Wednesday, 22 February 2012
Sunday, 20 November 2011
与牛共舞
Monday, 18 April 2011
Mesyuarat Agung Tahunan Cawangan Taman Bakap Indah (MAT/AGM) 2011 & lain 2 Cawangan
Parti Tindakan Demokratik (2011年槟州民主行动党支部常年大会)
Cawangan Taman Bakap Indah Kawasan Parliman Nibong Tebal
Kepada : Semua Ahli Cawangan Yang Berkelayakan Tarikh : 18 April 2011
Saudara/ Saudari,
MESYUARAT AGUNG TAHUNAN (MAT/AGM) CAWANGAN BAGI TAHUN 2011
Notis dengan ini diberi bahawa MAT Cawangan Taman Bakap Indah akan diadakan pada pukul 7 malam (pm), pada 02 May 2011, hari sabtu di 981, Jalan Ooi Kar Seng, Nibong Tebal.
Agenda mesyuarat adalah seperti berikut: -
(a) Ucapan aluan oleh Pengerusi Cawangan
(b) Ucapan oleh Wakil Negeri / Jawatankuasa Tertinggi Pusat
(c) Memilih Ahli-Ahli Jawantankuasa Cawangan mengikut Perlembagaan Parti
(d) Memilih Wakil Kongres mengikut Perlembagaan Parti
(e) Meluluskan Minit MAT Cawangan, Penyata Kira-Kira Kewangan dan lain-lain lagi.
Saudara / saudari diingati untuk membawa bersama kad pengenalan Sdr / Sdri untuk tujuan pengenalan identiti oleh Speaker MAT. Terima Kasih.
Yang Bersaudara,
Nama: TAN CHEW PHENG
Jawatan : Setiausaha Cawangan
No telefon :Nil
Email : Stephen_cpt@yahoo.com
s.k. Speaker Mesyuarat Agung Tahunan
Setiausaha Negeri, S/U Organisasi Negeri
Note: Tiada surat akan dikirim disebabkan kos setem agak tinggi dan Cawangan kami memegang kepada prinsip CAT (semua ahli kami tidak menerima rasuah atau habuan dari mana-man pihak); Green penang (Paperless). Jikalau Pemimpin Negeri beranggapan ini tidak munasabah, sila menaja kos ini.
Branch AGM 2011 Schedule yang lain
1. Sungai Udang 20-04-11 (wed) 8.30pm, Attended by Boon Poh/Chong Eng
2. Sungai Aceh 27-04-11 (wed) 8.30pm, Attended by Boon Poh / Hock Peng
3. Taman Sentosa 07-05-11 (sat) 8.00pm, Attended by Hon Wai/ Hock Seng
4. Kampung Sanglang 07-05-11 (sat) 9.00pm Attended by Hon Wai/ Hock Seng
5. Taman Sri Nibong 14-05-11 (sat) 8.30pm, Attended by Hun Wooi/ Teng Hai
6. Taman Nuri 14-05-11 (sat) 9.30pm, Attended by Hun Wooi/ Teng Hai
7. Taman Tambun Indah 30-05-11 (mon) 8.30pm, Attended by Ramasamy/ Hock Peng
Tempat: 981, Jalan Ooi Kar Seng, Nibong Tebal.
Minit Mesyuarat MAT Cawangan Taman Bakap Indah Tahun 2010
Sunday, 12 December 2010
Overcoming Obstacles Key Part Of The Leadership Journey
- Nullify your “hostage” or “victim” mindset.
- The greatest discovery of my generation is that human beings can alter their lives by altering their attitudes of mind.
- Reframe obstacles into opportunities.
- Obstacles inspire the desire to solve dilemmas. Obstacles are a miraculous opportunity for innovation and charge.
- Break down the obstacles into smaller achievable chunks.
- Obstacles are like mountains not likely to move themselves. You must take action to overcome it, not sit at the foot of the mountain hoping it will suddenly vanish.
- Learn from the obstacles but keep the focus on your big goal.
- Learning is what differentiates leaders. Obstacles provide situations for us to learn.
- Coelho states that before you can reach your dream, you will be tested by the very same universe. Obstacles are part and parcel of life. We need to embrace it as an opportunity to learn.
In shorts:
- There is a saying that goes, ”The harder the conflict, the more glorious the triumph.”
- Champions are made from something they have deep inside them ~a desire, a dream, a vision.
(The Star - 27 Nov 2010)
Sunday, 31 October 2010
Saturday, 30 October 2010
Tragedy In Dapsy Nibong Tebal (Kisah Benar Berat Sebelah)
Sunday, 16 May 2010
Start Sharpen Our Axe Now
The Star 15 May 2010 (Saturday)
A very strong and skilled woodcutter asked for a job with a timber merchant. His boss gave him an axe and on his first day, the woodcutter cut down 15 tress. His boss was pleased and said: “Well done, good work!” Highly motivated, the woodcutter tried harder the next day, but could only fell 13 tress. The third day, he tried even harder, but only 11 tress were chopped down. Day after day, he tried harder but he cut down fewer trees. The woodcutter thought he must be losing his strength. He apologized to the boss, claiming he could not understand why. The boss asked: “When was the last time you sharpened your axe?” The woodcutter said: “I had no time to sharpen my axe. I have been too busy cutting down trees.” He sharpened his axe and immediately was back to 15 trees a day. Since then, he begins the day by sharpening his axe.
Moral of the story
1. Most leaders are too busy doing and trying to achieve, that they never take time to learn and grow. Most of us don’t have the time or patience to update skills, knowledge, and beliefs about an industry, or to take time to think and reflect. Many assume that learning ends at school and so sharpening our axe is not a priority.
2. Dr. Steven Covey, who popularized the term, believes it means “increasing your personal production capacity by daily self care and self-maintenance.”
3. Most people fail to understand what it means and mistake it for taking a break or vacation. If you’re overworking yourself and your productivity drops off, take a break.
4. However, that isn’t sharpening the axe; that’s putting the axe down. When you put down a dull blade and rest, the blade will still be dull when you pick it up.
Sharpening the axe is an activity. We too can sharpen the axe of our life. Here are 10 ways:
a) Read a book every day
b) Get out of our comfort zone by changing jobs. A new job forces you to learn
c) Have a deep conversation with someone you find interesting. Sharpen your axe through that interaction
d) Pick up a new hobby. Stretch yourself physically, mentally or emotionally
e) Study something new
f) Overcome a specific fear you have or quit a bad habit
g) Have a daily exercise routine or take part in some competition
h) Identify your blind spots. Understand, acknowledge and address it
i) Ask for feedback and get a mentor
j) Learn from people who inspire you
You’re so focused on your task at hand with no time for discussion, introspection or study, you’re not really moving forward.
The Management Mythbuster author David Axson believes most organization still rely on outdated management strategies. Unless we are sharpening our axe daily by observing the changing world and changing ourselves accordingly, we risk becoming irrelevant.
Andrew Grove reinvented Intel and oversaw a 4,500 times increase in market capitalization by his daily habitual “axe-sharpening” ritual of understanding global changes and taking advantage of these to ensure Intel remained relevant.
Employees at Japanese organizations like Toyota believe it’s a crisis if they do not create improvement each day. The “Kaizen mindset” means that every day, whether you’re a line worker or executive, you find ways to learn something new and apply it to what you’re doing. This forces employees to be alert, mindful and constantly improving.
Many of us do just the opposite. By staying in the same job for many years, although we become experts and our roles become easy, our learning flattens.
We don’t like changing jobs as there is pain and struggle in taking on new roles. But the more we struggle, the more we learn.
Our natural inclination to be mindless as mindlessness is our human tendency to operate an autopilot, whether by stereotyping, performing mechanically or simply not paying attention. We are all victims of being mindless at times. By sharpening our axe, we move from a mindless state to a mindful state; from “blindly going with the flow” to thinking and “breaking boundaries.”
When there is a crisis or financial situation, the first thing that gets slashed is training programmes for employee. Yet, in a crisis, there is a greater need for employees to have sharpened axes to deal with issues. Crisis often helps companies to become great because they finally take time to sharpen their axe by relooking at their current strategies and reinventing their industries, sometimes through painful reforms.
Of course, too much or aimless axe sharpening can become another form of procrastination. Many like to attend training courses and classes but end up never using the axe. After sharpening the axe, use it or all is in vain.
How are your various blades doing? Your skills, your knowledge, your mind, your physical body, your relationship, your motivation, your commitment to succeed, your capacity for growth and your emotions etc…
Lincoln once said: “Give me six hours to chop down a tree and I’ll spend the first four sharpening my axe.”
Sunday, 18 April 2010
Do you know who YOU are? Leadership
The Star (Saturday 17 April 2010)
- Goleman, Boyatzis and McKee in their book, Primal Leadership, refer to ‘CEO disease’ as the information vacuum around a leader created when people withhold important (sometimes unpleasant) information.
- Unfortunately, we see numerous instances of ‘CEO disease’ in Asian organisation. This happen when the CEO is in denial of the real state of the business and is not open to criticism or bad news. In fact, in some organisation, the board of directors are filled with cronies and others unlikely to be critical of the CEO’s performance.
- The CEO is unlikely to be offered much in form of constructive criticism needed to improve performance. He will have significant blind spots that he will never know exist.
- The day soldiers stop bringing you their problems is the day you have stopped leading them, says Colin Powell. They have either lost confidence that you can help them or concluded that you do not care.
- The antidote for this disease – self-awareness. No one welcomes bad news about themselves, but self-aware leaders not only accept feedback, they even seek it out. They do so because they want to keep learning and growing.
- Self-awareness is simply being conscious of your strengths while acknowledging what you still have yet to learn. This includes admitting when you don’t have the answers and owning up to mistakes.
- Example, we promoted a high performance individual to a managerial role, his strength in process rigour and execution become his weakness as he micro-managed instead of empowering his team.
- Get started in Self-awareness – The Johari Window, 4 major quadrant:
a) Open self – What others know about you and which you know too.b) Blind self – What others can see about you, which you can’t see.c) Hidden self – What others don’t know about you. In other words, your secret.d) Unknown self – What others don’t know about you and neither do you.
- The Johari Window encourages us to enlarge our Open Self while shrinking our Blind Self and unknown Self, enabling you to be in control of yourself.
- The best way to shrink your Blind Self is to get constant feedback and there are numerous tools including the 360 multi-Briggs Type Indicator or even a strength assessment. It can be accelerated by honest feedback from others.
- We are all going to struggle with negative feedback, but if we are unaware of how people view us, we will never be effective.
- The reality, as Harvard Business School professor Bill George puts it, ‘is that no one can be authentic by trying to be like someone else. There is no doubt that you can learn from the experiences of others, but there is no way you can be successful trying to be like them. People trust you when you are genuine and authentic, not an imitation.
- Focusing on yourself, regardless of mistakes or strengths, yields improvement, but zooming in on your strengths is significantly more beneficial.
- ‘If you want to know your past, look into your present condition. If you want to know your future, look into your present actions’ – Start thinking about yourself.
Sunday, 14 March 2010
Brain Power
The best leaders have healthy brains
a) A leader’s ability to manage emotions is critical as emotions can compromise or sabotage your ability to make effective decisions.
b) Your brain has the capacity to continue to develop and grow. A growing brain keeps mastering the competencies of leadership – everything from self-confidence and decision making to empathy and persuasion to running effective meetings – until it gets it right.
c) Our brain thrives on change and challenges. But in most cases, people resist change because of the pain of change. The brain’s main function it to keep you alive and resist pain.
d) There is usually huge resistance to the change and failure. Leaders who leverage brain-power will understand the need for engagement and employee participation in any change effort.
e) Many leaders still hold on to the old adage of leadership by command and control. Instead, empathy and social intelligence is the way forward. A newly discovered brain neutron, called the mirror neuron, enables leaders to learn empathy.
f) So, a leader’s action is more important than his words. The brain thinks in pictures not words.
The MBA - Is it still relevant? (The Star)
MBA - Is it still relevant? (The Star)
a) Many MBAs not well equipped to make good judgements, and didn't have enough good sense to take corporate social responsibility to next level.
b) Still, greedy appetites in a 'corrupt' eco-system can overpower even the best management education.
c) It was a time of market liberalisation.
d) This new preoccupation with quantitative methods and mathematical models, including the use of advanced analysis, unfortunately gave MBAs the illusion of being able to control financial risks. Moreover, their teaching was flawed by ignoring a good sense of ethics and impacting lots of moneymaking knowhow.
e) Ooverheard this at MIT-Slogan last summer: ’In physical science, three laws explain 99% of behaviour; in finance, 99 laws can explain at best only 3%.’
f) Actually, MBA training helps understand the ecosystem and master developments. The education as two elements – one is about business and economics and the other, management and leadership. The first looks outside the firm to its context (customers, suppliers, regulators, markets), while the second looks inside the firm to its effectiveness, efficiency, planning and implementation. Both are important to the success of individuals in a leadership position.
Sunday, 3 January 2010
7 resolutions that organisation should adopt:
Just sharing from The Star today...
7 resolutions that organisation should adopt:
1. Take the selection process more seriously - for goodness sake, stop hiring staff that will create more problems that they solve...
2. Develop an on-site development programme for your staff team - less than 20% of 'True development' can be attributeed to offsite training (workshops,team building camp); 80% at workplace itself...
3. Be honest with your staff evaluations - Do you want your staff to start growing up and take responsibility for their work and their potential? Then stop treating them like children...
4. Identify the ambitious of your staff...
5. Start an employee-assistance programme...
6. Encourage people to disagree with you - If you want your company to be sharp in its decisions making, then once and for all kill off the culture of 'Yes Man'...
7. Bring psychology graduates into your team...
Saturday, 26 December 2009
Friday, 25 December 2009
Merry X'mas & Happy New Year 2010.
Merry X'mas & Happy New Year 2010.
Let work SmartHard to Safe the World, build our Ship, only the Best in the Arks...
Dawn shit our World is sinking down towards 2012...May Next Year generates the Good will of Glorious.
Cheerio!
Sunday, 14 June 2009
高渊区社青团团长-陈秋平同志 (14/06/09)
一)希望社会大众，不论是媒体、我党领袖、基层党同志或高渊居民要了解和清楚整件事情的焦点，请把注意力放在YB陈明发被怀疑涉及2000令吉拨款变成450令吉物品<货不对办的丑闻>？希望反贪污局和槟州政府能尽快调查清楚，把整件事的来龙去脉公布，让事情水落石出，有犯错的应公平公正透明的采取法律行动，别再给无辜的人士，不论是举报人、当事人、帮助处理投诉的人，带来困扰和压力。我要重申不要因为数目太小，而认为无所谓，因为贪污的行为是集少成多的！
二)关于我党领袖包括秘书长、槟州主席、槟州州委和中央领袖都否认接获郑复荣同志的投诉，而郑复荣同志本身却一再强调有把这事情传达给党领袖。这是件很严重的指责和控诉，可大可小，关系到一个党领袖的信誉和尊严。所以，我希望党高层能尽快成立一个独立调查委员会，以拟清事情的来龙去脉，给党员们一个交代。
三)关于党领袖，特别是槟州主席YB曹观友，在报章公开承认有接获郑复荣同志很多的投诉，我们高渊基层领袖及党员非常高兴，证明党领袖认同我们是一向来有遵从党的程序和指示，都有通过党的正常管道投诉。所以，我们高渊基层领袖及党员非常的有兴趣要知道这些投诉目前的进展，特别是调查的结果和行动，因为有些投诉已2年了还没结果。我们希望能看到党领袖的诚意。
Saudara Tan Chew Pheng (Pengerusi Dapsy Nibong Tebal)
a) Harapkan semua pihak terutamanya pihak media, pemimpin DAP, ahli DAP dan penduduk Nibong Tebal mengenalpasti asas usul peristiwa ini, iaitu ‘YB Tang Beng Huat disyaki terlibat secara langsung ataupun secara tidak langsung dalam tuduhan rasuah menelan wang sebanyak RM2000 bertukar jadi RM450 barangan letrik?’.Diharap pihak SPRM dan Kerajaan Negeri Pulau Pinang dapat menyiasat perkara ini secara terperinci, adil, saksama dan telus, seterusnya secepat mungkin mengemukakan hal sebenar kepada pengetahuan orang awam kerana ia adalah melibatkan faedah orang awam khususnya penduduk Nibong Tebal. Kalau ada pihak didapati bersalah menyeleweng wang haruslah diberi hukuman yang setimpal, dan adalah tidak adil bagi orang yang memberi maklumat/bukti daripada terus dianaiya atau difitnah. Saya hendak menegaskan bahawa jangan berasa wang terlibat sedikit kerana budaya merasuh dipupuk dan dilakukan bermula dari sedikit sedikit lama-lama jadi bukit.
b) Mengenali dakwaan bahawa Saudara Teh Hock Yong telah menyampai hal penyelewengan ini kepada pemimpin DAP pusat dan negeri sebelum dibangkitkan secara terbuka dalam media. Harapkan pemimpin pusat serta merta menubuhkan satu ‘Suruhanjaya siasat bebas DAP’ untuk menyiasat hal sebenar dan memberi penjelasan kepada ahli-ahli DAP kerana ia melibatkan maruah dan nama baik kedua-dua pihak dalam parti dan boleh elakkan ia disalahguna dan diheboh-hebohkan oleh pihak lain.
c) Mengenali dakwaan pemimpin DAP terutamanya Pengerusi DAP Negeri Pulau Pinang Saudara Chow Kon Yeow secara terbuka menyatakan bahawa telah banyak menerima aduan-aduan daripada Saudara Teh Hock Yong. Kami ahli-ahli DAP Nibong Tebal amat suka hati kerana menunjukkan Pengerusi mengakui dan menerima tindakan / aduan kami yang disampaikan melalui saluran yang betul dalam parti selama ini. Oleh itu, kami amat berharap dan ingin tahu perkembangan sekarang semua aduan kami, apakah tindakan susulan dan keputusan siasatan terhadap semua aduan kami. Setahu kami, ada beberapa aduan sudah berlanjutan selama hampir 2 tahun dan masih belum mendapat penjelasan/laporan yang terperinci dan masih mempunyai banyak raguan. Kami amat mengharapkan keikhlasan pemimpin untuk menyelesaikan aduan dan kesusahan kami.
Sunday, 7 June 2009
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