Friday, November 12, 2010
Vietnamese Citizen - Pride!
Thursday, July 15, 2010
Penang - A Place to come...

Thursday, July 08, 2010
Organizational Behavior - Penang 2010
• Balanced learning habits and skills
• Self-knowledge, self-awareness, self-disclosure
• Mental agility, toughness, determination, perseverance, and willingness to work hard
• Command of basic facts, relevant professional knowledge, sensitivity to events
• Skills in problem identification, problem solving, decision making, judgement making
• Social skills, ability to inspire enthusiasm
• Proactive attitude, willingness to take risks
• Emotional resilience
• Creativity
Are they too many for a successful manager? To me, it's rationale. It is not easy to be successful in a fast-moving economy/ industry. People have to learn more, work harder, and think smarter. There are three things that a person needs to have: Knowlege which can be learnt, Skills which can be trained, and Habits which can be practiced. However, one more thing that is so important to a person is Attitude. Everything can be achieved thru learning, training, practising but Attitutes is hard to change. Attitude influences the process of dong tasks. Positive attitudes drive people to doing things well. Negative attitudes demotivate people from passion & willingness in doing tasks. We can have richer knowledge, more skillful and better habits. But once we hold negative attitudes, it's very difficult to move to positive. These 4 elements from KASH, of which pronunciation sounds like CASH. If you want to have cash, you should have KASH! To have KASK, you just rely only 20% on training, 30% on relationship, but up to 50% on "hard knocks" (Ron Zemke (Aug 1985): “The Honeywell Studies: How Managers Learn To Manage”, p. 46-51). What is it meaning? Training provides you basical and theoretical phylosophy. Relationship can help your business go smoother. When you apply what you learn from training, with your relationship attributes, you may be successful or may not. "Hard Knocks" implies the situation in which you fail and have to pay for its price. So tough!
Everybody can talk about leadership, roles of leaders, functions of leaders. If we carry out these roles or functions effectively and efficiently, "hard knocks" will be limited. From my reading, there are 3 roles for leaders:
- Interpersonal: Leaders play the roles of Figurehead (Team Builder), Leader (Coach), and Liason (Delegator)
- Informational: roles of Disseminator & spokeperson
- Decisional: roles of Entrepreneur, Disturbance Handler, Resources Allocator, and Negotiator
and 8 functions for an effective and efficient manager are: Planning, Organizing, Communicating, Staffing, Leading, Motivating, Decision Making and Controlling.
A manager also needs skills to do go jobs:
• Conceptual skills
• Technical skills: Diagnostic skills & Time management skills
• Human skills: Interpersonal skills & Influencial skills.
John Maxell said "A leader is the person who knows the way, goes the way and shows the way". General Collin Powell said "The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership."
From these point of view, I think about three things: Competency, Charisteristics, and Care (3 Cs). If you have Competency, Charisteristics and Care, people will follow you! Again, this brings me back to General Collin Powell "Good leadership involves responsibility to the welfare of the group, which means that some people will get angry at your actions and decisions. It's inevitable, if you're honorable. Trying to get everyone to like you is a sign of mediocrity: you'll avoid the tough decisions, you'll avoid confronting the people who need to be confronted, and you'll avoid offering differential rewards based on differential performance because some people might get upset. Ironically, by procrastinating on the difficult choices, by trying not to get anyone mad, and by treating everyone equally "nicely" regardless of their contributions, you'll simply ensure that the only people you'll wind up angering are the most creative and productive people in the organization".
That's my personal understanding. What I have been learning from this MBA Program are almost similar. Yet there are some other interesting things I think I will post up. Once I do this, it helps me remember my lessons and this is considered a source of consolidation... (con't)
Wednesday, July 07, 2010
Business Research Methods - Penang 2010 (con't)

The main objective of this research is to identify the core factors that influence the increase in number of participants. Thus it expects to achieve the following objectives:
1. To identify the core factors that influence the increasing participants
2. To explore the opportunities in other countries for reallocation of resources in investment.
3. To identify the differences in behavioral intention of the respondents based on their characteristics such as age, gender and income level.
1. What are the factors that influence the participants?
2. Which opportunities do we set as the priority for investments?
3. Does characteristics make it diference in decision making?
Business Research Methods - Penang 2010
There are two kinds of research: basic and applied. Basic research is more related to a mechanism. It aims to expand the limits of knowledge, did not directly involve in any solution to a pragmatic problem. From the other side, applied research is conducted to come up with a decision about a specific real-life problem...(con't)
Tuesday, July 06, 2010
Kek Lok Si Experience 2nd time


Monday, July 05, 2010
Penang - Strategic Management (con't)
Last but not least, business evaluate the strategy. Large business evaluate the strategy very frequently, in a periodical manner. It also needs more investments in term of time and expertise. It is more simple with small business.
Saturday, July 03, 2010
Penang - Strategic Management
1- First you have to develop your strategic Vision & Mission
2- Second you should set your objectives
3- Third you craft a strategy to achieve your set objectives
4- Then you, as understood as fourth, must implement and execute your strategy, otherwise nothing happens.
5- Lastly it's time to evaluate & correct your action plans.
To me, last step seems very important as we would know whether we are in the right track and what we need to adjust to make sure our objectives are being achieved in the right way. We might revise or adjust our action plans or even our strategy but we rarely change our objectives. Once we set an objective, we have reasons to do that and if we quit, that means we leave our target, we compromise.
In strategic mgt, large business and small business build their strategy a little bit differently. With large business, they should have bigger view of business and future development. Therefore their vision is of long-term and mission is of larger scope. Large businesses aim to bigger market with various targets in a global environment. Objectives are also more "macro" and ambitous. They pay more attention to their strategic objectives while small business sometimes put their strategy aside and focus more on sales operations. When we talk about objectives in strategic mgt, we understand that there are two objectives: financial & strategic. Small business usually set financial objectives rather than strategic objectives while larger business set priority for strategic objectives. Financial objectives are also important but they would rather invest more resources to achieve their strategic objectives. Once you achieve your strategic objectives, you can hit your financial target easily... (con't)