Goodbye 2009...welcome 2010

Sehari sahaja lagi..kita bakal menjejaki tahun 2010. Apakah azam kita untuk tahun 2010? Adakah azam 2009 kita masih belum tercapai??
Harapan kita warga BPM agar tahun 2010 yang bakal ditempuhi nanti dapat diharungi dengan penuh iltizam dan semangat padu demi kecemerlangan kita umumnya dan menjayakan matlamat Misi dan Visi BPM khasnya didalam memenuhi sumbangan kita kepada Negara.

Cahayamata: Puan Azimah Ahmad (UKNA)

Assalamualaikum dan salam 1 Malaysia

Sukacita dimaklumkan bahawa Puan Azimah Ahmad (UKNA) telah selamat melahirkan anak ke-2 seperti butiran di bawah :-

 

Bayi     : Lelaki

Tarikh : 26 Disember 2009

Masa   : 9 pagi

Berat  : 3.0 kg

Hosp   : Hospital Putajaya

 

Tahniah diucapkan.

Cahayamata : En.Mohd Amir Mohamad Zali ( UAPT)

Assalamualaikum dan salam 1Malaysia.

 

Sukacita dimaklumkan, warga BPM telahpun menerima kedatangan kelahiran cahaya mata yang baru.

 

Adalah dengan ini diumumkan, En.Mohd Amir Mohamad Zali ( UAPT) selamat menerima cahaya mata bayi lelaki pada 17.12.2009 Jam 11.45pm di Hospital Putrajaya.

 

Pihak BAKSUS ingin merakamkan ucapan sekalung tahniah dan mendoakan kesejahteraan kepada En.Mohd Amir sekeluarga.

 

Sekian.Tahniah diucapkan.

Cahayamata : En.Mohd Rashidy Mahzan (UPRK)

Assalamualaikum dan salam 1Malaysia.

 

Sukacita dimaklumkan, warga BPM telahpun menerima kedatangan kelahiran cahaya mata yang baru.

 

Adalah dengan ini diumumkan, En.Mohd Rashidy Mahzan ( UPRK) selamat menerima cahaya mata bayi lelaki pada 18.12.2009 Jam 5.05pm di Hospital Putrajaya.

 

Pihak BAKSUS ingin merakamkan ucapan sekalung tahniah dan mendoakan kesejahteraan kepada En.Mohd Rashidy sekeluarga.

 

Sekian.Tahniah diucapkan.

Station Joke

A bus station is where a bus stops.

A train station is where a train stops.

On my desk I have a workstation.................

“Karnival Jualan Buku & ICT”

Jemput Datang Beramai-ramai Ke
“Karnival Jualan Buku & ICT”
Sempena
The 7th World Conference On Muslim Education
(World-COME 2009)
www.world.come2009. com
“19-27 Disember 2009”
9.00am until 6.00pm
Bertempat Di
“Ruang Legar Perbadanan Perpustakaan Awam Selangor dan Muzium Negeri Selangor”

Apa Jenis Rambut Anda?

1) RAMBUT LURUS
bijak, seorang yang happy, bergaya, cemburu,dan pandai dalam menguruskan sesuatu tanpa pertolongan

2) RAMBUT KERINTING TEBAL
kurang bijak, degil, cemburu kuat, romantic,banyak pergaulan dan susah dalam menyelesaikan masalah diri, tidak suka termenung

3) RAMBUT KERINTING NEGRO
bijak, ego, cemburu buta, romantic, memilih dan mudah mengamuk bila susah hendak selesaikan masalah

4) RAMBUT IKAL MAYANG
bijak, berfikir sebelum melakukan sesuatu,berfikiran terbuka, banyak pergaulan, dan mudah memaaf kan seseorang dengan kesilapan lalu.

5) RAMBUT HALUS/LEMBUT
bijak sangat, memilih, pemaaf, manja, tegas dan cepat melakukan perkerjaan dengan bersungguh-sungguh.

6) RAMBUT SIKIT
bijak, sentiasa berfikiran negatif pada seseorang, ego dan pandai membuka perniagaan walaupun kecil.

7) RAMBUT PERANG
kurang bijak, berfikiran terbuka, pemaaf, sosial dan bijak lari daripada masalah.

8) RAMBUT TEBAL
bijak, degil, cemburu, romantic, kasar, banyak kawan dan pandai mengambil hati seseorang.

9) RAMBUT KUSUT
sangat bijak, berfikiran terbuka, banyak pergaulan, garang, susah nak memaafkan seseorang, dan pandai dalam mengurusan sesuatu tanpa pertolongan.
p/s: malas sikat rambut

10) RAMBUT BERUBAN
kurang bijak, suka termenung, sosial sikit,berfikiran terbuka dan pandai selesaikan masalah diri

11)TIADA RAMBUT
xtau nak ckp apa……kesian

12) RAMBUT WARNA KEMERAH-MERAHAN ATAU KEHIJAU HIJAUAN
itu rambutann… Huahuahuahua…jangan marah…gerammmm tak perrrrrrrrrrggg

Diperlukan - biro Penerangan

Assalamualaikum dan salam 1Malaysia,

Sukacita dimaklumkan bahawa Biro Penerangan BAKSUS ingin mencari calon –calon yang berdedikasi dan mempunyai visi serta misi dalam mengemilangkan BAKSUS/BPM bagi mengisi jawatan –jawatan berikut;

1. Yang Berusaha AJK Biro Penerangan merangkap columnist

Jumlah kekosongan : Tidak terhad/ Setiap Unit digalakkan mempunyai wakil.
Biro Penerangan masih memerlukan sokongan padu kalian semua.

Ahli Biro Penerangan :
Mohd Rashidy b.Mahzan
Siti Nadiyah Suyot
AJKK;
1. Pn.Wan Sharafina Shamsuddin
2. Pn.Irnita Reduan


Sekian, terima kasih.

(Sesungguhnya tangan yang memberi, lebih baik dari yang menerima. Dan mata pena itu lebih tajam dari pedang. Sertailah kami di Biro Penerangan serta memperolehi peluang menyampaikan segala bentuk pemikiran, pandangan , idea, komen dan doktrinisasi anda melalui mata pena @ blog.)


b.p Biro Penerangan BAKSUS

Treasure Hunt -Drive 2 Digital 2009

Assalamualaikum dan salam 1Malaysia,

Sukacita dimaklumkan bahawa Suruhanjaya Komunikasi dan Multimedia Malaysia (SKMM) dan Kementerian Penerangan, Kebudayaan dan Komunikasi (KPKK) akan menganjurkan acara Kembara Harta Karun’Drive -2- Digital Treasure Hunt’ yang dijangka berlangsung pada bulan Disember 2009 – Mac 2010.
Untuk makluman tuan/puan acara ini dianjurkan bersempena dengan projek soal selidik pengeluaran dan permintaan Jalur Lebar yang bertujuan untuk mengumpul data dan maklumbalas penduduk terhadap Perkhidmatan Jalur Lebar dan diharap acara ini dapat meningkatkan kesedaran akan kepentingan Perkhidmatan Jalur Lebar terutama di kalangan agensi kerajaan tempatan, pihak industri, academia, badan bukan kerajaan serta orang awam.

Maklumat lanjut berkenaan jemputan ini, tuan/puan bolehlah melayari sesawang http://www.broadbandhub.gov.my/ atau menelefon En.Yow Lock Sen di talian +603-86888000/ yow@cmc.gov.my , Pengurus Acara Cik Wong Ee Shen +019-3397098 dan Cik Sherliza +0193397827.

Di atas pertimbangan dan kerjasama yang diberikan oleh pihak tuan/puan didahului dengan ucapan ribuan terima kasih.

Tahniah...dan Selamat bertugas.

Assalamualaikum dan Salam 1Malaysia

Tuan/Puan,

Dengan segala hormatnya, saya telah diarahkan menarik perhatian tuan/puan mengenai perkara di atas.

2. Adalah dengan sukacitanya dimaklumkan bahawa Badan Kebajikan Sosial dan Sukan (BAKSUS), Bahagian Pengurusan Maklumat bagi sesi 2009/2011 telahpun diadakan pada 13 Oktober yang lalu memilih barisan kepimpinan baru bagi mewakili BAKSUS bagi sesi 2009/2011 akan datang.

3. Sehubungan dengan itu, barisan kepimpinan yang telah dilantik terdiri ;

Bil. Nama Biro
1. En. Norhashimi bin Mohd. Nor YDP BAKSUS
2. Cik Siti Zaileha A Salam Timb. YDP BAKSUS
3. En. Azran b.Ahmad Timb. YDP II BAKSUS
4. Cik Rabiatul Adawiyah Setiausaha BAKSUS
5. Cik Emyreema bt Jaafar Bendahari BAKSUS
6. En.Muhammad Hanif Md Nor Pemeriksa Kira –kira I
7. Pn.Siti Norliayana bte Markuni Pemeriksa Kira –kira II
8. Pn. Shaidawati bt Jusoh Biro Sukan
9. En. Syaiful Azli bin Idris Biro Sukan
10. En. Mas Al-Hafiz bin Samsir Biro Kebajikan dan Agama
11. Pn. Anita bt Abdullah Biro Kebajikan dan Agama
12. En. Shahru Mizan bin Aziz Biro Ekonomi dan Keusahawanan
13. Pn. Norhaliza Nali @ Rozali Biro Ekonomi dan Keusahawanan
14. Pn. Nursiha bt Othman Biro Sosial
15. Pn.Nurnazeta bt Omar Biro Sosial
16. En.Mohd Rashidy b. Mahzan Biro Penerangan
17. Cik Siti Nadiyah Suyot Biro Penerangan

4. Pihak AJK BAKSUS yang dilantik berharap agar mendapat perhatian dan kerjasama penuh dari semua warga kerja BPM bagi menjayakan dan demi memajukan lagi BAKSUS sesi 2009/2011. Segala kerjasama yang tuan/puan berikan didalam hal ini adalah sangat-sangat dihargai dan didahului dengan ucapan ribuan terima kasih.


Sekian.


Mohd Rashidy Mahzan @ Mohd Zin
Biro Penerangan
BAKSUS 2009/2011

Pemantun KPM Mencatat Sejarah Sekali Lagi

Pada 23 Oktober 2009 (Khamis), bertempat di Dewan Seri Melati, Kompleks PPj, Pasukan Pemantun Kemeneterian Pelajaran Malaysia sekali lagi melakarkan sejarah kejuaraan kali ke-4 berturut-turut. Walaupun format pertandingan telah ditukar daripada liga kepada 4 Penjuru ternyata pasukan KPM yang diwakili oleh dua orang pegawai Bahagian Pengurusan Maklumat, sedikit pun tidak tergugat. Cik Siti Zaileha A. Salam dari Unit Pengurusan Teknikal dan Puan Siti Norliayana Markuni telah berjaya menggalas tugas berat bagi mengekalkan kejuaraan.

Dianjurkan bersempena Bulan Bahasa Kebangsaan Peringkat Wilayah Persekutuan Putrajaya, Pertandingan Pantun antara Kementerian 2009 telah menemukan 4 pasukan yang terdiri daripada Kementerian Kemajuan Luar Bandar dan Wilayah selaku Naib Johan, Jabatan Perdana Menteri di tempat ketiga, manakala Kementerian Penerangan, Komunikasi dan Kebudayaan di tempat keempat.

Hadiah telah disampaikan oleh Y.Bhg. Dato' Haji Ahmad Phesal Bin Haji Talib, Ketua Setiausaha, Kementerian Wilayah Persekutuan diiringi oleh Tan Sri Samsudin Osman, Presiden Perbadanan Putrajaya. Johan telah menerima wang tunai RM2000, hadiah iringan beserta sijil sumbangan penganjur iaitu Dewan Bahasa dan Pustaka, Perbadanan Putrajaya dan Kementerian Wilayah Persekutuan. Manakala Naib Johan menerima wang tunai RM1500, hadiah iringan beserta sijil, tempat ketiga menerima wang tunai RM1000, hadiah iringan beserta sijil dan tempat keempat menerima wang tunai RM500, hadiah iringan beserta sijil.

KPM turut menerima kemenangan berganda apabila Siti Norliayana Markuni telah dinobatkan sebagai Pemantun Terbaik dan menerima wang tunai RM500. Selamat Maju Jaya diucapkan kepada KPM semoga dapat melahirkan generasi pelapis yang bakal meneruskan perjuangan mengekalkan kejuaraan pada masa akan datang.

Jikalau daun tidak dihiris
Letaklah pandan di dalam talam
Jikalau pantun tidak diwaris
Lenyaplah warisan gelaran kelam

Rotan berbilah sudah diberi
Taruhlah dinda raut di peran
Kekanda sudah letih berperi
Ayuhlah dinda sahut cabaran

KARNIVAL SUKAN MESCA 2009

Assalamualaikum dan Salam Sejahtera

Tuan/Puan

Adalah dengan sukacitanya dimaklumkan bahawa Persatuan Sukan dan Kebudayaan Kementerian Pelajaran Malaysia (MESCA) akan menganjurkan Karnival Sukan MESCA  pada 6 hingga 8 November 2009. Karnival kali ini dibuat serentak untuk semua permainan dan bukannya dalam bentuk berperingkat-peringkat.

2. Karnival ini diadakan sebagai medan pemilihan pasukan MESCA yang akan bertanding di Pesta MSKPPM pada 19-23 Disember 2009 di Kota Kinabalu, Sabah selain dapat mengeratkan silaturahim antara warga Kementerian Pelajaran.

3. Karnival ini akan berlangsung seperti di dalam senarai yang dilampirkan. Bersama-sama ini juga disertakan Peraturan AM Karnival Sukan MESCA untuk panduan dan rujukan tuan/puan.

4. Kepada staf BPM (Tetap dan Kontrak) yang berminat untuk menyertai Karnival Sukan MESCA ini dikehendaki mendaftar nama kepada saya pada atau sebelum 28 Oktober 2009 (Rabu).  

5. Saya mewakili pihak Biro Sukan BAKSUS berharap mendapat perhatian dan kerjasama dari semua staf BPM untuk mengambil bahagian dalam Karnival MESCA ini.

Sekian, terima kasih.

Shaidawati Binti Jusoh
AJK Biro Sukan
BAKSUS 2009/2011

Enjin-Enjin Baru BAKSUS – Anjakan paradigma kepimpinan baru.

Tanggal 13 Haribulan Oktober 2009 akan tercatat dalam sejarah Bahagian Pengurusan Maklumat yang dahulunya dikenali sebagai Bahagian Teknologi Maklumat Dan Komunikasi yang dahulunya juga dikenali sebagai Bahagian Sistem Maklumat. Satu transformasi yang timbul dari pelbagai sudut doktrinisasi telah berlaku dan telah merubah minda warga BAKSUS dalam aspek pemilihan Ahli Jawatankuasa BAKSUS dari peringkat tertinggi sehingga ke peringkat pelaksana. YDB BAKSUS dan NYDP dipilih dari kalangan warga ‘marhaen’ dimana pemilihan telah tidak mengikut tradisi iaitu YDB mestilah daripada TSUB.

Pemilihan kali ini berteraskan kepada konsep 1 Malaysia dan mesra rakyat dimana kepimpinan yang dipilih adalah yang hampir kepada warga BAKSUS. Kepimpinan baru adalah dijangka akan lebih senang didekati. Rasa segan dan malu ahli BAKSUS untuk member pandangan dan pendapat sepatutnya akan dapat diatasi sepenuhnya.

Selepas ini warga BAKSUS lebih bebas dan tanpa rasa segan silu untuk member pandangan dan pendapat. Sekiranya ini perkara ini masih tidak berlaku, ini menunjukkan warga BAKSUS itu sendiris tidak aktif dan dalam kata lain MANDOM.

Aktiviti-aktiviti sepatutnya lebih mendapat sambutan dan seribu macam kebaikan sepatutnya timbul daripada fenomena ini.

Tahniah YDP, NYDP dan AJK-AJK lantikan baru. Anda mampu untuk membuat pelbagai perubahan yang lebih baik dabn memingkatkan imej BAKSUS itu sendiri.

Kepada warga BAKSUS yang lain, bantulah AJK-AJK baru ini dalam melaksanakan amanah mereka. Kegagalan AJK BAKSUS melaksanakan aktiviti sebenarnya adalah kegagalan semua warga BAKSUS dalam member sokongan dan kerjasama serta pandangan dan pendapat yang bernas serta berwawasan.

Islam: Antara Nas Dan Pendapat Tokoh

oleh: Dr. Mohd Asri bin Zainul Abidin

Memberi pendapat yang berbeza dengan al-Quran dan al-Sunnah adalah satu kesalahan bagi seorang muslim. Namun memberikan pendapat yang berbeza dengan tokoh agama atau ulama tertentu, bukan semestinya satu kesalahan. Selagi mana pendapat atau pandangan seseorang tokoh agama itu sekadar pandangannya, maka orang lain boleh berbeza dengannya.

Jika pun dia mengemukakan nas atau dalil tertentu, tapi dalil atau nas tersebut masih boleh diberikan berbagai tafsiran yang lain, apatah lagi jika di sana ada pandangan ilmuwan lain yang berpaksikan penghujahan yang kuat, maka pandangan seorang tokoh agama bukan semestinya diterima sebagai ‘itulah kehendak Islam’.

Hal ini penting untuk difahami oleh orang awam, agar mereka dapat membezakan antara pandangan tokoh agama dan agama itu sendiri. Agama berpaksikan al-Quran dan al-Sunnah. Mana-mana pihak yang berpegang kepada al-Quran dan al-Sunnah maka itulah Islam. Namun di sana bukan sedikit juga nas-nas agama samada al-Quran atau al-Sunnah yang boleh diberikan atau terdedah kepada lebih daripada satu tafsiran atau andaian.

Mungkin juga apa yang dikatakan oleh tokoh agama sebagai pandangan agama itu, hanya satu tafsirannya sahaja, bukan nas yang jelas. Dalam perkara hukum atau selainnya yang tiada nas yang jelas, pastinya di sana akan ada lebih daripada satu pendapat, bahkan mungkin puluhan pendapat yang berbeza di kalangan sarjana. Maka, orang awam boleh memilih pendapat yang diyakininya lebih mendekati maksud nas dengan kadar yang difahaminya.

Maka sebab itu, setiap individu muslim yang mampu berfikir membaca dan meneliti, apatah lagi pada zaman teknologi ini hendaklah ketika bertanya pendapat tokoh ilmu agar meminta alasan bagi pendapat mereka. Campakkan ke dinding sikap sesetengah pihak yang cuba menjadikan agama ini eksklusif untuk diri mereka sahaja dengan membuat arahan yang ‘memandir’ otak umat Islam dengan menyatakan ‘dengar dan taat sahaja apa yang saya beritahu, sebab saya tokoh agama, awak orang biasa’. Rangkapan jahiliah yang seperti ini bukan budaya ilmu dalam Islam.

Makruh Gosok Gigi

Di bulan Ramadan ini mungkin kita terdengar pandangan ustaz yang menyatakan makruh menggosok gigi atau berkumur semasa atau selepas tergelincir matahari ketika berpuasa. Jika kita tanya mereka: ‘apakah nas dalam masalah ini?’. Sebahagian mereka mungkin menjawab: ‘dah ulama cakap macam tu, atau kitab cakap macam itu, terima sahajalah’. Ini tentulah satu jawapan yang boleh dianggap ‘pandir’ dan dangkal sekali.

lam bukan agama taklid buta, menelan apa yang orang cakap tanpa perlu tahu dalilnya. Mungkin yang lebih berpengetahuan akan menjawab: “ada hadis Nabi s.a.w menyebut:

“Bau busuk mulut orang yang berpuasa itu lebih harum di sisi Allah daripada haruman kasturi” (Riwayat al-Bukhari dan Muslim).

Ya, memang ada tokoh-tokoh ilmuwan silam pun yang memberikan pendapat sebegini. Tetapi hadis ini jika kita lihat tidak pula menyatakan seseorang yang berpuasa tidak dibenarkan atau digalakkan menggosok gigi. Pendapat yang memakruhkan menggosok gigi –samada menggunakan ubat gigi atau tidak- hanyalah andaian atau kesimpulan yang dibuat daripada hadis ini, bukan ada nas sahih yang jelas melarang hal ini.

Hadis ini tidak pula menyatakan bahawa Allah suka supaya bau busuk itu dikekal sepanjang hari. Ada pun hadis-hadis lain yang seakan menggalakkan orang yang berpuasa mengekalkan bau kerana kering mulut orang berpuasa itu cahaya pada Hari Kiamat adalah daif atau lemah sanadnya. Ini boleh dilihat dalam ulasan al-Imam al-Mubarakfuri (meninggal 1353H) dalam Tuhfah al-Ahwazi mengenai bersugi bagi orang berpuasa.

Dalam konteks kehidupan harian, apakah patut kita membiarkan mulut kita sentiasa busuk sepanjang Bulan Ramadan sehingga mengganggu rakan sepejabat atau sekerja yang mungkin di kalangan mereka ada yang tidak faham Islam dan akan mentohmah agama ini?! Pada saya, andaian yang memakruh bersugi atau membersihkan mulut ketika berpuasa tidak boleh mengatasi galakan bersugi yang Nabi s.a.w sabda:

“Jika tidak kerana bimbangkan membebankan umatku nescaya akan aku perintahkan mereka bersugi setiap kali waktu solat” (Riwayat al-Bukhari dan Muslim).

Hadis ini tidak mengecualikan Bulan Ramadan, dan tentu sekali antara waktu solat itu adalah solat Zohor dan Asar ketika berpuasa.

Tidak Lojik

Nabi s.a.w dalam hadis menyebut ciri-ciri imam solat:

“Hendaklah yang menjadi imam bagi sesuatu kaum (jamaah) itu sesiapa yang paling baik dalam kalangan mereka bacaan kitab Allah (bacaan al-Qurannya). Jika mereka itu sama dalam bacaan, maka (pilih) yang paling mengetahui sunnah. Jika mereka itu sama, maka (pilih) yang paling awal hijrahnya. Jika mereka itu sama, maka (pilih) yang paling banyak usianya” (Riwayat Muslim).

Inilah ciri-ciri imam. Jika semua mereka masih sama, maka bererti kesemuanya yang sama itu layak. Namun sesetengah ulama seperti al-Imam Hasan bin ‘Ammar al-Syurunbulali (meninggal 1069H) menyebut dalam kitabnya Maraqiy al-Falah menambah ciri-ciri lain yang tidak disebut oleh hadis, antaranya; “yang paling cantik isterinya, yang paling banyak hartanya, yang paling besar kepalanya, juga yang paling kecil kemaluannya.” (lihat: ms 143).

Pada andaian mereka, ini membantu kusyuk. Orang yang isterinya cantik kurang ingat wanita lain, maka lebih khusyuk. Demikian yang kemaluannya kecil kurang syahwat maka lebih khusyuk. Persoalannya, adakah andaian ini benar?! Atau mungkin sebaliknya berlaku. Kemudian, siapa pula yang hendak menjadi hakim kecantikan isteri para imam ini?! Lebih daripada itu, bagaimana pula hendak mengukur kemaluan mereka?!. Andaian atau tambahan yang dibuat ini, walaupun oleh seorang ulama yang terkenal tidak dapat kita terima. Ia bukan nas al-Quran atau hadis yang terpaksa kita telan bulat-bulat.

Demikian dalam sesetengah kitab fekah Mazhab al-Syafi’i menyebut tentang bab mandi wajib dengan membuat berbagai-bagai andaian yang pelik seperti

“jika zakar terbelah dua, dimasukkan satunya ke dalam kemaluan isteri pertama, dan yang satu lagi ke dalam isteri kedua, maka wajib mandi ke atas suami, tidak wajib ke atas kedua isterinya. Jika dimasukkan satunya ke dalam kemaluan seorang isteri, sementara satu lagi ke dalam dubur isteri berkenaan, maka wajib mandi keduanya (lihat: Hawasyi al-Syarwani, 1/260).

Dalam Hasyiah al-Bajuri ditambah jika seseorang masuk (keseluruhan tubuh) ke dalam faraj perempuan, maka keduanya wajib mandi..”. Cuba bayangkan, andaian dan huraian yang sebegini agak ganjil. Mungkinkah hal-hal seperti ini berlaku? Atau, kita katakan, di samping kita menghormati sumbangan dan ketokohan ulama-ulama ini, namun perbahasan atau andaian sebegini melebihi batasan keperluan. Saya sebut hal ini kerana saya terdengar ada tokoh agama keluar dalam media menyatakan apa sahaja yang telah ulama dahulu tulis kita terima sahaja. Katanya, ‘tidak perlulah kita ‘memandai-mandai’ untuk memberikan pendapat yang berbeza dengan orang yang lebih alim daripada kita’.

Taklid yang seperti inilah yang menyebabkan ilmu umat Islam tidak berkembang. Pandangan tokoh akhirnya dianggap setaraf dengan nas al-Quran dan Sunnah. Bahkan lebih daripada itu, apabila mereka memberi pandangan yang agak ‘berlebihan’ tetap dipaksa umat menelannya. Kita menghormati tokoh, namun pendapat mereka bukan wahyu yang tidak boleh dikritik atau dibincangkan.

Biasanya, golongan agama yang cuba mengujudkan mentaliti ‘ustaz atau tok guru tak boleh dipersoalkan’ hanyalah untuk menjaga status keselesaan mereka. Kita memberikan pandangan yang berbeza dengan tokoh-tokoh agama tertentu, bukan bererti kita disuruh biadap atau tidak menghormati mereka.

Memberikan pandangan dan mempersoalkan sesuatu kenyataan dengan sopan dan bertujuan mencari kebenaran adalah keperluan dunia ilmu dan sesuatu yang dituntut dalam agama. Hal ini penting untuk difahami. Bukan semua pendapat tokoh agama itu mewakili kehendak Allah dan rasulNya.

Sebagai muslim, kita berhak bertanya dan mencari yang lebih tepat sesuai dengan akal yang Allah kurniakan kepada kita. Kita hormati tokoh, tapi dalam masa yang sama kita tidak akan menggadaikan kebenaran. Kita patut bezakan antara nas Allah dan rasulNya, dengan pandangan tokoh yang mungkin betul, mungkin salah, mungkin patut disemak semula, mungkin juga melepasi batasan keperluan dan kemunasabah untuk umat.

Disebabkan tidak memahami hal inilah, umat Islam pening kepala dengan pandangan tokoh-tokoh agama hari ini yang bermacam-macam. Jika ulama itu berniaga, mungkin dipengaruhi urusan bisnes, yang politik mungkin dipengaruhi urusan politiknya. Begitulah seterusnya. Jalan keluar, kita menyemak alasan dan hujah setiap mereka dan bertanya: adakah ini daripada Allah dan rasulNya, atau tuan ‘rasa-rasa’ sahaja?!.

NASI AMBANG VS NASI AMBENG

Sejak saya belajar dulu, pelik sungguh bila ada orang menyebut “Nasi Ambang”. Setelah diselidiki, rupa-rupanya, nasi ambang ni adalah nasi bungkus yang mengandungi ikan kering, ayam, sedikit sambal, serunding kelapa dan ulam. Nasi ambang dikatakan makanan tradisi orang Jawa. Yang saya tahu adalah nasi ambeng bukan nasi ambang.

Tapi mungkin istilah nasi ambeng ini sudah dikomersialkan menjadi nasi ambang pula. Cuma saya ingin perbetulkan konsep nasi ambeng itu sendiri. Kami masyarakat Jawa biasa menghidangkan nasi ambeng dalam kenduri-kendara. Bila menyebut nasi ambeng, lauk yang selalunya mesti ada adalah ikan kering, ayam (sama ada dimasak kicap, rendang atau ungkep), sambal goreng Jawa dan serunding kelapa. Kadang-kala ditambah juga urap daun ubi. Ada sesetengah tu pula meletakkan sedikit mee goreng atau mihun goreng. Nasi akan diletakkan dalam satu dulang besar. Lauk-lauk yang saya sebutkan di atas tadi pula diletakkan dalam dulang kecil. Dulang kecil ini pula akan di atas dulang nasi tadi. 4 orang akan makan dalam satu dulang ini. Selesai makan, lebihan nasi dan lauk ini akan dibungkus untuk dibawa pulang ke rumah. Nasi yg dibungkus ini pula kami sebut ‘berkat” atau kadang-kadang orang menyebut “bontrot”. Ayah saya pernah menyebut kenapa disebut berkat. Katanya dulu-dulu dalam kenduri kendara seorang kiyai akan dipanggil untuk membacakan doa, jadi lauk-pauk ini di bawa pulang sebagai membawa berkat doa kiyai tersebut.

Gaya makan dalam dulang inilah kami sebut “nasi ambeng” atau diringkaskan nasi ambeng adalah nasi yang dimakan beramai-ramai di dalam satu dulang. Kalau makan dalam pinggan, dah tak nama nasi ambeng begitu juga kalau nasi itu dibungkus asing-asing kita kena sebut “berkat” atau “bontrot” pula. Nasi ambeng adalah satu konsep masyarakat Jawa yang masih diparaktikkan hingga hari ini. Tetapi ada juga yang berasa tidak selesa atau “geli” makan beramai menggunakan satu dulang. Terpulang kepada pandangan masing-masing. Jika kenduri kendara, makan cara begini memudahkan tuan rumah untuk mengemas berbanding makan menggunakan pinggan.

Di Putrajaya, Presint 14 terdapat sebuah restoran yang menyediakan nasi ambeng sebagai menu utamanya dan rasanya sungguh enak. Kebetulan pemilik restoran tersebut adalah orang Johor juga. Nasi diletakkan di tengah-tengah pinggan dan dikelilingi dengan lauk pauk yang sungguh menyelerakan sebagaimana yang saya sebut tadi. Bolehlah mencuba makan nasi ambeng di sana!

** Gambar daripada http://catzscafe.blogspot.com

One Wish

A woman was walking along the beach when she stumbled upon an unusual old lamp. She picked it up and cleaned it off, and suddenly a Genie appeared. The amazed woman asked if she was going to receive the usual three wishes.

The Genie said, "Nope...due to inflation, constant downsizing, low wages in third-world countries, and fierce global competition, I can only grant you one wish. So...what'll it be?"

The woman didn't hesitate. She said, "I want peace in the Middle East. See this map? I want these countries to stop fighting with each other."

The Genie looked at the map and exclaimed, "Gadzooks, lady! These countries have been at war for thousands of years. I'm good, but not THAT good! I don't think it can be done. Make another wish."

The woman thought for a minute and said, "Well, I've never been able to find the right man. You know, one that's considerate and fun, likes to cook and helps with the housecleaning, is good in bed and gets along with my family, doesn't watch sports all the time, and is faithful. That's what I wish for...a good mate."

The Genie let out a long sigh and said, "Let me see that damn map!"

Service Oriented Architecture

A service-oriented architecture is essentially a collection of services. These services communicate with each other. The communication can involve either simple data passing or it could involve two or more services coordinating some activity. Some means of connecting services to each other is needed.

In computing, service-oriented architecture (SOA) provides a set of principles of governing concepts used during phases of systems development and integration. Such an architecture will package functionality as interoperable services: software modules provided as a service can be integrated or used by several organizations, even if their respective client systems are substantially different. An implementation of SOA is called a Service Oriented Architecture implementation. It is an attempt to develop yet another means for software module integration. Rather than defining an API, SOA defines the interface in terms of protocols and functionality. An endpoint is the entry point to such an SOA implementation.

Service-orientation requires loose coupling of services with operating systems, and other technologies that underlie applications. SOA separates functions into distinct units, or services^[1], which developers make accessible over a network in order that users can combine and reuse them in the production of applications. These services communicate with each other by passing data from one service to another, or by coordinating an activity between two or more services.

SOA can be seen as a sort of continuum, as opposed to distributed computing or modular programming.

SOA's goal is to allow users to string together fairly large chunks of functionality to form ad hoc applications that are built almost entirely from existing software services. The larger the chunks, the fewer the interface points required to implement any given set of functionality; however, very large chunks of functionality may not prove sufficiently granular for easy reuse. Each interface brings with it some amount of processing overhead, so there is a performance consideration in choosing the granularity of services. The great promise of SOA suggests that the marginal cost of creating the n-th application is low, as all of the software required already exists to satisfy the requirements of other applications. Ideally, one requires only orchestration to produce a new application.

For this to operate, no interactions must exist between the chunks specified or within the chunks themselves. Instead, the interaction of services (all of them unassociated peers) is specified by humans in a relatively ad hoc way with the intent driven by newly emergent requirements. Thus the need for services as much larger units of functionality than traditional functions or classes, lest the sheer complexity of thousands of such granular objects overwhelm the application designer. Programmers develop the services themselves using traditional languages like Java, C, C++, C# or COBOL.

What Makes A Great Manager by Gerard M Blair

source: http://www.ee.ed.ac.uk/~gerard/Management/art9.html

The first steps to becoming a really great manager are simply common sense; but common sense is not very common. This article suggests some common-sense ideas on the subject of great management.

The major problem when you start to manage is that you do not actually think about management issues because you do not recognize them. Put simply, things normally go wrong not because you are stupid but only because you have never thought about it. Management is about pausing to ask yourself the right questions so that your common sense can provide the answers.

When you gain managerial responsibility, your first option is the easy option: do what is expected of you. You are new at the job, so people will understand. You can learn (slowly) by your mistakes and probably you will try to devote as much time as possible to the rest of your work (which is what your were good at anyway). Those extra little "management" problems are just common sense, so try to deal with them when they come up.

Your second option is far more exciting: find an empty telephone box, put on a cape and bright-red underpants, and become a SuperManager.

When you become a manager, you gain control over your own work; not all of it, but some of it. You can change things. You can do things differently. You actually have the authority to make a huge impact upon the way in which your staff work. You can shape your own work environment.

In a large company, your options may be limited by the existing corporate culture - and my advice to you is to act like a crab: face directly into the main thrust of corporate policy, and make changes sideways. You do not want to fight the system, but rather to work better within it. In a small company, your options are possibly much wider (since custom is often less rigid) and the impact that you and your team has upon the company's success is proportionately much greater. Thus once you start working well, this will be quickly recognized and nothing gains faster approval than success. But wherever you work, do not be put off by the surprise colleagues will show when you first get serious about managing well.

STARTING A REVOLUTION

The idea of starting alone, however, may be daunting to you; you may not see yourself as a David against the Goliath of other peoples' (low) expectations. The bad news is that you will meet resistance to change. Your salvation lies in convincing your team (who are most effected) that what you are doing can only do them good, and in convincing everyone else that it can do them no harm. The good news is that soon others might follow you.

There is precedent for this. For instance, when a British firm called Unipart wanted to introduce Japanese methods (Honda's to be precise) into their Oxford plan (The Economist - 11th April 1992 - page 89) they sent a small team to Japan to learn what exactly this meant. On their return, they were mocked by their workmates who saw them as management pawns. So instead they were formed into their own team and sent to work in a corner of the plant where they applied their new knowledge in isolation. Slowly, but surely, their example (and missionary zeal) spread through the factory and changes followed. Now Unipart have opened a new factory and the general manger of the first factory attributes the success to "releasing talent already on the shop floor". Of course one can always find case studies to support any management idea, but it does exemplify the potential of a small cell of dedicated zealots - led by you.

THREE FACES OF A MANAGER

The manger of a small team has three major roles to play:

Planner

A Manager has to take a long-term view; indeed, the higher you rise, the further you will have to look. While a team member will be working towards known and established goals, the manager must look further ahead so that these goals are selected wisely. By thinking about the eventual consequences of different plans, the manager selects the optimal plan for the team and implements it. By taking account of the needs not only of the next project but the project after that, the manager ensures that work is not repeated nor problems tackled too late, and that the necessary resources are allocated and arranged.

Provider

The Manager has access to information and materials which the team needs. Often he/she has the authority or influence to acquire things which no one else in the team could. This role for the manager is important simply because no one else can do the job; there is some authority which the manager holds uniquely within the team, and the manager must exercise this to help the team to work.

Protector

The team needs security from the vagaries of less enlightened managers. In any company, there are short-term excitements which can deflect the work-force from the important issues. The manager should be there to guard against these and to protect the team. If a new project emerges which is to be given to your team, you are responsible for costing it (especially in terms of time) so that your team is not given an impossible deadline. If someone in your team brings forward a good plan, you must ensure that it receives a fair hearing and that your team knows and understands the outcome. If someone is in your team has a problem at work, you have to deal with it.

Version Two

That was rather formal. If you like formal, then you are happy. If you do not like formal then here is an alternative answer, a manager should provide:

VISION - VALUES - VERVE

Vision in that the future must be seen and communicated to the team; Values in that the team needs a unifying code of practice which supports and enhances co-operation; Verve in that positive enthusiasm is the best way of making the work exciting and fun. If you do not think your work is exciting, then we have found a problem. A better word than Verve might be Chutzpah (except that it does not begin with a "V") which means "shameless audacity". Is that not refreshing? Inspiring even? A manager should dare to do what he/she has decided to do and to do it with confidence and pride.

VISION

One of the most cited characteristics of successful managers is that of vision. Of all the concepts in modern management, this is the one about which the most has been written. Of course different writters use it in different ways. One usage brings it to mean clairvoyance as in: "she had great vision in foreseeing the demise of that market". This meaning is of no use to you since crystal balls are only validated by hindsight and this article is concerned with your future.

The meaning of vision which concerns you as a manager is: a vivid idea of what the future should be. This has nothing to do with prediction but everything to do with hope. It is a focus for the team's activity, which provides sustained long-term motivation and which unites your team. A vision has to be something sufficiently exciting to bind your team with you in common purpose. This implies two things:

a.. you need to decide where your team is headed

b.. you have to communicate that vision to them

Communicating a vision is not simply a case of painting it in large red letters across your office wall (although, as a stunt, this actually might be quite effective), but rather bringing the whole team to perceive your vision and to begin to share it with you. A vision, to be worthy, must become a guiding principle for the decision and actions of your group.

Now, this vision thing, it is still a rather nebulous concept, hard to pin down, hard to define usefully; a vision may even be impractical (like "zero defects"). And so there is an extra stage which assists in its communication: once you have identified your vision, you can illustrate it with a concrete goal, a mission. Which leads to the creation of the famous "mission statement". Let us consider first what is a mission, and then return to a vision.

A mission has two important qualities:

a.. it should be tough, but achievable given sufficient effort

b.. it must be possible to tell when it has been achieved

To maintain an impetus, it might also have a time limit so that people can pace their activity rather than getting winded in the initial push. The scope of your vision depends upon how high you have risen in the management structure, and so also does the time limit on your mission statement. Heads of multinational corporations must take a longer view of the future than the project leader in divisional recruitment; the former may be looking at a strategy for the next twenty-five years, the latter may be concerned with attracting the current crop of senior school children for employment in two-three years. Thus a new manager will want a mission which can be achieved within one or two years.

If you are stuck for a mission, think about using Quality as a focus since this is something on which you can build. Similarly, any aspects of great management which are not habitual in your team at the moment could be exemplified in a mission statement. For instance, if your team is in product design, your mission might be to fully automate the test procedures by the next product release; or more generally, your team mission might be to reduce the time spent in meetings by half within six months.

Once you have established a few possible mission statements, you can try to communicate (or decide upon) your vision. This articulates your underlying philosophy in wanting the outcomes you desire. Not, please note, the ones you think you should desire but an honest statement of personal motivation; for it is only the latter which you will follow with conviction and so of which you will convince others. In general, your vision should be unfinishable, with no time limit, and inspirational; it is the driving force which continues even when the mission statement has been achieved. Even so, it can be quite simple: Walt Disney's vision was "to make people happy". As a manager, yours might be something a little closer to your own team: mine is "to make working here exciting".

There is no real call to make a public announcement of your vision or to place it on the notice board. Such affairs are quite common now, and normally attract mirth and disdain. If your vision is not communicated to your team by what you say and do, then you are not applying it yourself. It is your driving motivation - once you have identified it, act on it in every decision you make.

PRESCIENCE

Prescience is something for which you really have to work at. Prescience is having foreknowledge of the future. Particularly as a Protector, you have to know in advance the external events which impact upon your team. The key is information and there are three type:

a.. information you hear (tit-bits about travel, meetings, etc)

b.. information you gather (minutes of meetings, financial figure, etc)

c.. information you infer (if this happens then my team will need ...)

Information is absolutely vital. Surveys of decision making in companies reveal that the rapid and decisive decisions normally stem not from intuitive and extraordinary leadership but rather from the existence of an established information system covering the relevant data. Managers who know the full information can quickly reach an informed decision.

The influences upon you and your team stem mostly from within the company and this is where you must establish an active interest. Let us put that another way: if you do not keep your eyes open you are failing in your role as Protector to you team. Thus if your manager comes back from an important meeting, sit down with him/her afterwards and have a chat. There is no need to employ subterfuge, merely ask questions. If there are answers, you hear them; if there are none, you know to investigate elsewhere. If you can provide your manager with suggestions/ideas then you will benefit from his/her gratitude and future confidence(s). You should also talk to people in other departments; and never forget the secretaries who are normally the first to know everything.

Now some people love this aspect of the job, it makes them feel like politicians or espionage agents; others hate it, for exactly the same reasons. The point is that it must be done or you will be unprepared; but do not let it become a obsession.

Gathering information is not enough on its own: you have to process it and be aware of implications. The trick is to try to predict the next logical step from any changes you see. This can get very complicated, so try to restrict yourself to guessing one step only. Thus if the sales figures show a tailing off for the current product (and there are mutterings about the competition) then if you are in development, you might expect to be pressured for tighter schedules; if you are in publicity, then there may soon be a request for launch material; if you are in sales, you might be asked to establish potential demand and practical pricing levels. Since you know this, you can have the information ready (or a schedule defence prepared) for when it is first requested, and you and your team will shine.

Another way of generating information is to play "what if" games. There are dreadfully scientific ways of performing this sort of analysis, but reasonably you do not have the time. The sort of work this article is suggesting is that you, with your team or other managers (or both), play "what if" over coffee now and then. All you have to do is to postulate a novel question and see how it runs.

A productive variation on the "what if" game is to ask: "what can go wrong?" By deliberately trying to identify potential problems at the onset, you will prevent many and compensate for many more. Set aside specific time to do this type of thinking. Call it contingency planning and put in in your diary as a regular appointment.

FLEXIBILITY

One of the main challenges in management is in avoiding pat answers to everyday questions. There is nothing so dull, for you and your team, as you pulling out the same answer to every situation. It is also wrong. Each situation, and each person, is unique and no text-book answer will be able to embrace that uniqueness - except one: you are the manager, you have to judge each situation with a fresh eye, and you have to create the response. Your common sense and experience are your best guide in analysing the problem and in evolving your response.

Even if the established response seems suitable, you might still try something different. This is simple Darwinism. By trying variations upon standard models, you evolve new and potentially fitter models. If they do not work, you do not repeat them (although they might be tried in other circumstances); if they work better, then you have adapted and evolved.

This deliberate flexibility is not just an academic exercise to find the best answer. The point is that the situation and the environment are continually changing; and the rate of change is generally increasing with advancing technology. If you do not continually adapt (through experimentation) to accommodate these changes, then the solution which used to work (and which you still habitually apply) will no longer be appropriate. You will become the dodo. A lack of flexibility will cause stagnation and inertia. Not only do you not adapt, but the whole excitement of your work and your team diminish as fresh ideas are lacking or lost.

Without detracting from the main work, you can stimulate your team with changes of focus. This includes drives for specific quality improvements, mission statements, team building activities, delegated authority, and so on. You have to decide how often to "raise excitement" about new issues. On the one hand, too many focuses may distract or prevent the attainment of any one; on the other hand, changes in focus keep them fresh and maintain the excitement.

By practising this philosophy yourself, you also stimulate fresh ideas from your team because they see that it is a normal part of the team practice to adopt and experiment with innovation. Thus not only are you relieved of the task of generating the new ideas, but also your team acquire ownership in the whole creative process.

The really good news is that even a lousy choice of focus can have a beneficial effect. The most famous experiments in management studies were conducted between 1927 and 1932 by E Mayo and others at the Hawthorne works of the Western Electric Company in Chicago. The study was originally motivated by a failed experiment to determine the effect of lighting conditions on the production rates of factory workers. This experiment "failed" because when the lighting conditions were changed for the experimental group, production also increased in the control group where no changes had been made. Essentially, Mayo took a small group of workers and varied different conditions (number and duration of breaks, shorter hours, refreshments, etc) to see how these actually affected production. The problem was not that production was uneffected but rather that whatever Mayo did, production increased; even when conditions were returned to the original ones, production increased.

After many one-to-one interviews, Mayo deduced that the principal effect of his investigations had been to establish a team spirit amongst the group of workers. The girls (sic) who had formally worked with large numbers of others were now a small team, they were consulted on the experiments, and the researchers displayed a keen interest in the way the girls were working and feeling about their work. Thus their own involvement and the interest shown in them were the reasons for the girl's increased productivity.

By providing changes of focus you build and motivate your team. For if you show in these changes that you are actively working to help them work, then they will feel that their efforts are recognized. If you also include their ideas in the changes, then they will feel themselves to be a valued part of the team. If you pace these changes correctly, you can stimulate "multiple Hawthorne effects" and continually increase productivity. And notice, this is not slave driving. The increased productivity of a Hawthorne effect comes from the enthusiasm of the workforce; they actually want to work better.

A GENERAL APPROACH

In management there is always a distant tune playing in the background. Once you hear this tune, you will start humming it to yourself: in the shower, in the boardroom, on the way to work, when watching the sunrise. It is a simple tune which repeats again and again in every aspect of your managerial life; if goes:

PLAN - MONITOR – REVIEW

Before you start any activity you must STOP and THINK about it: what is the objective, how can it be achieved, what are the alternatives, who needs to be involved, what will it cost, is it worth doing? When you have a plan you should STOP and THINK about how to ensure that your plan is working. You must find ways of monitoring your progress, even if it is just setting deadlines for intermediate stages, or counting customer replies, or tracking the number of soggy biscuits which have to be thrown away, whatever: choose something which displays progress and establish a procedure to ensure that happens. But before you start, set a date on which you will STOP again and reTHINK your plan in the light of the evidence gathered from the monitoring.Whenever you have something to do, consider not only the task but first the method. Thus if there is a meeting to decide the marketing slogan for the new product you should initially ignore anything to do with marketing slogans and decide:

1) how should the meeting be held,

2) who can usefully contribute,

3) how will ideas be best generated,

4) what criteria are involved in the decision,

5) is there a better way of achieving the same end,

6) etc.

If you resolve these points first, all will be achieved far more smoothly. Many of these decisions do not have a single "right" answer, the point is that they need to have "an" answer so that the task is accomplished efficiently. It is the posing of the questions in the first place which will mark you out as a really great manager - the solutions are available to you through common sense.

Once the questions are posed, you can be creative. For instance, "is there a better way of producing a new slogan?" could be answered by a quick internal competition within the company (answers on a postcard by tomorrow at noon) asking everybody in the company to contribute an idea first. This takes three minutes and a secretary to organise, it provides a quick buzz of excitement throughout the whole company, it refocuses everyone's mind on the new product and so celebrates its success, all staff feel some ownership of the project, and you start the meeting with several ideas either from which to select a winner or to use as triggers for further brainstorming. Thus with a simple -- pause -- from the helter-skelter of getting the next job done, and a moment's reflection, you can expedite the task and build team spirit throughout the entire company.

It is worth stressing the relative importance of the REVIEW. In an ideal world where managers are wise, information is unambiguous and always available, and the changes in life are never abrupt or large; it would be possible for you to sit down and to plan the strategy for your group. Unfortunately, managers are mortals, information is seldom complete and always inaccurate (or too much to assimilate), and the unexpected always arrives inconveniently. The situation is never seen in black and white but merely in a fog of various shades of grey. Your planning thus represents no more than the best guess you can make in the current situation; the review is when you interpret the results to deduce the emerging, successful strategy (which might not be the one you had expected). The review is not merely to fine-tune your plan, it is to evaluate the experiment and to incorporate the new, practical information which you have gathered into the creation of the next step forward; you should be prepared for radical changes.

LEADERSHIP

There is a basic problem with the style of leadership advocated in this article in that nearly every historic "Leader" one can name has had a completely different approach; Machiavelli did not advocate being a caring Protector as a means of becoming a great leader but rather that a Prince ought to be happy with "a reputation for being cruel in order to keep his subjects unified and loyal". Your situation, however, is a little different. You do not have the power to execute, nor even to banish. The workforce is rapidly gaining in sophistication as the world grows more complex. You cannot effectively control through fear, so you must try another route. You could possibly gain compliance and rule your team through edict; but you would lose their input and experience, and gain only the burdens of greater decision making. You do not have the right environment to be a despot; you gain advantage by being a team leader.

A common mistake about the image of a manager is that they must be loud, flamboyant, and a great drinker or golfer or racket player or a great something social to draw people to them. This is wrong. In any company, if you look hard enough, you will find quiet modest people who manager teams with great personal success. If you are quiet and modest, fear not; all you need is to talk clearly to the people who matter (your team) and they will hear you.

The great managers are the ones who challenge the existing complacency and who are prepared to lead their teams forward towards a personal vision. They are the ones who recognise problems, seize opportunities, and create their own future. Ultimately, they are the ones who stop to think where they want to go and then have the shameless audacity to set out.

by Gerard M Blair

Common Mistakes in Giving Instructions

The ability to give instructions in delegating tasks to subordinates is essentially important. Unfortunately, there is always a gap between the instructions given and the jobs get done. Among the most common reasons for these discrepancies are

• Using ambiguous words in instructions, such as, “Get this report done as soon as you can.” If you want it to be ready by three o'clock, then say so.
• Assuming that instruction given to your subordinate is crystal clear without taking extra effort to clarify it.
• Failing to motivate your subordinate by taking some time to brief him on why he is being asked to perform this task.
• Giving too many details to the experienced subordinate or too few to the inexperienced one. The first will be insulted whilst the second will be stressful.
• Not tailoring an instruction to the subordinate. Some require a direct instruction; others perform better if the instruction is a request.
• Choosing inappropriate timing for issuing instruction to your subordinate, for instance at the end of a workday.
• Giving multiple instructions to your subordinate at one time. If you try to cover too much in one session, you risk ending up with nothing carried out correctly.
• Putting a distance between yourself and your subordinate. If you issue your instruction in writing, you are eliminating the possibility of questioning.

Effective Manager

A manager’s most precious asset is his time. Preserving enough hours to do what really needs to be done is a constant struggle. That is why most successful managers are not only experts in their fields; they are terrific at maximizing their time. Consider these secrets for making your management day more productive.

1. Plan Ahead
At the end of each workday, make a to-do list for the next day in order of priority, but remember to be realistic about what can be accomplished. Differentiate between what is important and what is vital. Put high priorities on morale-building tasks. Keep track of tasks throughout the day and cross each off after it is done.

2. Always Stay Focused
Do not let a stressful responsibility linger. Cut big and onerous projects down to smaller size by breaking them into manageable bites. Remember, there are limits to what a manager can do. Set limits and learn to say no. Allocate blocks of time for tasks and try to put similar tasks in batches.

3. Maximize Your Minutes
Keep a detailed time log for several days to see how time is spent. Reclaim some of those lost minutes by sticking to a schedule that includes an allocated block of time for personal matters. If surfing the internet is a good stress reliever; build it into a lunch time break.

4. Give Others a Chance
Do not micro-manage. Besides wasting time, it also kills morale and staff productivity. Independent employees tend to work harder and better, freeing up the manager to spend more time in strategic planning. Pick the right people and give clear directions as well as realistic due dates.

Seloka Hari Raya

Ramadhan tinggal beberapa hari lagi
Pastu menjelang sudah AidilFitri
Tak kira pompuan atau lelaki
Masing masing menghitung hari

Pompuan mula sibuk nak sambut raya
Masing masing dah punya agenda
Dok pikir berbaju kurung atau kebaya
Sampai kadang kadang tido tak lena

Lelaki pulak dok rileks saja
Senyum senyum macam tadak apa
Takat baju, last minute pun ada
Bersepah sepah di kaki lima

Pompuan sibuk ngan kuih raya
Masing masing bersekang mata
Bakar bancuh uli sini sana
Last last buat jenis 'tunjuk tunjuk' saja

Lelaki masih rileks lagi
Tido lena siap mimpi mimpi
Kuih tadak pun masih hepi
Susah susah telan ajer mee megi

Sampai sudah malam raya
Pompuan pulun buat segala kerja
Gantung tirai mop lantai semua
Dari dapur sampai la ke depan tangga

Lain pula bagi lelaki
Malam raya la paling best sekali
Keluar lepak sampai ke pagi
Layan kepala senangnya hati

Bila tiba hari mulia
Pompuan mula gelabah tak tentu hala
Tetamu datang nak kena jaga
Tak henti henti hidang kuih raya

Lelaki pulak di hari raya
Lepas sembahyang boleh membuta
Bangun makan apa yang terhidang atas meja
Pastu terus hilang tak nampak muka

Bahagianya lelaki di Aidilfitri
Tak payah susah susah nak penatkan diri
Jangan la pompuan dok iri hati
Kerana ia hanya setahun sekali

Salam seloka AidilFitri
Hanya sekadar penghibur hati
Sehingga kita bertemu lagi
Ampun maaf dari tuan punya diri

Mulut kadang salah berucap,
Mata kadang salah melihat,
Hati kadang salah menduga...
Maafkanlah segala kekhilafan yang pasti ada..

Had laju dikurangkan pada musim perayaan

Utusan Malaysia, Dalam Negeri, 17 September 2009 / 27 Ramadan 1430H

KUALA LUMPUR 16 Sept. - Langkah kerajaan mengurangkan had laju kebangsaan sempena sambutan Hari Raya Aidilfitri tidak lama lagi dijangka dapat mengurangkan kadar kemalangan, khususnya sepanjang Ops Sikap Ke-20 yang kini sedang diadakan.

Ketua Pengarah Jabatan Keselamatan Jalan Raya (JKJR), Datuk Suret Singh memberitahu, pihaknya telah memasang papan tanda peringatan had kelajuan baru bagi jalan persekutuan daripada 90 kilometer sejam (kmj) kepada 80 kmj manakala di lebuh raya daripada 110 kmj kepada 100 kmj.

Menurut beliau, penurunan kadar had laju itu merupakan salah satu langkah yang diambil bagi mengatasi masalah kemalangan setiap kali menjelang musim perayaan.

''Sebanyak 60 hingga 70 peratus punca kemalangan disebabkan kelajuan. Jika pemandu dapat mengurangkan kelajuan, maka risiko terlibat dalam kemalangan juga akan berkurangan.

''Pihak berkuasa telah menjalankan pemantauan berterusan di jalan persekutuan, jalan bandaran dan jalan negeri bagi memastikan para pengguna jalan raya menggunakan kelajuan rendah,'' katanya ketika dihubungi Utusan Malaysia di sini hari ini.

Had laju kebangsaan itu berkuatkuasa sejak Ahad lalu hingga 27 September ini bertujuan mengurangkan kemalangan pada musim perayaan.

Dalam pada itu, Ketua Trafik Pasukan Bukit Aman, Datuk Abdul Aziz Yusof ketika dihubungi berkata, pelaksanaan peraturan had laju itu sangat sesuai dilaksanakan terutamanya ketika musim perayaan.

''Langkah ini dapat menggalakkan orang lebih berhati-hati serta tidak terburu-buru sehingga mengakibatkan kemalangan. Kelajuan merupakan penyebab utama kemalangan.
''Peraturan seperti ini amat digalakkan dan seharusnya dikuat kuasakan setiap kali musim perayaan,'' katanya.

Salam Aidilfitri 1430H

Mata kadang kala salah melihat....

Mulut kadang kala salah bercakap....

Hati kadang kala salah menduga.....

Maafkan segala kekhilafan yang pasti ada....



````` Mohon Maaf Zahir dan Batin `````



Sungguh cantik kain pelekat,

dipakai orang pergi ke pekan,

Hari raya semakin dekat,

silap dan salah mohon maafkan



Berharap padi dalam lesung,

yang ada cuma rumpun jerami,

harapan hati bertatap langsung,

cuma terlayang ucapan ini.



Sebelum cahaya kehidupan padam,

Sebelum hidup berakhir,



Sebelum pintu taubat tertutup,

mohon maaf zahir dan batin....

dari BAKSUS

Mexican Smuggler

Juan comes up to the Mexican border on his bicycle. He's got two large bags over his shoulders.

The guard stops him and says, "What's in the bags?"

"Sand," answered Juan.

The guard says, "We'll just see about that get off the bike." The guard takes the bags and rips them apart; he empties them out and finds nothing in them but sand.

He detains Juan overnight and has the sand analyzed, only to discover that there is nothing but pure sand in the bags.
The guard releases Juan, puts the sand into new bags, hefts them onto the man's shoulders, and lets him cross the border.

A week later, the same thing happens. The guard asks, "What have you got?"

"Sand," says Juan.

The guard does his thorough examination and discovers that the bags contain nothing but sand. He gives the sand back to Juan, and Juan crosses the border on his bicycle.

This sequence of events if repeated every day for three years.
Finally, Juan doesn't show up one day and the guard meets him in a Cantina in Mexico.

"Hey, Buddy," says the guard, "I know you are smuggling something.
It's driving me crazy. It's all I think about..... I can't sleep. Just between you and me, what are you smuggling?"

Juan sips his beer and says, "Bicycles."

Sebelum Pulang Berhari Raya

Sedikit info untuk warga BAKSUS yang disayangi sebelum pulang ke kampung halaman masing-masing.

BAGAIMANA JENAYAH PECAH RUMAH DILAKUKAN?

1. Mengumpil mangga pintu/grill dengan pemutar skru atau objek tajam.
2. Mengeluarkan cermin tingkap dengan ‘jack’ atau besi.
3. Memotong mangga pintu dengan alat pemotong/gergaji besi.
4. Mengalih genting bumbung/memecahkan siling rumah.
5. Memasuki melalui pintu/tingkap yang terbuka/tidak berkunci atau memancing/mengait melalui tingkap terbuka atau terdedah.
6. Menggunakan kunci pendua/master key.
7. Menggunakan tong gas untuk me mecahkan pintu grill/pintu-pintu/tingkap.

LANGKAH PENCEGAHAN:

1. Memasang alat keselamatan pada pintu utama seperti lubang intai, rantai pintu serta menggunakan mangga tambahan dan selak keselamatan.
2. Sentiasa memasang/nyalakan lampu bila anda keluar dari rumah untuk memberi gambaran ada orang di dalam rumah anda.
3. Jangan tinggalkan sebarang nota yang boleh membantu pemecah rumah bertindak.
   Minta bantuan dari jiran-jiran untuk mengawasi rumah anda semasa ketiadaan anda di rumah.
4. Pastikan pintu, tingkap dan pintu pagar berkunci sebelum meninggalkan rumah atau tidur.
   Pasangkan sistem penggera keselamatan yang baik untuk rumah/premis perniagaan.
5. Jangan sembunyikan kunci di bawah alas kaki, di dalam pasu bunga atau di atas kotak meter electrik di luar rumah anda.
6. Simpan wang tunai di bank dan barang kemas anda di dalam peti simpanan keselamatan di bank.
7. Gantikan semua kunci apabila kunci rumah anda hilang atau dicuri.
8. Laporkan ke Balai Polis berdekatan atau pengawal keselamatan bertugas sebelum pergi bercuti atau meninggalkan rumah untuk tempoh lebih dari satu hari.

Selamat berhari raya!

Tujuan Penubuhan

1. Untuk memupuk perasaan harmoni, muhibbah, persefahaman dan menjalinkan tali persahabatan yang erat di kalangan staf BPM khasnya dan di Kementerian Pelajaran Malaysia amnya.
   
   
2. Untuk menyokong dan bekerjasama dalam apa juga lapangan kegiatan yang akan dikendalikan oleh MESCA (Ministry of Education Sports and Cultural Association) dan PUSPANITA.

Pengukuran KPI Organisasi

Terma KPI iaitu Key Performance Indicator tidak asing lagi bagi semua masyarakat Malaysia (kecuali bagi mereka yang memang tak mahu ambil tahu). Sejak terma ini dicetuskan oleh YAB Perdana Menteri Malaysia ianya telah menjadi satu euforia kepada organisasi-organisasi di Malaysia terutamanya kepada perkhidmatan awam. Pengukuran KPI hendaklah diukur secara menyeluruh dan menggambarkan perkhidmatan yang ditawarkan oleh organisasi secara makro, terutamanya yang berkaitan kesan kepada pelanggan atau pun pengguna.

KPI yang mestilah bersesuai dan boleh dicapai dengan kakitangan dan kemudahan sedia. Sebagai contoh, pelangan akan berpuas hati sekiranya aduan kerosakan komputer mereka dapat diselesaikan dalam satu jam. Sekirana ratio juruteknik dan jumlah komputer tidak sesuai menyebabkan KPI tidak akan tercapai.

Selain daripada KPI organisasi, KPI individu harus ditekankan dan penilaianan yang paling baik adalah penilaian secara sendiri yang penuh motivasi dan dedikasi.

Bagaimana menjadi individu yang penuh motivasi dan dedikasi? Kita kembali kepada ajaran Islam iaitu bekerja dengan ikhlas demi mendapat keredhaan allah dan rezeki yang halal lagi berkat untuk tanggungan. Bekerjalah sumpana anda akan hidup seribun tahun lagi dan beribadatlah sumpama anda akan mati esok.

Guardian Angel

Guardian Angel on the Job

A man was walking in the street when he heard a voice: "Stop! Stand still! If you take one more step, a brick will fall down on your head and kill you."

The man stopped and a big brick fell right in front of him. The man was astonished.

He went on, and after awhile he was going to cross the road. Once again the voice shouted: "Stop! Stand still! If you take one more step a car will run over you and you will die."

The man did as he was instructed, and a car came careening around the corner, barely missing him.

"Where are you?" the man asked. "Who are you?"

"I am your guardian angel," the voice answered.

"Oh yeah?" the man asked. "And where the hell were you when I got married?"

Teknologi Dinosaur VS Teknologi Gajah Putih

Pekerja industri ICT sebenarnya sangat beruntung kerana mereka adalah pekerja K (Knowledge worker). Ini bermakna lebih tinggi pengetahuan mereka maka lebih tinggi nilai mereka dalam kumpulan tenaga kerja dan lebih tinggi pendapatan yang berupaya diperolehi.

Tidak kira apa apa jenis skill set teknikal yang dimiliki ianya tetap bernilai. Sekiranya anda merasakan pengetahuan COBOL dan sistem-sistem legacy tidak bernilai maka anda telah membuat andaian yang silap. Malah pengetahuan inilah yang dapat membuat keuntungan lebih kepada mereka yang tahu caranya. Sebagai contoh tentunya anda sudah sedia maklum dengan kontraktor BPM bagi aplikasi LEGACY. Kontraktor berkenaan merupakan satu-satunya syarikat di Malaysia yang mempunyai skill set berkaitan dengan COBOL dan sistem-sistem legacy. Untuk mendapatkan perkhidmatan atau membeli perisian-perisian dari mereka kos yang perlu kita sediakan adalah 500 peratus lebih tingi dari perisian-perisian biasa di pasaran.

Cuma apa yang sering berlaku di sektor awam ialah pekerja Skim F lebih berminat menjadi pengurus projek atau mengarah kontraktor melaksanakan kerja-kerja yang melibatkan skill set teknikal dari belajar untuk melaksanakannya sendiri. Tidak banyak organisasi sektor awam menjadi in house software developer dan banyak yang memilih outsourcing. Ada juga organisasi yang menjalankan in house development tetapi masih banyak bergantung dengan kontraktor dalam pelbagai aspek. Ini mungkin berpunca daripada halatuju organisasi yang masih perlu dikaji dan diperhalusi. Hirarki pekerja ICT perlu dibetulkan dan diberikan tugas-tugas fokus bagi membolehkan meraka meningkatkan pengetahuan teknikal sekaligus dapat menyumbang kepada kerajaan seacara keseluruhan.