Starlight Team
3X Team
3X Team
11 years ago
Friday, February 3, 2012
Monday, January 30, 2012
Team Building @ Work
Day 1:
Activities
1. Mayers Briggs Type Analysis (MBTI) -Understand Your Team
2. Your Group Temperament Understand Your Group
-Powerful Choleric
-Perfect Melancholy
-Peaceful Phlegmatic
-Popular Sanguine
3. Entrepreneur Success-Sharing Session -What make you and what break you
4. Brain Trick-Matches Question -Between logic and trick
5. 'Rumahku' - Office Gossip -Highest Tension
Day 2: Activities
1. The Contractor
-the what next attitude
2. Blogging
- keep your knowledge intact
3.Scavenger Hunt
- building Knowledge
Day 3: Storyboard
-the importance of analysis and planning
Day 4: Advertisment
-learn to use technology and social media
-identify file format for audio, video, image and animation
-playing with creativity
-presentation skill in front of real audiance
Thursday, January 19, 2012
Monday, November 21, 2011
Saturday, November 19, 2011
Saturday, October 8, 2011
Thursday, April 28, 2011
Fire Fox vs Google Chrome
Google Chrome Has 120 Million Users
Google revealed during its Chrome press conference today that its web browser now has 120 million users. That’s 50 million more users than it had less than seven months ago. Chrome is Google’s webkit-based web browser. Launched in September 2008, the browser has gone from zero market share to nearly 10% market share. It’s known for its lightweight design and fast javascript rendering.
How fast is Google’s web browser growing, though? At its developer conference in May, Google announced that Chrome had 70 million users. That means the browser has increased its user base by around 40% in six and a half months. That’s some serious growth. In comparison, Firefox — currently the second most popular browser in the world — surpassed 1 billion downloads last year. There’s a big difference between users and downloads, but it gives a reference point for Chrome’s growth in the past two years.
-MZA-
Google revealed during its Chrome press conference today that its web browser now has 120 million users. That’s 50 million more users than it had less than seven months ago. Chrome is Google’s webkit-based web browser. Launched in September 2008, the browser has gone from zero market share to nearly 10% market share. It’s known for its lightweight design and fast javascript rendering.
How fast is Google’s web browser growing, though? At its developer conference in May, Google announced that Chrome had 70 million users. That means the browser has increased its user base by around 40% in six and a half months. That’s some serious growth. In comparison, Firefox — currently the second most popular browser in the world — surpassed 1 billion downloads last year. There’s a big difference between users and downloads, but it gives a reference point for Chrome’s growth in the past two years.
-MZA-
Monday, April 25, 2011
Dari Usahawan Untuk Usahawan
Masa: 9.00 Pagi-12.00 Tengahari
Tarikh: 7/4/2011
Yuran Seminar: RM10
Bagaimana Memulakan Perniagaan Blog degnan Suksess
About-How to Build a Successful Blog Business
How to Build a Successful Blog Business is a straight forward guide to building a publishing business online that covers everything from choosing a niche to hiring staff, registering a business to selling it, finding traffic to monetizing it.
Whether you are interested in creating an additional income stream or building a fully-fledged business, this is an essential read for web entrepreneurs and online publishers.
Collis is a web veteran with a wealth of experience and an easy to read style. He has founded sites such as the Tuts+ network, the Envato Marketplaces, FreelanceSwitch and AppStorm which combined serve up over 50 million pageviews a month.
In How to Build a Successful Blog Business Collis shares tips from his years of operating kick ass blogs, and reveals stats, graphs, revenue figures and inside details from three real world case studies.
Nowhere else will you be able to find information like this. Step behind the scenes of Envato’s wildly successful sites and find out how you build blogs that are both profitable and popular.
This is the must-read book on blogging business.
EBook Details
-Paperback: 330 pages
-Publisher: Rockable Press (2010)
-Language: English
EBook Download
330 pages | Rockable Press 2010 | English | PDF | Rar 23.3 MB
Download Link
Click Here to Download
Monday, April 11, 2011
Friday, November 19, 2010
Sosial Media dan Impak Sosial
Benarkah Penggunaan 'Social Media' Menyebabkan Pengamalnya Kurang Berinteraksi Secara Bersemuka. Akhirnya semua persoalan ini terjawab dengan data statistik yang dijalankan oleh 'ExactTarget' melalui kajian 'Social Mythbusting'.
Kajian ini juga telah membuktikan wujudnya korelasi (co-relation) diantara peningkatan penggunaan 'social media' dan peningkatan pertemuan sosial diantara pengamalnya.
Regards
MZA
Kajian ini juga telah membuktikan wujudnya korelasi (co-relation) diantara peningkatan penggunaan 'social media' dan peningkatan pertemuan sosial diantara pengamalnya.
Regards
MZA
Monday, October 25, 2010
Self Development-Effective Leadership
Leaders must be adaptable to change. Charles Darwin said, "It's not the strongest of the species, nor the most intelligent, that survive; it's the one most responsive to change."
Megat on Leadership
View more presentations from trainingandcoaching.
Self Development-Leadership Theory
Hersey’s and Blanchard’s Situational Leadership
The Classic Situational Leadership® model of management and leadership style also illustrates the ideal development of a team from immaturity (stage 1) through to maturity (stage 4) during which management an leadership style progressively develops from relatively detached task-directing (1), through the more managerially-involved stages of explanation (2) and participation (3), to the final stage of relatively detached delegation (4), at which time ideally the team is largely self-managing, and hopefully contains at least one potential management/leadership successor.
The aim of the leader or manager is therefore to develop the team through the four stages, and then to move on to another role.
Ironically this outcome is feared by many managers. However, good organisations place an extremely high value on leaders and managers who can achieve this.
The model also illustrates four main leadership and management styles, which a good leader is able to switch between, depending on the sitution (ie., the team’s maturity relating to a particular task, project or challenge.)
Situational Leadership® is a trademark of the Center for Leadership Studies, which represents the interests and products of Dr Paul Hersey. Ken Blanchard (who incidentally wrote ‘The One Minute Manager’) went on to develop the Situational Leadership® system into what he called Situational Leadership II®, and which now covers a range of products marketed by his organization, The Ken Blanchard Companies.
Use of material relating to Situational Leadership® and/or Situational Leadership II® requires licence and agreement from the respective companies.
Tannenbaum and Schmidt Continuum
The Tannenbaum and Schmidt Continuum also correlates in a way to the models above – esentially that management style tends to offer more freedom as the group matures.
Tannenbaum&Schmidt Continuum
The diagonal line loosely equates to the dotted line on the other two models. As the team matures and becomes more self-suffient and self-directing, so the manager’s style should react accordingly, ideally becoming more detached, more delegating, encouraging and enablung the group to run itself, and for a successor (or if you are a good manager or a lucky one, for more than one successor) to emerge.
The Classic Situational Leadership® model of management and leadership style also illustrates the ideal development of a team from immaturity (stage 1) through to maturity (stage 4) during which management an leadership style progressively develops from relatively detached task-directing (1), through the more managerially-involved stages of explanation (2) and participation (3), to the final stage of relatively detached delegation (4), at which time ideally the team is largely self-managing, and hopefully contains at least one potential management/leadership successor.
The aim of the leader or manager is therefore to develop the team through the four stages, and then to move on to another role.
Ironically this outcome is feared by many managers. However, good organisations place an extremely high value on leaders and managers who can achieve this.
The model also illustrates four main leadership and management styles, which a good leader is able to switch between, depending on the sitution (ie., the team’s maturity relating to a particular task, project or challenge.)
Situational Leadership® is a trademark of the Center for Leadership Studies, which represents the interests and products of Dr Paul Hersey. Ken Blanchard (who incidentally wrote ‘The One Minute Manager’) went on to develop the Situational Leadership® system into what he called Situational Leadership II®, and which now covers a range of products marketed by his organization, The Ken Blanchard Companies.
Use of material relating to Situational Leadership® and/or Situational Leadership II® requires licence and agreement from the respective companies.
Tannenbaum and Schmidt Continuum
The Tannenbaum and Schmidt Continuum also correlates in a way to the models above – esentially that management style tends to offer more freedom as the group matures.
Tannenbaum&Schmidt Continuum
The diagonal line loosely equates to the dotted line on the other two models. As the team matures and becomes more self-suffient and self-directing, so the manager’s style should react accordingly, ideally becoming more detached, more delegating, encouraging and enablung the group to run itself, and for a successor (or if you are a good manager or a lucky one, for more than one successor) to emerge.
Self Development-Team Development Model
Bruce Tuckman’s 1965 Forming Storming Norming Performing Team-Development Model
Dr Bruce Tuckman published his Forming Storming Norming Performing model in 1965. He added a fifth stage, Adjourning, in the 1970′s. The Forming Storming Norming Performing theory is an elegant and helpful explanation of team development and behaviour. Similarities can be seen with other models, such as Tannenbaum and Schmidt Continuum and especially with Hersey and Blanchard’s Situational Leadership® model, developed about the same time.
Tuckman’s model explains that as the team develops maturity and ability, relationships establish, and the leader changes leadership style. Beginning with a directing style, moving through coaching, then participating, finishing delegating and almost detached. At this point the team may produce a successor leader and the previous leader can move on to develop a new team. This progression of team behaviour and leadership style can be seen clearly in the Tannenbaum and Schmidt Continuum – the authority and freedom extended by the leader to the team increases while the control of the leader reduces. In Tuckman’s Forming Storming Norming Performing model, Hersey’s and Blanchard’s Situational Leadership® model and in Tannenbaum and Schmidt’s Continuum, we see the same effect, represented in three ways.
Tuckman’s Forming Storming Norming Performing Model – Original Model
The progression is:
- forming
- storming
- norming
- performing
- adjourning
Features of each phase:
forming – stage 1
High dependence on leader for guidance and direction. Little agreement on team aims other than received from leader. Individual roles and responsibilities are unclear. Leader must be prepared to answer lots of questions about the team’s purpose, objectives and external relationships. Processes are often ignored. Members test tolerance of system and leader. Leader directs (similar to Situational Leadership® ‘Telling’ mode).
storming – stage 2
Decisions don’t come easily within group. Team members vie for position as they attempt to establish themselves in relation to other team members and the leader, who might receive challenges from team members. Clarity of purpose increases but plenty of uncertainties persist. Cliques and factions form and there may be power struggles. The team needs to be focused on its goals to avoid becoming distracted by relationships and emotional issues. Compromises may be required to enable progress. Leader coaches (similar to Situational Leadership® ‘Selling’ mode).
norming – stage 3
Agreement and consensus is largely forms among team, who respond well to facilitation by leader. Roles and responsibilities are clear and accepted. Big decisions are made by group agreement. Smaller decisions may be delegated to individuals or small teams within group. Commitment and unity is strong. The team may engage in fun and social activities. The team discusses and develops its processes and working style. There is general respect for the leader and some of leadership is more shared by the team. Leader facilitates and enables (similar to the Situational Leadership® ‘Participating’ mode).
performing – stage 4
The team is more strategically aware; the team knows clearly why it is doing what it is doing. The team has a shared vision and is able to stand on its own feet with no interference or participation from the leader. There is a focus on over-achieving goals, and the team makes most of the decisions against criteria agreed with the leader. The team has a high degree of autonomy. Disagreements occur but now they are resolved within the team positively and necessary changes to processes and structure are made by the team. The team is able to work towards achieving the goal, and also to attend to relationship, style and process issues along the way. team members look after each other. The team requires delegated tasks and projects from the leader. The team does not need to be instructed or assisted. Team members might ask for assistance from the leader with personal and interpersonal development. Leader delegates and oversees (similar to the Situational Leadership® ‘Delegating’ mode).
Bruce Tuckman refined his theory around 1975 and added a fifth stage to the Forming Storming Norming Performing model – he called it Adjourning, which is also referred to as Deforming and Mourning. Adjourning is arguably more of an adjunct to the original four stage model rather than an extension – it views the group from a perspective beyond the purpose of the first four stages. The Adjourning phase is certainly very relevant to the people in the group and their well-being, but not to the main task of managing and developing a team, which is clearly central to the original four stages.
adjourning – stage 5
Tuckman’s fifth stage, Adjourning, is the break-up of the group, hopefully when the task is completed successfully, its purpose fulfilled; everyone can move on to new things, feeling good about what’s been achieved. From an organizational perspective, recognition of and sensitivity to people’s vulnerabilities in Tuckman’s fifth stage is helpful, particularly if members of the group have been closely bonded and feel a sense of insecurity or threat from this change. Feelings of insecurity would be natural for people with high ‘steadiness’ attributes (as regards the ‘four temperaments’ or DISC model) and with strong routine and empathy style (as regards the Benziger thinking styles model, right and left basal brain dominance).
Friday, October 22, 2010
KM Approach to Business-Ria Two Sdn Bhd
KM Approach to Business-Ria Two Sdn Bhd (Part1)
KM Approach to Business-Ria Two Sdn Bhd (Part2)
KM Approach to Business-Ria Two Sdn Bhd (Part2)
KM-Knowledge Management Approach to Business-MAA Assurance
MAA Assurance
Knowledge Management Approach to Business
Apply knowledge management approach to business in Malaysia by collecting a lesson learned and reapply through the development of franchise and agent program. This program was successfully implemented on the above organization.
Activities
-collecting lesson learned
-sharing the best practices
-replicate the processes in the business flow
-benchmarking the best technique and approach
-training using KM based approach
Knowledge Management Approach to Business
Apply knowledge management approach to business in Malaysia by collecting a lesson learned and reapply through the development of franchise and agent program. This program was successfully implemented on the above organization.
Activities
-collecting lesson learned
-sharing the best practices
-replicate the processes in the business flow
-benchmarking the best technique and approach
-training using KM based approach
KM-Knowledge Management Approach to Business-Mulia Erat Sdn Bhd
Mulia Erat Sdn Bhd (Part 1)
Mulia Erat Sdn Bhd (Part 2)
Knowledge Management Approach to Business
Apply knowledge management approach to business in Malaysia by collecting a lesson learned and reapply through the development of franchise and agent program. This program was successfully implemented on the above organization.
Activities
-collecting lesson learned
-sharing the best practices
-replicate the processes in the business flow
-benchmarking the best technique and approach
-training using KM based approach
Mulia Erat Sdn Bhd (Part 2)
Knowledge Management Approach to Business
Apply knowledge management approach to business in Malaysia by collecting a lesson learned and reapply through the development of franchise and agent program. This program was successfully implemented on the above organization.
Activities
-collecting lesson learned
-sharing the best practices
-replicate the processes in the business flow
-benchmarking the best technique and approach
-training using KM based approach
Thursday, October 21, 2010
Self Development-Goal Setting
Megat on Goal Setting
View more presentations from trainingandcoaching.
Salam all,
If you know that you can do more with your life, but struggle with the means of acquisition, consider your goal setting skills. By learning to effectively set goals, you are taking the first step to a happy, more productive life that is fulfilling. Once you learn how to set goals, moving into the ability to commit to those goals and seeing them through to completion will enable you to experience the many benefits of goal setting, and the general success that you want!
Goal setting is a powerful way of motivating people. In fact, goal setting theory is generally accepted as among the most valid and useful motivation theories in industrial and organizational psychology, human resource management, and organizational behavior. Locke's research showed that there was a relationship between how difficult and specific a goal was and people's performance of a task. He found that specific and difficult goals led to better task performance than vague or easy goals.
Telling someone to "Try hard" or "Do your best" is less effective than "Try to get more than 80% correct" or "Concentrate on beating your best time." Likewise, having a goal that's too easy is not a motivating force. Hard goals are more motivating than easy goals, because it's much more of an accomplishment to achieve something that you have to work for. A few years after Locke published his article, another researcher, Dr Gary Latham, studied the effect of goal setting in the workplace. His results supported exactly what Locke had found, and the inseparable link between goal setting and workplace performance was formed.
'Life With a Purpose'
-MZA-
KM-Workshop INTAN 22to25 March 2010-Video Presentation 3
Bengkel Knowledge Management: Institut Tadbiran Awam Malaysia
INTAN 2010, Dewan Seri Baiduri, IMATEC
Trainer: En. Megat Zainurul Anuar bin Megat Johari
Trainer: En. Akmal Zaman bin Abu
Syarikat: Dreamsoft (M) Sdn Bhd
Rujukan : www.thedreamsoft.com
Email: admin@thedreamsoft.com
Email Trainer: megat@thedreamsoft.com; akmal@thedreamsoft.com
objektif
1. untuk memberikan menyelaraskan sukatan pemahaman dan 'terminology' bagu 'Knowledge Management'
2. memberikan pendedahan asas tentang pengurusan ilmu
3. meningkatkan pengetahuan peserta tentang perlaksanaan dan praktis KM di agensi masing-masing
4. memberikan pendedahan kepada KM system dan isu-isu berkaitan pengurusan maklumat
KM-Workshop INTAN 22to25 March 2010-Soft Skills NLP-Akmal
Revision
KM Video 22 25 MArch 2010 KM Action Plan-Megat 10
INTAN 2010, Dewan Seri Baiduri, IMATEC
Trainer: En. Megat Zainurul Anuar bin Megat Johari
Trainer: En. Akmal Zaman bin Abu
Syarikat: Dreamsoft (M) Sdn Bhd
Rujukan : www.thedreamsoft.com
Email: admin@thedreamsoft.com
Email Trainer: megat@thedreamsoft.com; akmal@thedreamsoft.com
objektif
1. untuk memberikan menyelaraskan sukatan pemahaman dan 'terminology' bagu 'Knowledge Management'
2. memberikan pendedahan asas tentang pengurusan ilmu
3. meningkatkan pengetahuan peserta tentang perlaksanaan dan praktis KM di agensi masing-masing
4. memberikan pendedahan kepada KM system dan isu-isu berkaitan pengurusan maklumat
KM-Workshop INTAN 22to25 March 2010-Soft Skills NLP-Akmal
Revision
KM Video 22 25 MArch 2010 KM Action Plan-Megat 10
Tuesday, October 19, 2010
KM-Workshop INTAN 22to25 March 2010-Video Presentation 2
Bengkel Knowledge Management: Institut Tadbiran Awam Malaysia
INTAN 2010, Dewan Seri Baiduri, IMATEC
Trainer: En. Megat Zainurul Anuar bin Megat Johari
Trainer: En. Akmal Zaman bin Abu
Syarikat: Dreamsoft (M) Sdn Bhd |Rujukan : www.thedreamsoft.com
Email: admin@thedreamsoft.com
Email Trainer: megat@thedreamsoft.com; akmal@thedreamsoft.com
Objektif
1. untuk memberikan menyelaraskan sukatan pemahaman dan 'terminology' bagu 'Knowledge Management'
2. memberikan pendedahan asas tentang pengurusan ilmu
3. meningkatkan pengetahuan peserta tentang perlaksanaan dan praktis KM di agensi masing-masing
4. memberikan pendedahan kepada KM system dan isu-isu berkaitan pengurusan maklumat
Revision
KM Video 22 25 MArch 2010 Scavenger Hunt Megat 7
KM Video 22 25 MArch 2010 collaboration tools Megat 8
KM Video 22 25 MArch 2010 Capturing Lesson Learned Megat 9
INTAN 2010, Dewan Seri Baiduri, IMATEC
Trainer: En. Megat Zainurul Anuar bin Megat Johari
Trainer: En. Akmal Zaman bin Abu
Syarikat: Dreamsoft (M) Sdn Bhd |Rujukan : www.thedreamsoft.com
Email: admin@thedreamsoft.com
Email Trainer: megat@thedreamsoft.com; akmal@thedreamsoft.com
Objektif
1. untuk memberikan menyelaraskan sukatan pemahaman dan 'terminology' bagu 'Knowledge Management'
2. memberikan pendedahan asas tentang pengurusan ilmu
3. meningkatkan pengetahuan peserta tentang perlaksanaan dan praktis KM di agensi masing-masing
4. memberikan pendedahan kepada KM system dan isu-isu berkaitan pengurusan maklumat
Revision
KM Video 22 25 MArch 2010 Scavenger Hunt Megat 7
KM Video 22 25 MArch 2010 collaboration tools Megat 8
KM Video 22 25 MArch 2010 Capturing Lesson Learned Megat 9
KM-Workshop INTAN 22to25 March 2010-Video Presentation 1
Bengkel Knowledge Management: Institut Tadbiran Awam Malaysia
INTAN 2010, Dewan Seri Baiduri, IMATEC
Trainer: En. Megat Zainurul Anuar bin Megat Johari
Trainer: En. Akmal Zaman bin Abu
Syarikat: Dreamsoft (M) Sdn Bhd |Rujukan : www.thedreamsoft.com
Email: admin@thedreamsoft.com
Email Trainer: megat@thedreamsoft.com; akmal@thedreamsoft.com
Objektif
1. untuk memberikan menyelaraskan sukatan pemahaman dan 'terminology' bagu 'Knowledge Management'
2. memberikan pendedahan asas tentang pengurusan ilmu
3. meningkatkan pengetahuan peserta tentang perlaksanaan dan praktis KM di agensi masing-masing
4. memberikan pendedahan kepada KM system dan isu-isu berkaitan pengurusan maklumat
Revision
KM video 22to25 March 2010: Tacit and Explicit
KM video 22to25 March 2010: KM Lesson Learned from Interview
KM video 22to25 March 2010: Workshop Begin 1a-The Participant
KM video 22to25 March 2010: Workshop Begin 1b-Data, Information and Knowledge
KM video 22to25 March 2010:KM-Megat3-Community of Practise
INTAN 2010, Dewan Seri Baiduri, IMATEC
Trainer: En. Megat Zainurul Anuar bin Megat Johari
Trainer: En. Akmal Zaman bin Abu
Syarikat: Dreamsoft (M) Sdn Bhd |Rujukan : www.thedreamsoft.com
Email: admin@thedreamsoft.com
Email Trainer: megat@thedreamsoft.com; akmal@thedreamsoft.com
Objektif
1. untuk memberikan menyelaraskan sukatan pemahaman dan 'terminology' bagu 'Knowledge Management'
2. memberikan pendedahan asas tentang pengurusan ilmu
3. meningkatkan pengetahuan peserta tentang perlaksanaan dan praktis KM di agensi masing-masing
4. memberikan pendedahan kepada KM system dan isu-isu berkaitan pengurusan maklumat
Revision
KM video 22to25 March 2010: Tacit and Explicit
KM video 22to25 March 2010: KM Lesson Learned from Interview
KM video 22to25 March 2010: Workshop Begin 1a-The Participant
KM video 22to25 March 2010: Workshop Begin 1b-Data, Information and Knowledge
KM video 22to25 March 2010:KM-Megat3-Community of Practise
Wednesday, October 13, 2010
Self Development-Interview
Bagaimana perasaan kita apabila di 'interview' dan bagaimana kita menjawab soalan apabila ditanya tentang diri kita :)
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