CLASS RELIEF...

After so many discussions about relief in the past fourth teacher's meeting, I think something can be done to reduce the problem. However, before any suggestion made let me clerify why relief should be done in school. If school could impose a system of class without teacher safely, we should not need any relief but the real situation in most schools, students could not leave without a teacher around. Therefore, to overcome the problem of school teachers that refuse to guard the class on behalf of their friends who cannot come to school for certain reasons, we shall engage parents who are free at home to come to school to help school to sit in and keep on eye their children. Through the collaboration of PTA (PIBG) and school management, school could request (parents who are willing to help) their particulars and their usual free timetable. Anytime the school management need their help they could be contacted through phone or e-mail or any medium of communication. I believe there are parents who are caring enough to help school.

Ikhlas - jernihkan hati semuanya untuk Allah
Ikhlas Oleh : BroHamzah

Hari ini saya belajar tentang ikhlas.Ikhlas ia mudah disebut-sebut, dicanang-canang, digembar-gembur, dihebah-hebah, dan diulang-ulang.Namun, ikhlas itu sukar dan payah untuk dijelmakan dalam kehidupan.Entah mengapa, begitu sukar untuk mengikhlaskan niat dalam beramal.Ikhlas itu jernihIkhlas adalah ibadah hati yang pertama, terpenting, tertinggi dan merupakan asas utamanya. Ibadah yang memerlukan kesungguhan dan perhatian khusus. Ia adalah asas penilaian antara diterima atau ditolak sesuatu amal perbuatan.

Iklas - ia melambangkan ketulenan dan keaslian keimanan seseorang hamba Allah SWT

Ikhlas - ia adalah jalan menuju kebahagiaan atau kerugian yang sebenar.

Ikhlas - ia adalah laluan ke arah syurga mahupun neraka

Apa makna ikhlas ya?

Ia berasal daripada bahasa arab – Khalaso ; ertinya murni, jernih dan hilang campuran-campurannya. Kata-kata ikhlas menunjukan kesucian, kejernihan, kebersihan dan bebas dari segala campuran dan kotoran.Ikhlas adalah asas daripada semua ibadah. Kata Ibnu Hazm : “ Niat ialah rahsia dan merupakan sebahagian daripada sifat penghambaan. Dia adalah niat dari amal ibadah zahir dan nyawa dari suatu jasad. Tidak mungkin, dalam sebuah penghambaan ada amalan yang tidak disertai niat. Amal yang seperti itu sama dengan jasad yang kosong, tanpa nyawa.”

Ayat skema?

Eh, nampak beratkah huraian di atas. Saya cuba permudahkan.Ikhlas, ialah amalan hati. Ikhlas itu kita buat suatu perkara kerana Allah, untuk Allah, hanya Allah dan semuanya adalah Allah SWT. Tiada tujuan lain.Itu ikhlas.Kita fahami kata-kata Ibnul Qayyim tentang ikhlas :“ Ikhlas adalah menjadikan Allah SWT sebagai matlamat dalam melakukan ketaatan, iaitu anda memiliki matlamat hanya pada Dia sahaja, bukan kepada selain-Nya.”Maknanya, apa sahaja yang kita buat dalam kerangka ketaatan adalah diniatkan kerana Allah SWT.Kita hidup ini kerana Allah, makan nasi kerana Allah, minum kerana Allah, belajar kerana Allah, membeli barang keperluan harian kerana Allah, membantu orang kerana Allah, melayari internet kerana Allah, mengajar di kelas kerana Allah, dan semuanya kerana Allah.Kenapa semuanya perlu kerana Allah?Sebabnya, ini adalah suruhan dan arahan Allah SWT.

Di dalam surah Bayyinah (98) ayat 5 yang bermaksud :“ Dan mereka tidak diperintahkan, selain untuk beribadah kepada Allah mengikhlaskan agama hanya untuk-Nya dengan penuh ketundukan.”

Apa yang dilakukannya, semua kerana Allah SWT. Dengan pengharapan untuk memperolehi keredhaan-Nya.Ikhlas dalam beramal, adalah kerana Allah tanpa berharapkan harta kemewahan, bentuk-bentuk ganjaran pembalasan, kemashsyuran yang menggiurkan, darjat pangkat yang gah, dan dipuja-puja oleh manusia.

Tanda-tanda Ikhlas

Setiap sesuatu yang kita laksanakan ada indikatornya, ada tandanya ; begitu juga dengan ikhlas. Antara tandanya :(1) Takut akan kepopulariti dan kemasyhuran dikhalayak ramai, bimbang namanya tersebar dan disebut-sebut dengan amalan yang dilakukan. Hatinya gusar.

(2) Sentiasa menuduh dirinya dengan kelemahan, kekurangan, ketidak upayaan dan penuh dengan keaiban di sisi Allah SWT. Dia sentiasa berwaspada dengan tipu daya dengan amalan dan bangga diri.

(3) Beramal secara senyap, diam, tersorok itu lebih disukainya daripada amalan yang dikelilingi dengan kegemparan perancangan, diheboh-heboh dan kebingitan kemasyhuran. Makna, mulut hebah mencanangkan apa yang akan dibuat, dijanji dan sebagainya, tetapi perbuatan dan janji yang ada umpama tin kosong tanpa amalan nyata.

(4) Tidak kisah dengan kata-kata, dan pandangan manusia sekiranya dibelakangnya adalah kemurkaan Allah SWT.(5) Cinta dan bencinya, memberi dan sekatannya, keredhaan dan kemarahannya ; semuanya adalah kerana Allah SWT.

(6) Berusaha untuk mengikhlaskan diri dengan sedaya mungkin. Insafi diri selalu bermuhasabah dan mengelak untuk ujud dan riyak.Jalan menuju keikhlasan

Pernah saya ditanya oleh seorang pelajar.“ Ustaz, jika saya belajar kerana ibu bapa saya itu ikhlas kan ustaz?“ Tidak”“ Kenapa?”“ Ikhlas itu, kita belajar dan beramal kerana Allah”“ Tidak sama ka”“Tidak”Belajar kerana Allah ialah hati kita bulat dan sepenuhnya adalah kerana Allah. Kita didik hati dan proses untuk semuanya kerana Allah.Tiada percampuran niat.Harus ikhlas dan belajar untuk ikhlasBagaimana hendak memahami erti hakikat IKHLAS?Kita perlu ikhlas. InsyaAllah. Dengan keikhlasan, kita akan merasai kemanisan dan kenikmatan beriman, menyakini dan menagungi kebesaran serta kehebatan Allah SWT.Salam menuju keikhlasan yang murni dan hakiki

Empat Golongan...

Saya mengingat kesekian kalinya apa yang disebut oleh pensyarah management saya puluhan atau belasan tahun yang lalu...management is an art of getting things done through people. To acquire that art is not an easy job. Baru beberapa hari saya diberikan tanggungjawab banyak perkara juga saya telah belajar tentang management. Yang paling utama saya nak sentuh dari definisi itu ialah "........people" Pengurusan sangat berkait dengan manusia. Seni menyuruh orang buat kerja...bagaimana? Mungkin kalau seni buat batik boleh dipelajari dalam masa sehari paling singkat kerana kain, cat, bahan chanting itu tidak akan berkata apa-apa bila kita mencalitkan atau dicalitkan warna di situ tetapi seni menyuruh manusia membuat kerja bukan satu perkara yang mudah untuk dipelajari kalau tidak disertakan dengan minat yang mendalam tentangnya. Sebagai pengurus kita terlebih dahulu perlu mengenalpasti siapa yang kita urus. Secara umum dan kebiasaannya terdapat 4 golongan manusia pekerja yang sedang berada di dalam organisasi. Mereka adalah golongan:

(1) Kerja sedikit-cakap banyak (30 %)

Ciri-ciri:

Tiada atau kurang ilmu/ego/malas/tak nampak silap sendiri/nampak silap orang lain/memilih pekerjaan kerana tiada pilihan lain

(2) Kerja sedikit-cakap sedikit (20 %)

Ciri-ciri:

Tiada atau Kurang Ilmu/Sedar Diri/Ada Keinginan Membuat Kerja/Mengakui Kesilapan Sendiri dan Boleh Bertolak-Ansur dengan Kelemahan Orang Lain/Mempunyai Minat Yang Sedikit Terhadap Pekerjaannya

(3) Kerja Banyak-Cakap Banyak (40 %)

Ciri-ciri:

Berilmu/Ego/Nampak Silap Orang Lain/Tidak Nampak Silap Sendiri/Pekerjaan Pilihan

(4) Kerja banyak- cakap sedikit (10 %)

Ciri-ciri:

Berilmu/Rendah Hati/Jelas Matlamat Bekerja/Bermotivasi Tinggi

Yang paling bahaya ialah golongan (1). Kalau bilangan golongan ini bertambah; mereka akan mengkucar-kacirkan organisasi dengan perangai dan sikap mereka yang sentiasa negatif dan cuba mempengaruhi orang lain pula.

Yang perlu diraikan dan boleh dinamakan anak emas organisasi ialah golongan (4). Golongan ini perlu dirai dan disokong. Kerana produktiviti mereka boleh membantu membangunkan organisasi.

Golongan (3) akan banyak mencabar barisan pentadbir dengan kepandaian mereka. Namun pentadbir boleh belajar sesuatu daripada mereka.

Golongan (2) masih mempunyai harapan untuk dibantu terutamanya untuk meng-up grade ilmu pengetahuan mereka.

Setelah golongan ini dikenalpasti, strategi untuk meminta mereka membuat kerja perlu dirangka dengan sebaik mungkin, dari dalam dan juga luar. Dari dalam bermaksud hati-hati mereka perlu dididik. Dari luar pula bermaksud kemahiran bekerja mereka perlu ditingkatkan, kemahiran sokongan seperti soft skill perlu disemai di kalangan mereka dan social skill juga harus wujud demi menwujudkan suasana kerja yang lebih harmoni dan membahagiakan. Wallahualam.

Bila aku berbicara...

Sebenarnya sudah dua hari saya diuji oleh binatang kecil ini, geli pulak nak upload imej yang sebenar. Sesat seekor dalam rumah. Saya ke hulu dia ke hilir, saya ke tengah dia ke tepi...macam dalam cerita Tom and Jerry tu. Letih juga jadi Tom. Suami saya beri pandangan supaya berkomunikasi secara baik dengan makhluk Allah ini minta dia keluar dari rumah. Alhamdulillah setelah berbicara dengannya semasa saya keluar dari rumah ke tempat kerja pagi tadi; apabila saya balik ke rumah saya tak nampak lagi kelibatnya. Mudah-mudahan dia dah betul-betul meninggalkan rumah saya. Alhamdulillah, mudah juga saya bekomunikasi walaupun dengan seekor haiwan.

Pada pukul 9.30 pagi saya bermesyuarat di PPDHS tentang LADAP. Pada awal tahun 2010 saya sebagai SU LADAP menerima sekeping surat berbentuk memo meminta guru-guru membaca 7 buah buku bagi menggantikan latihan secara "school based" yang tidak lagi dapat dijalankan seperti biasa memandangkan proses penjimatan yang dilakukan oleh kerajaan di jabatan-jabatab kerajaan. Saya sudah menyuruh guru-guru membaca 7 buah buku dan membuat sinopsis seperti yang diminta. Tapi bila dipanggil hari ini lain pula format yang diminta. Penat juga saya berbicara mempertahankan apa yang telah dilakukan oleh guru-guru saya supaya mereka tak membuat kerja dua kali kerana ineffective communication yang berlaku dipihak lain.

Pukul 2.00 petang saya menghadiri mesyuarat guru dan bertindak juga sebagai pengerusi unit kurikulum. Ada kebih kurang 9 perkara yang saya catatkan di dalam agenda. Tapi ada pula ahli mesyuarat yang mempertikaikan post mortem Hari Anugerah Cemerlang yang saya lakukan. Saya memberhentikan post mortem itu kerana saya kata saya menghormati pandangan ahli mesyuarat. Walaubagaimanapun di dalam hati saya berbicara...nak ajak muhasabahpun tak mahu.

Lesson Learnt Today...

Setiap hari sepatutnya mesti ada perkara baru yang kita pelajari dan jangan lupa mengambil iktibar darinya. Sekiranya ia baik jadikan teladan sebaliknya jika ianya buruk jadikan sempadan.

Lesson learnt (1): Don't forget to say insyaAllah if you plan or promise to do something because only Allah is The Most Merciful to grant anything to happen.

Lesson learnt (2): When you are commenting others, think of the way you give your comment. Sometimes people do not accept your comment not because of the comment but because the way you comment them. Be polite, be tactful, be creative, be sincere...

Lesson learnt (3): Effective Communication is very important in our daily life.

Basic development of mission/vision/values statement

Developing a Mission Statement

1. Basically, the mission statement describes the overall purpose of the organization.

2. If the organization elects to develop a vision statement before developing the mission statement, ask “Why does the image, the vision exist -- what is it’s purpose?” This purpose is often the same as the mission.

3. Developing a mission statement can be quick culture-specific, i.e., participants may use methods ranging from highly analytical and rational to highly creative and divergent, e.g., focused discussions, divergent experiences around daydreams, sharing stories, etc. Therefore, visit with the participants how they might like to arrive at description of their organizational mission.

4. When wording the mission statement, consider the organization's products, services, markets, values, and concern for public image, and maybe priorities of activities for survival.

5. Consider any changes that may be needed in wording of the mission statement because of any new suggested strategies during a recent strategic planning process.

6. Ensure that wording of the mission is to the extent that management and employees can infer some order of priorities in how products and services are delivered.

7. When refining the mission, a useful exercise is to add or delete a word from the mission to realize the change in scope of the mission statement and assess how concise is its wording.

8. Does the mission statement include sufficient description that the statement clearly separates the mission of the organization from other organizations?

Developing a Vision Statement

1. The vision statement includes vivid description of the organization as it effectively carries out its operations.

2. Developing a vision statement can be quick culture-specific, i.e., participants may use methods ranging from highly analytical and rational to highly creative and divergent, e.g., focused discussions, divergent experiences around daydreams, sharing stories, etc. Therefore, visit with the participants how they might like to arrive at description of their organizational vision.

3. Developing the vision can be the most enjoyable part of planning, but the part where time easily gets away from you.

4. Note that originally, the vision was a compelling description of the state and function of the organization once it had implemented the strategic plan, i.e., a very attractive image toward which the organization was attracted and guided by the strategic plan. Recently, the vision has become more of a motivational tool, too often including highly idealistic phrasing and activities which the organization cannot realistically aspire.

Developing a Values Statement

1. Values represent the core priorities in the organization’s culture, including what drives members’ priorities and how they truly act in the organization, etc. Values are increasingly important in strategic planning. They often drive the intent and direction for “organic” planners.

2. Developing a values statement can be quick culture-specific, i.e., participants may use methods ranging from highly analytical and rational to highly creative and divergent, e.g., focused discussions, divergent experiences around daydreams, sharing stories, etc. Therefore, visit with the participants how they might like to arrive at description of their organizational values.

3. Establish four to six core values from which the organization would like to operate. Consider values of customers, shareholders, employees and the community.

4. Notice any differences between the organization’s preferred values and its true values (the values actually reflected by members’ behaviors in the organization). Record each preferred value on a flash card, then have each member “rank” the values with 1, 2, or 3 in terms of the priority needed by the organization with 3 indicating the value is very important to the organization and 1 is least important. Then go through the cards again to rank how people think the values are actually being enacted in the organization with 3 indicating the values are fully enacted and 1 indicating the value is hardly reflected at all. Then address discrepancies where a value is highly preferred (ranked with a 3), but hardly enacted (ranked with a 1). 5. Incorporate into the strategic plan, actions to align actual behavior with preferred behaviors.

WHAT IS STRATEGIC PLANNING

What is strategic planning?
Summary:
Strategic planning can be used to determine mission, vision, values, goals, objectives, roles and responsibilities, timelines, etc.

Answer:
Overview

Strategic planning is a management tool, period. As with any management tool, it is used for one purpose only: to help an organization do a better job - to focus its energy, to ensure that members of the organization are working toward the same goals, to assess and adjust theorganization's direction in response to a changing environment. In short, strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it, with a focus on the future.

(Adapted fromBryson's Strategic Planning in Public and Nonprofit Organizations)

A word by word dissection of this definition provides the key elements that underlie the meaning and success of a strategic planning process: The process is strategic because it involves preparing the best way to respond to the circumstances of the organization's environment, whether or not its circumstances are known in advance; nonprofits often must respond to dynamic and even hostile environments. Being strategic, then, means being clear about the organization's objectives, being aware ofthe organization's resources, and incorporating both into beingconsciously responsive to a dynamic environment.The process is about planning because it involves intentionally settinggoals (i.e., choosing a desired future) and developing an approach toachieving those goals.The process is disciplined in that it calls for a certain order and pattern to keep it focused and productive. The process raises a sequence of questions that helps planners examine experience, test assumptions, gather and incorporate information about the present, and anticipate the environment in which the organization will be working in the future. Finally, the process is about fundamental decisions and actions because choices must be made in order to answer the sequence of questionsmentioned above. The plan is ultimately no more, and no less, than a setof decisions about what to do, why to do it, and how to do it. Becauseit is impossible to do everything that needs to be done in this world,strategic planning implies that some organizational decisions andactions are more important than others - and that much of the strategylies in making the tough decisions about what is most important toachieving organizational success.The strategic planning can be complex, challenging, and even messy, butit is always defined by the basic ideas outlined above - and you canalways return to these basics for insight into your own strategicplanning process.
Strategic Planning and Long-Range PlanningAlthough many use these terms interchangeably, strategic planning andlong-range planning differ in their emphasis on the "assumed" environment. Long-range planning is generally considered to mean the development of a plan for accomplishing a goal or set of goals over aperiod of several years, with the assumption that current knowledge about future conditions is sufficiently reliable to ensure the plan's reliability over the duration of its implementation. In the late fifties and early sixties, for example, the US. economy was relatively stable and somewhat predictable, and, therefore, long-range planning was both fashionable and useful.On the other hand, strategic planning assumes that an organization must be responsive to a dynamic, changing environment (not the more stable environment assumed for long-range planning). Certainly a commonassumption has emerged in the nonprofit sector that the environment isindeed changeable, often in unpredictable ways. Strategic planning,then, stresses the importance of making decisions that will ensure theorganization's ability to successfully respond to changes in theenvironment.

Strategic Thinking and Strategic Management

Strategic planning is only useful if it supports strategic thinking andleads to strategic management - the basis for an effective organization.Strategic thinking means asking, "Are we doing the right thing?" Perhaps, more precisely, it means making that assessment using three keyrequirements about strategic thinking: a definite purpose be in mind; an understanding of the environment, particularly of the forces that affector impede the fulfillment of that purpose; and creativity in developing effective responses to those forces.It follows, then, that strategic management is the application ofstrategic thinking to the job of leading an organization. Dr. JagdishSheth, a respected authority on marketing and strategic planning,provides the following framework for understanding strategic management: continually asking the question, "Are we doing the right thing?" Itentails attention to the "big picture" and the willingness to adapt tochanging circumstances, and consists of the following three elements:
formulation of the organization's future mission in light of changingexternal factors such as regulation, competition, technology, andcustomers
development of a competitive strategy to achieve the mission
creation of an organizational structure which will deploy resources tosuccessfully carry out its competitive strategy.Strategic management is adaptive and keeps an organization relevant. Inthese dynamic times it is more likely to succeed than the traditionalapproach of "if it ain't broke, don't fix it."
What Strategic Planning Is Not

Everything said above to describe what strategic planning is can alsoprovide an understanding of what it is not. For example, it is aboutfundamental decisions and actions, but it does not attempt to makefuture decisions (Steiner, 1979). Strategic planning involvesanticipating the future environment, but the decisions are made in thepresent. This means that over time, the organization must stay abreastof changes in order to make the best decisions it can at any given point- it must manage, as well as plan, strategically.Strategic planning has also been described as a tool - but it is not asubstitute for the exercise of judgment by leadership. Ultimately, theleaders of any enterprise need to sit back and ask, and answer, "Whatare the most important issues to respond to?" and "How shall we respond?" Just as the hammer does not create the bookshelf, so the data analysis and decision-making tools of strategic planning do not make the organization work - they can only support the intuition, reasoningskills, and judgment that people bring to their organization.

Finally, strategic planning, though described as disciplined, does not typically flow smoothly from one step to the next. It is a creativeprocess, and the fresh insight arrived at today might very well alter the decision made yesterday. Inevitably the process moves forward and back several times before arriving at the final set of decisions.Therefore, no one should be surprised if the process feels less like a comfortable trip on a commuter train, but rather like a ride on a rollercoaster. But even roller coaster cars arrive at their destination, aslong as they stay on track!