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Transisi Bil 3
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Transisi Bil 3

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Transitional bulletin for Universiti Utara Malaysia for execution starting AUGUST 2007.

Transitional bulletin for Universiti Utara Malaysia for execution starting AUGUST 2007.

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  • 1. Bil 3: 7 Ogos 2007 Pasukan Penerangan Jelaskan Struktur Baru B eberapa Pasukan Penerangan yang terdiri daripada Profesor UUM dan anggota pentadbiran tertinggi universiti ditubuhkan serta merta untuk memberi penerangan mengenai penstrukturan baru universiti ke fakulti, selaras dengan keputu- san perbincangan Lembaga Pengarah Universiti (LPU), anggota Senat dan Persatu- an Kakitangan UUM , semalam. Penubuhan pasukan penerangan yang terdiri daripada sekurang-kurangnya tiga orang dalam satu pasukan bagi menyam- paikan taklimat ke peringkat fakulti itu, diputuskan dalam mesyuarat pasukan petu- gas khas penstrukturan yang dipengerusikan oleh Timbalan Naib Canselor Akademik dan Antarabangsa, Prof. Madya Dr. Abdul Razak Chik, pagi ini. Dr. Abdul Razak berkata, penambah- BERI PENJELASAN... Tan Sri Samsudin Osman menjawab soalan yang ditanyakan oleh ahli mesyuarat mengenai baikan melalui sumbang saran akan terus penstrukturan semula. dilakukan dari semasa ke semasa. katanya ketika membincangkan mengenai Dr. Abdul Razak berkata, pasukan “Lembaga Pengarah Universiti dan keputusan Taklimat Penstrukturan Sistem penerangan itu akan menjelas sambil Mesyuarat Senat iaitu jawatankuasa tertinggi Fakulti Kepada Kolej Kepada Lembaga mengumpul pandangan pensyarah dan pen- dalam menentukan pengurusan akademik Pengarah Universiti, Senat dan Persatuan tadbir universiti mengenai penstrukturan universiti sudah bersetuju dengan konsep Kakitangan Universiti. baru ini. cadangan penstrukturan ini kerana ia mem- Pengerusi LPU, Tan Sri Samsudin Osman ”Oleh itu masih ada ruang untuk mem- beri kebaikan kepada masa depan UUM. dalam perbincangan semalam, bersetuju perbaiki sedikit sebanyak penstrukturan ”Oleh itu apa yang dirancang akan supaya visi penstrukturan ini dijelas dan ini demi memastikan perkongsian visi dan diteruskan bersama-sama dengan peneran- dikongsi kepada semua peringkat kakitan- hasrat penstrukturan,” katanya. gan menyeluruh oleh barisan profesor dan gan di universiti ini. anggota pengurusan tertinggi universiti,” Minit Mesyuarat Siap Kurang 12 jam S truktur baru, budaya kerja baru. Ahli- mesyuarat utama disiapkan paling lewat ahli Mesyuarat Jawatankuasa Petugas tiga hari. Syabas dan tahniah boleh diberi- Khas yang dipengerusikan oleh Timbalan kan kepada urusetia yang diketuai oleh Pen- Naib Canselor Akademik dan Antarabangsa, garah Jabatan Hal Ehwal Akademik, Encik Prof. Madya Dr. Abdul Razak Chik terkejut Baharudin Yaacob. dibekalkan dengan minit Taklimat Penstrukturan LPU, Senat dan Persatuan Perubahan yang akan berlaku di UUM ini Kakitangan UUM yang berakhir jam 6.30 nampaknya memberi perubahan juga petang semalam, boleh diedarkan kepada kepada budaya kerja. Kepantasan merupa- semua ahli-ahli jam 8.30 pagi ini. kan elemen penting dalam pengurusan yang cekap, untuk membolehkan keputu- Ini merupakan budaya kerja baru yang selari san dan susulan boleh dibuat juga dengan dengan hasrat Naib Canselor supaya minit cepat. Prof. Madya Dr. Abdul Razak Chik
  • 2. Transisi 7 Ogos 2007 Kita Perlu Berubah – Presiden KESKA D alam era kita selesa dengan kerja kita mahu menikmati gaji baru, cara kerja lama, kita telah didendangkan dengan yang baru juga akan digerak secara ser- irama baru iaitu sistem fakulti akan ditukar entak bersama hasrat Universiti. Suntikan kepada kolej. Sebelum ini kita hanya den- semangat yang baru juga perlu demi gar khabar dari jauh apa yang akan berlaku kecemerlangan universiti kita sendiri. perubahan dalam kampus kita. Semasa Kita perlu menganggap pembaharuan mencari-cari siapa yang akan menerang- pasti akan berlaku baik dalam organisasi ma- kan kepada kita konsep yang baru, KESKA hupun diri kita sendiri demi mengangkat mar- telah dijemput duduk bersama-sama ahli tabat kita. Kita perlu membalas budi apa yang MEU bagi membantu jawatankuasa proses telah diberi oleh Kerajaan, dengan mening- transisi. Bagi mewakili kumpulan sokongan katkan sumbangan kita kepada organisasi kita yang akan terlibat juga dalam sistem baru yang seumpama ibu kita di mana tempat kita ini, kita juga boleh memberi pandangan mencari makan, berteduh dan sebagainya. dalam membuat penyusunan sistem fakulti Semoga kita bersama-sama bekerja. dan Senat. Kita sebagai rakan kongsi bijak ke kolej. bagi menjulang nama UUM kita supaya akan telah memberi pandangan agar pandangan Kepimpinan Yang Berbahagia Tan Sri terbilang selari dengan universiti ternama KESKA juga diambil kira dalam proses pertu- Dr. Nordin Kardi telah mengorak langkah dalam dunia. Kita dan anak-anak cucu kita karan sistem baru ini. dengan membuat cadangan perubahan sis- akan bangga jika kita bekerja di sebuah uni- Dalam kita hendak merangka sistem tem baru ini untuk penambahbaikan kepada versiti yang ternama dan terbilang. kerja yang baru ini pasti akan berlaku yang lebih baik dari sedia ada. Semalam perkara di luar dugaan kita tetapi kita perlu Ku Azmi Ku Ibrahim juga kita telah dijemput sekali lagi bagi berubah seiring dengan kenaikan gaji baru- Presiden KESKA meluahkan pandangan bersama ahli LPU baru ini yang telah pun kita nikmati. Semasa Isu Beratur Panjang Maklum Balas Pelajar Tentang Tunggu Bas Penstrukturan Semula Fakulti E koran kenyataan yang dibangkitkan seorang siswi dari Kolej Yayasan Al- Bukhari dan Kolej Muamalat yang menggunakan perkhidmatan bas kitaran dalam kampus yang disiarkan dalam Transisi 5 Ogos lalu, Pengarah Urusan UNIC Berhad, Arman Wadi Abdul Latif berkata: “Perkhidmatan bas di UUM disedia- kan seawal jam 7.15 pagi untuk membawa pelajar ke kelas tetapi kebanyakan pela- jar hanya akan turun sekitar jam 7.35 ke atas untuk menunggu bas, inilah sikap pelajar yang perlu diubah. “Mereka tidak sepatutnya menunggu pada saat-saat terakhir untuk menaiki bas sebaliknya cuba turun lebih awal dan saya pasti masalah ini akan dapat diatasi,” katanya. A Z nnam a/p Selvarajan, 23 menyifatkan ul Edzhar Ahmad, 22 berkata langkah Arman Wadi menjelaskan, jika pelajar penstrukturan semula Universiti Utara penstrukturan semula ini satu langkah menunggu bas dalam lingkungan jam 7.40 ke atas dan setiap hari hampir 1,000 pelajar Malaysia (UUM) adalah langkah baik kerana bijak yang dibuat oleh Naib Canselor. Den- mempunyai kelas pada 8.00 pagi, pihaknya dapat melancarkan sistem pentadbiran gan ini ia lebih memudahkan sistem pentad- terpaksa menyediakan 15 hingga 17 bas. dan pengurusan universiti dengan lebih biran yang sedia ada. Sistem yang diambil ”Kami mengharapkan pelajar memahami dan berkesan. daripada universiti terbaik dunia ini boleh dapat bekerjasama untuk turun lebih awal,” kata- Pelajar semester lima Program Kewangan menjadikan UUM akan muncul sebagai se- nya. Bagaimanapun, dalam tinjauan Transisi hari itu juga beranggapan dengan langkah baru buah universiti yang berprestij di rantau ini. ini, kelihatan tidak panjang lagi pelajar beratur un- ini dapat meningkatkan lagi prestasi pentad- Pelajar Program Ekonomi ini sangat tuk tunggu bas pada jam 7.45 pagi. biran UUM di arena antarabangsa dan mem- menyokong penuh idea penstrukturan se- beri kesan positif kerana ramai pelajar akan mula UUM ini. Pengumuman memilih UUM sebagai pilihan pertama. Tanpa perlu menoleh lagi ke belakang, Sesiapa yang berminat untuk membuat ”Walaupun mungkin terdapat sedikit sesuatu perubahan harus dilakukan walau- penyelidikan atau menulis buku mengenai kesukaran, tetapi saya percaya ianya dapat pun pelbagai tohmahan dilemparkan. aspek tertentu pengurusan dalam diatasi dalam masa yang singkat dan warga “Mungkin usaha ini tidak menampa- perspektif Islam. Geran penyelidikan UUM dapat menerima perubahan tersebut kan hasil dalam waktu yang singkat tetapi sehingga RM30,000. Sila kemukakan dalam usaha membangun dan menjadikan saya percaya kecemerlangan tersebut akan cadangan kepada Pejabat Naib Canselor UUM antara universiti terbaik dunia,” katanya. menyusul juga,” katanya. dengan kadar segera. Jawatankuasa Buletin Transisi PENAUNG: Tan Sri Dr. Nordin Kardi KETUA PENGARANG: Mohd Zaini Nasri PENGARANG: Dr. Faridahwati Mohd Shamsudin, Noor Fadhilah Mat Nayan, Kori Ariff, Suraya Deraman, Ku Azmi Ku Ibrahim, PERSATU, PERPATI, KESKA PENYELARAS PENERBITAN: Mohammad Amzari Bakri REKA BENTUK MASTHEAD: Nor Azli Abdul Aziz PENERBITAN ELEKTRONIK: Azmi Abu Seman DICETAK OLEH: Jabatan Perhubungan Awam Sebarang pandangan dan cadangan boleh dihantar terus melalui e-mel: prouum@uum.edu.my
  • 3. Vol 3: 7 August 2007 It’s Time to Transform Y on the decisions made. Meetings are esterday we talked about the reasons Similarly, in efforts to ensure that conducted every Thursday, 9.00am. why the new system is being imple- the transformation is implemented as Chairperson: Vice Chancellor/Deputy Vice mented. Today, we will look in more planned, three main committees have detail at the different stages or phases of been formed: Chancellor (International and Academic this transformation. Affairs); 1. A committee to oversee that the des- Members: Deputy Vice Chancellors, Reg- As with all transformations, particularly ignated duties are being carried out. for a big organisation such as UUM, the istrar, Bursar, Chief Librarian, President of process and journey will be a long and Meetings are conducted everyday from PERSAT, President of PERPATI, President tedious one. To ensure that is this transfor- 5–15th August 2007, 4.30 – 6.30 pm. of KESKA, Director of Public Relations mation runs smoothly and as scheduled, it The committee comprises: Department, Director of Academic Affairs Chairperson: Registrar has been divided into two main phases: Department; Members: Bursar, Director of Academic Secretary: Special Officer to the VC. The First Phase (15th August – 31st Affairs Department, Human Resource December 2007) Management Officer The main issues that will be discussed in Secretary: Chief Assistant Registrar, The consolidation of the 13 faculties will these three main committees include: commence 15th August 2007. This first Registrar’s Department. w Work and responsibilities which need to phase will encompass: be continued by the new office bearers. 2. A committee to coordinate the duties w The appointment of the new office w Financial matters including trust ac- and decisions made. bearers in the respective colleges. counts. w The relocation of administrative build- Meetings are conducted everyday from w Matters related to assets and invento- ings and offices in each college. 5–15th August 2007, 12.00-1.00pm. ries. w The reshuffling of staff The committee comprises: w Matters related to appointments and Chairperson: Vice Chancellor/Deputy w Training for the administrative staff a detailed list of designated job duties w Transition/ Development of the ASIS Vice Chancellor (International and Aca- for academic, administrative and sup- and GAIS system demic affairs) port staff. Members: Deputy Vice Chancellors w Amendments in UUM’s statute and w Performance evaluation – to take constitution. Registrar, Bursar, Deputy Registrar (Hu- into consideration ranking based on man Resource), Director of Academic seniority, for example, professors will Allowances for the newly appointed Affairs Department assess associate professors, senior Secretary: Deputy Registrar, Registrar’s office bearers will only be paid commenc- lecturers will assess lecturers and so ing January 2008. Department on and so forth. The new office bearers will operate in w The restructuring of the administra- 3. A committee to review and give rec- the Operations Rooms situated at three tion of the residential colleges ommendations or suggestions based locations identified below: w Setting up task force committees at the colleges w Revising the Work Procedure Manual, COLLEGES LOCATION Desk File and ISO documents General Office of the Faculty of Business 1. Business The date 15 th August 2007 has been Management chosen to commemorate the official date UUM started its operations at the Sintok campus on 15 August 1990. Law, Government and 2. General Office of the Faculty of Law It is also timely as it coincides with the International Studies mid-semester break of the first semester, 2007/2008 session. General Office of the Faculty of Human and And for the second phase? Let’s talk 3. Arts and Sciences Social Development about that tomorrow…
  • 4. Transition 7 August 2007 Perspectives Decentralisation of Colleges T he term college in a university usually refers to a residential college. However, in certain uni- versities, a college can also refer to an independent entity that operates under the umbrella of the parent university. In fact, the college can be more successful and well known than the parent university. The structural transformation, currently underway at UUM from the faculty concept to the college concept, which is seen as a transformation from centralised to decentralised in its governance, hopes to enable UUM to change itself into a universal management university. It is envisaged that with this new concept more graduate students can be produced and higher quality inter-disciplinary research in the field of management can be conducted. It is ex- pected that, through the college system, inter-disciplinary research, publications and consulta- tions could be easily managed and at the same time reduce administrative costs. This new system is seen to have autonomy in administrative decisions and in generating income to the college. This concept is in line with the Fourth Strategy of the University Strategic Planning, which is the capability to generate income. In general, decentralisation refers to giving some administrative and decision-making power of a central organisation, to a smaller part of an organisation, or withdrawing the administrative and decision-making power from a centre or place of concentration. It is hoped that with the college system, a big administrative bureaucratic entity can be transformed to smaller entities which would increase efficiency and reduce bureaucratic processes. However, the success of this decentralised system is highly depended on two factors; first, the leadership and the innovation of the colleges involved, and second, the clarity of boundary and power of authority within the college (intra-college), among colleges (inter-college), and with the parent university. The vagueness in the boundary of authority will not only delay the decision-making processes but also hinder the flow of information. Worst yet, this vagueness might induce the negative factors of nepotism, patronage and paternalism in the deci- sion-making process. Those in the management level should be seen as role models in their respective fields. Their positions should reflect their academic excellence, rather than just some position with the power of authority. Assoc. Prof. Dr. Asan Ali Golam Hassan @ Mohammad Faculty of Economics T he dictum ‘Change is inevitable…’ is about to unfold in Malaysia’s premier management univer- sity – Universiti Utara Malaysia. In particular, the university populace will brace themselves with the restructuring of academic units from 13 faculties to three (3) colleges – Business, Arts and Sci- ences, and Law, Government, and International Studies. Optimists and sceptics have been bustling with hopes and doubts on what the future can offer for them. Let me take the side of the former and scribble some thoughts on what lies ahead with this looming organisational change. I see the restructuring as a ‘differentiation strategy’, one that can provide us something that is unique and distinctive in the Malaysian higher education landscape. This will also allow us to re- channel and optimise our financial resources for academic programmes, services, and products that are highly in demand and responsive to local and global educational needs. I am positive that the restructuring will serve as a platform for us to improve our financial efficiency in its broadest sense. In addition, it will hopefully ‘right-size’ our human resources, both academic and non-academic, and minimise or avoid any job redundancy, if any. I am positive that it will also foster better and closer working relationships as there will only be three big ‘families’ to manage as compared to the existing 13 ‘households’. As we get ‘smaller’, there will be more chances for social inter- action, professional dialogues, and academic discussions that will subsequently facilitate better morale, higher team spirit, and stronger cohesion. The future is definitely uncertain, as things may change and metamorphise into something unexpected although carefully planned. Nevertheless, it is this uncertainty that gives a spectrum of motivation and challenge to continually search for what is best for the greater good of the constituents. Being a management university, to innovate and lead is of utmost concern, and I see this restructuring initiative as a commendable move. Que sera sera…. Assoc. Prof. Dr. Reynaldo Gacho Segumpan @ Rizal Zuhairi Abdullah Deputy Director Executive Development Centre

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