AkmalRahim

*above picture- ketiga-tiga yang diambil pada hariku yang sibuk. Chewah!!

Salah satu daripada nak berasa bagus, atau rasa bahagia ni ialah sibukkan diri anda. Lagi sibuk anda lebih bahagia anda. Biarpun rasa letih, penat tapi hati kecil akan akui betapa bahagianya ia. Tidur pun lena, hati puas sebab kita dah berikan yang terbaik untuk kehidupan kita. ( “Tau Tak Apa” oleh HM Tuah Iskandar)

Saya sangat bersetuju dengan pandangan yang diberikan oleh HM Tuah Iskandar. Kadang-kadang kita memang mengeluh sebab terlalu penat dengan beban kerja, belajar, hal keluarga dan sebagainya. Namun, disebalik kesibukan itu kita akan berasa sangat puas apabila satu-satu hal itu berjaya diselesaikan; apatah lagi kalau berjaya diselesaikan dengan sempurnanya. Pasti BAHAGIA!!..

Kita juga akan berasa kerugian andaikata masa yang diberikan iaitu 24 jam sehari tidak digunakan dengan sebaiknya. Seboleh-boleh kita manfaatkan dengan perkara-perkara yang berguna untuk diri, keluarga dan masyarakat. Sentiasalah sibuk-sibukan diri anda. Tapi, awas!! jangan plak ‘jaga tepi kain orang’. Jangan salah tafsir pula dengan istilah sibuk-menyibuk ini. Kain sendiri pun tidak terjaga; inikan pula nak jaga ‘tepi kain orang’ (sekadar gurauan).

Apa lagi; kepada sesiapa yang tidak sibuk. silalah buat-buat sibuk supaya anda akan berasa bagus. hehehe..

p/s: Tahniah kepada Jordan & Janwee dan Hafiz & Syahirah Hanim. Syahirah Hanim (shi) adalah adik homeroomku ketika di MRSMBP dulu.

*as illustrations purposes only

Find this article somewhere.. Hopefully we’ll benefit from it.

In every large organization, there’s a hierarchy of management that keeps the whole operation running smoothly. Whether you’re a senior (upper level) manager, middle manager, or supervisor, you’re responsible for directing people so that the organization’s goals are accomplished. A good manager can motivate people, learn from previous mistakes, and gain respect from a team. This article focuses on managers in a large organization rather than in a small business or working on specific projects.

1. Motivate people. Why are the employees there? What keeps them with your organization and stops them from going somewhere else? What makes the good days good? What makes them stick with the organization after a bad day or a bad week? Don’t assume it’s money–most people aren’t that one-dimensional. Ask the employees how they’re liking their job on a regular basis. Encourage them to be honest with you. Be a good listener. Then take action based upon what they tell you. If health is important to them, give them time to go to the gym and work out. If their family is important, respect the time they may need to send their kids off to school in the morning or pick them up in the afternoon. Remember, our values are what makes us “tick”. If you manage by respecting your team’s values, they will give you 110% of their effort.
2. Delegate. You’re a manager because you’re good at what you do, but that doesn’t mean you’re supposed to do it ALL. Your job as a manager is to teach other people how to do a good job. If you’re uncomfortable with delegating, however, this can be a huge leap of faith for you. One way to overcome this is to start small. Give people tasks that, if performed incorrectly, can be fixed. Take the opportunity to teach and empower your employees. Then gradually give them tasks with greater responsibility as you come to understand their strengths and weaknesses and learn how to anticipate any problems they might have so you can coach them properly before they begin.
3. Keep the door open. Always remind people that if they have any questions or concerns, you’re ready and willing to listen. Don’t be one of those managers who inadvertently makes an employee feel like they’re “bothering” you when they bring up a question or concern. Instead of seeing it as another crisis to manage, look at it as an opportunity to show your employee how much you want this organization to be a fulfilling place to work. Never minimize or dismiss their concerns, and always make sure that you’ve answered their questions completely.
4. Let people make mistakes. As a manager, you take responsibility for other people’s actions, so the last thing you want to do is be responsible for someone else’s mistakes. In an attempt to be proactive and prevent mistakes, you might give careful instructions and create clear, strict standards. But are you making people afraid of mistakes? Do they always check with you about every little thing, reluctant to make their own decisions because they might not do it correctly? That ends up making the employees more dependent on you, which makes them less effective and unnecessarily drains a significant portion of your time. In order for people to think for themselves, they need to learn, and in order to learn, sometimes we need to make mistakes. Trust them, and give them a fair margin of error.
5. Learn from your own mistakes. When things don’t turn out the way you expected, recognize what you could’ve done differently and verbalize this realization to your employees. This shows them that you make mistakes, too, and it also shows them how they should handle their own mistakes. Whenever you’re doing something correctly after having done it incorrectly in the past, let whoever is watching know. E.g. “The reason I know to press this button is because this happened to me when I first started out, and I made the mistake of pressing the blue button, thinking ‘This will shut down the system, which should resolve the issue’ and I found out–the hard way–that it makes the issue even worse!”
6. Treat everyone equally. Most of us aren’t as egalitarian as we’d like to be. Many times, favoritism happens on a subconscious level. The tendency is to give more positive recognition to the people who remind us of ourselves somehow and who actually like us, rather than to the people who make the biggest contributions to the organization. In the long run, it’s people in the latter group who will make the most progress in achieving the organization’s goals, so monitor your own behavior carefully and make sure you’re not accidentally short-changing them, even if they give you the impression that your positive regard doesn’t affect them. Some people shy away from positive feedback but appreciate it nonetheless.

p/s: sometime we feel we are a good manager or have a good skill in management until we face it, then we’ll know either we are a good manager or not. above articles will be a guide to be a good manager. Good Luck!!

Catur Bistari-Permainan Keusahawan

Saya sudah membeli permainan ini semasa ronda2 sementara menunggu waktu berbuka dengan harga RM80.00 di e@Curve, Kota Damansara. Harga asal adalah RM89.90. Mula-mula tengok permainan ini tercetus difikiran saya “Ini macam CashFlow 101 je..” (cetusan idea berdasarkan laluan pada gambarajah permainan). Tidak terlintas dalam fikiran saya untuk membeli permainan ini. Tambahan pula penjual tersebut menyamakan permainan ini dengan monopoli. “Argh.. x minat la kalau macam monopoli..dah bosan main..(ni cakap dalam hati je ni..)” Selepas soal selidik, belek2 saya nampak ianya ada sedikit persamaan konsep dengan CashFlow 101.

Nak dijadikan cerita, lepas solat maghrib terdetik hati saya untuk membeli permainan ini. Mungkin ada baiknya saya beli permainan ini. “Boleh main ngan adik2 kat rumah nanti”..kebetulan saya akan balik bercuti Raya Aidilfitri minggu ini; dengan harapan mereka dapat belajar sesuatu mengenai kewangan/bisnes secara tidak langsung. Mungkin dapat menarik minat mereka mengenai kewangan/bisnes di awal usia muda. InsyaAllah saya akan update mengenai permainan ini nanti.

Info Catur Bistari
Catur Bistari merupakan permainan yang mendidik ilmu dan amalan bisnes. Permainan ini sesuai untuk menyemai benih keusahawanan dan semangat berniaga di kalangan anak-anak dan yang menarik perhatian saya adalah amalan bisnesnya yang berlandaskan nilai-nilai Islam.

Untuk maklumat lanjut sila rujuk kepada laman web ini:
1. Catur Bistari (http://www.caturbistari.com.my)