Laporan Kursus Pendek Di Luar Negara Di Bawah Program

Laporan Kursus Pendek Di Luar Negara Di Bawah Program Pembangunan
Kepimpinan Kumpulan Pengurusan Pertengahan Gred 48 - 54 Tahun 2011
COURSE
Leading For Organisational Impact : The Looking Glass Experience
PLACE
Mt. Eliza Executive Education,
Melbourne Business School
The University of Melbourne, Australia
3.
DATE
12-16 December 2011
4.0
COURSE CONTENT
4.1
Background
Mt. Eliza is the executive education arm of Melbourne Business School,
which is part of the University of Melbourne. The prestigious 50 years
history of working successfully with organisation, the Financial Times has
recently ranked Mt. Eliza as No. 1 executive educator in Australia and the
Asia Pacific and globally as a top 40 provider. The open programmes are
in leadership, management and specialists areas and the content ranges
from business-focused hard skills through to people-focused soft skills.
The programme on "Leading for Organisational Impact: The Looking
Glass Experience" which was held for 5 days (12-16 December 2011),
attended by a total of 22 participants includes 5 participants from
Malaysia (Full lists of participants as in Attachment B).
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Content and Methodology
4.2
The detail programme for the course is as in Attachment C.
The main objective of the programme is to transform one's leadership
style that will have a lasting impact both on the participants and as well
as the organisation. The course structure consist of 3 phases as follows:
i)
Phase 1 — Pre-programme preparation
The participants are required to complete a series of online assessment
before attending the course. The assessment includes, self data sheet
and self-assessment based on 6 pillars of competencies i.e. selfawarenss, learning agility, communicating effectively, influence, thinking
and acting strategically and working across boundaries. The participant is
also required to engage 'raters' i.e. an immediate boss, at least five
'peers' and five 'subordinates' to prepare and submit online assessment
on 'Leading the Function 360'. The 360 assessment made based on the
raters perception on the participant current management/leadership style
and its focus are on the following aspects:
Self-awareness
Influence
Communicating effectively
Learning agility
Working across boundaries
Thinking and acting strategically
Vision
Results of orientation
Engagement
Innovation
Leading globally
Understanding the organisation; and
Approachability
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In addition, the participant is also required to undertake on preprogramme interview with the 'boss' and two additional colleagues in
which the result of the interviews are part of the input to the self data
sheet.
ii)
Phase 2 — Attending the 5 days programme
Day 1 :
Programme overview and introduction to interpersonal needs
using the 'FIRO-B' (fundamental inter-relational organisational
behaviour) model and using the Situation-Behaviour Impact
(SBI) concept to give and receive feedback among personnel
in an organisation. Taking position/role in the Looking Glass
Ltd organisation and prepare for simulation exercise.
Participants were divided into small syndicate group according
to position as shown in the LGL Organisational Chart as in
Attachment D.
Day 2 :
Actively participate in the Looking Glass (LGL) Ltd. simulation
exercise where each participant based on his or her position is
given specific task to resolve several issues related to overall
business of this glass company. During the whole day of the
simulation exercise and during presentations, the 'hands-on'
management/leadership skills of each participant were
observed and assessed by the facilitators. Participants are
required to prepare feedbacks or comments on SBI for each
group member in the evening which are to presented on the
next day session.
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Mt. Eliza Course/KalsomGhani012012
Day 3 :
Continue on The LGL simulation exercise and focus on crossdivisional Function Debriefs. Feedback by peers (syndicate
group members) and trainer feedback session. In this session
each participant are required to give comments face-to-face in
an open to each individual group members using the SBI
model based on the situation during the LGL simulation
exercise.
Day 4 :
Reinforcement of lesson learned on the simulation, revisited
for additional in sights into complex organisation challenges
and collaboration. Application of practical tools and techniques
on leading across boundaries. Discussion and presentation by
each participant using the Looking Glass 360 degree
assessment model on leadership strengths and development
needs. A review and reflection on lesson learned and one-onone feedback session between participant and the programme
director/facilitator.
Day 5 :
Goal setting and planning based on the most important lesson
learned. Each participant are required to have a goal
statement and draw-up individual action plans and prioritising
the plan based on the need for each developmental areas
(weaknessess) that had been identified through the 360
degree assessment exercise. The closing session of this
programme covers briefing on the Reflections Process and
the 90-day Post-Programme 360 assessment, feedback
report indicating the changes and impact on the participant as
well as the organisation.
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iii)
Phase 3 — Reflection
Participants are required to complete the 90-day post-programme 360
assessment that will identify behaviour change and progress on goals.
Participants are guided by reflection worksheet on follow-up action such
as regular discussion with 'peers', 'subordinates' and as well as
immediate 'boss' on development needs/opportunities for the participant
to continue to learn and grow within the organisation.
4.3
Exposure and New Input
The whole course content had given very wide exposure on several
organisational culture, the different complexity or challenges that faced
by many organisation and most important is the strength of leadership or
leadership style with clear vision that determines the success of an
organisation in achieving its goals.
The simulation exercise had given new input or exposure on hands-on
experience to handle typical organisational issues and conflicts that very
much involve or related to human/personnel behaviour in a business
orientated organisation.
4.4
i)
Lesson's Learnt
Interactions among fellow participants from various countries with
different cultural, behavioural background, holding different level of
positions in an organisation had given great opportunities for participants
to directly apply the 6 pillars of leadership competencies i.e. self
awareness, learning agility, communicating effectively, influence, thinking
and acting strategically and working accross boundaries.
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Mt. Eliza Course/KalsomGhani012012
Experiences or lesson learnt from this powerfull programme is very
usefull and applicable to the participant's day-to-day job function in the
Department of Environment.
Leadership is all about direction, commitment and alignment.
"Leadership roles and processes are those that facilitate setting direction,
creating alignment, and maintaining commitment in groups of people who
share common work;" (quoted by: Van Velsor, E; McCauley, C.D. &
Ruderman, M.N. (Eds) (2010) - The Centre for Creative Leadership
handbook of Leadership Development).
Conclusion
4.5
The high impact methodology that had been used throughout the course
i.e. simulation exercise, de-briefs, role-play or games, individual
presentation, behavioural observations, 'giving' and 'receiving' feedbacks,
interpersonal needs impacts/consequences exercise are among highly
participative methodologies that make this course is a unique one.
The programme not only interesting, but most important is effective to the
participant especially on the aspect of 'self-awareness' and 'eye-opening'
for future self-development and continuous improvement.
iii)
It is highly recommended that the Public Service Department (JPA) shall
continue engaging with this unique programme and open-up more
opportunities for mid-level managers or officers from technical
departments or agencies to attend this course or similar module offered
by any other world leading training institutions.
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5.0
ATTACHMENT
Attachment A - Completion of the Course Certificate (copy)
Attachment B - Full list of participants
Attachment C - Leading for Organisational Impact:
The Looking Glass Experience detail programme
Attachment D - The LGL Organisational Chart (Simulation Exercise)
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Mt. Eliza Course/KalsomGhani012012
A-Kadnrme4i't A
Mt Eliza
EXECUTIVE EDUCATION
This is to certify that
Ms. KaIsom Abdul Ghani
has completed the
Leading for Organisational Impact:
The Looking Glass Experience
L01114
12 - 16 December, 2011
Deputy Dean
Mt Eliza Executive Education
Program Director
Mt Eliza Executive Education
igifekch "newt
Mt Eliza
EXECUTIVE EDUCATION
Leading for Organisational Impact:
The Looking Glass Experience
Directory of Participants
12 - 16 December, 2011
Cusi (ionised
I
Tailored
I
I
Coaeltin!!
MELBOURNE
THE UNIVERSITY OF
MELBOURNE
BUSINESS
SCHOOL
Mr Robert Abbey
Practice Head - Testing
Cognizant Technology Solutions Australia Pty Limited
Level 15
14 Martin Place
SYDNEY NSW
Australia
2000
Mob: 0457 700 866
E-mail: [email protected]
Ms Kalsom Abdul Ghani
Director
Department of Environment Malaysia
Level 4, Podium 3, Wisma Sumber Asli
No 25 Persiaran Perdana, Precint 4
62574
PUTRAJAYA
Malaysia
Mob 601 9322 6802
Tel: 603 8871 2317
E-mail: [email protected]
Fax: 603 8888 4151
Mr Paul Allenby
Commercial Manager - Operations
Cummins South Pacific Pty Ltd
443 Horrie Miller Drive
NEWBURN WA 6105
Australia
Mob: 0407 087 380
Tel: 08 9475 8777
E-mail: [email protected]
Mr Brendan Behringer
Supervisor Operations Support and Projects
Rio Tinto Coal Australia
PO Box 267
SINGLETON NSW 2330
Australia
Mob: 0467 780 365
Tel: 02 6570 1386
E-mail: [email protected]
Mr Brett Cooper
Group Manager, International Issues Branch
Austrade
Minter Ellison Building
25 National Circuit
FORREST ACT 2603
Australia
Fax: 08 9475 8666
Mr Razali Lajis
Director of Fisheries Extension Division
Department of Fisheries Malaysia
3rd Floor, Podium 1, Block 4G2 Wisma Tani
Presint 4
PUTRAJAYA 62628
Malaysia
Mob: 013 927 0776
Tel: +603 8870 4414
E-mail: [email protected]
Fax: +603 8889 1055
Dr Billy Manoka
Commissioner / CEO
Independent Consumer and Competition Commission
P.O. Box 6394
BOROKO NATIONAL CAPITAL DISTRICT Papua New Guinea
Mob: 675 7687 6891
Tel: 675 325 2144
E-mail: [email protected]
111
Fax: 675 323 0052
Mr Colin Maxfield
Financial Services Manager
BRISBANE CITY COUNCIL
GPO Box 1434
BRISBANE QLD 4001
Australia
Mob: 0438 756 141
Tel: 07 3027 4911
E-mail: [email protected]
Ms Julie McLellan
Manager, Water Resources
BRISBANE CITY COUNCIL
GPO Box 1434
BRISBANE QLD 4001
Australia
Mob: 0416 048 713
Tel: 07 3403 9137
E-mail: [email protected]
Fax: 07 3334 0079
Mr Ian Nunn
General Manager IT Infrastructure Australia and New Zealand
Rabobank
GPO Box 4577
SYDNEY NSW 2001
Australia
Mob: 0402 848 228
Tel: 02 8115 4321
E-mail: [email protected]
Fax: 02 8083 4321
Ms Theanne Walters
Deputy Chief Executive Officer
Australian Medical Council Limited
PO Box 4810
KINGSTON ACT 2604
Australia
Mob: Fax: 02 6270 9799
Tel: 02 6270 9708
E-mail: [email protected]
Mr Paul Whybrow
Practice Head - CIME
Cognizant Technology Solutions Australia Pty Limited
Level 15
14 Martin Place
SYDNEY NSW 2000
Australia
Mob: 0407 165 668
E-mail: [email protected]
Leading for Organisational Impact:
The Looking Glass Experience
Monday
Introductions
FIRO-W Assessment
Tuesday
Looking Glass, Ltd.'
Simulation
Wednesday
Debrief II
Executive Committee
and Cross-divisional
Debrief
Thursday
LGL:
A New Reflection
Developmental
Planning
Boundary Spanning
Leadership
Resource Groups
Debrief IV
Lunch
Introduction to SBI
Model
Introduction to LGI
Simulation
CEO and MDSI Election
Resource Groups
Working Lunch
Looking Glass, Ltd.
Simulation Continues
Working Lunch
Debrief III
Lunch
Leading the Function
360
Process and Issues
Questionnaire (PIQ)
Consolidation of
Learning
Debrief I
One-to-one
Consultation
Begin Feedback
Preparation
LGL Procedures
Homework
Continue Simulation
Preparation
Homework
Continue Feedback
Preparation
No Homework
Friday
Dinner
Celebration
Julie McLellan
Director
Sa es &
Marketing
219
PETER
•Managing
Director
Managing
Director
Managing
Director
Strategic
Initiatives
Advanced
Products
Commercial
Glass
206
207
209
ROEL
COLIN
PAUL A
Director
Manufacturing
221
BRETT
Plant Mgr.
LCD Glass
220
RAZALI
Director
Product
Development
216
TAN IA
Plant Mgr.
Optical
Fibers
218
NORIAH
Advanced Products Division
6D2011 Centel ,,
All R'ic'hes R:served.
Direcior
Director
Sales &
Marketing
203
CHARMEIDA
* Plant
Mgr.
LG Coatings
202
ROB
Manufacturing
205
PAUL W
PlanfMgi.
Lighting
Products
224
ZAHIR
Director
Pri3duct
Development
201
KALSOM
Plant Mgr.
Flat Glass
204
BRENDAN
Commercial Glass Division
I ;Mgiikdrire-7,,
l!ibirector
Industrial
Glass
208
4!. THEANNE.
raligtoirtil
'§Nreg
iikgiketinc
Ori9nflilaPA
*AlanBrooke
Glassworks
210
IAN
)1:NI
Auto
Maniif400ring
212
BILLY
Glass
214
AR,ANDI
g FT-Director
'": rrF
P.Ire49r
PrOdiict
Development
211
ROBERT
triNilifi M6FP1
Spe6Ialty
Gla4g
222
STUART
Industrial Glass Division
lant
Iprn
213