, the process of creating the Total Quality Schoolbegins with the visible commitment and active involvement ofprincipals.


1. Define the concept of “Quality” as related to education.2. Apply the basic principles of TQM to education.3. State the ten maxims of quality improvement.

4. Formulate proper mission statements for their schools.5. State at least seven principles of managing planned change.

6. Develop a culture of quality in their schools.7. Establish effective quality improvement teams.

1 . Concept of “quality” and its application to education2. Fundamentals of TQM

3. Implementing TQM in education4. Ten maxims of quality improvement

5. Strategic quality management6. Quality culture7. Managing planned organizational change

8. Quality improvement teams

Interactive lectures, exercises, film-clips and group discussions

2 days

School principals and others involved in managing school-widequality improvement efforts


40

Objectives

Rationale

Duration

Facilitator

Methodology

Content

Target Group

Research shows that self-esteem is a better predictor of academicsuccess than measured intelligence. Students with high self-esteemalso have higher aspirations in life, enjoy better interpersonalrelationships and demonstrate productive behaviour in generalas compared to those with low self-esteem. As aptly stated byD.C. Briggs, “Self-esteem is the mainspring that slates every childfor success or failure as a human being.”


1. Define “self-esteem” and assess their overall level ofself-esteem.

2. Explain the five major steps in enhancing personalself-esteem.

3. State at least ten tips on enhancing personal self-esteem.

4. Explain the five major building blocks of students’self-esteem.

5. State at least five general characteristics of students withlow self-esteem.

6. State at least ten tips on enhancing self-esteem of students.

1. Understanding self-esteem

2. Enhancing self-esteem3. Importance of self-esteem in the classroom

4. Building blocks of students' self-esteem5. General characteristics of students with low self-esteem

6. Enhancing self-esteem of students

Interactive lectures, exercises, video presentation, film-clips,group discussions and self-esteem questionnaire

2 days

Teachers


FOSTERING SELF-ESTEEM ANDPEAK PERFORMANCE IN THE CLASSROOM

4141

Objectives

Rationale

Duration

Facilitators

Methodology

Content

Target Group

Effective academic leadership is crucial for transforming universitiesinto centres for excellence in teaching and research. In this regard,academic deans and departmental heads must formulatecompelling academic visions with clearly defined goals and alignorganizational members to them, adopt a learner-centredorientation, promote teamwork, create a nurturing and high-trustwork climate, motivate and empower people, manage plannedchange successfully and model the way. Research has proventhat academic leaders who practised transformational leadershipskills were most successful in enhancing faculty effectiveness.

At the end of the workshop, participants should be able to: 1. State the seven core functions of leadership. 2. Explain at least five roles of academic leaders. 3. Identify their strengths and weaknesses as leaders. 4. State the seven higher education leadership competencies

and related abilities. 5. State at least ten guidelines for becoming a transformational

leader. 6. State the ten characteristics of a nurturing and high-trust

work climate. 7. State at least eight characteristics of a high-performance

work team. 8. Explain John Kotter’s eight-step process of managing planned

change. 9. Explain the five major domains of emotional intell igence

and identify their level of emotional intelligence.10. Explain the five major strategies of managing conflict.

1. Fundamentals of Leadership 2. Academic leadership roles and competencies 3. Fundamentals of Strategic Management 4. Transformational Leadership 5. Creating a nurturing and high-trust work climate 6. Building effective teams 7. Managing planned organizational change successfully 8. Enhancing emotional intelligence 9. Managing conflict successfully

Interactive lectures, s ituated learning, experiential learning,role-plays, video presentation and group discussions

3 days

Academic deans and departmental heads

Dr. Ranjit Singh Malhi and Dr. Goh Chee Leong

EFFECTIVEACADEMIC LEADERSHIP

42

Objectives

Rationale

Duration

Facilitator

Methodology

Content

Target Group

Lecturing is the most common teaching method used in highereducation. The conventional lecture is the most criticized methodof instruction as it encourages one-way communication andpassive learning. Students often complain that many lecturersare boring and disorganized. Despite the criticisms, the lecturingmethod can be an effective way to attain instructional goalswith systematic planning, effective del ivery and used inconjunction with active learning teaching strategies.


1. State the ten characteristics of effective lecturers. 2. Explain four situations in which lecturing is an

appropriate instructional strategy. 3. Explain the three main parts of a lecture. 4. State at least four major ways of organizing the lecture

material. 5. State at least seven guidelines for ensuring effective delivery

of lectures and clarity of presentation. 6. Explain at least three ways of capturing and sustaining the

audience’s attention. 7. Explain at least three techniques for engaging students in

active learning. 8. State at least five guidelines for using questions effectively

in the classroom. 9. Explain the ARCS Model for motivating learners.10. State at least f ive guidelines for using audiovisual aids

effectively to support lectures.

1. Overview of the lecture method 2. Planning lectures systematically 3. Delivering lively lectures 4. Integrating active learning in the classroom 5. Creating a nurturing and motivating classroom climate 6. Using audiovisual aids effectively

Interactive lectures, situated learning, experiential learning,micro-teaching with videotaping and feedback, group discussionsand film-clips. Participants are required to make a 10-minuteinteractive presentation on a topic.

3 days

Seasoned and novice lecturers


PLANNING AND DELIVERINGEFFECTIVE LECTURES

43

Objectives

Rationale

Duration

Facilitator

Methodology

Content

Target Group

Trainers play a crucial role in ensuring the effectiveness of anorganization’s training programmes. Trainers must have theknowledge and skills of identifying training needs, designing propertraining programmes and conducting training in an effectivemanner.


1. Identify their training role and explain the systemsapproach to training.

2. Explain the four major roles of Trainers. 3. State at least seven characteristics of an effective

Trainer. 4. State at least seven principles of Adult Learning. 5. Conduct a proper analysis of targeted audience’s

training needs. 6. Establish and write specific and concise training objectives. 7. Develop appropriate learning materials. 8. Select appropriate training methods and audiovisual aids. 9. Motivate and maintain interest of audience.10. Select appropriate techniques of evaluating the

effectiveness of their training programmes.

1. Overview of Training in organizations

2. Roles of the Trainer

3. Adult Learning

4. Determining Training Needs

5. Writing training objectives

6. Determining content and training methods

7. Designing and using audiovisual aids

8. Effective presentation skills

9. Evaluation of training

Interactive lectures, group discussions, training competencequestionnaire, exercises, and video-taped presentation byparticipants

3 days

Trainers

Dr. Ranjit Singh Malhi/S. Bhaskaran/Lim Kheng Joo

TRAINTHE TRAINER

44

Higher education institutions worldwide are focusing on enhancingemployability of their graduates by buttressing their soft skills,besides providing core disciplinary knowledge and skills. In thisregard, lecturers should have the competence to incorporatesoft ski l ls into their teaching repertoire and to impart themeffectively. Lecturers should be competent both in terms of softskills content and instructional delivery.


1 . Explain the nature and importance of Soft Skills.

2 . Determine the appropriate learning and teaching strategiesfor developing desired soft skills.

3 . Deliver soft skills training modules related to personal competence,interpersonal skills and public speaking effectively.

4 . Select appropriate methods and techniques of assessing softskil ls.

1 . The “what” and “why” of Soft Skills in higher education2. Personal competence (emphasis on enhancing self-esteem,

self-objectivity, resilience and lifelong learning)

3. Interpersonal competence (emphasis on communicationskills, good human relations and teamwork skills)

4 . Mastering public speaking

5. Effective soft skills pedagogy6. Assessing soft skills appropriately

Interactive lectures, group discussions, role-plays, f i lm-clips,self-assessment and video-taped presentation by participants

3 days

Seasoned and novice lecturers


TEACHING SOFT SKILLSIN HIGHER EDUCATION

Objectives

Rationale

Duration

Facilitator

Methodology

Content

Target Group

45

Objectives

Rationale

Duration

Facilitators

Methodology

Content

Target Group

Academic qualifications and disciplinary knowledge no longerguarantee that graduates will secure their dream jobs. Researchreveals that it was often a graduate’s personal attributes andcapabilities that had a greater influence on success in the workplacethan academic qualifications. Employers are currently lookingfor certain generic skills and personal attributes besides academicqualifications and relevant experience. To land your dream job,you need to develop high self-esteem, write powerful résumésand cover letters, develop strong interviewing skills, and make apositive first impression (besides having a high GPA). People willform an impression of you based on the way you dress, speakand interact with them in the crucial first four minutes. You neverget a second chance to create a positive first impression.


1. State at least ten guidelines for enhancing self-esteem. 2. Identify their strengths and weaknesses. 3. Explain at least seven guidelines on making effective oral

presentations. 4. List at least ten characteristics of effective speakers. 5. Descr ibe the nature and importance of non-verbal

communication at work. 6. State at least ten guidelines for writing a ‘knock-out’ résumé. 7. State at least ten guidelines for writing an impressive cover

letter. 8. State at least ten guidelines for preparing and ‘nailing’

job interviews. 9. Handle tough interview questions.10. State at least ten tips for making a positive first impression.

1. Enhancing self-esteem 2. Knowing the Real You 3. Making effective oral presentations/speeches 4. Body language 5. Writing impressive résumés and cover letters 6. ‘Nailing’ your job interviews 7. Creating a positive first impression

Interactive lectures, exercises, group discussions, fi lm-clips,video-taped mock interviews, role plays and demonstrations

3 days


Dr. Ranjit Singh Malhi/S. Bhaskaran/Baldev Singh/Datuk Atikah Adom/Wendy Lee

MAKE YOURSELFEMPLOYABLE

46

Objectives

Rationale

Duration

Facilitators

Methodology

Content

Target Group

Personal presentation and interviewing skills play an importantrole in securing jobs. Interviewers will form an impression of youbased on the way you dress, speak and interact with them inthe crucial first four minutes. You never get a second chance tocreate a positive first impression.

At the end of the workshop, participants will be able to:

1. State at least ten guidelines for writing a ‘knock-out’ résumé.2. State at least ten guidelines for writing an impressive cover

letter.3. State at least ten guidelines for preparing and ‘nailing’ job

interviews.

4. Handle tough interview questions.5. State at least five relevant questions that they can ask the

interviewer.

6. State at least ten most common mistakes committed byinterviewees.

7. State at least ten tips for making a positive first impression.

8. State at least ten general business dressing and groomingguidelines.

9. State at least ten guidelines each for men’s and women’sbusiness dressing and grooming.

1. Writing impressive résumés and cover letters2. ‘Nailing’ your job interviews

3. Creating a positive first impression4. Dressing and grooming for success

Interactive lectures, group discussions, mock interviews, videopresentation, role plays and demonstrations

2 days


Dr. Ranjit Singh Malhi and Datuk Atikah Adom/Wendy Lee

PERSONAL PRESENTATION ANDINTERVIEWING SKILLS

47

Total Quality ManagementManagement DevelopmentOrganization DevelopmentChange ManagementPersonal DevelopmentEmotional IntelligenceTrain the TrainerEffective Teaching and LearningEmployability Skills

Peak Performance and MotivationEmotional IntelligenceStress ManagementConflict ManagementChange ManagementEffective Teaching and Learning

Interpersonal SkillsTeam BuildingManagement DevelopmentSupervisory Management

Presentation SkillsSelf-Esteem and Peak PerformancePersonal QualityTeam BuildingSupervisory ManagementEmployability Skills

Image BuildingCustomer ServiceInterpersonal SkillsEmployability Skills

Interpersonal SkillsTeam BuildingManagement DevelopmentSupervisory ManagementEmployability Skills

Main Consultants andLearning Facilitators

1. Dr. Ranjit Singh MalhiPh.D. (Organizational Behaviour)Warnborough College, Ireland

2. Dr. Goh Chee LeongPh.D. (Psychology)University of Otago, New Zealand

3. Shukri IbrahimMBAMorehead State UniversityKentucky, USA

4. BhaskaranMBAUniversity of Ballarat, Australia

Certified Trainer in Self-Esteemand Peak Performance

5. Datuk Atikah AdomB.A. (Hons)University of Malaya

6. Baldev SinghB.A. (Hons)University of Malaya

Certified Trainer in Self-Esteemand Peak Performance

Name Specialization

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7. Harbans Singh MalhiB.A.Universiti Kebangsaan Malaysia

Certified Quality Engineer

8. H. K. LoiB.A. (Hons)University of Malaya

Certified Trainer: Edward deBono’sSix Thinking Hats & LateralThinking; Tony Buzan's Mind Mapping

9. Lim Kheng JooMaster in Development ManagementAIM, Philippines

Certified Professional Trainer:Competency Management andPaul J Meyer’s Dynamic SuccessfulManagement Programme

10. K. Krishna MurthyMaster of PlanningUniversity of Minnesota

Fulbright/Humphrey Scholar

11. Wendy LeeB.Sc. (Hons)University of Malaya

ISO 9000 Development and ImplementationLead Auditor TrainingCost of Quality

Creative Problem Solving and Decision MakingLateral ThinkingMind MappingManaging StressManagement DevelopmentTeam Building

Organizational Performance ManagementCompetency ManagementManagement DevelopmentQuality Tools and Techniques

Total Quality ManagementPerformance ManagementOrganization DevelopmentStrategic ManagementStrategic LeadershipManagement Development

Image BuildingBusiness EtiquetteInterpersonal SkillsEmployability Skills

Name Specialization

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DR. GOH CHEE LEONG

Dr. Goh is an internationally renowned consultant and trainer inthe areas of human performance, motivation, emotionalintelligence, stress management, conflict resolution, changemanagement and organizational culture. He has conductedresearch into the area of work culture in corporate organizationsin Malaysia and has a special interest in the application ofpsychology in organizational management.

Dr. Goh is currently the Vice President and Dean of the Facultyof Behavioural Sciences at HELP University College. He also overseesthe corporate training and development programmes.

Thousands of workshop participants have rated Dr. Goh as a highly competent, enthusiasticand nurturing facilitator who shares knowledge with great clarity and brings out thebest in participants. Among his major clients are the Ministry of Higher Education Malaysia,Standard Chartered Bank, Sime Darby, Hitachi, BASF, DiGi, Prudential Assurance MalaysiaBerhad, Ogilvy and Mather, and Great Eastern Life Assurance (Malaysia) Berhad.

Dr. Goh holds a doctorate in psychology from the University of Otago, New Zealand,where he also attained the distinction of being the first Malaysian to be awarded theprestigious University of Otago Postgraduate Award for Psychology.

MR. HARBANS SINGH MALHI

Mr. Harbans Singh Malhi, a certified quality engineer (ASQC),has personally undertaken more than 400 ISO 9001/9002consultancy projects in Asia since 1991. He has providedconsultancy and training services for the implementation andcertification of ISO 9001, ISO 14001, ISO 18001, ISO/IEC 17025 andothers in a wide range of industries (besides public sectororganizations) including electronics, industrial gases, watermanagement, architectural firms, construction, training andeducation, telecommunications, oil and gas, and softwaredevelopment. Mr. Harbans has a B.A. (Psychology) from UniversitiKebangsaan Malaysia. Currently, he is the Managing Director and Principal Consultantof East Asia Quality Consultants (M) Sdn. Bhd.

Mr. Harbans has conducted hundreds of training programmes pertaining to ISO9001 quality management systems, quality auditing, quality leadership, cost ofquality and vendor control. His corporate clients include Fuji Xerox, Telekom Malaysia,Tenaga Nasional Berhad, Ministry of Defence, Ministry of Works, Prime Minister'sDepartment, Ministry of Health, Maybank, Bank Simpanan Nasional, MalaysianIndustrial Development Authority, Nuclear Agency Malaysia, Malaysian MarineDepartment and Petronas.

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MR. BALDEV SINGH

Mr. Baldev Singh is a highly competent, dynamic andinspirat ional t rainer in the areas of self-esteem, peakperformance, publ ic speaking, business communication,employability skills, leadership, and sales and marketing. Hehas a proven business track record of more than 25 years(including holding top management positions in Sales andMarketing). Indeed, Mr. Baldev is acknowledged nationally asan icon of the multi-level marketing business in South-EastAsia. He holds a B.A. Hons. (English Literature) from the Universityof Malaya.

Mr. Baldev has conducted more than 100 training programmes for organizations inboth the private and public sectors. Among his major clients are Asia e University,Securities Commission, Petronas, Motorola and Malayan Banking. All of his workshopshave been rated highly in terms of content mastery, delivery skills, and applicability.

Mr. Baldev is a certified trainer for Ranjit Singh Malhi's Reengineering Yourself for PeakPerformance and Enhancing Personal Quality programmes. He has personally developedan impactful and life-transforming personal development programme entitled Vision:The Art of Self-Motivation which has been well received by numerous clients.

MR. S. BHASKARAN

Mr. Bhaskaran who holds an MBA from the University of Ballarat,a B. A. and Dip. Ed. from the University of Malaya and a Certificatein Training & Development from the Institute of Training &Development (UK), is a highly experienced and competenttrainer. He has fifteen years of management experience inboth local and international organizations.

Mr. Bhaskaran has conducted more than 200 trainingprogrammes in the areas of personal development, humanresource management and management development. Hehas also conducted numerous soft skills training programmesfor undergraduates and employees of various organizations. His major clientsinclude Motorola, Institut Aminuddin Baki, Bank Pembangunan & Infrastruktur MalaysiaBerhad, the Securities Commission, FELDA, FELCRA, RISDA, University of Malaya,Universiti Malaysia Perlis, Universiti Teknikal Malaysia Melaka and the Ministry ofHigher Education.

Mr. Bhaskaran is a Certified Trainer for Jack Canfield’s Enhancing Self-Esteem andRanjit Singh Malhi's Reengineering Yourself for Peak Performance and EnhancingPersonal Quality programmes. He is also a certified Training Provider and ResourcePerson for numerous Motorola University programmes in the Asia-Pacific region.

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MR. SHUKRI IBRAHIM

Mr. Shukri Ibrahim is a highly experienced and competent trainer.He has an MBA from Morehead State University, USA and a Bachelorof Economics from University of Malaya.

Mr. Shukri has served as an Administrative and Diplomatic ServiceOfficer in the Malaysian Government for 23 years. He held variousmanagerial positions in EPU, Ministry of Defence, Ministry of Financeand the Ministry of Land and Regional Development. He hasalso served as a management trainer with the National Instituteof Public Administration (INTAN).

Mr. Shukri has conducted more than 200 training programmes in the areas of humanrelations, leadership, motivation, team building, managing time and interpersonalcommunication. Hundreds of workshop participants have commended his nurturingand highly interactive style of teaching.

Mr. Shukri's clientele includes the Ministry of Higher Education Malaysia, Public WorksDepartment, Ministry of Health, Ministy of Education, UM Land, Royal Brunei CateringServices and Mitsui Sogo.

WENDY LEE

Wendy Lee is the CEO and Principal Consultant of Chapter OneAsia which was established in 2003 to assist men and womendefine and refine their image and style through wardrobe,communication and business etiquette skills.

Wendy holds a Bachelor of Science (Hons.) degree from theUniversity of Malaya. She trained under Ann Reinten of TheAustralian Image Company and Pat Vincent Scott of TheColourflair Studios UK, and became one of the few internationallytrained and qualified image consultants in Malaysia. Wendy wasawarded the Asian Image Consultant of the Year by The Australian Image Companyin 2004.

Wendy’s corporate clients include UMW, CIMB, Muda Holdings, Peremba Berhad,Citibank, Deutche Bank, Val-Asia Technologies Berhad, Public Mutual, Geliga SystemsBerhad, Le Meridien Hotel, Sheraton Subang, Pan Pacific KLIA and Maybank.

Wendy has gained media recognition for her expertise as a professional imageconsultant and an expert in business etiquette. She has served as the Style Advisorfor Astro’s AEC Evening Edition programme. She has also appeared regularly innumerous television programmes besides being featured prominently in the leadinglocal newspapers and magazines such as CLEO, Her World, Malaysian Women’sWeekly, CittaBella, Rias and Jelita.

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DATUK ATIKAH ADOM

Datuk Atikah Adom is a specialist in business etiquette, grooming,public speaking and customer service. She has held numerousimportant positions including being the Director of Public Affairsand Corporate Communications, Bank Simpanan Nasional andDirector of Corporate Affairs, Avon Cosmetics (M) Sdn. Bhd.Datuk Atikah is currently the Managing Director of ATKCommunications Sdn. Bhd. She has a B.A. (Hons.) in Sociologyand Anthropology from the University of Malaya.

Datuk Atikah was primarily responsible for recruiting and trainingBank Simpanan Nasional’s frontline personnel, particularly in theareas of grooming, social etiquette and public speaking. She has hosted a programmeon Personal Development and Grooming (Bergaya dan Berjaya) on national televisionbesides hosting the first talk show in the country (Bersama Atikah).

Among Datuk Atikah's corporate clients are University of Malaya, Ministry of HigherEducation Malaysia, FELCRA, FELDA, RISDA, MIDF, BERNAMA, Universiti Teknologi Malaysiaand the Securities Commission.

K. KRISHNA MURTHY

Mr. K. Krishna Murthy, a Fulbright/Humphrey scholar, is a specialistin performance management, organization development,strategic management, leadership and quality managementsystems. He holds a Master of Planning Degree from the Universityof Minnesota. Mr. Krishna has with him more than 15 years ofmanagement experience, particularly in the areas of finance,budget, organizational management and human resourcemanagement. Both his strong academic background and workexperience have contributed to his success as an accomplishedtrainer and an internationally renowned consultant.

Mr. Krishna has provided consultancy and training services to numerous Malaysianas well as international organizations such as the UNDP and the Commonwealth.Over the last eight years, he has served as Strategic Planning Advisor and Consultantto various governmental organizations in the United Arab Emirates (UAE) under theauspices of the UNDP.

Mr. Krishna's latest assignment was, as the Strategy and Policy Planning Advisor, tooversee the updating of the Abu Dhabi Government Policy Agenda and theestablishment of key performance indicators in Abu Dhabi. This he did by workingclosely with a number of international consultants, including those from the BostonConsulting Group, Balanced Scorecard Palladium and PricewaterhouseCoopers.

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H. K. LOI

Mr. H. K. Loi has been involved in the facilitation of learningfor 20 years. He has conducted hundreds of training programmesfor both the public and corporate sectors. His key competenciesare in creative thinking, problem solving and decision making,teambuilding and the use of psychometric instruments formanagement development.

Mr. Loi has 30 years of working experience, both in the publicand private sectors and is presently the Principal LearningFacilitator of his own company, Innovation and Creativity SkillsTraining (INOCREST) Sdn. Bhd. He has a B. A. (Hons) from the University of Malayaand is a certified trainer for Dr. Edward de Bono's Six Thinking Hats & LateralThinking and Tony Buzan's Mind Mapping.

Mr. Loi has provided training as a panel trainer for the Malaysian Institute of Management,Malaysian Insurance Institute, IBBM and INTAN. Among the numerous organizationswhere he has conducted training are Sunway Group, Public Bank, Maybank, ProtonBerhad, The Star, UTAR, BP Asia Pacific, Philips Malaysia, Shell Malaysia, FedEx, DiGiTelecommunications, ASTRO, Maxis Academy, Administrative Staff College of India(ASCI, Hyderabad) and the Islamic Development Bank (Jeddah, Saudi Arabia).

LIM KHENG JOO

Mr. Lim Kheng Joo has more than 30 years of workingexperience in both the public and private sectors. He hasserved as a management trainer with the National Instituteof Public Administration (INTAN) and as a managementconsultant with the Malaysian Administrative ManagementPlanning Unit (MAMPU), Prime Minister’s Department. Currently,he is the Principal Consultant of Executive Essentials Sdn. Bhd.

With this wealth of knowledge and expertise together withhis competencies as a Certified Professional Trainer from theInternational Professional Managers Association (IPMA, UK), a Competency Professionalaccredited by the SMR Group and also a Senior Facilitator of the Paul J Meyer’sDynamic Successful Management Programme, Mr. Kheng Joo is often soughtafter for his training, facilitation and consulting services in the areas of strategicplanning, organization performance planning and measurement, competencymanagement, human capital capability development, change management,problem solving, corporate values and business ethics management.

Mr. Kheng Joo's corporate clients include .my DOMAIN REGISTRY, CyberSecurityMalaysia Berhad, Malaysia Rubber Export Promotion Council, SMR Technology Berhadand the Global Knowledge Partnership Secretariat. Altogether more than 10,000executives have benefited from his learning and development programmes.

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The participants of your (Ranjit Singh Malhi) workshops on Reengineering Yourselffor Peak Performance and Developing High-Performance Supervisors havecommented favourably on your presentation style, your lively, interactive sessionsand the high level of participation.

Hussain Redha, General Manager Administration Bahrain Petroleum Company

A positive impact on personal quality of participating personnel was conspicuousafter Ranjit Singh Malhi conducted the workshop, Enhancing Personal Quality forour company.

S. Srinivasan, Managing Director Galfar Construction & Industry Pte. Ltd., Brunei

Thank you very much for your (Ranjit Singh Malhi) excellent presentation onPersonal Quality. I heard numerous positive comments from my colleagues aboutyou and the programme.

John Beeson School of Continuing Studies, Indiana University

Based upon feedback received, your (Ranjit Singh Malhi & S. Bhaskaran) employabilityskills workshop greatly enhanced the participants' self-esteem, public speakingability and job-seeking skills. What personally struck me most was your ability toempower participants who feared public speaking to speak publicly with confidence.

Assoc. Prof. Dr. Mohd Shuid Salleh Universiti Malaysia Perlis

Your (Ranjit Singh Malhi) training modules on Developing High-Performance Supervisorsand Reengineering Yourself for Peak Performance had positive impact on the workperformance and behaviour of participating personnel. What participants generallylike most about the training programmes are your lively and clear presentationstyle, practical exercises, work-related examples and user-friendly training materials.

A. Wahab Bakar, Human Resource Director Nestle (Malaysia) Berhad

I truly believe that this workshop (Reengineering Yourself for Peak Performance)is probably one of the best ones I have attended in years.

Ghassan Muhanna Bahrain Petroleum Company

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Testimonials

Mr. Baldev Singh is an excellent motivator. I am moved and touched by hisinspirational ways and approaches in educating us about what really mattersmost in our lives.

Razlinar Abd. RazakSecurities Commission Malaysia

I was impressed with Ranjit's outstanding knowledge in TQM and his presentationof numerous true stories and examples.

Mathi Galfar Engineering & Contracting LLC., Oman

The workshop (Managing Yourself and People Successfully) was so interesting thatI lost track of time.

Philip Salanguit Nestec Ltd. Switzerland

The content of the workshop (Mastering Leadership Skills) is superb and verybeneficial. It is very relevant to the daily working life and it is very useful indeveloping oneself.

Aida Ramli Petronas Dagangan Berhad

The participants rated Dr. Ranjit's content mastery as 3.9 and delivery style as3.8 (out of 4.0). The facilitator did an excellent job in making this workshop(Planning and Delivering Effective Lectures) a successful one.

Higher Education Leadership Academy (AKEPT) Ministry of Higher Education Malaysia

What I l ike most about the workshop (Planning and Delivering EffectiveLectures) is that explanations given were very good, easy to understand andhave motivated me to become an effective lecturer.

Priya Vardhini MASTERSKILL University College of Health Sciences

The workshop on academic leadership was very interactive, very clear withpractical examples and Dr. Ranjit is well versed in the subject matter.

Anis A. H. Ashari Universiti Teknologi MARA

The interactive approach used by Dr. Ranjit Singh was greatly favoured byparticipants (Leadership Development for Higher Education Administrators) whogave him the highest rating.

Higher Education Leadership Academy (AKEPT) Ministry of Higher Education Malaysia

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Ansell Malaysia Sdn. Bhd.

Asia e University

ATRACC Sdn. Bhd.

Attorney-General’s Chambers,Malaysia

Auto Dunia Sdn. Bhd.

Bahrain Petroleum Company

Bank Industri dan Teknologi MalaysiaBerhad

Bank Negara Malaysia

Bank Pembangunan & InfrastrukturMalaysia Berhad

Bank Rakyat

Bank Simpanan Nasional

Bayview Beach Resort, Penang

Canon Marketing (M) Sdn. Bhd.

Cellular Communication Network (M)Sdn. Bhd.

Employees Provident Fund

Galfar Engineering and ContractingLLC. (Oman)

Gerbang Perdana Sdn. Bhd.

Getrac Gulf, Bahrain

Higher Education LeadershipAcademy, Ministry of HigherEducation Malaysia

HP Sales Malaysia Sdn. Bhd.

Indiana University, USA

Institut Aminuddin Baki

Institute of Diplomacy and ForeignRelations, Malaysia

International Centre for Training andDevelopment, Abu Dhabi

Kuala Lumpur City Hall

Malaysia Airlines Academy

Malaysia National Insurance Berhad

Malaysian Communications andMultimedia Commission

Malaysian National ReinsuranceBerhad

MASTERSKILL University College ofHealth Sciences

Mayban Finance Berhad

MBf Insurans Sdn. Bhd.

Media Prima Berhad

Ministry of Development, BruneiDarussalam

Ministry of Education Malaysia

Ministry of Higher Education Malaysia

Ministry of Science, Technology &Environment Malaysia

Mobikom Sdn. Bhd.

National Association of Malaysian LifeInsurance Agents

Nestle Malaysia Bhd.

New Straits Times Sdn. Bhd.

Nilai International University College

Penang Port Commission

Penang Port Sdn. Bhd.

Petaling Jaya Municipal Council

Petronas Dagangan Berhad

Petronas Management TrainingSdn. Bhd.

RISDA

Secretaries’ Society Malaysia

Securities Commission

Sime Darby Berhad

Sime Darby Singapore

Talasco Insurance Berhad

The People’s Insurance Co. (M) Bhd.

Unilever (Malaysia) Holdings Sdn. Bhd.

Universiti Malaysia Perlis

Universiti Sains Malaysia

Universiti Teknikal Malaysia Melaka

Universiti Teknologi MARA

Universiti Utara Malaysia

University of Malaya

University of Malaya Medical Centre

CLIENTS (PARTIAL LIST)

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TQM Prospectus

Documents